A copy of the Pathway Group Strategic Plan (C) Pathway Group Tel: 0121 707 0550

1. Strategic Plan 2019 – 2021

2. Contents
Background 3
Our Journey 4
Our Network Bodies 5
Foreword 6
Responding to Skills Needs 7
Our Vision & Misson 11
Diverse Stratergies
• Apprenticeships 13
- Context 13
- Vision 13
- What we will do 13
• Adult Education (AEB, AdLL, ESF) 15
- Background to Development 15
- Vision 15
- What we will do 16
• Commercial 17
- Vision 18
- What we will do 18
• Business Support Services 19
- Our Support Services 19
- Developing our People 19
- Safeguarding and Promoting British Values 20
• Finanacial Strength 21
• Strategic Risk 22

3. Background
Pathway First Ltd T/A Pathway Group is a leading Regional skills provider with a vision of
Changing Lives Through Skills and Work. For the past 20 years, we have been at the forefront
of supporting individuals through their journey into and during employment delivering
qualifications tailored to job outcomes linked to employers. We exist to encourage and
advance employment opportunities by matching the needs of business, individuals and
communities.
Pathway Group have extensive experience in delivering training, support and pre-employment
guidance to priority groups and place considerable importance on supporting the individual in
their general wellbeing. We take a bespoke approach to identifying customer needs, existing
skills, aspirations and ability and providing information, advice and guidance to overcome
any barriers they may face in gaining and sustaining employment. We also have an extensive
network of employer/employment opportunity/placement links.
Pathway Group founded Thinkfest, its events division which holds over 100 free B2B events a
year across the country; established The Asian Apprenticeship Awards to celebrate the talent
and diversity of British Asian Apprentices, their employers and training providers; and is the
founding member of the BAME Apprenticeship Alliance which is a network of employers that
strives to address apprenticeship diversity through policy, advocacy and conversations.
In 2018, Pathway Group created three core strands within the business in line with the
funding mechanisms to bring sustainability to the business whilst maintaining a high-quality
service. They are: Advanced Learner Loans (ALL); Apprenticeships; Adult Education (AEB)
incorporating European Social Fund (ESF).

4. 2000
Pathway Group
Founded
English Language training
delivered to refugees and
asylum seekers
2014
Success
Gained recognition for
our success on the Work
Programmes with a
success rate of 96.7%
2019/20
ESF & AEB
Success
Successful in partnering with ESF
Primes to deliver skills support
for the workforce in 5 LEP
Areas. Secured Prime
Devolved contract with
GLA and GMCA
2004/5
Gained Industry
Recognition
ISO 9001, Matrix
and DFES
2015
We Went National
Delivered ESF skills
development to over
3,000 learners
2016
New Opportunities
Engaged with over 30
Prime Contractors in 6
regions and launched the
Asian Apprenticeship
Awards
2008/11
Delivering
Apprenticeships
As well as ESF delivery;
Train To Gain and Work
Programme Delivery in
Care
2012
Became a Prime
Secured £500,000 SFA
Contract and became a
National Career Service
Provider
2017/18
Expansion
ESF Success with a host
of new partners. Secured
non-levy allocation for
Apprenticeships.
Secured an AEB
contract.
Our Journey
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5. Our Network Bodies
Listed below are some of the networks that Pathway is involved with:
• Birmingham & Solihull Training Provider Network (Board Member)
• Black Country Training Provider Network
• Walsall Training Provider Network
• Worcester Training Provider Network
• Leicester SSW Provider Network
• Stoke on Trent SSW Provider network
• Coventry and Warwickshire SSW Provider network
• Greater Birmingham and Solihull LEP (Education and Skills board)
• Birmingham City Council (East Birmingham) Stakeholder Group
• Derbyshire Network
• West Yorkshire Learning Providers (WYLP)
• ENABLE Network
• Leeds City Hub
• Greater Manchester Learning Provider Network
• BAME Apprenticeship Alliance
• Ladder for Greater Birmingham
• Association of Employment and Learning Providers (AELP)
• Employment Related Services Association (ERSA)
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6. Foreword
The Company’s Strategic Plan 2019-2021 sets an ambitious vision for our development
over the period.
The Company’s reputation locally, regionally and nationally has grown markedly in the
last 5 years.
Teaching across our core strands is routinely good, although we recognise the
opportunity to further improve the proportion of good and outstanding teaching. In our
last Ofsted Inspection in 2016 it was noted “Tutors are knowledgeable and experienced
in their vocational areas. They have high expectations of their apprentices who benefit
from good coaching and support in learning sessions. They plan learning well to meet
individual needs and programme requirements, and reinforce this effectively in the
workplace and during off-the-job training sessions”.
