Corporate Strategy 2025-30 consultation

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Corporate Strategy 2025-30 | Strategic objective 2: Drive positive local complaint handling cultures

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. In 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 – 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:  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 landlord’s complaint handling (independent survey – baseline in 2025-26)  
• reduction in Complaint Handling Failure Orders (CHFOs) issued for non-engagement with compliance monitoring activity within timescales (baseline in 2024-25)    
• reduction in CHFOs issued for compliance in policy over the lifetime of the strategy (baseline in 2024-25)   
• 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 over the lifetime of the strategy (independent survey – baseline in 2025-26/use MHCLG awareness raising campaign data)  

8.  

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Corporate Strategy 2025-30 consultation

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Corporate Strategy 2025-30 | Strategic objective 2: Drive positive local complaint handling cultures

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. In 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 – 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:  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

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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 landlord’s complaint handling (independent survey – baseline in 2025-26)  
• reduction in Complaint Handling Failure Orders (CHFOs) issued for non-engagement with compliance monitoring activity within timescales (baseline in 2024-25)    
• reduction in CHFOs issued for compliance in policy over the lifetime of the strategy (baseline in 2024-25)   
• 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 over the lifetime of the strategy (independent survey – baseline in 2025-26/use MHCLG awareness raising campaign data)  

8.  

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Corporate Strategy 2025-30 | Strategic objective 3: Support better services through our insights, data, and intelligence  

Complaints are more than individual transactions, they are strategic tools for learning. 

Over this strategy period, landlords’ operating environment will remain uncertain and pressurised.  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.  

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)  
• 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)  
• 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)   

  

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  

  

Our data is used by a wide variety of stakeholders (aim 3.5):  

• increased use of our data each year (baseline number of views in first full year of availability) 

11.  

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Corporate Strategy 2025-30 consultation

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Corporate Strategy 2025-30 | Strategic objective 4: Extend our powers and engage with partners to close gaps in redress  

Housing is arguably one of the most complicated sectors in England.  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.    

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. 

We will also take on a new area of complaints relating to the Social Tenant Access to Information Requirements scheme (STAIRs) – 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.     

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.   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)  (aim 4.2)

  14.  

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Corporate Strategy 2025-30 consultation

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Corporate Strategy 2025-30 | Strategic enabler: Organisation design

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.    

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.  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, 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.

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.

Systems

Aim E3.1:  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) :

• increased colleague engagement survey scores over the lifetime of this strategy (measured from 2025-26 baseline)   

Colleagues participate in valued learning and development (aim E.1) :

• 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)  

Stakeholders trust the quality of our work and the insights this provides (aim E.2):  

• 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 

Our organisation is more effective and efficient while continuing to meet the expectations of an arm’s length body (aim E.2):  

• 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  

  

We are transparent about the impact of our organisation on the world (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    

17.  

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Corporate Strategy 2025-30 consultation

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 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

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Business Plan 2025-26 consultation

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.

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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.  

Provide the name of your landlord * required*

Maximum 255 characters

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Business Plan 2025-26 consultation

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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.  

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Business Plan 2025-26 consultation

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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.  

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Business Plan 2025-26 consultation

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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.  

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Business Plan 2025-26 consultation

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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 

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Business Plan 2025-26 consultation

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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.

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Welcome to my channel where I will update viewers with the latest information about our Business Ventures. Data from Ancestry DNA via the Copyright Act Section 107 fair use will help me connect with extended family. I will highlight awareness of the DISCRIMINATION covered up by Legal Entities and Establishments and Systems at the helms of the UK Government and Judiciary Of England & Wales & Criminal Justice System & Crown Prosecution Service. Note the roles of Social Media in making the VULNERABLE VICTIMS https://youtu.be/umCkr178Nhw?si=RBj8J_MVh3qu9hcF. I was an INFLUENCER whose Intellectual Property & Image Rights http://www.myvision.org.uk used to build brands before the world turned on me expecting me to be the statistic of 1 in 5 of all suicides are associated with unemployment. My online presence will showcase my defensive practice take notice in the words of Nelson Mandela “The purpose of freedom is to create for others”. The DE Columnist states “Tech Don’t Lie”.

