Competence and Conduct Standard for social housing

The conversation around professionalism in social housing has been shaped by powerful evidence - most notably from the Grenfell Tower Inquiry and the government’s consultation that informed the 2018 Social Housing Green Paper. Residents shared a number of serious concerns, including:

• A breakdown of trust between tenants and landlords
• Feeling ignored or excluded from decisions that affect their lives
• A lack of accountability and transparency from housing providers
• Complaints being handled slowly or ineffectively
• Gaps in the skills and knowledge of housing staff
• Poor behaviour, including a lack of respect and courtesy towards residents.

The tragic death of Awaab Ishak further reinforced the urgent need for change, highlighting how poor service, insufficient staff training, and dismissive attitudes can impact the health, safety and wellbeing of residents.

The Social Housing White Paper announced a full professionalisation review, which helped shape the Competence and Conduct Standard. 

The review concluded that real change requires more than just technical skills - it demands a cultural shift across the sector. Respect, accountability, and high-quality service must be at the heart of social housing. While early recommendations stopped short of mandating specific qualifications, new rules were later introduced for senior leaders. This reflects the belief that executives and senior managers are key to leading cultural change and ensuring professional, high-quality services.

These new requirements were introduced through the Social Housing (Regulation) Act 2023, which gives the Regulator of Social Housing the power to set standards relating to the competence and conduct of housing professionals.

In February 2024, the then Department for Levelling Up, Housing and Communities (DLUHC), now Ministry of Housing, Communities and Local Government (MHCLG), launched a consultation on the direction to the regulator to set a Competence and Conduct Standard for social housing. This was one of a series of government consultations on the implementation of the Social Housing Regulation Act. 

CIH responded to the consultation and produced a member briefing on the standard as proposed. 

In July 2025 the Labour government confirmed in a written ministerial statement that confirmed that the new Competence and Conduct Standard will come into force in October 2026. It noted: “There will be a transition period after this date giving providers additional time to comply with qualification requirements for senior housing managers and executives. Larger registered providers that own 1,000 or more units of social housing will have three years, and smaller providers that own less than 1,000 units will have four years.”

Job titles alone don’t determine whether a role is in scope. It’s based on job responsibilities, organisational size, structure, and hierarchy. For example:

• A housing manager in a large organisation may focus on operations and be out of scope.
• A housing manager in a small organisation may make strategic decisions and be accountable for service delivery - putting them in scope.

The guidance focuses on functions, not titles. A senior housing executive typically:

• Sets strategic direction and ensures service quality.
• Embeds organisational culture.
• Oversees performance strategies and customer-focused policies.

A senior housing manager usually reports to an executive and manages teams - but responsibilities can vary.

Yes. To be in scope, a person must have a substantive role in delivering housing management services, meaning this forms a significant part of their job (roughly 50 per cent or more).

Roles that are typically out of scope include:

• Corporate services (e.g. HR, finance).
• Strategic housing and enabling roles.
• Homelessness services.
• Most care and support management roles.

Often, yes. Asset management, repairs, and maintenance fall under housing management functions. If someone at a senior or executive level spends a substantive part of their time managing these services, they are likely to be in scope.

If repairs are outsourced, contractor managers may also be in scope if they play a substantial role in overseeing service delivery.

Service providers are organisations that deliver housing management services on behalf of a registered provider. They include:

• Arm’s Length Management Organisations (ALMOs)
• Tenant Management Organisations (TMOs)
• Private contractors

Senior staff at these organisations may be in scope if they are substantively involved in service delivery.

For example, a contractor managing the entire repairs process (planning to quality assurance) would be in scope. A tradesperson carrying out the repairs would not. To find out if you are in scope of requiring a Level 4 or 5 qualification as a service provider or contractor there is more information in the government’s policy document.

If you are a service provider or contractor, you can also follow all processes as outlined on this page for housing professionals.

You can complete a Level 4 or 5 qualification or top up units as a contractor or service provider to gain compliance if required. 

CIH try to create our qualifications in a way that allows you to contextualise your own working practices in assignments or assessments. However, as some of the qualifications are aimed at the social housing sector there may be certain assessment criteria where this isn’t possible. In this situation a case study or scenario can be used to help you to complete and achieve the assessment requirements. 

This is so the managers of those companies who are carrying out works on behalf the social housing organisations still understand the rules, regulatory requirements and professional standards that should be upheld when they are providing services to tenants in social housing.

