You said, we did...

You said;
You want to feel confident that repairs and maintenance will be done well, every time.

We did;
July 2024 - We’ve worked with you to understand what “excellent” means. We’ve looked at your experience with us to find out what matters most, what’s tricky, and where you’re happy or not. We’re reviewing our processes and have created an action plan to improve. We’ll meet again in six months to check progress and make changes.

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You said;
You want us to work as one team, take responsibility, act professionally and get things right first time.

We did;
July 2024 - We’re reviewing how our teams work together, reminding ourselves of the Group’s values and behaviours. We’re also checking our processes and performance measures to make sure we’re doing the right things and tracking them properly.

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You said;
You want to be listened to and treated with respect.

We did;
July 2024 - We’re creating a code of conduct with you and our operatives. It sets out what we all agree to, including how we behave when working in or around your home.

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You said;
You want us to be open and honest, keep you updated, and fix things when they go wrong.

We did;
July 2024 - We’re reviewing our systems and processes to make sure we send the right information, in the right way, at the right time. We’re exploring weekly reminders before appointments and looking closely at where things go wrong so we can fix the root cause. When something changes or goes wrong, we’ll put it right and take steps to stop it happening again.

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You said;
You wanted the Fire Safety Packs to be more tailored to your needs.

We did;
March 2025 - We’ve created four different packs for different types of homes: Housing for Older People, Supported Accommodation, General Needs, and Redwing customers. Each one is designed to suit your needs better.

You said;

(Marketing and Communications Strategy Consultation, July 2025)

• We should make communications more tailored to the area that the customer lives in. For example, in Belong magazine. 
• Look into the possibility of introducing a prompt, or a way of notifying customers when new content is added to the website. 
• Introduce more face-to-face communications and engagement.
• Introduce photos into communications, for example, when talking about staff members, include photos to make it more personable. 
• Rather than turning off comments on Facebook, could we introduce notifications for staff members to action comments. 
• Make our Facebook page less corporate by including short 60 second videos, particularly for less engaging topics such as Gas Safety. 
• Promote who our subsidiaries are and what they do if it is something that customers can benefit from, or get involved in. 
• Produce a communications piece on the lettings process (for example, how we decide who is going to move into our properties). 
• Produce a comms piece around managing expectations. One customer highlighted that a lot of customers may not understand that we can’t do everything and have limited resources. 
• Include residents more in communications, for example, photos of residents and what they’ve been up to, quotes from residents etc. 
• Improve the wording of the Facebook message to make it clearer when and how the page is being monitored. 
• Include statistics from Belong on Facebook in short, easy to read posts. 

We did;

• We post updates on our social media and our website. We will are also using email and text alerts for important information going forward. 
• We are working with residents to host ‘The Big Conversation’ a campaign to engage with residents in person from July – October 2025. 
• Thanks to resident feedback, we have started to use more staff photos on our communications. This is not always possible but where we can (and staff are willing to be photographed) we will try to do this as much as possible. 
• Thanks to resident feedback, we have started to use more video content on our Facebook page. We have already done this for Gas Safety Week 2025 and water hygiene. 
• We have included more information on our subsidiaries in this year’s Annual Report as a result of your feedback. We have also shared details about apprenticeships, training courses and open days at The Learning Foundry. 
• We are hosted ‘Ask the Experts’ sessions throughout 2025 to address key customer queries such as how we spend our money. We will also be asking residents where they think Regenda should spend their money. 
• We have added a short note to all Facebook posts about when the Regenda Homes Facebook page is monitored. We have also amended the header. 
• We have created posts for Facebook regarding highlights and key stories from Belong Summer 2025. 

We're doing;

• We are looking into this for the next edition of Belong due in Winter 2025. 
• We do not turn off Facebook comments for the majority of our posts. As part of the wider Repairs Transformation, we are reviewing the process for how we respond to Facebook comments.
• The Communications are working with the Income and Lettings team to create short videos to use on Regenda Homes channels to explain the lettings process. 
• We love to include resident updates in our communications. We are taking more images when we engage with residents and will include these in our social media, website and other communications.’ 

You said;
(Consultations, June 2025) We need to make sure our communications are easy for everyone to access and understand.

We did;
Based on feedback from consultations, complaints and conversations with customers, we have asked an external team to review how we communicate about repairs and safety. This review will help us make sure everything is clear and accessible. It will be finished by the end of 2025/26.

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You said;
It wasn’t clear where scheme and estate inspections were happening because the website didn’t show postcodes.

We did;
November 2024 - We added postcodes to the website so it’s easier to see where inspections are taking place and how to get involved. These dates are also now on the Regenda portal.

