Corporate Learning and Development Strategy 2026 – 2030

1.0 INTRODUCTION

The demands made upon the Council are diverse and expanding. The Council also need to be ready for the implications of Local Government Reorganisation to ensure that the workforce has the correct skills and knowledge to effectively contribute to organisational development ahead.

 

In order to meet its commitments to the community and wider stakeholders, the Council needs a motivated and developing workforce. Their enterprise, initiative and creativity are crucial to the future development and success in achieving the business objectives. The Council is also supportive of the principles of Lifelong Learning in the community and the workplace. The Council recognises that a strong learning and development ethos can contribute to the recruitment and retention of employees. This is also embedded in one of the core objectives within Our People Strategy which is to Develop & Expand as a Coaching & Learning Organisation.

 

2.0 PURPOSE

 

This policy is intended to:

 

  • demonstrate the approach the Council will take to learning and
  • demonstrate the strong links between learning and development and the Council’s Service Action Plans, our performance management framework and core behaviours
  • outline the expectations that employees may have of the
  • identify what will be the Council priorities in relation to learning and

 

3.0 COMMITMENT

 

The Council will continue to promote the development of the workforce to meet its vision and priorities.

 

The Council will through its induction process ensure that all employees, as part of their onboarding, are equipped to undertake their duties and responsibilities in a manner which promotes the health and safety of themselves, their colleagues, and the general public.

 

A dedicated induction programme has been developed with managers and officers, which also incorporates a specific Health and Safety Induction module. This also includes online learning and individual one to one session with various officers across the Council. This is further enhanced with specific 'new manager' induction material. This will equip all staff, and in particular new managers, with the skills and knowledge they need at the earliest opportunity in their employment journey. The material is reviewed regularly to ensure that it continues to meet the needs of each service area, particularly within the local induction material arena created by Line Managers.

 

The Council will make available appropriate resources to provide necessary training interventions enabling employees to meet the changing needs of service delivery, including the delivery of a 5-year mandatory training programme through the Our Learning platform.

 

The 'Our Learning' platform also has a varied catalogue of other business related and personal development courses which are relevant and available on demand to all staff.

The Council will also ensure that appropriate and up to date learning opportunities are available for specified officers working within the Housing Service, in line with the requirements of the Social Housing (Regulation) Act 2023 and the Regulator for Social Housing (RSH) Consumer Standards (as amended).

 

Managers will use the Staff Development Appraisal Scheme each year to identify the learning and development needs of all employees. These needs will be recorded locally, and managers will ensure that staff can access suitable learning opportunities, either through the Our Learning catalogue or through bespoke external training, which meets specific service requirements. Training will be funded through the centralised training budget, the apprenticeship levy, or local service budgets as appropriate.

 

Access to this centralised training budget is via the Post Entry Training Policy provisions. This focuses on the provision of professional qualification training as well as paid continuous professional development (CPD) training provision.

 

Learning and development requirements will be met in a variety of ways with a number of learning pathways using a variety of partners and approaches. This may involve attending externally provided courses off or on site; in house courses provided by the Council’s own resources through Our Learning or internal delivery; or by external facilitators bought in; distance learning; self-study; on the job training and other appropriate methods. It is particularly important that on site development opportunities are not undervalued, the opportunity of applying taught skills is fundamental in the maturity of new skills in the workplace.

 

Where service delivery requires specific learning and outcomes to maintain an up-to-date professional service linked to specialist knowledge, legislative changes and maintaining continual improvements and learning, Managers will support access to wider support from external professional bodies and training companies.

 

All staff are actively encouraged to record all learning opportunities and continuous professional development (CPD) through the self-recording system established on the Our Learning platform. This self-learning and CPD activity are reviewed annually with line managers as part of the development appraisal process.

 

 

4.0 LEARNING AND DEVELOPMENT OBJECTIVES

 

The principal learning and development objectives for employees will be:

 

  • To satisfy Health and Safety at work

 

  • To furnish the employee with the necessary skills knowledge and expected behavioural standards to do their jobs accurately, efficiently, and effectively.
  • To update staff on new legislation and codes of practice which impacts on the

 

  • To secure the benefits, application, and skills necessary to make full use of emerging technology in meeting business objectives.
  • To organise activities which prepare and equip employees for future roles and responsibilities which will include approved academic, professional and management
  • to promote continued professional development (CPD).

