Our mission for the industry is:

A fully skilled and professional UK construction industry working safely and delivering value.

To achieve this we, ConstructionSkills, need to deliver the SSA that has been developed and agreed with stakeholders across government, industry and education. It covers our four key skills challenges, each of which has a number of priorities.

Improving business performance

• Increasing the number of companies investing in training.
• Developing management and leadership skills.
• Supporting lifelong learning in construction.
• Developing skills for sustainability.

Qualifying the existing workforce

• Intensifying and widening the industry’s Qualifying the Workforce initiative.
• Developing flexible training structures for specialist occupations.
• Assisting the effective integration of migrant workers.

Recruiting qualified new entrants

• Improving understanding of career opportunities in construction.
• Increasing apprenticeship completions and widening opportunities for on-site practice.
• Ensuring that the construction industry workforce better reflects ‘UK plc’ population.
• Increasing applications for construction-related degree courses.

Improving the infrastructure in support of these priorities

• Improving intelligence on skills for the future.
• Further developing qualifications and progression routes to meet industry needs.

Each of CITB-ConstructionSkills’ Directorates has developed strategies to address the priorities they can contribute to. These translate into a series of activities that must be delivered, including:

• Establishing ConstructionSkills’ ‘Construction Skills Network’ as the recognised expert on construction capacity, productivity and skills.
• Growing apprenticeships though Programme-Led Pathways and improving apprenticeship completion rates.
• Expanding demand for vocational qualifications through Qualifying the Workforce and securing funding for On-Site Training and Assessment (OSAT).
• Establishing ConstructionSkills’ credentials for graduate recruitment and diversity and for construction management and leadership skills.
• Engaging small enterprises in training by establishing a brokerage service.
• Minimising levy subsidies to CITB-ConstructionSkills’ operations, by maximising grants to industry, whilst holding current levy rates.
• Transforming NCC finances by re-engineering youth training and driving adult commercial training.
• Maximising opportunities to promote the ConstructionSkills brand.