Sharing local innovation: Skills for infrastructure

The wider North-East region itself faces challenges in meeting the demand for construction workers. This is in part due to a historically lower investment in construction training and education. 

The Construction Skills Network North East Report forecasts just a 0.1 per cent annual increase in construction workers across the region in the 2024 to 2028 period, against an annual recruitment requirement of 1.5 per cent. In addition to this, construction job vacancies in the North-East region remain 75 per cent higher than the 2019 (pre-COVID-19) level, and significantly above the wider UK trend.

Further compounding these existing local construction workforce pressures is the lack of skills related to sustainable construction and modern housing technologies within even the available workforce. This situation is especially acute within the Sunderland context with the city’s construction sector struggling to recruit workers with expertise in new housing innovations, such as off-site construction, zero-energy homes, and sustainable building techniques. 

The transition to greener, more sustainable construction methods requires upskilling of the existing workforce and the integration of new technologies, presenting both a challenge and an opportunity for growth in the region. Moreover, the existing workforce is often not sufficiently trained in the latest environmental standards or energy-efficient building practices, which are crucial to meeting national and local decarbonisation goals. Without addressing this skills gap, it will pose a threat to Sunderland’s ability to meet the growing housing demand while also achieving the UK’s net-zero ambitions. 

Addressing the shortage through greater curriculum development (as highlighted in the most recent North East Local Skills Improvement Plan) is thus central to the work of HICSA, which aims to equip the local (current and future) workforce with the right mix of traditional construction and cutting-edge skills.

In response to the UK government's housing targets and the push for greener building practices, the Academy is destined to become a key player in providing the skilled workforce required for large-scale housing developments in Sunderland and beyond. 

The Academy has collaborated closely with other local authorities, housing developers, and industry stakeholders to align training programmes with national housing projects, ensuring that trainees are equipped with the skills needed for real-world projects. 

For example, the Academy has partnered with national housing providers to deliver hands-on training in off-site construction and eco-friendly building technologies, preparing workers for roles in the construction of zero-carbon homes. This proactive approach ensures that the workforce is not only trained but also directly involved in delivering significant house building that contribute to solving the UK's housing crisis.

HICSA uses a demand-driven approach to workforce planning, which includes:

• Labour market intelligence (LMI): The Academy gathers data from employers, local authorities, and industry reports to understand the current and future demand for skilled workers in housing innovation and construction. This data-driven approach ensures that the training provided aligns with market needs (Some examples of the data sources consulted include the North-East Skills Improvement Plan, Economic Inactivity in Sunderland Report 2023 and Construction Skills Network Reports 2021 to 2025 and 2024 to 2028).
   
• Industry stakeholder engagement: Close collaboration with local employers, training providers, and industry bodies ensures that the training provided is aligned with the specific needs of the construction sector. By engaging with these stakeholders, HICSA can anticipate skills shortages and adjust training programmes to meet future demand.
   
• Workforce planning models: HICSA uses modelling tools to forecast the number of workers needed for upcoming housing projects, ensuring that training efforts are directed towards areas with the highest demand, such as sustainable building practices and energy-efficient home construction.
   
• Apprenticeships and upskilling initiatives: The Academy is committed to expanding apprenticeship opportunities in housing innovation and construction. Apprenticeships provide a valuable alternative to traditional education, allowing young people to learn practical skills on the job while gaining industry-recognised qualifications.
   
• Funding allocation for targeted training: The Academy focuses its resources on developing training programmes for the most in-demand areas, such as modular housing construction, low-carbon building materials, and renewable energy systems in residential properties.

The HICSA emphasises flexibility in its qualification pathways to ensure that individuals can gain the skills necessary for the modern housing sector. 

It offers modular courses, short certifications, and industry-led programmes that enable workers to upskill quickly and efficiently. This flexible approach allows workers to develop specialised skills in areas such as renewable energy technologies, sustainable construction materials, and energy-efficient building practices without the need for long-term academic commitments. The Academy’s focus on modular learning also facilitates greater engagement with older workers or those transitioning into new roles within the housing sector.

Through its targeted approach to skills development, the HICSA anticipates several key outcomes for Sunderland:

• Increase employment: By providing training in emerging housing technologies, the Academy aims to increase local employment opportunities in the construction sector, particularly in green and sustainable housing roles.
   
