Thank you to all members that joined us this month to hear about the findings of the Ombudsman’s Annual Complaints Review.Tell us what you thought We’d love to hear your feedback about the meeting and if you found it useful hearing about the findings in the report. Tell us how you found itPoll results from January meetingsChecking your landlord’s performance dataAt the meeting, we asked how many of you had searched our website for your own landlord’s performance data. Over the 2 meetings, 53% of attending panel members said they had, or knew how to.You can check your landlord’s performance on our website. We publish an annual report for every landlord with 5 or more findings. Search for landlord performance dataHow can I catch up?If you missed it you can catch up on the recording and read the presentation slides on the Resident Panel hub. Catch up on the Resident Panel hubRegister now – How to complain to your landlord sessionsWant to know more about how to complain to your landlord?The Ombudsmanโs Centre for Learning is running 2 sessions exclusively for the Resident Panel on how to complain to your landlord about an issue in your home. What to expect The session will cover a range of frequently asked questions from residents, including: what to expect when you complain to your landlord what to do if your landlord does not respond to a complaint the difference between a complaint and a service request information to include when making a complaint who can bring a complaint to the Housing Ombudsman You can register for one of the sessions below. The session will be 1-hour and take place on Zoom. You only need to register for one of the sessions. Wednesday 5 March 20255pm – 6:15pmRegister now for 5 MarchTuesday 11 March 202512pm – 1:15pmRegister now for 11 MarchA safe space to share your viewsWe have set out expectations for panel members and when we may apply our policy on unreasonable behaviour.Acceptable use guideResident Panel hubA place to have your say on the latest consultations, surveys, and provide evidence for our Spotlight reports.Resident Panel hubChanged your mind?If you no longer wish to be a member of the Housing Ombudsman Resident Panel, please send us an email at residentpanel@housing-ombudsman.org.uk with your full name and email address and we will remove you from our mailing system.About the Housing Ombudsman ServiceWe are a free and impartial dispute resolution service that investigates complaints from residents and leaseholders of member landlords (housing associations and local authorities), as well as for our voluntary members (private landlords and letting agents).Our vision is to improve residentsโ lives and landlordsโ services through housing complaints.Residents | Landlords | Contact usConnect with us on LinkedInYou have received this email because you are a member of the Housing Ombudsman Resident Panel. This email contains web beacons. For more information on what information is captured, please see our Cookie Notice and Privacy Notice. Unsubscribe
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Mervelee Myers will publish a series of Ebooks of my writing from when I joined social media in the summer of 2009 after returning from visiting Jamaica. 2009 is the year when I turned 50 years old and became a graduate, I want the world to be aware of my journey with challenging systemic discrimination after experiencing bereavement and losses. I had my first nervous breakdown after the death of my brother aged 56 years old with colon cancer, working at Kings College Hospital NHS Foundation Trust. The fact that my 101-year-old husband was taken to Kings College Hospital after my stepson assaulted me on the 9th of March 2024 a day when the family gathered to celebrate his birthday at my home must be highlighted. I made “Reasonable Adjustments” to my house so my husband could come home for his “Palliative Care” because his son changed the locks on the doors to stop him from returning home to die.
The “Quality Care Commission” is not “Fit For Purpose” and therefore, Mervelee Myers must share “The Experience Of Multiple Discrimination” of Dr. Maria Hudson’s research paper for the Policy Studies Institute recommended to ACAS. It is time the world wakes up to why there is an uprising by white people in the UK in 2024. Because on the eve of “Mothering Sunday 2015, I wrote to http://www.leyf.org.uk senior HR Dilys Epton I was DEPRESSED and slowly dying of torture. When the CEO June O’Sullivan MBE sanctions the discrimination that labels me UURICA-LE. On 30th November 2020, I was beaten inside my house when Holly Sweeny led her colleagues to murder me under cover of LEYF Margaret Horn Lecture to say I committed SUICIDE. I was made a CRIMINAL needing Emotional Regulation Treatment when the solicitors took “Legal Aid” to convict me.
On 27th September 2021 Richard Harty called my mobile and the conversation was recorded on YouTube. This was one of the 3 incidents that happened on that date to trigger me. I was robbed of the money I took in to pay my daughter-in-law’s “University Fees”. I did not receive the “Medical Report” from the GP Surgery. I was harassed, bullied, and intimidated by Barclays when I returned to resolve the matter. I was locked in the bank for over an hour waiting for the Police to show up. In the meantime, Barclays was closing my account. I was kicked out of the University of East London by Richard Harty despite being assigned a “Mental Health Practitioner.
My stories are documented despite social media harvesting my intellectual property, copyrights, images, and CPPDP. My website http://www.myvision.org.uk was stolen by Guy Lawful and Mark Upton in 2022. But the biggest shock is those involved in the hate crimes after Deborah Agnes Gilchrist broke the glass to the “Communal Door” on the 13th of December 2021. By “Christmas Eve” 2022 I had to barricade myself inside, my brother who was on the mobile with me from the USA for over an hour before the Police arrived was refusing to give me a reference. He has since declared me MAD and turned families and friends against me.
I will end by saying those responsible must not get away with threats of IMPRISONMENT and EVICTION because my stories are online. I will use the available resources to share why “EARLY INTERVENTION IS KEY TO SURVIVAL”. So no other 17-year-old schoolboy does not target little girls with a weapon. I was the EYFS coordinator, SENCO and Multigenerational Working Approach Facilitator at LEYF when I did the “A Voice of a Child” project for June O’Sullivan in 2010. Only to realize Richard Harty panicked and kicked me out of the UEL because of his Men In Childcare bloggers who are June O’Sullivan’s Drag Queen Storytellers.
I am a storyteller who will be sharing the HMCTS miscarriages of justice and the roles of the “Legal System” in criminalizing women who dare to challenge discrimination put children, young people and vulnerable adults at risk of safeguarding.
Consultation on our Business Plan 2025-26 and Corporate Strategy 2025-30The Housing Ombudsmanโs vision is healthier homes, fairer services, and trusting relationships. In November, we met with the Resident Panel to pre-consult on our Corporate Strategy 2025-30. Through meeting polls and a post meeting survey, 80% of you said this new vision is reflective of our developing role in the sector. Consultation on our Business Plan 2025-26 and 5-year Corporate Plan is now open. We encourage you to take part to provide feedback on how we are going to deliver an effective and efficient service, now and into the future. We would also ask that you tell your community, your landlord, and any agencies you work with about this opportunity to have their say the work we are doing to help improve landlord services and make the housing sector thrive. The consultation will run until 31 March 2025. The Corporate Strategy proposes 4 strategic objectives: provide an excellent, person-centred service โ this was ranked most important by the Resident Panel drive positive local complaints handling cultures support better services through insights, data, and intelligence extend powers and engage with partners to support closing gaps in redress By the end of this year, we are forecast to handle 43,000 complaints from residents about their landlords. The strategy also sets out our plan to transform our processes and systems and develop our people to respond to an increase in demand following another record year of complaints in 2023-24. Tell us your viewsBuilding Safety Regulator is recruiting panel members to help shape building safetyDo you live in a high-rise building in England? Do you want a say in how your building is kept safe? The Health and Safety Executiveโs Building Safety Regulator (BSR) is looking for new members to join its Resident Panel, a group that provides advice and guidance on the future of building safety regulations. The panel ensures that residents real-life experiences directly inform how the Regulator operates. By sharing your views, you can help shape policies, procedures, guidance, and communications – making a meaningful difference in the safety of high-rise buildings. Who they are looking for BSR are inviting residents of high-rise buildings across England to apply. The panel aims to represent a broad mix of residents from different housing types, including social housing tenants, private renters, and leasehold owners. They are particularly keen to hear from: residents under 30 years old people with disabilities people living in private rented accommodation The panel will consist of 20 to 25 members, including residents and representatives from relevant organisations. BSR are looking for residents who are engaged, willing to share their experiences, and open to discussions that respect differing perspectives. Please note that the BSR panel is not part of the Housing Ombudsman Resident Panel, and we are not involved in the outcome of an application. Find out more and apply on BSR websiteA safe space to share your viewsWe have set out expectations for panel members and when we may apply our policy on unreasonable behaviour.Acceptable use guideResident Panel hubA place to have your say on the latest consultations, surveys, and provide evidence for our Spotlight reports.Resident Panel hubChanged your mind?If you no longer wish to be a member of the Housing Ombudsman Resident Panel, please send us an email at residentpanel@housing-ombudsman.org.uk with your full name and email address and we will remove you from our mailing system.About the Housing Ombudsman ServiceWe are a free and impartial dispute resolution service that investigates complaints from residents and leaseholders of member landlords (housing associations and local authorities), as well as for our voluntary members (private landlords and letting agents).Our vision is to improve residentsโ lives and landlordsโ services through housing complaints.Residents | Landlords | Contact usConnect with us on LinkedInYou have received this email because you are a member of the Housing Ombudsman Resident Panel. This email contains web beacons. For more information on what information is captured, please see our Cookie Notice and Privacy Notice. Unsubscribe
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Consultation is open on our Business Plan 2025-26 and 5-year Corporate Strategy and we want to hear from you about our plans to deliver an efficient and effective Ombudsman.
Ombudsman consults on 2025-26 Business Plan and 5-year strategy for healthier homes, fairer services and trusting relationships
6 March 2025
Ombudsman consults on 2025-26 Business Plan and 5-year strategy for healthier homes, fairer services and trusting relationshipsPrint
The Housing Ombudsman is seeking views and feedback from residents, landlords, advocacy agencies, representative groups, MPs and councillors on its Business Plan 2025-26 and Corporate Strategy for the next 5 years.
The consultation runs from Thursday 6 March to Monday 31 March and provides an opportunity to shape the work of the Ombudsman to support a thriving housing sector.
The demand for the Ombudsmanโs service has more than doubled in the last 2 years and its statutory role has also expanded.
The Ombudsmanโs Corporate Strategy proposes 4 objectives:
provide an excellent, person-centred service
drive positive local complaints handling cultures
support better services through insights, data, and intelligence
extend powers and engage with partners to support closing gaps in redress
These objectives focus on:
improving the customer journey through its own service by reducing the time it takes to investigate each complaint, with most cases to investigated within 6 months by the end of the strategy period
fair treatment of resident complaints across England and focus on leadership and governance, particularly the role of the Member Responsible for Complaints, in supporting positive complaint handling culturesโฏ
enabling open source of our casework data and sharing learning from complaints with the sector to improve services and prevent complaints needing Ombudsman intervention โ this will build on the Centre for Learning, which now has over 12,000 users
The strategy also sets out its plan to transform systems, processes, and how it will develop its people to deliver an effective and efficient service, now and into the future.