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Welcome to the Public First Creator Consultation. We appreciate you taking the time to share your insights. Your responses are vital in shaping recommendations that will ultimately be shared with government, industry, and platforms to advocate for Creators across Britain. Together, we can help ensure that Creators have all the tools and support needed to thrive.

Public First is conducting an independent study of YouTube Creators to understand the key challenges and opportunities they face in growing their businesses. Share your experiences in this 10-15-minute survey. All responses are confidential and Public First will aggregate them before they are shared more widely – Google will have no sight of individual submissions or any details relating to individual participants. For more information about your privacy rights see the Public First Privacy Policy and Google’s Privacy Policy. If you have any questions, you can contact contact@publicfirst.co.uk.

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Welcome to latest information about MERVELEE MYERS Buisiness. Data from Ancestry DNA via the Copyright Act Section 107 fair use will help me connect with sourcing information. I will highlight awareness of the DISCRIMINATION covered up by Legal Entities and Establishments and Systems at the helms of the UK Government and Judiciary Of England & Wales & Criminal Justice System & Crown Prosecution Service. Note the roles of Social Media in making the VULNERABLE VICTIMS https://youtu.be/umCkr178Nhw?si=RBj8J_MVh3qu9hcF. I was an INFLUENCER whose Intellectual Property & Image Rights http://www.myvision.org.uk used to build brands before the world turned on me expecting me to be the statistic of 1 in 5 of all suicides are associated with unemployment. My online presence is enough of my defensive practice for the world to take notice in the words of Nelson Mandela “The purpose of freedom is to create for others”. The DE Columnist states “Tech Don’t Lie”.

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To Whom It May Concern 

Listen to Dr Phil Gregory before he came to my house with his African Nurse on 21st November 2024. He claims he was concerned about my WELFARE. He tried forcing me to turn off the recording I was doing. Made mention about Policies and Procedures and Confidentiality. Well, I did not sign any confidentiality, and I was never given any P&P. I chased him out of my house without crossing over my BANNER. I don’t do PHYSICAL only VERBAL and knows what tone of voice to use with people like Dr Phil Gregory who is very much like Debbie Gilchrist and Joe Hooper. 

The fact I was on the Housing Ombudsman Zoom on 20^th November 2024 is proof that Dr Phil Gregory might be working across the board from www.leyf.org.uk to Housing for Women based on the email from Devonshires Solicitors LLP to my Solicitors. On reflections it seems as if Devonshires Solicitors LLP are using the same underhand tactics used on Stephen Agera to resign on this Solicitors “Without Prejudice”. 

Let me make it clear that Dr Phil Gregory is NOT MERVELEE MYERS PSYCHIATRIST according to Devonshires Solicitors LLP. I was not prescribed any medication and is not on treatment. For the letter dated 18 December 2024 to say that the DEFENDANT is indicating that she is willing to engage with TREATMENT is as FALSE as Dr Phil Gregory’s REPORT. I was given information about RESPIREDONE and asked to see my GP. The Solicitor is aware I am without a GP, so who prescribed the MEDICATION? 

I must advise the Solicitors to RELEASE my Medical FILE to the Court so DJ Beecham can see my ENGAGEMENTS with TREATMENT for my MENTAL and PHYSICAL Impairments from I was diagnosed with Chronic Anxiety on the 18 July 2006. Because the fact I was sent POSSESSION letter in July 2024 will have bearings on the case on 7 May 2025. I called Narin Masera on 17^th July date husband signed his last WILL.  https://youtu.be/F5kQOYWYSPQ?si=QRHZkqS3Ct2TfpLS

YouTube Share your videos with friends, family, and the worldyoutu.be



Can the Solicitor reference this video for 7 May 2025 please… https://youtu.be/pgI02uOLUAY?si=EpMxLGvSFUp-7QsO

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

I would appreciate in the future if I am consulted before making me a SCAPEGOAT. Because Dr Phil Gregory went to YouTube using PRIVACY to remove my video when he called covering his TRACKS. Well let Dr Phil Gregory know he sounds like Richard Harty and I will be publishing my RESEARCH about him in 2025. 

Mervelee Myers FD (Open)  

M 

Dear customer,

We’re excited to share the winter edition of Connect, your resident newsletter!

