Regulatory judgement improvement plan

Regulatory standard

Area of weakness

Intended outcome(s)

All homes to have an up to date stock condition survey that is part of a 5 year rolling programme.

Improved planning and prioritisation of investment, maintenance works and identification of potential risks.

Lead

Target completion

Step targets (where possible)

None at this stage. 

Step targets will be developed for surveying programme 2026 to 2031.

Short/medium/long term plans

Short Term

100% by 30 June 2026

Medium Term

Implement 5 year rolling programme from 2026 and resource or procure to match need.

Long Term:

Deliver programme and explore opportunities to increase impactfulness of each property contact.

Organisational risks

1. Capacity
2. Access to properties
3. Asset plans based on incomplete data
4. Availability of resource internally / in market
5. Changes to DHS and ability to adapt data collected

Potential impact on customers if we do not achieve intended outcome

• Undetected hazards or deterioration in housing conditions
• Delayed maintenance leading to unsafe living environments
• Health impacts associated with cold / damp / property based risk
• Tenancy sustainability, property conditions that do not meet customer aspirations risk high turnover.

Current position

Surveying Partner is on site progressing surveys, and in‑house resource continues to pick up surveys on a rota basis. All properties have now been contacted or visited at least once in an attempt to complete a survey, and revisits are now being scheduled as part of an escalation process.

Outturn continues to improve and currently stands at 84%, up from 78% at the last update in October. The target of achieving 100% by December 2025 was not met. While significant progress has been made, there have been challenges in arranging access to some residents' homes. Access levels in November and December fell to between 20-30%, but have since risen significantly to 70% in January 2026. We anticipate reaching 100% surveyed during the first quarter of 2026/27. The increased stock condition data indicates that the overall condition of our assets remains broadly in line with the assumptions and business plan forecasts previously held. Condition is generally good, and investment requirements are consistent with the age of the stock.

While our external surveying resource has been essential in progressing the condition surveys, the additional data validation required and the overall value for money of customer/property contact time could be improved by internalising the process. A business case is currently being developed to combine a number of key customer contacts—including tenancy audits and alteration requests—into the condition survey. This enhanced approach would maximise the value of customer contact by enabling us to collect and validate both customer and property data more effectively. We recognise that external validation of condition data is an important assurance measure, and this will be built into the revised approach.

RAG Rating

Evidence

Performance report - reported six monthly to Housing Environment and Healthy Communities Overview and Scrutiny Committee (HEHC OSC) and Strategic Housing Board and quarterly to Housing Portfolio and Housing Leadership Team.

Performance Management Improvement Framework monthly update to Corporate Management Team and six monthly to HEHC OSC.

Regulatory standard

Area of weakness

Intended outcome(s)

All homes to meet the Decent Homes Standard.

Enhanced living conditions and tenant satisfaction.

Compliant homes that meet the aspirations of existing and future tenants.

Lead

Target completion

All homes to meet decent homes standard by end of March 2027.

Satisfaction that the home is well maintained - 71% (2025 to 2026) (TSM).

Satisfaction with major works - 97% (2025 to 2026 KPI).

Step targets (where possible)

Decent Homes Standard

98.67% by March 2026

100% by March 2027

No step targets for satisfaction that the home is well maintained or with major works as these are annual targets with no quarterly targets set for achieving these.

Short/medium/long term plans

Short Term

Achieve 100% stock condition to support robust, informed and accurate investment programme.

Medium Term

Migrate to and embed AssetCX software to support further understanding of condition / enhanced planned work delivery processes and housing quality based modelling and forecasting. 

Long Term:

To be developed after stock condition target reached.

Satisfaction that home is well maintained HouseMark benchmarking.

Short term:

71% (Median Quartile)

Medium term:

78% (Upper Quartile)

Long term:

To continue to achieve upper quartile satisfaction (As per RSH 2023 to 2024 results).

Organisational risks

1. Access to properties
2. Tenant Refusal
3. Affordability within Housing Revenue Account of additional pressures

Potential impact on customers if we do not achieve intended outcome

1. Exposure to non-decent housing
2. Increased health risks due to poor housing quality

Current position

Currently achieving 97.3% decency.

