| Consultation on our Business Plan 2025-26 and Corporate Strategy 2025-30The Housing Ombudsman’s 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 – 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 Executive’s 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 residents’ lives and landlords’ 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 |
Update your subscriptions, modify your password or email address, or stop subscriptions at any time on your Subscriber Preferences Page. You will need to use your email address to log in. If you have questions or problems with the subscription service, please visit subscriberhelp.govdelivery.com.
This service is provided to you at no charge by Housing Ombudsman Service.
| This email was sent to ratty.nembhard1956@gmail.com using govDelivery Communications Cloud on behalf of: Housing Ombudsman Service · Housing Ombudsman Service, PO Box 1484, Unit D, Preston, PR2 0ET |
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.
- Home
- News
- Ombudsman consults on 2025-26 Business Plan and 5-year strategy for healthier homes, fairer services and trusting relationships
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 Ombudsman’s service has more than doubled in the last 2 years and its statutory role has also expanded.
The Ombudsman’s 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 cultures
- enabling open source of our casework data and 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
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 – a 60% increase compared to the same period last year
- 5,465 determinations issued – 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 £4.9m of financial compensation – a £1.3 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.
Read the consultation document PDF
Take part in the online consultation
Richard Blakeway, Housing Ombudsman, said: “We 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.
“The 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 – offering a genuine alternative to legal action. This builds on our work to meet to the unprecedented volumes of casework we have seen.
“And 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.
“I 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.
“Finally, 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.”
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 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) it will use to measure the success of each over the next 5 years.
Tell us your views on the Corporate Strategy 2025-30
Survey 2: Business Plan 2025-26 consultation
The second part is asking for views on the Housing Ombudsman’s 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.
Tell us your views on the Business Plan 2025-26
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.
You can also email your comments to consultations@housing-ombudsman.org.uk.
Alternatively, you can download a copy of the consultation document PDF or write to us and return to:
Housing Ombudsman Service
PO Box 1484,
Unit D
Preston,
PR2 0ET
The Housing Ombudsman is committed to providing an inclusive service that is accessible to all, find out more by viewing our reasonable adjustment policy.
- Was the information on this page helpful?
- Yes
- No
Back to top
Chat to us
- <a href="mailto:<span>info@housing-ombudsman.org.ukEmail
- <a href="tel:<span>0300 111 3000Call: 0300 111 3000
Using this site
Legal
Working for us
© Housing Ombudsman Service 2025
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
Call us on 0300 111 3000
You can also email your response to consultations@housing-ombudsman.org.uk(External link)
Alternatively, you can download a copy of the consultation document and return to us by post at:
Housing Ombudsman Service
PO Box 1484, Unit D
Preston, PR2 0ET
Our opening hours can be found on our website: Contact us | Housing Ombudsman Service(External link)
- Corporate Strategy 2025-30 consultation116 responsesTell 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.Take part in Corporate Strategy 2025-30 consultation
- Business Plan 2025-26 consultation67 responsesTell 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.Take part in Business Plan 2025-26 consultation
Page last updated: 14 Mar 2025, 01:43 PM
Lifecycle
- 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.
Consultation document
Website
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 service
- resident and landlord research to support development of a customer charter, customer service offer, and channel strategy
- design approach to customer co-creation
- implementation of our updated quality strategy and assurance framework
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 impact
- continue to evolve Dispute Support & Resolution (DS&R) ways of working, processes, systems, and structures to be able to maximise our effectiveness and efficiency
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 down
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 guidance
- discovery exercise on creation of a sector compensation calculator
- work with residents and members to develop our metrics for the impacts of individual investigations and fairer services
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)
- maintained resident and landlord satisfaction scores following investigation (80% for cases upheld, 60% for cases not upheld)
Maintained casework quality (aim 1.1):
- maintained quality scores for investigations (95%)
Reduced casework timescales (aim 1.2):
- 90% of high-risk cases determined within 4 months
- 50% of cases are determined within 6 months*
- 80% of cases determined within 12 months
* 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 Awaab’s Law
Maintained or increased compliance with our orders (aim 1.3):
- 95% compliance by target date
- 99% compliance within 3 months of target date
Our individual investigations lead to fairer service delivery (aim 1.4, 1.5) :
- this target will be developed over the year after engaging with residents and members to 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
- Terms and Conditions
- Privacy Policy
- Moderation Policy
- Accessibility
- Technical Support
- Cookie Policy
- Site Map
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 implicated…
Business Plan 2025-26 | Strategic objective 2: Drive positive local complaint handling cultures
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.
