By Sara Roberts, COO Kingdom Academy
The government has now confirmed that social landlords with over 1,000 homes will have three years to meet the new Competence and Conduct Standard, which comes into force in October 2026. For smaller landlords, the timeline extends to four years.
This transition period has been welcomed across the sector – and rightly so. It gives providers breathing room to plan, build capacity, and roll out the right training pathways. But while the deadline feels far off, the most forward-thinking organisations won’t be waiting. This is not a delay. It’s an opportunity.
At Kingdom Academy, we see this as a chance to shape what compliance looks like in practice. To move away from last-minute scrambles and toward intentional, workforce-centred development that sets staff up for success – not just in meeting standards, but in delivering better services and stronger relationships with tenants.
The new requirement – a Level 4 or 5 qualification in housing – represents more than a shift in credentials. It reflects a wider move towards professionalisation, accountability, and ethical leadership across the sector.
Starting early means providers can:
- Pace learning delivery and avoid bottlenecks
- Align qualifications with current workforce gaps and structures
- Support teams to embed learning into practice, rather than rush to pass a course
- Choose providers that deliver more than a badge – but real capability
There is no one-size-fits-all approach. And that’s precisely why time matters. The transition period allows space to explore what model best suits your people and your priorities – whether that’s blended learning, modular in-work delivery, or more targeted mentoring support for specific roles.
This moment also raises an important challenge: how do we ensure that professional development remains inclusive, realistic, and relevant?
Our answer at Kingdom Academy has always been to design from the ground up. Our Level 4 and 5 housing qualifications are fully aligned to the Competence and Conduct Standard and recognised by CIH, but they’re also shaped by the lived experience of frontline teams. Programmes are delivered with built-in wellbeing support, local access points, and flexible formats so that development is something people feel part of – not something that’s done to them.
Three years sounds like a long time. But the work starts now.
The providers who act early will be the ones who shape this shift on their own terms – not simply respond to it. This isn’t about box-ticking. It’s about building confident, skilled teams who can navigate complex demands and deliver the kind of service tenants not only expect, but deserve.
If you’re beginning to map your approach to the Competence and Conduct Standard, we’re here to support that thinking – through practical insight, delivery options, and honest conversation.