Excellence in professionalism, learning and development

• Project name: Housing Trainee Programme
• Lead organisation: Tai Tarian

Statement of support

Background:

The role of the housing officer has evolved over the last few years. This is largely due to the changing landscape including ‘no evictions into homelessness’, the cost of living crisis and a sharp increase in complexities and vulnerabilities. 

In response to this at Tai Tarian, we want to ensure we are current, adaptable and that our colleagues are up to date with not only legislative changes such as Renting Homes Wales Act and the Welsh Housing Quality Standard but also with the economic and social climate and being multiskilled across many service areas. 

We believe that investing on our people is the key to delivering a first-class service and ultimately building sustainable communities through creating a diverse workforce who are equipped to support our communities through a range of topics and issues. 

What we did:

We have transformed our approach to the development and recruitment of our housing officers and written a Housing trainee programme focused on equipping colleagues with the skills, knowledge, practical experience and confidence to manage occupation contracts in an ever-changing social housing environment. 

Our goal is to create a learning library for all level of development which sets out the ‘Tai Tarian Approach’ ensuring consistency and an absolute commitment to developing the ‘best in class’. Other programmes in various stages of development include ‘apprentices’ and ‘quantity surveyors’ along with how we develop colleagues into leadership roles. 

At a glance:

Our housing trainee programme runs over two years and upon successful completion, colleagues will be placed into the next available housing officer roles. 

Our intake is decided on forecasted leavers and all trainees are on permanent contracts. 

Our trainees have a coach and mentor which is consistent throughout and complete regular check ins and catch-up meetings with Heads of Service on progression and progress. 

Broadly our programme places trainees into the following areas:

• Housing management
• Income and financial inclusion
• Lettings
• Voids
• Damp, mould and condensation
• Complaints
• Enhanced housing
• Repairs
• Haven
• Change management/data
• Housing transformation/policy/procedure

In each stage of the programme detailed above there is set criteria to learn, understand and gain skills. This is prescribed as placement learning goals, so each trainee comes away from each work placement area with the same level of knowledge and practical experience. 

We are also reviewing our forecasted leaver information to have a strong understanding of how many trainee posts we need to ensure we maintain great service levels to our contract holders over time. We appoint out trainees from both internal and external candidates to ensure we are progressing our in-house colleagues and giving opportunities to those from outside the organisation. 

Our trainees are just over a year into their programme, and we meet with them regularly to see how they are progressing and if there are any improvements we can make. We are committed to continuous improvement and are passionate about creating clear development paths for our colleagues and being the best we can be for our contract holders. 

We are confident that exposure to all these areas will create a workforce of multi-skilled, informed and engaged colleagues who are equipped to deal with today’s complexities and challenges. We want our colleagues to feel valued by the investment as well as engaged and supported throughout their traineeship. 

Outcomes and achievements

Testimonials:

Simon Jones: “I was really excited to take on the role of mentor for the trainee programme because I understand how important the right support and opportunities are, and I wanted to help others. It’s been really rewarding to see the trainees grow. They have embraced every challenge and the mix of things in the programme keeps it engaging and interesting. It’s great to see how much progress they’ve made in such a short time. I’m proud to be part of something that’s not just helping develop future professionals, but also really making a difference to the contract holders they work with every day.”

Rhodri Griffiths: “I applied for the trainee housing officer to gain the skills, knowledge and experience needed to progress my career. I am gaining knowledge of how different departments within the organisation operate, gaining experience and learning how to carry out each officer role effectively. To date, I have spent time with lettings, tenancy relations, change management and transformation gaining experience, knowledge and skills from each. In each department I have received great mentoring and support from experienced colleagues. I look forward to continuing my learning throughout the remainder of the traineeship programme.”

• Project name: Repairs Academy
• Lead organisation: Cardiff Council

Statement of support

• Repairs Academy is a Cardiff Council initiative run by the responsive repairs unit to train and develop a skilled workforce for maintaining council homes.
• Offers apprenticeships, trainee roles, and work experience in trades like plumbing, carpentry, painting, and plastering.
• Supports young people and those without formal qualifications, often in partnership with the Into Work service.
• Focuses on green skills and future technologies to meet sustainability goals.
• Many participants progress to formal qualifications and permanent roles, with strong mentoring and community impact.
• Attending job fares to increase interest and encourage applicants to apprentices.

Outcomes and achievements

In response to post-pandemic supply chain challenges, Cardiff Council’s responsive repairs unit (RRU) demonstrated decisive and innovative workforce planning. A critical shortage in scaffolding operatives—mirrored across the industry due to a lack of apprentices and competitive private sector rates—left a vacancy unfillable. Rather than outsourcing, the Repairs Academy, supported by RRU, launched an internal recruitment initiative. Interviews were held with non-skilled maintenance staff, offering them the opportunity to undertake a scaffolding qualification funded by RRU. Two staff members are now training as scaffolders and working as scaffolding labourers, with a clear pathway to fill the vacancy once qualified. This approach not only addressed immediate labour gaps but also created upward mobility for existing staff.