The Company is passionately aware of its responsibility to the local communities within
which it operates. The Company strives to meet the needs of local young people and
adults by improving their economic futures.
Over recent times, careful curriculum development and initiatives to improve the
work readiness of young people and adults have been highly effective. 71.3% of our
young people and adults progress from our programmes to a positive future, either
employment or further education including higher education, improving their personal
prosperity and in turn contributing positively to their own communities.
Financially, there is always a challenge to managing the cashflow owing to the delivery
models currently used and with our success in securing additional contracts these will
rely heavily on upfront investment with delayed income.
For the Academic Year 2019-2020 our delivery breakdown is as follows:
Adult Education (including ESF) 63%
Advanced Learner Loans 30.3%
Apprenticeships 6.7%
The political landscape around the Skills Sector is changing. Combined Authorities and
Local Enterprise Partnerships will have a greater and increasing say in how providers
develop and deliver their services to meet local and regional needs. We need to ensure
our curriculum continues to align well with those needs.
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7. Responding to Skills Needs
The core message of the Panel who took part in the recent Philip Augar Review in
May 2019, is that “the disparity between the 50% of young people attending higher
education and the other 50% who do not has to be addressed. Doing so is a matter of
fairness and equity and is likely to bring considerable social and economic benefits to
the individual and the country at large”.
This statement is reinforced by the various Skills Action Plans that have been published
for each of the geographical locations we operate in which include; West Midlands,
Greater Manchester and Greater London.
Within the West Midlands area there are key needs to be addressed as set out below and
highlighted in the WMCA Regional Skills Plan:
“Despite improved growth and positivity our region is facing a number of key labour
market challenges notably that not all of our residents are benefitting equally from the
economic growth we are seeing. The context in which we describe our skills ambitions
includes the following:
A low employment rate
The WMCA area has the lowest employment rate of any mayoral combined authority.
Across the three LEP areas, 70% of 16-64 year olds are employed, well below the
national average (75%). Analysis by the Resolution Foundation in 2016 suggests there
are two primary factors contributing to this:
• The slow recovery in labour demand in the region since the recession;
• Low employment levels among Black and Minority Ethnic (BAME) groups, people
with low skills, and non-single mothers.
High levels of unemployment
The unemployment rate across the three LEPs is 5.7%, above the England average of
4.5%. Sandwell, Birmingham and Wolverhampton are among the ten local authorities
nationally with the highest unemployment rate. Unemployment rates vary considerably
across the region, pointing to place-specific barriers to labour market participation.
A growing number of jobs
The West Midlands had the largest increase in employment and the biggest decrease in
economic inactivity of any region over the last year, and the second biggest reduction in
unemployment in the last quarter. The employment rate in the region is now at a record
high, although unemployment remains high.
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8. A large and growing population of young people which creates a huge potential competitive
advantage for the region.
There are 837,000 people aged under-16 across the three LEP areas, 20.4% of the total
population, rising to 22.8% in Birmingham. This is above the national average of 19.1%. Our
challenge is to maximise engagement of our young people in employment – currently youth
unemployment remains stubbornly high with 14,500 young people unemployed.
School attainment is improving
Overall 82.3% of 19 year olds in the West Midlands region were qualified to Level 2 in 2017,
compared with 83.6% nationally and although there is still an attainment gap for pupils
eligible for free school meals the West Midlands was 19.2 – slightly better than the national
average (20.1). There is a similar picture at Level 3 where overall 55.6% of 19 year olds in the
region were qualified to Level 3, lower than the national average (57.5%) with an attainment
gap for FSM pupils of 22.8 – slightly better than the national average (25.2).
High numbers of residents with no qualifications
This is high at 13%. Forecasts predict that changes in employment and advances in technology
mean that jobs accessible to those with no qualifications will fall by 42% between 2012 and
2022.
A high number of residents in low paid jobs.
One in four jobs pay below the ‘real living wage’. Salary levels vary: the median full time
weekly wage for Black Country residents is £479 (the lowest of any LEP), compared to £533 in
GBS LEP and £556 in Coventry and Warwickshire. This is partly driven by a lower proportion
of jobs in the three LEP areas in management, professional or associate professional roles
than the national average of 46%. (This is at its lowest in the Black Country (33.7%), with
levels in the GBS and Coventry & Warwickshire LEPs a few percentage points below the
national average).
