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4.0 Delivering the Sector Skills Agreement

4.0 Delivering the Sector Skills Agreement

4.1 Introduction to the Business Plans

Extensive consultation with employers and employees through the development of the Sector Skills Agreement identified priority areas for short, medium and long-term action to meet the challenges of improving industry performance and productivity.

Assessment of progress towards these priorities reveals a series of gaps to be addressed. The most significant of these to be tackled by ConstructionSkills through a set of independent but interconnected plans which set the strategic direction and deliverables over the next five years 2007-2011.

The plans fall into two groups.

  • The first set summarises the plans from a geographical perspective. In each case the plans have been developed with the help of employers and employer organisations, trades unions, education and training providers and all major planning and funding agencies.
  • The second group consists of those plans that cover the major areas of activity.

4.2 ConstructionSkills in Northern Ireland

4.2.1 Mission

To achieve a fully qualified and professional construction industry working safely and delivering value, we are committed to working with our partners to ensure we have access to the best possible evidence base, qualifications frameworks and strategic partnerships to deliver greater opportunities for training and development supported by a more responsive education and training provision.

4.2.2 Key Accountabilities

  • Sector Skills Agreement – Develop and implement the Northern Ireland (NI) SSA in partnership with key stakeholders, monitor and report on progress, and maintain stakeholder engagement and commitment.
  • Promote Training and Services to Employers – Support company development by increasing the number of levy paying employers involved in training, encouraging employers to continue to develop training plans and encouraging more employers to achieve Investors in People.
  • Engaging Stakeholders – Develop relationships, and provide and secure support for key strategic areas.
  • Supporting Qualifying the Workforce - through the engagement of key partners in the implementation of the Construction Qualifications Strategy.
  • Health and Safety – to facilitate improvements in health, safety and welfare through training and development.
  • Recruitment and Education - Facilitate the recruitment of a quality, diverse workforce through positive action initiatives, which promote the wide range of careers available within the construction industry and which complement the education and training network.
  • Research and Development - Conduct ‘best in class’ capacity, productivity and skills research at national and sectoral levels - providing the partnership with an equally authoritative and robust evidence on which to lobby, on behalf of the industry in Northern Ireland.
  • ConstructionSkills Partnership – Develop and promote partnership strategies and activity, ensuring compliance with the SSC Standard and contract; increase awareness and understanding of the Skills for Business network.
  • Sustainability - Raise awareness of the sustainability agenda and translate existing research to develop strategies, products and services that engage industry in contributing to an economically, socially and environmentally sustainable built environment.

4.2.3 Strategies in Action

  • To deliver the Sector Skills Agreement we will…

    o work in partnership with key stakeholders, ensuring employer engagement

    throughout the process;

    o review and refresh the SSA to ensure continued stakeholder commitment and that it

    is reflective of the needs and objectives of the industry;

    o assist CIC/CIG to develop closer links with Professional Services employers in NI;

    o build on relationships with key strategic partners including associate Built

    Environment SSCs;

    o further develop the capability of the NI Construction Skills Observatory to facilitate

    the provision of enhanced Labour Market Intelligence.

  • To promote Training and Service Employers in Northern Ireland we will…

    o increase the number of levy paying employers involved in training;

    o take an holistic approach to encourage levy paying employers to engage in training by providing training advice, grant in aid, signposting to accredited and approved training provision, monitoring standards of training and encouraging participation in New Entrant training;

    o target employers with training plans to progress on to Investors in People;

    o continue to work closely with employer and professional bodies to promote training and member support;

    o work with the industry on a sector basis to identify training needs and develop/deliver specialist training solutions where appropriate.

  • To engage Stakeholders we will…

    o build upon work with Government departments and agencies and further develop key relationships to ensure that our industry is recognised as a key sector for support through SSAs;

    o maximise all potential income streams to support industry needs;

    o manage the Construction Skills Observatory in Northern Ireland.

  • To support Qualifying the Workforce we will…

    o participate in the ConstructionSkills’ strategic Standards and Qualifications Group;

    o contribute to a UK-wide fit-for-purpose coherent qualification strategy including the

    development of a NI implementation plan;

    o inform emerging Government policy of construction sector needs including

    qualifications, frameworks regulations, funding, education and training provision;

    o assist CITB-ConstructionSkills to monitor and approve certification / accreditation

    schemes and provide qualification / programme framework support;

    o contribute to the development of fit-for-purpose occupational standards and common

    learning outcomes;

    o contribute to the development of fit-for-purpose qualifications, units, professional

    institutions’ frameworks and progression routes including providing qualifications using a mix of developing bodies’ units;

    o contribute to the development of cross-sector qualifications / units to meet sector

    skills’ requirements;

    o contribute to the continued development of the CQS;

    o support the provider infrastructure with information and advice and promote relevant

    standards, qualifications and career pathways for lecturers, trainers, assessors and verifiers;

    o through the CQS, provide direction for bodies developing, awarding, approving and

    funding qualifications and units.

  • To deliver on Health and Safety we will…

    o work with Strategic partners to contribute to ensuring that health, safety and environmental issues are identified, researched and, if required, solutions provided;

    o contribute to engagement with all parties in industry, whilst recognising the diverse needs of the construction industry, in order to empower them to identify and assess their health, safety and environmental training and business needs in order to achieve and sustain a competent workforce;

    o encourage, facilitate and promote a safe, healthy and environmentally friendly industry that will help attract and retain a diverse range of recruits;

    o monitor the industry’s health, safety and environmental skills needs and ensure that we target our resources where they are likely to have the maximum effect.

  • To promote New Entrants into the industry we will…

    o contribute to the development of a focused range of promotional activities to support new entrant recruitment including promotions and support for apprenticeships, and initiatives to encourage female and ethnic applicants onto new entrant training programmes;

    o contribute to the support of the14-19 curriculum activity in schools including increasing the number of schools delivering the Construction GCSE;

    o participate in National Construction Week and manage its activities in NI;

    o continue to promote training and development initiatives to employers and applicants to construction related degree course;

    o seek to develop strategic partnerships to support curriculum enhancement;

    o work with key stakeholders to develop and implement adult new entrant training provision;

    o establish and lead the ConstructionSkills’ strategic Recruitment and Careers Group.

  • To deliver Research and Development we will…

    o establish a co-ordinated approach to research and development activity across

    ConstructionSkills to ensure optimum use of resources, and effective dissemination and utilisation of research findings;

    o maintain the development of the Construction Skills Network in NI to ensure industry

    capacity to deliver current and future projects at every level whilst providing optimum value to key stakeholders.

  • To further develop the ConstructionSkills Partnership we will…

    o manage the development of a seamless and effective ConstructionSkills partnership;

    o ensure progress with ConstructionSkills strategies for Research, Standards and

    Qualifications, Communications and Marketing, Recruitment and Education, Health, Safety and Environment, and Sustainability;

    o develop joint strategies with other Built Environment SSCs and good working

    relationships with the wider Skills for Business network;

    o maintain at least a competent rating against the SSC Standard.

  • To deliver on Sustainability, skills and training we will…

    o contribute to a better understanding of sustainability throughout the industry;

    o create, communicate and promote the sharing of experience and good practice to

    accelerate the wider practice of ‘Build to Last’ sustainable construction.