 

5.0 LEARNING AND DEVELOPMENT PRIORITIES

 

It is likely that the Council, given limited financial resources, and the need to ensure that service delivery continues to take place on a daily basis, will need to determine priorities each year in relation to learning and development needs. This may result, from time to time, in an individual’s full aspirations not being met and/or within their preferred time scale.

 

The main areas of learning and development which will be given priority are as follows: -

 

  • Induction training which ensures that new employees are provided with the necessary information and awareness of the organisation’s internal and external relationships.
  • Health and Safety in working Service delivery skills including Customer Care.
  • Meeting the Council’s statutory obligations and understanding the implications of new legislation and codes of practice. Meeting service standards and developing improvements.
  • Management and supervisory
  • Personal Creativity and Innovation.
  • Communication skills in order to improve internal and external
  • Commercial
  • Where appropriate, professional development including initial qualifications and continued professional development.
  • Improved skills in the use of new technology introduced into the This is particularly focused on improvements in digital skills through partnership with Multiverse and digital apprenticeships across all service areas.
  • Support all people managers to participate in effective performance management using the appropriate performance management tools and policies, involving the setting of meaningful objectives, providing effective feedback and cocreating individual development plans.

 

All learning and development activities provided for employees will be consistent and support the Council’s overall vision and priorities, Service Action Plans and service specific legislation and professional guidance and regulations.

 

Our learning and development strategy aligns with the Councils Capability and or Performance Improvement Policy and also our Behavioural Standards.

 

The Council’s Employee Volunteering Policy provides an opportunity for employees to volunteer with local organisations and will provide up to two paid working days leave. As well as local organisations benefitting from the skills and experience of our employees, it is also an opportunity for employees to develop their own skills, knowledge, and experience.

 

 

6.0 EMPLOYEE COMMITMENT

 

Employees have responsibilities in learning and development as well as the Council. These are to give their diligent attention to the opportunities they are offered and to bring back to the workplace the learnt skills and knowledge. Developing skilled employees, supervisors or managers, is not the exclusive responsibility of the Council. It is also the responsibility of employees to ensure they give their utmost commitment. This is particularly true in relation to self-directed continuous professional development and the recording of such activities on the Our Learning platform.

 

Employees can seek to supplement opportunities offered by the Council by a personal commitment to their development externally to the workplace.

 

When pursuing academic or professional training supported by the Council employees will be required to make a commitment to remain with the Council for two years after the conclusion of the course. If an employee leaves the authority within this 2-year period, they will be required to pay back the funding in line with post entry training agreement.

 

However, if the professional training is acquired through the use of the Apprenticeship Levy, using an approved Apprenticeship course, there will not be a requirement to repay any fees if an employee leaves the Council's employment after completing the course.

 

Continuing Professional Development (CPD) is an ongoing process to maintain and develop skills, knowledge, competence, and experience. All employees are expected to keep up to date with developments and best practice in their area of work. It can be an essential requirement for some professional bodies to maintain corporate memberships. In these instances, the Council will support this process.

 

7.0 PROCEDURES

 

The identification of learning and development needs of individuals and groups of employees, may also be tailored to specific roles and is central to the success of the learning and development strategy. This will take place regularly through the annual Development Appraisal process. Learning and development interventions whether proposed by management for the individual or requested by the individual should normally be discussed at the Development Appraisal. Where performance management and behaviours are identified requiring training to support learning and skills then Managers may also refer to the relevant performance management and code of conduct policies

 

After the training needs have been identified appropriate programmes will be put in place to meet, as far as is practically and financially possible, the corporate and local needs of the service.

 

On commencement, new employees will have access to the Council’s induction program on the intranet via the link below:

 

 

 

8.0 RESOURCING

 

Adequate and appropriate learning and development is an investment in employees, which the Council recognises as being essential for the achievement of its vision and priorities.

 

The Council will maximise the use of the apprenticeship levy to deliver appropriate learning and development.

 

The direct costs of learning and development arise from course fees, hire of providers, and use of facilities, training materials, travelling, and subsistence. Indirect costs arise from employee’s salaries and wage costs and the impact on services of employee’s absence whilst undertaking the training.