A quarter of vacancies are described by businesses as “hard to fill”
There are high skilled jobs in the region - 36% of jobs requiring skills at level 4 and above
– but this exceeds the qualifications profile of the population (30%). Forecasting models
predict that jobs requiring higher level skills will have grown by 36% between 2012 and 2022.
A genuine shared ambition to realise change
“We have a strong group of universities, a positive and collaborative FE sector and innovative
and agile training providers – giving us a solid infrastructure on which
to build further partnerships that add value.”
- WMCA Regional Skills Plan
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9. Greater Manchester Combined Authority have identified the following needs for the area:
“Our ability to develop, attract and retain skilled labour, build resilience and sustain an
adaptable current and future workforce is a prerequisite for economic growth. Over the
medium term, GM needs a transformational education, skills and employment system which
delivers the higher level technical and professional skills needed to drive productivity, and
which delivers a step change improvement in basic and generic skills needed to support
pathways into sustained employment.”
To meet these challenges, analysis has identified four main skills trends which must be
addressed:
• Gaps in basic and generic skills which run across sectors, including English, maths, digital
skills and generic skills such as management, communication and problem-solving
• The need to shift skills delivery to higher levels across most of the key growth sectors
(in terms of both GVA and employment), which increasingly need skills at higher levels,
principally Level 4. It is forecast that almost quarter of a million jobs requiring skills to at
least Level 4 will be created within GM in the years to 2022
• The need to understand the specific skills needs and dynamics of GM’s main growth
sectors (in particular Manufacturing, Financial & Professional Services, Digital & Creative
Industries, and Health Innovation), as well as the sectors which support and enable that
growth, and sectors in which specific skills gaps and shortages are reported
• An exclusive focus on reforming the skills supply system will be insufficient – supporting
businesses to move up the value chain will also enable skills performance and boost
productivity, thereby improving skills performance and helping GM firms to innovate and
compete.
Employers will be required to play an active role in co-producing and co-funding skills at
higher levels, as well as investing in their own workforces. Better connection between demand
and supply sides of the skills system will be essential, with dynamic long-term relationships
between employers and GM’s FE and HE institutions and training providers.
“There will also be a requirement for better collaboration between schools, colleges, training
providers and universities to ensure a flexible, responsive and accessible infrastructure which
can adapt to new models of delivery.”
- Greater Manchester Work & Skills Strategy and Priorities 2016–2019
In January 2015 the London Enterprise Panel published ‘London 2036: an agenda for jobs and
growth’. The report aims to identify the agenda on which London’s stakeholders should focus
in order to maximise job creation and economic growth between now and 2036.
The report defines the goals, which should be achieved, by defining an agenda designed to
deliver a London economy with:
• The fastest income growth among cities of its scale and type, and that delivers more
benefit to the wider UK
• Job growth that translates into opportunity, with employment rates higher than both the
UK average and the equivalent rates in New York and Paris and
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10. • Diversity and resilience, with strong performance across more of the economy in order to
improve the city’s resilience against crises, with no single sector driving more than 40% of
GVA or jobs growth.
Today, London is not achieving any of these aspirations. Despite long-term economic success,
growth in GVA-per-head has stagnated; unemployment remains higher than in the rest of the
UK; and the economy has proven highly vulnerable to shocks. To achieve this goal three core
themes for London’s economy were identified:
• Cement existing leadership position as the global business hub
• Fuel more diverse growth through creativity and technology and
• Address its weaknesses in inclusion, infrastructure and governance.
The following recommendations are directly linked to skills and employment:
• Train more technical talent: respond to market shortages of technically capable workers by
improving education and training at all levels from school through to adult education.
• Develop Londoners’ employability: dramatically scale up efforts to ensure that everyone
who grows up in London is equipped to compete for jobs in a changing and increasingly
competitive labour market.
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11. Our Vision & Mission
Our Vision:
Changing Lives through Skills & Work
The Pathway Group aspires to be an organisation that Changes Lives Through Skills and
Work with the aim of becoming an indispensable partner of choice. In order to achieve
this, a whole organisational approach to engagement is essential. It is important that all
staff work together to create a positive, entrepreneurial culture which is responsive to
the needs of the local, regional and national economy.
Our Mission:
Enhancing knowledge, Developing Skills and Changing
Behaviours to Transform Communities
Enhancing knowledge, Developing Skills and Changing Behaviours to Transform
Communities
In delivering our Mission we recognise the diverse needs of our learners. We have
therefore structured this Plan around these ‘Core Strands’.
