You said, we did... Helping us improve our services

You said

We did

Repairs – East

It was sometimes difficult to get updates if calls were missed. 

We strengthened our communication process. If we cannot reach you by phone, we will now also follow up by email or letter to make sure you stay informed. 

Repairs were sometimes delayed due to materials or staffing capacity. 

Our contractor, Morgan Sindall, is increasing their workforce with two additional operatives to help manage the growing number of repair requests and improve turnaround times. 

Repairs – South

Some repair orders were raised incorrectly. 

We reviewed training and supervision procedures for new team members to improve accuracy when logging repairs. 

Operatives sometimes did not report back when no repair issue was identified. 

Operatives have been reminded of the correct process during regular training sessions to ensure issues are reported back promptly. 

Asbestos checks were causing delays and confusion. 

We introduced a clearer process. If no asbestos report is available, we now arrange an asbestos inspection first and inform customers straight away, rather than raising a repair order that cannot proceed. 

Asbestos survey results were taking too long. 

Our survey partner SGS has introduced a new Scanning Electron Microscope (SEM), which processes samples faster and helps improve turnaround times. 

You were not always informed when appointments changed or were cancelled. 

Our contractor Fortem has improved how they notify customers of appointment changes, and complaint-related cases are now clearly flagged to ensure better communication. 

Repairs – West

Repairs were delayed when materials or operatives were unavailable. 

Our contractor Ian Williams has strengthened their management team and increased operational resources to improve service delivery. 

Some repairs were not raised promptly following surveyors’ visits. 

The team held dedicated “stop the clock” days to clear historic backlogs and ensure outstanding repair tasks were processed more quickly. 

Door repairs and replacements were taking too long. 

We replaced the underperforming subcontractor with a new contractor to improve reliability and completion times. 

There was limited communication from subcontractors about completed works. 

Subcontractors have now been trained to update the Ian Williams portal so repair progress and completion are recorded more accurately. 

Missed or cancelled appointments caused delays. 

Ian Williams has increased staffing resources to help ensure appointments are attended and repairs are completed more quickly. 

Estate Services

Grass cutting was not always meeting the required standards. 

Our grounds maintenance contractor Tivoli is now on an 8-week corrective action plan. If performance does not improve, we have the right to end the contract. 

The grounds maintenance portal was not always updated. 

We have scheduled meetings with the contractor to improve monitoring and ensure information on the portal is accurate and up to date. 

You said

We did

Complaints

Some complaints were excluded incorrectly, and concerns were not always flagged.

We introduced a new monthly review process. The Complaints Manager will now check all excluded complaints to ensure they were assessed and processed correctly.

Contact Centre

Customers were sometimes given unclear or incorrect information about repair responsibilities.

We shared the Responsive Repairs Policy with the Contact Centre Team and highlighted the sections that explain Amplius and customer responsibilities.

Vulnerability information was not always passed on when repairs were booked.

Advisors have been reminded to record and communicate vulnerability information clearly when booking repairs with contractors.

Repairs (Grand Union)

Customer vulnerabilities were not always identified when repairs were booked.

This has been addressed with the contractor FSG. A new Operations Manager is strengthening monitoring processes when repair jobs are passed to subcontractors to ensure vulnerabilities are recognised and works are managed through to completion.

Repairs East

Communication about repairs was sometimes unclear or limited.

Morgan Sindall operatives have received additional training to ensure they clearly explain next steps and expected timescales to customers.

Some repairs were completed outside agreed timescales or were not diagnosed correctly.

Additional training is being provided to operatives to improve repair diagnosis and quality of work.

Customers were not always informed about appointment changes.

Morgan Sindall is improving its communication with customers to ensure all appointment changes, including those relating to external works, are clearly communicated.

Repairs South

Repairs were sometimes raised incorrectly or with delays.

Surveyors have been reminded that all required repair works must be raised within 48 hours of an inspection.

Some repairs took too long to complete.

Fortem is improving case ownership within their Complex Works Team, and concerns about workmanship have been addressed in dedicated performance meetings.

Repairs West

Repairs were taking too long to complete.

To improve service delivery, 500 properties will be removed from the Ian Williams repairs contract. This will reduce pressure on their teams and help speed up repair completion for the remaining properties.

Planned Work

Information about asbestos present in properties was not always shared.

We have raised this with Bell Group and strengthened expectations around how they manage and supervise subcontractors to ensure important information is properly communicated.

Housing

Vulnerabilities within households were not always recorded during the decant process.

This has been reviewed with the Housing Team during weekly meetings to improve how vulnerabilities are identified and recorded.

Customer records were sometimes updated late.

The team has reinforced the importance of timely updates to customer records within our systems.

Customers with disabilities did not always receive the support they needed when moving into a property.