• Support economic growth: By equipping the local workforce with modern skills, the Academy fosters greater productivity within the housing sector, leading to increased investment in local construction projects and the wider economy.
   
• Contribute to national housing and sustainability goals: The Academy supports the UK government’s target to build 300,000 homes annually, ensuring that the workforce has the skills necessary to deliver energy-efficient, sustainable housing in line with national decarbonisation objectives.
   
• Potential for scalability: By integrating planning, skills, innovation, sustainability, and regional economic development, it provides a flexible, adaptive model that can evolve and grow in response to local need and demand right across the North East region —whether in Durham, Newcastle, Teesside, or beyond.

To alleviate pressure on the local workforce, the Academy has integrated innovative construction methods such as off-site and modular construction. These methods allow for faster, more efficient production of housing units, requiring fewer manual labour hours on-site while still maintaining high standards of sustainability. 

In addition, automation and digital tools are incorporated into training programmes to improve learning efficiency and reduce the need for a large workforce on-site. The integration of digital technologies into the training process also ensures that workers can adopt and apply the latest advancements in construction and building technologies.

The HICSA goes beyond direct training by supporting broader regional efforts to address skills shortages:

• Partnerships with universities and research institutions: The Academy works closely with local universities to drive innovation in housing technology and sustainable construction, ensuring that the latest academic research is translated into practical training.
   
• Investing in educator training: The Academy provides ongoing professional development for educators and trainers to ensure they are up to date with the latest developments in housing construction and green building practices.
   
• Career pathways for young people: The Academy’s outreach programmes aim to inspire young people to pursue careers in housing innovation and sustainable construction by providing exposure to the sector through apprenticeships, work placements, and career fairs.

Devon’s Train4Tomorrow programme and network of Employment Hubs directly support priority sectors that were previously identified by the Heart of the South West Local Enterprise Partnership (LEP). This includes construction, digital, clean growth, and health. Torbay’s Build Torbay initiative aligns skills delivery with its Town Investment Plan, which aims to revitalise coastal towns through new transport links, housing, and commercial regeneration.

These local initiatives are further strengthened by collaboration with the South West Institute of Technology (SWIoT), a regional anchor for high-level technical education. SWIoT brings together leading academic institutions and major employers to address skills gaps in infrastructure, engineering, and digital sectors. By aligning advanced training provision with employer needs, SWIoT complements the work of Devon and Torbay in building a pipeline of job-ready talent across the South West.

These programmes are embedded within broader strategic plans. Torbay Council Business Plan (2024 to 2027) integrates skills into regeneration, public health, and education outcomes, with clear KPIs for residents supported into work or training. Devon County Council’s partnership with district councils and training providers ensures a cohesive, county-wide delivery model that responds to localised needs while scaling regionally significant impact. Both examples show the unique and important role local government plays in the skills system.

Data from the Construction Industry Training Board (CITB) forecasts that the South West needs an additional 42,400 workers by 2028 to support ongoing infrastructure delivery—including major housing schemes, coastal flood resilience projects, and retrofitting for net-zero targets.

Devon and Torbay are both meeting their training requirements to meet their respective skills and employment demands, the problem is that a significant proportion of these workers (up to 35 percent) then move to take up employment outside of the area. The proximity of the area to the emerging Celtic Sea Cluster and the development of the Hinkley Point C nuclear power plant in nearby Somerset are two examples of major infrastructure projects within the South West context which provide attractive opportunities for those with the right skills sets (i.e. wage premiums and extended contract periods), which is causing qualified workforce to take up work outside the Devon and Torbay area.

The pressure is greatest in trades such as bricklaying, civil engineering, and electrical installation. Simultaneously, digital skills gaps have widened, with the Office for National Statistics (ONS) highlighting that around 35 percent of SMEs in the South West report skills shortages in digital technology, particularly data analytics and cybersecurity.

Across Devon and Torbay, the proportion of adults qualified to Level 3 or higher is below the national average, especially in coastal and rural communities. ONS Labour Market Profiles reveal that Torbay has one of the highest NEET (Not in Education, Employment or Training) rates in the South West, and Devon’s working-age population is skewed older than the national median, creating a dual challenge: replacing retiring workers while upskilling the economically inactive.