They are:
• Apprenticeships
- Levy
- Non-Levy
• Adult Education:
- Adult Education Budget
 • Devolved
 • Non Devolved
 • Employed
• Unemployed
◦ - Advanced Learner Loans
- European Social Fund
• Young Person Initiatives (NEETS)
• Commercial incorporating Department of Work & Pensions (DWP)
In this Plan, we explain the context of our current provision and in turn we develop a
unique ‘vision’ for each Core Strand.
The detailed Vision Statements are the strongest evidence of our ambitious intent.
The Plan details the bespoke Strategic Aims we will pursue to realise each Vision. On an
annual basis, the Company will agree and monitor a more detailed Operational Plan with
very specific, time-bound actions for each Strand.
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12. Diverse
Strategies

13. Apprenticeships
Context
Pathway Group have experienced turbulence within our Apprenticeship provision with a
marked decline in Success Rates and Timely Achievement Rates over the last 3 years.
It is acknowledged that this decline has been as a result of ineffective IAG, poor management
and control and changes to senior management responsible for this provision.
In 2018, a decision was made by the Executive Team to stop all new starts on the provision
to allow time to consolidate and improve management and control in respect of process
and procedures, quality of IAG and Assessor/Tutor competence. This decision will impact
significantly on our Success and Timely Achievement Rates for Academic Year 2019-2020 but
it was a decision that was imperative for the future success of this provision. The decision to
build strong foundations for future growth and development was key to moving forward.
Apprenticeships now only constitutes 6% of our business which is a significant reduction on
previous years.
Vision for Apprenticeships
Our Apprenticeship Offer will be transformed through the introduction of new programmes
and more flexible models of study. With our local and national employer partners, we will have
developed and introduced new standards in priority sectors including Engineering, Digital,
Healthcare, Business, Management and Professional.
An increasing percentage of our Apprentices will follow careers in priority sectors.
Employers will continue to play a significant role in our Apprenticeship provision. Our
efficient and effective ‘business to business’ services will ensure employers, particularly small
businesses, successfully navigate the levy and other national reforms.
Our Apprentices will understand how to best conduct themselves, professionally and socially,
to keep themselves safe. They will enjoy their training, benefiting from teaching which is
active, exciting and inspiring which focuses on their individual needs and which makes best
use of learning technologies.
Our Apprentices will prosper in their careers, improving workplace productivity, contributing
positively to the regional economy and helping to narrow the skills gap.
What we will do:
• We will effectively use labour market intelligence to identify specific gaps in the market
and proactively design new Apprenticeship Programmes to meet the identified needs.
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14. • We will involve employers and their supply chains in the design, delivery and the
quality assurance of our Apprenticeship Programmes
• We will develop greater flexibility in the provision of ‘off the job training’ moving to
more block training release models
• We will create new arrangements to attract and retain industry specialists to deliver
on new Apprenticeships through enhanced Conditions of Service
• We will upskill and reskill our existing staff
• We will continue to work with select specialist partner providers to offer provision
• We will set individual, high and stretching targets for all of our Apprentices, both
from an academic perspective and aspirational targets for their next career steps.
We will closely monitor the progress with the aim of ensuring their learning develops
as quickly as possible and Apprentices reach their goals as set out in the Individual
Learning Plan
• We will develop and extend our ‘Learner Voice Strategy’ to ensure our Apprentices’
voices are heard
• We will enhance information, advice and guidance for Apprentices and their
Employers, providing a ‘Learner Journey Pathway’ on their progression opportunities
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15. Adult Education
(AEB, AdLL, ESF)
Background to Devolvement
In 2015 to 2016, the government agreed a series of devolution deals between central
government and local areas (Mayoral Combined Authorities) (MCAs) in England.
As part of the devolution deals, certain adult education functions, in the Apprenticeships
Skills, Children and Learning Act 2009, which are funded by the AEB, have been transferred
to 6 MCAs in relation to their respective areas by legislative orders made under the Local
Democracy, Economic Development and Construction Act 2009. These functions have been
delegated to the Mayor of London under section 39A of the Greater London Authority Act
1999.
The Department for Education will transfer the relevant part of the AEB participation budget
to the MCAs and the Mayor of London to undertake the adult education functions. These
arrangements are commonly described as ‘AEB devolution’ and apply from academic year
2019 to 2020; the MCAs and the Mayor of London (acting where appropriate through the
Greater London Authority (GLA)) are referred to here as ‘the devolved authorities’
(https://www.gov.uk/guidance/adult-education-budget-aeb-devolution#background)
Vision
By 2021 there will be a very close and effective working relationship with the Combined
Authorities and the Company. Our Adult Education provision will have been carefully planned
and developed in partnership with Combined Authorities, Local Authorities, Job Centre Plus,
Employers and Community Groups.
