Local Government Civil Engineering Workforce Strategy and Action Plan

Our local government workforce is the backbone of our communities, delivering vital services that improve lives every day. As we navigate an ever-changing landscape, it is essential that we equip our workforce with the skills, support and opportunities they need to thrive. This series of workforce strategies set out a clear vision for attracting, developing and retaining the talented individuals who will shape the future of local government.

By investing in our people, we are investing in the strength and resilience of our communities. Together, we can build a sector that continues to deliver excellence, adapt to new challenges and drive positive change for the people we serve.

This consultative strategy offers insights and recommendations for action at all levels, to address the workforce challenges that face the civil engineering profession in councils.

Councils are struggling with unfilled vacancies, skills shortages and increasing retention challenges. Without strategic intervention, these workforce challenges pose a risk to the successful delivery of infrastructure ambitions.

The sector must invest in workforce planning, skills development, and recruitment and retention by strengthening action on data quality and strategic insight, targeted and accessible training provision, and clearer career pathways supported by early-career engagement and mid-career progression opportunities.

Purpose, scope, ownership, methodology

Purpose

This strategic workforce plan has been developed to open constructive conversations with key stakeholders about the workforce challenges facing civil engineering professionals across the sector. By fostering collaboration between the Local Government Association (LGA), councils, professional bodies and education providers the plan aims to build a shared understanding of both current pressures and future workforce needs.

It also provides a practical framework to support local government employers in attracting, retaining and developing talent. The LGA is seeking a collaborative partnership with local authorities and key stakeholders to deliver this strategy and action plan.

For current employees and those considering a career in local government, it gives an insight into our priorities and demonstrates our commitment to addressing strategic workforce issues.

Scope

This workforce strategy focuses on the civil engineering profession within the local government sector, addressing strategic workforce challenges and opportunities to ensure a sustainable, skilled and adaptable workforce. It covers current workforce demographics, supply and demand factors, the impact of policy and other changes on future skills needs, as well as identifying gaps in the information and data available.

Ownership

The design and development of this strategy and action plan has been a collaborative effort led by the LGA in partnership with councils and key stakeholders. The strategy and action plan provide a national perspective (England) and is also offered as an adaptable resource for councils to tailor to their strategic workforce planning needs.

The National Local Government Workforce Planning Network serves as the primary platform for consultation, knowledge-sharing and ongoing engagement on workforce planning matters, ensuring continued collaboration and responsiveness to emerging challenges and opportunities.

Methodology

This plan was developed through a collaborative process, shaped with and for the sector, to ensure it reflects the real-world challenges faced by local government. 

Sources of primary data included the most current LGA workforce survey, as well as specific workforce capacity reports where available for the identified critical shortage areas. This data provided insights into the strengths, gaps and emerging trends within the workforce, laying the foundation for a targeted approach.

Secondary information and data arising out of a series of Civil Engineering Skills Partnership Hub sessions was analysed, and sector expertise was further engaged in a series of consultation and feedback workshops on the draft strategies.

Strategic context and vision for the civil engineering profession

Local government in the UK is a distinctly decentralised system, operating across the four nations of England, Scotland, Wales and Northern Ireland, with varying structures, responsibilities and governance frameworks. Councils function as direct employers, managing their own workforces and policies, which enhances local accountability and tailored service provision. However, this approach poses challenges for the coordination of national and regional support for the sector.

The current operating environment for local government is increasingly complex, with challenges emerging across multiple areas. Financial pressures continue to intensify, while rising demand for services, ongoing legislative changes, climate adaptation, rapid technological transformation and an ageing workforce add further strain.

The UK civil engineering sector is facing high demand due to ambitious government infrastructure plans including transport projects and urban regeneration efforts. In Local Government, civil engineering is a multidisciplinary profession with oversight of transportation, utilities, buildings and environmental projects.

Current qualification rates indicate a disconnect between the available talent pool, and current and anticipated demand. Gaps are emerging for specialised fields such as environmental engineering and the development of sustainable, resilient, and low-carbon infrastructure.