SWIoT’s role in expanding higher-level technical training helps to address this challenge by providing Level 4 to 5 qualifications that are tightly linked to regional infrastructure and engineering needs, offering a progression route beyond traditional further education.

Both councils are embedding workforce strategies into the delivery of nationally and regionally significant capital projects. Torbay Council’s Build Torbay programme was established to develop the skilled labour force required to deliver its £22 million Towns Fund regeneration portfolio, which includes new housing, workspace, and public realm improvements. The initiative works across the local education system, private contractors, and the Torbay Development Agency to match supply with demand, providing site-ready recruits trained via apprenticeships, bootcamps, and technical qualifications.

Devon’s Train4Tomorrow programme was conceived as part of the Heart of the South-West LEP’s COVID-19 recovery plan but has since evolved into a key component of regional infrastructure support. The bootcamps offer training aligned with major investment areas such as renewable energy, electric vehicle infrastructure, digital broadband deployment, and NHS expansion. By embedding employer input at every stage, these bootcamps ensure graduates are job-ready, accelerating labour supply in time-critical sectors.

Both councils are actively utilising non-traditional qualification pathways to build a more agile and inclusive workforce. 

In Devon, the Train4Tomorrow Skills Bootcamps represent an innovative use of the Department for Education's National Skills Fund, delivering short, employer-designed courses that rapidly prepare learners for high-demand roles. These bootcamps - typically eight to 16 weeks long - cover practical subjects like welding, cyber security, EV maintenance, and project management. They are free to learners and offer guaranteed interviews with local employers on completion.

Torbay’s programmes similarly prioritise accessibility and flexibility. Its UKSPF-funded projects include 'Torbay Sector Skills Support', which works with businesses to upskill existing staff, especially in SMEs with limited training budgets. Initiatives like 'Sound Futures' and 'Torbay Green Skills' are designed to provide career pathways for young people and those at risk of long-term unemployment. Additionally, both councils work with further education colleges and independent training providers to expand access to modular learning, supported internships, and work placements, offering residents a flexible path into technical roles without requiring multi-year qualifications.

SWIoT partners also support flexible, modular approaches to technical education, enabling learners to build qualifications over time in line with labour market demand.

While the primary strategy in Devon and Torbay is to increase workforce capacity, both councils recognise that reducing demand for traditional skills can complement these efforts. Build Torbay supports contractors using Modern Methods of Construction (MMC), including panelised systems and volumetric housing, which reduce on-site labour requirements and shorten build times. As part of its skills strategy, the programme encourages training in digital construction tools such as Building Information Modelling (BIM), which enable more efficient project planning and execution.

Devon’s partnerships with construction and digital training providers include curriculum elements focused on automation, prefabrication, and digital site management, helping shift the region’s construction workforce toward technology-enabled roles. In the long term, this approach contributes to workforce resilience by reducing dependence on scarce manual skills and enhancing project productivity.

Both councils are participating in or leading broader initiatives that expand their impact beyond immediate project pipelines. Devon County Council has secured additional funding from the Department for Education to expand Train4Tomorrow in 2024/25, adding 400 new training places and extending course offerings to cover emerging areas such as AI and smart infrastructure. Its Employment Hubs, delivered in collaboration with district councils, offer ongoing career support, CV writing, digital literacy training, and referrals to apprenticeships or further education. These hubs serve as a vital access point for economically inactive or residents furthest from the job market.

Torbay Council has invested over £700,000 from the UKSPF to run five targeted programmes covering digital inclusion, green skills, youth employment, and mentoring. These are delivered by third-sector organisations, colleges, and private providers, ensuring a diverse offer with high local take-up. Torbay’s business plan also integrates workforce planning with SEND provision, working to expand supported internships and accessible apprenticeships for young people with additional needs.

Both councils are active participants in the Heart of the South West Skills Advisory Panel, contributing to regional evidence gathering and investment planning. This collaborative structure ensures alignment with national skills policies while allowing for tailored, localised delivery.

Devon and Torbay’s strategic alignment with SWIoT also ensures that local delivery remains connected to wider regional planning efforts, particularly in sectors like digital infrastructure and clean energy, where long-term growth is expected.

Devon County Council – Train4Tomorrow and Employment Hubs:

• Increased employment: Hundreds of residents annually gaining jobs or progressing into further training following bootcamp completion. Over 400 additional bootcamp places funded in 2024 to 25, targeting key sectors like construction, green tech, and digital.
   