4.2.4 Critical Success Factors

  • To secure external funding in Northern Ireland to enable SSA delivery.
  • To raise awareness of the business benefits of training and encourage more firms to claim grants as a return on investment in training.
  • To increase IIP accreditations in the industry.
  • To ensure effective management of key stakeholder relationships throughout Northern Ireland to ensure partner commitment and engagement.
  • Establish the Construction Qualification Strategy as Industry approved and nationally recognised.
  • To contribute to the development of promotion and support for new entrant recruitment and training and in particular apprenticeships.
  • To be involved in developing and implementing a project plan for the Inspire Scholarship programme.
  • To ensure that the Northern Ireland Construction Skills Observatory is established and that the intelligence is accepted as definitive.
  • To facilitate an inclusive ConstructionSkills partnership to meet industry requirements in Northern Ireland.
  • To assist in the renewal of the SSC contract.
  • To increase staff awareness and engagement with sustainability, to enable effective dialogue with customers and key partners on sustainability issues.
  • To maintain an early and shared understanding of Government policy.
  • To ensure Northern Ireland has access to additional resources where appropriate.

4.2.5 Working with Other ConstructionSkills Businesses

CITB NI will work within the ConstructionSkills partnership:

  • To monitor and report on progress of the SSA in Northern Ireland and to maintain stakeholder engagement and commitment.
  • To develop strategies and actions to improve the participation of the industry in training.
  • And with all our industry stakeholders where appropriate to deliver strategies and actions that will contribute to achieving the key accountabilities for Northern Ireland.
  • To translate the Construction Qualifications Strategy into an effective delivery model for the industry in Northern Ireland.
  • To develop and deliver strategies and actions which facilitate the recruitment of a quality, diverse workforce and which promotes the wide range of careers available within the construction industry.
  • To achieve an integrated research programme that conducts authoritative capacity, productivity and skills research and to develop a regional and sectoral intelligence base.
  • To develop and promote partnership strategies and activity; ensuring compliance with the SSC Standard and contract and to increase the understanding of the Skills for Business network.
  • To develop sustainability strategies, products and services to engage industry in ensuring an economic, social and environmentally sustainable built environment.
  • To drive and monitor effective and consistent SSC brand promotion and compliance.

4.3 ConstructionSkills in Scotland

4.3.1 Mission

We are committed in Scotland to working with our partners including the Scottish Executive, Scottish Enterprise and Highlands & Islands Enterprise to develop the industry through a qualified workforce and forward thinking supply chain partnerships. To ensure we have access to the best possible evidence base, qualifications frameworks and strategic partnerships, in order that we can secure greater opportunities for training and development for the industry, supported by more responsive education and training provision. This we believe will create a connected and innovative industry increasing business performance.

4.3.2 Key Accountabilities

  • Promoting Training and Servicing Employers – to support company development by increasing the number of companies involved in training, achieving IiP and further develop Training Plans.
  • Engaging Stakeholders – by developing local support in the three areas Scotland West, Scotland East and Scotland North and managing the Construction Skills Network in Scotland.
  • Managing Agency in Scotland – recruiting new apprentices and continually improving framework achievements.
  • Supporting Qualifying the Workforce – through delivering OSAT in Scotland.
  • Recruitment and Education – facilitating recruitment of quality, diverse workforce through positive action initiatives to complement the work of the Managing Agency, increasing applications onto construction related degree courses by 2010 and managing National Construction Week.

4.3.3 Strategies in Action

  • To promote training and service employers in Scotland we will…

    o expand annually the number of companies involved in training (specifically Levy payers) by developing a more sophisticated approach to identification and targeting;

    o work closely with Scottish Federations to promote training and member support;

    o promote a planned training approach to increase companies developing Training Plans;

    o target companies in Scotland to progress on to IiP, particularly those with Training Plans;

    o work with housebuilders and main contractors on major projects to encourage supply chains to improve their performance through skills and a planned training approach.

  • To engage Stakeholders we will…

    o further develop key relationships to ensure that our industry in Scotland is recognised

    as a key sector for support through SSAs;

    o maximise non-levy income (net) to support industry needs;

    o manage the Scottish Construction Skills Network.

  • The Managing Agency in Scotland will…

    o manage the Scottish contract efficiently and effectively;

    o ensure quality apprenticeship entrants, improving framework completions to 75% by

    2010;

    o ensure clear linkages with the Scottish Education Team to increase non-traditional

apprenticeship recruits.

  • To deliver OSAT in Scotland we will…

    o use SkillsDirect – one stop shop for getting qualified and carded;

    o work closely with the Scottish provider network to promote OSAT;

    o work with main contractors on major projects to encourage supply chains to qualify

    their workforce.

  • Through the Recruitment and Education Teams we will…

    o develop promotions and support for non-traditional apprenticeship applicants in

    Scotland, positively impacting recruitment;

    o deliver the second phase of the Inspire Scholarship Scheme to increase the number

    of applications to construction related degree courses;

    o explore external income to support curriculum enhancement and reduce Levy

    reliance.

4.3.4 Critical Success Factors

  • To focus on retention and growth in driving performance for training plans, and increase IiP commitments and conversion
  • To recognition to maximise OSAT in Scotland.
  • To increase staff awareness and engagement with sustainability, to enable effective dialogue with customers and key partners on sustainability issues.
  • To be involved in developing and implementing a project plan for the Inspire Scholarship Scheme.
  • To identify sources of external funding to support the sector, maximise non-Levy income and increase the pile of pennies contribution.
  • To ensure effective management of key stakeholder relationships in Scotland.
  • To hold good, early and shared understanding of Government policy.
  • To assist the work of getting SSC contract renewed.
  • To secure Government funding in Scotland to enable SSA delivery.
  • To ensure now the Construction Skills Network has been established in Scotland the intelligence for ConstructionSkills is accepted as definitive.
  • To get Construction Qualifications Strategy recognised as a radical vehicle for changing Standards & Qualifications framework and delivery in Scotland.
  • To ensure Scotland has a full complement of staff with appropriate expertise, attitudes and behaviours.
  • To facilitate an improved ConstructionSkills partnership.

4.3.5 Working with Other ConstructionSkills Businesses

Scotland will work with...

  • All ConstructionSkills Businesses towards the delivery of the SSA.
  • All ConstructionSkills Businesses to secure timely contributions to the Policy Forum, achieve an integrated research programme, and develop a regional and sectoral intelligence base.
  • All ConstructionSkills Businesses to develop strategies and actions to improve the participation of micro businesses and the self-employed sectors of the industry in Scotland.
  • To develop and promote partnership strategies and activity; ensuring compliance with the SSC Standard and contract; increase understanding of the Skills for Business Network.
  • Skills Strategy directorate:

    o Sector Skills Team – to monitor and report on progress in Scotland; maintenance of stakeholder engagement and commitment.

    o Research and Development Team – to conduct authoritative capacity, productivity and skills research and intelligence at regional and sectoral levels.

    o Sustainability Team – to develop strategies, products and services to engage industry in ensuring an economic, social and environmentally sustainable built environment.

  • Business Services to provide strategic direction for Management & Leadership products and services, guidance on sustainability, and R&D support for the OSAT programme, and migrant workers package.
  • Business Services to translate the Construction Qualifications Strategy into an effective delivery model for the industry in Scotland.
  • Communications and Marketing to drive effective and consistent SSC brand promotion and compliance and carry out an effective Employer Tracking Survey.

