We measure how we are performing against the Consumer Standards and Tenant Satisfaction Measures through:

  • Feedback from customers after they’ve received a service from us – our ‘experience surveys’. We report on these every three months. Our Customer Standards Group helped us to develop these surveys.
  • Tenant Satisfaction Measures (TSM). This is a regulatory requirement and combines annual performance information and the results of our annual perception survey.
  • Other performance information that we report on every three months.
  • Customers on our Customers Standards Group review this performance information every three months and hold us to account.

Below you will find:

  • Performance data. This includes the latest data from October to December 2024, as well as annual data we collected as part of the TSMs for 2023/24.
  • The latest ‘experience survey’ results from October to December 2024.
  • The results of our annual TSM perception survey for 2023/24. We contacted customers via email and telephone in July and December 2023, receiving 1,216 responses. This equates to 18% of our customers. You can read a copy of the questionnaire we used here and a summary document outlining our approach here.

Overall satisfaction with Irwell Valley Homes October to December 2024

82 %

Between October to December 2024, the overall satisfaction rate was 82%.

In the annual TSM satisfaction survey for 2023/24, 64% of customers were satisfied.


IVH Listing Vector TSM (1)

How we performed against the safety and quality standard

Performance data: October to December 2024

Emergency repairs

96.7 %

Emergency repairs completed within the target timeframe. This compares to 89% in the previous quarter.

Non-emergency repairs

73 %

Non-emergency repairs completed within the target time frame. This compares to 69% in the previous quarter.

Diagnosis

69 %

The percentage of repairs diagnosed and fixed on the first visit. This compares to 72% in the previous quarter.

Home improvements completed

681

Including things like new kitchens, bathrooms and communal painting and decorating.

Customer experience survey results October to December 2024

We worked with our Customer Standards Group to re-design our experience surveys and these are the results from the third quarter they have been in use, meaning a like-for-like comparison between quarters is now possible.

 

The percentage of customers satisfied with the service

Gas repairs

100 %

This compares to 94% in the previous quarter.

Responsive repairs

84 %

This compares to 77% in the previous quarter.

Satisfaction with time taken from first report to visit

74 %

This compares to 70% in the previous quarter.

Planned works/improvements

100 %

This compares to 86% in the previous quarter.

Annual performance against the TSMs 2023/24

TSM

Annual performance 2023/24

Emergency repairs completed in target timeframe*

 89.7%

Non-emergency repairs completed in target timeframe**

 74%

   

Homes for which gas safety checks have been completed.

98.5%

Homes for which fire risk assessments have been completed.

100%

Homes for which asbestos surveys and inspections have been completed.

100%

Homes for which legionella risk assessments have been completed.

100%

Buildings for which lift safety checks have been completed.

92.6%

Homes that do not meet the Decent Homes Standard

0.6%

Customers feel we provide a home which is safe.

73%

Customers' satisfaction with overall repairs service over last 12 months.

68%

Customers feel their home is well-maintained.

66%

 

Customers' satisfaction with time taken to complete most recent repair.

62%

 

*within 24 hours.

**within 40 days.

How we’re working to improve:

  • Increasing investment in the repairs service to improve waiting times.
  • Moving our trades people to work in area-based teams - reducing travelling time and helping our colleagues to get to know our homes and customers better.
  • Developing automated communications to customers about their repairs to keep them informed.
  • Gathering more data about our homes to help us plan and prioritise improvements to our homes.
Ceris T

A decent and safe home is our number one priority. We have seen a huge increase in the number of repairs reported to us and this is having an impact on how long customers are having to wait. We are working hard to bring waiting times down and customers have started to see improvements.

Ceris Esplen, Executive Director
IVH Listing Vector TSM2 (1)

How we performed against the transparency, influence and accountability standard

Performance data: October to December 2024

199

Number of complaints received. This compares to 230 in the previous quarter.

How involved customers shaped our work July - December 2024

Customer groups

We met with customers on the following groups between October and December: Resident Scrutiny Panel; Customer Standards Group; Building Safety Group and attended tenants and residents association meetings in our communities.

Last year we also held a series of customer focus groups - The Big Customer Conversation - tasked with gathering insight into residents' priorities. The results are now helping to inform our new customers and communities strategies.

 

Resident Scrutiny Panel reviews

Our RSP concluded their review into how customers can access our services and and the steps we take to prioritise customers according to their needs.

Activities included complaints reviews; call listening; mystery shopping and colleague shadowing. It concluded with five commendations and 22 recommendations.

Areas highlighted for praise included the range of contact options provided – covering both digital and traditional contact methods, making it inclusive for those who are digitally excluded – and the use of digital noticeboards at high-rise buildings, as a way of sharing ‘live’ messages with targeted groups of customers.

Recommendations, which colleagues across Irwell Valley Homes are now working to deliver, included:

  • Introducing consistent service level agreements – i.e. the time period in which we commit to responding – across all contact channels. This will ensure that customers receive the same standard of service whichever contact method they choose and may also lead to more customers contacting us digitally, freeing up the phone lines for those who need it.

  • Reviewing the opening hours of the Customer Service Team. This has now been completed – with more call centre staff now available between 8am and 5pm. Although the centre now shuts an hour earlier, the allocation of resources better reflects the time of day customers call us. We expect customers to see a reduction in the time they have to wait when they contact us on the phone over the coming weeks.

  • Ongoing promotion of the customer online portal, as a way for customers to manage their home and tenancy at a time to suit them – enhancing convenience and reducing call volumes into the contact centre.