To fulfil its ambitions, the local government sector requires a highly skilled civil engineering workforce. However, attracting and retaining qualified professionals is becoming increasingly challenging.

Vision for the local government civil engineering profession

Through the Civil Engineering Skills Partnership Hub, participating councils collaborated to develop a shared vision that inspires professionals, supports recruitment and retention and drives positive change within civil engineering in local government. 

Vision:

To cultivate a civil engineering profession within local government that prioritises safety, excels in problem-solving, and upholds the highest standards of professionalism and technical knowledge. We are committed to fostering teamwork, maintaining ethical practices and creating an inclusive environment emphasising health and safety.

Core principles:

• Safety: Ensuring the highest safety standards in all engineering projects to protect the public and the workforce.
• Problem-solving: Leveraging innovative and effective solutions to address complex engineering challenges.
• Professionalism: Demonstrating exceptional competence, reliability, and respect in all professional interactions.
• High technical knowledge: Utilising advanced technical expertise to deliver high-quality engineering solutions.
• Teamwork: Promoting a collaborative environment where engineers collaborate seamlessly to achieve common goals.
• Ethical standards: Adhering to a strict code of ethics that guides all engineering activities.
• Inclusivity: Creating a diverse and inclusive workforce that reflects the communities we serve.
• Health and safety: Prioritising the health and safety of all employees and the public in every project.

Desired outcomes:

• Bringing new engineers into the profession: Establishing robust recruitment strategies to attract new talent and retain them within the profession.
• Career pathways: Developing clear and innovative career pathways to support professional growth and development.
• Addressing recruitment and retention challenges: Implementing effective strategies to overcome recruitment and retention challenges, ensuring a stable and skilled workforce.
• Established talent flow: Creating a continuous flow of talent through apprenticeships, training programs, and professional development opportunities.
• Professional qualified experts: Building a team of highly qualified experts who collaborate with communities to create a built environment that enables societal goals.
• Diverse and inclusive workforce: Promoting diversity and inclusion within the workforce to reflect the communities we serve.
• Tackling climate change: Leading the industry in sustainable practices and innovative solutions to combat climate change.
• Recruitment and competitive pay: Ensuring the ability to recruit and retain staff with competitive compensation.
• Healthy pipeline of new talent: Maintaining a robust pipeline of new talent through effective recruitment and training programs.
• Effective knowledge sharing: Fostering a culture of knowledge sharing and continuous learning.
• Innovative career pathways: Developing adaptable career pathways that encourage taking risks and trying new approaches.
• Adaptability and innovation: Encouraging a culture of adaptability and innovation to meet future challenges and opportunities.

By embedding these principles and striving for these outcomes, we aim to create a civil engineering profession within local government that meets and exceeds the expectations of the communities we serve.

A workforce strategy must consider issues of workforce supply, demand and the skills needed to ensure the resilience and effectiveness of services.

This strategy draws on a range of sources including the sector wide local government workforce survey which provides information on key elements of the local government workforce within local authorities in England. 

Whilst the sector lacks a dedicated local government capacity survey, data, information and research about the civil engineering workforce was gathered by the Civil Engineering Skills Partnership Hub. The LGA Skills Spotlight programme provided additional insights, with a particular emphasis on how apprenticeships can address workforce challenges.

Sector expertise was further drawn upon through a series of workshops, including the Talent transformation: Fit for the future sessions, as well as a consultation and feedback exercise on the draft strategy.

Composition of the local government civil engineering workforce

• Civil engineering is a multidisciplinary profession within local government with oversight of transportation, utilities, buildings and environmental projects.
• As an example, the highways function alone offers a diverse range of roles across various specialisations from entry-level positions (Graduate Engineer/Highways Technical Support Apprenticeships) to experienced roles (Structural Engineer, Highways Project Engineer, and Clerk of Works). Senior positions include Principal Engineer, Principal Project Engineer and Engineering Manager. Leadership roles reflect the broad scope of services such as Highways Programme Manager, Network Manager and Area Highways Engineer.