4.4 ConstructionSkills in Wales

4.4.1 Mission

CITB-ConstructionSkills in Wales has an excellent relationship with the Welsh Assembly Government and the sector is at the forefront of their strategy. CITB-ConstructionSkills is at a pivotal point in the development of the construction sector strategy in Wales, we are committed to working with our partners and want to ensure that we work effectively together, on behalf of the Industry to deliver a fully qualified workforce with the right people at the right time with the right skills. To achieve this we will ensure we have access to the best possible evidence base, qualifications framework and customer focused products and services.

4.4.2 Key Accountabilities

  • Promoting Training and Servicing Employers – to support company development by increasing the number of companies involved in training, achieving IiP and further developing Training Plans.
  • Engaging Stakeholders – by developing relationships and providing support in each of the areas and the Construction Skills Observatory in Wales.
  • Managing Agency in Wales – recruit entrants of a high calibre and manage all entrants to successful completion of qualifications in line with contractual and ESTYN inspection requirements whilst recognising individual learner needs and only using approved sub-contractors to provide high quality training to all learners.
  • Supporting Qualifying the Workforce – through delivering OSAT in Wales.
  • Recruitment and Education – facilitating recruitment of a quality, diverse workforce through positive action initiatives to complement the work of the Managing Agency, increasing applications onto construction related degree courses by 2010 and managing National Construction Week.
  • Sector Skills Agreement – to monitor and report on progress and maintenance of stakeholder engagement and commitment.

4.4.3 Strategies in Action

  • To promote Training and Service Employers in Wales we will…

    o increase the number of companies involved in training (specifically Levy payers) by developing a more sophisticated approach to identification and targeting; Development of a Client Relationship Management model;

    o take a holistic Business Development approach to working with companies and to provide a Brokerage service for business advice;

    o continue to work closely with Federations and professional bodies to promote training

    and member support;

    o target companies with training plans to progress on to Investors in People; to

    continue to develop Construction Practitioners Wales to support CITB ConstructionSkills in delivering Investors in People and other business development needs;

    o review support for Group Training Associations to re-invigorate their impact, to

    encourage them to become Business Development Groups; and continue to work with house builders, main contractors on major projects to encourage;

    o supply chains to improve their performance through skills and a planned training

    approach;

    o to work with local authorities and registered social landlords on their framework

    agreements and supply chains to develop the SME base to enable them to deliver the WQHS.

  • To Engage Stakeholders we will…

    o build upon work with the Welsh Assembly Government and further develop key relationships to ensure that our Industry is recognised as a key sector for support through SSA’s;

    o maximise non-levy income to support Industry needs;

    o manage the Construction Skills Observatory in Wales.

  • The Managing Agency in Wales will…

    o manage the contract efficiently and effectively to maximise contract performance;

    o achieve minimum 65% framework achievements by end of 2007;

    o ensure quality apprenticeship entrants, improving framework completions to 75% by 2010;

    o develop a strategy to seek out new technologies that will add value to the business and enhance existing work practices;

    o realign business processes in order to increase efficiency and ensure that we are delivering an effective, non-bureaucratic service;

    o be central to the development of the future Qualification Strategy and will work closely with the appropriate directorates;

    o ensure that Construction Skills Network outputs are used to develop future business strategies.

  • To deliver OSAT in Wales we will…

    o use SkillsDirect – one stop shop for getting qualified and carded;

    o work closely with the Welsh provider network to promote OSAT;

    o continue to work with house builders and main contractors on major projects to encourage supply chains to improve their performance through skills and a planned training approach;

    o continue to develop the OSAT training provider network;

    o deliver the Qualifying the Workforce ESF project.

  • Through the Recruitment and Education Teams we will…

    o further develop the Careers Wales SSA to effectively implement consistent approaches/policies and good practice across Wales with specific reference to Diversity, Careers Wales staff development, Liaison and Communication with regional offices and central policy unit through;

    o developing realistic and sustainable Pathways into construction and increasing employer participation;

    o develop a focussed range of promotion activities and support for female and ethnic applicants to apprenticeship programmes, specifically for the Managing Agencies in Wales with a demonstrable recruitment impact;

    o continue to work closely with Managing Agency in Wales and the Welsh Assembly Government on the 14-19 agenda;

    o develop pathfinder Combined Apprenticeship with Managing Agency and Welsh Assembly Government.

  • To deliver the Sector Skills Agreement in Wales we will…

    o review and refresh it to ensure continued stakeholder commitment and that it is

    reflective of the needs and objectives of the Industry;

    o develop closer links with professional services and build on relationships with key strategic partners including associate Built Environment SSCs;

    o work closely with the Welsh Assembly Government and the Built Environment SSCs

    to deliver the “Built Environment strategic framework for construction;”

    o further develop the capability of the Construction Skills ‘Skills Observatory’ to

    facilitate the provision of enhanced Labour Market Intelligence across footprints of

    Sector Skills Councils within ‘Built Environment’ and the development of a ‘Built Environment’ Workforce Development Plan for Wales. Ensuring integration of Future Skills Wales.

4.4.4 Critical Success Factors

  • To focus on retention and growth in driving performance for training plans, and increase IiP commitments and conversion to recognition.
  • Achieve OSAT funding through DELLs.
  • To increase staff awareness and engagement with sustainability, to enable effective dialogue with customers and key partners on sustainability issues.
  • To identify sources of external funding to support the sector, maximise non-Levy income and increase the pile of pennies contribution.
  • To ensure effective management of key stakeholder relationships throughout Wales.
  • To secure Welsh Assembly Government funding in Wales to enable SSA delivery.
  • To ensure Wales Construction Skills Observatory is established and the intelligence is accepted as definitive.
  • Establish the Construction Qualification Strategy as Industry approved and nationally recognised.
  • To facilitate an inclusive ConstructionSkills partnership to meet industry requirements in Wales.

4.4.5 Working with Other ConstructionSkills Businesses

Wales will work with…

  • All ConstructionSkills Businesses towards the delivery of the SSA.
  • All ConstructionSkills Businesses to secure timely contributions to the Policy Forum, achieve an integrated research programme, and develop a regional and sectoral intelligence base.
  • All ConstructionSkills Businesses to develop strategies and actions to improve the participation of micro businesses and the self-employed sectors of the industry in Wales.
  • To develop and promote partnership strategies and activity; ensuring compliance with the SSC Standard and contract; increase understanding of the Skills for Business network.
  • Skills Strategy directorate:

    o Sector Skills Team – to monitor and report on progress in Wales; maintenance of stakeholder engagement and commitment.

    o Research and Development Team – to conduct authoritative capacity, productivity and skills research and intelligence at regional and sectoral levels.

    o Sustainability Team – to develop strategies, products and services to engage industry in ensuring an economic, social and environmentally sustainable built environment.

  • Business Services to provide strategic direction for Management & Leadership products and services, and R&D support for the OSAT programme, and migrant workers package.
  • Communications and Marketing to drive effective and consistent SSC brand promotion and compliance and carry out an effective Employer Tracking Survey.

4.5 ConstructionSkills in England

In England the regional plans are described in a series of Action for Skills documents that are available on constructionskills.net .