Pathway Group will be recognised for the valuable contribution we make to changing the lives
of adults in the local communities we operate in.
Adult participation in learning will increase during the life of this plan, supported by our Adult
Education allocation, Learning Loans and European Social Fund.
An extensive network of Academy and Community based Essential Skills Programmes will
support ‘hardest to reach’ adults. An increasing number of adults will engage in this provision,
improving their essential and employability skills, gaining functional skills qualifications.
Teaching and learning on our Adult Education programmes will be active, exciting, challenging
and most of all inspiring.
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16. What will we do?
• Pathway Group is committed to supporting the learning needs of local adults
• In partnership with Combined Authorities, Local Enterprise Partnerships, Employers,
Job Centre Plus and Community Groups we will develop and deliver an adult education
programme which meets the needs of local people and local employers
• We will launch a Business and Management Academy, Teacher Training Academy, Beauty
School, Engineering Academy and continue to develop our Sector-Based Academy delivery
to include Health and Social Care, Hospitality, Cleaning, Employability, Functional Skills and
Warehousing and Logistics
• We will further develop our destination and impact assessment methodologies to better
assess the career impact of adults participating in our programmes
• We will offer an extensive programme of English and Mathematics from Entry Level to
Level 2
• We will continue to support our community and reduce unemployment by working closely
with Job Centre Plus to deliver employability programmes and sector based training
• We will use the expertise we have in our initial advice and guidance team to put in
effective exit strategies for adults at the end of their programmes to ensure we maximise
progression into positive outcomes.
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17. Commercial
We have, in previous years, stated we would develop and grow our commercial offering and
believe that with the tumultuous times faced within the sector and when heavily reliant on
government funding streams, it is paramount we secure our future and cashflow through the
provision of commercial training.
If the labour market is to work for everyone, those with lower skills and qualifications need
to be able to improve their career prospects and realise their ambitions. For this to become
a reality, employers and government have to create opportunities for individuals through
training and better career progression.
About £44 billion was spent on training (excluding student loans) in 2013/14 with most
training (82 per cent) provided by employers and much of the rest by individuals. The
Government only funds 7 per cent of all investment in adult skills and in 2016-17 over
£63 million of the adult training budget was unspent. UK spend on vocational training per
employee was half the EU average.
Improving the social mobility impact of training will need three key changes:
• Increased employer spend on lower-skilled, low-paid workers
• Government support for increased availability of, and access to, free courses for those who
cannot pay themselves
• Increased quality of training in terms of earning gains, and improved careers education,
information, advice and guidance
(https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_
data/file/774085/Adult_skills_report_2019.pdf)
Alastair Da Costa, chair of Capital City College Group and a SMC Commissioner, said:
“A lack of ongoing training for low-paid workers is a contributing factor for millions
to a lifetime of poorly-paid work. As we prepare to leave the EU, it is more important
than ever for us to build relevant skills to improve the UK’s productivity. That is why
we want to see more investment in life-long learning and adult education – including
enabling more courses to be available for those who cannot afford them”.
(https://www.gov.uk/government/news/adults-skills-gap)
The financial impact is not the only drawback of the skills shortage. Around half of
organisations (47%) say they are not as agile as they need to be due to a lack of skills, and
in a changeable political, economic and technological climate adaptability and flexibility are
essential. Management and leadership skills are particularly important for navigating change
smoothly, yet nearly three quarters of employers (73%) have experienced difficulty in hiring
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18. for these roles in the past 12 months, which is cause for concern.
(http://www.openuniversity.co.uk/ukskills)
“Employers are spending more than £6 billion a year on the skills shortage, predominantly
through recruitment activities, but buying skills and not building them is a short-term
approach, which ultimately won’t pay dividends. It is crucial that organisations take a more
sustainable approach, using training to address their skills gaps from within and reducing their
spend in the long-term.
Investing in work-based training, which allows workers to earn while they learn, will help
organisations to bridge the divide between the skills available in the labour market and the
skills they need, allowing them to focus on stability and growth in the future. Simply put,
better training and development will result in more agile, loyal, motivated and productive
workforces that are fully equipped to rise to new challenges and drive organisations forward”.
- David Willett, Corporate Director at The Open University
Vision
By 2021 we will have developed an extensive library of regulated and non-regulated skills
development programmes that are available to Employers and Individuals irrespective of their
eligibility for funding.
We will provide high quality, cost effective, value added training and development
opportunities to meet the needs of the local and regional economy.
