Tenant Satisfaction Measures

This is the second year we’ve reported our performance based on the Regulator of Social Housing’s Tenant Satisfaction Measures (TSMs). The regulator designed these measures to make landlord performance more visible, hoping to drive improvements to the quality of homes and services. 

_{*BS01: Out of the seven gas safety checks overdue by the end of March, six had appointments booked (three of these homes were from the recent L&Q stock transfer), and one was with our Income Team for a pre-eviction meeting.} 

_{*BS02: Although we’d been told the Management Company had carried out the required fire risk assessments, the evidence for four homes in a block of flats not owned by us hadn’t been received, so we reported them overdue.} 

TSM results have helped us identify ASB as an area to make improvements. Although there’s still more work to do, satisfaction scores have increased in 2025/2026. Over March and April 2025, we recorded an average of 57.5% in TSM satisfaction, and in May 2025, we reached 63% satisfaction in our survey. This is above the TSM peer median of 56%.  

Following advice from the Housing Ombudsman, we changed our approach to categorising issues. We introduced a Neighbourhood Management Policy that separates ASB from neighbourhood issues. This change aligns with how other housing associations report on ASB. As a result, the number of ASB cases we opened per 1,000 homes is significantly lower than the previous year.   

The percentage of non-emergency repairs completed within target timescales was lower than in the previous year and below the peer median. However, we saw a large increase in repairs this year, with each month recording more repairs than the same month last year. The first three months of the year added over 1,740 extra jobs.  

To help us improve, we’ve implemented a repairs action plan. We’re evaluating carpentry and wet trade jobs to organise and outsource them to contractors. We’ve expanded our in-house and external supply chains to manage the increased volume of repairs, which we’ve now established, along with a weekly review of work in progress by the Senior Management Team.  

Satisfaction with how we handle complaints has decreased this year. Recent reviews of complaints and customer feedback suggests that our process is not leading to satisfactory complaint outcomes enough of the time. We’re now focusing on improvements on this element of complaint handling, which includes looking at how we track commitments made to customers, whether all elements of complaints get addressed, whether resolutions offered are robust enough, and whether compensation is sufficient.  

We’ve changed stage two of our complaints process to improve the customer experience and how quickly we respond. We’ve also reviewed our complaint response letters and restructured and reworded them to make sure they’re more customer-focused and supportive.  

We’ve had a lot more stage one complaints this year compared to the previous year and the peer median. We’ve made it easier for customers to make a complaint and now take a more proactive approach to opening complaints when people show they’re unhappy.  

While customer satisfaction with feeling safe in their homes has seen a small reduction compared to last year, we remain committed to delivering the highest standards of safety and reassurance. Over the past 12 months, our compliance performance has remained consistently strong. We’ve also made significant progress on key safety initiatives, including resolving cladding issues at our only impacted building over 18 metres and completing the first phase of a major fire door replacement programme. 

To better understand customer perceptions, we’ve expanded our surveys and will be working closely with resident groups over the next year. This will help us improve how we communicate and deliver services, making sure we meet our core commitment: to keep customers feeling safe and their homes well-maintained.