Age

Data from the Civil Engineering Skills Partnership Hub participants:

• 41 per cent of civil engineers were over 50 indicating a wave of retirements and potential loss of expertise over the next 10-15 years.
• 14 per cent were under 30 highlighting a potential shortage of early-career professionals.
• The largest concentration of professionals was in the 50-59 age group suggesting valuable experience and knowledge may be at imminent risk as this group approaches retirement or seek progression opportunities. Without structured career pathways they may seek employment elsewhere and cannot be easily replaced. Continuous upskilling will be required for these professionals to stay relevant.

Diversity

Specific statistics on diversity for the local government civil engineering workforce are not readily available. Industry data collected by the Office for National Statistics (ONS) suggests that women, ethnic groups and other groups with protected characteristics are underrepresented in engineering and technology roles.

The diversity data from the Institution of Civil Engineers (ICE) reveals that women make up 12 per cent of its membership. Amongst female members ethnic diversity appears more pronounced, with 54 per cent identifying as White British, compared to 66 per cent of men.

Additionally, 5 per cent of members reported having a disability, however ICE acknowledged that the actual figure was likely higher. 

Workforce mobility - vacancies, agency use, recruitment and retention

• The local government workforce survey, provides a snapshot of the views of respondents based in English local authorities.
• Nearly all respondents (94 per cent) said that they were experiencing recruitment and retention difficulties.

Vacancies

• The Civil Engineering Skills Partnership Hub reported a variety of vacancies, with Technician and Assistant Technical Officer – Level 1 roles being the most common.

Agency use

• Spending on agency amongst the Civil Engineering Skills Partnership Hub participants ranged from £3,000 to £11,600.
• The most frequently outsourced roles through agencies were various infrastructure engineer roles including principal and senior positions.

Recruitment and retention

• The Civil Engineering Skills Partnership Hub work identified recruitment and retention challenges across all roles, grades and regions. These issues are particularly evident in key technical and specialist areas including heating, water engineering, environmental management (drainage and flood control), highways, traffic and traffic signals and lighting/electrical services.
• Recruitment challenges were reported to extend beyond technical roles into managerial positions. Significant gaps have been identified in commercial and contract management, project management, leadership, people management, finance and risk management.
• In response, many councils incentivise recruitment and retention through the application of market factor supplements and allowances. 

Skills

• The sector has highlighted inconsistencies in both the quality and availability of training provision, emphasising the need for targeted action to expand access to tailored programmes.
• A key capacity challenge stems from the need to ensure that mentors and supervisors of trainees in professional qualification programmes hold chartered status.
• Learners, particularly those undertaking higher-level qualifications such as degree apprenticeships, face substantial time commitments. Balancing work and study present a considerable challenge.
• Significant skills gaps have been identified in commercial and contract management, project management, leadership, people management, finance and risk management.

Career grades / frameworks

• The LGA Skills Spotlight programme found that a significant majority (83 per cent) of councils reported using career framework/grade systems.
• More than a quarter of respondents said that they have had career framework/grades systems in places between 10 - 20 years.
• Four-fifths of councils described the managerial approach to career framework/grades as being ‘largely devolved to individual department/services/directorates’.
• Just under half of respondents said it varied between individual departments/service/directorates as to whether staff automatically qualify for progression or if they need to await a suitable vacancy.
• The Civil Engineering Skills Partnership Hub work on building a career pathway is included in the workforce planning resources section of this strategic workforce plan.