2024/25 Satisfaction the home is well maintained TSM result - 66%, with a proposed target for 2025/26 of 71%.

2025/26 Satisfaction with major works - 100% at the end of quarters 2 and 3, against a target of 97%.

RAG

Evidence

Performance report - reported six monthly to Housing Environment and Healthy Communities Overview and Scrutiny Committee (HEHC OSC) and Strategic Housing Board and quarterly to Housing Portfolio and Housing Leadership Team.

PMIF Monthly update to Corporate Management Team and six monthly to HEHC OSC.

Tenant Satisfaction Measure results published on website.

Regulatory standard

Area of weakness

Intended outcome(s)

Regular reporting of damp and mould performance following implementation of Awaab's Law.

Transparent and accountable reporting aligned with regulatory expectations.

Benchmarkable performance data to drive continuous improvement.

Lead

Ian McLackland (Service Director, Repairs and building maintenance) 

Laura Atkinson (Service Manager, Repairs and voids)

Target completion

Step targets (where possible)

Short/medium/long term plans

Short Term

Report on current performance and targets.

Medium Term

Preparation work for implementation of Awaab's Law and comparison with previous position. 

Long Term:

Identification of further innovation possibilities / Sustained performance in line with Awaab's Law targets.

Organisational risks

1. Access to properties
2. Resource resilience

Potential impact on customers if we do not achieve intended outcome

1. Lack of visibility into service effectiveness
2. Prolonged exposure to damp and mould due to poor oversight

Current position

Damp and mould performance reported to various governing bodies. It is being reported monthly to Housing Portfolio, and six-monthly to Strategic Housing and HEHC Overview and Scrutiny Committee.

New damp and mould performance targets agreed to allow for external benchmarking scrutiny and comparison with other housing organisations. 

A progress report on the implementation of Awaab's Law is going to Strategic Housing Board on 5 February 2026.  

Team brief issued to all council staff on Awaab's Law and website has been updated to reflect new timescales.

To help customers identify typical causes of condensation in their home and some simple steps to prevent mould developing, an animation created by Wakefield Council has been published on the Council's website.

A project has been carried out to understand the barriers to no access from an organisational and customer perspective. An action plan is currently being developed to address the recommendations from this exercise.

RAG

Evidence

Reports to Strategic Housing Board, Housing Environment and Healthy Communities Overview and Scrutiny Committee (HEHC OSC), Housing Portfolio and Corporate Management Team.

Team Brief to staff on Awaab's Law

Link to website

Damp, Mould and Condensation Policy

Regulatory standard

Area of weakness

Intended outcome(s)

Faster resolution of damp and mould issues.

Reduced frequency of damp and mould across the housing stock.

Lead

Ian McLackland (Service Director, Repairs and building maintenance) 

Laura Atkinson (Service Manager, Repairs and voids)

Target completion

55 day target for average number of days to fix damp and mould issues.

0.72% target for damp and mould as a % of housing stock.

Step targets (where possible)

Short/medium/long term plans

Average number of days to fix damp and mould issues

Short Term

49 days (Lower quartile).

Medium Term

38 days (Median quartile). 

Long Term:

19 days (Upper quartile)

Damp and mould as a percentage of housing stock

Short term:

1.85% (Lower quartile)

Medium term:

0.82% (Median quartile)

Long term:

0.32% (Upper quartile)

(As per HouseMark Peer Group 2024 to 2025 benchmarking data for both the above) 

Organisational risks

1. Recruitment challenges.
2. Tighter targets when Awaab's Law comes into force on 1 October 2025.

Potential impact on customers if we do not achieve intended outcome

1. Respiratory and other health issues from prolonged exposure.
2. Reduced quality of life and tenant dissatisfaction.

Current position

At the end of Q3, the average number of days to fix damp and mould issues was 51 days.  Although this is still four days under the year end target, it is a nine day increase on the average number of days (42 days) at the end of Q2. The shortest time was one working day and the longest was 402 working days.

In addition, the percentage of the housing stock identified as having damp and mould has increased from 2.7% to 5.88% since the last quarter.  This is higher than the year end target of 0.72%. 

