The CITB has recently revealed their 6 point plan to make the training body “more focused, efficient and responsive” following a government-commissioned review.
In a 34 page review carried out by Mr Paul Morrell, a former construction advisor, the Department for Education insisted that the CITB become more accountable to its fee-payers and improve performance.
In response to the review, the CITB has committed to a shake-up to improve the representation of small and medium-sized firms as well as the transparency of the organisation’s operations.
The organisation will undergo a complete overhaul at the beginning of 2018, with the restructuring of the CITB council and National Committees to better suit local needs.
Despite the majority of the industry voting last month to continue the CITB, a reform of the body was called for to ensure it was able to need the needs of the industry it serves.
In response to the call for reform, the CITB aims to achieve six key objectives over the course of the next twelve months, in order to make the organisation more accountable, representative, relevant, responsive, innovative and influential.
Along with these other changes, a new executive led by a senior industry figure will be created to ensure future demand for trained apprentices is met. The body will also look to move away from providing direct training, instead, taking a more nationally focused administrative role.
CITB chief executive Sarah Beale (pictured right) said: “We’ve heard the calls for change loud and clear so now we look ahead to some tough but vital decisions to become the ‘levy in, skills out’ organisation that our industry needs.”
“I appreciate the backing of government and of industry as we start on the journey of transforming the CITB.”
The CITB’s six-point plan
1) Be accountable
Through national campaigns, transparent strategic planning and a new outcomes focus, you’ll help shape what we do, how we do it and see it happen.
2) Be representative
Through strong partnerships, renewed governance and improved accountability we will be more representative of our industry.
3) Be relevant
By modernising, changing the way we do business and providing the support that you need – building an insight base, creating a high-quality standards framework, advocating, engaging and influencing to ensure training provision.
4) 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.
5) Be innovative
Ensure our resources are focused on getting the market working, creating an outcomes-orientated business that is agile, flexible and strategic, delivering on the outcomes that matter to our industry.
6) Be influential
Build engaging, dynamic partnerships that offer creative and innovative responses to industry’s big challenges – from closing the skills gap to advocating for construction careers.