You said;

• Use clear metrics that show how they affect residents
• Write out full terms before using acronyms
• Explain all jargon
• Show clear aims and how they help residents
• Make the font size bigger
• Use short, simple sentences with one point each
• Make percentages easier to understand
• Simplify the metrics
• Use bullet points to break up text
• Use better visuals to show targets and whether they are met
• Add a page that explains how the metrics help residents, with real examples
• Make sure the document works well on a phone
• Include a list of acronyms and abbreviations
• Explain what the Value for Money statement is and why it matters to residents

We did;
In November 2024, we:

• Explained what the Value for Money report is and why it matters to residents
• Created a new layout with bullet points, bigger text and more headings
• Used plain English and explained all jargon and financial terms
• Simplified the metrics and used side-by-side visuals to make comparisons easier
• Standardised decimal places where possible. Some figures still need two decimal places to show small changes. We will review this again next year
• Planned to include real examples in the 2024/2025 statement to show how the metrics affect residents
• Explained percentages and what they mean
• Made sure the PDF works well on mobile phones
• Explained all jargon the first time it appears and added a list of key terms
• Added comments next to each metric to explain future plans and targets

You said;

(Damp and Mould Policy Consultation, September 2025)

• We should share some practical tips to help residents ventilate their properties. This could be done as a communications piece or explained through surveyors/operatives when out at properties.
• We should create an education piece to inform residents of the importance of reporting any sign of damp/mould/condensation straight away, no matter how small.
• We should use our data to identify residents with lower levels of engagement and cross-reference these insights with information from relevant teams across the organisation to enable a targeted approach that ensures these individuals are not residing in properties with unreported or undetected issues.
• We should explore the idea of reporting repair issues via video calls.

We're doing;

(Damp and Mould Policy Consultation, September 2025)

• We will share some tips on best practise through our website and Facebook page.
• We will review the information that we have available for customers to access via the website and update and share where needed.
• We will target customer with lower levels of engagement via our Repairs Intervention Policy.
• We can explore the use of video during the next phase of upgrading our 8X8 phone system.

You said;

(Water Hygiene Policy Consultation, July 2025)

• We should create a shorter version of the policy highlighting key points for customers to refer to. 
• We should create a communications piece for customers outlining exactly what Regenda do, and the importance of it.

We did;

• There will be a series of videos going out on social media talking about:
  - The risks of water hygiene
  - Regenda do for water hygiene
  - What is a water hygiene test
  - What to expect from a water hygiene visit.
• We have also updated the website to show what Regenda is responsible for, what United Utilities is responsible for, what residents are responsible for: https://www.regenda.org.uk/water-hygiene"

We're doing;

• We will be creating a shorter, easy to digest version of this policy. We aim to complete this by the end of December 2025.

You said;
(Adaptations Policy Consultation, June 2025)

• That we should improve waiting list timescales, as well as the time to complete the adaptations
• We should have a dedicated phone number to the adaptation team.

We can't, because;
June 2025

• The waiting list timescales and time to complete the adaptations are dictated by the local authorities as they are responsible for the Occupational Therapist (OT) assessments and appointing the contractor to complete the works. However, we work with all the local authorities to ensure cases are approved by ourselves as soon as possible. We review on a case by case basis where minor adaptations can be completed outside this process to prevent our customers from waiting for the assessment where possible. We also use private Occupational Therapists in some cases. When discussing the adaptations with the local authorities we look at what measures can be put in place outside of the major adaptations process to ensure support is put in place effectively where possible.  
• There is not currently a dedicated duty number for the adaptations team. However, customers can contact us through our Contact Centre and ask to speak to the Adaptations Team where we try our best to provide updates immediately when they are transferred through. Members of the adaptations team call out to our customers from their direct lines, which are available for our customers to contact back on if they wish to speak to a member directly.  

 

You said;
(Temporary Accommodation Policy Consultation, June 2025)
When moving into temporary accommodation, it should be at least 4-star and have a private bathroom.
If a disabled customer is involved, someone should visit the accommodation first to check it is suitable before agreeing to it.

We can't, because;
June 2025
We cannot guarantee 4-star accommodation in the policy. Each home is reviewed with the customer and depends on what is available.
We cannot add this as a fixed rule because AirBnB options vary. However, we will always try our best to meet this request.

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You said;
(Gas Safety Policy Consultation, June 2025)
Make it clearer what a TOAT (Turn on and Test) is and what it involves.

We did;
June 2025
We updated the policy to include the full name and explain what a Turn on and Test involves.

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You said;
(Electrical Safety Policy Consultation, June 2025)
Put clearer labels on fuse boxes and distribution boards in shared areas.

We did;
June 2025
Even though these stickers are no longer required under BS7671 18th Edition, M&Y will bring them back to make things easier for customers. This will start from 1 July 2025.

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You said;
(No Access Policy Consultation, June 2025)
Let customers track operatives like Amazon or DPD.
Offer shorter two-hour repair slots.
Create a shorter version of the policy with key points.

We did;
June 2025
We are creating a shorter version of all Asset Management policies to go alongside the full version.

We can't, because;
June 2025
We do not yet have the technology to offer live tracking. Updates will be shared through the Repairs Transformation Plan.
We would like to offer two-hour slots, but this is not practical. Repairs often need extra time for materials or unexpected work. Emergency repairs make up 25% of all jobs. A four-hour slot in the morning or afternoon helps us complete these while still keeping appointments. Shorter slots could lead to more missed appointments.

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You said;
You wanted the Fire Safety Packs to fit your needs better.

We did;
March 2025
We created four packs tailored to different types of homes: Housing for Older People, Supported Accommodation, General Needs, and Redwing customers. Each one is designed to better meet your needs.