The annual Action for Skills documents are based on the work of the national and regional Observatory Groups that make up the Construction Skills Network. By drawing on a wide range of national and regional knowledge the Network provides an authoritative and unambiguous understanding of what skills will be needed, when and where, so that Government agencies, education and training providers and construction companies can plan future skill needs with confidence and target investment with maximum effect. Each regional report gives an economic overview, an outlook for construction and a summary of the model outputs for the forecast period 2006 to 2010 for the specific UK area.

The information is only of use if it is acted upon. In each English region employers and employer organisations, trades unions, education and training providers and all major planning and funding agencies come together in Construction Skills Fora of one form or another to plan and agree to the collaborative actions that need to be taken through the regional Sector Skills Agreements to address the region’s construction skills challenges and deliver the projected growth in construction output. The same Fora monitor progress and annually review and refresh the plans.

4.6 ConstructionSkills in the Professional Services Sector

4.6.1 Mission

The mission for professional services is to raise awareness of the career opportunities, training and skills development needs of the construction industry and to be recognised as the primary pan-industry authority for professionals.

4.6.2 Key Accountabilities

  • Recruitment – The recruitment and retention of an adequate, high quality and diverse supply of professionals across the UK.
  • Communications – Young people and their influencers receive positive messages about career opportunities in the industry, and the skills needs of construction are communicated to stakeholders.
  • Engagement with Employers – Awareness of the aims and objectives of ConstructionSkills is raised and employers, stakeholders and institutions are engaged to help position ConstructionSkills as the organisation at the heart of the skills agenda.
  • Qualifications and Progression – Linkage, articulation, progression and career pathways developed between academic, vocational and professional qualification frameworks and delivery and assessment structures.
  • Research and Development - Capability, productivity and skills research conducted at National, Regional and sectoral levels is ‘best in class’ and assistance is given with the collation of key evidence with which to lobby on behalf of the whole industry across the UK.
  • Sustainability - The delivery of ‘Build to Last’ is supported by assisting with the development of the strategies, products and services that engage industry in contributing to an economically, socially and environmentally sustainable built environment.

4.6.3 Strategies in Action

  • To deliver on recruitment we will:

    o maintain a sustained interest in careers in the professions to generate increased

    uptake among Built Environment graduates;

    o promote a planned approach to training and career development by Professional

    Services Firms;

    o engage with current and recent Built Environment graduates to ensure a high level

    understanding of the practical aspects of their role in relation to other professions and

    the industry in general.

  • To deliver on communications we will:

    o demonstrate the diverse range of opportunities available in the construction

    professions to young people and their influencers;

    o engage with the professional institutions to facilitate a unified and effective approach

    to careers promotion and guidance on career paths;

    o support the promotion of the Inspire Scholarship scheme to increase the number of

    applications to degrees in the Built Environment.

  • To deliver on engaging with employers we will:

    o communicate the skills needs of construction to employers and develop a range of

    activities on the ConstructionSkills website;

    o support the development of influence within Government and its agencies;

    o work with key partners to improve engagement of professional stakeholders

    within ConstructionSkills.

  • To deliver on qualifications and progression we will:

    o support the implementation of sector, national and European qualification strategies and frameworks;

    o support the implementation of sector functional maps, national occupational standards and common learning outcomes;

    o support the implementation of sector assessment, validation and certification processes.

  • To assess the current and future needs of UK Professional Services Firms we will conduct research including:

    o the size and structure of UK Professional Services;

    o professional skills needs;

    o on-line facilities to improve business performance.

  • To promote sustainability we will:

    o support the delivery of ‘Build to Last’ working with industry, our strategic partners and

    key stakeholders;

    o assist with the development and championing of a better understanding of

    sustainability among clients and employers;

    o develop a greater awareness of the ConstructionSkills agenda within the training and

    careers community.

4.6.4 Critical Success Factors

  • The number of Built Environment graduates taking up a career in the construction professions is increased through the continuous motivation and encouragement of prospective recruits.
  • The number of Professional Service firms adopting a planned approach to training is improved via collaborative working with SMEs.
  • There is greater participation by current and recent graduates in events aimed at promoting interdisciplinary understanding.
  • Professional services communications are fully integrated into the overall ConstructionSkills Communications and Marketing plan.
  • Awareness and applications to the Inspire Scholarship Scheme is raised.
  • The number of young people and their influencers informed about career opportunities is increased by encouraging increased employer involvement and support.
  • Sector, national and European qualification strategies and frameworks are implemented.
  • Sector functional maps, national occupational standards and common learning outcomes are implemented.
  • Sector assessment, validation and certification processes are implemented.
  • The number of hits from construction professionals on the ConstructionSkills website is increased.
  • Outcomes of the research programme is communicated to employers, Professional Institutions and other stakeholders and partners.
  • Up-to-date and comprehensive statistics and data relating to the current and future professional skills climate is made available to a wide audience.
  • ‘Top Ten Tips ‘and other literature on sustainability issues is promoted and distributed.

4.6.5 Working with Other ConstructionSkills Businesses

Professional Services will work with…

  • ConstructionSkills Businesses to include CITB Northern Ireland, Skills Strategy, Advisory Services and Communications and Marketing towards the delivery of the SSA
  • CIC Regions to provide a regional voice and create the maximum impact for our initiatives.
  • Professional Services Firms to facilitate increased awareness of skills issues and promote the uptake of training.
  • Professional Institutions to raise awareness of the aims and objectives of ConstructionSkills and project a positive image about the industry to the general public
  • Awarding Bodies to develop relevant and appropriate qualifications.
  • The Education Community including schools, Higher and Further Education Institutes and other Training Providers to develop an effective approach to careers promotion.

4.7 Managing Agency

4.7.1 Mission

The Managing Agency mission is to deliver fully qualified apprentices to meet the demands of the construction industry, through maximising learners’ potential, using approved training provision, and increasing framework achievements.

4.7.2 Key Accountabilities

  • Maximise all learners’ potential towards successful and timely completion of qualifications.
  • All learners managed in line with contractual and Government Inspection requirements whilst recognising individual learner needs.
  • Recruit suitable high calibre learners to match industry requirements.
  • Effective management of approved sub-contractors to provide high quality training to all learners.
  • Optimise performance to deliver increased value for customers, stakeholders and the business.

4.7.3 Strategies in Action

  • To maximise all learners’ potential towards successful and timely completion of qualifications we will…

    o guide and support all learners to achieve a full apprenticeship framework;

    o guide and assess learners taken on through the PLA route against the National Vocational Qualification (NVQ) requirements so as to achieve an NVQ and full apprenticeship framework.

  • To manage all learners in line with contractual and Government Inspection requirements whilst recognising individual learner needs we will…

    o manage Service Level Agreements with other relevant ConstructionSkills businesses involved in the delivery of Adult NVQs and other elements of the national LSC contract;

    o guide and support all learners to achieve their agreed learning outcomes whilst satisfying LSC funding and audit requirements;

    o guide and support all learners in line with government agency needs and in line with the Common Inspection Framework, building on a successful ALI inspection to become the outstanding provider of apprenticeships.

  • To recruit suitable high calibre learners to match industry requirements we will…

    o ensure traditional apprentice numbers grow and are managed in accordance with LSC funding availability; and that learners are supported through an approved framework programme;

    o work with industry to establish an alternative Programme-Led Apprentice (PLA) route for learners progressing from full time college provision;

    o work with Advisory Services to ensure that a growing number of learners are from under represented groups;

    o pilot new apprenticeship programmes for the Specialist sector;

    o develop a matching service bringing together identified learner potential with employer requirements;

    o assess all candidates against agreed criteria for entry onto an apprenticeship framework;

    o implement in 2007 a strategy ensuring recruitment of high calibre school leavers to increase framework achievement rates.

