Tenant Satisfaction Measures 2025-26

Changed how our repairs service is managed, with one team focusing on our in‑house repairs colleagues, and another focusing on contractors. This helps us make better use of each team and deliver a more efficient service.

Improved our first-time fix rate by making better use of data on our teams’ skills, location and available materials, so we can send the right operative with the right equipment first time.

Updated key policies and procedures (including repairs and maintenance, damp and mould, and managed moves) to reflect the changes introduced by Awaab’s Law, giving greater clarity and improving outcomes for customers.

Introduced a new process for damp and mould cases, improving how issues are reported, manages and monitored.

Better supported customers with additional needs by giving repairs operatives access to information about reasonable adjustments requirements on their handheld devices.

Further improve our first-time fix rate by rolling out a new diagnostic tool for our contact team, so repairs are accurately identified from the first point of contact.

Improving communication throughout the repairs journey, by implementing recommendations from our Customer Scrutiny  Panel (CuSP), including more updates, better follow-up and more flexible appointments.

Improving how we handle damp and mould based on customer feedback, by fixing the root cause, making it clearer who is responsible for each case, and making sure every case is seen through from first report to a full and lasting fix.

Setting up a dedicated Damp and Mould Response team focused solely on resolving issues more quickly and effectively.

Introducing a new IT system (Total Connect) to replace two existing systems, improving efficiency and how we manage repairs data.

Implementing a new contractor management framework that will help us further improve contractor performance and create a more consistent approach.

Increased the number of safety checks we complete, by using customer data to understand the best ways to contact and  engage with each customer, helping us get into more homes to carry out this essential work.

Installed new door entry systems in many of our blocks, improving security and helping ensure doors work properly and can be used safely in an emergency.

Introduced planned maintenance for automatic communal doors, helping us identify and fix potential issues before they arise.

Trained more than 250 customer-facing colleagues from all service areas to confidently identify potential safety risks in customers’ homes, helping us keep homes safer and prepare for changes to safety standards (Housing Health and Safety Rating System - HHSRS).

Improved how safety risks are reported and managed, introducing a new process for handling HHSRS hazards.

Improving how we track and complete safety actions, strengthening how we monitor and follow up on any issues identified during safety checks to make sure they are resolved within the right timescales.

Continuing to visit all our blocks – prioritising those with communal corridors – to make sure all safety features are in place, recorded properly and kept in good condition.

Continuing to improve access to customers’ homes, so we can carry out essential safety checks. 

Embedding how we learn from complaints, continuing our regular six-monthly ‘learning circle’ sessions across all service areas and using a new action tracker to make sure improvements are followed through

Improving how quickly and consistently we respond to complaints at all stages, making sure customers receive clear updates and
follow-up throughout the process, and strengthening performance at stage two.

Resolving more issues at first contact, by investing in our contact centre and introducing new diagnostic tools to address concerns earlier and more accurately.

Using customer feedback to drive service improvements, focusing on key themes such as neighbourhood services, communication, and the condition of communal areas. 

Making information clearer and easier to access, including updates on safety checks, planned works and communal repairs.

Better understanding and supporting different customer groups, including customers in age‑restricted schemes and shared owners, where satisfaction is currently lower. This includes setting up a new Shared Ownership Customer Panel to help shape and improve our services.

Continuing to improve how we understand our customers, building on our “Life Through Your Lens” data to better tailor services and support; using this customer data to improve  services fairly for everyone, focusing on areas where some groups experience poorer outcomes, such as repairs and  complaints.

Launching a new Customer Guide, giving clear, practical information about our services for new and current tenants, available both online and in print. 

Acting on recommendations from all our customer groups and panels, including improvements to repairs communication and property standards put forward by our Customer Scrutiny Panel (CuSP).

Improving communication about communal repairs with  customers in age-restricted schemes, by piloting digital  noticeboards.

Gradually rolling out local community catch-ups to include more general needs neighbourhoods. 

Delivering our Neighbourhood Strategy, focusing on practical improvements that make neighbourhoods safer, cleaner and better maintained.

Publicising more information about how we manage and address anti-social behaviour to increase awareness.

Improving how we tackle anti-social behaviour, by setting up a new customer engagement project and using customer feedback to improve the service.

Increasing our visibility in neighbourhoods, so customers see
more of us on estates and feel better supported, alongside  reviewing how services are organised to support this.

Investing in community safety measures, including using CCTV in areas where there are concerns about crime.

Improving waste and recycling services, including upgrades to bin stores and stronger action to tackle fly-tipping.

Introducing a mobility scooter permit scheme, with clear  guidance to help keep communal areas safe and accessible.

Making cleaning services for internal communal areas more consistent across all buildings.