We will partner with Secondary Schools, Sixth Form Colleges and Further Education Colleges
to develop and provide a suite of ‘soft skills’ development to ensure young people leaving
education are equipped for the working world.
We will partner with local and regional Job Centre Plus to develop offers that remove barriers
many long-term unemployed young people and adults face such as mental health, disabilities,
disadvantaged backgrounds, care leavers, ex-offenders.
What will we do?
• Work closely with employers to develop skills development programmes that address the
skills gaps identified
• We will launch a Leadership Development Programme addressing the shortage of
leadership skills within businesses
• We will develop a suite of Mandatory Training Units that are not eligible for delivery
through funding streams and ensure these are cost effective and delivery is flexible for
employers and learners alike
• We will effectively communicate the Commercial Training Strategy to all staff to ensure
awareness and promotion
• We will collaborate with Partner Training Providers to create a comprehensive and flexible
delivery offer.
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19. Business Support Services
Our Support Services
Pathway Group prides itself on the high levels of support we offer to ensure learners have
the greatest possible opportunity to succeed on their programme of study and progress to a
positive destination.
Over the life of this plan we will continue to invest in our facilities and resources to ensure a
high-quality learning environment.
We are committed to investing in our information communication technologies infrastructure.
Developing our People
An effective people development strategy is key for success and being able to react to
changing business conditions.
We believe that offering challenging and rewarding career opportunities across our broad
business enhances our attractiveness as an employer of choice.
We commit to developing our people internally for the majority of key positions and have key
processes and programmes to do just that. Developing our people and building their skills is
essential for the success of our business.
We offer the freedom to develop careers in the way that our people want and work with them
to understand their individual career goals, developing a path that is just right for each of
them individually.
We do this by committing to the following:
• Effective Succession Planning
• Ingage – A Leadership Development Programme for all Leadership roles and ‘next steppers’
within the business
• Staff Development Programme which begins at Performance Appraisal
• OTLA system to continue and evolve to a process that is more reflective and
developmental
• Staff development will be provided within curriculum areas which will address the bespoke
requirements
• All teaching and learning staff will be upskilled to Level 5
• Quarterly Staff Development Days will be scheduled
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20. Safeguarding and Promoting British Values
We will maintain our current effective arrangements to ensure we fully meet our statutory
responsibility in relation to safeguarding. At the heart of this are comprehensive
arrangements which enable staff to quickly identify any learners, or groups of learners, who
are at risk.
As the company continues to grow, we will continue to develop and review safeguarding
resources and procedures to ensure we are keeping our learners safe and we are effectively
addressing the Prevent agenda.
We will continue to promote positive and harmonious relations within our local communities
and build on the excellent practice that exists. We will engage positively and energetically in
local and regional initiatives such as the Prevent agenda.
We will ensure, through staff development that all staff will be confident in promoting equality
and diversity, British Values and to be able to confidently address opposing views.
We will make better use of our e-learning platforms (in particular our virtual learning
environment) to provide support for our learners and further training on keeping themselves
safe.
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21. Financial Strength
Our ESFA Financial Health Score is still rated as ‘good’ and all financial measures and controls
will ensure this rate is maintained.
Pathway First Ltd is likely to experience a challenging time for the immediate period ahead,
in that there has been a change in the pattern of income streams. Over 90% of our projected
income is profile-led, target driven and based on performance against contract. Previously,
these terms for income would have only accounted for 30%.
In addition, we are also having to significantly invest in set-up costs associated with success
in obtaining new funding contracts. Many of these contracts are based on payment on results
and received at the end of the contract. This will undoubtedly put additional pressure on cash
flow to fund the working capital associated with these contracts.
Margins seem to be very tight so profitability can be lost quickly by cost overruns.
Tighter management and control of contract performance must be maintained to ensure
stable and consistent payments being received by us.
We have set ourselves a target of 70% gross margin for internal contracts and 20% for
subcontracted contracts. We seek to achieve a 5% net margin on anticipated turnover of £6M.
We will continue to maintain robust financial controls to ensure costs are managed and value
for money is achieved across the company’s operations. This will be achieved through a
number of financial control measures.
We will work with external and internal auditors to scrutinise our financial arrangements.
Regular and robust financial reviews will be undertaken by the Executive Team, Advisory
Board and Board of Directors. The company’s financial regulation procedures will continue to
be rigorously enforced and updated on a regular basis.
We will continuously review costs, challenging existing processes and investing in information
technology to improve operational efficiencies.