  • To effectively manage approved sub-contractors to provide high quality training to all learners we will…

    o enhance the College Contract to ensure that delivery of training is timely, cost-effective and of the highest quality;

    o facilitate the co-ordination of on and off the job training to ensure learners have individual training plans that are shared with employers and sub-contractors reflecting how the learners will achieve a full framework;

    o manage sub-contractors to ensure attainment of challenging framework achievement targets, through continuous improvement in the quality of provision;

    o work with related ConstructionSkills businesses to ensure increases in capacity and performance.

  • To optimise performance to deliver increased value for customers, stakeholders and the business we will…

    o implement new technologies that will add value to the business and enhance existing work practices;

    o realign business processes in order to increase efficiency and ensure that we are delivering an effective, non-bureaucratic service;

    o ensure that Construction Skills Network outputs are used in our business planning;

    o work with Skills Strategy on developing the case for quality training provision relevant to industry needs;

4.7.4 Critical Success Factors

  • To secure appropriate levels of LSC funding.
  • To secure employer placements for apprentices, including female and ethnic minorities.
  • To deliver PLA starts in line with targeted growth.
  • To improve levels of timely framework achievements across Managing Agency.
  • To build on a successful Adult Learning Inspectorate (ALI) Inspection.
  • To ensure effective management of sub-contractors throughout the Managing Agency.

4.7.5 Working with Other ConstructionSkills Businesses

  • Work with Advisory Services, NCC and Business Services to deliver the LSC contract and Sector Skills Agreement.
  • Work with Skills Strategy to utilise the intelligence available to build the Managing Agency business.
  • Help Communications and Marketing to enhance the reputation of the Managing Agency.
  • Work with Corporate Services to secure expert advice and enable performance improvement.

4.8 National Construction College (NCC)

4.8.1 Mission

NCC will be the number one provider of specialist construction training, by helping its customers develop human resources that are highly qualified, effective and productive within the industry. This means getting ever closer to customers, understanding their business and establishing long-term relationships with them. NCC are passionate about customers and are working to meet the needs they have today and ensuring its product development will meet the needs they will have tomorrow. 

Every time customers deal with NCC, their experience will reflect this mission:

  • NCC will deliver what it says it will deliver
  • NCC will deliver value for money
  • NCC will seek feedback and act on it

4.8.2 Key Accountabilities

  • Build long-term partnerships with our customers and develop relationships with new ones
  • Maximise the potential of the NCC business through a combination of quality product, effective marketing, fair pricing and cost efficiency.
  • Pursue profitable growth by increasing course occupancy and delivering new products to new and current markets.

We will achieve this by:

  • Putting our customers first
  • Developing our people
  • Being the best in class at everything we do
  • Developing our products
  • Delivering our youth apprentice framework programmes efficiently

4.8.3 Strategies in Action

  • To build long-term partnerships with our customers and develop relationships with new ones we will...

    o improve focus on our customers through Key Account Management, outbound calling from our Course Booking Team, closer working with ConstructionSkills Businesses, new product development and marketing.

  • To maximise the potential of the NCC business through quality products, effective marketing, fair pricing and cost efficiency we will…

    o continue to build upon our already excellent training facilities to ensure they remain best in class

    o develop a Management Portfolio which will strengthen the College’s credibility and role as a Management Training Organisation

    o continue to satisfy the need for new entrants into the industry and strive to deliver a diverse workforce.

  • To pursue profitable growth by increasing course occupancy and delivering new products to new and current markets we will…

    o carry out a full review of both our youth and adult training to ensure it continues to be both appropriate (matching the industries need) and commercially viable.

    o continue to grow the NCC business and deliver a surplus on adult training to increase the return to Industry in Grants – doubling adult income over the next 5 years.

4.8.4 Critical Success Factors

  • Process Improvement – youth and adult training provision review
  • Customer and Staff Communications – Key Account Management and Course Booking
  • Staff Capability and Competence – best in class provision, adult growth and management training

4.8.5 Working with Other ConstructionSkills Businesses

  • Work with Managing Agency to deliver the LSC contract and Sector Skills Agreement
  • Work with Advisory Services to provide effective training support to the Specialist Sector
  • Work alongside Business Services to assist in the development of additional products where needed

4.9 Advisory Services

4.9.1 Mission

Working with stakeholders and partners, the Advisory Services mission is to engage individuals, companies and communities in supporting their development, through services ranging from promotion and recruitment to training and qualification.

4.9.2 Key Accountabilities

  • Promoting Training and Servicing Employers – to support company development by increasing the number of companies involved in training, achieving IiP and developing training plans.
  • Engaging Stakeholders – by developing relationships, localised support in the English Regions, Scotland and Wales, managing the regional Construction Skills Network, and influence strategy.
  • Managing Agencies in Scotland and Wales – recruiting new apprentices and continually improving framework achievements.
  • Supporting Qualifying the Workforce – through promotion of OSAT in England and delivery in Scotland and Wales
  • Providing Services to the Specialist Sector – through solutions for heritage, manufacturer and Modern Methods of Construction (MMC) training with assessment via NSAC.
  • Recruitment and Education - Providing enhanced curriculum support to schools to increase the quality and diversity of Craft and Graduate applications.
  • Constructing London 2012 – engage key partners and develop programmes for sustainable training for sustainable communities to maximise the engagement and training of local people within the Olympic and London Thames Gateway area.
  • Support the delivery of training - through the National Skills Academy Network

4.9.3 Strategies in Action

  • To promote training and service employers we will…

    o Increase annually the number of companies involved in training

    o work closely with Federations to promote training and member support;

    o promote a planned training approach to increase companies developing training plans;

    o target companies to progress on to IiP, particularly those with training plans;

    o investigate development of diagnostic tools to support CDAs

    o develop support for independent Group Training Associations to re-invigorate their impact;

    o encourage supply chains to improve their performance through skills and a planned training approach.

    o Manage Train to Gain contracts in East, Gtr London and South West Areas, and work closely with Train to Gain brokerage throughout England.

  • To engage stakeholders we will…

    o further develop key relationships to ensure that our industry is recognised as a key sector for support through SSAs;

    o maximise non-Levy income (net) to support industry needs;

    o manage the local Construction Skills Network.

  • The managing agencies in Scotland and Wales will…

    o manage their contract efficiently and effectively;

    o increase framework completions to 75% by 2010;

    o ensure linkages with Education Teams to increase non-traditional apprentice recruits;

    o increase efficiency by adopting developing technologies and common platforms;

    o manage sub-contractors to improve performance through closer contract management.

  • To deliver OSAT in Scotland and Wales we will…

    o work closely with the provider network to promote OSAT;

    o work with main contractors on major projects to encourage supply chains to qualify their existing workforce.

