You said, we did...

Latest feedback

We regularly review customer feedback to understand where we can improve our services. Based on what you told us, we have made several changes to strengthen communication, improve response times and ensure repairs are completed more efficiently.

Below are the most recent examples of how your feedback has been used.

April 2026 – March 2027

You Said	We Did
You don’t seem to learn from complaints, so the same issues keep happening.	We’ve introduced a new Learning and Service Improvement Plan for 2026/27. It sets out how we capture what’s gone wrong, why it happened, and what needs to change. Senior managers review progress every month to make sure improvements are actually happening.
Your complaint responses aren’t clear enough and don’t show what you’ve learned from them.	Our complaint response letters now include a “Lessons Learnt” section, and every letter is checked for quality before it’s sent.
The Grounds Maintenance team doesn’t seem to keep on top of issues that are raised.	We’ve set up new tracking tools for the Grounds Maintenance team, so cases are managed more effectively and brought in extra temporary staff for six months to help with their workload.
Grounds Maintenance checks and inspections are not being properly recorded.	All grounds maintenance checks are now recorded on our system. We use this information in our regular meetings with contractors to review how well they’re performing.
My scheme doesn’t get visited often enough.	After each inspection, we rate schemes by how much attention they need, and this decides how often they’re visited. We also produce reports showing which schemes haven’t been visited recently, so our Estates officers can prioritise them.
Leasehold for the Elderly scheme needs more attention.	Our Estates Team and senior Team members have been visiting our Leasehold for the Elderly scheme more frequently. We meet regularly with the resident association members to update them on estate services.
The maps used for grounds maintenance don’t seem accurate.	We are checking all our grounds maintenance maps to make sure they’re correct and up to date.
The rules about fitting animal flaps don’t match what your website says about pets.	We’ve updated our website to make this clear: we don’t normally allow animal flaps in external doors, but in some cases we may allow one in a suitable ground-floor window instead. Please contact us for advice and get our approval before any work starts.
I want to see proof that lessons from complaints are actually being put into practice, not just written down.	Every three months, our Service Improvement Team checks that lessons from complaints are being acted on and that issues aren’t repeating. We’ve begun tracking this in key service areas and set up regular meetings with Property Services to monitor progress, along with a central record of what’s working and what still needs improvement.
I wasn’t given enough notice when my repair appointment changed.	We’ve introduced new steps to make sure customers are informed about any changes to their appointments. Contractors must now give at least 48 hours’ notice if an appointment needs to change, and we’re continuing to improve this over the coming year.
It’s not clear how repairs appointments and priorities are being managed.	We’ve installed a new Planner Wallboard for our Internal Repairs Team to clearly show their workloads, appointments and priorities for the day, helping them manage repairs more efficiently.
It is not clear on what you need to do to prepare for a repair	We have added “Preparing for a Repair” guidance to our website, providing clear information on what you need to do before we attend your home. We are also reviewing our Contact Centre scripts so that, depending on the type of repair being reported, our teams can provide relevant preparation advice when you speak to us.
There were unresolved commitments following a complaint response, and communication about these commitments was lacking.	We listened to your feedback and worked with Property Services to develop a new process for managing commitments arising from complaints. This will help ensure commitments are clearly recorded, followed through and communicated to customers. The new process will go live on 5 October 2026.

You Said	We Did
Surveyors need to be clearer about repair responsibilities for leasehold and shared ownership homes.	We’ve strengthened our processes so that surveyors check repair responsibilities with our Homeownership Team before visiting. This means we can give clearer, more accurate advice about which repairs are our responsibility and which fall to the homeowner.
Incorrect share ownership information was provided during the sales process.	We’ve introduced an additional quality check before any resale process starts. This includes verifying lease details and ownership percentages to help make sure customers receive accurate information from the very beginning.
You weren’t receiving enough communication while repairs were being carried out.	We met with our Repairs Leadership Team in June 2026 to review how we communicate with customers during repairs. We’ve identified ways to provide more regular updates, so customers know what is happening and what to expect.
Some customers were unhappy that a subcontractor was used to carry out repairs.	We shared this feedback with our contractor. As a result, the subcontractor involved will no longer be used for new repair appointments, helping us to improve the customer experience.
You didn’t feel supported after receiving a complaint response while waiting for repairs to be completed.	We’re working with our Repairs Team to introduce a new customer commitment process. This will help ensure customers continue to receive support and clear communication after their complaint has been closed and until the repair is fully completed. We expect this to be in place by September 2026.

