The Customer Scrutiny Group comprises customers from all backgrounds who give up their time to review, scrutinise and monitor our customer-facing services. They identify which services to scrutinise and where they can suggest improvements.
Scroll down to find the group's reviews in full and their action plans.
Acknowledgements
This report has been prepared by the Customer Scrutiny Group of Westward Housing. We would like to thank those customers and staff who have helped us by completing surveys, answering questions, and providing advice and support throughout the process.
1. Introduction
The Customer Scrutiny Group aims to review the performance of Westward Housing in particular service areas and make recommendations as to how services can be improved based on our findings.
The Group has been working hard over the last 6 months to undertake a review of the Stage 2 Complaints process at Westward, and in the report below you will find out what activities we have undertaken to review the service, what we found out, and our recommendations for the organisation to consider which we believe will lead to an improved service for customers.
Scrutiny Group members that took part in this review are listed below:
· Donna Roberts- Cossey – Chair
· Amanda Tamblin
· Cathy Scilla
· Janine Allen
· Brian Clemow
· SS
· Gemma Swaddle
2. Tenant Scrutiny – background
Tenant Scrutiny is there to ensure that tenants of social housing can be involved in its management and hold their landlords to account. Landlords are required to be more proactive in self-regulation and to involve customers in the scrutiny process.
There is now increased focus on housing organisations carrying out self-assessment and reviewing their housing services to evaluate how well they are doing, and to plan improvements.
3. Complaints – Planning for Scrutiny
Rationale for the Review
Scrutiny has been made aware of the increase in complaints across the housing sector over the past year. The group have looked at Westwards KPI's and level of complaints in the last 12 months and felt a review of the service was required. The area of complaints is huge therefore the group agreed to focus on stage 2 complaints to understand why they had escalated and if there were any patterns in the type or area of complaint.
4. Scrutinising the Service
We agreed that we would undertake the following activities to scrutinise the Stage 2 Complaints process
|
Service Presentation |
Who? |
Timescales Start & Finish dates |
|
|
Scrutiny Group
|
Nov 2024 |
|
Interview Customers |
Scrutiny Group
|
Nov/Dec 2024 |
|
Interview Service Manager
|
Jack Beer (Customer Insight & Engagement Manager) |
13th November 2024 |
|
Ruth Ponsford Paige Longworth |
30th October 2024 |
5. Desktop Review
During the review the group has looked at the type of information available to customers regarding complaints this included the website, newsletters, the complaints policy and best practise across the sector.
|
Question |
Sector Average |
Westward |
|
Stage 1 Complaints per 1000 homes |
42.5 |
51.8 |
|
Stage 2 Complaints per 1000 homes |
5.7 |
6.1 |
|
Stage 1 Complaints responded to within Ombudsman timescales |
82.3% |
87.9% |
|
Stage 2 Complaints responded to within Ombudsman timescales |
83.6% |
74.4% |
We also looked at the number of complaints that have been escalated to stage 2 in the past 12 months (56) and the reasons for the escalation. By far the largest number of complaints were about repairs. The delay in completing the repairs to the customer’s satisfaction and the damage caused to personal property because of those delays.
We also saw a number of staff related complaints, these were due mostly to the time taken to resolve ASB cases and the lack of communication and updates.
We were also given access to copies of the communication between Westward and customers from the initial Complaint onwards. This has enabled us to get a clear idea from a customer point of view the information that is made available to them.
The language used in some letters have caused upset to some customers. While others report that they feel they are having to do Westward's work in chasing repairs.
6. Interviewing Customers
We wanted to talk to some customers about the process for them. And what could be done to speed up the process or close the case before the escalation occurred.
Customer 1
This customer had several concerns about Westward which meant that it was difficult to get clear feedback from them about the questions regarding the Stage 2 Complaints process.
The customer felt that they weren't listened to during the complaints process and because of this the complaint escalated quickly. They were advised to report any issues to Westward.
Customer 2
We spoke to a couple regarding that complaint of anti-social behaviour. The person that the complaint was about was classed as vulnerable. The customers felt but they weren't being listened to by Westward because of this.
The couple claimed that this was causing stress, and medical issues too.
