Transforming Apprenticeship & Workforce Training: A Response to the 2023 ITB Review Summary Report

The 2023 Industry Training Board (ITB) Review Summary Report – Transforming the Construction Workforce (https://www.gov.uk/government/publications/2023-industry-training-board-itb-review) outlines bold recommendations aimed at reshaping the future of workforce development in the construction and engineering construction sectors. With an urgent call to modernise and refocus the ITB model, the report highlights the pressing need to address workforce shortages, improve productivity, and enhance competency across the industry. As an apprenticeship specialist, I welcome this review and support its recommendations. I want to see these changes implemented effectively to ensure real impact for employers, training providers, and apprentices alike.

Key Findings: The Case for Change

The review underscores the ongoing workforce crisis in construction and engineering construction. Workforce attrition, skills shortages, and low productivity are threatening the sector’s ability to meet national infrastructure and housing targets. The proposal to merge the Construction Industry Training Board (CITB) and Engineering Construction Industry Training Board (ECITB) into a single entity focused on workforce planning is a significant shift in approach.

The report’s recommendations also highlight the need to move beyond just new entrant attraction and instead focus on whole-career workforce development, including upskilling existing workers, competency-based training, and better retention strategies. The introduction of a digital skills passport to track qualifications and competency is a welcome step towards ensuring consistent, industry-wide standards.

What This Means for Apprenticeships

One of the most striking points in the review is the criticism that current apprenticeship initiatives have not had sufficient impact in addressing workforce shortages. While apprenticeships remain a vital entry point into the sector, the report acknowledges that traditional pathways alone are not enough to bridge the gap.

This aligns with what we see in practice—employers often struggle to take on apprentices due to economic uncertainty, lack of mentoring capacity, and difficulties navigating the system. The report suggests a more flexible approach to training and career pathways, which could mean:

• More modular and unitised training to allow workers to upskill incrementally rather than committing to full apprenticeship frameworks.

• Greater integration between apprenticeship levy funding and ITB levy grants to maximise investment in skills development.

• Stronger employer engagement in skills development, ensuring that training aligns with real-world needs rather than a one-size-fits-all approach.

The Role of Careers Education

An essential part of addressing workforce shortages is ensuring that young people understand their career options within the construction and engineering construction sectors. Careers education should provide clear pathways into these industries, showcasing the variety of roles available and helping students make informed choices about their futures. Schools, colleges, and training providers must work together to ensure that apprenticeships, technical training, and other career routes are presented as viable, attractive options. Expanding engagement with employers and industry ambassadors in schools could also help break down misconceptions and encourage more young people to enter these fields.

Challenges in Implementation

While the review’s recommendations are ambitious, there are several key challenges that must be addressed for meaningful change to happen:

1. Employer Buy-In: Many SMEs already struggle with the apprenticeship and levy systems. Will they support a merged ITB model with a new strategic focus?

2. Training Capacity: The review highlights a need for more high-quality trainers and assessors. Without a strong pipeline of training providers, how will upskilling at scale be achieved?

3. Accountability and Measurable Impact: The review calls for clearer KPIs and more accountability in funding allocation. How will success be measured, and what happens if the new model fails to deliver tangible outcomes?

For these changes to be effective, collaboration across industry, training providers, and government is essential. Employers, especially SMEs, need simplified access to training support, and apprenticeships must remain a core but adaptable component of the workforce strategy.

Equally, ensuring that young people receive high-quality careers education about opportunities in these sectors is critical. Without clear visibility of career pathways, the industry risks losing potential talent before they even consider entering the field

The construction industry is at a critical juncture. If implemented effectively, the recommendations from this review could reshape workforce training for the better, ensuring a more sustainable, productive, and skilled industry for the future. However, change must be practical, accessible, and employer-led if it is to truly make a difference.