The increase in figures is largely down to seasonal change. At the end of quarter 2, weather conditions were mild however, during quarter 3 weather conditions and temperatures declined. This has increased the number of reports of damp and mould received by customers and has also increased the workload within this stream, reflecting in the time taken to repair.

Since the commencement of full proactive damp and mould works in October 2024,24 new tenants have raised damp related work, compared to 138 new tenants for the period October 2023 to December 2024.  

24 of 29 Pennington's recommendations complete (no change since November update).

RAG

Evidence

Reports to Strategic Housing Board, Housing Environment and Healthy Communities Overview and Scrutiny Committee (HEHC OSC), Housing Portfolio and Corporate Management Team.

Pennington Choices Damp and Mould Action Plan

Regulatory standard

Area of weakness

Intended outcome(s)

Reduction in outstanding repairs.

Increase in satisfaction with repairs and time taken to complete the most recent repair.

Lead

Ian McLackland (Service Director, Repairs and building maintenance).

Laura Atkinson (Service Manager, Repairs and voids).

Target completion

Less than 825 by December 2025 (15% of works in progress (WIP) target).

By the end of 2025 to 2026: 

• 72% satisfaction with repairs
• 67% satisfaction with time taken to complete most recent repair

Step targets (where possible)

Short/medium/long term plans

Reduction in outstanding repairs.

Short Term

To reduce to less than 25% of WIP.

Medium Term

To achieve 15% of WIP target by December 2025.

Long Term:

To maintain at no more than 15% of WIP target.

Satisfaction with overall repairs service

Short term:

72% (median quartile)

Medium term:

79% (upper quartile)

Long term:

Maintain upper quartile performance levels.

Satisfaction with time taken to complete the most recent repair

Short term:

67% (median quartile)

Medium term:

75% (upper quartile)

Long term:

Maintain upper quartile performance levels.

(As per RSH 2023 to 2024 results for the above quartiles) 

Organisational risks

1. Access to properties
2. Timescales for tenancy enforcement
3. Complexity with need for clear responsibility for works planning, delivery and customer contact

Potential impact on customers if we do not achieve intended outcome

1. Extended periods of living with unresolved issues
2. Potential safety hazards due to delayed repairs

Current position

Works orders have continued to progressively decrease, reaching 841 at the end of November 2025. Although slightly above the step target of 812, this represented less than 15% of works in progress (WIP) and met our medium‑term plan. Works orders did rise to 933 at the end of December against a step target of 878, equating to 15.93% of WIP. This temporary increase was mainly due to the Christmas shutdown and reduced trade availability. We expect performance to return within the 15% target by February and to remain on track with the long‑term plan thereafter.

A project has been carried out to understand the barriers to no access from an organisational and customer perspective. An action plan is currently being developed to address the recommendations from this exercise.

TSM results 2024/25
68% satisfaction with repairs
62% satisfaction with time taken to complete most recent repair

At end of quarter 3 2025/26, 
- 85% of tenants were satisfied with most recent repair (transactional repairs).
- 94% of repairs were completed right first time, which is 3% above the target.  

RAG

Evidence

Reports to Strategic Housing Board, Housing Environment and Healthy Communities Overview and Scrutiny Committee (HEHC OSC), Housing Portfolio and Corporate Management Team.

Key Performance Indicators Performance reports to HEHC OSC and Strategic Housing Board.

Repairs Performance - Presentation to HEHC OSC 17 November 2025

Regulatory standard

Area of weakness

Intended outcome(s)

Reduction in time taken to complete repairs to empty homes before they are ready to let.

Lead

Ian McLackland (Service Director, Repairs and building maintenance)

Laura Atkinson (Service Manager, Repairs and voids)

Target completion

Average days to let a home - void to ready to let - 80 day target (2025/26) 

Step targets (where possible)

Short/medium/long term plans

Short Term

Reduce voids in work to less than 300.

Medium Term

Achieve 80 day target by end of March 2026.

Long Term:

Prioritise older voids first to get a clearer picture of average turnaround time and service performance.

