September 2024 Tenant Satisfaction Measures

Your repairs service

We will focus on improving first-time fixes – this means getting the job fully completed on the first time of asking. You have told us that too many jobs require repeat visits. Working with Wates and our in-house team, we aim to increase first-time fixes to 70% from 51% in December 2024.  We will measure this monthly and report back to residents every month on progress. This will be published on our website.

• Across the Midlands, our first-time fix performance between April 2024 and March 2025 exceeded target, achieving 80.5%, with 79% recorded in March 2025. In the South East and London, performance over the same period was 62%. This is below target. This was largely due to increased reliance on sub-contractors, which creates additional challenges when managing a dispersed supplier base. Encouragingly, performance improved significantly in March 2025, reaching 82%. First-time fix will remain a key performance focus in 2025, as higher rates reduce repeat visits and minimise disruption for residents.

Timeliness of completing repairs is a concern that residents raise with us. We met our target of attending to emergency repairs within 4 hours and completing them within 24 hours, but we fell short of our target for other repairs. For routine repairs, those that are non-urgent, will be completed within four weeks (28 calendar days).  We will aim to complete 90% of non-urgent repairs within this time frame. We are aiming to increase the number of jobs that are appointed when you report your repair and improve communication with you from when you report the repair until it is completed. Performance will be reported monthly on our website.

• We met our target in both the Midlands and the South East, attending 99% of emergency repairs within 4 hours to make them safe, or completing them within 24 hours.
• For routine repairs in the Midlands, between April 2024 and March 2025, we completed 80.3% of routine repairs within the 20-day target (against a 90% target). Performance has steadily improved over the past 12 months, despite a 30% increase in repair volumes in the final quarter due to poor weather. We've strengthened our focus on resident impact by working closely with the Contact Centre. Front-line managers and operatives now phone ahead to provide an ETA, supported by SMS updates. This has helped reduce non-access. We have also expanded the range of repair types offered as bookable appointments, including glazing, fencing, decorating and tiling.
• For routine repairs in the South, between April 2024 and March 2025, performance was 91.9%, slightly above target. While we are pleased to have met the target, we recognise that around 8% of repairs were not completed within timescale and further improvement is needed.

We will ask for your feedback on all repairs completed, which will tell us what you thought about the repair. We will use this information to deliver improved outcomes for you.   Your satisfaction levels will be reported each month on our website.

• In 2024-2025, we collected resident feedback on completed repairs through in-person surveys completed on operatives’ PDAs, as well as SMS surveys sent directly to residents’ phones.
• In the South East, we received over 15,500 survey responses from 45,752 completed repairs, achieving an overall satisfaction score of 95%, well above the 85% target.
• In the Midlands, customer satisfaction with completed repairs reached 94%, also exceeding the 85% target.
• This remains a crucial performance measure, and it is encouraging to see consistently high satisfaction levels across the year. However, we recognise that this will not reflect everyone’s experience, and we remain committed to continually improving our repairs service.

Appointing the right contractors to repair and maintain your homes is critical. We will ask residents to be involved in all significant contracts to help us choose our contractors.  We will set out on our website which contracts are being procured, and how residents can get involved.

• Procurement did not progress as expected in 2024/25. Although we carried out a full procurement process to appoint a long-term supplier for the South region, it became clear towards the end of the process that the outcome would not deliver an acceptable result. We therefore made a decisive decision not to proceed.
• Instead, we have issued a new contract to Wates, our incumbent supplier, to continue delivering repairs until 2028/29. Residents will be invited to take part in future major procurements to ensure their views help shape the services we commission.

We will meet residents each quarter to listen to their feedback about their lived experience of our repair service. We will use this to improve the service going forward.

• We did not deliver on this goal in 2025. Although formal monthly feedback meetings were established early in the year, these were paused because we were unable to secure consistent engagement from a broad range of residents. We take full responsibility for this.
• We remain committed to strengthening resident involvement and will work to re-establish these meetings in 2026, ensuring they are accessible, better promoted and more representative of the communities we serve.

Tackling antisocial behaviour

We will review the antisocial behaviour (ASB) toolkit on our website to ensure that you can access information and links to support services websites 24 hours a day. This will provide continuous access to essential resources and assistance, regardless of the time of day. The toolkit will include clear signposting to various agencies and stakeholders, ensuring a comprehensive and holistic service that addresses all aspects of your needs.

• This is complete with further enhancements planned for 26/27 which will include the introduction of self-referral options to external support providers. This feature will be available by March 2026.

We will review our noise app that is currently available for reporting noise nuisances. The future app will feature improved functionalities to record evidence of noise disturbances. This app will offer a convenient and efficient way to document disturbances, making it easier for you to report issues and seek resolutions. The recorded information will be easily accessible, allowing for timely intervention and support from relevant authorities. We will establish a timeline for implementing these improvements.