  • To provide services to the Specialist sector we will…

    o deliver the National Specialist Accredited Centre (NSAC) element of the LSC contract;

    o develop funding opportunities to support manufacturer and heritage training, and progress skills training for Modern Methods of Construction;

    o develop flexible solutions to meet sectoral needs in our linked federations;

    o extend links with grant awarding and statutory bodies within the built heritage sector;

  • Through the Recruitment and Education Teams we will…

    o develop support for non-traditional apprenticeship applicants;

    o secure funding for the continuation of the Inspire Scholarship Scheme;

    o implement an adult recruitment strategy to attract adult new entrants into the industry;

    o secure external income to support curriculum enhancement and reduce Levy reliance;

    o increase the number of schools delivering the Construction GCSE from 60 to 100

4.9.4 Critical Success Factors

  • Secure ongoing LSC funding for NVQs via NSAC.
  • To maximise OSAT funding in Scotland and Wales.
  • Investigate sources of funding to support the Education Teams activities.
  • Identify and secure sources of non-Levy income and pile of pennies contribution.
  • To develop sophisticated customer management as part of the CRM programme.
  • To increase efficiency and effectiveness by harmonising structures and processes of Area offices and ensure the use of common platforms.
  • To focus on retention and growth in driving performance for training plans, and increase IiP commitments and conversion to recognition.
  • To increase staff awareness and engagement with sustainability, to enable effective dialogue with customers and key partners on sustainability issues.
  • To work with key partners on sustainable training for sustainable communities to maximise the engagement and training of local people with particular emphasis on diversity.
  • To develop promotion and support for non-traditional apprenticeship applications.
  • To implement an Integrated Careers Strategy for ConstructionSkills.

4.9.5 Working with Other ConstructionSkills Businesses

  • Working with the Managing Agency to increase the volume of craft apprenticeship applicants and employer placements, focussing on quality and non-traditional entrants.
  • Working with Communications and Marketing to develop customer relationship management, promoting recruitment and careers, with a particular diversity emphasis.
  • Liaising with Corporate Services to promote training ‘frontline’ to increase the number of companies training. Identify external funding opportunities that support business objectives and targets.
  • Helping employers identify training and business needs, and advising on the range of products, services and training available from Business Services and NCC.
  • Work with Business Services to develop ideas for commercial products and services.
  • Working with Business Services to deliver Train to Gain contracts in the relevant regions.
  • Skills Academies – working with Skills Strategy to develop strategy and deliver plans.
  • Providing local support for Skills Strategy to engage and manage stakeholders, co-ordinate regional SSAs and manage Construction Skills Networks.
  • Liaise with Skills Strategy to develop 14-19 policy.

4.10 Business Services

4.10.1 Mission

Business Services mission is to develop, deliver and support customer focused products and services and to provide expertise to the organisation in order to maximise our income generating potential.

4.10.2 Key Accountabilities

  • Vocational Qualifications – growing the Awarding Body for Construction and other awarding body partnerships to increase VQ demand through viable and deliverable qualifications; improvement and development of the VQ training and assessment centre network.
  • Business Development – contributing to non-Levy income targets through business opportunities; the development and sale of business improvement products, publication and services; delivering Management & Leadership Programme; develop and exploit accreditation services; provide business development service to the whole of CITB-ConstructionSkills.
  • Business Support – developing and managing appropriate compliant procurement and contract management; a contact centre providing a cost effective and efficient customer contact and data management processing service.
  • Competent Worker Schemes – delivering Qualifying the Workforce targets through competency assessment schemes; management of Health and Safety Testing and registration scheme contracts; manage and improve an integrated delivery service; realisation of sufficient funding to meet VQ demands.
  • Health, Safety and Environment – develop, implement and promote strategies for health, safety and environment; engage industry to continually improve health and safety performance; introduce new and revised products and services; build and maintain strategic partnerships and develop and introduce a migrant worker integration strategy.

4.10.3 Strategies in Action

  • In Vocational Qualifications we will…

    o build supportive partner relationships with training and assessment providers and improve verification consistency;

    o develop VQs and assessment strategies that are viable and applicable to our industry and enable the achievement by key industry stakeholders of the Qualifying the Workforce targets;

    o extend EWPA to cover SVQ.

  • In Business Development we will…

    o promote and sell products and services to increase non-Levy income;

    o investigate and exploit potential overseas markets;

    o assist all income generating departments within the organisation to meet or exceed their targets through business opportunities;

    o increase the delivery and uptake of accreditation services;

    o identify and realise new business opportunities in other markets.

  • In Business Support we will…

    o make our contact centre the provider of choice;

    o ensure compliance with public procurement policies;

    o ensure professional contract management for major contracts;

    o enable efficient procurement throughout CITB-ConstructionSkills.

  • In Competent Worker Schemes we will…

    o improve on the current integrated delivery service, including expansion of scope to include additional schemes;

    o manage the CSCS contract to ensure customer satisfaction;

    o ensure appropriate delivery mechanisms to meet demand for Health and Safety Tests taken and completed, by ensuring the level of service provided by our contracted supplier meets customer expectations;

    o provide nationwide support to employers and experienced workers to enable achievement of VQs through OSAT and EWA.

  • In Health, Safety and Environment we will…

    o develop, implement and promote a Health, Safety and Environment Strategy that assists the industry in meeting its revitalising H,S&E targets in part through improved culture and behaviour.

    o work with key industry partners to ensure that strategic health, safety and environmental issues are identified, researched and appropriate solutions provided.

    o develop products and services to assist industry to meet its commitments to improving H,S&E performance.

    o develop and introduce a package to assist industry in the integration of migrant workers into the workforce.

4.10.4 Critical Success Factors

  • LSC funding.
  • Effective partnership working.
  • Enforcement of ‘full compliance’ by Industry.
  • CITB-ConstructionSkills recognised by the industry as delivering an effective integrated service for Competent Worker Schemes.
  • Resourcing, capability and performance of infrastructure to support OSAT/EWA and Awarding Body.
  • Compliance with contractual obligations.
  • Embedded team working both within and across Businesses.
  • Effective and appropriately skilled management team in place.

4.10.5 Working with Other ConstructionSkills Businesses

Business Services will work with other ConstructionSkills Businesses to realise business opportunities and become more effective and efficient in maximising income generating potential, and in particular will focus on:

  • Introducing procurement policies and procedures that will ensure public procurement compliance and assist in the overall achievement of corporate efficiency targets,
  • Developing training products and services aligned to customer needs, skills strategy and business objectives.
  • Co-ordinating and developing business opportunities to drive non-Levy income generation in.
  • Providing advice, guidance and support on strategic health, safety environment and sustainability matters.

We will also:

  • Work with Advisory Services to support existing customers with current and future needs.
  • Work with Communications and Marketing on customer relationship management.

4.11 Skills Strategy

4.11.1 Mission

The Skills Strategy mission is to ensure that ConstructionSkills has access to the best possible evidence base, qualifications frameworks and strategic partnerships, in order that it can secure greater opportunities for training and development for the industry, supported by more responsive education and training provision.

4.11.2 Key Accountabilities

  • Sector Skills Agreement – to monitor and report on progress; continue the alignment of national and regional plans; maintain stakeholder engagement and commitment.
  • Research and Development – to conduct ‘best in class’, capacity, productivity and skills research at national, regional and sectoral levels - providing the organisation with an authoritative and robust evidence base on which to lobby on behalf of industry, develop key initiatives, products and services.
  • Construction Qualifications Strategy – to develop and maintain a credible and industry approved standards and qualifications framework supported by sufficient and responsive provision of high quality education, training and professional development.
  • Sustainability – to deliver and champion ‘Build to Last’ through developing strategies, products and services to engage industry in ensuring an economic, social and environmentally sustainable built environment.
  • ConstructionSkills Partnership – to develop and promote partnership strategies and activity; ensuring compliance with the SSC Standard and contract; increase understanding and work with the Skills for Business network.

