Business Plan 2018-21 - FUTURE THE CITB
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VISION 2020
Business Plan
2018-21
THE
FUTURE
CITB
1I am delighted to present CITB’s Business Plan, a bold
reforming programme with the needs of industry at its
heart.
The ambitious targets in this Our reform agenda, outlined in
plan are based on feedback from November 2017’s Vision 2020: The
the construction industry and Future CITB, detailed the three year
Government. plan that will see CITB adopt
a simpler, more streamlined way of
During 2017’s consensus process, working.
and the Government’s ITB Review,
clear demands to reform and Vision 2020 will see CITB become
streamline CITB were made. the ‘levy in, skills out’ skills body the
Sarah Beale construction industry wants. We will
Chief Executive CITB listened to those views target our expertise and industry’s
and I am pleased to confirm that resources to do fewer things better.
change is well underway.
Our mission, vision and plan, following consensus and the ITB review is clear.
TO REALISE ITS VISION CITB
NEEDS TO:
Support the promotion of construction
as an attractive sector to work in
OUR VISION (Careers)
Ensure training and assessments
OUR MISSION For British construction
reflect industry’s requirements
To attract and support the to have a recognised, (Standards & Quals)
development of people to worldclass, innovative Ensure employers can access training
construct a better Britain. approach to developing its in a timely manner (Learning &
workforce to deliver quality Development).
in the built environment. Maximise funding opportunities for
levy payers.
Develop a strong evidence base to
determine the industry’s skills and
training needs.
2 Front cover image by kind permission of ARUPOur plans include:
• Improving our industry-wide administration burden for
evidence base to influence and employers.
deliver on current and future • Exiting direct delivery of
skills needs training through the National
• Pinpointing funding to enhance Construction College and
construction training and keep ceasing services such as
pace with modernisation. administering the card schemes.
• Collaborating with industry • Producing comprehensive
to improve standards and reports for policymakers,
qualifications with the aim employers and organisations.
of producing work-ready Upcoming work includes
employees. reports on: migrant workers,
• Digitalising and automating digital skills and youth
services to reduce the unemployment.
Our reform agenda will gather pace industry and Governments across
this Spring 2018. In April we introduced the nations on a range of challenges
our new Training Model and Grants including:
Scheme. • Making funding work better,
particularly for smaller firms
The Training Model will enable • Ensuring the construction sector
employers to get the right training, recruits and retains workers
in the right place, at the right time. It
• Improving productivity and
will allow workers to train and retain
Sustainability
their qualification record to share with
future employers. • Adopting digital and manufacturing
Technologies
CITB’s Grants Scheme also • Promoting construction careers and
commenced in April. The Grants Diversity
Scheme will enable firms to receive • Collaborating to develop the
automated grant payments. This will Trailblazer standards and T-Levels
axe red tape and ensure much-needed
• Helping home builders meet the
training grants reach small and micro
governments ambition to build
firms in particular.
300,000 homes a year by the mid-
2020s
As our recent research figures showed,
the next five years offer great • Supporting the industry to meet the
opportunity for the UK construction skills challenge posed by Brexit.
sector.
This Business Plan outlines how we
To realise construction’s skills and will work with industry to meet these
employment potential a reformed, challenges.
streamlined CITB will collaborate with
I hope you enjoy reading our plans and look forward to working with you on
delivering these bold new reforms.
3Vision 2020: The Future CITB – our agenda for change. CITB will:
Be responsive: By reforming our Grants Scheme, making
payments easier and more accessible and using our
resources to support a sustainable, responsive and high-
quality training and development market.
Be innovative: By working closely with industry to develop
new and better ways to meet its needs.
Be influential: By building engaging, dynamic partnerships
that help industry to attract, train and retain its future
workforce.
Be accountable: Through national campaigns, transparent
strategic planning and a new outcomes focus.
Be representative: Through strong partnerships, renewed
governance and improved accountability.
Be relevant: By modernising, changing the way we do
business and providing the support that our industry needs.
CITB will build an evidence base, creating a high-quality
standards framework, advocating, engaging and influencing
to ensure training provision.
