Building the Future: How NACF Frameworks Are Tackling the Construction Talent Crisis 

The UK construction industry is facing a well-documented workforce crisis. With an ageing workforce, persistent skills shortages, and a lack of diversity, the sector must urgently rethink how it attracts, develops, and retains talent. According to the Construction Industry Training Board (CITB), the industry needs to recruit over 250,000 additional workers by 2028 to meet demand. 

While national strategies and funding initiatives are part of the solution, some of the most impactful work is happening at the framework level- particularly through the National Association of Construction Frameworks (NACF) and its regional delivery partners. These frameworks are embedding workforce development into the DNA of public sector procurement and construction, creating long-term, scalable solutions to the talent crisis. 

Understanding the challenge 

The construction industry’s recruitment issues are complex and include demographic imbalance: a significant portion of the workforce is nearing retirement, with too few young people entering the sector.  

In addition, construction is often seen as physically demanding, male-dominated, and lacking in innovation, deterring young people from entering the workforce.  

It’s imperative that this perception gap is addressed due to the rise of digital construction and modern methods of construction (MMC) which has created demand for new skillsets that traditional training pipelines don’t always provide. 

There are also core diversity gaps, with women and ethnic minorities remaining underrepresented in most roles, particularly on-site and in leadership. 

To address these challenges, the industry needs more than just recruitment campaigns – it needs systemic change. 

NACF Frameworks: A Strategic Response 

The National Association of Construction Frameworks (NACF) is a collective of publicly owned, performance-managed construction frameworks that deliver capital works across the UK. These frameworks- including Constructing West Midlands (CWM), Southern Construction Framework (SCF), and others- are designed not only to deliver high-quality public infrastructure but also to maximise social value, including workforce development. 

What sets NACF frameworks apart is its ability to embed employment, training, and diversity outcomes into procurement and delivery from the outset. Here’s how they’re doing it: 

Embedding Social Value into Every Project 

NACF frameworks require contractors to deliver measurable social value outcomes, including: local employment and apprenticeships, engagement with schools and colleges, upskilling of existing workers, and support for underrepresented groups. 

These outcomes are not optional- they are contractual obligations, monitored through robust governance structures. For example, SCF has developed a social value toolkit that allows clients to track employment and training outcomes in real time. 

Constructing West Midlands and its Future’s Network 

A standout example of NACF and its delivery partners commitment to workforce development is the CWM Future’s Network. Managed in collaboration by Acivico Group (wholly owned by Birmingham City Council), Sandwell Council, and Solihull Council, the CWM future’s network is an initiative from Constructing West Midlands (CWM) a suite of frameworks that has delivered over £2 billion in public sector projects across the region. 

In January 2025, CWM launched the Future’s Network, a groundbreaking initiative aimed at fostering collaboration, education, and professional development across its contractor and client base. The network brings together professionals from all levels -from apprentices to directors- and includes major contractors such as Willmott Dixon, Morgan Sindall, Galliford Try, Interclass, Seddon, Speller Metcalfe, and GF Tomlinson. 

Key features of the Future’s Network include: 

• Cross organisation guidance & support (COGS): A structured programme that shares knowledge and expertise across different companies and public sector bodies with shared learning and best practice at its core. 

• Presentation and public speaking development: Workshops and events designed to build confidence and communication skills for all (soon to be CIPD accredited). 

• On site, in sight: Working with individuals in education of all ages, the scope ranges from primary school visits to inspire pupils to pick up the tools to attending careers days where the whole spectrum of jobs in the industry are discussed and of course site visits, hands on training, work experience and apprenticeships. 

• Social media campaigns: Promoting positive stories and role models from within the industry to challenge outdated stereotypes. 

The initiative has already received overwhelmingly positive feedback and is seen as a model for how frameworks can support talent development beyond the project level.    

Going forwards the network would like to include training in effective networking, where experienced and professional networkers can share their hints and tips with the next generation of construction professionals before giving the attendees the opportunity to implement these newfound skills and techniques. Plans for a talent gateway; a talent sharing pool for roles and training opportunities has also been discussed. 

Partnering with Education and Skills Providers 

NACF contractors work closely with local colleges, universities, and training providers to align curricula with industry needs. This includes: 

• Co-designing construction and engineering courses 

• Offering site visits, guest lectures, and work placements 

• Supporting Sector-Based Work Academy Programmes (SWAPs) 

These partnerships help bridge the gap between education and employment, ensuring that learners are job-ready and aware of the opportunities available in construction. 

Leveraging Technology to Attract Digital Talent 

Modern construction is increasingly reliant on digital tools such as Building Information Modelling (BIM), drones, and augmented reality. NACF frameworks promote the use of these technologies and support digital apprenticeships to attract tech-savvy recruits. 

This aligns with the Construction Playbook, which calls for smarter, greener, and more efficient building practices  

Creating Structured Career Pathways 

NACF contractors invest in structured career development programmes, including apprenticeships in trades and technical roles, graduate schemes in engineering, surveying, and project management and mentorship and leadership development for mid-career professionals. By offering clear progression routes, NACF frameworks help make construction a more attractive long-term career option- especially for young people and career changers. 

A Blueprint for the Industry 

The construction industry’s talent crisis is real- but it is not insurmountable. By embedding workforce development into procurement, delivery, and governance, NACF frameworks offer a blueprint for how construction can attract, train, and retain the talent it needs- not just to build infrastructure, but to build futures. 

Initiatives like the CWM Future’s Network demonstrate the power of collaboration, education, and inclusive leadership in transforming the industry’s image and appeal. As the UK ramps up investment in public sector construction, it’s time for more clients and contractors to adopt the NACF model- where building projects also mean building careers.