We will also continuously review operational delivery models and staff utilisation to manage
class sizes and maintain payroll costs to allow us to maintain our set margins.
We will provide a greater level of financial support and training to non-financial staff
through more frequent financial review meetings with budget holders and enhanced reporting
capabilities.
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22. Strategic Risks
Funding
We have no direct control over Government funding allocations but will continue to
promote the value of funding further skills development. We will revise our plans in
line with any reductions in public funding. We have a strong financial position and track
record in responding to such changes
Recruitment & Retentional
We will create new arrangements to attract and recruit industry specialists to deliver on
key technical and profession programmes, through enhanced conditions of service. This
will include a programme of dedicated recruitment activity targeted at specific shortage
areas such as advanced manufacturing, advanced building technology and science and
at higher skills levels.
Leadership & Management
Succession planning is in place to ensure that governance and executive leadership
and management are highly effective. We will ensure our leaders, are well equipped to
progres through the provision of structured opportunities for further development.
Furthermore, our Ingage Programme equips our current and future leadership team with
the confidence and competence to effectively manage in a turbulent sector.
Curriculum Development
We will continue to develop our curriculum offer to address the skills needs of the local
and regional community.
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23. Strategic
Plan Theme
Strategic
Plan Aim
Strategic Plan Objectives
2019-2021
• To strengthen the learner voice by
carrying out Learner Focus Groups
within each Core Strand
• Ensure the success rates across all
provisions is at least at the level of
the company benchmark and ensure
all learners who are identified as
needing support receive this in a
timely manner
• Improve and ensure timely
achievement rates are at least at the
level of the company benchmark
• Ensure every learner receives
effective IAG and a robust Initial
Assessment prior to commencing
learning with us
• Ensure, through an effective and
efficient OTLA process, that all
Teaching and Learning staff are
achieving a Grade 2 or above
• Ensure all resources and materials
are relevant, up to date and have
been approved through our Quality
Assurance process
• To provide appropriate and relevant
Enrichment Activities to enhance
the learner experience and develop
skills and behaviours
To provide our
Learners with the
highest quality
education and
training and an
experience to match
Learners
23

24. Strategic
Plan Theme
Strategic
Plan Aim
Strategic Plan Objectives
2019-2021
• We will develop further our Selection
Processes to include Assessment
Centres ensuring, at all times, Safer
Recruitment Practices are adhered
• To benchmark our conditions of
service with industry norms to ensure
competitive salary and benefits are
offered
• To support the development of all
staff through strong and effective
CPD aligned to the Strategic Aims of
the company
• Ensure Staff Development Days
are scheduled and delivered – 1 per
quarter
• Carry out Training Needs Analysis by
Department and Job Role to identify
gaps in career and professional
development
• Implement a comprehensive Induction
Programme at a Central and Local
level to ensure effective socialisation
into the Company environment
• Ensure Performance Appraisals are
carried out effectively on at least an
annual basis
• Ensure Exit Interviews are carried out
by line managers to capture reasons
employees are leaving the business
• Promote Dignity at Work as a pre-
requisite
• Drive Pathway2Wellbeing through the
Wellbeing Committee
• Develop and introduce the Leadership
Development Programme – Ingage for
all current and future leaders
• All teaching and learning staff to
be upskilled to a Level 5 Teaching
Qualification
• Achieve a minimum 85% return rate
on the annual Employee Engagement
Survey with a satisfaction level of at
least 75% across all subject areas
To recruit and retainTo recruit and retain
high quality staffhigh quality staff
from within and fromfrom within and from
outside the sectoroutside the sector
Develop aDevelop a
comprehensivecomprehensive
WorkforceWorkforce
DevelopmentDevelopment
StrategyStrategy
To establish aTo establish a
culture based on anculture based on an
excellent workingexcellent working
environment thatenvironment that
will in turn deliverwill in turn deliver
safety, efficiency,safety, efficiency,
productivity andproductivity and
sustained organicsustained organic
growthgrowth
To promoteTo promote
positive attitudespositive attitudes
of staff towardsof staff towards
the companythe company
from an individualfrom an individual
perspectiveperspective
To create a high-To create a high-
performance cultureperformance culture
through regularthrough regular
and fair review andand fair review and
objective settingobjective setting
and creating theand creating the
necessary linkagesnecessary linkages
to financial and non-to financial and non-
financial reward andfinancial reward and
benefitsbenefits
Staff
24

25. Strategic
Plan Theme