Attached, you’ll find the latest issue packed with updates, tips, and news, including:

• Housing for Women featured in an ITV documentary on domestic abuse with Queen Camilla
• Exciting news: ReConnect+ opens a second house!
• Helpful Christmas and winter tips to make the season easier for you

We hope you enjoy reading this edition. As always, if you have any feedback or suggestions, feel free to get in touch.

Wishing you a safe and happy festive season!

Best wishes,
The Housing for Women Team

​By including any personal data in your response to this email, you freely consent to this being used and stored by Housing for Women for the purposes of service delivery in accordance with the General Data Protection Regulation. All information and attachments included in this email are confidential and intended for the original recipient only, it may also be legally privileged.  Any review, retransmission, dissemination or other use of or acting in reliance upon this information, by persons or entities other than the intended recipient is prohibited.  If you are not the intended recipient then please do not use or publish its contents, contact the sender and then delete.  The sender does not accept liability for any errors or omissions.​​​​ Housing for Women Limited is a Registered Social Landlord registered with the Regulator of Social Housing (No L0970); and is a charity registered with the Charity Commission (No 211351); and is a Private Company Limited by Guarantee registered in England and Wales (No 00420651). The registered office is at Sixth Floor, Blue Star House, 234-244 Stockwell Road, London SW9 9SP.

CONNECT
What’s inside?
2 ReConnect+ opens
second house!
The newsletter for Housing for Women residents Winter 2024
1
Winter
Edition
3 One year on: how
Touchstone Property
Services has
supported our
residents
4
You said, we did!
5 Ealing team’s One -Stop-Shop success
6 Christmas and
winter tips
8 Resident
engagement
and updates
9 Practical support
for tenants
10 Stay connected with
Housing for Women
12 Keeping you
informed
Domestic Abuse Services
For over 40 years,
Housing for Women has
been supporting women
and children in London
escaping domestic
violence and abuse.
Housing for Women appears
in ITV Documentary about
domestic abuse
Housing for Women was pleased to be featured in an
ITV documentary on domestic abuse, led by HRH Queen
Camilla. The programme, which aired on ITV and ITVX on 11th
November, highlighted the voices of survivors and advocates
working to end this crisis.
During her visit to one of our refuges, Queen
Camilla met with a survivor who was rebuilding
her life with the organisation’s support. The
Queen also spoke with our team about the
vital services they delivered to help women
escape violence and abuse.
Zaiba Qureshi, Chief Executive of Housing for
Women, said: “We were very pleased to
contribute to this crucial conversation and
to have HM Queen Camilla visit our refuge
services. Domestic abuse is an issue that
affects many, and it was essential that
survivor voices were amplified and given
a platform to be heard. We hoped this
documentary would raise awareness and
give courage to those experiencing abuse
to seek help.”
You can still catch the documentary on ITVX.
Her Majesty The Queen met with a survivor of
domestic abuse at one of our refuges
(ITV/Love Monday)
http://www.hfw.org.uk
Housing4Women
Registered Charity No. 211351
ReConnect+ opens
second house!
Great news! Our ReConnect+ team opened the
project’s second house earlier this year.
Lorraine Edwards,
Deputy Manager at
Reconnect+, said:
“Opening our
second house is a significant
step for ReConnect+. It enables
us to support even more
women on their release from
prison, providing a safe and
stable environment as they
rebuild their lives and work
towards a brighter future. We’re
committed to empowering
women and reduce their
reoffending through holistic
support and a supportive home.”
For more information or
to make a referral for
ReConnect+, please call
020 7501 6120 or email
customer.service@h4w.co.uk.
ReConnect+
Customer Hub 020 7501 6120
2 / News 2 / News 2 / News
Customer Hub 020 7501 6120
3
One year on: how Touchstone
Property Services has
supported our residents
As part of our commitment to providing reliable and efficient services to our
customers, Housing for Women partnered with Touchstone Property Services in
December 2023 to manage our rental income. We’re pleased to share that after a
year of working together, we’ve seen great results in supporting our residents and
managing rental income.
Here’s what we’ve achieved together:
Better rent
collection
Since December 2023, the number
of tenants in arrears has dropped by
41, and arrears have been reduced
by £93,000. This is thanks to
Touchstone’s proactive support for
our tenants.
Growing
the team
Touchstone has added an Income
Officer, Lucy Turner, to help provide
even more support to residents. If
you have any questions about your
account, you can call Lucy directly
on 01225 259274. You can also
email h4w@touchstoneresi.co.uk.
Ethel Fosu, Head of Housing,
said:
We’re proud of
partnership with
Touchstone and
the positive
impact it has made for our
customers and our team.
Together, we’re working
to keep homes safe and
affordable for women in need.
If you have any questions or
need help, please reach out
to Touchstone or our Housing
Team.
Staying
connected
Touchstone has responded to
4,840 contacts from residents
and made 7,158 calls, texts, and
emails to offer help, reminders, and
support for timely rent payments.
You said, we did!
Our action
We heard your concerns about anti-social
behaviour at one of our properties, which included
issues such as drug dealing, prostitution, and
excessive noise.
In response, we acted quickly, working with the
Police and residents in the property to manage
the situation. Together, we gathered the evidence
needed to take the matter to court.
In November, we were granted possession of the flat
in question. This means the anti-social behaviour has
stopped and we can now re-let the flat to someone
in need of a home, giving them the chance to
contribute positively to the community.
This outcome was only possible thanks to the
fantastic joint working between residents, our team,
and the police. It shows what we can achieve when
we all work together in partnership.
If you want to give us feedback or let us
know what we are doing well, please call our
Customer Service Team on 020 7501 6120.
You can also email us at customer.service@
h4w.co.uk.
At Housing for Women, we take your feedback very
seriously. Here’s how we have acted on it.
You told us
That anti-social behaviour
at one of our properties
was disruptive and
upsetting for tenants