• High job conversion rates: Previous cohorts have shown over 50 percent progression into employment, with some sectors (e.g., cyber security) reaching 70 percent plus.
   
• Expansion of employment hubs: Targeting over 500 individuals per year for personalised employment support, with at least 150 residents supported into work or training in under a year.

Torbay Council – Build Torbay and UKSPF-funded skills projects:

• Increased employment and broadening of workforce skills base: At least 130 residents into employment and 240 individuals trained by 2025 (as per Torbay’s Council Plan KPIs).
   
• Apprenticeship pipeline: Significant increase in local apprenticeships in construction and built environment, especially aligned with Towns Fund regeneration projects.
   
• Youth engagement: NEET-reduction programmes like ‘Sound Futures’ aim to bring dozens of young people back into education, employment, or training annually.

The Skills Strategy uses granular labour market intelligence to define the nature of South Yorkshire’s skills challenge. For instance, Construction Industry Training Board (CITB) data estimates that the South Yorkshire and Humber region will require over 26,000 new construction workers by 2028, particularly in retrofit and infrastructure roles essential for net zero. This aligns with SYMCA's strategic emphasis on the built environment as a priority sector for green transition.

The Office for National Statistics (ONS) further illustrates the skills gap: only 37.4 per cent of South Yorkshire’s working-age population hold a Level 4 plus qualification, against a national average of 47.6 percent. Coupled with high rates of economic inactivity (over 20 per cent) and elevated NEET levels, SYMCA’s strategy recognises the urgent need for inclusive, high-impact interventions that address both supply and participation.

These data trends inform SYMCA's wider policy position: targeted upskilling in digital, clean tech, and advanced engineering is essential not only to growth but to levelling up the region’s economic opportunities.

SYMCA’s Skills Strategy outlines a commitment to embedding skills development into infrastructure delivery. The SYIoT exemplifies this, working at the intersection of major infrastructure and regeneration programmes, including:

• Hydrogen South Yorkshire: A cross-industry consortium advancing the hydrogen economy.
   
• Advanced Manufacturing Innovation District (AMID): A cluster of high-tech activity and research capacity.
   
• Town Deal-funded regeneration projects: With each local authority integrating skills into delivery.

In direct response, SYIoT offers targeted training in areas like hydrogen systems, robotics, green power technologies, and digital twins. Its partnerships with local employers and planning teams ensure training aligns with real-time workforce demands and project pipelines. Through AMID, the SYIoT also plays a central role in cultivating the skills needed for Industry 4.0, including lean manufacturing and smart factory systems.

In alignment with SYMCA’s strategy to support lifelong learning and modular progression, SYIoT’s model prioritises flexibility. Learners can access:

• Level 4 to 5 qualifications
   
• Higher National Diplomas and higher technical education
   
• micro-credentials in digital and green tech (e.g., AI, BIM)
   
• Continuing Professional Development packages tailored to SME needs.

These pathways are designed for career changers, in-work learners, and adults re-entering education. As reflected in the South Yorkshire Local Skills Improvement Plan (LSIP) and the SYMCA Skills Strategy, these options support incremental progression and reduce barriers to upskilling, particularly for disadvantaged learners. The integration of SYIoT into the LSIP ensures sustained relevance to employer need and local growth sectors.

In parallel with expanding the skills supply, SYMCA is focused on reducing skills demand through innovation, another key strand of the Skills Strategy. For example:

• Modern Methods of Construction (MMC), promoted by Barnsley Council and supported by SYIoT partners, reduce reliance on traditional trades while accelerating retrofit programmes.
   
• Digital automation and AI integration across AMID’s advanced manufacturing ecosystem are reducing labour intensity, with local employers deploying robotics and smart systems.

The SYIoT supports these trends by embedding emerging technologies into curriculum design and equipping learners to work alongside automation, not to be displaced by it.

The SYMCA Skills Strategy underscores the need for system-level coordination and flexible funding, both of which have been critical to SYIoT’s success. Across the region, strategic investment in facilities and outreach has been enabled by:

• Local Skills Improvement Fund (LSIF)
   
• Adult Education Budget (AEB)
   
• UK Shared Prosperity Fund (UKSPF)
   
• Town Deals.

