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 changed how we handle your complaints, creating new Business Partner roles who find themes from complaints across the organisation and try to learn from them to improve how we do things.
• Since then, we have started meeting weekly or fortnightly with service area teams to review resident complaint feedback and the learnings identified. By capturing these within our systems, we can report individual changes, and more wide-reaching ones. Examples have included: “Our installers and electricians are instructed to explain the operation of the appliance and its controls to residents following installation, and whilst this is not currently part of a written procedure, it would be beneficial for this to be clearly stated”, “We are also putting in place more robust service where Wates and their subcontractors evidence no access recorded and screen shots of phone calls and text messages”, “Geographical patches introduced in the Service Charges team”, and “We have introduced virtual inspections to support residents with urgent Damp & Mould assessment requirements”
• We recognised the need to communicate proactively through their complaint journey, particularly where their complaint is related to outstanding repair work.
• We redesigned our complaint handling workflow to include specific touchpoints with residents to ensure consistency.
• We introduced a specific team to focus on repair related complaints with the technical experience needed to both constructively challenge our contractors and diagnose resolutions and are recruiting to increase the Surveying Admin role so that better resident communication can be offered, with weekly updates from Surveyors and Contract Supervisors.
• We’ve worked with our involved residents and resident Board member to design and in May we rolled out a post-complaint survey, backdating to the start of 2026. Early feedback should start to be available from mid-June.
• Working with our Resident Involvement team, in February we began asking a group of regular ‘Resident Readers’ to review stage 2 complaint responses. Amongst the generally very positive feedback received are comments such as: “Aside the delays which was clarified in the summary as due to inadequate staffing. Summary was really good to highlight all the keys issues but compensation could have been better though. Good response.", “Easy to understand, understanding and sympathetic. Well presented”, and “This is a very clear and thorough response letter. The actions taken are outlined well and it is very empathetic and considerate.”
• Our Complaints Business Improvement Leads, who currently manage some the most complex or high-risk cases, document resident experiences to understand their experience and strengthen the impact of learnings presented back into the business. They have presented these anonymised stories to colleagues via all-staff invite sessions, and to our Board. We intend to expand this as widely as possible, so that we have sampled experiences from complainants with a variety of issues.
• Analysis of the 2025 TSM data confirmed that satisfaction with complaint handling was highest for upheld complaints, but that doesn’t always mean that we were wrong to not uphold them. Our analysis for 2026 will focus on reading behind sentiment bias, including where the relationship between repairs being physically completed does not always translate into improved satisfaction with complaint handling. Where residents report having raised a complaint as part of the survey, but we don’t have one recorded we’ll seek more insight into which channels they used to ensure that we target training or remove any barriers.

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!