Tenant Satisfaction Measures

Tackling antisocial behaviour

• A resident working group made up of residents affected by anti-social behaviour (ASB) has been established to strengthen accountability, monitor service delivery and ensure that community perspectives directly inform future improvements. The group provides a structured forum for resident feedback, with clear links to service reviews, policy development and ASB improvement planning.
• Outcomes from the group will be incorporated into the ASB improvement action plan, with progress tracked and delivered accordingly. To ensure transparency, “you said, we did” updates and regular communications on group outcomes will be published quarterly on the PA website within the ASB section.
• 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.
• Further enhancements to the ASB section of the PA website will include the introduction of self-referral options to external support providers. This feature will be available by March 2026.

Your communal areas

• We already provide clear published service specifications for communal cleaning and grounds maintenance, but, compared with similar-sized housing associations operating in the Midlands, London and the South East, we lack four key elements: real-time service visibility, publicly accessible inspection outcomes, estate-level accountability, and resident-friendly visual standards
• Our Resident Strategy 2026–27 commits us to publishing inspection results, neighbourhood plans and digital noticeboards. The recommended actions operationalise that intent by introducing clear data standards, measurable SLAs, defined performance targets and regular public reporting, each directly aligned to improving TP10 (communal areas clean and well maintained) and TP11 (positive contribution to the neighbourhood).
• We will publish monthly estate inspection results and clear neighbourhood improvement actions, showing what was found, who owns it, and when it will be completed, giving you visible, accountable updates about your neighbourhood.
• We will introduce a real-time grounds and cleaning schedule with photo evidence, so you can instantly see when services were last completed, what’s due next, and report missed visits quickly and easily.
• In 2025 we reviewed the role of Resident Contract Monitors who attend meetings alongside colleagues and contractors to provide feedback on contractor performance. While we recruited new Involved Residents to this group (as above), we need to do more work to engage with residents in this group, recruit new members and ensure there is representation across all the contracts.
• We’re undertaking a Service Improvement Panel to review the contract management of Estate Services to support colleagues in driving forward performance in this area. This SIP commenced in January 2026, and the recommendations will be published to the website by March 2026.
• We’re undertaking a Service Improvement Panel to review the contract management of Estate Services to support colleagues in driving forward performance in this area. This SIP commenced in January 2026, and the recommendations will be published to the website by March 2026.
• We’ve been working with colleagues and contractors/partners to identify and agree the social value to be delivered for the benefit of residents and their neighbourhoods. This year we will be focussed on delivering social value that provides the maximum benefit depending on the needs of residents/neighbourhoods.

Listening to your views and treating you fairly

• We will publish our next Resident Impact Report in June to update on outcomes for residents of changes/improvements we’ve made as a result of their feedback. We’ll update them on the impact of our community investment activity and social value delivered by our contractors and partners.
• We provide a range of ways for residents to get involved with us to provide us with their feedback. Our current involvement opportunities are detailed in our Resident Engagement and Involvement strategy which can be seen at a glance on our infographic.
• Some of these groups are established while others have been set up in the last 6 to 8 months and keeping newer Involved Residents engaged has been challenging. Our current focus is imbedding all newer involvement opportunities to ensure we maintain an engaged, representative group of residents on each who actively participate and who, as a group, put forward recommendations for improvements to service areas.
• We record recommendations for all Service Improvement Panels and Working Groups on trackers which are discussed and agreed with the relevant colleagues leading on those service areas. Once actions are agreed these are recorded on the tracker, monitored monthly by the Resident Involvement Specialist leading on that SIP or Working Group and reported to the RA each quarter.
• All our SIP recommendations are published to the website. We have more work to do to update with the website with recommendations for all Working Groups. This will be completed by 28 February 2026.
• We will be undertaking another recruitment campaign from March to continue to grow the numbers of Involved Residents working with us.
• We published information about all our involvement opportunities and outcomes to the website, but there is still more work to do to ensure all involvement opportunities are included.
• We will publish our next Resident Impact Report in June to update on outcomes for residents of changes/improvements we’ve made as a result of their feedback. We’ll update them on the impact of our community investment activity and social value delivered by our contractors and partners.
• We adapt our ways of working to suit the needs of individual residents and ensure their voices can be heard. If a resident is unable to join meetings due a disability (for example) we ask them how they’d like us to interact with them so we can together identify a way that works for them.

Handling your complaints

• In September 2025 we created new Complaints Business Partner roles to review our thematic learnings around complaints at a more strategic level and shape service improvement. Outcomes from this work will be reported as we progress, so that residents know the service improvements we are putting in place in response.
• We recognise the need to communicate proactively with residents through the complaints journey and we need to make sure this happens consistently, particularly when a complaint is linked to outstanding repair work. We are introducing measures to control our communication more tightly, so that residents feel kept informed at every stage. We will measure the proportion of complaints which are proactively managed in line with our service expectations, separately to the timeliness of the final complaint response.
• We are introducing post-complaint surveys to check in on complaint outcomes with residents and assess the extent to which they feel the complaint process was effective. The results will be shared to evidence our performance in the eyes of residents.
• We will be setting up a complaints ‘reading group’ with a panel of involved residents, where they will be asked to review anonymised complaint response letters and advise us on the quality of our communication.
• We will also speak to more residents on a one-to-one basis after a complaint is completed, to understand their experience and strengthen learnings to be taken back into the business.
• We are analysing our 2025 TSM results to inform further improvement action. At the headline level, over half of residents who say they raised a complaint with us have not had a formal complaint logged, suggesting that a number of the responses to this TSM question relate to wider service request issues. Relevant team across PA will work in partnership to pick up on service delivery actions arising from this analysis.

Contacting us

• While we are progressing work to further extend our contact centre opening hours, this alone will not resolve the underlying challenge of repeat contact. Until we address the wider operational issues across the business, including back-office capacity and timely repair handling, extending opening hours further will simply generate more CRM cases that cannot be meaningfully progressed outside core hours. In practice, this means additional customer calls or online contacts will often lead to a repair being raised or a query being logged, but not picked up until the following day, which does little to improve the customer experience.
• Given this, it is essential that we put stronger emphasis on improving and promoting My PA as a core part of the action plan. My PA already offers residents the ability to report and track repairs, but its effectiveness relies on accurate, timely updates and reliable notifications. Ensuring My PA reflects real-time repair progress — including appointment confirmations, operative updates, job completion notes and any delays — will significantly reduce the need for residents to contact us repeatedly.
• We have promoted My PA extensively over the last 18 months through a range of publications and campaigns preparation for the new refresh. However, adoption has been slower than expected, partly because customers have experienced delays or limited visibility once they log issues. Strengthening the platform, improving the data that feeds it, and relaunching it with clearer benefits and dependable repair status tracking should form a key part of our next steps. – appreciate we have to go live first!