The SYIoT, in collaboration with local authorities, ensures these funds are translated into high-quality training environments, access programmes, and employer-led curriculum boards. Partnerships with Jobcentre Plus, schools, and community organisations further widen participation and create a pipeline of diverse, job-ready learners for high-growth sectors.

The SYIoT contributes directly to the core outcomes of SYMCA’s Skills Strategy:

• Workforce transformation: Hundreds of learners trained annually in digital, green, and engineering roles.
   
• Net zero readiness: A skilled local workforce prepared to deliver retrofit, low-carbon energy, and clean transport infrastructure.
   
• Economic inclusion: Expanded access for underrepresented groups, improving social mobility and addressing long-standing inequalities.
   
• Employer-education partnerships: Embedded collaboration ensuring skills provision remains aligned with real-world needs.
   
• Regional economic resilience: A more adaptable labour market that supports inward investment and innovation.
   
• Accelerated infrastructure delivery: Reduced project delays through targeted technical training and MMC adoption.
   
• Sustainable skills ecosystem: An enduring, place-based model for responsive, employer-aligned technical education.

Labour market data underscores the scale of the regional challenge. According to the Construction Industry Training Board (CITB), the North West construction sector is projected to require an additional 23,850 workers by 2028 to meet anticipated growth, particularly in repair, maintenance, and housing sectors. Moreover, analysis reveals that 16 percent of construction businesses are experiencing worker shortages, ranking the industry second highest in the UK for labour deficits. In Blackburn, the demand is acute, with approximately 1000 construction job vacancies per 100,000 people, placing it among the top UK cities for construction job demand.

In response, Blackburn has strategically aligned skills provision with significant infrastructure projects. The Skills and Cyber Campus is designed to support growth of innovation and technology-rich sectors, particularly employment growth at the neighbouring Samlesbury Enterprise Zone and the Advanced Manufacturing Research Centre (AMRC), focusing on expanding the digital and cyber sectors. The campus aims to create 1,200 jobs and 400 homes, contributing to £1 billion in economic activity. 

Additionally, the Council has secured £20 million from the Levelling Up Fund to enhance transport infrastructure, including upgrades to the M65 Junction five, facilitating better connectivity for workers and businesses. 

Flexibility is fundamental of Blackburn's approach to workforce development. Expansion of the curriculum, including higher education, will offer flexible, employer-led training programmes tailored to industry needs, particularly in sectors like advanced manufacturing and cyber security. For example, Blackburn College offers the 'Skills for Work' initiative, providing fully funded short courses for adults in areas such as construction, business, and digital skills. These programmes are designed to be accessible to those on benefits or earning below £25,000, thereby broadening participation in upskilling efforts.

In addition to expanding skills supply, Blackburn is actively managing skills demand by embracing innovation and automation. Blackburn College offers a Higher National Certificate (HNC) in Modern Methods of Construction (MMC), focusing on off-site manufacturing, digital applications, and sustainable building practices. These initiatives aim to reduce reliance on traditional labour-intensive methods, enhancing productivity and addressing workforce shortages.

Beyond technical training, Blackburn has deployed a broad portfolio of policy and funding initiatives to address underlying workforce challenges. The Council had previously secured £20 million from the Levelling Up Fund, with allocations including £2 million for the Skills and Education Campus and £4 million for the redevelopment of St John's Church into an innovation hub. These investments are complemented by employer-led curriculum design and partnerships with educational institutions to ensure training remains relevant and accessible.

• Workforce transformation: Hundreds of learners upskilled annually in digital, engineering, and advanced manufacturing sectors.
   
• Digital economy readiness: A regional workforce equipped to support the growth of the digital and cyber sectors.
   
• Economic inclusion: Expanded access to higher technical education for underrepresented groups, improving social mobility and addressing regional inequality.
   
• Stronger employer-education partnerships: Enhanced collaboration between businesses and training providers to ensure job-relevant curricula and real-world learning.
   
• Regional economic resilience: Strengthened local labour market and improved capacity to attract investment in growth sectors like digital and advanced manufacturing.
   
• Accelerated infrastructure delivery: Reduced project delays and skills gaps through Modern Methods of Construction and targeted technical training.
   
• Sustainable skills ecosystem: Long-term development of a place-based, employer-responsive training model that supports evolving labour market demands.