The detail of the requirements will be clarified imminently so there’s no time to lose.

There’s lots to do to:

• Take stock of your current position
• Understand the overall competency of your work force
• Plan and schedule relevant training and qualifications
• Assess the Impact on funding and resources
• Put your staff through courses
• Consider how you will demonstrate your approach to the Regulator.

There are many things that every organisation should be doing right now to make sure they are ahead of the overall new regulatory framework being introduced in April 2024.

The professionalism of housing has been under the spotlight since the Grenfell Tower tragedy in June 2017. Witness statements from the Grenfell Inquiry revealed “a lack of respect, tenants not listened to, no transparency”, “staff lacking in empathy” and “institutional indifference”. It also uncovered issues with basic literacy and numeracy, lack of technical knowledge, and a culture of blame permeating throughout.

In November 2020, the Social Housing White Paper put how residents are treated at the heart of its charter for social housing tenants “when residents interact with landlords they should expect and receive a professional service from “competent and empathetic staff”; “all landlord staff act professionally, listen to their residents and, at all times, treat them with courtesy and respect”. It also announced a professionalisation review to assess the current level of professional training and development and to consider the appropriate qualifications and standards for social housing staff in different roles, including senior staff.

Following on from the review, the Social Housing (Regulation) Act 2023 will introduce:

1. A mandatory requirement that housing managers and senior housing executives have, or are working towards, a housing management qualification at levels 4 and 5 respectively – this will address knowledge and skills. It is estimated that this will be a requirement for around 25,000 housing staff in England
2. New regulatory standards on competence and conduct. This will address attitudes and behaviours. The standards will apply to all housing staff in England.

This workshop will trigger discussions about a whole range of important issues:

• Mandatory qualifications – who needs to do what?
• What you need to do to evidence the requirements in the competency and conduct standard
• How to gain an understanding of where you are now – and where you need to be – what does a workforce audit look like?
• How you plan for the professionalisation of your whole work force – how do you manage this without dropping the standards of service?
• How you bring very busy staff on board? Qualifications and training take time, capacity and resources
• What are the other options for professional development? It doesn’t always need to be formal training and qualifications
• How do you budget for this – is the Apprenticeship levy an option? If not, where does the funding come from?
• What organisations are doing to professionalise their staff

…and more.

Join our expert chair Debbie Larner and top line up of speakers. 

Debbie led on the development of the CIH professional standards. She is passionate about developing and demonstrating the professionalism of staff across the housing sector. She has developed a range of courses looking at professional attitudes and behaviours required by the housing profession. She has also written several articles for Inside Housing making the case for professionalism and looking at the introduction of mandatory qualifications.

Who should attend?

• HR and training and development professionals
• Housing managers
• Finance directors
• Executive directors
• All staff who are involved in the provision of housing services.
• Customer facing staff who interact with residents on a daily basis.

10.00 Welcome and introductions

• • Debbie Larner, Associate, HQN

10.05 Professionalism – what, why and how?

• • Debbie Larner, Associate, HQN

10.45 Breakout session 1 – what do we need to be doing now to gear up for professionalism?

11.15 Abri’s approach to professionalism

• • Nikkie Pullen, Head of Organisational Development, Abri

11.45 Breakout session 2 – how do we embed a culture of continuing professional development?

12.15 Questions and final thoughts

• • Debbie Larner, Associate, HQN

12.30 Close

Debbie Larner, Associate, HQN

Debbie has been working in social housing for over 30 years – most of which was spent at CIH as Head of Practice. Debbie has led the sector’s work on professional standards and has also been focusing on building/fire safety since the Grenfell Tower disaster. She was a key member of the Industry Steering Group focusing on the role and the competency of the Building Safety Manager. For HQN, Debbie has been focusing on building safety and disrepair as part of her lead associate role – hosting workshops on a range of topical issues, including health and safety compliance.

Nikkie Pullen, Head of Organisational Development, Abri

Nikkie has worked in the housing sector for 5 years and leads on professional development, performance and culture for Abri.

With 15 years’ experience in People Development in renowned organisations such as John Lewis and Kingfisher, Nikkie is an EMCC qualified coach, Strengthscope and Insights Practioner.

She is dedicated to enabling colleagues to be the best that they can be, both for themselves and for the customer, and ultimately supporting Abri to achieve its strategic goals.

If you are unable to attend an event or public training course, please let us know in writing (email is fine) at least 48 hours before. Please email [email protected]

Otherwise, a cancellation fee of £60 plus VAT will be chargeable.

If you are using a package place to attend and do not inform us within the agreed time frame, then a place will be taken to cover your non-attendance.

Cancellations must be made in writing, and will be acknowledged by HQN Limited.