All-Ireland Housing Awards 2025
Read all the shortlisted entries into this award category, professionalism in the workplace, at the All-Ireland Housing Awards (AIHA) 2025 and find out who won the award on the night.
This award aims to recognise and celebrate organisations that demonstrate an exceptional commitment to the career development and professional growth of their employees.
This year, due to the high quality of entries, two winners were chosen for this award.
Winner
A tailored approach to employee development from Choice Housing
Winner
Housing Workforce Development Team at Northern Ireland Housing Executive
- Winning project name: A tailored approach to employee development
- Winning organisation: Choice Housing
Statement of support
Choice Group is one of Northern Ireland’s largest housing associations, employing over 400 people and maintaining 12,000 homes for approximately 30,000 tenants and residents. Whilst the organisation’s primary focus is the delivery of social and affordable housing, the group uses this housing provision to support local communities. The key to achieving these objectives rests with the experience, expertise and commitment of the Choice team.
Choice facilitates opportunities for professional and personal development for its employees, empowering them to continuously learn, and develop their careers, which in turn supports Choice in achieving their organisational goals.
Choice delivers a tailored approach to employee development, with a range of initiatives geared towards specific roles within the organisation and others developed specifically as a result of engagement and consultation with employees. Programmes are shaped to fit the needs of employees, leading to a thriving environment where staff want to learn, grow and contribute.
The role of a housing officer for example, involves significant tenant engagement and tailored examples offered by Choice includes conflict management, domestic abuse and awareness and lone worker training which is designed to enable staff to feel empowered to resolve situations effectively when working alone.
A range of wider training and support initiatives are available for all staff, to further enhance their professional development, providing opportunities to diversify their role depending on their own personal commitments and goals.
The Choice Management Programme works with local universities to provide opportunities to senior employees to develop their leadership skills. In 2022, nine departmental heads within the organisation successfully completed the leadership programme with Queens University Leadership School. Plans are also in place, working with several managers within Choice, who are shaping the content of a further management programme which will be rolled out in 2025.
The annual spend on funding for external qualifications for employees is £28,000 and, in the last year, this has included employees achieving:
- NVQ Level 2 - Business Administration
- CIMA Certificate - Business Accounting
- CIPD Level 5 - People Management
- Level 2 Award - Letting and Managing Residential Property
- Various level CIH qualifications, including CIH Level 5 Diploma in Housing.
Personal development is an important element of this support, contributing to an employees’ professional performance. Through the use of external facilitators, Choice provides personal development coaching, aimed at supporting individuals in self-improvement, developing a range of skills (mental, emotional, social and physical).
Working in collaboration with Chartered Institute of Housing, Northwest Regional College and other housing associations, the Northern Ireland Level 3 Apprenticeship in Housing Practice is an innovative educational programme designed to empower the next generation of housing professionals in Northern Ireland. This apprenticeship programme, which began in September 2023, was developed in response to the identified skills gaps in the housing sector and ensures that new entrants are equipped with the necessary knowledge and competencies to thrive in their careers. A total of 18 apprentices from participating housing associations have benefited from this comprehensive training initiative with two Choice apprentices commencing their programme in September 2024.
The Choice Academy is a unique online portal developed to provide staff with learning materials and resources for various career pathways that they can access and learn in their own time. An initial investment of £35,000 included the design and development of the academy, which included the creation of material that is regularly refreshed to meet the changing needs of employees.
Choice recently signed up to the GEM Programme aimed at providing intensive learning experiences for those already working in the housing sector to develop and enhance their skillsets. The financial investment in the programme is approximately £8,000.
Outcomes and achievements
Key outcomes for 2023/24 include:
- 284 employees completed a training course
- 129 individual topics delivered
- 22 hours - average time spent per employee on training
- £148,000 - total investment in employee training for the year.
When assessing the impact of these initiatives, it is important to go beyond the statistics and look at how it has impacted individuals and their lives and careers.
Aidan McCrea, Choice financial inclusion manager recently obtained his Level 5 Diploma in Housing Management. Discussing the impact of this achievement, Aidan said:
"The learning and development team at Choice is geared towards supporting staff to undertake courses that will better your career. I came into the sector from a non-traditional housing background, and this diploma helped me learn and grow as a housing professional and hopefully positively contribute to social housing for years to come.”