April 2025 – March 2026

You Said	We Did
A trend has been identified in respect of delays raising works with contractors due to miscommunication regarding what works need to be completed.	New processes have been implemented to ensure reports and repairs are raised within a specific time period following Surveyor visits. This includes our Repair Coordinators monitoring the Surveyor appointments and cases to ensure all appropriate actions are completed.
A customer has been reporting that their home is cold and not retaining heat since January 2021. A heating calculation wasn’t requested until November 2024. This has subsequently resulted in a delay in Amplius identifying that the radiators in their home are too small for the space.	We have reviewed internal processes and changed them to ensure heating calculations are requested at our customers’ homes when it is reported that their homes are not heating efficiently.
A customer had multiple repairs on her boiler (10 since August 2024). The customers’ child has a disability where maintaining heat is essential in the home. The customer was very frustrated with the ongoing repairs and lack of knowledge of both their own disability and their daughters’ disability.	Training has been given to our heating contractors on disabilities awareness to ensure that similar situations do not occur again and to ensure vulnerabilities are prioritised and understood.
Customers have told us that they have not been aware of Surveyors visiting their homes of complete end of tenancy inspections, leading to missed appointments.	Our procedures have been updated to ensure that Surveyors contact customers in advance of scheduled inspections, confirming the time and reason or the visit to eliminate missed appointments and any confusion for the customer.
A customer complained that they were cut off and would have expected to receive a call back from Amplius.	On investigation, the call was cut off due to Amplius telephony systems going down due to a system issue. Our procedure has now been updated to inform our Customer Contact Team that should any call be cut off for any reason, the Customer Contact Team will call the customer back. Outcome Objective: This aims to reduce follow-up calls into the Contact Centre, reduce complaints and improve customer satisfaction.
A private homeowner told us that scaffolding works on one of our homes encroached onto their property causing access issues. They had not been informed that there would be any encroachment on their property.	We have reviewed internal processes and changed them to ensure that we now proactively contact any customer, whether that be in our own homes or a private homeowner, at least two weeks in advance should there be any encroachment onto their home. Outcome Objective: reduction in complaints, reduction of calls into the Contact Centre.
Customers have told us they when they have a number of repairs that have been booked, they can receive multiple different text messages that do not give any details of which repairs is being attended to, leading to frustration.	We are currently working with our contractors to implement a solution that will enable job reference numbers, that the customer has already been given to identify the repair, to show on the text message so that customers know which job we are coming to complete. Outcome Objective: This aims to reduce follow-up calls into the Contact Centre, reduce complaints, improve communication and improve customer satisfaction.
A customer complained as their language is British Sign Language, and our Customer Contact Team were unable to effectively communicate with them. After a review of the accessibility of our contact methods for customers, BSL is an area that we do not offer an inclusive service for.	Amplius have identified a provider that can provide BSL services on our communication platforms and will be implementing the new service in September 2025. Outcome Objective: This aims to reduce complaints, improve communication and improve customer satisfaction
Customers have told us that we have too many layers in our IVR options when contacting Amplius via the telephone.	We have reviewed our IVR options and are removing a number of layers to make it easier and quicker for customers to reach the team that can handle and resolve their enquiry. This will be in place during quarter 3. Outcome Objective: This aims to improve customer satisfaction.
Based on the feedback received from Customer Focus Groups and via Lessons Learnt from Complaints, it was clear that customers often struggle to find information relating to their tenancy and there is no centralised point of reference for this type of information.	Following the feedback from new customer journey exercise and an identified trend in complaints the Housing Team in collaboration with the Lettings Team have developed a New Customer Information Sign Up Sheet. This document contains all information related to the tenancy and is very informative and detailed. This Customer Sign Up Sheet will be utilised at all tenancy contract meetings; this copy will be left with the customer and a photograph taken by HO which will be uploaded to customers account on Dynamics. This will be rolled out by the team’s starting on 14/10/24. In addition, this will ensure continuity in HO discussions with all new customers.
A customer did not understand why they were asked to provide certain information at pre-tenancy before the home has been offered as an allocation.	The following paragraph has been added to our lettings policy so there is no ambiguity: “Our lawful basis for collecting applicant personal data during the pre-tenancy and post-tenancy processes is contractual necessity. This means we require this personal data to assess the housing application to check that the applicant meets affordability and suitability criteria in accordance with the requirements of the Regulator of Social Housing.”
