The built environment sector has proven solutions to its workforce problem – but policy-makers keep overlooking them in favour of quick fixes that look good on paper, writes Ryder Architecture’s Peter Barker
Ask anyone not working in the built environment sector which skills they think are essential for the professional roles, and they will probably name technical competence, team-working, problem-solving, social responsibility, creativity and financial awareness.
It comes as a surprise to those outside the industry that many entering their first professional role after qualification often feel poorly equipped to meet these demands, and that employers frequently need to top up these skills deficits to reach minimum levels of competency.
These shortcomings – and their potentially catastrophic implications – also drew the attention of the Grenfell Inquiry.
Much of the focus of recent policy for government and industry groups has been on addressing skills shortages that stand in the way of tackling urgent socioeconomic needs, such as the demand for 239,000 workers by 2030 to meet housebuilding targets.
There is also a growing recognition that escalating numbers of those not in employment, education or training (NEETs) must urgently be addressed.
Regrettably, the response to these pressures has been to grasp at quick-fix solutions and short-term schemes designed to rapidly improve such statistics, rather than providing substantive and long-term solutions.
Former health secretary Alan Milburn recently reported that his review found the state was spending 25 times more on benefit payments for young people than on providing measures to get them into jobs.
With over one million young people not in education, training or employment, a complete system reset is needed. However, the frustration from many employers is that there are proven solutions already out there and working well, but which are being ignored as the wheel is needlessly being reinvented by government.
Ten years ago, a cross-disciplinary consortium, including Arup, Cundall, Turner & Townsend and Sir Robert McAlpine and led by Ryder Architecture, established a Plan for Built Environment Education. This led to the creation of the award-winning cross-disciplinary PlanBEE apprenticeship in partnership with Gateshead College.
The level 4-5 apprenticeship has operated successfully in Manchester (with support from Manchester City Council), London, Newcastle and Vancouver.
It provides salaried industry experience and education for young people, including those from underrepresented backgrounds, into professional built environment careers, acquiring the latest skills and cross-disciplinary experience through rotational work placements with a range of industry employers.
With more than 150 graduates to date, 98% of whom have progressed into professional careers, this programme has fundamental principles that provide an inclusive and affordable route to build the professional workforce of the future.
The programme has been recognised in several awards, most recently the Queen Elizabeth Prize for Higher and Further Education in November 2025.
“PlanBEE apprentices are now an integral part of our early careers recruitment, as they bring as much value to us as our graduates… We have been impressed by the apprentices we’ve hosted at Cundall – so much so, that we’ve wanted to keep each one after their rotation with us,” says Paul Sperring, associate director at Cundall.
Ian Knight, programme director at Manchester Life, echoes this, saying: “The calibre of apprentices has been exceptional. They bring the mindset, skills, and adaptability the sector needs.”
And Dave Scott of Ameon adds: “Our PlanBEE trainees have been a breath of fresh air, bringing a real thirst for knowledge. The initiative, intellect and work ethic displayed by these trainees is testament to the unique qualities and ethos of the PlanBEE programme.”
Meanwhile, Manchester City Council has described PlanBEE as helping “meet the need for skilled employees in the North-west construction sector” while equipping young people “to thrive in the industry”.
Ryder and the rest of the team are also leading the development of the new cross-disciplinary level 6 design construction and management degree apprenticeship, building on the proven record of PlanBEE.
This qualification has been designed in partnership with Skills England and is ready for delivery, pending final approval. However, the current restructuring of government skills initiatives has brought uncertainty over the programme’s roll-out, hindering this opportunity to bring this progressive educational programme to young people and support the industry and wider economy.
The government’s desire to be seen addressing numerical deficiencies and be able to cite statistics to demonstrate success is understandable, but we have reached a situation where the effort and financial support is going to short-term fixes, rather than meaningful, lasting change.
There is a danger of overlooking the quality and appropriateness of some of the innovative education programmes being delivered, and a lack of connection between policy-makers and those at the sharp end – the employers and the workforce of the future.
Too many of our existing built environment educational programmes are derived from the practices of the 20th century and fail to meet the needs of a changing industry; architecture is a prime example.
The recognition of the value of higher and degree apprenticeships from 2016 onwards has been an encouraging sign, however. The Architects Registration Board (ARB) reforms – under the banner Tomorrow’s Architects – have refocused on the need to broaden competencies, widen opportunity and access, and emphasise the value of practical learning derived from the workplace.
Most employers are willing to invest their time and funds in nurturing talent if they know that learning providers and government are also playing their part. For example, Ryder has developed its own cross-disciplinary apprenticeship and has internally developed learning programmes that cover everything from damp-proof detailing to negotiation skills.
Employers see the value of the returns on such investment and the positive impact on their recruitment pipeline. All they ask is that government provides the regulatory framework allowing such work-based learning programmes to flourish – rather than frittering public money on short-term, unsustainable training schemes just to appeal to voters.
Most employers are not looking for government handouts, only for more focused investment in programmes that will deliver lasting and impactful change.
Peter Barker is a consultant at Ryder Architecture