Organisational risks

1. Complexity of repairs
2. Levels of tenant damage
3. Level of capital replacement work and budget

Potential impact on customers if we do not achieve intended outcome

1. Longer waiting times for housing allocation
2. Increased reliance on temporary or unsuitable accommodation

Current position

At end of quarter 3, it took an average of 93 days from void to read to let- with the shortest time being 1 day and longest being 340 days. Several long term voids were resolved in this period.  

Void in work turnaround times remain high as the service is working through older, more complex voids that have not been let for a long period of time due to being low demand, alongside high work content driven by stock age, customer‑related damage and required damp and mould prevention. 

Additional works being carried out to temporary accommodation properties which are not included in overall completions.

We are reducing the scope of void property works by carrying out repairs rather than large-scale replacements, unless elements are beyond repair, which will help to improve void turnaround times.  We won't start seeing from this until the new year.

In November and December additional staffing resource was put into void properties whilst a review of asset renewals was carried out and that capital resource available, and this resulted in a 22% reduction in voids in work.

While proactive damp prevention work in void properties continues to help reduce future issues and safeguard tenants, the additional time required to carry out this work can negatively impact overall repairs performance.

RAG

Evidence

Performance reports to Housing Environment and Healthy Communities Overview and Scrutiny Committee (HEHC OSC) and Strategic Housing Board

Regulatory standard

Area of weakness

Intended outcome(s)

Tenancy management policies to be published on website and made available in other formats on request (such as, hard copies and different languages).

Improved tenant understanding of services and processes.

All tenants, including those with specific needs, can access key information and services.

Easy read versions of policies on website.

Lead

Neil Bouch (Service Director - Neighbourhoods and Localities)

Martin Poulter (Business Performance and Customer Services Manager)

Target completion

Anti Social Behaviour (ASB) and Hate Crime and Good Neighbourhood Policies to be accessible by December 2025.

Updated Tenancy Agreement, Domestic Abuse and Housing Policy and Tenant Management Policy accessibly by 31 March 2026.

Identify those policies that require Easy Read version and draft/develop versions - March 2026.

Step targets (where possible)

Report to Cabinet, 18 Nov 2025

Publish on website by end Nov 2025.

Short/medium/long term plans

Short Term

1. Tenancy management policies (ASB and Good Neighbourhood Polices) completed and on website by 31 December 2025
2. Updated Tenancy Agreement and Domestic Abuse and Tenancy Management Housing Policy - 31 March 2026.

Medium Term

Introduce easy read versions of policies from March 2026.

Long Term:

Deliver on programme of reviewing all policies and strategies.

Organisational risks

Potential impact on customers if we do not achieve intended outcome

1. Confusion or miscommunication regarding tenancy rights and responsibilities.
2. Reduced trust in housing provider due to lack of clarity.

Current position

The Policy Review and Approval Framework was agreed by Strategic Housing Board in July 2025, and tenancy management policies are included within the review timetable. Updated policies will be uploaded to the website as soon as they are formally approved.

The ASB & Hate Crime Policy and the Good Neighbourhood Policy were approved by Cabinet in November 2025. Uploading these to the website has been delayed until the online ASB reporting functionality is in place.
A supporting video is being developed to accompany the introduction of the ASB Policy. The script has been reviewed with the task‑and‑finish customer group and is now with Communications, who are producing the animation. Once complete, the video will be added to the website.

Following consultation with tenants, variations to the tenancy agreement and an updated Tenancy Management Policy were approved by Housing Leadership Team and Housing Portfolio in January 2026 and are scheduled for Cabinet approval in March 2026.  The variation to tenancy agreement has also been to Corporate Management Team.

In addition, the new Domestic Abuse Policy and the Rent Arrears Prevention Policy were approved by Housing Leadership Team and Housing Portfolio in January 2026 and will also be taken to Cabinet for approval in March 2026.

Progress with development of easy read versions of key documents, a summary versions of all policies and strategies and the review of housing content on the website are outlined in more detail in ID 10 - Strategies and Policies are not easily accessible.

RAG

Evidence

Reports to Cabinet, Strategy Housing Board and Housing Portfolio

Links to website.

Links to easy read versions on website.

Availability of copies of documents in different formats (such as, hard copies and different languages).

Regulatory standard

Area of weakness

Information is not made available to tenants in a timely manner. 