This wasn't helped by the fact that there was also an issue with a drug dealer living nearby. The customer rated the service by staff dealing with the complaint as 1 - being really poor. They have since left the property as they could no longer deal with the situation.
Findings
The feedback from customers was that they weren’t kept up to date or informed regularly about the progress of the complaint. However, some of this is due to the sensitive nature of the complaints and the fact that Westward must ensure GDPR is followed. This is led to frustration from the customer.
When asked how Westward could help to prevent the complaint getting to stage 2, customers felt that listening to them from the start is a must.
7. Interviewing Service Manager
The group wanted to know how the process works, if there is continuity, what the time frames are like and what would happen if time scales weren’t met.
What is the process like once the complaint has been addressed for example what further contact is had with the customer.
What three things could make the process better
Jack explained that the initial written contact goes onto the main housing system, all complaints except those regarding staff are stored in this system.
The customer will receive an email or a letter explaining the times expected to wait for a resolution.
To ensure continuity a complaint is handed to the relevant person/department for action, this is where a normal complaint is expected to be handled at the first attempt. When a complaint is regarding a staff member the only ones able to view this would be the staff member and their manager.
Staff members and a customers receive the same treatment. The same processes are followed, and the outcome would be fed back to the customer.
Expected timeframes are on the website and people should be asked the best way of contact at the beginning of the complaint.
We obviously hope to deal with things in a timely manner but where things aren’t we would be asking the question why.
We’ve done well with addressing complaints and are resolution focused trying to work with customers in the best way we can via their chosen way of contact.
Once a situation/complaint is resolved the customer should be contacted to see if they’re happy with the outcome. Jack said that he would get involved if needed.
If a particular contractor is getting repeated complaints such missed appointments, Jack will look into this and pass the information onto the relevant department to follow up.
There are times when we just don’t get things right and remain well intentioned.
What 3 things could make the process work better?
1. More effective handling of complaint and communication.
2. More clarity is essential.
3. The improve the length of time to resolve complaints.
8. Interview Complaints Team
Around 90% of complaints are received via Westward’s customer hub and website.
· These are logged and categorised and referred to the “best” person to respond.
· Aim to respond with an acknowledgement within 3 working days
· Generic letter sent, with 10 working days to respond.
· Urgency is placed on complaints which involve elements of health & safety issues.
· Damp & mould issues, allocated to a team specifically formed to deal with such matters.
· Example trend: Bideford – unusual number of complaints about boiler repairs taking longer than they should. Turns out the boilers in that area were due to be upgraded.
Complaints Team
· Receive regular B.I. reports of logged complaints.
· Carry out review/audits to ensure all problem areas with each complaint have been addressed appropriately and to the best of Westward’s ability.
· Letters are checked by Ruth & Paige prior to being sent to the customer – checking grammar, detail, ombudsman adherence, corporate responsibility.
Measuring Satisfaction:
· We have 15 working days to formally respond the customers complaint.
The complaint can stay open until any outstanding actions are completed so not necessarily 15 working days (sometimes a long time)
· B.I report logs complaint statistics-whether complaint is Upheld/Partially/Not Upheld, whether the complaint is avoidable/not avoidable, the amount of time it took for us to respond/close the complaint/escalate and which area of the company they are getting assigned to.
· Complaints mostly around repairs – repairs team carry out checks to ensure everything is complete prior to closing each case.
Complaints process for customers:
· Initial contact received via customer’s preferred contact method.
· Complaint logged
· Resolution letter sent (15 working days?)
· Appointments confirmed
· Acknowledge escalation if customer wishes (20 working days to respond)
· Only calls received via customer hub main lines are recorded, NOT those received via a mobile phone.
Complaints to Westward are tied to the Ombudsman Code – this means that if a customer wishes to escalate their complaint to the next stage; even if it is in process of being resolved, Westward are obligated to go with what the customer wants – can lead to frustrations.
Each complaint is allocated to ONE person.
Communication is key! – regular check-ins / follow-ups / updates with the customer.
Common themes: Delays – missed appointments / time taken / communication with the customer.