• Whilst we are still using the original noise nuisance app, we have worked with the provider to improve the user experience for residents. This has included the introduction of training guides and instructional videos made available on the app.

In the Summer of 2025, we will be launching our new digital satisfaction surveys to all who have reported ASB and will publish as part of the TSM quarterly feedback. This will drive our service improvement by identifying strengths and weaknesses, enhancing your engagement, and allowing our teams to make data-driven decisions.

• Digital satisfaction surveys are now live and issued to residents once an active ASB case is closed. The next phase will focus on analysing the feedback and publishing the findings on the PA website. This information will be available from (BI to Confirm)
• In addition to the above, we will analyse the TSM data to identify areas of high and low satisfaction in relation to ASB. This will enable us to target resources more effectively and deploy ASB task force groups in areas where dissatisfaction is highest. The findings will be shared with teams by March 2026, with an action plan agreed and implemented from April 2026.

The ASB team will work closely within our neighbourhoods, engaging with key stakeholders such as local authorities, housing associations, and community groups to enhance collaborative efforts. By attending multi-agency panels and co-hosting community events, the ASB team will build strong relationships with local partners, ensuring a coordinated approach to addressing ASB and neighbourhood issues. This local-level engagement will help create a sense of community ownership and responsibility, leading to more effective and sustainable solutions.

• This work is already underway and forms an ongoing part of our neighbourhood offering.

Listening to your views

Following our recent call with home ownership residents, we will recruit a Director of Shared Ownership and Leaseholders.  This role will lead a dedicated team to enhance services for homeowners, focusing on improving communication, support, and overall satisfaction. This strategic move highlights our commitment to continuous improvement and meeting the unique needs of our shared ownership community.

• We are now revisiting our approach to recruitment so that we can attract the right candidate with the skills and experience needed to lead this important area of work. This revised approach will also ensure that the dedicated team supporting our homeowners has strong strategic direction and can focus on delivering the improvements you told us matter most.

We will be introducing training for our colleagues so there’s a better understanding of issues that matter to homeowners, such as leases, owners’ rights and obligations, estate management, service charges, and staircasing.

• Root Cause Analysis Training: Train staff in root cause analysis to identify and address the underly in issues, not just the symptoms.
• Root Cause analysis training will be incorporated into future training plans for the Complaints team.

We will actively manage and work with building owners and managing agents in blocks where we’re not the owner, so that we have more control or influence over the services you receive and pay for.

We will provide you with a range of ways to get involved and share your views through our Resident Involvement Framework. This includes the Residents' Assembly, Service Improvement Panels, and other Working Groups, as well as consultations around specific activities such as building safety resident engagement strategies.

• We'll involve residents in the resolution process by seeking their input on proposed solutions, ensuring the outcomes meet their needs.
• The newly established Complaints Business Improvement Team will prioritise relationship rebuilding and lessons learned, ensuring complaints lead to meaningful improvements.

We will continue to develop our complaints service, including our organisational learning from complaints, changing how we do things where we see opportunities to improve our ways of working to deliver better outcomes for residents.

• Post-Resolution Follow-Up: After resolving a complaint, follow up with the resident to ensure the solution was effective and gather feedback to improve future responses.

We will publish the outcomes from all these involvement activities on our website once each group concludes. Additionally, we will update our progress against agreed actions every month on our website, so you can see the improvements we're making because of your feedback.

• Internal Audits: Perform periodic internal audits to ensure compliance with SOPs and identify areas for improvement. Internal audit reviews will be conducted regularly as part of the internal audit framework to monitor adherence and drive continuous improvement (Ongoing).
• Proactive Maintenance: Schedule regular maintenance and inspections to identify and resolve potential issues before they escalate into formal complaints. Asset Management surveyors conduct stock condition surveys every five years to inform proactive maintenance programs, ensuring properties meet the Decent Homes Standard. Additionally, the Neighbourhood team carries out regular inspections (weekly, quarterly, or bi-annually depending on property type) to identify health and safety concerns and repair needs. Residents are invited to accompany staff on estate inspections.
• Data Analysis: Use data analytics to identify patterns and predict potential problems, allowing for proactive intervention. The Asset Management Data team uses analytics to identify properties that fail to meet the Decent Homes Standard or energy efficiency targets, enabling proactive actions to improve these homes and ensure safety, soundness, and comfort.
• Resident Advisory Board: Establish a Resident Advisory Board that meets regularly to discuss common issues and provide insights on how to improve services.
• Leadership Commitment: Ensure that leadership demonstrates a strong commitment to resident satisfaction through actions and policies.
• Resident-Centric Culture: Foster a culture that values resident feedback and prioritises their needs in decision-making processes. We have been on a two-year journey to shift the culture within PA towards a resident-centric approach. The aims set out in our Corporate Plan and Enabling Strategies ensure that residents are at the heart of everything we do, guiding both our operational and strategic efforts.