4Vision 2020 Roadmap
Indicative milestones for our Transformation programme
2017
NOVEMBER 2017
Vision 2020 plans announced NOVEMBER 2017
New Training Model - Commence Approved Training Organisation
NOVEMBER 2017 (ATO) on boarding
CSCS notice given
2018
JANUARY 2018
Construction Training Directory live for
Approved Training Organisations MARCH 2018
Market Engagement - CPCS Sale
MARCH 2018
New Head Office Proposal - Commence
Collective Consultation APRIL 2018
Market Engagement - Outsourcing Services
APRIL 2018
New 2018/19 Grants Scheme Live APRIL 2018
Strategic Trailblazer Group set up
APRIL 2018
Construction Training Register Live
APRIL 2018
Construction Training Directory Live
MAY 2018
Governance structures for new Nation Councils fully populated APRIL 2018
Grant claiming transition assistance available, for anticipated 6
MAY 2018 months duration
Commence Training Model Phase 2 Review - Qualifications and
further automation JUNE 2018
Market Engagement - Training Services Sale
OCTOBER 2018
Complete sale - CPCS
NOVEMBER 2018
Commence TUPE discussions and Collective Consultation
NOVEMBER 2018
Outsourcing contract agreed DECEMBER 2018
Training Model - All 2018/19 Grant eligible training
standards completed
2019
JANUARY 2019
New outsourcing partnership commenced
MARCH 2019
New Scottish co-located office opens
MARCH 2019
New Welsh co-located office opens
2020
JANUARY 2020
New Head Office opens
MARCH 2020
Training Services - Transfer to new ownership concluded
DECEMBER 2020
New co-located London office opens
5We have a lot of good work to build on at CITB.
In Scotland the Modern Apprenticeship
(MA) programme grew significantly
in 2017 with CITB delivering 1,925
Modern Apprenticeships - the sixth
consecutive year of growth.
In Wales Estyn,
the education
inspectorate,
praised our work
and rated CITB
Apprenticeships
Meanwhile in November 2017
leadership and
CITB was rated an ‘outstanding’
management as
apprenticeships provider by Ofsted
“excellent”
in England for the second consecutive
inspection.
CITB’s three main
priorities remain:
STANDARDS & TRAINING &
CAREERS
QUALIFICATIONS DEVELOPMENT
Evidence: Strengthen our evidence base to determine the industry’s
WE WILL skills and training needs.
SUPPORT THESE Influence: Working with industry to influence skills funding, training,
government policies and provisions.
PRIORITIES BY:
Funding: Using employer funds to support them with their skills needs.
6Strategic
Careers Priority
Our goal is to enable the • To provide a solution to match Deliverable
Construction and Built Environment people with work experience
sector to present itself to potential opportunities within or before highlights include
entrants as an inclusive, dynamic formal training/qualification to
industry that provides opportunity mitigate the prospect of bad
2018 - New toolkits
launched to support
and rewarding careers. experiences on entering the sector
employers and
and also to address employer
Ambassadors
Our ambition is for employers to perception that new recruits are not
say there is a talent pool sufficient to ‘work ready’. 2019 -Bring the industry’s
meet the recruitment needs of the • Address the lack of development / careers initiatives together
industry. redeployment opportunities in order under one comprehensive
to keep people within the sector behavioural campaign,
Approach after entry. utilising the Go Construct
• To enable the right careers • Influence the procurement approach brand
information and guidance to be of local authorities to maximise
2019 - Introduction of new
available through the right channels targeted recruitment and training.
personalised Go Construct
(digital, ambassadors, peer to peer, mini-sites for targeted
campaigns) to potential entrants audiences
and those who guide them.
2020 - Skillbuild includes
new skills in competition
reflecting modern methods
of construction
Key Performance Indicators
2020/2021 Target 2020/2021 Target 2020/2021 Target 2020/2021 Target
57% 68%
Familiarity Favourability
40% 25,000 4,300
Familiarity and favourability Employers say there is a Increase in construction Increase in diversity
of construction careers talent pool sufficient to meet / built environment of applicants for CITB
(young people, influencers, industry’s recruitment needs apprenticeships (sector deal) Apprenticeships
educators)
2018 Baseline: Fam 53% Fav 66% 2018 Baseline: 30% 2018 Baseline: 17,500 2018 Baseline: 3,800
7Strategic
Standards & Qualifications Priority
Deliverable Our goal is to ensure the • Be industry’s standards’ custodian,
construction and built environment using National Occupational
highlights include sector has high quality, consistent Standards (NOS), where appropriate,
and assured standards for training to ensure standards are comparable.