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 2.1, 2.2 and 2.3 activities:
- we embed our approach to compliance in policy and begin to test compliance in practice
- we use information gathered from year one duty to monitor submissions to produce content for the Centre for Learning, aimed at complaint handlers.
- we explore how we can support complaint handling professionalisation in the sector
- we design dedicated tools aimed at those holding the Member Responsible for Complaints role
- 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 leaders
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 others
- reshape our Meet the Ombudsman events
- 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 Members’ 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 landlord’s 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 recommendations
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
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
- Terms and Conditions
- Privacy Policy
- Moderation Policy
- Accessibility
- Technical Support
- Cookie Policy
- Site Map
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 intelligence
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 conclusions
- 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 work
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 homes
We play an active role in the system of landlord accountability (aim 3.3):
- information is shared with regulators, enforcement bodies, and other delivery partners
Our work is used to inform policy debate (aim 3.4):
- our work is referenced in policy development and public debate
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
- Terms and Conditions
- Privacy Policy
- Moderation Policy
- Accessibility
- Technical Support
- Cookie Policy
- Site Map
Business Plan 2025-26 | Strategic objective 4: Extend our powers and engage with partners to support closing gaps in redress
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, if the Renters’ 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 service
- consult on changes to the Scheme to enable delivery of STAIRs
- plan for implementation
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 confirmed in 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
- Terms and Conditions
- Privacy Policy
- Moderation Policy
- Accessibility
- Technical Support
- Cookie Policy
- Site Map
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. 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.
People
Aim E1.1 We are a learning organisation, delivering continuous improvement and innovation.
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.
Aim E1.3 We provide colleagues with clear pathways for career and skills development.
Aim E1.4 Colleague engagement is regularly checked and actively managed in our remote organisation.
Aim E1 activities:
- begin the workforce and talent development programme
- understand options to provide more flexibility in grading
- benchmark our current total reward package
- look at tools to support more effective remote working
- review approaches to effectively tracking colleague engagement and deploy
- explore approaches for flexible resourcing
- design and implement other areas in accordance with strategic milestones
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.
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 delivery
- transition from a corporation sole to a body corporate and embed excellent governance to support this new structure
- explore ways to improve our workload and capacity planning and explore models linked to demand scenarios
- continue to research alternative fee regimes and their potential for application to social housing providers
- gain re-accreditation on our IT systems and evaluate progress on moving towards other schemes
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 milestones
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):
- increased colleague engagement survey scores over the lifetime of this strategy (measured from 2024-25 baseline)
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)
- increased colleague satisfaction with learning and development provision over the lifetime of this strategy (measured from 2024-25 baseline)
Our organisation is more effective and efficient while continuing to meet the expectations of an arm’s length body (aim E2):
- reduced cost per Dispute Resolution case over the lifetime of the strategy
- reduced cost per enquiry over the lifetime of the strategy
- unqualified accounts each year
Stakeholders trust the quality of our work and the insights this provides (aim E2):
- we obtain external accreditations or comply with recognised good practice in areas where the benefits outweigh the costs
- all colleagues commit to upholding our Code of Ethics
- we are peer reviewed and publish the outcome of this
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 met
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
- Terms and Conditions
- Privacy Policy
- Moderation Policy
- Accessibility
- Technical Support
- Cookie Policy
- Site Map
Corporate Strategy 2025-30 consultation
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.
0% answered
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
- Terms and Conditions
- Privacy Policy
- Moderation Policy
- Accessibility
- Technical Support
- Cookie Policy
- Site Map
Corporate Strategy 2025-30 consultation
14% answered
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.
During 2025-30 we want to improve the resident’s 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.
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. We will also continue to review our approach to investigation where new requirements are placed on landlords, for example, in relation to property condition.
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.
Aim 1.5: Our investigations support landlords to understand what led to service failure, prevent future complaints, and fulfil their obligations. 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) :
- improved resident satisfaction scores at enquiry over the lifetime of this strategy (measured from 2024-25 baseline)
- improved resident and landlord satisfaction scores following investigation over the lifetime of this strategy (measured from 2024-25 baseline)
Maintained casework quality (aim 1.1) :
- maintained or improved quality scores for investigations (measured from 2024-25 baseline)
Reduced casework timescales (aim 1.2) :
- 95% of high risk cases determined within 3 months by the end of the strategy period
- 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 period
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
Fight4justice 