Making impact in these areas is crucial as the Ombudsman is forecast to handle 43,000 this year, with demand increasing following another record year of complaints in 2023-24, including:
40,876 enquiries and complaints, of which 8,176 were accepted for investigation โ a 60% increase compared to the same period last year
5,465 determinations issued โ an increase of 107% from the previous year
a 58% reduction in cases that have been with the service for over 12 months
21,740 remedies made to put things right for residents, including ยฃ4.9m of financial compensation โ a ยฃ1.3 million pound increase from the year before
85% of cases investigated found failings by a landlord
resident satisfaction targets were met throughout the year
The Ombudsman is not proposing to increase the fee it charges members in 2025-26.
Richard Blakeway, Housing Ombudsman, said: โWe want to see the housing sector thrive during these challenging and changing times, to grasp new opportunities, and to champion healthier homes and fairer services.
โThe strategy looks to reimagine our relationship with residents, creating simpler and easier access to housing redress. Doing so in a way that is person-centred, with faster decisions โ offering a genuine alternative to legal action. This builds on our work to meet to the unprecedented volumes of casework we have seen.
โAnd we look to do the same for landlords, where we will continue to provide accountability, redress and transparency. We want to do more to strengthen local resolution, build trust, and move from transactional engagement, based on individual complaints, to strategic support through our Centre for Learning.
โI want residents know their rights and be treated fairly and respectfully, whether their complaint comes to us or not, helping to make relationships between residents and landlords stronger and more trusting.
โFinally, it deepens our relationship with the wider regulatory system, given the unique and independent perspective we offer, by providing insight, open data and alerting it to emerging concerns for enforcement and regulatory bodies, as well as policymakers.โ
How to take part
This consultation is split into 2 surveys.
Survey 1: Corporate Strategy 2025-30 consultation
The first is asking for views on the Housing Ombudsmanโs Corporate Strategy 2025-30. It introduces 4 strategic objectives and a strategic enabler. Each section sets out the aims and Key Performance Indicators (KPIs) it will use to measure the success of each over the next 5 years.
The second part is asking for views on the Housing Ombudsmanโs Business Plan 2025-26. This gives more detail on planned activities between April 2025 and March 2026 to start to deliver the strategic objectives and enabler in year one.
You can take part in the consultation online. Complete both surveys to have your say on what we are doing this year, and over the next 5 years.
This consultation will close on Monday 31 March 2025.
Other ways to take part
If you need help responding to this consultation or would like to respond in a different format, please call us on 0300 111 3000. Our opening hours can be found on our website.
Please note, this form is to collect feedback to improve the website.Comments will not get a response from the Housing Ombudsman Service.If you need advice, please contact us.
Consultation on our Corporate Strategy 2025-30 and Business Plan 2025-26
Healthier homes, fairer services, and trusting relationships
We are seeking views and feedback from residents, landlords, advocacy agencies and elected representatives on our Business Plan 2025-26 and Corporate Strategy for the next 5 years.
The demand for our service has more than doubled year on year with expanded remit and increased customer awareness. The Corporate Strategy sets out our plan to transform systems, processes, and technology to deliver an effective and efficient service, now and into the future.
Our vision is healthier homes, fairer services, and trusting relationships and the strategy contains 3 key focuses:
improving the customer journey through our own service by reducing the time it takes to investigate each complaint
fair treatment of resident complaints across England by monitoring landlord compliance with the statutory Complaint Handling Code
sharing learning from complaints with the sector to improve services and prevent complaints needing Ombudsman intervention – this will build on the Centre for Learning, which now has over 12,000 users
This consultation consists of 2 surveys.
Survey 1: Corporate Strategy 2025-30 consultation
This survey asks for your views on the Housing Ombudsman’s Corporate Strategy 2025-30. It introduces 4 strategic objectives and a strategic enabler. Each section sets out the aims and Key Performance Indicators (KPIs) we will use to measure the success of each over the next 5 years.
Survey 2: Business Plan 2025-26 consultation
The second part asks for your views on the Housing Ombudsman’s Business Plan 2025-26. This gives more detail on planned activities between April 2025 and March 2026 to deliver the strategic objectives and enabler in year one.
How to take part
Complete both surveys to have your say on what we are doing this year, and over the next 5 years.
This consultation will close on Monday 31 March 2025.
Other ways to take part
If you need help completing this form, please call us on 0300 111 3000
ConsultationConsultation on our Corporate Strategy 2025-30 and Business Plan 2025-26 is currently at this stageThis consultation is open for contributions.
Under Reviewthis is an upcoming stage for Consultation on our Corporate Strategy 2025-30 and Business Plan 2025-26Contributions to this consultation are closed for evaluation and review. The project team will report back on key outcomes.
Final reportthis is an upcoming stage for Consultation on our Corporate Strategy 2025-30 and Business Plan 2025-26The final outcomes of the consultation are documented here. This may include a summary of all contributions collected as well as recommendations for future action.
Business Plan 2025-26 | Strategic objective 1: Provide an excellent, person-centred service
Below we set out our aims to meet strategic objective 1 and the activities planned for 2025-26 to deliver it.
Aim 1.1 Our services are human-centric, trusted, and provide a positive customer experience for residents.
Aim 1.1 activities:
options appraisal on preferred option for our enquiries serviceโฏ
resident and landlord research to support development of a customer charter, customer service offer, and channel strategyโฏ
design approach to customer co-creationโฏ
implementation of our updated quality strategy and assurance frameworkโฏ
Aim 1.2 Our service uses a range of techniques to provide resolution at the earliest opportunity.
Aim 1.2 activities:
trial techniques for early resolution which maintain quality and impactโฏ
continue to evolve Dispute Support & Resolution (DS&R) ways of working, processes, systems, and structures to be able to maximise our effectiveness and efficiencyโฏ
Aim 1.3 Our remedies are effective, appropriate, restorative, and complied with by landlords.
Aim 1.3 activities:
research on effective restorative orders, focused on rebuilding trust where the relationship between the landlord and residents has broken downโฏ
Aim 1.4 We continue to develop our approach to casework to drive fairness in service delivery and reflect changes to landlord duties.
Aim 1.5 Our investigations support landlords to understand what led to service failure, prevent future complaints, and fulfil their obligations.
Aim 1.4 and 1.5 activities:
development and implementation of guidance in response to new landlord duties and expectations
on-going cyclical review of existing guidanceโฏ
discovery exercise on creation of a sector compensation calculatorโฏโฏโฏ
work with residents and members to develop our metrics for the impacts of individual investigations and fairer servicesโฏโฏ
Key Performance Indicators for strategic objective 1
In 2025-26, we will measure the success of strategic objective 1 using the following Key Performance Indicators (KPIs).
Increased resident and landlord satisfaction with our service provision (aims 1.1, 1.2, 1.3):
improved resident satisfaction scores at enquiries (increasing by 5% on 2024-25 year-end position)โฏโฏโฏ
maintained resident and landlord satisfaction scores following investigation (80% for cases upheld, 60% for cases not upheld)โฏโฏ
Maintained casework quality (aim 1.1):
maintained quality scores for investigations (95%)โฏโฏโฏ
* Subject to confirmation following the evaluation of our early resolution trial and other measures to increase output
Note: Targets may need to be revisited following confirmation of the start and scope of Awaabโs Law
Maintained or increased compliance with our orders (aim 1.3):โฏ
95% compliance by target dateโฏ
99% compliance within 3 months of target dateโฏ
Our individual investigations lead to fairer service delivery (aim 1.4, 1.5)โฏ:
this target will be developed over the year after engaging with residents and membersโฏto understand what fairer service delivery means to them and set appropriate measures for following years
4.
Do you support the actions planned for 2025-26 under strategic objective 1?* required*Strongly supportSupportNeither support or do not supportDo not supportStrongly do not support
5.
Do you have any comments or observations you would like to make on strategic objective 1 or the activities planned for it?PreviousNext
Stage 2 of the Procedures. Ms H Presley is in need of SUPPORT and her son is worried she will commit SUICIDE. This will be shared across the world like when I was page 1 of ITV News for Windrush 70. The Queen Camilla will be embroiled in this SCANDAL because she was a participant in the ITV Documentary. Reference 570MC490 for the claims I issued against HOS. Sara Elizabeth Beecham will be implicatedโฆ
Business Plan 2025-26 | Strategic objective 2: Drive positive local complaint handling culturesโฏ
Below we set out our aims to meet strategic objective 2 and the activities planned for 2025-26 to deliver it.
Aim 2.1 We evolve our duty to monitor compliance with the Complaint Handling Code.โฏ
Aim 2.2 We expand our Centre for Learning content to support better local complaint handling.โฏโฏ
Aim 2.3 We focus on leadership and governance, in particular, the role of the Member Responsible for Complaints, in supporting positive complaint handling cultures.
Aim 2.1, 2.2 and 2.3 activities:
we embed our approach to compliance in policy and begin to test compliance in practiceโฏ
we use information gathered from year one duty to monitor submissions to produce content for the Centre for Learning, aimed at complaint handlers.โฏ
we explore how we can support complaint handling professionalisation in the sectorโฏ
we design dedicated tools aimed at those holding the Member Responsible for Complaints roleโฏโฏ
we commission research to identify organisations with positive complaint handling cultures and the common behaviours, processes and practices demonstrated by their governing bodies and senior leadersโฏโฏ
Aim 2.4 Residents are aware of their right to complain, are adequately supported in accessing the complaints process and are signposted to the Ombudsman.
Aim 2.4 activities:
continue targeted awareness raising activities based on EDI and geographical analysis of residents accessing our service less frequently than othersโฏ
reshape our Meet the Ombudsman eventsโฏโฏ
increase the volume and range of support for residents who are making a complaint on our website
Key Performance Indicators for strategic objective 2
All of the following targets will be developed over the year and will be supported by engagement with Membersโ Responsible for Complaints. We will also create a robust surveying methodology and/or use of existing survey results and analysis of our data to set the current baseline and stretching targets for the following years.
Social landlords demonstrate positive complaint handling cultures, compliance with the Complaint Handling Code and practice aligns with policy (aims 2.1, 2.2, 2.3):
Members Responsible for Complaints report maintained or increased positive impact of our work on their landlordโs complaint handling
reduction in Complaint Handling Failure Orders (CHFOs) issued for non-engagement with compliance monitoring activity within timescales
reduction in CHFOs issued for compliance in policy over the lifetime of the strategy
landlords non-compliant in complaint handling practice implement all recommendationsโฏโฏ
Maintained or increased resident awareness of their right to complain (aim 2.4):โฏโฏ
maintained or increased resident awareness of their right to complain and the Ombudsman
6.
Do you support the actions planned for 2025-26 under strategic objective 2?* required*Strongly supportSupportNeither support or do not supportDo not supportStrongly do not support
7.
