To provide 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 the Officer report (A.2) 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 Council’s strategic aim to build a skilled, inclusive and motivated workforce, whilst ensuring the Council’s staff were in the best possible position as Tendring District Council (TDC) prepared staff for the transition through Local Government Reorganisation (LGR).

 

Members were told that the training and development statistics provided within the Officer report were based on a 6-month period namely, 1 July 2025 to 31 December 2025. Training identified was a combination of mandatory training, employees requesting additional support through learning, and managers’ recommendations for their team members.

 

Officers informed the Committee that Career Track continued to play an essential role in supporting the Council’s commitment to workforce development. In addition to delivering apprenticeships internally, Career Track supported other public sector employers, enabling shared skills development across the region. The contribution was particularly important given the economic challenges with the District and the need to strengthen local employment pathways. By enhancing progression routes and increasing access to accredited training, Career Track directly supported workforce resilience and helped address long-term skills needed within the District.

 

Apprenticeships

 

The Council also utilised the Apprenticeship Levy to fund a range of apprenticeship programmes delivered by external training providers. Those apprenticeships were used where specialist qualifications were required, or where programmes fell outside the scope of Career Track’s provision. Current externally delivered apprenticeships included:

 

Regulatory, Compliance & Public Protection

• Level 4 Regulatory Compliance Officer
• Level 4 Anti-Social Behaviour and Community Safety

 

Planning, Surveying & Built Environment

• Level 6 Chartered Surveyor
• Level 6 Building Control Surveyor
• Level 7 Chartered Town Planner

 

Environmental Health & Public Health

• Level 6 Environmental Health Practitioner

 

Digital, Technology & Data

• Level 2 Digital Marketing
• Level 3 Multi-Channel Marketer
• Level 6 Digital and Technology Solutions Professional
• Level 7 Digital and Technology Solutions Specialist (integrated degree)

 

Finance, Audit & Corporate Services

• Level 7 CIPFA Accountancy/Taxation Professional (x2)
• Level 7 Internal Audit Professional

 

Human Resources, Learning & Development

• Level 3 CIPD Learning and Development

 

Community, Leisure & Operational Services

• Level 2 Leisure Team Member
• Level 2 Horticulture Construction Operative

 

The Committee was made aware that, as a large employer, the Council was able to use the levy funding to support apprenticeship training and assessment costs for employees undertaking qualifications that fell outside of the scope of Career Track’s provision.

 

Members noted that the levy generated a funding allocation based on the Council’s pay bill, and that could be used to support internal apprenticeship training. While employers might transfer up to 50% of their levy funds to other organisations, this Council had chosen to retain its levy allocation to ensure that 100% of available funds were invested in developing its own workforce. Where beneficial, the Council also accessed transferable levy funding from other organisations to maximise opportunities for staff.

 

The Committee was also told that a wide range of approved apprenticeship standards could be funded through the levy, and that information was routinely shared with managers to ensure that opportunities were fully utilised across service areas. This approach ensured resources were used efficiently, provided access to high-quality accredited training, and supported improved service delivery, staff development and retention.

 

Access to levy funding for Level 7 apprenticeships had ceased on 1 January 2026 for learners aged 22 and over; however, the Council had maximised the opportunity prior to this change by enrolling an additional four employees onto Level 7 programmes.

 

E-Learning and Development

 

The Council currently had two e-learning platforms, each offering a variety of online training courses accessible to Council staff via the Council’s Intranet. Those systems were iHasco and Skillgate, and each platform offered the opportunity for staff to search for relevant training, to complete the course online at a time that suited them, and to attain a pass mark and, for some courses, a certificate. The e-learning platforms allowed employees to access high-quality content and enabled self-paced learning which could be incorporated into their working day. That was also a cost-effective way to deliver a high number of courses in varying subject areas, to meet the needs of the services across the organisation. That method of training also allowed Officers to monitor and analyse employee engagement and access.

 

The courses available were easily accessible and supported the continuous professional development of the workplace. 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 its employees, allowing Officers to ensure the Council maintained a compliant workforce, and remained 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.

 

There had been a reduction in the completion of e-learning courses in comparison to the last reporting period. That was primarily due to the previous mandatory Sexual Harassment Awareness Training which had launched in December 2024. Also, during March 2025 – June 2025 the seasonal beach patrol staff had been recruited which had required a high number of mandatory trainings, as part of their induction process.

 

iHasco E-Learning Data
Total number of courses completed during that period:	1,005
Total number of different types of courses accessed:	65
Of those, number of mandatory training courses completed: Sexual Harassment Awareness Fire Awareness Essential Health and Safety Training Environmental Awareness	61 127 129 50

 

Skillgate E-Learning Data
Total number of courses completed during that period:	308
Total number of different types of courses accessed:	126
Of those, number of mandatory training courses completed: Understanding the Safeguarding of Children, Young People and Adults Level 1 and 2 Equality, Diversity and Inclusivity Environmental Awareness at Work Lone Working Safety for Home and Remote Workers	25   29 28 25

 

Sponsored Qualifications Training

 

The Council actively supported employees to undertake professional qualifications that aligned with their roles, development needs and longer-term career aspirations. Through structured programmes, financial support and dedicated study time, the Council enabled staff to build specialist expertise, progress within career pathways, and to contribute to succession planning and retention.