Trainees / pre-employment / youth engagement

• Many councils offer pre-employment opportunities like a two-week work experience to Yr11 and Yr13 students. These placements are often arranged on an ad hoc basis or can be part of a structured programme.
• One council reported developing a council-wide engagement project, supported by dedicated funding, aimed at Year 11 and Year 13, special educational needs (SEN) backgrounds, care leavers and unemployed residents.
• Several councils reported partnering with local universities to provide graduate schemes. These programmes may be service-specific, such as civil engineering, or corporate, offering exposure across various services. Placement durations vary, typically ranging from three months to one year.
• Providing work experience and placements presents challenges, particularly due to budget constraints and the capacity required to support students within teams. These difficulties are especially pronounced for university placements, which can extend up to a year.
• Participants highlighted that hybrid working introduced additional complexities, such as the provision of ICT licenses, laptops and other essential equipment. Managing shorter placements of one to two weeks was also challenging, particularly in remote or hybrid settings.
• It was further noted that stringent health and safety obligations must be met for all work experience placements, particularly when working on road networks. Legal and insurance requirements for under-18s on work sites further complicate the process, alongside consideration of safeguarding regulations to ensure young people's safety and well-being.

Employee engagement

• More than four-fifths of respondents to the LGA skills spotlight survey said their council used employee engagement/employee surveys as an element in their approach to rewards.

Composition of the external market and talent pool

• In the UK there are an estimated 4.1 million people working in core engineering and technology occupations such as civil engineers. The UK civil engineering sector is expected to require 225,000 additional workers by 2027. An ageing and shrinking talent pool, combined with the growth of large infrastructure projects, has created strong competition among employers for candidates.
• The Institute of Civil Engineering (ICE) has reported the following typical pay rates for professionals within the sector. Entry-level civil engineers earn between £25,000 and £30,000, rising to between £35,000 and £45,000 for mid-level professionals. As engineers progress, senior roles typically pay £50,000 to £70,000 with chartered status commanding upwards of £70,000, reflecting leadership roles in large-scale infrastructure, consultancy and project management.

Supply of civil engineering professionals

• Civil engineering is a highly complex and multidisciplinary profession, and engineers require expertise in technical, analytical, management and leadership skills. They must navigate regulatory frameworks, safety standards and evolving technologies requiring continuous professional development.
• The profession benefits from multiple routes to qualification which include diploma, degree and apprenticeship routes.

Apprenticeships

• LGA research found that apprenticeship starts in local government have stayed at the same level for three years running. Nearly half of councils that did not currently have apprentices, had never employed them.
• The LGA Skills Spotlight research highlighted the following apprentice routes were commonly accessed by councils - Civil Engineer Level 6, Civil Engineering Technician Level 3; Civil Engineering Senior Technician Level 4, Construction Site Technician; Level 2 in Construction, Highway Maintenance and that provision was widespread.
• Councils participating in the Civil Engineering Skills Partnership Hub reported engaging with a diverse range of apprenticeship programmes, including the HNC in Civil Engineering and Certificate in Engineering, the NVQ Diploma in Construction and Site Supervision (Option Route 1 – Building and Civil Engineering), Level 3 and Level 5 Customer Service and Operations Management and the Level 7 MBA.
• The pathway faces a significant threat with the scheduled withdrawal of growth and skills levy funding for Level 7 apprenticeship programmes. This is expected to affect both the availability and diversity of aspiring professionals pursuing qualification through this route. Employers will need to evaluate options and strategies for funding this level of training to ensure its continued accessibility.
• Apprenticeships were explored in detail by the Civil Engineering Skills Partnership Hub and their analysis of the challenges are set out in figure 1 below.

To tackle these challenges, the Civil Engineering Skills Partnership Hub participants developed a ‘Six steps to success’ resource (see Appendix E), identifying effective approaches for overcoming barriers to apprentice recruitment and retention.

• Providing a broad overview, the World Economic Forum’s Future of jobs report explores how major global trends are reshaping jobs and skills and outlines the workforce transformation strategies employers intend to pursue between 2025 and 2030. 

General future workforce trends

• Broadening digital access is expected to be the most transformative trend driving both the fastest-growing and fastest-declining roles, and fuelling demand for technology related skills, including AI and big data, networks and cybersecurity, and technological literacy, which are anticipated to be the top three fastest growing skills.
• Economic conditions, including slow growth and the increase in the cost of living, is ranked as the second trend, which is expected to increase the demand for creative thinking and resilience, flexibility, and agility skills.
• The third trend is climate change mitigation driving roles such as renewable energy and environmental engineers, as well as an increased focus on environmental stewardship.