Discussing her career journey with Choice Housing, Courtney Watton, area manager, started with the organisation as a third-year placement student.
“The Choice learning and development team is a tremendous resource, facilitating training programmes that align with my specific needs. I recently completed a training session focused on managing difficult conversations, which proved to be extremely valuable for my current role.”
- Winning project name: Housing Workforce Development Team
- Winning organisation: Northern Ireland Housing Executive
Statement of support
The housing services workforce development team within the Northern Ireland Housing Executive (NIHE) plays a pivotal role in fostering career development and ensuring the professional growth of staff throughout the organisation. The team is dedicated to ensuring that staff are equipped with the skills, knowledge, and expertise to deliver housing services effectively.
The team oversees various talent management programmes within the housing services division, offering tailored learning and development opportunities for both new and existing staff.
Housing apprenticeship and graduate trainee programme
Across 2023 and 2024, the team successfully managed two cohorts of the housing customer support apprentice programme, involving 19 staff members, as well as four cohorts of the housing services graduate trainee programme, which included 49 staff members.
Both programmes feature bespoke learning packages which provide participants with opportunities to ‘earn and learn’. Staff members undertake industry-recognised qualifications such as:
- CIH Level 3 in Housing Practice
- OCN NI Level 3 in Housing Practice
- CMI Level 5 Diploma in Leadership and Management
- CIH Level 5 in Housing Practice.
These qualifications are carefully chosen to enhance learners understanding of the housing sector and support their professional development.
Beyond academic achievements, staff benefit from rotational placements across the organisation, such as external placements within housing associations, Housing Rights and community organisations, gaining practical experience in various departments and contributing to frontline housing service delivery.
Both programmes are further enriched by specialised development opportunities, such as:
- Masterclass sessions delivered by internal and external departments including the Department for Communities and CIH.
- Networking opportunities such as attendance at external conferences such as NIFHA conferences and others including CIH All Ireland Summit
- One to one mentoring from senior leaders
- Innovative projects and events.
For instance, graduate trainees complete a business improvement change project, which culminates in a Dragons’ Den-style pitch to senior leaders. The apprentice programme partners with several participating housing associations to deliver meaningful sessions for wider sector knowledge development. To date in 2024, 11 development sessions have been delivered to apprentices either by NIHE or in partnership with the housing associations.
Development for existing staff
The housing workforce development team also delivers tailored learning initiatives for experienced staff. In 2024, the team supported a cohort of seven staff members in pursuing the CIH Level 5 qualification in Housing, delivered in-house by a CIH-accredited tutor.
As part of the organisation’s succession planning, the team oversees the delivery of the CMI Level 5 Diploma in Management and Leadership, which targets aspiring leaders. In 2023/24, six staff members completed the programme, presenting a business change pitch in a TED talk-style format to senior leaders. Looking ahead to 2024/25, 14 staff members enrolled to undertake the qualification.
Promoting CIH membership
The housing workforce development team actively promotes and manages CIH membership across the organisation. By encouraging participation in CIH events, webinars, and training courses, the team ensures that NIHE members are supported on their professional development journey. Currently, approximately 300 staff members are benefiting from CIH membership.
Through these initiatives, the housing workforce development team continues to play a critical role in shaping a skilled and knowledgeable workforce, capable of meeting the evolving needs of the housing sector.
Outcomes and achievements
During 2024, the team has supported 49 graduate trainees, across two cohorts and 19 housing apprentices, across two cohorts. During this time, they have delivered 12 development sessions for graduates and 11 development sessions for apprentices which further supported apprentices and graduates during their various academic qualifications.
The team introduced community placement opportunities for all apprentices to enhance their knowledge and awareness of the communities they are based in.
The team have facilitated three innovative events to showcase staff business improvement ideas to senior managers:
- Apprenticeship programme: Apprentices collaborated with housing association apprentices to present improvement pitches during the ‘You’re Hired’ event. These group projects focused on key areas such as customer service, tenancy management, and promoting professional development.
- Graduate trainee programme: Graduate trainees presented individual business improvement ideas through a Dragons’ Den-style pitch; several have since been implemented within the organisation.
- CMI Management and Leadership Qualification: All staff pursuing this qualification are invited to share their projects through a TED talk-style presentation aimed at influencing organisational change.
The team has supported 300 staff members with their CIH membership by hosting and promoting CIH events, webinars, and training opportunities tailored to staff at various stages of their careers in housing.