Do you have any comments or observations you would like to make on strategic objective 2 or the activities or KPIs planned for it?PreviousNext
Housing For Women tenants are on the verge of been IMPRISONED EVICTED via UNLAWFUL INJUNCTION because the HOS is party to DISCRIMINATION. A son is scared his mother will commit SUICIDE. Reasons Sara Elizabeth Beecham will be exposed with Tristan Salter of Five Paper Chambers.
Business Plan 2025-26 | Strategic objective 3: Support better services through our insights, data, and intelligenceโฏ
Below we set out our aims to meet strategic objective 3 and the activities planned for 2025-26 to deliver it.
Aim 3.1 We hold individual landlords to account where there are repeated service failures by engaging with them to address root causes.
Aim 3.2 We promote fairer outcomes in services where systemic failings are identified.
Aim 3.1 and 3.2 activities:
review our approach to holding individual landlords to account in the light of proactive consumer regulation and begin to implement the conclusionsโฏโฏ
review our approach to thematic work and its interaction with our other powers and publications, and begin to implement the conclusions
Aim 3.3 We share information with regulators, enforcement bodies and other delivery partners to promote accountability.
Aim 3.4 We are pro-active in sharing our work with elected representatives, think tanks and public policy makers to inform debate and policy proposals.
Aim 3.3 and 3.4 activity:
we map stakeholders, make contact, and begin to share relevant workโฏโฏโฏโฏ
Aim 3.5 We help to stimulate debate and support better understanding of the social housing sector by allowing open access to our casework data.
no planned activities for 2025-26
Key Performance Indicators for strategic objective 3
The following targets will be developed over the year supported by engagement with landlords. We will create a robust surveying methodology and analysis of our data to set the current baseline and stretching targets for following years.
Our work drives fairer services and healthier homes (aims 3.1, 3.2):
increased proportion of landlords that agree their services are fairer or their homes are healthier as a result of our thematic work
increased proportion of individual landlords that agree their services are fairer and their homes are healthier as a result of our further investigations
increased proportion of landlords that find our Centre for Learning tools are helpful in driving fairer services and healthier homesโฏ
We play an active role in the system of landlord accountability (aim 3.3):โฏ
information is shared with regulators, enforcement bodies, and other delivery partnersโฏโฏโฏ
Our work is used to inform policy debate (aim 3.4):โฏ
our work is referenced in policy development and public debateโฏ
8.
Do you support the actions planned for 2025-26 under strategic objective 3?* required*Strongly supportSupportNeither support or not supportDo not supportStrongly do not support
9.
Do you have any comments or observations you would like to make on strategic objective 3 or the activities planned for it? PreviousNext
Business Plan 2025-26 | Strategic objective 4: Extend our powers and engage with partners to support closing gaps in redressโฏโฏ
Below we set out our aims to meet strategic objective 4 and the activities planned for 2025-26 to deliver it.
Aim 4.1 We will discuss gaps in independent, impartial, and accountable Ombudsman-level redress for residents, supported by straight-forward customer journeys and consistent outcomes, with partners from across the sector.
Aim 4.1 activity:
collaborating on the design and implementation of the Private Rented Sector Landlord Ombudsman,โฏif the Rentersโ Rights Bill receives Royal Assent and we are the scheme administrator
Aim 4.2 We design and implement the Social Tenant Access to Information Requirements (STAIRs) appeals service for housing associations.
Aim 4.2 activities:
complete work to design the Social Tenant Access Information Right (STAIRs) appeal serviceโฏโฏ
consult on changes to the Scheme to enable delivery of STAIRsโฏ
plan for implementationโฏโฏ
Key Performance Indicators for strategic objective 4
We will measure the success of strategic objective 4 using the following Key Performance Indicator (KPIs):
Aim 4.1: There are no planned measures of success
Aim 4.2: An effective STAIRs service from the go-live date – targets to be confirmedโฏin advance of go-live10.
Do you support the actions planned for 2025-26 under strategic objective 4?* required*Strongly supportSupportNeither support or not supportDo not supportStrongly do not support
11.
Do you have any comments or observations you would like to make on strategic objective 4 or the activities planned for it? PreviousNext
Business Plan 2025-26 | Strategic Enabler: Organisation design
An overarching enabler looks at our organisation and its people, processes, and systems to ensure it supports delivery of our Corporate Strategy 2025-30 and embeds our culture.โฏ The scale of our ambitions as set out in our strategic objectives and the change required to deliver means we are treating these enablers as a transformation programme.โฏโฏโฏ
People
Aim E1.1 We are a learning organisation, delivering continuous improvement and innovation.โฏ
Aim E1.2 Our people processes are values and behaviours-driven, health and wellbeing are prioritised and we are inclusive and value the benefits that diversity brings.โฏโฏ
Aim E1.3 We provide colleagues with clear pathways for career and skills development.โฏ
Aim E1.4 Colleague engagement is regularly checked and actively managed in our remote organisation.
Aim E1 activities:
begin the workforce and talent development programmeโฏโฏ
understand options to provide more flexibility in gradingโฏโฏ
benchmark our current total reward packageโฏ
look at tools to support more effective remote workingโฏโฏ
review approaches to effectively tracking colleague engagement and deployโฏโฏ
explore approaches for flexible resourcingโฏโฏ
design and implement other areas in accordance with strategic milestonesโฏโฏ
Structures and processes
Aim E2.1 We develop our governance, organisation design and management practices to meet the needs of a larger and more complex organisation.โฏโฏ
Aim E2.2 We build trust in our service through ethical practices and gaining external accreditations in key areas.
Aim E2.3 We develop our approach to Environmental, Social and Governance (ESG) and increase our reporting.
Aim E2 activities:
review our organisational design and begin to implement the changes required for successful strategic deliveryโฏ
transition from a corporation sole to a body corporate and embed excellent governance to support this new structureโฏ
explore ways to improve our workload and capacity planning and explore models linked to demand scenariosโฏโฏ
continue to research alternative fee regimes and their potential for application to social housing providersโฏโฏ
gain re-accreditation on our IT systems and evaluate progress on moving towards other schemesโฏ
Systems
Aim E3.1 We seek digital, data and technology developments which drive efficiency, support scalability, ensure compliance and meet customer needs.
Aim E3 activities:
develop a digital, data and technology strategy, including the potential for use of AI and automation, to support our new organisation design and strategic ambitions
begin to deliver against early strategic milestonesโฏ
Key Performance Indicators for the strategic enabler
All of the following targets are for achievement over the lifetime of the strategy, recognising that our transformation programme could have a negative impact before there is sustained improvement. During 2025-26 we will establish current baselines, and analyse our data to set the current baseline and stretching targets for following years. We will also begin the activities that will increase trust in our service and increase transparency about our impact on the world.
Colleagues support our values and behaviours and engagement scores increase across all directorates (aim E1):โฏ
increased colleague engagement survey scores over the lifetime of this strategy (measured from 2024-25 baseline)โฏโฏ
Colleagues participate in valued learning and development (aim E1):
increased proportion of colleagues undertaking non-mandatory learning and development activities over the lifetime of this strategy (measured from 2024-25 baseline)โฏ
increased colleague satisfaction with learning and development provision over the lifetime of this strategy (measured from 2024-25 baseline)โฏโฏ
Our organisation is more effective and efficient while continuing to meet the expectations of an armโs length body (aim E2):
reduced cost per Dispute Resolution case over the lifetime of the strategyโฏ
reduced cost per enquiry over the lifetime of the strategyโฏ
unqualified accounts each yearโฏ
Stakeholders trust the quality of our work and the insights this providesโฏ (aim E2):
we obtain external accreditations or comply with recognised good practice in areas where the benefits outweigh the costsโฏโฏโฏ
all colleagues commit to upholding our Code of Ethicsโฏ
we are peer reviewed and publish the outcome of thisโฏโฏ
We are transparent about the impact of our organisation on the world and increase our reporting(aim E2):
Environmental Social Governance (ESG) strategy is produced, and milestones are metโฏ
Systems and technology are efficient to use and effectively capture information (aim E3):
overall positive return on investment for all system, data, and technology projects
12.
Do you support the actions planned for 2025-26 under our strategic enabler?* required*Fully supportSupportNeither support nor do not supportDo not supportDo not support at all
13.
Do you have any comments or observations you would like to make on our strategic enabler or the activities planned for it? PreviousNext
Tell us your views on our new Corporate Strategy for 2025-30. The strategy introduces 4 objectives and an enabler with the key aims and measures of success for each.
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All fields marked with an asterisk (*) are required
Please tell us about yourself 1.
Select any that apply to you* required*ResidentLandlord or landlord staffRespresentativeWork or interest in the sectorMember of Parliament or CouncillorWork for the Housing Ombudsman ServiceNext
All fields marked with an asterisk (*) are required
Corporate Strategy 2025-30 | Strategic objective 1: Provide an excellent, person-centred service
Being in a dispute can be a challenging and emotional experience. As an alternative resolution provider, we can put people at the heart of our process and level the playing field between those with access to professional resources and those without, providing a genuine alternative to the court through a non-adversarial process.โฏ โฏ
During 2025-30 we want to improve the residentโs experience as they journey through our service. Our impartiality does not mean we lose empathy for or sight of the person at the centre of the dispute. We also want to find the most effective way to resolve disputes at the earliest opportunity and to prevent recurrences for other residents to ensure fair service delivery for all.โฏ
We also want to help landlords to strengthen their relationships with their residents by developing more restorative remedies and helping them to learn where things went wrong in individual cases.โฏ We will also continue to review our approach to investigation where new requirements are placed on landlords, for example, in relation to property condition.โฏโฏโฏ
Strategic objective aims
Aim 1.1: Our services are human-centric, trusted and provide a positive customer experience for residents.
Aim 1.2: Our service uses a range of techniques to provide resolution at the earliest opportunity.
Aim 1.3: Our remedies are effective, appropriate, restorative, and complied with by landlords.
Aim 1.4: We continue to develop our approach to casework to drive fairness in service delivery and reflect changes to landlord duties.โฏ
Aim 1.5: Our investigations support landlords to understand what led to service failure, prevent future complaints, and fulfil their obligations.โฏ 4.
Do you support strategic objective 1?* required*Strongly supportSupportNeither support or do not supportDo not supportStrongly do not support
Key Performance Indicators for strategic objective 1
We will measure the success of the objective using the following Key Performance Indicators (KPIs).