Jobs and skills implications

• The survey predicts that frontline job roles, such in the care economy and education, will see the largest growth whilst technology roles are the fastest growing.
• Regarding skills, workers can expect that two-fifths (30 per cent) of their existing skill sets will be transformed or become outdated over the 2025-2030 period.
• Analytical thinking remains the most sought-after core skill among employers, followed by resilience, flexibility and agility, leadership and social influence skills.
• Skills gaps are widely regarded as the greatest barrier to business transformation, and the scale of workforce upskilling and reskilling required in response is expected to be substantial.

Workforce challenges and mitigation

• With just over half of employers (52 per cent) anticipating allocating a greater share of their revenue to wages, pay competitiveness will remain a significant challenge for local government employers. The identification and implementation of effective recruitment and retention initiatives and incentives continue to represent critical strategic priorities for the sector.
• The majority (85 per cent) of employers surveyed plan to prioritise upskilling their workforce, with 70 per cent of employers expecting to hire staff with new skills and 50 per cent planning to transition staff from declining to growing roles. Strategies to expand talent availability by tapping into diverse talent pools and the adoption of diversity, inclusion and equality initiatives are set to continue to rise.
• Supporting employee health and well-being is expected to be a key focus for talent attraction alongside effective reskilling and upskilling initiatives, improving talent progression, and creating promotion opportunities.

Future skills needs for the civil engineering workforce

• An analysis of specific future skills needs was developed through work undertaken by the LGA with the Civil Engineering Skills Partnership Hub.
• In summary, the future skills needs of the civil engineering workforce are evolving in response to government policy and legislation, technological advancements, environmental challenges and shifting societal priorities.  
• Sustainability engineers and flood risk specialists are increasingly essential as climate resilience becomes a priority. Smart city planners and digital twin engineers are in demand as urban infrastructure integrates advanced data technologies.
• Infrastructure maintenance and transportation planning remain crucial, while digital engineering tools like BIM are reshaping project delivery. Additionally, strong community engagement skills are gaining importance to ensure inclusive and well-supported infrastructure developments.
• The UK Modern Industrial Strategy (MIS) 2025 has significant implications for civil engineering professionals working in local government, particularly those focused on highways and the built environment. The strategy’s emphasis on infrastructure, regional growth, and clean energy directly intersects with the responsibilities of local authority engineering teams. 

MIS key impacts on civil engineering professionals in local government

1. Infrastructure acceleration and planning reform

   The Planning and Infrastructure Bill introduce powers to streamline regulatory processes and accelerate infrastructure delivery, especially for strategically important projects.

   Civil engineers will need to adapt to faster project timelines, new planning frameworks, and designation-based prioritisation for grid and infrastructure connections.

2. Investment in Industrial Strategy Zones (ISZs)

   Local authorities will lead the development of ISZs, which include streamlined planning, targeted investment, and concessionary finance.

   Engineers will play a central role in designing and delivering infrastructure within these zones, including roads, utilities, and public spaces. 

3. Clean energy and decarbonisation

   The strategy prioritises clean energy infrastructure, including offshore wind, grid upgrades, and low-carbon construction.

   Civil engineers will need to integrate sustainable design principles, carbon accounting, and energy-efficient materials into public works.

4. Digital infrastructure and smart cities

   There is a push to expand fixed and mobile networks, with consultations on permitted development rights to speed up deployment.

   Engineers will be involved in digital infrastructure planning, including smart traffic systems, sensor networks, and data-driven asset management.

5. Funding and project delivery

   New funding streams such as the £500 million Mayoral Recyclable Growth Fund and Local Innovation Partnerships Fund will support infrastructure projects.

   Engineers will need to work closely with legal, finance, and planning teams to scope, cost, and deliver capital projects aligned with MIS goals.

