Learning from our complaints

The feedback
You challenged the appointment windows advising that you didn’t feel they were specific enough and that missed appointments could often be avoided if you had a better understanding of when the operative would attend – examples include a 24-hour non-specific window for emergency call outs and our standard 4-hour timeslot.

The action
We reviewed our current processes and data behind missed and cancelled appointments. We investigated best practices across various industries regarding appointment success rate.  

The result
We are investing in new technology that will enable us to provide you with a “Operative on Way” alert. This will allow you to have a more accurate timescale of when the operative will arrive at your home.

Our planned maintenance programme, looks after big scale repairs and​ improvement work on all our buildings. Whether it’s fitting new windows or replacing roofs, we do all we can to​ keep your home in great shape, and​ you happy.

The feedback 
Your feedback challenged our approach and processes for investment works - which is where we would take a proactive approach to making improvements to our homes to ensure they are great places for our customers to live. This was a particular issue for customers and family members who have specific vulnerabilities or additional support needs.

The action 
We've reviewed our processes for assessing vulnerabilities at the start of planned works, for example we will discuss with you any reasonable adjustments that need to be made pre, during and post works; making sure this is captured on our internal systems accurately and communicated effectively to our colleagues. We have also reviewed the information that is provided to customers and how this is communicated.

The result 
​​​​​​​We are working to refresh our processes and documentation throughout our investment programmes. We have started colleague training to raise awareness of customer vulnerabilities and how we can support them, and we have identified Customer Liaison Officers and On-Site Managers who will act as champions for this. 

The feedback
You reported repeat or similar issues in relation to our repairs service e.g., multiple repairs could be recorded in relation to the heating system, however they could be slightly different in nature so not be immediately identified as a “repeat issue”.

The action
We reviewed the data behind multiple visits for similar issues, and how it could be possible to identify these issues at an earlier opportunity.

The result
We are investing in new technology that will analyse repairs reported to us. This system will actively identify possible repeat issues so that our teams are aware and can investigate to provide a resolution in full. 

The feedback
We received complaints about the wait times on the telephone to our Customer Relationship Team (0808 service).

The action
- We agreed a service level with our customers which we report on.  
- We reviewed our operating hours and expanded them.
- We brought in more colleagues and cross trained them across all call types.
- We changed the shift patterns to improve the service.
- We also provided more automated services such as payments on the IVR (touch tone phone system) so customers could do this without speaking to us, if that was their preference.

The result 
We have a clear standard / promise to our customers and have responded through more effective resourcing and alternative approaches to improve the service level.

The feedback

The Development Delivery team are responsible for going out to find land that is suitable to buy, securing funding to build new homes, and working with our contractors to make sure everything is done right

We worked with our them to look at your feedback related to their area, helping them to identify specific areas of interest in relation to customer dissatisfaction and complaints.

The action

The Development Delivery team reviewed the customer feedback and complaints to identify actionable tasks and areas for improvement and learning. The team reviewed the way the department is currently run to raise awareness of complaints and improve accountability within the team.

The result 

The Development Delivery team have now built complaint learning into their existing ways of working. The team work collaboratively with housing and sales colleagues across Karbon and York Housing Association to manage any new build related complaints, so that when they come in, the team can support with any development and operational aspects. 

The team use the customer feedback as part of their service delivery programme and success measures, such as defect monitoring, management and resolution tracking for in-house teams, contractors and developers.