  • Ensuring appointment text messages are issued when an emergency repair is logged. This helps to build a customer’s confidence that the situation is being dealt with, while they wait for an operative to attend.

  • Providing the Customer Service Team with access to the repairs cancellations log. This means they are able to quickly and easily look up this information and provide customers with the reason why the appointment hasn’t been able to go ahead. This provides greater transparency and we hope will help to reduce frustrations with the service.

  • Increase the number of community drop-in and neighbourhood events and communicate these with customers. Increasing our visibility in the areas where we have homes will help to provide a more personal and consistent service, and provides a convenient and accessible way for customers to get in touch.
Customer Standards Group

The Customer Standards Group continued to review the performance information you find here, exploring themes and trends with senior managers.

They also provided their input into our Repairs Transformation project which is ongoing.

Building Safety Group

We incorporated the group's feedback into the final versions of our Building Safety Resident Engagement Strategies for each of our five high-rise buildings.

You can read these here.

Policies

We gained customer insight and feedback on two policies, including the gas servicing access policy and the asset management policy.

Customer Communications Group

Our Customer Communications Group provided feedback about our customer annual report which you can read here.

Customer experience survey results October to December 2024

 

Customers feel we treat them with dignity and respect

83 %

This compares to 80% in the previous quarter.

Customers feel they are kept informed and communicated with

74 %

This compares to 77% in the previous quarter.

Satisfaction with complaints

43 %

This compares to 36% in the previous quarter.

Annual performance against the TSMs 2023/24

TSM

Annual performance 2023/24

Number of stage 1 complaints per 1,000 homes. 

73

Number of stage 2 complaints per 1,000 homes. 

12

Proportion of stage 1 complaints responded to within Housing Ombudsman Complaint Handling Code Time (10 days).

93%

Proportion of stage 2 complaints responded to within Housing Ombudsman Complaint Handling Code Time (20 days).

71%

Customers feel we treat them fairly and with respect.

73%

Customers feel we keep them informed about things that matter to them. 68%

Customers feel we listen to their views and act on them.

56%

Customers' satisfaction with complaint handling.

30%

How we’re working to improve:

  • Continuing to embed a new complaints team and process with a renewed focus on investigating themes and trends and embedding learning to improve services.
  • Re-launching our Customer Offer Panel as the Customer Standards Group. They closely monitor our performance against the new standards – reporting into our leadership team and board of management every three months.
Ceris T

We listen to customers and work with them to help us shape our services. We know that customers are best-placed to help us understand what’s going well and what we need to continue, as well as where there are issues and we need to improve. All customers have valuable experiences to share - please get in touch if you’re interested in getting involved.

Ceris Esplen, Executive Director (Customers)
IVH Listing Vector TSM3 (1)

How we performed against the neighbourhood and community standard.

Performance data: October to December 2024

Fly-tipping

£ 10,229

We spent £10,229 clearing fly-tipped rubbish this quarter.

Graffiti

2

We removed 2 incidents of graffiti this quarter.

Other neighbourhood and community highlights July to December 2024

We continued to promote our Neighbourhood Champions initiative, where customers are encouraged and incentivised to get involved to help us monitor the standard of grounds maintenance and communal cleaning. Click here for more information about this.

We continued to work closely with our grounds maintenance provider to monitor their performance in a bid to drive improvements and ensure a better service for our customers.

We published our programme of neighbourhood inspections on our website here and shared these with customers in our community newsletters, encouraging residents to join us.

We also hosted community events across our neighbourhoods, including free school meals from our Sunshine Community Café in Trafford and jobs and training fairs at our Oasis Community Resource Centre in Haughton Green.

Annual performance against the TSMs 2023/24

TSM

Annual performance 2023/24

Number of anti-social behaviour cases opened per 1,000 homes.

39

Number of anti-social behaviour cases opened that involved hate incidents per 1,000 homes.

7

Customers' satisfaction with approach to handling anti-social behaviour.

59%

Customers feel we make a positive contribution to their neighbourhood.

58%

Customers' satisfaction with cleaning and maintenance of communal areas.

52%

How we’re working to improve:

  • Implementing the recommendations of the Resident Scrutiny Panel’s anti-social behaviour review and a new ASB policy and procedure.
  • Joining a new ASB best-practice service which provides regular updates, resources and training.
  • Improving our approach to tackling fly tipping, rubbish, and bin areas.
  • Installing new fob systems and CCTV in communal buildings.
Ceris T

We are committed to working together with our customers and partners in the neighbourhoods we serve to make sure that everyone can live well in their home and community.

Ceris Esplen, Executive Director (Customers)
IVH Listing Vector TSM4 (1)

How we performed against the tenancy standard

Performance data: October to December 2024

Relet time

34

The average time taken in days to re-let a home when it became available. This compares to 33 days in the previous quarter.

Customer experience survey results: October to December 2024

Satisfaction with new home

100 %

This compares to 100% in the previous quarter.

Satisfaction with lettings process

100 %

This compares to 100% in the previous quarter.

How we’re working to improve:

  • Continuing a project to match customers on our own transfer list with others also looking for an exchange.
  • Hosting community events in our neighbourhoods to raise awareness of mutual exchanges and the House Exchange national database to support customers into homes which better suit their needs.
  • Dedicating one of our Tenancy Sustainment Coaches to support new tenancies, ensuring customers with complex needs receive the support they need to succeed in their new home.
Ceris T

Everyone deserves a safe and decent place they can call home. We're providing affordable homes for those most in need, and ensuring our existing customers are in homes which meet their needs.

Ceris Esplen, Executive Director (Customers)

You can also view the full list of our TSM results for 2023/24  here.