6. Skills and workforce development

   The upcoming Clean Energy Workforce Strategy and reforms to post-16 education will shape the future skills pipeline.

   Civil engineers in local government may need to upskill in digital tools, sustainable construction, and project management to remain aligned with national priorities.

Strategic capabilities to develop

• This section outlines the key gaps between the current local government civil engineering workforce and the vision for its future. In collaboration with the Civil Engineering Skills Partnership Hub participants, the LGA conducted a detailed analysis of workforce challenges.  
• To support this PESTLE and SWOT exercises were used to identify and categorise these challenges and are included in the workforce planning resources section of this strategic workforce plan.  
• The findings are organised and examined below under the themes of data, service delivery, recruitment and retention and skills, highlighting the gaps between the existing workforce, future skills needs and the workforce vision. 

Data

• Data-driven workforce planning is challenging due to limitations in data availability and quality, which hinder a comprehensive understanding of the current capacity and capability of the civil engineering workforce and impacts on the effectiveness of strategic decision-making, particularly in relation to workforce demographics, recruitment, retention and agency spending.

Service delivery

• Future demand for civil engineering professionals is growing and evolving. The demand for skilled professionals continues to increase across an expanding range of specialist fields as well as in management and leadership.
• Additionally, demand for skills in digital technology and AI-driven solutions is increasing and requires investment in digital infrastructure and training. Use of agency and interim staff to fill capacity and capability gaps increases costs and does not tackle root causes of shortages.
• As service transformation reshapes delivery models, it will necessitate the redesign of roles, and the evolution of skill sets to align with new ways of working.

Recruitment and retention

• There is an ageing workforce posing an impending retirement risk and succession planning is under-developed.
• The lack of applications from younger candidates highlights the need for innovative recruitment strategies and stronger engagement with pre-employment initiatives and early-career campaigns.
• Highlighting the achievements and advantages of local government work is essential as awareness of civil engineering roles and career opportunities remains low. Additionally, career frameworks are underutilised, presenting an opportunity for greater engagement and development.
• Approaches to mid-career retention remain underdeveloped, highlighting the need for more targeted and effective strategies to support experienced professionals.
• Hybrid working is valued for its flexibility and work-life balance benefits, however, it introduces additional complexities, such as ensuring trainees have access to adequate supervision, ICT licenses/laptops and other essential resources whilst on placement and/or work experience.
• The shift from private sector to local government roles can be challenging to manage due to significant differences in organisational culture.
• Specific recruitment difficulties are evident in key technical and specialist areas including heating, water engineering, environmental management (drainage and flood control), highways, traffic and traffic signals, and lighting/electrical services.

Skills and training

• The quality and availability of training provision is inconsistent, and action is needed to increase access to tailored programmes.
• A significant capacity challenge is meeting the requirements for mentoring and supervision for professional qualification programmes.  
• The time commitment for learners, particularly at higher levels such as degree apprenticeships, is substantial and balancing work and learning can be a significant challenge.​

Improve data

Strengthening workforce data collection will improve decision-making, diversity, and talent retention.

• Improve diversity insights – Collect better data on race, neurodiversity, disability, LGBTQ+ representation and socio-economic background to inform inclusive policies.
• Strengthen workforce planning – Address data gaps to enhance forecasting and evidence-based strategies.
• Track career pathways and retention – Gather data on long-term career trends with a focus on graduate retention.
• Monitor skills shortages – Use real-time data to identify gaps and engage training providers to align workforce development with sector needs.

Strengthen workforce planning

An effective coordinated approach will enhance workforce resilience, skills development and long-term workforce sustainability.

• Workforce analytics and benchmarking tools - improve access to timely, sector specific workforce data.
• Enable collaboration with key stakeholders - Facilitate work with regional employers, professional bodies and training providers to address workforce challenges and skills needs.
• Enhance horizon scanning - Anticipate emerging trends and assess their potential impact.
• Facilitate consortia and training partnerships - Promote practice examples and joint workforce development initiatives to strengthen talent pipelines.
• Identify and support innovation - collaborate with and support trailblazers eager to pilot innovative solutions and drive change.