Shortlisted entries
Ark Housing - Ark Housing
Application entry
- Project name: Ark Housing
- Lead organisation: Ark Housing
Statement of support
Ark Housing has experienced significant growth in recent years, with a 19 per cent increase in housing stock in 2023 followed by a 13 per cent increase in 2024. This success is attributed to the dedication of its workforce. The organisation is on an exciting journey, and as the housing stock rises, Ark ensures that staff receive appropriate training to match the momentum and rise to the occasion.
Ark recognises that its greatest asset is its dedicated team. This progressive organisation has cultivated a culture of continuous learning and professional growth, empowering employees at every level to reach their full potential.
Ark’s commitment to professional development is evident across all departments. The homeless services team participates in regular training, encompassing a diverse range of topics necessary for navigating the evolving landscape of homelessness. The training programme includes housing rights legislation, LGBTQ+ awareness, legal frameworks for assisting immigrants in collaboration with the Law Centre, and strategies for managing compassion fatigue. Recognising the multifaceted nature of homelessness, the team prioritises continuous learning to ensure they possess the knowledge to effectively address the diverse needs of families experiencing homelessness.
Investing in staff is a cornerstone of Ark's success. Ark has encouraged individuals to pursue the CIH Level 3 in Housing, deepening their understanding of social housing principles and best practices. This commitment to continuous improvement is evident in the creation of the customer solutions team, a new front-line service where staff utilise their CIH Level 3 training to effectively address tenant enquiries and deliver exceptional customer service.
Ark has ambitious plans to achieve Gold Level accreditation in Tenant Participation. To this end, the organisation arranged exclusive training from Supporting People for staff, board members, and the Tenants Forum. This training equipped everyone with the knowledge necessary to effectively engage tenants in decision-making processes, ensuring their voices are heard and their needs are considered in all aspects of service delivery.
Ark Housing prioritises employee wellbeing and delivers a supportive and compassionate work environment. Initiatives such as menopause awareness training demonstrate the organisation's commitment to creating an inclusive and supportive workplace for all employees.
A key indicator of successful training is the practical application of new knowledge. Ark staff consistently demonstrate how their education enhances service delivery. Communities officer, Karen McLean, following the successful completion of an OCN in Tenant Involvement, significantly enhanced the success of Shared Housing initiatives. She facilitated a range of activities, from community funding events and capacity-building training to social and leisure opportunities, all designed to deliver good relations and advance the objectives of the Northern Ireland Executive's ‘Housing For All’ strategy.
Development officer, Lily Winton, successfully completed a Master's degree in Planning. Her dissertation focussed on sustainable development and community engagement. This investment in employee development enables Ark to remain at the forefront of the sector, delivering innovative and sustainable housing solutions that meet the evolving needs of our communities.
Lily’s new qualification will be a boon for Ark Housing as they progress in their new Dungannon development, a groundbreaking scheme with an intense focus on environmental sustainability and energy efficiency.
Ark Housing is in a unique position as a developing association. They recognise the need to support the upward trajectory, and to reinforce that rise, they invests heavily in their team. The harmony within the company is undeniable, with departments working together and sharing a collective excitement for the evolution and development of a company they care for.
Notably, the senior management team has ensured a positive work environment with progressive policies, a healthy work/life balance, and open channels of communication, resulting in fertile ground for teamwork, camaraderie, and professional development.
Outcomes and achievements
Ark Housing's commitment to professional development has yielded significant positive outcomes:
- Enhanced service delivery: Staff training on housing rights legislation, LGBTQ+ awareness, and legal frameworks has improved the quality and effectiveness of services provided to tenants.
- Increased employee expertise: Encouraging staff to pursue CIH Level 3 in Housing and other qualifications has deepened their understanding of social housing principles and best practices.
- Successful new initiatives: The creation of the customer solutions team and property assets and compliance team has led to more efficient and effective handling of tenant enquiries, enhancing overall customer service.
- Improvements in tenant participation: Exclusive training for staff, board members, and the Tenants Forum has equipped them with the skills to engage tenants in decision-making processes, ensuring their voices are heard.
- Inclusive workplace environment: Initiatives like menopause awareness training have fostered a supportive and inclusive work environment.
- Practical application of knowledge: Staff have successfully applied new skills to enhance service delivery.