Increased resident and landlord satisfaction with our service provision (aims 1.1, 1.2, 1.3)โฏ:
improved resident satisfaction scores at enquiry over the lifetime of this strategy (measured from 2024-25 baseline)โฏโฏ
improved resident and landlord satisfaction scores following investigation over the lifetime of this strategy (measured from 2024-25 baseline)โฏ
Maintained casework quality (aim 1.1)โฏ:
maintained or improved quality scores for investigationsโฏ(measured from 2024-25 baseline)
โฏโฏ
Reduced casework timescales (aim 1.2)โฏ:
95% of high risk cases determined within 3 months by the end of the strategy periodโฏโฏโฏ
95% of cases determined within 6 months by the end of the strategy period
99% of cases determined within 12 months by the end of the strategy periodโฏโฏโฏ
โฏ
Maintained or increased compliance with our orders (aim 1.3):
95% compliance by target date (measured from 2024-25 baseline)
99% compliance within 3 months of target date (measured from 2024-25 baseline)
Our individual investigations lead to fairer service delivery (aim 1.4, 1.5):
to be developed with residents and members
5.
Do you agree with the Key Performance Indicators (KPIs) set out above?* required*Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree
6.
Do you have any comments or observations on strategic objective 1?PreviousNext
A positive complaint handling culture is based on ensuring resident awareness of and access to the complaints process, being fair, putting things right, and learning from outcomes. Our Complaint Handling Code (Code) empowers all landlords to resolve complaints themselves so fewer escalate to our service.
In 2025-30 we want to build on our Code compliance monitoring work.โฏIn 2024-25 this focused on complaint handling policies. During the strategy period we will focus on governing body scrutiny and oversight, with a particular focus on the Member Responsible for Complaints and testing compliance in practice where we have concerns. We will continue to take our approach of learning first โ highlighting to landlords where they need to improve before we take further action, sharing best practice and guidance from our cross-sector oversight, and producing a variety of learning tools hosted on our Centre for Learning.
Strategic objective aims
Aim 2.1:โฏ We evolve our duty to monitor compliance with the Complaint Handling Code.
Aim 2.2: We expand our Centre for Learning content to support better local complaint handling.
Aim 2.3: We focus on leadership and governance, in particular, the role of the Member Responsible for Complaints, in supporting positive complaint handling cultures.
Aim 2.4: Residents are aware of their right to complain, are adequately supported in accessing the complaints process and are signposted to the Ombudsman.7.
Do you support strategic objective 2?* required*Strongly supportSupportNeither support or do not supportDo not supportStrongly do not support
Key Performance Indicators for strategic objective 2
We will measure the success of strategic objective 2 using the following Key Performance Indicators (KPIs).
Social landlords demonstrate positive complaint handling cultures, compliance with the Complaint Handling Code and practice aligns with policy (aim 2.1, 2.2, 2.3):
Members Responsible for Complaints report maintained or increased positive impact of our work on their landlordโs complaint handling (independent survey โ baseline in 2025-26)โฏ
reduction in Complaint Handling Failure Orders (CHFOs) issued for non-engagement with compliance monitoring activity within timescales (baseline in 2024-25)โฏโฏโฏ
reduction in CHFOs issued for compliance in policy over the lifetime of the strategy (baseline in 2024-25)โฏโฏ
landlords non-compliant in complaint handling practice implement all recommendationsโฏโฏ
โฏ
Maintained or increased resident awareness of their right to complain (aim 2.4):
maintained or increased resident awareness of their right to complain and the Ombudsman over the lifetime of the strategy (independent survey โ baseline in 2025-26/use MHCLG awareness raising campaign data)โฏ
8.
Do you agree with the Key Performance Indicators (KPIs) set out above?* required*Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree
9.
Do you have any observations or comments on strategic objective 2?PreviousNext
A positive complaint handling culture is based on ensuring resident awareness of and access to the complaints process, being fair, putting things right, and learning from outcomes. Our Complaint Handling Code (Code) empowers all landlords to resolve complaints themselves so fewer escalate to our service.
In 2025-30 we want to build on our Code compliance monitoring work.โฏIn 2024-25 this focused on complaint handling policies. During the strategy period we will focus on governing body scrutiny and oversight, with a particular focus on the Member Responsible for Complaints and testing compliance in practice where we have concerns. We will continue to take our approach of learning first โ highlighting to landlords where they need to improve before we take further action, sharing best practice and guidance from our cross-sector oversight, and producing a variety of learning tools hosted on our Centre for Learning.
Strategic objective aims
Aim 2.1:โฏ We evolve our duty to monitor compliance with the Complaint Handling Code.
Aim 2.2: We expand our Centre for Learning content to support better local complaint handling.
Aim 2.3: We focus on leadership and governance, in particular, the role of the Member Responsible for Complaints, in supporting positive complaint handling cultures.
Aim 2.4: Residents are aware of their right to complain, are adequately supported in accessing the complaints process and are signposted to the Ombudsman.7.
Do you support strategic objective 2?* required*Strongly supportSupportNeither support or do not supportDo not supportStrongly do not support
This is a required field
Key Performance Indicators for strategic objective 2
We will measure the success of strategic objective 2 using the following Key Performance Indicators (KPIs).
Social landlords demonstrate positive complaint handling cultures, compliance with the Complaint Handling Code and practice aligns with policy (aim 2.1, 2.2, 2.3):
Members Responsible for Complaints report maintained or increased positive impact of our work on their landlordโs complaint handling (independent survey โ baseline in 2025-26)โฏ
reduction in Complaint Handling Failure Orders (CHFOs) issued for non-engagement with compliance monitoring activity within timescales (baseline in 2024-25)โฏโฏโฏ
reduction in CHFOs issued for compliance in policy over the lifetime of the strategy (baseline in 2024-25)โฏโฏ
landlords non-compliant in complaint handling practice implement all recommendationsโฏโฏ
โฏ
Maintained or increased resident awareness of their right to complain (aim 2.4):
maintained or increased resident awareness of their right to complain and the Ombudsman over the lifetime of the strategy (independent survey โ baseline in 2025-26/use MHCLG awareness raising campaign data)โฏ
8.
Do you agree with the Key Performance Indicators (KPIs) set out above?* required*Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree
9.
Do you have any observations or comments on strategic objective 2?PreviousNext
Corporate Strategy 2025-30 | Strategic objective 3: Support better services through our insights, data, and intelligenceโฏ
Complaints are more than individual transactions, they are strategic tools for learning.
Over this strategy period, landlordsโ operating environment will remain uncertain and pressurised.โฏ We want to use our insights, data, and intelligence to extend learning into the system – providing horizon-scanning that identifies emerging risks, identifying programmes or policies that need to be reviewed, and informing future budget allocation and service development at both landlord- and sector-level.โฏ
Strategic objective aims
Aim 3.1: We hold individual landlords to account where there are repeated service failures by engaging with them to address root causes.
Aim 3.2: We promote fairer outcomes in services where systemic failings are identified.
Aim 3.3: We share information with regulators, enforcement bodies and other delivery partners to promote accountability.
Aim 3.4: We are proactive in sharing our work with elected representatives, think tanks, and public policy makers to inform debate and policy proposal.
Aim 3.5: We help to stimulate debate and support better understanding of the social housing sector by allowing open access to our casework data.10.
Do you support strategic objective 3?* required*Strongly supportSupportNeither support or do not supportDo not supportStrongly do not support
Key Performance Indicators for strategic objective 3
We will measure the success of strategic objective 3 using the following Key Performance Indicators (KPIs).
Our work drives fairer services and healthier homes (aim 3.1, 3.2):
increased proportion of landlords that agree their services are fairer and their homes are healthier as a result of our thematic work over the lifetime of the strategy (independent survey, baseline 2025-26)โฏ
increased proportion of individual landlords that agree their services are fairer and their homes are healthier as a result of our further investigations (independent survey, baseline 2025-26)โฏ
increased proportion of landlords that find our Centre for Learning tools are helpful in driving fairer services and healthier homes (independent survey, baseline 2025-26)โฏโฏ
โฏ
We play an active role in the system of landlord accountability (aim 3.3):โฏ
information is shared with regulators, enforcement bodies, and other delivery partnersโฏโฏ
โฏ
Our work is used to inform policy debate (aim 3.4):โฏ
our work is referenced in policy development and public debateโฏ
โฏ
Our data is used by a wide variety of stakeholders (aim 3.5):โฏ
increased use of our data each year (baseline number of views in first full year of availability)โฏ
11.
Do you agree with the Key Performance Indicators (KPIs) set out above?* required*Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree
12.
Do you have any observations or comments on strategic objective 3?PreviousNext
All fields marked with an asterisk (*) are required
Corporate Strategy 2025-30 | Strategic objective 4: Extend our powers and engage with partners to close gaps in redressโฏ
Housing is arguably one of the most complicated sectors in England.โฏ The boundaries between public and private have become blurred and gaps in redress remain. In addition, residents within the social sector currently have uneven rights when it comes to obtaining information from their provider, depending on whether their landlord is a local authority or housing association.โฏโฏโฏ
During this strategy period, we will discuss widening access to fair, independent, and impartial Ombudsman-level redress for residents with partners from across the sector, supported by straight-forward customer journeys and consistent outcomes.โฏ
We will also take on a new area of complaints relating to the Social Tenant Access to Information Requirements scheme (STAIRs) โ enabling tenants to come to us where they are dissatisfied with the outcome or handling of their request for information related to the management of their housing.โฏโฏโฏโฏ
Strategic objective aims
Aim 4.1: We will discuss gaps in independent, impartial, and accountable Ombudsman-level redress for residents, supported by straight-forward customer journeys and consistent outcomes, with partners from across the sector.
Aim 4.2: We design and implement the Social Tenant Access to Information Requirements (STAIRs) appeals service for housing associations.โฏโฏ 13.
Do you support strategic objective 4?* required*Strongly supportSupportNeither support or do not supportDo not supportStrongly not support
Key Performance Indicators for strategic objective 4
We will measure the success of strategic objective 4 using the following Key Performance Indicators (KPIs):
no current KPIs set (aim 4.1)
an effective STAIRs service from the go-live date (detailed KPIs to be confirmed in advance of go-live)โฏ (aim 4.2)
โฏ 14.
Do you agree with the Key Performance Indicator (KPI) set out above?* required*Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree
15.
Do you have any observations or comments on strategic objective 4?PreviousNext
Our people are our greatest asset. To deliver our strategy successfully, we need to ensure we have access to colleagues who support our values, are keen to learn and are willing adapt as we grow and change.
We also need to update our systems as these have not kept pace with our expansion to date, nor the customer service expectations of our residents and landlords. And we need to revisit our structures and our processes to ensure these are optimised to meet the expectations of a larger and growing organisation.โฏโฏโฏ
All of this combines into an overarching enabler looking at our organisation design to ensure that this supports delivery of our strategy and embeds our culture.โฏ The scale of our ambitions as set out in our strategic objectives and the change required to deliver means we are treating these enablers as a transformation programme.โฏโฏโฏ
People
Aim E1.1: We are a learning organisation, delivering continuous improvement and innovation.โฏ
Aim E1.2: Our people processes are values and behaviours-driven, health and wellbeing are prioritised, we are inclusive and value the benefits that diversity bringsโฏ.
