Building standards - workforce data collection: analysis report 2023

4.0 Executive Summary

4.1. This report provides analysis and supporting commentary on the 2023 data collection exercise about the local authority verification workforce. The analysis focuses on the current and future levels (supply and demand) for staff and the extent to which this demand is met by supply into job roles.

4.2. There were four key themes of the workforce strategy: a profession for everyone, a professional framework, a sustainable workforce and a skilled workforce. Although the strategy is now closed, the workforce data allows us to continue measuring the impact of the positive outcomes of the strategy. Key findings are that, since the strategy was launched, the workforce has increased and the demographic is towards a younger profile.

4.3. The overall size of the workforce has increased between 2022 and 2023 from 559 to 598 (7%). The gap between supply and demand is closing, with a shortfall in 2022 of 65 (12%) and in 2023 of 39 (6.1%). Although supply has increased this year, demand has also increased. The gap between supply and demand is projected to double in the next three years before levelling out in the longer term.

4.4. An increase in demand is expected in the medium term, due to the Futures Board compliance agenda. It is anticipated additional capacity is required to resource inspections as part of the compliance plan approach being introduced from 2026. To recognise the resource implication for local authority verifiers, building warrant fees were increased in April 2024, with a further programme of fee increases over the next two years to support service investment.

4.5. A key driver for change under the workforce strategy was to consider change to the demographic profile. There was a forecasted loss of expertise due to retirement of long-serving staff, and possibility of career moves where individuals choose to leave the building standards profession.

4.6. The demographic of the workforce in the younger profile shows a steady increase in the 16-39 age range over the three-year period of the workforce strategy. In 2021 163 (28% of the workforce) and increasing to 201 in 2023 (34% of the workforce). This is an important shift in the demographic as it begins to address succession planning and the loss of expertise through retirement that was expected.

4.7. The new pathway for Modern Apprentices introduced under the workforce strategy has realised benefits to the building standards workforce. The introduction of apprentices is helping to balance the demographic of the workforce and provide long term resilience. A ‘grow your own’ approach supports succession planning by ensuring there are competent individuals working at all levels in the profession. Apprentices can help increase staffing levels in teams where recruitment is difficult or unsuccessful.