 

Corporate and service budgets for delivering the annual training plans will be considered and put into place each year through the budget setting process.

 

9.0 DIRECTORS AND ASSISTANT DIRECTORS' RESPONSIBILITIES

 

The Council recognises that to deliver this policy within a culture of delegated authority, certain responsibilities rest with Directors and Assistant Directors to ensure the objectives are achieved. Key requirements are:

 

  • The production of training needs agreed within the Development Appraisal process, and the identification of perceived priorities.

 

  • Awareness from Directors/Assistant Directors of the Council’s vision and priorities, commitment to them, and their crucial role in the learning and development of their
  • That learning and development opportunities are available to all
  • The co-operation of Directors and Assistant Directors in ensuring their staff are freed from the work site to attend agreed learning and development events.
  • That amendments are made throughout the year to the training plans as required by the Directors/Assistant Directors when appropriate in consultation with the Our People
  • That all means are used, to ensure good communications with all employees on learning and development opportunities.

 

 

 

Appendix One (18/03/2026) Housing Services

Our Learning & Development Strategic Approach

 

1.  Purpose

 

This approach compliments the Councils L&D strategy. It sets out how the Housing Service will develop a skilled, confident, and resilient workforce capable of delivering safe, high-quality, customer-focused services. It supports the council’s wider corporate plan, the Housing Consumer Standards and Regulatory responsibilities, and commitment to continuous improvement within Housing Services.

This approach will be reviewed with our involved tenants and regularly reviewed to meet all requirements.

 

2.  Aim

 

To create a learning culture where every new officer working in Housing and all colleagues have the knowledge, skills, and confidence to deliver excellent housing services, meet regulatory standards, and adapt to the changing needs of tenants and the communities where they live. To ensure all Senior Housing Managers and Senior Housing Executives meet all required qualifications by October 2029.

To ensure that any new roles are recruited to meet the required professional qualification standards.

To create a culture of continuous learning that supports opportunities for career progression within the Housing service.

 

3.  Objectives

 

  • Reinforce Core Housing Knowledge & Competence

 

Ensure existing and new Senior Housing Executives and Senior Housing Managers hold or are working towards the relevant professional qualifications to meet the requirement of the

 

Competency & Conduct standards as outlined in the Consumer Standards for Transparency Influence and accountability.

 

Ensure all colleagues who deliver Housing services meet the statutory and regulatory requirements to carry out their role where Housing Management and technical qualifications and skills are required (e.g., HHSRS, damp & mould, ASB, safeguarding, tenancy management).

 

How will we do this?

  • Maintain a clear skills audit and competency framework of mandatory
  • Provide mandatory training pathways for new starters and role-specific
  • Provide a program of professional Housing training programs to support career
  • Maintain a commitment to Apprenticeship roles with 3 Housing Apprentices and Role specific apprenticeships across Housing service delivery teams and to support opportunities for learning across all disciplines.

 

 

3.2  Maintain a customer-Focused Workforce

 

  • Continue with a program of Customer care training ensuring that the Councils core behaviours, communication, negotiation, empathy, and conflict resolution are part of training programs.
  • Continue to improve understanding and awareness of vulnerability, equality, and accessibility and how this shapes services and ensuring needs are met through
  • Embed a culture of empathy, professionalism, and accountability through the core behaviours standards and the Housing behaviours code.
  • Embedding effective tenant engagement in all services and roles to deliver respectful, listening and influencing services that empowers tenants to influence and be involved in service delivery. Through staff champions, training and working with every service delivery team.

3.3  Support Digital Transformation

 

  • Train and equip staff with the digital skills needed to use new systems, mobile working tools, and data platforms and the importance of keeping data up to date related to tenants and their homes.
  • Promote digital confidence for both frontline and back-office teams, and remote access to support working in the community.
  • Encourage innovation and continuous improvement through use of

3.4  Develop Leadership and Management Capability

 

This approach will provide a structured development for team leaders, managers, and aspiring leaders who work in Housing Services, through use of training and appraisals and will focus on:

  • Strengthen skills in performance management, leadership coaching, decision-making, innovation and service planning for Housing management.
  • Building knowledge and skills in relevant housing law, national policy, regulatory compliance, and risk management.
  • Strategic leadership, business, and vision planning for housing
  • Offering development opportunities and team structures that support career progression and job satisfaction.
  • Providing training on resilience, workload management, collaborative working, and mental wellbeing.