End 2018 - CITB will and assessment. This will enable skills mobility
coordinate work on the geographically and between sectors’
development 50 new Our ambition is for employers to as well as accelerating individual’s
Trailblazer apprenticeship believe that the content and method productivity.
standards in partnership of training and of assessment reflects
industry’s needs. • CITB will work with industry to
with the Institute of identify and set standards and
Apprenticeships. qualifications which will meet
Approach
current and future needs.
2018 - CITB to launch • CITB will collaborate with employers This includes leading the
programme of site to ensure industry is supplied with Apprenticeships Working Group
based contextualised work-ready employees via correct and providing evidence on
learning videos to support standards and qualifications. construction’s future apprenticeship
apprentices and other needs, the barriers to meeting them
employees develop skills in and identifying the specific actions.
Maths and English
2018 - Begin work in
supporting employers to
commit to work placements
for T-Levels
2020 - All National
Occupational Standards Key Performance Indicators
(NOS) which CITB are
custodians of will have been
reviewed within the last
3 years including impact 2020/2021 Target 2020/2021 Target 2020/2021 Target
assessment for construction
using offsite manufactured
assemblies
+5% points 70% 46%
Industry Firm
+10% points
v 2018/2019
2020 - 1200 employer
approved training standards
will be available through the CITB seen as credible and Importance of Levy Grant CITB is a trusted source of
Training Directory reputable adding value to system at maintaining level information and enhancing
industry & quality of training for our reputation as an insight-
industry and my firm led organisation
Baseline to be established 2018 Baseline: Ind – 65% Baseline to be established
Firm – 44%
8Strategic
Training & Development Priority
Our goal is to ensure employers • To swiftly address specific skills Deliverable
can access the sustainable, high needs through the increased
quality training provision they need availability of upskilling training highlights include
to train their workforce in current and and development, visibility of
emerging skills. competence and achievement,
April 2018 - Construction
Training Directory Live -
and provide training to assure the
where employers can find
Our ambition is for employers to the competency of trainers and
the right training, in the
access the training they need in a assessors.
right place, at the right time
timely manner. • To reduce the time it takes for supported by Grant
individuals to add value in the work
Approach place following entry to the sector, April 2018 - Construction
• Ensure training is modern, high qualification or training/ Register Live - to start
quality, accessible and in multiple development in new work areas. creating an invaluable
formats which take account of • Ensuring training is available and database of training across
emerging technologies such as accessible to support specialist the industry
immersive learning. trades and occupations.
2019 - Redevelopment
programme complete
for HS&E Test with new
question types and revision
materials
2019 - Launch of new
digital editions and
supporting short videos
Key Performance Indicators launched for core Site
Safety Plus publications,
case studies and course
notes
2020/2021 Target 2020/2021 Target 2020/2021 Target
55% +10% points 80%
Employers say they can Employers believe the Funding commissioned
access the training they content and method of targeted: % of flex and
need in a timely manner training and of assessment structured funding
reflects industry’s need
(monitor only)
2018 Baseline: 40% Baseline to be established Baseline to be established
9Enabling
Funding Priority
Using funding Grant Support
to encourage From 1 April
2018, the Grants
employers to Scheme will
train to meet primarily support
three areas:
their current
and future skills This will be supported by the launch • Support all levy registered
of the CITB Training Model and the employers and their sub-contractor
needs. introduction of automated Grant workforce
payments with a focus on outcomes and • Use targeted funding to support
achievements for construction activity. industry priorities
Key Performance Our Grants Scheme principles remain to; • Prioritise investment in areas where
Indicators • Encourage training specifically there is a long term commitment
related to the construction industry • Utilising our research to focus funding
and to CITB’s scope order on the development of emerging
2020/2021 Target • Align funding to priorities and skills needs.