Strategic
Plan Aim
Strategic Plan Objectives
2019-2021
• Involve employers and their supply
chains in the design, delivery
and quality assurance of our
Apprenticeships Programmes
• We will offer an extensive programme
of English and Mathematics from
Entry Level to Level 2
• We will launch a Business &
Management Academy, Teacher
Training Academy, Beauty School and
Engineering Academy
• We will partner with Secondary
Schools, Sixth Form Colleges and
Further Education Colleges to develop
and provide a suite of ‘soft skills’
development to ensure young people
leaving education are equipped for
the working world
• We will partner with local and regional
Job Centre Plus to develop offers
that remove barriers many long-
term unemployed young people
and adults face such as mental
health, disabilities, disadvantaged
backgrounds, care leavers, ex-
offenders
• We will develop and introduce new
Apprenticeship Standards in Digital,
Healthcare, Engineering, Business,
Management and Professional
• We will develop greater flexibility in
the provision of ‘off the job training’
moving to more block training release
models
• We will set individual, high and
stretching targets for all our learners
• To maintain, if not improve, our
accreditations with Matrix, ISO and
Investors in People
• To maintain an Ofsted Inspection
graded as Good but striving towards
Outstanding
• Learner & Employer Surveys
To provide a robustTo provide a robust
education andeducation and
skills offer for localskills offer for local
communities andcommunities and
beyondbeyond
To supportTo support
the economicthe economic
regeneration ofregeneration of
local communitieslocal communities
through thethrough the
development ofdevelopment of
an academic andan academic and
vocationally relevantvocationally relevant
curriculumcurriculum
To be responsive toTo be responsive to
the rapidly changingthe rapidly changing
education and skillseducation and skills
world so that allworld so that all
of our learners areof our learners are
equipped for theequipped for the
future.future.
To provide ourTo provide our
learners with thelearners with the
highest qualityhighest quality
education andeducation and
training and antraining and an
experience to matchexperience to match
To achieve externalTo achieve external
recognition forrecognition for
the quality ofthe quality of
teaching, learningteaching, learning
and outcomes forand outcomes for
learnerslearners
Teaching,
Learning &
Curriculum
25

26. Strategic
Plan Theme
Strategic
Plan Aim
Strategic Plan Objectives
2019-2021
• Develop and implement appropriate
technology to support effective
Teaching and learning and business
systems
• Design and deliver training for
staff and/or learners to ensure that
systems and resources are effectively
used
• Improve efficiency of delivery and
operations
• Create Learning Environments within
Delivery Centres that are conducive
to learning
• All staff will receive high quality
Equality and Diversity training as part
of the Central Induction together with
online training modules
• All staff will receive high quality
Safeguarding training as part of the
Central Induction together with online
training modules
• Ensure that success rates for
protected characteristic group
learners are in line with ‘outstanding’
providers success rates
• Ensure that all learners understand
their responsibilities and rights in
terms of Safeguarding and Equality
and Diversity
To provideTo provide
inclusive learninginclusive learning
environments for allenvironments for all
our learners.our learners.
To provide aTo provide a
safe and friendlysafe and friendly
environment for allenvironment for all
To foster a cultureTo foster a culture
of respect, equalityof respect, equality
and safety for alland safety for all
The Learning
Environment
Equality,
Diversity &
Safeguarding
26

27. Strategic
Plan Theme
Strategic
Plan Aim
Strategic Plan Objectives
2019-2021
• All success rates and achievement
rates to be above national benchmark
by the end of 2019-2021
• To develop and implement a Social
Values Charter to ensure alignment
with key stakeholders
• To ensure Performance Contract
Reviews are conducted internally and
externally at least once per month
• Use Labour Market Intelligence to
identify specific gaps in the market
and proactively design new delivery
programmes to meet the identified
needs
• We will continue to support our
community and reduce unemployment
by working closely with JCP to deliver
employability programmes and
sector-based training
• We will further develop our
destination and impact assessment
methodologies to better assess the
career impact of adults participating
in our programmes.
To provide aTo provide a
service for localservice for local
communitiescommunities
and beyond thatand beyond that
provides value forprovides value for
money.money.
To work effectivelyTo work effectively
with all stakeholderswith all stakeholders
to promote ato promote a
culture of ambitionculture of ambition
and continuousand continuous
improvement.improvement.
To improve and growTo improve and grow
through mutuallythrough mutually
beneficial strategicbeneficial strategic
partnerships.partnerships.
Governance,
Management &
Value for Money
27

28. 0121 707 0550 | www.pathwaygroup.co.uk | info@pathwaygroup.co.uk
Head Office:
Amington House, 95 Amington Road, Tyseley, Birmingham, B25 8EP
@PathwayGroup