Housing teams have been reminded to ensure customers with additional needs receive appropriate support throughout the moving-in process.

Payment Support

Incorrect information was sometimes given about late payment fees.

Teams have agreed that when a customer calls with a query and another team holds the information, the call will be transferred directly rather than passing information second-hand.

Estate Services

Record keeping with our grounds maintenance contractor needed improvement.

Record management has improved, and our Procurement Team will now ensure that data retention and transfer are properly managed whenever a contractor leaves a contract.

Scheduled visits from the grounds maintenance contractor were sometimes missed.

Tivoli will now hold regular planning meetings to review missed or incomplete jobs and ensure they are addressed quickly.

You said

We did

Repairs

Repairs were delayed or not followed up promptly.

Morgan Sindall has increased capacity by recruiting two additional operatives and strengthening their support team to improve response times.

You were not informed when repair priorities changed.

Contractors and surveyors have been reminded to clearly inform customers when repair priorities change, including when extended timescales apply.

Operatives sometimes arrived without the correct materials or equipment.

We now share monthly customer experience reports with our Repairs contractors so they can review issues and improve preparation for appointments.

You were not always informed about appointment changes or cancellations.

We are strengthening our contract management by recruiting additional senior managers and contract managers in the West Region to improve oversight and communication.

There was a lack of updates on repair progress.

Ian Williams is actively recruiting more skilled operatives to improve service quality and ensure better communication throughout repairs.

The quality of some repair work did not meet expectations.

Ian Williams has removed two underperforming contractors and reassigned work to more reliable providers.

Record keeping was inconsistent.

Our Repairs surveyors have been reminded to complete and upload reports after every visit to ensure accurate records.

Appointments were sometimes cancelled at short notice.

All contractors have been informed that cancellations within 48 hours will be treated as a service failure and reflected in our compensation policy.

Communication about repairs was unclear.

Repairs planners have been reminded to keep customers updated, clearly explain the difference between inspections and repairs, and confirm when follow-on work is needed.

Planned Works

Properties were sometimes left untidy or damaged after works.

Contractors have been reminded to use protective materials and provide photographic evidence to ensure standards are met.

Communication about planned works was unclear or inconsistent.

We have escalated communication concerns with contractors and are working to improve how and when customers are updated.

Customer vulnerabilities were not always considered.

We introduced a clearer process to identify and share vulnerability information, so it is considered when delivering works.

Poor workmanship and missed inspections caused issues.

We now prioritise cases involving vulnerable residents, improve engagement across teams, and ensure all access attempts are recorded.

Works were delayed due to required adaptations.

We introduced a new communication process to ensure customers are informed early about any delays and given updated timescales.

Aftercare

There were delays in resolving issues and providing updates after works were completed.

The Aftercare team now holds regular performance meetings with developers and has access to alternative contractors if agreed timescales are not met.

Grounds Maintenance

Issues raised were not always resolved.

We now track all contractor actions through to completion to reduce repeat issues.

Site maps were outdated.

Estates Officers are reviewing maps during site audits to ensure accuracy, with a full review underway.

Service quality did not meet expectations.

Tivoli is currently on a corrective action plan to improve performance. If improvements are not made, further action will be taken.

Asset Compliance

Appointments were missed without communication.

Sureserve has been reminded to notify customers if works cannot proceed, even if within agreed timescales.

Damage was caused during visits.

Operatives have been reminded to take appropriate care, including using protective footwear when entering homes.

Contractors attended the wrong property.

Sureserve has reinforced address verification checks before attending appointments.

Follow-on works were not always arranged.

Engineers must now refer incomplete or “not possible” works back for review before updating customers.

Delays occurred when additional materials were needed.

Repairs teams have been reminded to notify the Asset Compliance team once repair works are completed so that any required follow-on works can proceed without delay.

Communication was poor when appointments were repeatedly rescheduled.

Contractors are now expected to call customers directly in these situations, rather than relying on text messages.

Contact Centre

Information provided during out-of-hours calls was sometimes inconsistent.

Feedback has been shared with our out-of-hours contractor Apello, and service expectations, including emergency response times, have been reinforced.

Housing Services

Issues raised were not always followed through.

Individual performance issues have been addressed, with a focus on improving case management and risk assessment.

There were delays in removing fly-tipping.

Housing teams have been reminded to raise fly-tipping removal requests promptly.

Communication regarding ASB cases could be improved.

The ASB process has been updated so everyone who reports an ASB issue will be risk assessed, action planned and will have an opportunity to be involved in the case.

Complaint handling

Compensation decisions were inconsistent.

We introduced interim guidance, including a customer-informed compensation matrix, with a new policy in development.

Complaint escalations were delayed.

Team leaders and Complaint Resolution Officers have been reminded of their responsibilities, and daily oversight is now in place to ensure tasks are completed on time.