About this tool
The Competence and Conduct Standard comes into force in October 2026, sitting within the Transparency, Influence & Accountability (TI&A) Standard. It applies to all staff delivering housing management services — including those managing repairs and maintenance and asset management functions. This tool structures your self-assessment across the six themes most relevant to R&M: workforce competence, conduct and culture, qualifications, governance and policy, R&M delivery capability, and assurance.
RAG position by theme
Rate outcomes on each tab — your position across all six themes is shown here.
Theme 1 — Workforce Competence
The standard requires landlords to ensure staff delivering housing management services — including repairs and maintenance management — have the appropriate skills, knowledge and experience for their roles. This is an outcomes-based requirement: the RSH will look for evidence of systems, not just certificates.
Theme 2 — Conduct & Culture
The standard requires providers to have a written code of conduct and to manage poor performance and misconduct consistently. In the R&M context, this covers the behaviour of managers and those managing contractors — including how staff treat tenants during repair interactions.
- ✓A written code of conduct exists that covers all in-scope housing management staff including R&M management roles
- ✓The code of conduct includes expectations around how tenants are treated — specifically in the context of repair visits, complaints and vulnerability
- ✓All in-scope R&M staff have signed or acknowledged the code of conduct and this is recorded
- ✓The code of conduct has been reviewed within the last two years and updated to reflect the C&C Standard requirements
- ✓Contractor management staff and key supply chain managers have been made aware of behavioural expectations — even if a separate code applies to them
- ✓Breaches of the code of conduct by R&M staff are investigated and outcomes are recorded
- ✓All in-scope R&M management staff have an annual appraisal completed within the last 12 months — with no overdue reviews
- ✓Appraisals explicitly assess conduct and professional behaviour — not just task performance or output targets
- ✓A written policy for managing poor performance exists and applies to in-scope R&M roles
- ✓Line managers responsible for R&M staff have received training on conducting effective performance reviews
- ✓Appraisal completion rates are monitored and reported to HR or senior leadership at least annually
- ✓Poor performance in R&M roles linked to tenant outcomes (e.g. repeated service failures) triggers a structured management response
Theme 3 — Qualifications
From October 2026, senior housing managers and executives in scope must hold — or be working towards — a relevant housing management qualification (TQT over 120 hours). For R&M roles, existing technical qualifications (CIOB, RICS, CABE) may be partially recognised, with top-up modules required to cover housing management elements. Operatives carrying out repairs are not required to hold housing management qualifications.
- ✓A complete register of in-scope R&M management staff exists, showing current qualifications held for each individual
- ✓Each qualification has been assessed against the government's course content criteria to determine full, partial or non-compliance
- ✓Staff with technical qualifications (CIOB, RICS, HNC etc.) have had those qualifications formally reviewed against C&C requirements — with top-up needs identified where applicable
- ✓Staff who hold no relevant qualification have been identified and a plan for enrolment within the transition period is in place
- ✓The qualification audit is maintained as a live document and updated whenever a staff member joins, leaves or completes a qualification
- ✓The qualification register has been reviewed by HR and the relevant director within the last six months
- ✓The applicable transition period for the organisation has been confirmed (3 years for 1,000+ units; 4 years for under 1,000 units) and documented
- ✓An enrolment timetable exists that will bring all in-scope R&M staff into qualification compliance before the end of the transition period
- ✓A qualified training provider or awarding body has been identified and a relationship established for the preferred qualification route
- ✓A budget covering qualification costs, study time and backfill (where required) has been approved by the board or executive
- ✓New R&M management staff (including interims) are enrolled on a qualification within 12 months of starting their role — a process is in place to trigger this
- ✓Progress against the enrolment plan is reported to the board or a designated committee at least annually
Theme 4 — Governance & Policy
The standard requires a written policy setting out the organisation's approach to managing and developing the skills, knowledge, experience and conduct of relevant staff. For R&M functions this needs to be operational — not a document that sits on a shelf.
Theme 5 — R&M Delivery Capability
Competence and conduct in the R&M function is ultimately judged by service outcomes for tenants. This theme looks at whether staff delivering R&M services have the knowledge and behaviours to deliver a high-quality, responsive service — and whether that is evidenced through performance data.
- ✓All R&M managers have completed training on Awaab's Law Phase 1 and understand the timescales, documentation requirements and consequences of non-compliance
- ✓All R&M managers have received training on the Building Safety Act 2022 relevant to their role — and can describe their responsibilities
- ✓R&M managers are aware of HHSRS Category 1 hazards and the obligation to act within defined timescales
- ✓Knowledge of key legal obligations (s11 Landlord and Tenant Act, Defective Premises Act, Right to Repair) is included in induction for new R&M managers
- ✓A regulatory update process exists — when new obligations arise, R&M managers are briefed within a defined timescale
- ✓Knowledge checks or assessments are used to verify understanding of key regulatory obligations — not just training completion records
- ✓Contracts with principal R&M contractors include requirements relating to staff competence, training and conduct standards
- ✓Any organisation to which housing management services (including R&M management) are outsourced has been assessed for C&C Standard scope and requirements
- ✓Contractor performance reviews include assessment of how their staff treat tenants — not just cost, time and quality targets
- ✓Complaints about contractor staff behaviour are investigated and fed back to the contractor with a formal response required
- ✓The in-house R&M team has sufficient competence to manage and challenge contractor performance — skill gaps in contract management have been identified
- ✓Repair satisfaction (RP02 TSM) is collected and results are above the RSH sector median — or there is an active improvement plan
- ✓Complaints about R&M service quality and staff behaviour are tracked separately and their root causes are analysed at least quarterly
- ✓Tenant feedback from completed repairs is reviewed by R&M managers and used to drive specific service improvements
- ✓The connection between staff competence, conduct and tenant outcomes is made explicit in management reporting — not just tracked in isolation
- ✓At least one service improvement to R&M delivery in the last 12 months has been directly linked to a competence or conduct issue identified through feedback or complaints
Theme 6 — Assurance
The RSH takes an assurance-based approach to the C&C Standard — providers must be able to demonstrate compliance, not just assert it. For the R&M function this means having systems that generate evidence of competence and conduct, and that surface failures before they reach the regulator.
⚑ Flagged priorities
Outcome areas you have marked as priorities across all six themes — your action plan focus areas.
- No priorities flagged yet. Use the ⚑ flag on any outcome to add it here.