70% 46%
Industry Firm
standards
Funding support
Every year the Levy CITB collects from CITB’s Flexible and Structured funding
Importance of Levy Grant construction employers is invested was spent on over 300 projects in
system at maintaining level back into industry. Our aim is to England, Scotland and Wales.
& quality of training for ensure funding keeps pace with the
industry and my firm CITB will keep all of its funds under
training and skills demands of a rapidly
2018 Baseline: Ind – 65%
changing industry. review, to ensure that they are
Firm – 44% achieving their objectives around
In 2015, CITB rationalised its funding the three strategic themes of
support to three primary funds Innovation, Careers and Training and
• Flexible – Responding to needs Development.
2020/2021Target identified by Industry or Employers
We will continue to highlight industry
• Structured – Responding to needs
80% identified by our research
• Skills and Training - For
need from our evidence base and
commission applicants who can
deliver on the need we’ve outlined.
companies under 100 employees
Funding commissioned who have identified skills or a Structured funding commissions in
targeted: % of flex and training need. the pipeline include:
structured funding • Off-site
Our most recent funding impact report
Baseline to be established • Pre-employment
showed that between September 2015
• BIM (Building Information Modeling)
and December 2016 nearly £18m of
• Immersive Learning.
10Enabling
Evidence Base Priority
CITB produces a range of extensive and improve the working lives of Completing
reports for policy makers, employers those in – and who will join – the
and construction organisations. construction sector. research to
understand what
These reports help industry plan on The reports also pinpoint areas where
a national and regional scale and sector can improve through funding employers,
provide recommendations on how the and /or collaboration with policy
government,
sector can keep pace with change makers.
providers and
CITB need to do to
Research reports planned for 2018: provide the skills
• Migrant workers – updating our • Fuller Working Lives – strategies training needed and
leading work on their role in to retain older workers in the
construction construction
encouraging
• Transferability of skills - within • Digital Skills in construction – partnerships to
construction and from other potential contribution and how
sectors to realise it
make it happen.
• Youth unemployment - • Local skills - assess local
understanding potential as new demand and supply for key
entrants into construction occupations and strategies to
address gaps.
Key Performance Indicator
2020/2021 Target
+10% points
v 2018/2019
CITB is a trusted source of
information and enhancing
our reputation as an insight-
led organisation
Baseline to be established
11Enabling
Influencing and Engagement Priority
CITB will CITB will:
continue Ensure construction skills priorities are recognised by
to engage & Government in all three nations
collaborate Ensure provision meets demand through Local
Enterprise Partnerships (LEPs), city regions and devolved
with industry,
governments
to understand Develop partnership solutions to support skills priorities,
challenges and such as DWP
influence Support new governance arrangements improving
support. industry representation on CITB committees
Revise relationships with external groups, Employer
Forums and Federations to ensure representation and
engagement.
Campaign and Influencing Strategic Partnerships
The emphasis on persuading others The CITB Strategic Partnership Team
Key Performance to resolve issues for the benefit will play a key role in supporting
Indicator of industry will see us increase these objectives. The team’s role will
campaign and influencing activity. be to engage with CITB’s partners
to make the interventions required
To support this, we have increased to resolve the training needs of the
planned marketing spend by 50% industry identified.
2020/2021 Target
to allow interventions to be made
+5% points for the benefit of industry outcomes. Partnerships Team perform three key
functions: listening, interpreting
This will include a behavioural (to add colour to the evidence base)
careers campaign to improve the and acting to ensure partnerships and
Industry’s image and increase new others are the primary intervention.
CITB seen as credible and
entrants into Construction and a
reputable adding value to
industry Training Campaign to encourage The partnership team will be the
individuals and employers to invest in relationship leads for “Team CITB”
lifelong learning, supporting aims for following a more account management
No current baseline increased productivity. approach they will ensure consistency
in message and that CITB subject
matter experts are involved.
12Key Performance Indicators
The key targets outlined in this Business Plan were set following feedback from levy payers, industry and the
Government.
