Tenant Satisfaction Measures

We’re continuing our work to improve our repairs service and make sure residents receive a more reliable, responsive experience. 

We know that we need to improve the way we communicate with residents. We also want to decrease the time it takes us to complete repairs, while at the same time increasing the number of jobs fixed at the first visit.  

You said:

• “There is a huge lack of communication from them (TCH), especially when carrying out repairs.”
• “Unless you chase them up it is difficult to get any issues/repair resolved.”
• “It can take a while to get an appointment for the repairs.”

We did:

• Made TCH Repairs a direct subsidiary of TCH in August 2025, giving us greater control over performance and more opportunities to invest in long-term improvements shaped by resident feedback.
• Residents helped us to co-create a new Repairs Strategic Plan, which sets out six key aims to support our ambition to deliver a resident-centred, high-quality repairs service.
• Formed the Responsive Repairs Service Improvement Group with residents. The group acts as a critical friend by working with us to review performance, help identify themes for areas of continuous improvement, champion a ‘Resident First’ repairs culture and oversee delivery of the Repairs Strategic Plan.
• Welcomed 130 residents to the Repairs 1% Club, where they will be sharing their experience of using our repairs service to positively influence the service.

We’re doing:

• Reintroducing our text updates for our TCH Repairs service, with alerts the evening before, on the morning of the appointment and when your operative is on the way.
• To increase first-time fixes we’re analysing the types of repairs that operatives across all trades are called out to, and making sure they have the most common parts in their vans and can easily re-stock them.
• Recruiting additional operatives to help us meet demand and reduce waiting times.
• Refreshing our Contractor Code of Conduct to set clear expectations around communication, professionalism and customer service, helping to ensure that our contractors, and our TCH repair teams, provide the same high standard of service residents expect from TCH. 

We know from listening to resident feedback and from complaints data that we need to improve our complaints handling, particularly around communication and the timeliness of delivering agreed outcomes.  We are working to improve this.

You said:

• “I complained about this issue and it has still not been fixed.”
• “It was a formal complaint… a lot of residents are getting frustrated as we’re not seeing any improvement in the services, despite constant increases in service charges.”
• “The repair ended up getting carried out eventually, however I don't think this was a direct response to my complaint, so I would have liked to have heard back about how the issue was going to be resolved.”

We did:

• Implemented an action plan to address the recommendations of our Resident Scrutiny Panel’s report into our complaints processes.
• Introduced an improved Lessons Learned from Complaints process to share insights and service developments across teams and contractors.
• Increased the number of colleagues replying to stage 2 complaints to improve our complaint handling times.

The repairs service actions outlined above will address many of the root causes of complaints; key themes are about delays to appointments and works and the need to improve communication through all parts of the process.

We’re doing:

• We're building on the improvements already made through the scrutiny report action plan by introducing a new complaints improvement plan. As part of this plan, working with our Resident Voice Panel, we're reviewing key stages of the complaints process, including when we contact residents and how we communicate. Our aim is to improve the overall customer experience and make sure agreed actions are followed up effectively.
• Working with residents to create clearer information for shared owners around building insurance costs.
• While we always want to hear from residents about when things go wrong and about how we can improve our services, we’re working to reduce the need for complaints by listening to resident feedback from complaints so we avoid repeating mistakes. We also receive feedback from sources like surveys, focus groups and resident panels. We want to get better at using what residents tell us to improve our services and make sure the resident experience is always at the heart of what we do.

We’ve made a lot of changes to try to improve communication. You can read about some of these in the repairs and complaints sections, above. Other changes include:

• We have extended our induction programme for all new colleagues – they now attend a training day where they learn about our expected corporate behaviours and our service commitments to residents, which include expected standards of communication. They also have sessions on resident engagement and complaints.
• All colleagues now have a mandatory objective that asks them to ‘Listen and act; take responsibility and follow through until it’s resolved’. As part of their annual review process, colleagues are asked to think about how this applies to their role and what they’ll do to improve the resident/customer experience as a result.       
• We’re delivering a programme to improve internal communication between colleagues. This will address delays in sharing information or updates between teams and departments, which in turn will enable us to respond to residents’ queries more quickly.
• We’ve developed a customer experience training video featuring TCH residents talking about real examples of where they felt heard and received good service and when they didn’t, and the impact this had on them. We also involved a resident as a guest speaker at our annual staff conference. He talked about why it’s so important that TCH staff see residents as individuals and communicate openly, honestly and directly with them.