Aim E1.3: We provide colleagues with clear pathways for career and skills developmentโฏ.โฏ
Aim E1.4: Colleague engagement is regularly checked and actively managed in our remote organisation.
Structures and processes
Aim E2.1: We develop our governance, organisation design and management practices to meet the needs of a larger and more complex organisation.โฏโฏ
Aim E2.2: We build trust in our service through ethical practices and gaining external accreditations in key areas.โฏ
Aim E2.3: We develop our approach to Environmental, Social and Governance (ESG) and increase our reporting.
Systems
Aim E3.1:โฏ We seek digital, data and technology developments which drive efficiency, support scalability, ensure compliance and meet customer needs.16.
Do you support our strategic enabler?* required*Strongly supportSupportNeither support or do not supportDo not supportStrongly do not support
Key Performance Indicators for the strategic enabler
We will measure the success of the strategic enabler using the following KPIs.
Colleagues support our values and behaviours, and engagement scores increase across all directorates (aim E.1)โฏ:
increased colleague engagement survey scores over the lifetime of this strategy (measured from 2025-26 baseline)โฏโฏ
Colleagues participate in valued learning and development (aim E.1)โฏ:
increased proportion of colleagues undertaking non-mandatory learning and development activities over the lifetime of this strategy (measured from 2024-25 baseline)โฏ
increased colleague satisfaction with learning and development provision over the lifetime of this strategy (measured from 2024-25 baseline)โฏ
Stakeholders trust the quality of our work and the insights this provides (aim E.2):โฏ
we obtain external accreditations or comply with recognised good practice in areas where the benefits outweigh the costsโฏโฏโฏ
all colleagues commit to upholding our Code of Ethicsโฏ
we are peer reviewed and publish the outcome of this
Our organisation is more effective and efficient while continuing to meet the expectations of an armโs length body (aim E.2):โฏ
reduced cost per dispute resolution case over the lifetime of the strategyโฏ
reduced cost per enquiry over the lifetime of the strategyโฏ
unqualified accounts each yearโฏ
โฏ
We are transparent about the impact of our organisation on the world (aim E2):
Environmental Social Governance (ESG) strategy is produced and milestones are metโฏ
Systems and technology are efficient to use and effectively capture information (aim E3):โฏ
overall positive return on investment for all system, data, and technology projectsโฏโฏโฏ
17.
Do you agree with the Key Performance Indicators (KPIs) set out above?* required*Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree
18.
Do you have any comments or observations on our strategic enabler?PreviousNext
Do you think there is anything missing or are there any other observations you would like to make on the Ombudsman’s Corporate Strategy 2025-30?PreviousSubmit
Tell us your views on our Business Plan 2025-26. It sets out the key actions that we will take between April 2025 to March 2026 to deliver our strategic objectives and enablers.
0% answered
All fields marked with an asterisk (*) are required
Please tell us about yourself1.
Select any that apply to you* required*ResidentLandlord or landlord staffRepresentativeWork or interest in the sectorMember of Parliament or CouncillorWork for the Housing Ombudsman Service2.
Select which applies to you* required*I live in social housingI live in private rented accommodationI own my homeOther (please specify)3.
All fields marked with an asterisk (*) are required
Business Plan 2025-26 | Strategic objective 1: Provide an excellent, person-centred service
Below we set out our aims to meet strategic objective 1 and the activities planned for 2025-26 to deliver it.
Aim 1.1 Our services are human-centric, trusted, and provide a positive customer experience for residents.
Aim 1.1 activities:
options appraisal on preferred option for our enquiries serviceโฏ
resident and landlord research to support development of a customer charter, customer service offer, and channel strategyโฏ
design approach to customer co-creationโฏ
implementation of our updated quality strategy and assurance frameworkโฏ
Aim 1.2 Our service uses a range of techniques to provide resolution at the earliest opportunity.
Aim 1.2 activities:
trial techniques for early resolution which maintain quality and impactโฏ
continue to evolve Dispute Support & Resolution (DS&R) ways of working, processes, systems, and structures to be able to maximise our effectiveness and efficiencyโฏ
Aim 1.3 Our remedies are effective, appropriate, restorative, and complied with by landlords.
Aim 1.3 activities:
research on effective restorative orders, focused on rebuilding trust where the relationship between the landlord and residents has broken downโฏ
Aim 1.4 We continue to develop our approach to casework to drive fairness in service delivery and reflect changes to landlord duties.
Aim 1.5 Our investigations support landlords to understand what led to service failure, prevent future complaints, and fulfil their obligations.
Aim 1.4 and 1.5 activities:
development and implementation of guidance in response to new landlord duties and expectations
on-going cyclical review of existing guidanceโฏ
discovery exercise on creation of a sector compensation calculatorโฏโฏโฏ
work with residents and members to develop our metrics for the impacts of individual investigations and fairer servicesโฏโฏ
Key Performance Indicators for strategic objective 1
In 2025-26, we will measure the success of strategic objective 1 using the following Key Performance Indicators (KPIs).
Increased resident and landlord satisfaction with our service provision (aims 1.1, 1.2, 1.3):
improved resident satisfaction scores at enquiries (increasing by 5% on 2024-25 year-end position)โฏโฏโฏ
maintained resident and landlord satisfaction scores following investigation (80% for cases upheld, 60% for cases not upheld)โฏโฏ
Maintained casework quality (aim 1.1):
maintained quality scores for investigations (95%)โฏโฏโฏ
* Subject to confirmation following the evaluation of our early resolution trial and other measures to increase output
Note: Targets may need to be revisited following confirmation of the start and scope of Awaabโs Law
Maintained or increased compliance with our orders (aim 1.3):โฏ
95% compliance by target dateโฏ
99% compliance within 3 months of target dateโฏ
Our individual investigations lead to fairer service delivery (aim 1.4, 1.5)โฏ:
this target will be developed over the year after engaging with residents and membersโฏto understand what fairer service delivery means to them and set appropriate measures for following years
4.
Do you support the actions planned for 2025-26 under strategic objective 1?* required*Strongly supportSupportNeither support or do not supportDo not supportStrongly do not support
5.
Do you have any comments or observations you would like to make on strategic objective 1 or the activities planned for it?PreviousNext
All fields marked with an asterisk (*) are required
Business Plan 2025-26 | Strategic objective 2: Drive positive local complaint handling culturesโฏ
Below we set out our aims to meet strategic objective 2 and the activities planned for 2025-26 to deliver it.
Aim 2.1 We evolve our duty to monitor compliance with the Complaint Handling Code.โฏ
Aim 2.2 We expand our Centre for Learning content to support better local complaint handling.โฏโฏ
Aim 2.3 We focus on leadership and governance, in particular, the role of the Member Responsible for Complaints, in supporting positive complaint handling cultures.
Aim 2.1, 2.2 and 2.3 activities:
we embed our approach to compliance in policy and begin to test compliance in practiceโฏ
we use information gathered from year one duty to monitor submissions to produce content for the Centre for Learning, aimed at complaint handlers.โฏ
we explore how we can support complaint handling professionalisation in the sectorโฏ
we design dedicated tools aimed at those holding the Member Responsible for Complaints roleโฏโฏ
we commission research to identify organisations with positive complaint handling cultures and the common behaviours, processes and practices demonstrated by their governing bodies and senior leadersโฏโฏ
Aim 2.4 Residents are aware of their right to complain, are adequately supported in accessing the complaints process and are signposted to the Ombudsman.
Aim 2.4 activities:
continue targeted awareness raising activities based on EDI and geographical analysis of residents accessing our service less frequently than othersโฏ
reshape our Meet the Ombudsman eventsโฏโฏ
increase the volume and range of support for residents who are making a complaint on our website
Key Performance Indicators for strategic objective 2
All of the following targets will be developed over the year and will be supported by engagement with Membersโ Responsible for Complaints. We will also create a robust surveying methodology and/or use of existing survey results and analysis of our data to set the current baseline and stretching targets for the following years.
Social landlords demonstrate positive complaint handling cultures, compliance with the Complaint Handling Code and practice aligns with policy (aims 2.1, 2.2, 2.3):
Members Responsible for Complaints report maintained or increased positive impact of our work on their landlordโs complaint handling
reduction in Complaint Handling Failure Orders (CHFOs) issued for non-engagement with compliance monitoring activity within timescales
reduction in CHFOs issued for compliance in policy over the lifetime of the strategy
landlords non-compliant in complaint handling practice implement all recommendationsโฏโฏ
Maintained or increased resident awareness of their right to complain (aim 2.4):โฏโฏ
maintained or increased resident awareness of their right to complain and the Ombudsman
6.
Do you support the actions planned for 2025-26 under strategic objective 2?* required*Strongly supportSupportNeither support or do not supportDo not supportStrongly do not support
7.
Do you have any comments or observations you would like to make on strategic objective 2 or the activities or KPIs planned for it?PreviousNext
All fields marked with an asterisk (*) are required
Business Plan 2025-26 | Strategic objective 4: Extend our powers and engage with partners to support closing gaps in redressโฏโฏ
Below we set out our aims to meet strategic objective 4 and the activities planned for 2025-26 to deliver it.
Aim 4.1 We will discuss gaps in independent, impartial, and accountable Ombudsman-level redress for residents, supported by straight-forward customer journeys and consistent outcomes, with partners from across the sector.
Aim 4.1 activity:
collaborating on the design and implementation of the Private Rented Sector Landlord Ombudsman,โฏif the Rentersโ Rights Bill receives Royal Assent and we are the scheme administrator
Aim 4.2 We design and implement the Social Tenant Access to Information Requirements (STAIRs) appeals service for housing associations.
Aim 4.2 activities:
complete work to design the Social Tenant Access Information Right (STAIRs) appeal serviceโฏโฏ
consult on changes to the Scheme to enable delivery of STAIRsโฏ
plan for implementationโฏโฏ
Key Performance Indicators for strategic objective 4
We will measure the success of strategic objective 4 using the following Key Performance Indicator (KPIs):
Aim 4.1: There are no planned measures of success
Aim 4.2: An effective STAIRs service from the go-live date – targets to be confirmedโฏin advance of go-live10.
Do you support the actions planned for 2025-26 under strategic objective 4?* required*Strongly supportSupportNeither support or not supportDo not supportStrongly do not support
11.