Board KPIs and Targets / Monitor Baseline 2018/19 Target 2019/20 Target 2020/21 Target
+2% points v +3% points v
CITB seen as credible and reputable adding value to the Industry - Establish baseline baseline 2019/20
Familiarity and Favourability of construction careers (young people, 53% 53% 55% 57%
influencers, educators) 66% 66% 67% 68%
Employers say there is a talent pool sufficient to meet industry’s
30% 33% 36% 40%
recruitment need
Employers say they can access the training they need in a timely manner 40% 45% 50% 55%
Increase in construction / built environment apprenticeships 17,500 19,000 22,000 25,000
Employers believe that content and method of training and of assessment +3% points v +5% points v
NA Establish baseline
reflects industry’s need (Monitor only) baseline baseline
Increase in diversity of applicants for CITB Apprenticeships 3,800 3,900 4,100 4,300
Funding commissioned targeted: % of Flex and Structured funding NA 30% 50% 80%
Importance of Levy Grant system at maintaining level & quality of training for 65% 60% 65% 70%
Industry and My Firm 44% 40% 43% 46%
CITB is a trusted source of information and enhancing our reputation as an Establish baseline +5% points v +5% points v
NA
insight-led organisation baseline 2019/20
You can monitor our Business Plan progress on a quarterly basis by visiting:
citb.co.uk/businessplan.
13Budgets
Investment in industry skills
2018 - 2019 £193m 2018 - 2019 £17m
2019 - 2020 £197m 2019 - 2020 £35m
2020 - 2021 £208m 2020 - 2021 £39m
NET CONTRIBUTION FROM
LEVY INCOME OTHER INCOME
£598m £91m
2018 - 2021 2018 - 2021
2018 - 2019 £11m 2018 - 2019 £3m
2019 - 2020 £10m 2019 - 2020 £3m
2020 - 2021 £10m 2020 - 2021 £3m
ENGAGEMENT EVIDENCE BASE
£31m £9m
2018 - 2021 2018 - 2021
2018 - 2019 £193m 2018 - 2019 £3m 2018 - 2019 £1m
2019 - 2020 £209m 2019 - 2020 £6m 2019 - 2020 £1m
2020 - 2021 £211m 2020 - 2021 £8m 2020 - 2021 £2m
TRAINING & CAREERS STANDARDS &
DEVELOPMENT QUALIFICATIONS
£613m £17m £4m
2018 - 2021
2018 - 2021 2018 - 2021
14Resources Plan
Financial Overview
63% 37% 64% 68% LEVY
36%
INCOME INCOME INCOME
OTHER
2018 - 2019 2019 - 2020 2020 - 2021 32%
£307.7m £305.8m £304.9m
APPRENTICESHIPS
33% 33% 34%
GRANTS SCHEME GRANTS SCHEME GRANTS SCHEME SHORT DURATION
31% AND OTHER FUNDING 34% AND OTHER FUNDING 36% AND OTHER FUNDING
2018 - 2019 2019 - 2020 2020- 2021 QUALIFICATIONS
£154.0m £175.8m £181.8m
28% 36% 36%
32% 46% 42% 38% 48% 37% PRODUCT DELIVERY
7% 8% 9%
EXPENDITURE ON 15% EXPENDITURE ON 11% EXPENDITURE ON 6% STAFF COSTS
CHARITABLE ACTIVITIES CHARITABLE ACTIVITIES CHARITABLE ACTIVITIES
2018 - 2019 2019 - 2020 2020 - 2021 OPERATING COSTS (PRIORITIES AND ENABLERS)
£155.1m £126.4m £110.6m
RUNNING THE BUSINESS (NON-STAFF)
NET MOVEMENT IN FUNDS RESERVES
£-1.4m £3.6m £12.5m £32.4m £36.0 m £48.5m
2018 - 2019 2019 - 2020 2020 - 2021 2018 - 2019 2019 - 2020 2020 - 2021
People
FTE as at year end
PERMANENT
CURRENT
1370 * 2018/2019
834
2019/2020
484
2020/2021
484
CONTINGENT
2018/2019 2019/2020 2020/2021
83 85 74
TOTAL 917 569 558 *Recorded March 2018 (unaudited).
15VISION 2020
CITB is a registered charity in England and Wales (Reg No 264289) and in Scotland (Reg No SC044875).
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