You said, we did!
Our action
We heard your concerns about anti-social
behaviour at one of our properties, which included
issues such as drug dealing, prostitution, and
excessive noise.
In response, we acted quickly, working with the
Police and residents in the property to manage
the situation. Together, we gathered the evidence
needed to take the matter to court.
In November, we were granted possession of the flat
in question. This means the anti-social behaviour has
stopped and we can now re-let the flat to someone
in need of a home, giving them the chance to
contribute positively to the community.
This outcome was only possible thanks to the
fantastic joint working between residents, our team,
and the police. It shows what we can achieve when
we all work together in partnership.
If you want to give us feedback or let us
know what we are doing well, please call our
Customer Service Team on 020 7501 6120.
You can also email us at customer.service@
h4w.co.uk.
At Housing for Women, we take your feedback very
seriously. Here’s how we have acted on it.
You told us
That anti-social behaviour
at one of our properties
was disruptive and
upsetting for tenants
and neighbours.
4 / News
Customer Hub 020 7501 6120
Ealing team’s One-Stop-Shop
success
In November, our Ealing Domestic Violence and Abuse team hosted another
fantastic One-Stop-Shop event, offering advice and support to women in the local
area. The session welcomed a spokesperson from FORWARD, an African women-led
women’s rights organisation working to end violence against women and girls.
Carolyn McCarthy, Team
Leader at Ealing DVLA said
It was fantastic
to host another
One-Stop-Shop
event, offering local
women vital advice and
support. These events are
always incredibly popular,
showing the demand for
accessible, community
focused services. We
were honoured to have
FORWARD with us, sharing
their important work with
everyone who attended.”
Thank you to everyone who
attended! For more information
about the service, please visit
http://www.ealingdva.org.uk.
5
6 / News
Christmas and winter tips
Our Christmas
opening hours
Our offices will close at 1pm
on Tuesday, 24 December,
and reopen at 9am on Friday,
27 December.
We’ll also close at 4pm on
Wednesday, 31 December,
and reopen at 9am on
Thursday, 2 January.
If you need to report a repair
or have an urgent issue while
we’re closed, please call us
on 0207 501 6120.
We wish
all our
customers,
partners, and
stakeholders
Season’s
Greetings!
Customer Hub 020 7501 6120
Managing your finances during the Festive Season
Paying by direct debit can be a
simple and reliable choice, but
you can also choose other methods
such as standing order, online
banking, or PayPoint.
We understand that the festive
season can be an expensive time for
everyone. With the extra demands
on your budget, it’s important to
plan ahead and ensure you can pay
your rent and service charge on time.
Missing your rent payments could
result in added costs and even legal
action, which no one wants to face
in the New Year.
For more information on how to
pay your rent, visit our website by
scanning the QR code below.
Christmas: a time for togetherness, but support is here if you need it
Christmas is a time we often associate with joy,
celebration, and spending time with loved ones.
But for many, the festive season can also bring
added pressures. The strain of managing finances,
expectations, and family dynamics can feel
overwhelming. Sadly, for some people, this time of
year becomes even more challenging due to the risk
of domestic violence and abuse.
We often see an increase in women and children
reaching out for support during the festive period.
If you or someone you know needs help, please
don’t hesitate to reach out. For more information,
call our Ealing Referral and Advice line on
020 4513 9678 or email referrals_edva@h4w.
co.uk. You can also contact our Greenwich team on
020 8317 8273 or email info_gdva@h4w.co.uk.
Visit our websites at http://www.ealingdva.org.uk or
http://www.gdva.org.uk for more details.
If you can’t reach us, call the free Refuge
24-hour National Domestic Abuse Helpline on
0808 2000 247.
Remember, always dial 999 in an emergency or
if someone’s life is at risk