4.  Scope

 

This strategy applies to all Housing Services staff, including:

  • Tenancy management
  • Repairs and maintenance
  • Housing options and homelessness
  • Supported
  • Customer services
  • Compliance and asset management

5.  Links to Corporate Learning & Development Strategy

 

The organisation provides access to high-quality learning with blended learning, to support the aims of the Housing service.

 

  • Officers will take ownership of their own professional

 

  • Training priorities will be informed by performance data, audits, behaviours complaints, tenant feedback, and regulatory changes.
  • Through the appraisal process officers will identify relevant learning and be supported to access learning and opportunities. There will be specific requirements for Housing staff to record continual professional development (CPD) and annual skills audits will be used to identify gaps.
  • Those on professional or academic training will be required to follow the Councils post entry training agreement.
  • The organisation will support tailored documentation for induction and appraisal to ensure Housing learning, training and qualifications are recorded.

5.1  Accessibility and Inclusion

 

  • Learning will be available in multiple formats:

 

  • in-person, e-learning, shadowing, coaching, mentoring, internal expertise, scenario workshops, and volunteering. Where necessary Housing teams will procure and commission external accredited learning and training programs to support the development of officers and to meet specialist housing requirements.
  • Adjustments will be made to ensure all staff can

5.2  Value for Money

 

  • All training will be assessed to ensure it provides value for money and meets service needs and required training. Training can be through e learning, blended learning, shadowing, use of internal expertise, and shared resources across departments.
  • Membership to specific organisations and professional bodies that support Housing professionals will be reviewed annually for value, effectiveness, and outcomes.
  • We will evaluate impact of training to ensure any investment leads to improved

6.  Priority Development Areas (2026–2029) these will be updated annually

 

  • Mandatory Training

 

  • Safeguarding
  • Health & safety
  • Equality, diversity & inclusion
  • Data protection & information governance
  • Domestic abuse awareness
  • Damp, mould &
  • Fire safety
  • Awaab's Law
  • Customer care
  • Vulnerability
  • Tenant Involvement

6.2  Technical Housing Skills

 

  • Tenancy law and enforcement
  • Homelessness legislation
  • ASB case management
  • Rent arrears and income
  • Repairs diagnostics
  • Asset compliance (gas, electrical, water safety)

 

  • Housing regulation and consumer standards

6.3  Customer & Community Skills

 

  • Suicide awareness
  • De-escalation and conflict resolution
  • Communication and interviewing skills
  • Working with vulnerable residents

6.4  Leadership & Management

 

  • Coaching and supervision
  • Managing performance and attendance
  • Risk-based decision
  • Project and change
  • Strategic thinking and service planning

6.5  Digital Skills

 

  • Case management systems
  • Mobile working tools
  • Data literacy and reporting
  • Cyber awareness
  • Digital inclusion for tenants

7.  Responsibilities

 

  • Supported by HR Our People Team will ensure the delivery of the Learning & Development program 2026 – 2029 and that relevant systems, policies and process are in place to support corporate learning and development of all employees.
  • Head of Housing: will have strategic oversight and resources allocation for
  • Service Managers: will identify individual and team needs, procure relevant training where this is not available through the Our People training resources and will support staff development.
  • Employees: engage in learning, applying skills and record continual professional development

8.  Monitoring

 

  • Annual training needs analysis and review of CPD and completion of mandatory training will be monitored through Our People services and Housing & Regulatory team.

 

  • Quarterly review of compliance with mandatory training will be reviewed with service
  • Annual report to Landlord Services Working Group and Executive Management team to provide assurance that the service supports training learning and development that meets regulatory requirements.
  • Evaluation of training impact using feedback, audit outcomes, internal progression, and staff turnover.

9. Measuring Outcomes We will ensure:

  • 95% completion of mandatory training
  • Improved customer satisfaction
  • Increased staff retention and internal promotions
  • Positive feedback from staff

10.  Review Cycle

 

This strategy will be reviewed alongside the Corporate Learning & Development Policy or sooner where there are significant changes with:

  • Regulatory changes
  • Tenant expectations
    • Workforce needs