4.11.3 Strategies in Action

  • To deliver the Sector Skills Agreement we will…

    o update it nationally and regionally to ensure continued stakeholder commitment;

    o ensure the effective introduction of the Strategic Partnership Panel and associated Working Groups so they make a demonstrable contribution to setting the strategic direction and identifying the priorities for ConstructionSkills;

    o establish the National Skills Academy for Construction across the UK

  • To deliver Research and Development we will…

    o Maintain the development of the Construction Skills Network (CSN) nationally and regionally to ensure industry capacity to deliver current and future projects;

    o Develop the regional observatories and tailor them to specific needs to ensure industry capacity to deliver current and future projects;

    o Establish a co-ordinated approach to research and development activity across ConstructionSkills to ensure optimum use of resources, and effective dissemination and utilisation of research findings;

    o establish a ConstructionSkills Policy Forum to review and prioritise emerging policy issues and provide ConstructionSkills staff with informed policy advice and guidance.

  • To deliver the Construction Qualifications Strategy (CQS) we will…

    o publish and manage the delivery of the Construction Qualifications Strategy and associated Implementation Plans that meet industry and regulatory authority approval;

    o continue to audit education and training provision;

    o ensure all apprenticeship frameworks are fit for purpose and meet stakeholders needs;

    o carry out development of the 14-19 Specialised Diploma in Construction and the Built Environment and advise on all aspects needed to achieve successful delivery in 2008;

    o develop an integrated strategy for the delivery of Skills for Life and core skills;

    o undertake maintain a programme of competence assurance of accredited centres;

    o manage the launch Stage 2 development work of the Construction Young Apprenticeships Implementation Programme for Construction.

  • To deliver on Sustainability we will…

    o play a lead role in delivery of ‘Build to Last’ working with industry and key stakeholders

    o develop and champion a better understanding of sustainability within ConstructionSkills and amongst clients, architects, contractors and suppliers;

    o Provide a ‘best in class’ evidence base to support the necessary decisions that will have to be made in creating an appropriate climate of change – ensuring the right balance of legislative pressure and commercial advantage;

    o develop skills in the industry so that the employees can specify, design, build and operate sustainable structures;

    o create and communicate best practice, translating good words into real action.

  • To deliver the ConstructionSkills Partnership we will…

    o manage the continuing development of an effective ConstructionSkills partnership;

    o ensure progress with ConstructionSkills strategies for Research, Standards & Qualifications, Communications & Marketing, Careers, Apprenticeships and HS&E

    o develop and deliver joint strategies with other Built Environment SSCs and good working relationships with the wider Skills for Business Network;

    o Improve the ConstructionSkills rating against the SSC Standard.

    o Support cross organisational strategies through the Strategic Partnership Panel

4.11.4 Critical Success Factors

  • To ensure effective management of key stakeholder relationships
  • To hold good, early and shared understanding of Government policy.
  • To positively influence the short, medium and long term Government funding strategies to ensure delivery of SSA targets.
  • To ensure that the CSN provides definitive national and regional intelligence.
  • To get Construction Qualifications Strategy recognised as a radical vehicle for changing Standards & Qualifications framework and delivery.
  • To ensure a full complement of staff with suitable expertise, attitudes and behaviours.
  • To facilitate an improved ConstructionSkills partnership.

4.11.5 Working with Other ConstructionSkills Businesses

We will work with…

  • all ConstructionSkills Businesses towards the delivery of the SSA, monitoring and challenging performance with Corporate Services;
  • all ConstructionSkills Businesses and ConstructionSkills partners to secure timely contributions to the Policy Forum, achieve an integrated research programme, and develop a regional and sectoral intelligence base;
  • all ConstructionSkills Businesses to develop strategies and actions to improve the participation of micro businesses and the self-employed sectors of the industry;
  • the Advisory Services to inform and guide local employer engagement, stakeholder management, and co-ordination of regional SSAs and Observatories, and provide R&D support for specialist qualifications, careers promotion, diversity, and degree courses
  • Business Services to provide strategic direction for Management & Leadership products and services, guidance on sustainability, and R&D support for the OSAT programme, and migrant workers package; and to translate the Construction Qualifications Strategy into an effective delivery model for the industry;
  • Communications and Marketing to drive and create the maximum impact for our key initiatives, provide effective and consistent SSC brand promotion and compliance and carry out an effective Employer Tracking Survey;
  • Managing Agency to provide the intelligence and apprenticeship frameworks needed to build its role and grow its business;
  • NCC on the development of the National Skills Academy.

4.12 Communication and Marketing

4.12.1 Mission

Communications and Marketing provides ConstructionSkills with an in-house, one-stop-shop, for communications and marketing services and expertise. We will work with colleagues to develop and deliver integrated and creative strategies which assist the organisation to become customer focused and to meet its objectives and targets.

4.12.2 Key Accountabilities

The accountabilities of Communications and Marketing are to assist with the delivery of the Sector Skills Agreement through:

  • Corporate Reputation Management – Maximising positive media coverage, managing negative media coverage and providing engagement and influencing opportunities with Government and other stakeholders.
  • Corporate Communications – Improving internal communication channels, positioning our products, services and brands in line with business objectives and selecting the most effective channels to communicate with our customers and stakeholders.
  • Communications and Marketing Policy –Improving communications and marketing effectiveness, measuring return on investment and contribution to business objectives.
  • Communications and Marketing Services – Providing a one-stop-shop for communications and marketing expertise and services delivered through C&M business plans and service level agreements to include assistance in developing the evidence base for business strategy, portfolio planning and new product development.
  • CRM Policy – promoting a culture of Customer Relationship Management and customer focus across ConstructionSkills to ensure the organisation is simpler, faster and closer.

4.12.3 Strategies in Action

  • To deliver Corporate Communications and Reputation Management we will…

    o deliver a public affairs and stakeholder management strategy designed to influence policy development and achieve third party endorsement of the organisation;

    o implement a public relations programme designed to both protect and actively enhance the organisation’s reputation;

    o support change in culture and behaviours through effective internal communications;

    o develop a clear e-communications vision and strategy supporting both public sector requirements, customer needs and marketing strategy;

    o respond to business strategy revision by developing and delivering a branding strategy.

  • To deliver Communications and Marketing Policy we will…

    o develop and implement consistent working practices across C&M projects to facilitate effective project management, shared learning and constant innovation;

    o integrate projects across the organisation to achieve greater return on investment and provide consistent, planned communications to our customers

    o procure communications and marketing services in such a way as to ensure they provide excellent service and value for money.

  • To deliver CRM we will….

    o develop and deliver a customer intelligence and access strategy;

    o use customer and market intelligence to identify a programme of rolling projects to promote customer focus and ensure our activities become simpler, faster, closer;

    o integrate the CRM programme with other organisational change initiatives.

  • To deliver Communications and Marketing services we will….
  • Assist Advisory Services to….

      o attract a diverse range of new recruits through presenting a positive image of the industry and developing relationships with individuals, schools and colleges;

      o encourage uptake of training by SMEs;

      o use the Inspire Scholarship Scheme to drive more degree course applications;

      o promote the work of Constructing London 2012 Team through communications/lobbying;

      o support the specialist team to engage with and support federations and other industry specialist groups.