Do you have any comments or observations you would like to make on strategic objective 4 or the activities planned for it? PreviousNext
All fields marked with an asterisk (*) are required
Business Plan 2025-26 | Strategic Enabler: Organisation design
An overarching enabler looks at our organisation and its people, processes, and systems to ensure it supports delivery of our Corporate Strategy 2025-30 and embeds our culture.โฏ The scale of our ambitions as set out in our strategic objectives and the change required to deliver means we are treating these enablers as a transformation programme.โฏโฏโฏ
People
Aim E1.1 We are a learning organisation, delivering continuous improvement and innovation.โฏ
Aim E1.2 Our people processes are values and behaviours-driven, health and wellbeing are prioritised and we are inclusive and value the benefits that diversity brings.โฏโฏ
Aim E1.3 We provide colleagues with clear pathways for career and skills development.โฏ
Aim E1.4 Colleague engagement is regularly checked and actively managed in our remote organisation.
Aim E1 activities:
begin the workforce and talent development programmeโฏโฏ
understand options to provide more flexibility in gradingโฏโฏ
benchmark our current total reward packageโฏ
look at tools to support more effective remote workingโฏโฏ
review approaches to effectively tracking colleague engagement and deployโฏโฏ
explore approaches for flexible resourcingโฏโฏ
design and implement other areas in accordance with strategic milestonesโฏโฏ
Structures and processes
Aim E2.1 We develop our governance, organisation design and management practices to meet the needs of a larger and more complex organisation.โฏโฏ
Aim E2.2 We build trust in our service through ethical practices and gaining external accreditations in key areas.
Aim E2.3 We develop our approach to Environmental, Social and Governance (ESG) and increase our reporting.
Aim E2 activities:
review our organisational design and begin to implement the changes required for successful strategic deliveryโฏ
transition from a corporation sole to a body corporate and embed excellent governance to support this new structureโฏ
explore ways to improve our workload and capacity planning and explore models linked to demand scenariosโฏโฏ
continue to research alternative fee regimes and their potential for application to social housing providersโฏโฏ
gain re-accreditation on our IT systems and evaluate progress on moving towards other schemesโฏ
Systems
Aim E3.1 We seek digital, data and technology developments which drive efficiency, support scalability, ensure compliance and meet customer needs.
Aim E3 activities:
develop a digital, data and technology strategy, including the potential for use of AI and automation, to support our new organisation design and strategic ambitions
begin to deliver against early strategic milestonesโฏ
Key Performance Indicators for the strategic enabler
All of the following targets are for achievement over the lifetime of the strategy, recognising that our transformation programme could have a negative impact before there is sustained improvement. During 2025-26 we will establish current baselines, and analyse our data to set the current baseline and stretching targets for following years. We will also begin the activities that will increase trust in our service and increase transparency about our impact on the world.
Colleagues support our values and behaviours and engagement scores increase across all directorates (aim E1):โฏ
increased colleague engagement survey scores over the lifetime of this strategy (measured from 2024-25 baseline)โฏโฏ
Colleagues participate in valued learning and development (aim E1):
increased proportion of colleagues undertaking non-mandatory learning and development activities over the lifetime of this strategy (measured from 2024-25 baseline)โฏ
increased colleague satisfaction with learning and development provision over the lifetime of this strategy (measured from 2024-25 baseline)โฏโฏ
Our organisation is more effective and efficient while continuing to meet the expectations of an armโs length body (aim E2):
reduced cost per Dispute Resolution case over the lifetime of the strategyโฏ
reduced cost per enquiry over the lifetime of the strategyโฏ
unqualified accounts each yearโฏ
Stakeholders trust the quality of our work and the insights this providesโฏ (aim E2):
we obtain external accreditations or comply with recognised good practice in areas where the benefits outweigh the costsโฏโฏโฏ
all colleagues commit to upholding our Code of Ethicsโฏ
we are peer reviewed and publish the outcome of thisโฏโฏ
We are transparent about the impact of our organisation on the world and increase our reporting(aim E2):
Environmental Social Governance (ESG) strategy is produced, and milestones are metโฏ
Systems and technology are efficient to use and effectively capture information (aim E3):
overall positive return on investment for all system, data, and technology projects
12.
Do you support the actions planned for 2025-26 under our strategic enabler?* required*Fully supportSupportNeither support nor do not supportDo not supportDo not support at all
13.
Do you have any comments or observations you would like to make on our strategic enabler or the activities planned for it? PreviousNext
Richard Blakeway, Housing Ombudsman, said: โWe want to see the housing sector thrive during these challenging and changing times, to grasp new opportunities, and to champion healthier homes and fairer services.
โThe strategy looks to reimagine our relationship with residents, creating simpler and easier access to housing redress. Doing so in a way that is person-centred, with faster decisions โ offering a genuine alternative to legal action. This builds on our work to meet to the unprecedented volumes of casework we have seen.
โAnd we look to do the same for landlords, where we will continue to provide accountability, redress and transparency. We want to do more to strengthen local resolution, build trust, and move from transactional engagement, based on individual complaints, to strategic support through our Centre for Learning.
โI want residents know their rights and be treated fairly and respectfully, whether their complaint comes to us or not, helping to make relationships between residents and landlords stronger and more trusting.
โFinally, it deepens our relationship with the wider regulatory system, given the unique and independent perspective we offer, by providing insight, open data and alerting it to emerging concerns for enforcement and regulatory bodies, as well as policymakers.โ
How to take part
This consultation is split into 2 surveys.
Survey 1: Corporate Strategy 2025-30 consultation
The first is asking for views on the Housing Ombudsmanโs Corporate Strategy 2025-30. It introduces 4 strategic objectives and a strategic enabler. Each section sets out the aims and Key Performance Indicators (KPIs) it will use to measure the success of each over the next 5 years.
The second part is asking for views on the Housing Ombudsmanโs Business Plan 2025-26. This gives more detail on planned activities between April 2025 and March 2026 to start to deliver the strategic objectives and enabler in year one.
You can take part in the consultation online. Complete both surveys to have your say on what we are doing this year, and over the next 5 years.
This consultation will close on Monday 31 March 2025.
Other ways to take part
If you need help responding to this consultation or would like to respond in a different format, please call us on 0300 111 3000. Our opening hours can be found on our website.
Subject: Formal Notice of Complaint and Legal Warning Regarding Unlawful Conduct โ Urgent Redress Required
Dear Zaiba Quershi acting as CEO,
Upon accessing the customer portal today, I observed with serious concern that all data relating to my account has been inexplicably removed, despite your legal obligation under the Limitation Act 1980 and Data Protection Act 2018 to retain such records for a minimum of six years.
I trust this is an error and expect the full data set to be restored promptly from your system backups, in accordance with your statutory data retention obligations. Once restored, the records will confirm that there have been no valid court proceedings issued โ specifically no Injunction, no ASBO, no Claim for Possession, and no valid Notice filed with the Local Authority or issued by any competent court. This absence of legitimate court documentation is deeply telling.
You are already aware that I submitted a lawful and documented request via the official RESOLVER system (Ref: 10993593) on 28-02-2025, which you chose to ignore. Your continued silence and failure to produce any valid court-issued documents strongly indicate that you were aware no such filings existed โ a matter now forming the basis of a criminal complaint and a Statutory Declaration, both of which are attached to this notice for the record.
Serious Criminal Allegations
The conduct described above appears to constitute a coordinated extortion racket, involving:
Knowingly unlawful data access and use in violation of the UK General Data Protection Regulation (UK GDPR)
Threats and intimidation towards a vulnerable individual without legitimate legal authority
Conspiracy to Defraud (see R v Hollinshead [1985] AC 975)
Mail Fraud through misrepresentation and deceptive correspondence
Forgery and Counterfeiting of legal documents contrary to the Forgery and Counterfeiting Act 1981
Trespass and unauthorised surveillance
Misuse of private information (Campbell v MGN Ltd [2004] UKHL 22)
Child endangerment and abuse, through unlawful pressure impacting dependents
Defamation under the Defamation Act 2013
Conspiracy to Pervert the Course of Justice
Violations under the Proceeds of Crime Act 2002 (POCA)
Moreover, your actions are causing alarm, distress and public humiliation, especially to vulnerable persons โ which can also engage Section 2A of the Protection from Harassment Act 1997, and may be deemed gross misconduct under the Health and Safety at Work etc. Act 1974, where employers owe a non-delegable duty to protect individuals from psychological harm.
Potential Criminal Penalties
These are not mere procedural failings. They are potentially indictable criminal offences, carrying substantial prison sentences, asset forfeiture, and permanent reputational damage. If prosecuted:
Conspiracy to Defraud carries up to 10 years imprisonment
Data Fraud and Misuse under DPA 2018/UK GDPR โ fines up to ยฃ17.5 million or 4% global turnover
Forgery or Counterfeit Legal Filings โ up to 10 years imprisonment
Harassment or Intimidation โ 6 months to 5 years, depending on severity
These behaviours fall under the current public campaign against fake legal proceedings, fraudulent court orders and racketeering scams, led by Scambuster TV. This matter may be referred to them for further investigation and awareness.
Demand for Redress and Amicable Settlement
To avoid immediate escalation โ civil and criminal โ you are hereby invited to resolve this matter without litigation by:
Issuing a formal written apology for the distress and unlawful acts
Proposing a settlement and redress plan for the damage caused
Supplying a copy of your Director’s and Officer’s Liability Insurance certificate
Providing a claim form for initiating redress through your internal insurance channels
Should this not be resolved within 14 days, please be advised that legal action will commence, including but not limited to:
Civil claims for damages, defamation, and data misuse
Filing of criminal complaints with the Metropolitan Police Economic Crime Unit
Public referral to Scambuster.tv for exposure of this scheme
Reporting to the Information Commissionerโs Office (ICO) and Action Fraud
This communication should be retained as part of the legal record and must be disclosed to your compliance, legal, and governance departments.