To include: 

• Annual Tenant Report
• Tenant Satisfactory Measure (TSM) results 2024 to 2025
• Complaints Annual Report

Intended outcome(s)

All three reports to be produced and published.

Tenants are well informed about performance and service standards.

Increased trust and engagement through transparent reporting.

Supports tenants to scrutinise and hold the council to account.

Lead

Simon Chrisp (Housing Asset Manager)

Martin Poulter (Business Performance and Customer Services Manager)

Iain Burns (Service Director, Office of Chief Executive)

Gareth Cowen (Senior Communications and Engagement Officer)

Target completion

All three reports to be published on website and promoted via News articles and social media by 30 September 2025. 

Draft an annual programme of information to be published for tenants by December 2025.

Step targets (where possible)

TSM Results 2024 to 2025 and Complaints Annual Report - to be published by 31 July 2025.

Annual tenant report - 30 September 2025.

Short/medium/long term plans

Short Term

Draft an annual programme that sets out what information is to be published, the format, responsible officers and timelines. 

Medium Term

Review with the Resident Influence Panel on an annual basis. 

Long Term:

Set up a Tenant Editorial Panel to co-design format and content with customers.

Organisational risks

1. Information required for annual report available in time to meet target date.
2. Capacity in both communications and housing strategy.

Potential impact on customers if we do not achieve intended outcome

1. Limited awareness of service performance and changes.
2. Reduced ability to scrutinise performance and hold council account.

Current position

All three documents now published on the website.  

A draft housing communications plan has been produced and is going to Housing Leadership Team in February 2026.

RAG

Evidence

TSM results & Complaints Annual Report - 2024/25 now published on our website.

Tenant Annual report has been published on website.

Regulatory standard

Area of weakness

How tenants' views have been considered is not being communicated

• You Said We Did
• Communications - Customer Scrutiny Review

Intended outcome(s)

Tenants feel heard and valued.

Strengthened tenant involvement in service improvement.

Delivers on intended outcome of the Council's Resident Influence Strategy.

Lead

Simon Chrisp (Housing Asset Manager)

Martin Poulter (Business Performance and Customer Services Manager)

Target completion

To create and populate a "You Said We Did" page on the website - 31 August 2025.

Refresh and update website monthly in line with this area of weakness.

Step targets (where possible)

Monthly website reviews

Short/medium/long term plans

Short Term

Introduce and maintain the "You Said We Did" feature on the website and other publications.

Medium Term

Resident Influence Panel to review how effective we are at closing the customer feedback loop.

Long Term:

Set up a Tenant Editorial Panel.

Organisational risks

Potential impact on customers if we do not achieve intended outcome

1. Disengagement and dissatisfaction with services.
2. Missed opportunities for service improvements based on tenant feedback.

Current position

"You Said We Did" section added to the website, which currently includes nine examples of improvement to customer services following feedback from customers. Details of the new page has been promoted on Facebook.

News article in "Gateshead Now" on complaints process.  Press release and featured on website.

Draft of Resident Influence Strategy has been through consultation process, and is currently going through the governance process.

RAG

Evidence

"You Said We Did" section on website

Post on Facebook

Copy of news article in Gateshead Now

Resident Influence Strategy and reports taking it through governance process

Regulatory standard

Area of weakness

Strategies and policies are not easily accessible

Intended outcome(s)

All tenants, including those with specific needs, can access key information and services.

Improved tenant understanding of services and processes.

Lead

Simon Chrisp (Housing Asset Manager)

Martin Poulter (Business Performance and Customer Services Manager)

Target completion

Strategies and policies to be uploaded to website once completed and signed off by end of December 2025.

Identify those that require easy read version and draft/develop versions - March 2026.

Develop a range of videos to assist tenants with repairs they are responsible for - soft launch end of September 2025.

Step targets (where possible)

None

Short/medium/long term plans

Short Term

All strategies and policies completed and on website by 31 December 2025.

Medium Term

Introduce easy read versions of policies and strategies from March 2026.

Long Term:

Deliver on programme of reviewing all policies and strategies.