Money-saving tips for
Christmas
The festive season is here, and we
know how important it is to make
the most of your money. We’ve
gathered some easy, practical tips
to help you enjoy a joyful Christmas
without breaking the bank – from
thoughtful gifts to energy-saving
ideas. Let’s make this Christmas
extra special, together!
7
Look after your mental
wellbeing this winter
Winter can feel tough at times, but
remember, you’re not alone. We’ve
put together some helpful advice
on how to keep your spirits up and
stay connected with others through
the dark and cold months.
Stay Safe at Home this
Christmas
This time of year is about staying
cosy and safe with those who matter
most. Our simple tips will help
ensure your home is warm, safe, and
ready for the festive season, so you
can enjoy a worry-free Christmas.
Read the full
article on our
website:
Read the full
article on our
website:
Read the full
article on our
website:
Resident engagement and updates
Our New Tenant Portal is Coming in 2025!
We’re pleased to share that our new Tenant Portal will be launching in early 2025!
This exciting development is designed to make life easier for our residents, while
helping us provide an even better service.
The portal will offer a smoother and more modern
experience, making it quicker and easier to connect with
us, access key services, and manage your tenancy. At
Housing for Women, we’re always looking for ways to
improve, and this upgrade
is a big step towards a more efficient, forward-tOur New Tenant Portal is Coming in 2025!
We’re pleased to share that our new Tenant Portal will be launching in early 2025!
This exciting development is designed to make life easier for our residents, while
helping us provide an even better service.
The portal will offer a smoother and more modern
experience, making it quicker and easier to connect with
us, access key services, and manage your tenancy. At
Housing for Women, we’re always looking for ways to
improve, and this upgrade
is a big step towards a more efficient, forward-thinking
way of working together. Keep a look out for further
updates next year. We’ll share more information via our
website, Connect newsletter, and social media channels.
8 / News
Customer Hub 020 7501 6120
Reminder to
check our FAQs
about your service
charges
This autumn, we sent out
letters about your service
charge increase. If you haven’t
received yours, please contact
us as soon as possible.
If you have questions about
your service charges and want
to understand them better,
please visit our website and
check the FAQs section. It
provides answers to common
questions and explains how
the charges
are calculated.
If the FAQs don’t address
your specific query, our
Customer Service Team is
here to help. You can reach us
by calling 0207 501 6120 or
emailing customerservice@
h4w.co.uk.
For more guidance on paying
your rent and service charges,
please visit our website for
more information
Tenant Satisfaction
Survey
We recently ran a Tenant
Satisfaction Survey in partnership
with Acuity, an independent research
company. Thank you for taking the
time to share your feedback! We’ll
publish the results in the spring
edition of Connect and on our
website early in the New Year.
Customer Panel
update
We’re excited to share that
we’re recruiting tenants for
our Customer Panel! We’ve
received 12 applications so
far, which we’re currently
reviewing. Our goal is to have
the panel members in place
by the end of January 2025.
We’ll share more details
soon, including how you
can get in touch with your
Customer Panel. Thank you
for your interest and support!
Volunteer with us!
At Housing for Women,
volunteers are crucial to our
work. They help us provide
essential services to vulnerable
women and children. Our
volunteers take on various
roles, from office tasks in
Finance, Neighbourhood
Services, Customer Services,
and Communications to hands
on support for our service
users. For instance, our Refuge
volunteers, who must be female,
directly assist women and
children escaping domestic
abuse, offering practical help
and a safe haven.
We also partner with universities
to offer student placements,
giving students valuable real
world experience. Volunteering
