THE Construction Industry Training Board (CITB) has published its Business Plan for 2026–27, following some ‘tough decisions’ on how funding is allocated.
The plan sets out how the CITB will invest Levy and other income to help the construction industry recruit, train and retain a skilled, competent, and inclusive workforce.
In recent months, CITB has focused on how funding is targeted to concentrate investment where it delivers the greatest impact and ensure resources are focused where they can deliver long‑term value for industry.
Developed as the second year of CITB’s Strategic Plan 2025–29, the Business Plan is shaped to meet the skills challenges facing the industry – particularly by placing a stronger emphasis on progressing trainees into long-term industry workers.
Employers told CITB they want it to focus on three priorities: getting more trained people into construction, ensuring good‑quality and relevant training is available when and where it is needed, and improving the skills of the current workforce.
The Business Plan sets out CITB’s investment across three core pillars:
- Inspire and enable diverse and skilled people into construction
- Develop a training and skills system to meet current and future needs
- Support the industry to train, develop and retain its workforce
Over £136 million – more than half of CITB’s investment in 2026–27 – will be provided as direct financial support to employers through grants, funding and employer‑led programmes, alongside investment in apprenticeships, work placements, and support for new entrants.
The plan also shows how CITB invests Levy income in industry‑wide initiatives, standards development, competence frameworks, National Construction Colleges and insight that supports strategic workforce planning.
CITB will be launching a consultation on its Strategic Plan later this year with a view to refreshing it to reflect feedback it receives.
CEO Tim Balcon said, “This Business Plan reflects a conscious shift towards greater transparency and accountability. We want industry to be able to clearly see where their money is invested, how it supports both immediate training needs and longer‑term skills challenges, and how we measure whether it is making a real difference.
“Over the last year, we have had to make some difficult decisions about how we allocate funding. We know these decisions have not been easy for everyone, and it is important that we are open and honest about why we have taken them and how levy payers’ money is being used.
“I am confident that this plan sets a strong direction for CITB and for the industry we serve, but we also recognise that we do not have all the answers. That’s why we will launch a consultation later this year to hear feedback from industry ahead of refreshing our Strategic Plan. Through collaboration and open dialogue, we can make sure our investment delivers the greatest impact for construction.”
The plan also sets out how CITB will measure success, with performance indicators linked to increasing new entrants, supporting more employers to train and upskill their workforce, and helping more individuals develop the skills industry needs.
The full Business Plan for 2026–27 is available at: https://www.citb.co.uk/about-us/plans-and-performance/business-plan
