TVCA-PROC-0911 - Adult Skills Fund 2026-27, 2027-28 and 2028-29
A practical guide to understanding what the buyer really wants and how to build a winning response.
This isn't just about training
When you first glance at this tender, it might seem like it's all about delivering adult skills programmes.
But there's a lot more at play here.
Tees Valley Combined Authority isn't just buying training services. They're investing in the future of their community by aligning skills with regional priorities.
The contract value is significant—£21 million over three years, with potential extensions. That's because the stakes are high.
It's about shaping a workforce that meets the needs of manufacturing, construction, digital sectors and more.
Think about the end-to-end journey
One of the key things to remember is that this isn't just about getting learners through the door.
It's about their entire journey.
From engagement to retention to progression.
If I were evaluating bids, I'd want to see a plan that addresses each stage of this journey.
What systems do you have in place to keep learners motivated and on track?
How will you ensure they not only start but successfully complete their courses and find pathways into employment?
Outcomes over outputs
This tender is heavily outcome-focused.
It's not just about the number of learners you train.
It's about the impact you make on their lives and the local economy.
That means you'll need to demonstrate how your programmes will lead to real, measurable outcomes.
Think about the evidence you can provide:
- Success stories of past learners
- Data on employment rates after course completion
- Partnerships with local employers leading to actual job placements
Collaboration is key
The notice places a strong emphasis on collaboration.
You'll need to work closely with employers, referral partners and community organisations.
This isn't a one-man show.
I'd be detailing how I plan to build and maintain these relationships to create clear pathways for learners.
How will you ensure these partnerships are effective and mutually beneficial?
How will you integrate feedback from employers to continuously improve your programmes?
Pay attention to what they say
Tees Valley Combined Authority makes it clear that data management and compliance are non-negotiable.
Timely and accurate data returns are crucial.
That tells me they want a provider who is as meticulous with paperwork as they are with teaching.
Every funding, audit and contract management requirement must be met with precision.
I'd be explaining my systems for compliance and how I'll ensure nothing falls through the cracks.
Evidence always beats promises
One thing I noticed when I worked in the public sector was that almost every bidder claimed to deliver an excellent service.
Very few proved it.
If you have evidence, use it.
Showcase your past successes with data and testimonials.
- Learner retention rates
- Employer satisfaction surveys
- Audits and compliance records
Evidence always carries more weight than promises.
Remember the local context
This contract serves the Tees Valley residents.
Understanding the local context is vital.
The economy, the community needs, the unique challenges they face.
Think about the socio-economic factors at play and how your programmes can address these.
It's not just about delivering a generic training programme. It's about tailoring it to fit the needs of Tees Valley.
Consistency throughout the term
Delivering high-quality service consistently over the contract's duration is challenging.
It's easy to start strong, but maintaining that level of quality requires robust systems.
I'd want to know:
- How you'll manage staffing and resources over three years
- Your plans for professional development and training of your own staff
- How you'll handle feedback and make continuous improvements
Consistency is the hardest thing to deliver and buyers know it.
One thing I'd keep reminding myself
At the heart of this tender are the people whose lives you're aiming to improve.
Never lose sight of that.
Every decision, every process, every partnership should be tested against one question:
"Is this in the best interest of the learners and the Tees Valley community?"
That's the mindset that will make your proposal stand out.
Common mistakes
Avoid submissions that:
- Focus solely on training delivery without addressing learner engagement
- Overlook the importance of collaboration with local partners
- Fail to demonstrate impact with evidence and data
- Ignore the compliance and data management requirements
- Neglect the socio-economic context of the Tees Valley
- Assume initial plans will suffice without detailing ongoing management
- Forget the end goal of improving local employment outcomes
My Final Thoughts
Tees Valley Combined Authority is looking for more than just a service provider.
They're seeking a partner who can help transform their community through skill development.
With a £21 million investment over three years, extending potentially to 2030, they need to be sure of the impact.
Quality is weighted heavily, meaning your written submission needs to shine.
Focus on outcomes, collaboration and evidence.
That's what will set your bid apart.
Thanks for reading.
I hope this guide has helped make public procurement feel a little less daunting. If it has, then it's done its job.
P.S. Got a question?
If you've got a question about anything you've read, or you're stuck on a tender, just send me an email.
Whether it's a quick question or you simply need pointing in the right direction, I'm always happy to help if I can.
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Our guides are written using publicly available procurement information, including contract notices and published tender documents where available. They are designed to help suppliers understand the buyer's likely priorities and think more strategically about their approach. They are not based on any bidder's confidential submission, bespoke bid strategy or non-public procurement information.