- Sustainable growth: Investment in employee development has supported Ark Housing's significant growth, with a 19 per cent increase in housing stock in 2023 and a 13 per cent increase in 2024.
Fold Housing - People Strategy
Application entry
- Project name: People Strategy
- Lead organisation: Fold Housing
Statement of support
At Fold Housing we recognise the importance of investing in our people, however we probably hadn’t articulated or celebrated how important this is to our culture and ways of working. So, in May 2024 we launched our first People Strategy.
We are committed to providing a positive and fulfilling work experiences for all our colleagues where our vision, mission and values are at the core of everything we do. We know our people are passionate and committed about providing housing and care services and we wanted them to know that we recognise their value.
Like many organisations we have faced challenges in our recruitment and retention over recent years. Our ability to attract suitable candidates to key positions and an increase in colleague turnover had created pressures in areas of service provision and put a burden on colleagues. We also recognise that living and working in a post-Covid 19 environment, especially in a housing, support and care workplace is complex and demanding. In our 2023 colleague satisfaction survey, our overall satisfaction rating was 81 per cent. While we considered this positive, it was a small decline on our 2022 rating and highlighted the importance for us to focus on our people processes.
The strategy was developed with the passion and commitment, as well as the skills that we have learnt from working and engaging with our residents. Following engagement and consultation, an analysis of best practice, and feedback received from our satisfaction survey we gained a clear understanding of our current situation and what our priorities should be. Addressing specific people processes will be crucial to maintaining and improving overall satisfaction, supporting career growth and development and colleague wellbeing in Fold.
There are four themes in our strategy with clear actions. We want colleagues to feel and see the difference that a focus on them makes to our organisation.
Employer of choice – To ensure we have a sound understanding of our colleagues’ requirements and work to create an environment where people are engaged and inspired to perform to their best.
Leading our teams – To support and develop our leaders who will be visible, capable and compassionate and exemplify our core values. To prioritise colleagues developing their skills, experiences and careers.
Support wellbeing – To deliver initiatives where our people feel valued, are emotionally connected and are supported to take care of their health and wellbeing. To foster a culture of inclusion and equality, celebrating and embracing diversity.
Communications – To promote regular and meaningful communication so our colleagues know what is going on and learn about our business no matter where they work. To foster collaboration working towards a common purpose. To research and provide information that helps us make good decisions.
One of the most important parts of our People Strategy has been a renewed focus on our values outlining how they shape our culture, behaviours and decisions and how they are central to our individual and combined longer-term success. Through this we are supporting and nurturing the right behaviours that make Fold a great place to work.
As we grow and expand our housing, support and care services into the future, we will ensure Fold continues to be a great place to work where our colleagues feel supported and valued for their contribution. The actions identified in our strategy are already having a positive impact and will enable us to progress from where we are to where we want to be in the future.
Outcomes and achievements
Over the last seven months we have:
- Launched our strategy in style 😊
- Delivered a bespoke leadership training course that focuses on the commitments in our strategy
- Our first colleague ‘get togethers’ focused on sharing knowledge and experience to inform Folds strategic plan. The sessions where voluntary and 42 per cent of colleagues attended
- We developed career paths. Creating trainee positions and realigning a team leader role into a graduate learning programme increasing opportunities for existing colleagues.
- We are ready to launch Fold’s first corporate induction programme to foster a shared understanding of purpose and greater collaboration.
- We identified and are fixing issues. Piloting and introducing flexitime, and in 2025 will move from a monthly to a bimonthly salary payment option. This decision was taken after finding out that 47 per cent of colleagues experienced final hardship because of how we administer salary payments
- Our Health and Wellbeing Committee has been reinvigorated with expanded membership from more teams within Fold
- Our monthly colleague newsletter ‘We are Fold’ launched in 2023 has been improved and we see an increase in numbers entering the monthly competition
- There was a 104 per cent increase in responses to our colleague satisfaction survey. We are proud that colleagues feel the difference, e.g.:
- I have the opportunity to use my training/professional skills - increased from 81 per cent to 97 per cent
- Fold values its workforce skills - increased from 69 per cent to 81 per cent
- Fold’s vision/mission and values inspire me - increased from 78 per cent to 93 per cent
- I see myself still working in Fold in two years’ time - increased from 71 per cent to 91 per cent.
