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Lessons learnt
Sometimes things go wrong and we want you to tell us when they do. This is because we want learn from our mistakes, and do our best to prevent them from happening again.
Here are some examples of our most recent ‘lessons learned’:
We have learned that delays in communication – both internally and with customers – are a common theme in complaints.
For example, a delay between the Estates and Repairs teams resulted in avoidable hold-ups for customers.
In response, we have implemented a new escalation process and staff training to ensure rejected jobs are acted on promptly and passed to the appropriate teams without delay.
In another instance, poor communication regarding Grounds Maintenance delays led to a loss of customer trust.
We responded by improving how we communicate with residents, introducing weekly website updates and changes to our telephone IVR system to keep customers informed in real time.
Where contractor performance has fallen short – particularly around specialist systems such as air source heat pumps – we have acted decisively.
Feedback from complaints has directly informed the re-procurement of key contracts, with a renewed focus on ensuring providers have the relevant experience and a strong first-time fix rate.
Operational processes have also been strengthened.
Following complaints about inaccurate initial repairs surveys and missed appointments, we have introduced a new approach where lead tradespeople carry out first assessments to ensure accurate job scoping.
We’ve also reviewed our approach to booking appointments, ensuring contractor availability is confirmed before commitments are made to customers.
We've also...
Updated our van stock to reduce the need for repeat visits.
Provided clearer guidance to our CX (Customer Experience) team on contractor capabilities to prevent job logging errors.
Provided refresher training for staff on follow-on work processes and appointment booking.
We’ve also learned from staff-related complaints. These have led to improvements in how we log and monitor customer contact preferences, and a renewed emphasis on meeting agreed contact timescales. Regular cross-team meetings between Housing and Repairs have been introduced to foster better internal communication and a shared understanding of customer expectations.