Strengthen recruitment and early-career pathways

Strategic approaches are needed to build a stronger, more diverse pipeline of talent.

• Enhance the branding of local government - improve awareness and access to early-career entry options and support a review of roles to enhance the appeal of the legal profession in local government.
• Increase outreach efforts - Promote work experience resources and branding campaigns that target early-career options and support work experience in local government.
• Total reward - Promote packages that include professional development, flexible benefits, market supplements, career progression, work from anywhere.
• Expand pathways - Mitigate any loss of funded level apprentice routes, strengthen partnerships with universities and training providers to widen access, increase talent pool.
• Modernise recruitment - Work with councils to promote modern, creative and innovative recruitment methods and practices.
• Review roles - Work with councils and key stakeholders to support role redesign, upskilling and reskilling requirements.

Enhance retention

Clear career pathways and supportive workplace policies will improve staff retention and support council ‘grow your own’ schemes. Potential strategies could include:

• Collaboration - Support development of workforce sharing arrangements. For example, consider supporting pilot 'centres of excellence' model.
• Design, develop and promote clear career pathways – Promote career pathways and advancement routes to support long-term growth.
• Encourage retention incentives – Advocate for CPD funding, professional fee reimbursement and age-friendly policies.
• Foster inclusive workplace cultures – Promote benefits of workplace environments where all employees feel valued and supported, and where well-being is a priority.
• Highlight public sector career benefits – Promote stability, community impact and career fulfilment in civil engineering roles.
• Review of roles and/or services - Facilitate review of roles, consider supporting pilot “knowledge hub(s)” model (lead authority provides benchmark for practice in technical area, emerging fields).
• Succession planning - Identify and promote frameworks/approaches, identify mentoring and knowledge-sharing initiatives.
• Flexible working - Promote effective hybrid and flexible working models.
• Retention incentives - Research what works (contribution to professional registration fees, continuous professional development), identify and promote workplace culture initiatives that enhance well-being and job satisfaction.

Start now

• With a five year apprenticeship, to fill skills shortages in five years time we need to act now - managers have to start planning immediately

Support line managers as the key to grow your own

• We need to invest in the capacity in managers, not just invest in the apprentices themselves – supporting an apprentice effectively needs line manager capacity
• Advice on how to better support managers to get the best from their apprentices – being a line manager of an apprentice is a big responsibility
• We need resources to support and advise managers as part of the plan for apprenticeships

Create a career pathway, not just a job

• We need a career pathway from before the apprenticeships and afterwards – an aspirational pathway that demonstrates at each stage what can be achieved

Create a specific picture of a public sector civil engineer

• We need to create a distinct picture of the opportunities for a civil engineer in the public sector – the breadth of the role and projects, the culture and community contribution, etc
• We need to show how this is similar and different and in some cases better than private sector opportunities

Case studies and resources

• Produce a set of case studies that show the breadth of opportunity as a civil engineer in the public sector
• Case studies / stories aimed at attracting apprentices and retaining existing staff
• A guide for line managers and briefings about the modules and content of their apprenticeship rather than line managers having to translate the standard into work practices

Pooling ideas

• A network of civil engineers to share ideas and thoughts and generate action

• Bath & North East Somerset Council
• Bedford Borough Council
• Cheshire West & Chester Council
• Conwy County Borough Council
• Derbyshire County Council
• Gloucestershire County Council
• Kirklees Metropolitan Borough Council
• Knowsley Metropolitan Borough Council
• Liverpool City Council
• London Borough of Islington
• Monmouthshire County Council
• Perth & Kinross Council
• Plymouth City Council
• Powys County Council
• Staffordshire County Council
• Stockport Council
• Stockton-on-Tees Council
• Surrey County Council
• Warrington Borough Council
• West Yorkshire Combined Authority