To provide Members of the Human Resources and Council Tax Committee with an update on the Council’s current position regarding the training and development of its workforce.

The Committee heard that the aim of this Officer report (A.3) was to provide Members with an overview of current people development activities across the Council, key achievements, emerging priorities, and future plans. The programme supported the strategic aim to build a skilled inclusive and motivated workforce, whilst ensuring the staff were in the best possible position as Officers prepared staff for the transition through the Local Government Organisation (LGR).

Members were told that the training and development statistics provided within the Officer report were based on the past year, i.e. 1 July 2024 to 30 June 2025. Training identified would be a combination of mandatory training, employees requesting additional support through learning, and managers recommendations for their team members.

Apprenticeships

Officers informed the Committee that the Council offered apprenticeship training through the use of the Council’s successful Career Track programme, but also through the use of external providers where qualifications needed to be gained in specialist areas of work. Those currently included:-

• Level 2 Leisure Team Member;
• Level 2 Horticulture Construction Operative;
• Level 2 Digital Marketing; and
• Level 3 CIPD Learning and Development.

The Committee was made aware that further apprenticeship courses were available through the use of the Government’s Apprenticeship Levy. The levy fund had been incorporated into law by Part 6 of the Finance Act 2016, and had come into effect on 6 April 2017. As a larger employer, the Council was able to access those Government funds for apprenticeships through the Council’s Apprenticeship Service Account. The account created a funding amount through a levy fund based on the Council's pay bill and contributions to HMRC, which the Council could either:

• spend on TDC own apprenticeship training and assessment costs; or
• transfer up to 50% of the funds to another employer known as levy sharing or levy transfer.

Members were informed that the Council had chosen not to share or transfer the funding available, and had ensured that 100% of the levy funding was invested into the Council’s own employees through apprenticeship training, and in some cases had accessed transferable levy funds from other organisations. There was a dedicated list of apprenticeships which could be accessed using the levy fund, and that information was regularly accessed and shared with managers to ensure the courses were utilised wherever possible.

The Council was committed to making full use of their allocated Government levy fund, with 100% of the available funding actively being invested in workforce development through those available apprenticeships. That approach ensured that resources were being used efficiently to enhance the Council’s employees’ skills, improving service delivery, and contributing to staff development and retention. The Council remained committed to leveraging every opportunity to support learning and development across its service areas, thus providing cost effective training without impacting the Council budgets.

It was reported that current reports stated that, with effect from January 2026 the existing Government levy funding for Level 7 apprenticeships would increase for anyone aged 22 and over. As a result, the Council would ensure that any employees who would like to undertake one of the funded Level 7 apprenticeships was identified, in order to utilise the levy fund whilst it was still available.

E-Learning and Development

The Committee heard that the Council currently had two e-learning platforms, each offering a variety of online training courses accessible to the staff via the Council’s Intranet. The systems were called iHasco and Skillgate, and each platform offered the opportunity for staff to search for relevant training, complete the course online at a time that suited them, and attain a pass mark and for some courses, a certificate.

Members were told that the courses available were easily accessible and supported the continuous professional development of the workforce. The iHasco e-learning platform specialised in offering training relating to health, safety and wellbeing, whereas the Skillgate e-learning platform was more focused on improving skills and knowledge.

Skillgate and iHasco were used to deliver the Council’s mandatory training courses to employees, allowing the Council to ensure that it remained a compliant workforce, remaining up to date with ever-changing legislation and best practice. Employees received regular email reminders from the e-learning systems until the mandatory courses had been completed.

Sponsored Qualification Training

The Council actively sponsored its staff to gain professional qualifications aligned with their roles, personal development and aspirations. Through structured training programmes, funding support, and dedicated time for learning, the Council was able to support its employees in developing expertise and to progress their careers. The Council was keen to nurture its existing staff through the use of targeted training to enable them to progress within career progression pathways, support succession planning and encourage staff retention.

Sponsored qualification training courses which were either completed in the past year, or were within a current period of study included:-

• Msc Environment Health x 2;
• Msc Town and Country Planning x 2;
• Access to HE Diploma;
• AEA Foundation Course x 3;
• Higher Certificate in Food Control;
• AAT Level 3;
• Level 3 Certificate in Housing x 2;
• Level 4 Certificate in Housing;
• Msc Emergency Planning;
• CIH Housing Certificate in Practice;
• Data Protection;
• Bsc Access Module x 2;
• Level 7 Total Leadership; and
• PACE Interviewing.

