糖心传媒

Engagement projects

Domestic Abuse awareness project

Recognising that domestic abuse can take many forms and often remains hidden, it is important that we understand its prevalence within our communities and respond effectively. We wanted to understand how aware customers and employees were of the service we offer.

Due to the sensitive nature of this project, we looked at::

• 7 case studies with customers with lived experience
• 2 examples timelines of customers supported
• Staff awareness survey 鈥� 88 employees completed

Four recommendations have been proposed:

• Domestic Abuse Training – for employees at induction for regular refresher training
• Information and Signposting – raise awareness and enable customers to self-serve from the website
• Awareness of Internal Support – Relaunch 鈥淐hampions鈥� and steering group members.
• Customer Knowledge for Service Delivery 鈥� ensure internal information is up-to-date to support customers

Shaping the future of the Retirement Living service

HPG has 3561 supported housing properties. 95 of these properties are for Adults with Learning Disabilities. We wanted our customers to help shape the future of this service.

Our Retirement Living Officers have been out on all sites consulting with Housing Plus Group Tenants about the service. We have received 1,473 responses.

3 key areas were raised and will shape the future service:

• There is demand from Legacy HPG tenants to reintroduce the 鈥業鈥檓 ok鈥� daily checks service, over half said yes or maybe
• The main themes identified for improvement include: faster response to repairs and maintenance, improving staff presence and communication, improved garden maintenance 鈥� quality and frequency, more social activities, and a better range
• There is demand for a personal care service, 62% said yes or maybe with 65% currently receiving care from a registered social provider

Newsletter consultation

We wanted to find out if people were more likely to read the HPG newsletter if it was tailored to their local area.

A short survey was included within the Winter edition of the newsletter. 1060 customers responded.

These findings will feed into the review and the design of the new newsletter going forward. We will also:

• Update customer preferences for printed or emailed newsletters, or no newsletter at all.
• Draft a plan to begin tailoring some parts of the newsletter with content that is appropriate to customers鈥� local neighbourhoods.
• Be inspired with content ideas for future editions.

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Future home engagement

We wanted to develop an Asset Management Strategy fit for the future, balancing regulatory requirements, affordability challenges, and long-term sustainability, while building trust through customer engagement.

Customer feedback was gathered through complaints, surveys, and engagement activities, including an all-customer survey (2,119 responses), community drop-ins, and a prioritisation exercise with 45 customers.

Key findings from customers:

• Preference for condition-based replacements rather than fixed programmes
• High priority investment areas include kitchens, bathrooms, heating, windows and doors
• Strong demand for adaptations, accessibility, and feeling safe in neighbourhoods
• Expectation that new homes reflect local needs and tenure mix

The strategy will focus on three key objectives:

• Safe, sustainable and affordable homes, including EPC C or above by 2028 and Net Zero by 2050
• Smarter investment decisions, focusing on high-performing homes and reinvesting locally
• Empowering residents and workforce to shape future housing decisions

Over the next five years:

• Nearly 拢240m will be invested in existing homes, with additional budget for legislative changes
• Up to 290 underperforming homes per year will be sold and proceeds reinvested
• Up to 3,500 new homes will be built, delivering a net gain of around 2,050 homes by 2031

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Repairs review

We carried out a review of the Repairs service to identify improvements and help design a new, unified service following the merger with 糖心传媒 Group, ensuring it meets customer needs and regulatory standards.

Customer and employee feedback was gathered from multiple sources, including complaints, surveys, focus groups, and workshops. Over 7,500 customer voices were captured, including 500 survey responses, workshops, and additional engagement with 93 employees.

Key findings from customers and employees:

• Need for clear and timely communication
• Demand for multi-channel reporting, including sending photos and videos
• Improvements needed in appointment timing and reliability
• More flexible appointments with better information provided in advance
• Better access to materials to reduce delays
• A more personalised, customer-focused service tailored to individual needs

The findings will inform the redesign of the Repairs service, with planned changes to be communicated to customers.

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Development strategy engagement

We engaged with customers to help shape the development strategy, ensuring it reflects their needs and supports the goal of building 1,000 homes per year while creating places people are proud to call home.

Customer feedback was gathered through a two-phase survey (over 1,600 responses), focus groups, community events, and discussions with new residents.

Key findings from customers:

• Priority for social housing, affordable housing, and homes for older people/care services
• Strong demand for houses and bungalows as preferred property types
• Affordability is the most important factor, followed by access to local amenities
• Key themes include parking, green spaces, location, transport links, and access to services

The findings will inform and shape the new development strategy, which will be presented for approval and will continue to involve customers in its delivery going forward.