Possibly. If your qualification predates the current Ofqual-regulated Level 4 or 5 qualifications, you should:

• Contact your education provider to confirm the course content.
• Map it against the current qualification requirements.

You may be able to “top up” with accredited training or CPD to fill any gaps, rather than requalify entirely. This must be done within the transition period.

If you studied with CIH in the past you can find our historic qualification specifications here. These specifications are available to support housing professionals identify whether their achieved qualification meets the standard requirements.  

Housing organisations must make the final decision about if they feel achievement of any historic qualifications sufficiently meet the proposed competence and conduct standard or if further study should take place. 
If you cannot find yours on the list, or are unsure on which qualification you studied, read more below about how to find out.

CIH certificates before 1 June 2003

Prior to 1 June 2003, CIH offered qualifications, but these were not regulated by one of the external regulatory bodies for education. You will need to complete a compliant regulated qualification. You can see our regulated qualifications here.

If you’re unsure which CIH qualification you completed

You can submit an enquiry, providing as much information as you can regarding your studies.

Replacement certificates 

You can submit a replacement certificate request if you need a copy of your certificate. There is a charge for this service. 

If you completed a degree with a university or a qualification with another awarding organisation, you would need to contact the organisation directly for a replacement certificate.

CIH validated housing degree certificates

You should contact the university where you studied to obtain a certificate/transcript of modules completed for your qualification (if you do not have them already and need them); you can also ask if a copy of their programme syllabus is still available for you to see.

If there are any gaps in knowledge which mean your degree didn’t include all the required content it is partially compliant, and you will need to undertake further study to fill the knowledge gaps. CIH have a number of top up units to support you with this. 

Recognition of prior learning

Recognition of prior learning (RPL) can be used to gain exemption from learning or assessment where you can provide evidence of previous achievement of similar learning and assessment at the required level.

How RPL works:

• Discuss your evidence of prior learning with your centre on enrolment.
• Submit documented evidence to the centre for review. 
• Centre maps evidence to the learning outcomes of the relevant unit(s), 
• Where evidence maps sufficiently learning or assessment may not be required.

RPL helps ensure your existing achievement is recognised, allowing you to streamline your learning journey and focus on new knowledge skills and assessment.

The Social Housing Skills Report and Toolkit, produced by CIH and Bailes Partners Consulting, provides a practical framework to help organisations assess and develop the knowledge, skills, and behaviours required across their workforce.

While knowledge and technical skills are often easier to define and evidence, identifying the right professional behaviours can be more complex. These behaviours should be rooted in your organisation’s values and culture.

Some key questions to consider:

• Are your values clearly embedded across your organisation?
• Do staff consistently demonstrate them in their day-to-day work?
• Can you measure or evidence this?
• Are residents aware of these values — and do they reflect their expectations?

The CIH professional standards offer a strong starting point for defining the behaviours housing professionals should consistently uphold.

The Regulator of Social Housing (RSH) will adopt an assurance-based approach, meaning landlords must be able to show they meet the standard - just like the other consumer standards.

Key points:

• The RSH will not provide a single framework of key skills and behaviours. 
• Organisations must determine what competence and conduct looks like for them.
• The regulator won’t necessarily want to see certificates — it’s about systems and outcomes.
• You must assess your own workforce and roles in scope.
• The emphasis will be on how you ensure staff competence and professional conduct.

To meet the standard, you’ll need to show that your organisation takes professional competence and behaviour seriously. Potential evidence includes:

• Records of training needs, qualifications, and plans to close gaps.
• Impact assessments of your training and development programmes.
• Resident feedback (e.g. complaints, compliments, tenant satisfaction).
• Engagement with residents about expected behaviours.
• A clear, embedded code of conduct or professional behaviours.
• Memberships of relevant professional bodies.
• A workforce development strategy covering training, appraisals, and performance.
• Evidence of continuing professional development (CPD).

Boards, committees or cabinets will be the first point of contact for the regulator, so make sure they have the right information to demonstrate compliance.

No, the chartered member status alone is only applicable to CIH as a professional body and does not equate to a qualification. If you have chartered member status through the experiential or executive route you will still need to have, or study, a housing management qualification at the required level. 

Being a CIH member will go some way in the longer term to help your organisation provide evidence to the regulator that you are committed to the overall standard and professionalism in the sector.