  • Assist Apprentice Agency to….

      o improve completions by delivering quality employer leads;

      o develop demand from employers for new and existing apprenticeship routes;

      o facilitate applications through bconstructive.co.uk.

  • Assist Business Services to….

      o maximise opportunities for new and existing products and services; through identifying and developing new markets, cross-selling and using robust marketing information to drive increased market penetration;

      o drive demand for VQs and cards through the promotion of SkillsDirect;

      o develop a package to support the integration of qualified, competent migrant workers;

      o position the organisation as leading accreditation within the industry.

  • Assist National Construction College to….

      o provide support for the NCC business strategy through the provision of robust marketing information, new product and market development;

      o position NCC as the first choice for both youth and adult training.

  • Assist Skills Strategy to….

      o manage and enhance the reputation of ConstructionSkills;

      o position the Construction Skills Network as the most credible source of construction skills intelligence through PR and Public Affairs activity;

      o work to integrate our help and support for those engaged in front line delivery.

  • Assist Corporate Services to….

      o generate Levy support amongst consensus federations, employers, MPs;

      o position CITB-ConstructionSkills so that customers want to register with us;

      o position CITB-ConstructionSkills as an organisation people want to work for.

4.12.4 Critical Success Factors

  • To identify and develop potential sources of non-levy income generation
  • To agree SLAs and detailed plans which outline activities, standard of services and key interdependencies.
  • To ensure procurement and media buying is cost effective.
  • To ensure C&M strategies are underpinned by robust marketing information.
  • To ensure C&M strategies across the organisation are integrated where appropriate.
  • To progress improved measurement of C&M contribution and return on investment.

4.12.5 Working with Other ConstructionSkills Businesses

  • With Skills Strategy to understand skills and training issues and policy developments. C&M also relies on Skills Strategy to deliver the Employer Tracking Survey and provide support with marketing research information and intelligence.
  • With Corporate Services to get expert advice on legal, HR and financial issues.
  • With Corporate Services and Skills Strategy to integrate our support for delivery teams.
  • With all to provide expertise on communications and marketing strategy, new product development, portfolio management, branding, the procurement of C&M services, media relations, lobbying, e-communications, internal communications and customer relationship management.

4.13 Corporate Services

4.13.1 Mission

The Corporate Services mission is to challenge plans, processes and performance to drive efficiency and effectiveness, and provide human, financial and information resources to enable SSA delivery.

4.13.2 Key Accountabilities

  • Drive Improvements in Efficiency, Effectiveness and Performance – across all ConstructionSkills Businesses.
  • Support ConstructionSkills Businesses – with human, financial and information resources.
  • Maintain Industry Commitment to the Great Britain (GB) Levy and Grant system.
  • Maximise GB Levy Income.
  • Reduce GB Levy Support to ConstructionSkills Businesses.
  • Maximise GB Grant Support to Industry.

4.13.3 Strategies in Action

  • To drive improvements in efficiency, effectiveness and performance we will…

    o equip the organisation with performance tools and indicators to enable better decision making;

    o make performance matter to people and help people to continue to perform effectively;

    o share business knowledge with ConstructionSkills Businesses to ensure we continue to have sound working practices;

    o show how we can all add value for our customers;

    o build organisational capability around people, processes and systems;

    o lead corporate change and help all ConstructionSkills Businesses make change happen.

  • To support ConstructionSkills Businesses we will…

    o help people to improve the way they plan, making it part of normal business. This gives a clearer view of the future so that we can all make better decisions today;

    o ensure we recruit retain and develop the right people with the right skills to achieve our future potential.

    o make sure that we have good information and communication systems which keep pace with our needs;

    o connect with ConstructionSkills Businesses to work as a team and share good ideas to benefit our customers;

    o be the first point of call for expert advice to ConstructionSkills Businesses to help them reduce their business risks;

    o share useful business information with ConstructionSkills Businesses in good time so they can make quicker, better informed decisions.

  • To maintain industry commitment to the GB Levy and Grant system we will…

    o improve the quality of customer service;

    o continue to communicate the benefits of Levy registration to employers;

    o review ways of demonstrating Levy support including a change in legislation and maximise consensus vote;

    o manage the levy consultation process.

  • To maximise GB Levy income we will…

    o increase the number of Levy registered employers and improve the accuracy of Levy Return declarations;

    o make verification visits to all employers on a five-year cycle;

    o improve timely collection of Levy debts thereby minimising the need for legal proceedings and bad debts;

    o provide expert and authoritative advice on scope issues.

  • To reduce GB Levy support to ConstructionSkills Businesses we will…

    o guide ConstructionSkills Businesses’ plans for increasing non-Levy income;

    o co-ordinate, drive and report on operating cost and non-Levy income performance, sharing good practice and challenging areas for improvement;

    o provide advice and assurance to ensure legal and regulatory compliance of all income generation.

  • To maximise GB Grant support to industry we will…

    o increase grant to Levy payers - towards a future goal of £1 grant for £1 Levy;

    o drive Levy and Grant cost efficiency through online employer input and automated document production;

    o develop Grant Strategy with ConstructionSkills Businesses to meet industry needs and SSA priorities;

    o streamline rules and procedures to improve understanding of and access to grants available;

    o validate authenticity of grant claims in order to minimise the risk of over-payments.

4.13.4 Critical Success Factors

  • Common understanding of why we all need to be Simpler, Faster, Closer.
  • Commitment from all ConstructionSkills Businesses to work together to drive up income and reduce costs.
  • Industry support to achieve positive GB Levy consensus and an effective GB grants scheme.
  • More transparent external relationships.
  • Increased connection with performance improvement from a better understanding of our relative performance.
  • Prioritisation of change activities based on sound review.
  • A reshaped IS team to better deliver rapid change.
  • An agreed strategy for the future development of major systems such as the Phoenix and GB Levy and Grant Systems.
  • A cohesive team of skilled people who can work well with ConstructionSkills Businesses to help us achieve our collective vision.
  • Clear values and behaviours which underpin our distinctive approach to people and business
  • People processes which operate consistently to a high standard across the organisation

4.13.5 Working with Other ConstructionSkills Businesses

Corporate Services will be:

  • Working across the business to challenge, support and enable performance by providing a broad range of knowledge, information, expertise and resources to all ConstructionSkills Businesses.
  • Working with all ConstructionSkills Businesses to develop and integrate planning, risk and change management.
  • Working with all ConstructionSkills Businesses to drive non-Levy income net contribution, reduce operating costs and GB Levy subsidies, and increase value added (e.g. Pile of Pennies) to stakeholders by challenging, advising and co-ordinating external funding generation and ensuring procedural compliance.
  • Working with all ConstructionSkills Businesses to develop the GB Grants Strategy and provide appropriate grant support for apprenticeships, promoting training and Qualifying the Workforce.
  • Working with all ConstructionSkills Businesses to drive support for GB Levy consensus by developing good relationships with Federations and employers – e.g. through Executive Team and Advisory Services staff.

Working with Communications and Marketing to inform and deliver internal, corporate and customer communications – e.g. Annual Review, Business Plan, Welcome Pack, GB Grants Scheme information

CITB-ConstructionSkills
Construction Industry Council
CITB Northern Ireland
Skills for Business Network

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