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Please be aware that this project was completed before Longhurst Group merged with Grand Union Housing Group to become Amplius.
When a customer receives a service from us, they get a text message or phone call asking them how they found the service. We call these our transactional surveys.
This page will share some examples of how we’ve improved our services using customer feedback from transactional surveys.
Below you’ll see different departments or services showing their recent improvements. We’ll update the page every three months with new information.
Please be aware that this project was completed before Longhurst Group merged with Grand Union Housing Group to become Amplius.
When a customer receives a service from us, they get a text message or phone call asking them how they found the service. We call these our transactional surveys.
This page will share some examples of how we’ve improved our services using customer feedback from transactional surveys.
Below you’ll see different departments or services showing their recent improvements. We’ll update the page every three months with new information.
Customers fed back to us that complaint handling timescales were too long.
The Complaints Team has introduced a new escalation process giving the Operational Lead (such as Repair Team Leaders) responsibility for the investigation of the complaint, enabling the complaint handler to focus on responding to the complaint to improve the timescales.
Customers told us they were dissatisfied with outcome of their complaint and that commitments made at complaint closureweren't always being met.
In June, the Complaints Team introduced a new process whereby it takes responsibility for the commitments made on a complaint closure and completes an inspection to check that all works have been completed.
Using feedback from customers alongside other insights, it was found that issues weren’t always being logged correctly e.g. property abandonment and fly-tipping were being logged as ASB cases rather than to the Housing Team.
Improvements to our systems were made to allow customer cases to be highlighted as neighbourhood management, rather than ASB, to ensure that the correct team is dealing with the enquiry and caseload is managed appropriately. Examples of neighbourhood management include fly-tipping and property abandonment.
Call handling
You said:
We did:
Customer feedback highlighted call wait times for these issues were an area in need of improvement.
Following a review, Tenancy Enforcement Coordinators (TECO), formerly ASB Advisors, now take calls directly from a dedicated phone line. This’ll put customers in touch with the right team at the first point of contact, improving the customer journey.
Feedback showed that shower repairs, particularly for Mira showers, was an areaneeding improvement. Customer feedback showed there was a need to increase the number of first-time fix repairs and reduce the need for follow-up appointments.
A number ofFortem plumbers and electricians undertook Mira specific training to help achieve this.
Customer feedback showed that there was a delay for fencing and ground works.
Fortem scheduled an additional three multi-skilled operatives to undertake further training to enhance their resources for these types of work.
Customers told us that there were delays when repairs needed an operative to work at heights.
Fortem hasallocated operatives to attend TETRA training, to increase the ability for Fortem to complete these works on the first visit.
Fortemis also training a supervisor as a TETRA instructor to provide in-house training to more operatives to equip new starters.