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21-Oct-2024 Ms Mervelee Myers 16 Alma Grove London SE1 5PY Dear Ms Mervelee Myers Stage 1 response to your complaint ref: 2024000273 My reference: 2024000273 I have reviewed your complaint at stage 1 of our internal complaint procedure and am writing to provide you with HfWโs response. You complained to HfW about: 1. 2. 3. 4. 5. 6. You would like to complain in relation to requesting a toilet seat repair/replacement which was installed by MCP following on from a flood repair last month. You have been advised by MCP & H4W that this would fall under tenant responsibility, which you disagree with as the toilet seat was broken shortly after the seat was fitted, thus you reported this to MCP as a faulty/defective toilet seat. You also contacted H4W Customer Services Team to advise of the issue as you were unable to get hold of MCP. You informed Customer Services of the situation and advised that the top part of the toilet has broken off from the basin of the toilet which was due to no fault of your own and that it required repairing/replacing. Customer Services reiterated the circumstance to Repairs who advised that this would still be the tenantโs responsibility which you are dissatisfied with and are still requesting for the toilet seat issue to be resolved. You sent a follow up email on 24/09/24 after receiving your stage 1 acknowledgement outlining for MCP specifically to be included and requesting compensation for your friendโs phone falling down the toilet as a result of the toilet seat being broken. I understand that to resolve your complaint you are seeking a repair of your toilet seat and compensation for a friendโs phone that fell down the toilet as an apparent result of your toilet seat being broken. In investigating your complaint, I have considered the above points and reviewed the information around the case as follows: 1. 2. 3. 4. 5. 6. We have acknowledged your complaint as we must as part of our stage 1 of our internal complaint procedure. You have been correctly advised that this falls under the tenant responsibility. Confirmed that Customer Services were contacted. Confirmed that you advised that the top part of the toilet has broken off from the basin of the toilet which was due to no fault of their own and that it required repairing/replacing. It is correct that you reiterated to Customer Services the circumstance and Repairs advised that this would still be the tenantโs responsibility which you are dissatisfied with and still requesting for the toilet seat issue to be resolved. Again, this was confirmed that it is the tenantโs responsibility. Weat H4Wtake no responsibility for the phone of a friend allegedly falling into the basin We would reiterate that the responsibility for the replacement of the toilet seat is one for the tenant and H4W have advised you of this several times, it would seem that we are at an impasse with this particular point so as a compromise, and without any acceptance of failure, we will arrange on this occasion only to replace the toilet seat for you to draw this matter to a close. This concludes Stage 1 of our internal complaints process. I am sorry that you had cause to complain to HfW. I hope that this letter shows that your feedback has been fully considered and hope that you are satisfied with this response. If you are dissatisfied with our response, you should reply within 20 working days explaining why you remain dissatisfied and what you are seeking as an outcome. This reply should be addressed to: complaints@h4w.co.uk or by hard copy to: HfW Complaints Team Sixth Floor, Blue Star House 234-244 Stockwell Road London SW99SP Your complaint will then be reviewed by the Director of Operations at stage 2 of our internal complaint procedure as outlined in our Complaints Policy. A copy of this policy can be viewed online at: https://hfw.org.uk/media/70234/complaints-policy-sept-2021.pdf As a registered social landlord, we strive to adhere to the principles outlined in the Housing Ombudsmanโs Complaint Handling Code, which can be viewed online at: https://www.housing-ombudsman.org.uk/wp-content/uploads/2020/11/Complaint-Handling-Code.pdf Kind regards, John Wheatman Head of Asse
23-Sep-2024 Ms Mervelee Myers 16 Alma Grove London SE1 5PY Dear Ms Mervelee Myers, Formal complaintโ Acknowledgement Stage 1 Complaint acknowledgementโ Case Ref: 2024000273 Our Ref: 2024000273 Please accept this letter as acknowledged receipt of your stage 1 complaint dated 23/09/2024. โข Tenant would like to complain in relation to requesting a toilet seat repair/replacement which was installed by MCP following on from a flood repair last month. The tenant has been advised by MCP & H4W that this would fall under tenants responsibility, which they disagree with, as the toilet seat was broken shortly after the seat was fitted, therefor the tenant reported this to MCP as a faulty/defective toilet seat. The tenant also contacted H4W Customer Services Team to advise of the issue as they were unable to get hold of MCP. The tenant informed Customer Services of the situation and advised that the top part of the toilet had broken off from the basin of the toilet which was due to no fault of their own and that it required repairing/replacing. Customer Services reiterated the circumstance to Repairs who advised that this would still be the tenants responsibility which the tenant is dissatisfied with and is still requesting for their toilet seat issue to be resolved. We received your complaint on 23/09/2024 and will endeavour to respond as soon as possible and in any event no later than 04/10/2024, being 10 working days after the day your complaint was acknowledged. If we are unable to respond to you by then, we will advise you of an extension of that timeframe. Your stage 1 complaint is being handled by Alyshia Watson. If you have any queries, please feel free to contact the complaints coordinator on complaints@h4w.co.uk. If any additional factors come to light which are relevant to your complaint, please do not hesitate to contact us so that these can be considered. Your stage 1 complaint is being investigate in line with our Complaints Policy. A copy of this policy can be viewed online at: https://hfw.org.uk/media/70234/complaints-policy-sept-2021.pdf As a registered social landlord, we strive to adhere to the principles outlined within the Housing Ombudsmanโs Complaint Handling Code, which can be viewed online at: https://www.housing-ombudsman.org.uk/wp-content/uploads/2020/11/Complaint-Handling-Code.pdf Kind regards, Customer Services Tea
06-Feb-2024 Ms Mervelee Myers 16 Alma Grove London SE1 5PY Dear Ms Mervelee Myers, Formal complaintโ Acknowledgement Our Ref: 2024000031 Stage 1 Complaint acknowledgementโ Case Ref: 2024000031 Please accept this letter as acknowledged receipt of your stage 1 complaint dated 2/6/2024. In summary, we understand the resident is complaining about: The landlords handling of reports of anti-social behaviour, primarily noise from a neighbour The resident has explained that they are looking for the following to resolve the complaint: ๏ทTo address the noise ๏ทTo respond to the complaint Weraised your complaint on 06/02/2024 and will endeavour to respond t as soon as possible and in any event no later than 19/02/2024, being 10 working days after the day your complaint was acknowledged. If we are unable to respond to you by then, we will advise you of an extension of that timeframe. Your stage 1 complaint is being handled by Ethel Fosu. If you have any queries, please feel free to contact the complaints co-ordinator on complaints@h4w.co.uk . If any additional factors come to light which are relevant to your complaint, please do not hesitate to contact us so that these can be considered. Your stage 1 complaint is being investigate in line with our Complaints Policy. A copy of this policy can be viewed online at: https://hfw.org.uk/media/70234/complaints-policy-sept-2021.pdf As a registered social landlord, we strive to adhere to the principles outlined within the Housing Ombudsmanโs Complaint Handling Code, which can be viewed online at: https://www.housing-ombudsman.org.uk/wp-content/uploads/2020/11/Complaint-Handling-Code.pdf Kind regards
Mrs Mervelee Myers 16 Alma Grove London SE1 5PY Dear Mrs Myers, Re: Mediation I hope you are well. 4th July 2023 I amcontacting you in regards to the offer of mediation. This offer has been made in hope to reslove the long standing anti social behaviour matter between yourself and your neighbour. Whilst there are no guarantees that mediation will help to reslove this matter completely, it is a positive step in giving both parties an opportunity to effectively communicate their stance/issues to reach a solution to reslove the matter. Please contact customer services on 0207 501 6120 and inform them if you would like to accept or decline this offer by Monday 10th July 2023. Thank you. Yours sincerely, Housing for Wome
Mrs Mervelee Myers 16 Alma Grove London SE1 5PY Dear Mrs Myers, RE : ASB- LEGAL PROCEEDINGS 19th June 2023 I write to you as the occupier of 16 Alma Grove SE1 5PY. I wish to advise you that further complaints of Anti Social Behaviour have been made against you or members of your household. These complaints relate specifically to the:- Harassment of your neighbour- Your unacceptable conduct towards staff of H4W These complaints have been investigated and substantiated. Housing for Women has a duty to support their tenants should they be the victims of unreasonable disturbance or nuisance. In this regard, you should be aware that this case has been esclated to legal proceedings to resolve the matter. Should you wish to discuss this matter further, please contact H4W on 0207 501 6120. Yours sincerely, Housing for Wome
14-Nov-2022 14-Nov-2022 MsMervelee Myers 16 Alma Grove London SE1 5PY Dear Ms Mervelee Myers Stage 1 response to your complaint ref: 2022000052 Myreference: 2022000052 Please ask for: A.Watson I have reviewed your complaint at stage 1 of our internal complaint procedure and am writing to provide you with HfWโs response. You complained to HfW about: ยท Lengthoftimetoreplace the broken radiator ยท Handlingofyour external door repairs ยท Lackofcommunicationregarding the tree removal ยท Outstanding repairs to the broken fence ยท Lengthoftimetoreplace the glass to the communal door ยท Reportsofanti-social behaviour regarding your neighbour I understand that to resolve your complaint you are seeking: ยท Thefencetoberepaired ยท Apologyregarding complaint handling ยท Clearcommunication regarding who is responsible for the tree removal ยท ForH4Wtoacceptnegligence ยท Apologyforamemberofstaffhanging up the phone ยท Complainttoberesolved amicably In investigating your complaint, I have considered the following: ยท Reviewedourpolicy ยท Spokewithourcontractors ยท Reviewedourcontractorsโ systems ยท Reviewedourservice standards I spoke with our heating contractor Watret with regards to the broken radiator. They advised there were no repairs reported with regards to a broken radiator in the last six months but there have been repairs raised regarding the heating not working. A heating engineer attended on the 27th October 2022 and advised there was nofault found and gave you a demonstration on how to use the Honeywell wireless room stat. He also wrote down instructions on how to operate it. I therefore deem this part of your complaint not upheld. I reviewed our contractor, MCPโs portal to investigate the repairs reported regarding your front door. There are no reports in the past year, of a repair being raised regarding a fault to the lock on the front door. I therefore deem this part of the complaint not upheld. Oninvestigating the communication between H4W and yourself, I was unable to find evidence that demonstrated we had been clear with a decision regarding the tree removal. I can confirm that it is the residentโs responsibility to maintain the garden. This will include the removal of a tree. Wearesorry we were not clear in our communication and for the delay in responding back to you. This section of the complaint is upheld. It was reported on the 23rd February 2022 a repair to the gate and fence was required. A make safe was carried out but inline with our policy, it is the residentโs responsibility to repair/replace a fence that divides two gardens. After reviewing the photos held on the contractorโs portal that the fence in question divides two gardens. We therefore are unable to fulfil your request by repairing/replacing the fence. Onthe 22nd May 2022 it was reported to our repairs contractor, the communal door had a smashed pane of glass. A board up was completed to the broken glass on the 22/05/2022. The glass was replaced on the 18th July 2022 which is outside of our standard timescales. I therefore deem this section of the complaint upheld. I have requested an anti-social behaviour case is opened on your behalf. My colleague from the complaints department will contact you with the case reference number. I was unable to find any evidence of a complaint being logged relating to the above issues you have raised with us. Therefore, I am unable to review the complaint handling. I amsorry you had to report a staff member terminating your call when you contacted us. We take reports of poor conduct by our inhouse staff and contractors very seriously. We appreciate that you found this experience unpleasant, and we assure you that it was not representative of the services we aim to deliver. This concludes Stage 1 of our internal complaints process. I am sorry that you had cause to complain to HfW. I hope that this letter shows that your feedback has been fully considered and hope that you are satisfied with this response. If you are dissatisfied with our response, you should reply within 20 working days explaining why you remain dissatisfied and what you are seeking as an outcome. This reply should be addressed to: complaints@h4w.co.uk or by hard copy to: HfWComplaints Team Sixth Floor, Blue Star House 234-244 Stockwell Road London SW99SP Your complaint will then be reviewed by the Director of Operations at stage 2 of our internal complaint procedure as outlined in our Complaints Policy. A copy of this policy can be viewed online at: https://hfw.org.uk/media/70234/complaints-policy-sept-2021.pdf As a registered social landlord, we strive to adhere to the principles outlined in the Housing Ombudsmanโs Complaint Handling Code, which can be viewed online at: https://www.housing-ombudsman.org.uk/wp-content/uploads/2020/11/Complaint-Handling-Code.pdf Kind regards, A.Watson Property Service Manage
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Copyright ยฉ2025 Housing for Women | A Social Landlord registered with the Regulator of Social Housing (No L0970); a charity registered with the Charity Commission (No 211351) and a Private Company registered in England and Wales (No 00420651).