Incorrect information was stated on a Stage 1 response where we stated the ground’s maintenance contractor was Tivoli, when it was Grounds Care Group. This meant incorrect information was put on the investigation form for Stage 2. The complainant was a non-LG customer so wouldn’t know who the contractor is and can only go off the information they were given, leading to a poor customer experience.	A detailed workshop was held on the 27 November 2024 for the Complaint Team in respect of completing investigations forms in a clear and consistent manner and the importance of ensuring the correct information in respect of external contractors is noted. Additional quality assurance checks have been implemented.
A survey was sent out to a deceased customer by mistake. There was no notification to stop the survey going to a customer if the record was marked as deceased.	A toggle will be added to Dynamics regarding the marketing preferences for deceased customers. This will assist us and to stop us sending surveys, newsletters, upsetting families.
Colleagues should consider communicating with customers to explain we will be applying for direct payments when rent payments have been missed and arrears occur for those customers claiming Universal Credit. This would be in the context of keeping tenants informed.	We have updated and added to the direct payment process that colleagues will communicate with customers to explain we will be applying for direct payments.
There were delays in actioning and completing repairs to a home that was undergoing work through the Social Housing Decarbonisation Fund (SHDF) because the repair was sent in error to our normal contractor instead of the SHDF contractor.	Our SHDF Team have also implemented extra resources to ensure that our customers have a direct point of contact to handle queries and issues reported in a timely manner.
A customer escalated their complaint to Stage 2 because they were not spoken to via the telephone before the Stage 1 complaint was responded to formally via letter and the case closed.	We have now trained all complaint handlers that to carry out two phone calls at different times of the day to maximise the chances of reaching customers on the telephone. In addition, there is a new procedure in place which states specific guidance and best practice in respect of outbound calls to the customer, which includes the above.
Our customers have fed back that there have been failures in regular and consistent communications from our contractors in respect of the social housing decarbonisation fund (SHDF) work that has deviated away from the customer engagement strategy in place for the programme.	A ’Lessons Learnt’ session has now been scheduled as part of the whole SHDF project close out activity when the project completes in March 2025. However, customer feedback from complaint has already been used to improve current engagement services delivered to customers by both Longhurst and also the contractors through the introduction of customer liaison touchpoints.
Lack of communication from the Estates Team to the customers, not giving them enough notice to move cars when works are planned.	Our Estates Team are reviewing their processes to ensure customers have a dedicated point of contact so they can be assured that any issues raised are in hand. As part of the review, this will ensure that letters, where customers need to move vehicles, are sent out in a timely manner to give enough notice to ensure planned works can go ahead.
Customers have fed back that they are informed at the start of April that any planned programme work will be completed within that 12-month period with a date given. As this can be so far into the future, with no reminders, they can forget, and life circumstances can change. Customers are only informed via a letter with no reminder comms issued.	We will be changing our procedures to ensure customers are communicated to in respect of planned works via a range of different methods and reminders are sent closer to when the works are to be completed. Customer consultation will form part of this process in respect of the journey and the content of correspondence.
Customers have asked for a callback option on the telephones during busy periods.	A callback option is now live, when customers have been waiting for longer than five minutes, they can have the option of receiving a call back that day. This is monitored for compliance and quality with a 98% success rate to date.

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.
Trends have been identified following customer complaints and engaging with Grounds Maintenance contractors following missed scheduled appointments that they had not got full maps of the specific areas that they are scheduled to maintain.	Amplius have located and uploaded the missing scheme maps to contractor systems to eliminate the risk of areas on schemes being missed.
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
The way the call was handled by our Out of Hours provider, Apello, was not acceptable. Effective questioning was not used, customer expectations not managed, correct processes not followed, and seriousness of customers situation not appreciated or taken into account.	We have implemented further training for our Out of Hours call handlers which has included more extensive guidance on electrical issues and have formal raised in contract management meetings, asking for further quality assurance checks to be completed.
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.

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 – 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.