Ideally, some control with when complaints are escalated by the customer. As can happen while works are still in progress.
KPIs (Key Performance Indicators) are relevant to newer complaints. Older, bigger works get pushed back.
A countdown flagging system from the last communication with the customer, would help with managing the volume of complaints.
9. Scrutiny Group Recommendations –
|
Recommendation |
Why are the Group making this recommendation? |
|
1. Short SMS survey at the end of a repair or service received |
This would highlight customer satisfaction immediately and allow Westward to ‘make right’ before it becomes a complaint. For OPS sites housing worker to support customers CLS for others |
|
2. Agree an action plan |
Customers report not being kept up to date on progress. Agreeing how often and how they could be contacted could prevent some Stage 2 Complaints |
|
3. Review ASB policy and procedures |
Customers feeling unsafe when experiencing ASB |
|
4. FAQs for ASB what are WHGs options |
Manage customer expectations |
|
5. A countdown flagging system |
would help with managing the volume of complaints |
We will review this service area in 6 months to ensure that the accepted recommendations have made has improvements to the service.
We would like to acknowledge the following WHG staff who attended the Scrutiny Group interviews for their openness and
transparency:
Jack Beer Head of Customer Experience
Ruth Ponsford Customer services co-ordinator
Paige Longworth Customer services co-ordinator
|
Recommendation |
Why are the Group making this recommendation?
|
|
Short SMS survey at the end of a repair or service received |
This would highlight customer satisfaction immediately and allow Westward to ‘make right’ before it becomes a complaint. For OPS sites housing worker to support customers CLS for others |
|
Agree an action plan |
Customers report not being kept up to date on progress. Agreeing how often and how they could be contacted could prevent some Stage 2 Complaints
|
|
Review ASB policy and procedures |
Customers feeling unsafe when experiencing ASB
|
|
FAQs for ASB what are WHGs options |
Manage customer expectations |
|
A countdown flagging system |
Would help with managing the volume of complaints |
We will review this service area in 4 months to ensure that the accepted recommendations have been implemented and establish if this has resulted in improvements to the service take-up. We will want to consider if further recommendations are required as this situation evolves. This will support both customers and staff.
|
No. |
Recommendation
|
Actions |
Comments |
Target Completion |
Revised Completion |
Actual Completion |
|
1. Complaints |
|
|
|
|
||
|
1.1 |
Short SMS survey at the end of a repair or service received |
To be investigated when Optimise is operational as will need system to support this |
|
December 2025 |
|
|
|
1.2 |
Agree an action plan |
Request for action plan will be included within complaint response template
Importance of dates & timescales will be reiterated with complaints team. |
|
May 2025 |
|
|
|
1.3 |
Review ASB policy and procedures |
ASB policy to be reviewed in Autumn 2025. |
|
November 2025 |
|
|
|
1.4 |
FAQs for ASB what are WHGs options |
Information available regarding ASB on WHG website to be reviewed alongside policy review |
|
November 2025 |
|
|
|
1.5 |
A countdown flagging system |
Availability of Power BI reports to be raised at monthly complaints meeting with managers. |
|
April 2025 |
|
|
|
No. |
Recommendation |
Actions |
Comments |
Target Completion |
Revised Completion |
Actual Completion |
|
1. |
Confirmation that all staff are working to the same policies and procedures.
Our findings tell us there are some inconsistencies. Are they audited; Scrutiny would like to see those results. How are managers making sure contact points are being met. |
|
Agreed recommendation.
NB. There is no Policy for Damp and mould. |
June 24
|
August 2024 Property team – reviewed process - revised reporting sheet Hub Team – due to their workloads and staff leaving were unable to commit in June to review. Will review in August. Housing/supported teams aware of process and use Total Mobile form.
Further review will be required once new CM process is in place. |
|
|
TIAA will be conducting an audit of the D&M process. Scope for the audit is due for review and discussion in August 24 with the review in Sept 24. |
Sept’ 24
|
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||
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New process map is being reviewed against the Ombudsman guidance to ensure it all correlates with the actions and timescales.