The Committee noted that all staff had the opportunity to apply to undertake a qualification sponsored by the Council. A Qualification Sponsorship Application Form had to be completed and submitted outlining why the qualification was essential for their role, and how undertaking the course would support the strategic and operational priorities. Section A of the application was completed by the employee, outlining how the qualification would support the competencies for their role and benefit their service area. Section B was completed by the employee’s Senior Manager or Assistant Director, endorsing how the requested qualification would meet the development needs of the employee and the service objectives.

Members were made aware that all requests were considered on their merits, the business needs of the Council and the training budget available. Those that were successful, entered into a legally binding Training Agreement with the Council. The agreement stated that an employee would be asked to reimburse the Council for the training costs if they failed to complete the course or terminated their employment within 2 years of completion of their qualification. That agreement acted as an incentive to gain commitment from the employee whilst protecting public funds.

The Council’s current training and development programmes played a vital role in supporting Principle E of the Annual Governance Statement 2023-24: ‘Developing the Council’s entity, including the capacity of its leadership and the individuals within it’. Through the use of a planned and structured training programme and continuous professional development, the Council ensured that its staff were equipped with the skills, knowledge, and capabilities needed to deliver a high standard of service. That investment on the Council’s workforce strengthened the Council's resilience, supported succession planning, and underpinned good governance practices across the Council.

Workforce Development

Members also heard that the Council was firmly committed to investing in the growth, capability, and career progression of its workforce. Officers recognised that empowering staff through continuous training and development was fundamental to continuing to deliver high-quality services and fostering a resilient workforce who felt confident as the Council prepared for LGR. In addition to e-learning and apprenticeships, the following training courses had been delivered between 1 July 2024 and 30 June 2025:-

• Mental Health First Aid Training;
• Mental Health First Aid Refresher Training;
• Strategic Emergency Management Course;
• PLPO Training;
• Professional Boundaries Training;
• Customer Care Excellence;
• Freedom of Information Practical Training;
• CSAS Training;
• Vehicle Examination Training;
• MBTI Team Development for Sports and Leisure;
• Effective Complaint Handling;
• Mediation Training; and
• Sexual Harassment Training for Managers.

People Strategy Priorities

The Council’s People Strategy 2024 – 2029 set out the Council’s aims for the support and development of its staff for the 5-year period. The Strategy aimed to compliment the Corporate Plan and the organisation’s key objectives and priorities.

Workforce Planning

The People Development Manager was currently undertaking one-to-one meetings with the Assistant Directors to review their structures, teams, identify critical roles and undertake skills gaps analysis. The review also ensured that career grades were being monitored whilst succession planning was considered.

Members were told that, as LGR would be guiding the Council’s organisation into a Unitary Authority over the next 3 years, consideration was being given to the timescale when considering the length of qualification training courses and career progressions.

In response to the ongoing recruitment challenges in key service areas such as Planning and Environmental Health, the Council was committed to a ‘grow their own’ approach to reduce the Council's budgets, and by investing in staff, the Council aimed to build a more stable, skilled, and cost-effective workforce that could meet the longer-term needs of the organisation. It was therefore essential that where Career Grade Schemes were linked to a specific job role, that the employee in post was encouraged through their performance appraisals, to develop their skills and qualifications to progress through the grade range.

Career Grade Schemes were widely used throughout the organisation, empowering the staff to grow within their roles whilst increasing their contribution to their service. There were currently 389 posts across the Council which had Career Grades Schemes attached to the job description and grade range. The schemes linked clear criteria, through either gaining additional competencies and skills or by gaining qualifications, to motivate staff to continuously improve and progress. Offering clear pathways of career advancement, encouraged staff to work towards their own progression within their roles, and encouraged staff retention. That approach not only motivated and retained talent but also helped to cultivate the next generation of Local Government Officers and Leaders.

Future Initiatives

It was essential that, over the next 3 years, the Council continued to work closely with Senior Management to create a skilled and resilient workforce, who were able to react positively to the impending changes in Local Government. By prompting continuous learning and development, the Council aimed to prepare employees for the evolving roles and opportunities ahead, ensuring that as an organisation, the Council’s workforce was able to adapt to the changes, whilst being attentive to staff welfare as the Council supported them through any transitional challenges.

Through the use of Career Grade Schemes and continued investment in skills and qualifications, the Council aimed to improve staff retention, reduce turnover, retain talent and increase loyalty. The Council aimed to ensure that staff, with the potential to progress, were given those opportunities, within the Council’s financial parameters.

It was moved by Councillor Guglielmi, seconded by Councillor Baker and unanimously:-

RESOLVED that the contents of the People Development Update Officer report (A.3) be noted.