 

During the past year, a wide range of qualifications had been completed or were currently being studied, including:

 

Regulatory, Governance & Public Administration

• Association of Electoral Administrators (AEA) Foundation Course (x3)
• AEA Certificate
• AEA Practical Project Management
• PACE Interviewing (Police and Criminal Evidence)
• Data Protection

 

Housing & Community Services

• Level 3 Certificate in Housing (x2)
• Level 4 Certificate in Housing
• Chartered Institute of Housing (CIH) – Housing Certificate in Practice
• Level 3 Chartered Institute of Housing (x3)

 

Environmental Health, Planning & Safety

• MSc Emergency Planning
• Business Continuity Institute (BCI) Training

 

Leadership, Management & Corporate Skills

• Level 7 Total Leadership
• Level 7 Professional Public Relations Diploma
• Level 3 CIPD Foundation (Chartered Institute of Personnel and Development)

 

Finance & Professional Services

• Association of Accounting Technicians (AAT) Level 3

 

Access to Higher Education & Academic Development

• Access to Higher Education Diploma
• BSc Access Modules (x2)

 

All employees were able to apply for sponsorship through the Council’s Qualification Sponsorship Application process. Applicants were required to set out how the qualifications supported their role and service priorities, with managers confirming how it aligned with development needs and operational requirements. Applications were assessed on their merits, the organisational need, and available training budget.

 

Successful applicants entered into a legally binding Training Agreement, which enabled the Council to recover costs should an employee not complete the qualification or leave the organisation within two years of completing their studies. That approach ensured responsible use of public funds whilst encouraging commitment to completion.

 

The Council’s investment in professional qualifications directly supported Section 7 of the Annual Governance Statement 2024-25, which focused on developing organisational capacity and leadership. Through a planned approach to professional development, the Council continued to build a skilled and resilient workforce, strengthened succession planning, and upheld strong governance and service standards.

 

Workforce Development

 

The Council was firmly committed to investing in the growth, capability, and career progression of the workforce. The Council 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 2025 and 31 December 2025.

 

Health, Safety & Wellbeing

• Mental Health First Aid Training
• Mental Health First Aid Refresher Training
• Sexual Harassment Training for Managers

 

Regulatory, Compliance & Enforcement

• PLPO training
• CSAS Training
• Fixed Penalty Notice Training
• Basic Vehicle Inspection Course (x2)
• Vehicle Examination Training

 

Safeguarding & Professional Standards

• Professional Boundaries Training
• Becoming a DSO (Designated Safeguarding Officer)

 

Customer Experience, Communication & Public Interaction

• Customer Care Excellence
• Effective Compliant Handling
• Media Training (x5)

 

Information Governance

• Freedom of Information Practical Training

 

Team, Leadership & Organisational Development

• MBTI Team Development for Sports and Leisure
• Medication Training

 

People Strategy Priorities

 

The Council’s People Strategy 2024 – 2029 set out the organisation's long-term approach to supporting, developing and retaining its workforce. The Strategy underpinned the Corporate Plan and ensured that people management activity aligned with the Council’s objectives and service priorities.

 

Workforce Planning

 

The Acting Head of People had undertaken one-to-one workforce planning sessions with Assistant Directors to review structures, identify critical roles and assess emerging skills gap.

 

Those discussions had also ensured that the use of career grades was being monitored effectively, with a clear focus on succession planning and the development of internal talent. As the organisation prepared for LGR and the transition to a unitary authority, consideration was being given to the length and timing of qualification pathways and career progression activity. Ensuring the workforce was equipped with the skills and capacity required for future operating models would be central to maintaining service continuity.

 

The Council continued to face recruitment challenges in key professional areas, including Planning and Environmental Health. To reduce reliance on agency staff and create a more stable and cost-effective workforce, the Council remained committed to a ‘grow our own’ approach. That included supporting staff to progress through Career Grade Schemes, which provided structured development routes linked to role competencies, technical skills and qualification achievement.

 

Career Grade Schemes were well-established across the organisation, with 357 posts currently operating within a career-grade structure. Those schemes offered clear and transparent pathways for progression, encouraged continuous improvement, and supported staff retention by providing opportunities for development and advancement. During the six-month monitoring period, 26 Officers had progressed through their career grades by completing qualifications or gaining the skills required for advancement.

 

Future Initiatives

 

Over the next two years, the Council would continue to work closely with senior managers to build a skilled, adaptable and resilient workforce capable of responding effectively to changes arising from LGR. Promoting continuous learning and development would remain central to preparing staff for new roles and responsibilities, whilst ensuring that employee wellbeing was supported through periods of transition.

 

Continued investment in qualifications, apprenticeships, and Career Grade Schemes would strengthen internal capability, support retention, and ensure that staff with the potential to progress were provided with opportunities to do so within available resources. That approach would help the organisation maintain stability, develop future leaders, and secure the skills needed for long-term service delivery.

 

It was RESOLVED that the Human Resources and Council Tax Committee NOTED the contents of the People Development Update report.