Capital time is scheduled for July 24 to build and implement the required system changes. |
August 24
|
September 24 |
|
||
|
A comm’s plan will be produced which will include updates to the new process, a training programme for staff working directly with D&M referrals and available guides for new starters.
|
August 24
|
Sept 24
Update System was built in test at end of July 24. Property, Hub teams tested in early August. Able to be progressed to live pending officer time to update documents, train teams, update process document.
|
|
||
|
This will be included in the staff brief for October for all staff to be updated on how the new process works, where & how to record, how cases will be monitored through to completion. |
October 24 |
|
|
||
|
2. |
Where vulnerable persons are involved housing workers should be advised of the situation
Findings indicate that although Westward try to make appointments, some customers need extra support to enable these to take place
|
|
Agreed Recommendation – We will explore how best to build this into the new process.
NB: For clarification – to schemes where there are site based staff |
August 24 |
|
|
|
A review of the D&M register will be undertaken to review those where vulnerabilities have been identified and ensure the on-site staff are aware of any ongoing works along with any feedback from already completed works to see if a long-term plan needs to be put in place for on-going support.
|
June 24 |
September 24
Update: This is a large piece of work due to the volume of cases – need to identify resource required to undertake this task.
|
|
||
|
3. |
Staff to ask about any health conditions at first point of contact.
This will ensure that all vulnerable persons are identified, and appropriate follow up action taken. |
|
Agreed recommendation |
June 24 |
July 24
|
July 24
Sheet revised to include capture of health concerns. Hub to be reminded as part of review of process. |
|
|
August 24
Sheet to be revised to include Vulnerability check. |
|
|
||
|
4. |
Printed ‘How to guide’ to give to customers without internet access (surveyor)
To provide information on appropriate safe products to use. This can also be printed off by the hub when reports first come in and posted to customer (or email)
|
|
Recommendation agreed in principle – design options and quotes will be obtained to explore the cost to provide this service for those customers without access to the internet.
|
October 24 |
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|
|
Product recommendations will be discussed with the H&S manager to review the requirements under COSHH (Control of Substances Hazardous to Health Regulations). |
June 24 |
August 24 |
|
||
|
This will need to form part of the implementation of the new process and go live planning. |
August 24 |
September 24 |
|
||
|
Continue to include articles within each edition of Moor to Sea. |
Autumn Edition 2024 |
|
|
||
|
5. |
Look at damp and mould issue, not in isolation
Not all issues relate to the property itself, could be neighbouring property
|
|
Agreed recommendation – Technical Surveyors should already be reviewing neighbouring properties to explore the possibilities that they are either the source or contributing towards any signs of D&M in within dwellings.
Build this into the process for inspecting properties with reported damp and mould. |
June 24
Currently Part of service delivery |
|
June 24
Currently Part of service delivery |
|
This will need to follow the implementation and go live for the new D&M process. |
Nov’ 24
|
|
|
||
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6. |
Ensure that information and links on website, and those available to staff are up to date and contain most recent information
Recent experience of scrutiny member, sent out of date link. |
|
A review was carried out and it would appear there was the potential that some links had not worked correctly during the upgrade of the website content. This will be continually monitored when new links are sent and upgrade works takes place to website content. |
April 24. |
|
April 24 |
|
7. |
An individual plan for each customer. Not only does it provide peace of mind for the householder it’s also useful for Westward to monitor how effective cleaning is and how long it takes for issues to reappear. |
|
This is under review with no date yet confirmed for feedback from the consultation. |
Awaiting timescales. |
|
|
The Group has been working hard over the last 6 months to undertake a review of Damp and Mould processes at Westward, and in the report that you can view here, you will find out what activities we have undertaken to review the service, what we found out, and our recommendations for the organisation to consider which we believe will lead to an improved service for customers.
Although policy and procedures are in place there are still concerns that customers are having to chase up works to their home. There needs to be greater consideration for those with health issues, including mental health as there are concerns these customers may not be supported adequately.