with us brings many benefits.
You’ll learn new skills, boost
your confidence, improve
your employability, and form
meaningful connections. It’s
also a chance to make a real
difference by supporting some
of society’s most vulnerable
individuals. We provide thorough
training and regular supervision
to ensure our volunteers feel
confident and supported in
their roles. If you’re passionate
about making a positive
impact and want to join a
supportive community, consider
volunteering with us. Your time
and dedication can change lives.
For more information on
getting involved, please
contact our Customer Service
Team at 0207 501 6120.
You can also email
customer.service@h4w.co.uk
99
Practical support for tenants
Let us help with damp and mould
Your home should be a safe and
comfortable space, and we’re here
to help if you’re dealing with issues
like damp or mould. If you’ve noticed
damp or mould in your home that
you’re unable to tackle yourself,
please don’t hesitate to get in touch.
Our team is here to support you and can give the
advice or help you need to resolve the issue. The
sooner we know, the sooner we can help.
To report damp or mould, please contact us on
020 7501 6120 or email customer.service@
h4w.co.uk and we’ll work with you to make sure
your home stays healthy and comfortable.
10 / News
Customer Hub 020 7501 6120
11
Stay connected with
Housing for Women
We love keeping in touch with our
community, and now it’s easier than
ever to stay updated with all the latest
news and information from Housing
for Women.
Follow us on Facebook and Instagram for updates, key
announcements, and useful tips designed to help you
make the most of your home and community. Whether
it’s advice on managing your tenancy, news about
upcoming events, or support services you might need,
you’ll find it all there.
We’re here to keep you informed, connected, and
supported—so come and join the conversation!
You’ll find us at:
Facebook
Instagram
12 / News
Keeping you
informed
We always want to ensure
we deliver great homes and
services for you; in fact, it
is one of our key goals. An
important way we do this is
how we communicate with
you. This includes giving you
essential information and
keeping you up to date.
Newsletter
Each quarter, we publish our
Residents Newsletter, ‘Connect’.
A link to the digital newsletter
will be posted on social media.
It will also be emailed to
you. We no longer print the
newsletter because we want
to be more environmentally –
friendly. If you want a printed
copy, please get in touch with
our Communications Team at
communications@h4w.co.uk or
call our Customer Services Team
on 0207 501 6120.
What is ‘Connect’?
Annual Review
We publish our Annual Review
every year, setting out what we
have achieved in the previous
twelve months.
We’ll look at some of the
highlights from our year, share
experiences from some of our
tenants and service users, and
publish figures showing our
impact while delivering value for
money for our customers. The
next edition is due in March.
We will let you know when it’s
published.
Head Office and
Registered Office
Our website
Our website has a lot of helpful
information about what it is like
to live with us. It’s also a great
resource, from getting involved
with your housing association
and neighbourhoods to accessing
your housing services on our
Customer Portal to the latest
news.
Social media
You can stay updated with
community information, Housing
for Women updates, and news
from the housing sector on our
social media pages. We’re on
Instagram and Facebook. To
better understand how you use
social media and how we can
reach you, we will be conducting
a survey in 2025. Stay tuned for
more information.
‘Connect’ is designed for you, and so
if you have anything you would like us to cover
in future issues or you have a comment to
make, please do let us know by writing to:
Connect Editor, Housing for Women, Sixth
Floor, Blue Star House, 234 Stockwell
Road, London SW9 9SP or emailing
customerservice@h4w.co.uk.
Housing for Women
Sixth Floor, Blue Star House
234-244 Stockwell Road,
London, SW9 9SP
Tel.
020 7501 6120
Email. customerservice@h4w.co.uk
http://www.hfw.org.uk
Housing4Women
Registered Charity No. 21135