The team extended this proactive model to other trades. When a shortage in plastering operatives was identified and no local college offered a plastering course, the team partnered with a college further afield. They promoted travel support and the benefits of working with a leading organisation, resulting in two new plastering apprentices joining RRU. Currently, the team supports eight apprentices and continues to collaborate with schools, colleges, and Into Work services to maintain a steady pipeline of talent. 

Recognising the need for flexible entry points into the sector, the team created the role of “RRU trainee.” This provides basic training for individuals who may not wish to pursue formal qualifications but are keen to work in construction. These trainees are encouraged to apply for maintenance roles or apprenticeships once they identify their preferred trade. All apprentices and trainees are paid the living wage, reinforcing the council’s commitment to fair employment.

Diversity is a cornerstone of the Repairs Academy. The team launched a campaign to recruit more women into the industry, working closely with the Corporate Women’s Network. By revising job advertisements to be more inclusive and appealing, they successfully recruited a female apprentice, marking a significant step toward gender balance in construction. 

To further strengthen employment outcomes, the team is developing a partnership model with local housing associations. This aims to create a shared pool of apprentices, ensuring that once qualified, individuals have direct pathways into skilled employment across the sector. This collaborative approach enhances workforce planning, supports underrepresented groups, and builds resilience across Cardiff’s housing services. 

Application and interview support is embedded into this process through fortnightly recruitment workshops, ensuring candidates are well-prepared and confident. This holistic model—combining internal upskilling, strategic partnerships, and inclusive recruitment—exemplifies the council’s commitment to innovation, equity, and excellence in housing service delivery.

• Project name: Llanw Learning & Development Journey
• Lead organisation: Llanw

Statement of support

Llanw is committed to creating a professional, learning-focused culture across all colleagues. Central to this is ensuring everyone feels supported, empowered, and confident to deliver excellent services to tenants while developing their skills and knowledge.

Learning and development at Llanw is embedded in multiple ways. Llanw runs quarterly communication and learning sessions, evolved from Toolbox Talks, which combine a business briefing, essential training, and opportunities for colleague input and feedback. These sessions cover updates from across the organisation, share lessons learned, and provide refreshers on key topics. They are carefully structured to minimise disruption to day-to-day work, ensuring colleagues can continue delivering essential services while actively engaging in professional development. One colleague reflected: "I found the content really useful, especially learning about updates and hearing about other people's successes. It was encouraging and nice to hear management give praise to others, which further added to the positive atmosphere."

In addition to in-person sessions, Llanw provides online learning opportunities, offering shorter, flexible courses and bite-sized modules. These allow colleagues to learn at their own pace, develop skills in key areas, and respond to the evolving needs of the service.
Team-building and experiential learning are integral to Llanw’s approach. For example, Llanw’s first birthday celebration brought colleagues together to share performance updates, participate in workshops, and hear from keynote speaker Sam Warburton about the importance of teamwork. As one colleague said: "The celebration was fantastic, full of energy, packed with fun, and highlighted by a brilliant guest speaker who truly captivated the audience."

New apprentices are welcomed through informal induction sessions with mentors and tutors, helping them build strong working relationships from day one. Their first week includes a full induction to the entire business, meeting colleagues from across all departments and undertaking health & safety training, so they can get out on site as soon as possible to see how Llanw operates and meet our customers. The week culminates with a team-building adventure off-site, where apprentices and mentors take on the Brecon Beacons in a gorge scrambling and waterfall jumping activity, creating bonds, teamwork, and an understanding of the importance of collaboration.

Bi-weekly quality reviews ensure colleagues receive structured feedback, boosting confidence, knowledge, and performance in customer-facing roles. A values-driven culture, centred on honesty, adaptability, and transparency, underpins all learning and development activity, empowering colleagues to take ownership of their growth and professionalism.

By combining structured learning, flexible online options, team-building, and ongoing feedback, Llanw ensures colleagues are skilled, confident, and equipped to deliver high-quality services to tenants while continually improving and developing as professionals. 92.1 per cent of colleagues shared that they would recommend Llanw as a great place to work, reflecting a highly engaged and motivated workforce.

Outcomes and achievements

Llanw’s approach to professionalism, learning, and development has delivered measurable outcomes across the organisation.

Quarterly communication and learning sessions have provided structured, accessible learning opportunities without disrupting customer-facing work. Bite-sized online learning modules have enabled colleagues to develop skills flexibly, increasing engagement with training and supporting continuous professional growth.