We will review this service area in 6 months to ensure that the accepted recommendations have made improvements to the service.
| Item | Recommendation | Why are the Group making this recommendation? |
| 1 | Confirmation that all staff are working to the same policies and procedures. Are they audited; Scrutiny would like to see those results. How are managers making sure contact points are being met |
Our findings tell us there are some inconsistencies |
| 2 | Where vulnerable persons are involved housing workers should be advised of the situation. | Findings indicate that although Westward try to make appointments, some customers need extra support to enable these to take place. |
| 3 | Staff to ask about any health conditions at first point of contact. | This will ensure that all vulnerable persons are identified, and appropriate follow up action taken. |
| 4 | Printed ‘How to guide’ to give to customers without internet access (surveyor). | To provide information on appropriate safe products to use. This can also be printed off by the hub when reports first come in and posted to customer (or email). |
| 5 | Look at damp and mould issue, not in isolation. | Not all issues relate to the property itself, could be neighbouring property. |
| 6 | Ensure that information and links on website, and those available to staff are up to date and contain most recent information. | Recent experience of scrutiny member, sent out of dateprovide link. |
| 7 | An individual plan for each customer. | Not only does it peace of mind for the householder it’s also useful for Westward to monitor how effective cleaning is and how long it takes for issues to reappear. |
The group chose to review grounds maintenance for their first project as this subject came up in their first meeting. Click here to read their full report which describes their processes for gathering further information, the outcomes and how we can move forward.
|
Recommendation |
Why are the Panel making this recommendation? |
|
Employ a contracts manager to oversee the work of the Contractors |
It is clear that one of the issues that customers and others have with the service is a lack of inspection of works undertaken and time taken to liaise with contractors. When standards are not met there needs to be a robust escalation process so that this is dealt with in a much timelier manner moving forward. |
|
Closer co-ordination and better communication with the ground’s maintenance contractors |
Planned meetings with Housing officers |
|
Local contractors engaged to work in smaller areas
|
The way the contract is structured has in the past made it harder for smaller organisations to tender |
|
GIS mapping
|
To ensure that contractors are very clear about the exact scope for each area, including tree management. |
|
Provide customers with clear map of work to be carried out in their area |
Customers indicated that at times they were unclear about the work that was expected to be carried out by the contractor. Summer/winter schedules would be useful. |
|
Estate Service Champions |
To monitor the grounds maintenance in their area and report back to Westward once a month. Working in partnership to ensure the quality of the service is as good as they can be. |
|
Panel to be involved in future tenders
|
|
|
Ongoing surveys with residents and promote surveys
|
To encourage a greater number of residents to participate therefore giving Westward Housing a greater overview. |
Action Plan
|
No. |
Recommendation
|
Target Completion |
Revised Completion |
Actual Completion |
||||
|
||||||||
|
1.1 |
Employ a contracts manager to oversee GM contracts |
Jan 2022 |
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Jan 2022 |
||||
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Sept 2022 |
Dec 2022 |
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1.2 |
Improve coordination & communication between Westward & Contractors |
Jan 2022 |
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Jan 2022 |
||||
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Apr 2022 |
Oct 2022 |
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||||||
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1.3 |
Engage local contractors to work in smaller areas |
Jan 2022 |
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Jan 2022 |
||||
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Feb 2022 |
May 2022 |
May 2022 |
||||||
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1.4 |
Introduce GIS mapping |
Apr 2022 |
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April 2022 |
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Sept 2022 |
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Sept 2022 |
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1.5 |
Monitor customer engagement with contractors |
Apr 2022 |
Dec 2022 |
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Aug 2022 |
Oct 2022 |
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2.1 |
Provide customers with clear map of work to be carried out in their area |
Sept 2022 |
Dec 2022 |
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2.2 |
Estate Service Champions |
Mar 2022 |
April 2022 |
April 2022 |
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May 2022 |
Sept 2022 |
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2.3 |
Involve customers in future tenders |
Jun 2022 |
July 2022 |
July 2022 |
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Sept 2022 |
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Sept 2022 |
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Nov 2022 |
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Jan 2023 |
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3.1 |
Launch a programme of customer feedback to gauge satisfaction levels with services |
Jun 2022 |
Dec 2022 |
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4.1 |
Westward continue to monitor complaints/calls or emails specific to ground’s maintenance for the next 6 month and present the data gathered to the Scrutiny Group. |
Jun 2022 |
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Jun 2022 |
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4.2 |
Further survey results gathered and reviewed by the Scrutiny Group in 6 months. |
Jun 2022 |
Dec 2022 |
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4.3 |
Outcome shared on website for complete transparency and to encourage residents’ feedback whether positive or negative.
