By Debbie Gardiner MBE, Managing Director, AKG Learning
In recent years, the social housing sector has been shaken by hard truths—and rightly so. The devastating Grenfell Tower fire in 2017, the preventable death of two-year-old Awaab Ishak in 2020 due to prolonged exposure to mould, and the tireless campaigning of tenants and advocates like Kwajo Tweneboa, have all laid bare systemic failures in how we serve and protect some of the most vulnerable people in our society.
These events are not isolated. They are the visible outcomes of long-standing issues: poor housing conditions, inconsistent service, and a lack of professional accountability. As a sector, we must face the fact that these failures have eroded public trust and harmed lives.
It is within this context that the Competence and Conduct Standard (C&CS), must be seen. This is not just another policy document—it is a direct response to crisis. A wake-up call. And a vital opportunity to put things right.
As an organisation embedded in the UK housing sector, AKG Learning works alongside employers to support workforce development and resident safety. Our focus includes delivering professional qualifications and apprenticeships tailored to the evolving needs of the sector.
Why the Competence and Conduct Standard Matters for Housing Professionals
The standard outlines the minimum expectations for professional skills, knowledge, behaviour and ethical conduct across all levels of housing service. It makes clear that professional practice is no longer optional—it is essential for social housing compliance.
What is the Competence and Conduct Standard for housing?
The Competence and Conduct Standard for housing is a new regulatory requirement, established under the Social Housing (Regulation) Act 2023. It sets out the mandatory levels of skills, knowledge, and ethical behaviour expected from all housing professionals, particularly those in larger social housing providers, to ensure consistent, high-quality service and enhance resident safety.
For those working in social housing, this means being equipped not only with technical knowledge of tenancy law, repairs, or safeguarding, but also with the interpersonal skills and ethical grounding to respond compassionately and effectively to residents.
For housing providers, it is a signal that robust, ongoing workforce development must now be a cornerstone of organisational strategy.
The Human Cost of Inaction
We cannot forget that Grenfell claimed 72 lives. That Awaab Ishak died after repeated pleas for help from his parents were ignored. Or that Kwajo Tweneboa’s efforts to document squalid housing conditions have uncovered case after case of neglect.
These tragedies and campaigns have shown what happens when systems fail, when staff are unsupported or undertrained, and when organisational culture prioritises process over people.
The C&CS is designed to prevent these failures from happening again. But legislation alone is not enough. Action must follow intention.
A Call to Act: Start with Self-Assessment for Housing Employers
One of the first and most powerful steps a housing employer can take is to conduct a thorough self-assessment against the standard.
This should be more than a paperwork exercise. It should be an honest appraisal of:
- Where current practice falls short
- How competence is measured across roles
- Whether ethical behaviour is embedded in day-to-day service
- How learning and development is prioritised at every level
A structured self-assessment process—ideally facilitated with external input—can provide independent insights to inform strategic workforce planning. AKG Learning supports this process with sector-specific expertise.
Strategic Preparation: From Assessment to Action
Preparing for the C&CS involves more than training—it’s about culture, structure, and investment. Key steps include:
- Mapping workforce roles to the competence requirements
- Auditing current training provision and identifying learning gaps
- Aligning performance management and recruitment with the new expectations
- Establishing clear progression pathways, including apprenticeships and professional qualifications
The good news is that solutions already exist. Accredited development pathways, such as CIH Certificates and Diplomas in Housing (Levels 2–5), already exist to support capability-building. Apprenticeship options—funded through the Growth and Skills Levy—also offer accessible routes for workforce development.
A Cultural Shift Is Needed
Competence and conduct are about more than knowledge—they reflect mindset and behaviour. Embedding the standard means nurturing a culture of professional pride, accountability, and ongoing development.
What is the Competence code of conduct in social housing?
The Competence code of conduct in social housing refers to the specific ethical and behavioural standards that housing professionals are expected to uphold under the Competence and Conduct Standard. It guides their interactions with residents, colleagues, and the wider community, ensuring services are delivered with integrity, respect, and a focus on resident well-being.
As leaders, we must champion this culture—not just through policy, but through our example. That means empowering our people, listening to residents, and refusing to accept ‘good enough’ when it comes to safety, dignity, and service.
Final Thoughts: The Sector’s Moment of Reckoning
The C&CS has not emerged in a vacuum. It is the result of public grief, lived experience, and relentless advocacy. It reflects a turning point—a moment for the sector to rebuild trust through professional excellence.
AKG Learning contributes to this collective effort by supporting professional development across the housing sector. Our work aligns with the belief that housing services must be delivered with competence, compassion, and accountability.
Now is the time to act. Start with self-assessment. Invest in your people. And commit to being the housing provider your residents deserve.