Organisational risks

Potential impact on customers if we do not achieve intended outcome

1. Exclusion of vulnerable groups from important communications.
2. Reduced ability to access or benefit from services.

Current position

A Policy Review and Approval Framework was agreed by Strategic Housing Board in July 2025, and all strategies and policies are now included within a formal review timetable overseen by the Risk and Governance Officer. Updated strategies and policies are uploaded to the website as soon as they receive formal approval.

Eight new YouTube repair videos, covering repairs that are the tenant's responsibility, have been launched and are now available on the website.

Work continues with the Policy and Performance Service to explore capacity for developing Easy Read versions of key documents. Housing Services has invested in a licence and training for a dedicated officer to support this work. As part of a pilot, the Service Redesign Analyst has produced an Easy Read version of the Right to Buy information, which has been shared with Your Voice Counts. Their feedback confirmed that the new version is significantly more accessible than existing materials. Progress on the pilot and the proposed next steps have also been reported to the Council-wide EDI Officer Group.

A clearer, more accessible one‑page summary for all housing policies and strategies is being developed in response to feedback from the customer EDI Group. Initial examples received positive feedback for format and readability. Final versions will be reviewed with policy leads before working with the Digital Team to publish them on the website.

The review of website content aimed at an 8-10‑year‑old reading age was delayed, but a process has now been agreed. The project has commenced and will be completed during 2026/27, ensuring a consistent approach to content accessibility across Housing Services.

RAG

Evidence

Links strategies and policies on website

Links to videos on website

Links to easy read versions on website

Availability of copies of documents in different formats (hard copies, different languages and so on)

Summary version of key housing strategies and policies

Regulatory standard

Area of weakness

Gaps in customer profile data held on the diverse needs of tenants

Intended outcome(s)

More complete and accurate tenant data to inform service delivery.

Services better tailored to meet diverse tenant needs.

Lead

Simon Chrisp (Housing Asset Manager)

Martin Poulter (Business Performance and Customer Services Manager)

Target completion

Reduce percentage of blanks against each protected characteristic plus preferred contact method. 

Review progress by 31 December 2025. 

If remaining gaps, significant propose wider campaign.

Step targets (where possible)

Aim to achieve 75% across all characteristics by end of 2025 to 2026, increasing to 100% by end of 2026 to 2027. 

Short/medium/long term plans

Short Term

Analysis of impact the tenancy visits / development of Power-BI Dashboard / Development of training module for updating profile information.

Medium Term

Incorporate profile checking into customer contact review.

Long Term:

Embedding a culture for all housing staff check profile data during customer interactions.

Organisational risks

1. Failure to address gaps in profile data held
2. Inconsistent use of NEC to record profile data
3. Failure to comply with TIA Standard

Potential impact on customers if we do not achieve intended outcome

1. Inadequate service provision due to incomplete data
2. Failure to meet specific needs of diverse tenant groups

Current position

Tenancy Visits now include check of profile data and progress monitored monthly.  Four of the eight categories of profile data collected show 99% + complete. 

Training module on why and how to update profile data on NEC is currently in development and will be a mandatory training course for all customer facing staff.  The module will be shared with HLT for final feedback prior to being uploaded to the Council's learning hub.  It is anticipated that go live by March 2026. 

A mailout was issued to over 8,000 current tenants with a MyHousingAccount, reminding them that they can update their own profile information directly via MHA.

Updating of profile data being included in customer contact review.  Pop up for officers is in development.  This will require mandatory completion of any blanks at the point of customer contact. This is currently in the test phase of development and it is planned for implementation by April 2026.

Next scrutiny review by Resident Influence Panel on how we use customer profile data to shape service delivery is nearing completion.  The final report will be produced by March 2026. 

RAG

Evidence

Progress reports to Strategic Housing Board and Resident Influence Panel.

Process for updating profile data on NEC

Regulatory standard

Area of weakness

Quality of complaints needs improving and complaints need to be responded to in a timelier manner.  With a particular focus on: 
(a)    Quality of complaint responses; and
(b)    Timelessness against 10-day target
(c)    Clear backlog of unanswered complaints

Intended outcome(s)

Improved satisfaction with complaint handling.

Faster resolution and reduced backlog of complaints.

