Introduction
We know that we are not delivering the service you deserve, and are committed to changing this. This report outlines how we’re doing, how we’re improving and what we are focusing on in 2025/26.
Our performance (in this report we reflect on 1 April 2024 to 31 March 2025) shows an ongoing need to improve, making our services more responsive and being much more proactive in keeping you updated when you get in touch.
What you have told us - from surveys, complaints and face-to-face interactions - has been instrumental in enabling us to prioritise service improvement around three key themes:
- improving complaint handling,
- responsive repairs first time fix
- and permanent solutions to eradicate damp and mould.
Our Customer Excellence Panel and Customer Experience Committee continue to provide a vital role in our governance, shaping solutions, providing scrutiny and monitoring performance.
We are disappointed that last year we got worse at some things, rather than improve, and have taken time to really think through how we can reliably deliver good services for you.
You can read more about our commitment to delivering better services through the next pages of this report.
We have a long way to go, and real change will take time.
In April 2025, we launched our new corporate strategy, clearly defining our commitment to deliver the right services, the right homes and the right support to you.
Our colleagues are engaged and enthusiastic to implement real change.
We introduced key change projects focusing on our repairs service, and how we handle complaints. You can read more about this in the Keeping your home in good repair and Listening and Acting sections of this report.
Anne Waterhouse
Chief Executive
Anna Eracleous
Chair of the Customer Excellence Panel
We have refined our three strategic themes as being, right homes, right services and the right support, and we are committed to delivering in these areas over the next three years of our new corporate strategy.
Customer Satisfaction (TP01)
