CIHT has called for a more integrated, outcome-focused approach to skills, competence and accountability across the built environment, highlighting the need for professionals to demonstrate their capabilities in practice and for greater collaboration throughout the project lifecycle. 

Responding to the Government’s call for evidence on building professions, trades and occupations, CIHT has highlighted the important role of professional standards and competence frameworks in supporting quality and accountability across the sector. 

However, CIHT believes that formal qualifications and accreditation alone are not sufficient to deliver consistently good outcomes. Greater emphasis is needed on demonstrated competence in practice, including professional judgement, communication, collaboration, systems thinking and the ability to manage complex projects and interfaces. 

The response identifies fragmentation between clients, designers, contractors, supply chains, regulators and operators as a recurring challenge across the building lifecycle. CIHT is calling for earlier and more integrated collaboration, including greater involvement from contractors and the supply chain during pre-design and design, to ensure that decisions properly consider buildability, risk and whole-life performance. 

Clearer accountability throughout the lifecycle 

CIHT also highlights the need for clearer roles, responsibilities and accountability. While stage-based approvals and sign-offs have an important role, the response argues that accountability should be maintained throughout the lifecycle rather than becoming fragmented as projects move between organisations and stages. 

Stronger governance and competent individuals taking responsibility for key decisions would help reduce errors, rework and delays, while improving safety, quality and confidence in the system. 

In construction, CIHT recommends stronger site leadership, competence-based assessment and more robust quality assurance and digital sign-off processes. Bringing contractors into projects earlier would also support better planning and collaboration. 

For the occupation and maintenance phase, CIHT identifies the quality of asset information and digital handover as particular priorities. It recommends consistent, standardised digital handover and lifecycle data requirements to ensure that accurate information and clear accountability are maintained from project completion through the operational life of an asset. 

Supporting the skills of the future 

The response recognises that the sector is also facing significant workforce and skills challenges, including skills shortages, an ageing workforce and difficulties recruiting and retaining experienced staff. 

CIHT argues that education, training and professional development need to evolve alongside changing practice. This includes strengthening capabilities in areas such as digital technology, data, systems integration, climate resilience, sustainability and managing uncertainty and long-term impacts. 

Emerging technologies, including AI-enabled analysis, digital design tools and integrated asset management systems, have the potential to improve decision-making, transparency and accountability. However, inconsistent digital skills, fragmented data standards, legacy systems and limited investment remain barriers to wider adoption. 

CIHT's own role in supporting professional development is highlighted in the response, including its professional qualification pathways, continuing professional development and CIHT Learn platform. 

A more integrated approach to reform 

CIHT's overarching message is that lasting improvement will not come from simply adding further layers of policy or compliance. Instead, reform should align competence, behaviours, incentives, accountability and data across the full lifecycle. 

The response calls for a shift towards a more integrated and outcome-focused model, in which professionals are able to demonstrate their competence in real-world settings, organisations work collaboratively across traditional boundaries, and responsibility for quality and performance is maintained from pre-design through to long-term asset management. 

CIHT believes that this approach would help create a more capable, resilient and effective built environment sector, while supporting better outcomes for clients, professionals, communities and the wider economy.