Lead

Simon Chrisp (Housing Asset Manager)

Martin Poulter (Business Performance and Customer Services Manager)

Target completion

Satisfaction with the landlord's approach to handling complaints (Tenant Satisfactory Measure) - 35% (KPI Target 2025 to 2026).

Percentage of Stage 1 complaints responded to within the Handling Code timescales - 75%(IPI Target 2025 to 2026).

Step targets (where possible)

See short, medium and long term plans. 

Short/medium/long term plans

TSM satisfaction with the landlord's approach to handling complaints

Short Term

35% (median quartile).

Medium Term

41% (upper quartile).

Long Term:

Exceed upper quartile.

Complaints responded to within the Complaints Handling Code timescales.

Short term:

75% (lower quartile)

Medium term:

82% (median quartile)

Long term:

93% (upper quartile)
(As per RSH 23/24 results for both the above)

Organisational risks

1. Reliance on R and M to provide completion dates for outstanding works.
2. Temporary nature of customer feedback and Insights Team job roles.

Potential impact on customers if we do not achieve intended outcome

1. Frustration and loss of trust due to unresolved complaints.
2. Escalation of issues due to poor complaint management.

Current position

(a)    Quality - significant improvement noted by tenant scrutiny group (August 25). 
(b)    Timeliness - At end of Q3, 85% of stage 1 complaints addressed within 10-day timescale.
(c)     Backlog - fully cleared. 

We introduced our own monthly Stage 1 complaint‑handling satisfaction survey when overall satisfaction was 37%, and we identified several key reasons for dissatisfaction. The survey has since been reviewed to make it more accessible, improve response rates and provide clearer insight into what is driving dissatisfaction. The updated version was relaunched in January 2026.

We are reviewing the process for Stage 2 complaints, responsibility for which sits in the corporate team.  We will be looking to identify lessons learnt from Stage 2 complaints. This review will focus on improving our understanding of why stage 1 complaints are escalated and to improve the timeliness of responses to stage 2 complaints. In Quarter 3, 71% of complaints responded to in target.

RAG

Evidence

Key Performance Indicators performance reports.

Monthly updates to member responsible for complaints.

Tenant Satisfactory Measure results and complaints annual report published on the website.

Link to Tenants Annual Report on website.

Press release about new team on website.

Regulatory standard

Area of weakness

Approach to learning from complaints using the information to continuously improve services needs strengthening

Intended outcome(s)

Clear evidence of service improvements resulting from complaint analysis.

Embedded culture of learning and continuous improvement.

Lead

Simon Chrisp (Housing Asset Manager)

Martin Poulter (Business Performance and Customer Services Manager)

Target completion

Lessons learned evidence and impact provided quarterly from March 2025.

Step targets (where possible)

Short/medium/long term plans

Short Term

Development and implementation of lessons learnt process.

Medium Term

Evidence of service improvement linked to key complaint themes.

Long Term:

Embedding a culture of learning from complaints across housing services.

Organisational risks

1. Failure to act on complaint trends and therefore ability to evidence service improvements as a direct result. 
2. Continuing negative impact on customer satisfaction.

Potential impact on customers if we do not achieve intended outcome

1. Repeated service failures due to lack of learning.
2. Reduced confidence in service's ability to improve.

Current position

We have reviewed the way we record and categorise complaints to ensure the process supports meaningful insight, not just compliance. This includes capturing clearer root‑cause information such as delays, policy gaps, contractor performance issues, communication concerns, and whether the issue is a repeat complaint from the same customer. These improvements will make our complaints data more comparable and strengthen our ability to identify trends.

We are now developing a more structured approach to learning from complaints. This involves triangulating complaint insights with other intelligence, including TSM data, tenant engagement feedback and performance metrics. We are also engaging with other housing providers to understand the range of approaches used across the sector. Learning from this benchmarking will inform the development of our new model for learning from complaints.

RAG

Evidence

Press release about new team on website.

Key Performance Indicators Performance reports.

Monthly updates to member responsible for complaints.

Tenant Satisfactory Measure results and complaints annual report published on the website.

"You said we did" section on website.

Complaints six monthly and annual report to HEHC OSC and Strategic Housing Board.

Complaints annual report published on website - from 2025 to 2026 version.