Team-building initiatives, such as workshops during the first birthday celebration and Brecon Beacons gorge walking for apprentices and mentors, have strengthened collaboration, reduced silo working, and fostered positive workplace relationships. Keynote sessions, including talks from Sam Warburton, have reinforced the importance of teamwork and individual contribution.

Bi-weekly quality reviews ensure continuous improvement in customer-facing roles, resulting in faster call handling times, improved colleague confidence, and more effective complaint resolution. Colleagues consistently report feeling supported, empowered, and safe to learn in a values-driven environment.

Feedback from staff reinforces the positive culture. One colleague said: “I found the content really useful… it was encouraging and nice to hear management give praise to others.” Another commented: “The celebration was fantastic, full of energy… a brilliant guest speaker who truly captivated the audience.”

92.1 per cent of colleagues would recommend Llanw as a great place to work. Together, these initiatives have created a sustainable culture of professionalism, continuous learning, and high performance across Llanw.

• Project name: Delivering Excellence in Property: Mastering Residential Letting
• Lead organisation: Gower College Swansea
• Partner organisations: Dawsons Estate Agents, Rent Smart Wales, Newydd Housing Association, Cadwyn, Cardiff Council

Statement of support

Approached by an employer in the private rented sector (PRS) a gap in the market in Wales for training for staff working in the PRS was identified. While their staff had completed the L2 Apprenticeship in Housing, which included working towards the level 2 CIH Certificate in Housing, the next level of qualification was more aligned with social housing and did not meet their specific needs. To address this gap, the team took a proactive approach assigning a trainer with direct experience in the PRS to develop a progression route for those wanting to learn/ develop. This was crucial as first hand knowledge and personal experience allowed them to develop a programme that was highly relevant and relatable. The curriculum was developed in line with Welsh legislation, The Renting Homes (Wales) Act 2016, and delves into crucial aspects of the day to day running of a letting agency. Learners are trained on the legal requirements at the start and the end of contracts, including essential documentation and routine procedures. The program includes a strong focus on customer service skills, aiming to improve interactions between landlords, tenants, and other stakeholders to increase satisfaction and actively promote good standards of privately rented accommodation. It also empowers agents by providing them with the fundamental knowledge needed to carry out their roles effectively and responsibly. By equipping learners with these essential skills for residential property management, the qualification enhances career prospects, supports professional development, and promotes high standards of customer service, legislative compliance, and best practices within Wales’s PRS. 

After securing approval from the CIH to deliver the L2 Award in Letting and Managing Residential Lettings, the team collaborated with local letting agents to tailor delivery around business need. By embedding their specific policies and values into the course content, we ensured the training was directly applicable. For instance, we established a strong partnership with Dawsons Estate Agents who see this qualification as a benchmark for professionalism. The company has fully invested in its staff by providing paid time off for training allowing their employees to come into college to discuss best practices and explore the nuances of lettings in Wales. We are currently on the second cohort of learners with a third wating to enrol. Ricky Purdy, business owner and head of residential lettings, Dawson’s Estate Agents said, "this has been an excellent addition to our training programme. Our team have found it both relevant and engaging, with clear takeaways they can apply immediately in their roles. It is already making a positive impact in building confidence and consistency across the lettings department, and I believe it will be instrumental in setting a benchmark for professional standards in our industry".

This investment in staff development leads to a more professional sector which directly benefits tenants through better-managed properties, fairer practices, and improved service. Trained staff are better equipped to handle issues like repairs, leading to quicker resolutions, and their enhanced communication skills ensure a more respectful and efficient experience. A more knowledgeable agent can also serve as a better source of information for tenants, promoting a clearer and more transparent relationship from the start.

Delivery began Jan 25, with a strong start. 24 learners enrolled to date with learners from Dawsons Estate Agents, Seraph Property Management, Rent Smart Wales, Cardiff Council, Cadwyn, and Newydd Housing Association. In addition to upskilling existing staff, the program has also attracted individuals aspiring to enter the field, bringing new talent into the PRS.

Outcomes and achievements

16 learners have completed their qualification with eight still in learning. Demand is evident, with a waiting list of learners eager to enrol demonstrating recognised value. Building on this success, and from feedback from employers and learners, a progression route is in development providing a pathway for learners to continue their professional growth and further enhance their expertise in the field.

Kristian Davies, residential lettings operations director, Dawsons Estate Agents, said “Covering both lettings and property management, the course addressed subjects directly relevant to our day-to-day responsibilities and more. The content was well structured and delivered clearly, in manageable sections that catered to a variety of learning styles. Anyone working in lettings would benefit from completing this qualification, whether as a refresher or as an opportunity to gain new knowledge. I believe all team members should aim for at least a level two qualification in future. This would help Dawsons maintain its position as an industry leader, while ensuring consistency and best practice across the department and wider company.

Personally, I thoroughly enjoyed every minute of the course and would highly recommend making it available to as many staff members as possible. I’m looking forward to progressing to level three.”