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Led by the industry, for the industry
We use our close links with the industry’s many trade associations to identify possible committee member, but they are always happy to hear from potential volunteers. If you are willing to give up your time to help direct the business, please contact us we'll advise you about what to do next.
We are governed by a strong industry-led, non-executive Board, headed by a part time Chairman and Deputy Chairman, who are appointed by the Secretary of State for Business, Innovation and Skills.
As well as the Chairman and Deputy Chairman, there are 14 employer members, two members representing employees, two members representing Further and Higher Education, and one client member. Board members are appointed for up to five years and can serve for a maximum of two terms of office, or ten years.
The main function of the Board is setting our strategy, deciding how to raise the income we need to give employers involved in training financial and other support, and deciding how best to invest these resources.
The Board is advised by a number of industry-led Committees. The Board and its Committees meet regularly to ensure adequate consultation between industry representatives and staff.
The Training Committee is made up of representatives from across the construction sector, mainly nominated by employers. It is responsible for allocating financial support given by the Board to training priorities and for ensuring that these deliver the training needs and standards required by the sector as well as contributing to the achievement of our Strategic Objectives.
To achieve this, it recommends annual training development, training implementation, careers and training promotion programmes and their associated budgets. It also recommends to the Board qualifications and schemes for recording the achievement of training.
The Audit Committee is responsible for ensuring that CITB is properly accountable, that its control systems operate effectively and that its risks are properly managed. Made up of representatives from the sector with financial and audit backgrounds, it takes its responsibilities to ensure that resources are properly deployed extremely seriously.
The main functions of the Finance Committee are
- To review the organisation’s performance against budget and forecasts;
- To make recommendations to the Board on Levy rates; to consider the annual Revenue and Capital Expenditure Forecasts and staff numbers for approval by the Board;
- To monitor the Board’s investment strategies and performance
- To approve proposals for capital expenditure, and to recommend to the Board general levels of remuneration, pension rights and other conditions of service applicable to employees (excluding remunerations subject to review by the Remuneration Committee).
The Remuneration Committee determines general policy on remuneration and individual packages for the Chief Executive and Directors.
It reports each year to the Board, setting out the policy on Executive remuneration, including the level of remuneration, pension provision, contracts of service and compensation commitments on early termination.
Information about the members of the Remuneration Committee, as well as the remuneration of senior executives is published each year in the Annual Report and Accounts.
There are a number of other bodies advising the Board on a range of issues. These are described briefly below:
Directs the strategy of the Gas and Oil Certification Scheme.
Construction Apprenticeship Scheme Management Committee
Develops and maintains a ‘gold standard’ apprenticeship scheme for construction.
Construction Plant Competence Scheme Management Committee
Directs the strategy of this scheme for recording the qualifications and experience of plant operators.
Finance Committee Investment Panel
Advises the Board about the safe investment of resources.
Grants Scheme Working Party
Develops the rules for the annual Grants Scheme and considers appeals from employers.
Health, Safety & Environment Committee
Considers health, safety and environment issues and advises the Board on the training and development implications of relevant legislation.
Levy Working Party
Currently examining how to simplify levy returns for the 2015 proposals.
National Construction College (NCC) Development Group
Advises the NCC’s management team on the practical implications of changing industry’s skills needs, working practices, technologies and cultures.
National Working Groups (NWGs)
Develop and update occupational standards for skills across the sector, which are used to design NVQs and SVQs.
National Specialist Accredited Centre (NSAC) Management Committee (NSACMC)
Advises the NSAC Manager on the policies and procedures.
Scottish Skills Group
Engages with Scottish employers and other stakeholders to help make sure the organisation addresses their needs.
Standards and Qualifications Strategic Committee (S&QSC)
Sets the Construction Qualification Strategy (CQS) frameworks.
Standards and Qualifications Validation Group (S&QVG)
Ensures that the standards and qualifications developed by sectors through their NWGs meet the requirements of the overall framework.
Welsh Construction Skills Group
Engages with Welsh employers and other stakeholders to help make sure the organisation addresses their needs.