To Zaiba Quershi acting as CEO
Housing For Women 26-03-2025
Subject: Formal Notice of Complaint and Legal Warning Regarding Unlawful Conduct โ Urgent Redress Required
Dear Zaiba Quershi acting as CEO,
Upon accessing the customer portal today, I observed with serious concern that all data relating to my account has been inexplicably removed, despite your legal obligation under the Limitation Act 1980 and Data Protection Act 2018 to retain such records for a minimum of six years.
I trust this is an error and expect the full data set to be restored promptly from your system backups, in accordance with your statutory data retention obligations. Once restored, the records will confirm that there have been no valid court proceedings issued โ specifically no Injunction, no ASBO, no Claim for Possession, and no valid Notice filed with the Local Authority or issued by any competent court. This absence of legitimate court documentation is deeply telling.
You are already aware that I submitted a lawful and documented request via the official RESOLVER system (Ref: 10993593) on 28-02-2025, which you chose to ignore. Your continued silence and failure to produce any valid court-issued documents strongly indicate that you were aware no such filings existed โ a matter now forming the basis of a criminal complaint and a Statutory Declaration, both of which are attached to this notice for the record.
Serious Criminal Allegations
The conduct described above appears to constitute a coordinated extortion racket, involving:
Knowingly unlawful data access and use in violation of the UK General Data Protection Regulation (UK GDPR)
Threats and intimidation towards a vulnerable individual without legitimate legal authority
Conspiracy to Defraud (see R v Hollinshead [1985] AC 975)
Mail Fraud through misrepresentation and deceptive correspondence
Forgery and Counterfeiting of legal documents contrary to the Forgery and Counterfeiting Act 1981
Trespass and unauthorised surveillance
Misuse of private information (Campbell v MGN Ltd [2004] UKHL 22)
Child endangerment and abuse, through unlawful pressure impacting dependents
Defamation under the Defamation Act 2013
Conspiracy to Pervert the Course of Justice
Violations under the Proceeds of Crime Act 2002 (POCA)
Moreover, your actions are causing alarm, distress and public humiliation, especially to vulnerable persons โ which can also engage Section 2A of the Protection from Harassment Act 1997, and may be deemed gross misconduct under the Health and Safety at Work etc. Act 1974, where employers owe a non-delegable duty to protect individuals from psychological harm.
Potential Criminal Penalties
These are not mere procedural failings. They are potentially indictable criminal offences, carrying substantial prison sentences, asset forfeiture, and permanent reputational damage. If prosecuted:
Conspiracy to Defraud carries up to 10 years imprisonment
Data Fraud and Misuse under DPA 2018/UK GDPR โ fines up to ยฃ17.5 million or 4% global turnover
Forgery or Counterfeit Legal Filings โ up to 10 years imprisonment
Harassment or Intimidation โ 6 months to 5 years, depending on severity
These behaviours fall under the current public campaign against fake legal proceedings, fraudulent court orders and racketeering scams, led by Scambuster TV. This matter may be referred to them for further investigation and awareness.
Demand for Redress and Amicable Settlement
To avoid immediate escalation โ civil and criminal โ you are hereby invited to resolve this matter without litigation by:
Issuing a formal written apology for the distress and unlawful acts
Proposing a settlement and redress plan for the damage caused
Supplying a copy of your Director’s and Officer’s Liability Insurance certificate
Providing a claim form for initiating redress through your internal insurance channels
Should this not be resolved within 14 days, please be advised that legal action will commence, including but not limited to:
Civil claims for damages, defamation, and data misuse
Filing of criminal complaints with the Metropolitan Police Economic Crime Unit
Public referral to Scambuster.tv for exposure of this scheme
Reporting to the Information Commissionerโs Office (ICO) and Action Fraud
This communication should be retained as part of the legal record and must be disclosed to your compliance, legal, and governance departments.
This April 11, weโre hosting a series of free webinars, giving you the chance to learn about the latest research, explore the benefits of physical activity, meet our helpline advisers, and more.
Explore some of the sessions you can join this World Parkinson’s Day:The benefits of staying activeDiscover tips and helpful advice focused on helping you find your way to get active. Learn more about the benefits of physical activity and even take part in a guided seated workout!Register nowMeet our helpline advisersConnect with our helpline advisers in this interactive session all about our support services. Get clarity on some common concerns as well as your own questions answered.Register nowExplore the latest in researchDive into pioneering projects and discover how research is helping people live better with Parkinsonโs, whilst continuing to chase down new treatments and a cure.Register nowThere are plenty more sessions to explore, all taking place on World Parkinsonโs Day. Just remember to sign up ahead of the session so your joining link can be emailed to you. And donโt worry, if you canโt make it on the day, recordings will be shared a few days after the event.Discover all sessions and sign up nowAlready signed up? Help us spread the word! Share the sessions with friends, family, or anyone who might benefit. Or explore other ways to get involved!
Harriet Parkinsonโs UK
P.S. You might notice we look a little different. Thatโs because we recently refreshed our brand! But donโt worry if you spot our previous branding appearing in places for a little bit longer as we work to update everything.
Weโre Parkinsonโs UK, the charity thatโs here to support every Parkinsonโs journey. Every step of the way.
Parkinson’s UK is registered at 50 Broadway London, City of London, SW1H 0DB, GB and is the operating name of the Parkinson’s Disease Society of the United Kingdom. A registered charity in GB (258197), and in Scotland (SC037554).
James Parkinsonโs โEssay on the Shaking Palsyโ, published in 1817, recognised Parkinsonโs as a medical condition for the first time. We mark his birthday every 11 April with World Parkinsonโs Day, a day to shine a spotlight on Parkinsonโs and our community.
Together, we can create a greater understanding of the challenges people with Parkinsonโs and their loved ones face. And itโs a brilliant opportunity to raise funds for research and support services.
https://mervelee.com/2025/03/30/without-prejudice-mervelee-myers-focusing-on-housing-for-women-failures-after-zaiba-qureshi-be-ceo-ban-customer-scrutiny-panel-hony-premial-started-was-minute-taker-ms-h-presley-found-me-on-twitter-h/ 14-Nov-2022 MsMervelee Myers 16 Alma Grove London SE1 5PY Dear Ms Mervelee Myers Stage 1 response to your complaint ref: 2022000052 Myreference: 2022000052 Please ask for: A.Watson I have reviewed your complaint at stage 1 of our internal complaint procedure and am writing to provide you with HfWโs response. You complained to HfW about: ยท Lengthoftimetoreplace the broken radiator ยท Handlingofyour external door repairs ยท Lackofcommunicationregarding the tree removal ยท Outstanding repairs to the broken fence ยท Lengthoftimetoreplace the glass to the communal door ยท Reportsofanti-social behaviour regarding your neighbour I understand that to resolve your complaint you are seeking: ยท Thefencetoberepaired ยท Apologyregarding complaint handling ยท Clearcommunication regarding who is responsible for the tree removal ยท ForH4Wtoacceptnegligence ยท Apologyforamemberofstaffhanging up the phone ยท Complainttoberesolved amicably In investigating your complaint, I have considered the following: ยท Reviewedourpolicy ยท Spokewithourcontractors ยท Reviewedourcontractorsโ systems ยท Reviewedourservice standards I spoke with our heating contractor Watret with regards to the broken radiator. They advised there were no repairs reported with regards to a broken radiator in the last six months but there have been repairs raised regarding the heating not working. A heating engineer attended on the 27th October 2022 and advised there was nofault found and gave you a demonstration on how to use the Honeywell wireless room stat. He also wrote down instructions on how to operate it. I therefore deem this part of your complaint not upheld. I reviewed our contractor, MCPโs portal to investigate the repairs reported regarding your front door. There are no reports in the past year, of a repair being raised regarding a fault to the lock on the front door. I therefore deem this part of the complaint not upheld. Oninvestigating the communication between H4W and yourself, I was unable to find evidence that demonstrated we had been clear with a decision regarding the tree removal. I can confirm that it is the residentโs responsibility to maintain the garden. This will include the removal of a tree. Wearesorry we were not clear in our communication and for the delay in responding back to you. This section of the complaint is upheld. It was reported on the 23rd February 2022 a repair to the gate and fence was required. A make safe was carried out but inline with our policy, it is the residentโs responsibility to repair/replace a fence that divides two gardens. After reviewing the photos held on the contractorโs portal that the fence in question divides two gardens. We therefore are unable to fulfil your request by repairing/replacing the fence. Onthe 22nd May 2022 it was reported to our repairs contractor, the communal door had a smashed pane of glass. A board up was completed to the broken glass on the 22/05/2022. The glass was replaced on the 18th July 2022 which is outside of our standard timescales. I therefore deem this section of the complaint upheld. I have requested an anti-social behaviour case is opened on your behalf. My colleague from the complaints department will contact you with the case reference number. I was unable to find any evidence of a complaint being logged relating to the above issues you have raised with us. Therefore, I am unable to review the complaint handling. I amsorry you had to report a staff member terminating your call when you contacted us. We take reports of poor conduct by our inhouse staff and contractors very seriously. We appreciate that you found this experience unpleasant, and we assure you that it was not representative of the services we aim to deliver. This concludes Stage 1 of our internal complaints process. I am sorry that you had cause to complain to HfW. I hope that this letter shows that your feedback has been fully considered and hope that you are satisfied with this response. If you are dissatisfied with our response, you should reply within 20 working days explaining why you remain dissatisfied and what you are seeking as an outcome. This reply should be addressed to: complaints@h4w.co.uk or by hard copy to: HfWComplaints Team Sixth Floor, Blue Star House 234-244 Stockwell Road London SW99SP Your complaint will then be reviewed by the Director of Operations at stage 2 of our internal complaint procedure as outlined in our Complaints Policy. A copy of this policy can be viewed online at: https://hfw.org.uk/media/70234/complaints-policy-sept-2021.pdf As a registered social landlord, we strive to adhere to the principles outlined in the Housing Ombudsmanโs Complaint Handling Code, which can be viewed online a
Fight4justice 