|
Feb 2022 |
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Feb 2022 |
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Apr 2022 |
Dec 2022 |
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Click here to read the full report which describes the customer scrutiny group's processes for gathering further information, the outcomes and how we can move forward in regards to repairs communication.
|
Recommendation |
Why are the Panel making this recommendation? |
|
Publish a clear customer contact standard for Westward & all contractors to adhere to when dealing with repairs & maintenance |
Both staff and customers would understand the process and who to contact. Westward are not recording all communications on Open Housing |
|
Single point of contact for ALL repair reporting via the Hub using telephone calls or the My Account online form |
This would make monitoring and recording of jobs easier for staff. Would also allow staff to inform customer of any charges that could be incurred |
|
Improve My Account to allow easier reporting and updates on repairs |
This would reduce the number of customer calls to the HUB chasing repairs |
|
A copy of repair report emailed to customer |
Not all customers have their My Account active. This would gain reduce calls to HUB |
|
Explore the use of a text reminder system & set standard i.e., reminder 3 days before & on the day |
Reduce numbers of customers unavailable for repair – saving operative time |
|
Consider the introduction of a call minder /call waiting system allowing customers to queue for a Hub operative by means of a call-back option. |
Reduce the amount of time customers spend waiting on |
|
Encourage customers to maintain up-to-date contact information |
Will speed up feedback process |
|
Encourage customers to nominate lead tenant or preferred contact. |
Save HUB operatives time chasing contacts |
|
Contact us form for customers to make Westward aware of special needs in relation to communication, language, sight etc |
Improve services for customers |
|
Contact customers with outstanding repairs on a weekly/monthly basis |
This would reduce the number of calls to the hub, with people chasing repairs Increase customer satisfaction levels |
The Scrutiny Panel would be grateful if the Association could consider the report and the recommendations contained and provide a response to the Panel for each one, setting out whether it is accepted or not. Where the Association does not accept a recommendation, we would be keen to understand why not, so that we can consider how else we can make required improvements.
Once the recommendations are agreed we would expect the Association to develop an action plan which will show how each recommendation will be implemented, with appropriate timescales against each, so that we can monitor progress. We would hope that this action plan is monitored not only by ourselves, but by the Senior Management of the Association.
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Action plan |
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No. |
Recommendation
|
Target Completion |
Revised Completion |
Actual Completion |
|
1 |
Publish a clear customer contact standard for Westward & all contractors to adhere to when dealing with repairs & maintenance |
December 2022
|
|
Complete |
|
October 2022
June 2022 |
|
Complete |
||
|
2 |
Single point of contact for ALL repair reporting via the Hub using telephone calls or the My Account online form |
|
|
Complete |
|
3 |
Improve My Account to allow easier reporting and updates on repairs |
May 2022 |
October 2022 |
Complete |
|
October 2022 |
Spring 2023 |
In progress |
||
|
4 |
A copy of repair report emailed to customer |
|
|
Complete |
|
5 |
Explore the use of a text reminder system & set standard i.e., reminder 3 days before & on the day |
October 2022
July 2022 |
Spring 2023 |
|
|
6 |
Consider the introduction of a call minder /call waiting system allowing customers to queue for a Hub operative by means of a call-back option. |
August 2023 |
Spring 2023 |
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7 |
Encourage customers to maintain up-to-date contact information |
June 2022 |
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Complete |
|
Sept 2022
|
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Complete |
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8 |
Encourage customers to nominate lead tenant or preferred contact. |
|
|
Complete |
|
9 |
Contact us form for customers to make Westward aware of special needs in relation to communication, language, sight etc |
June 2022
|
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Complete |
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June 2022
|
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Complete |
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|
September 2022 |
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Complete |
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|
10 |
Contact customers with outstanding repairs on a weekly/monthly basis |
|
|
Complete |
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Ongoing
July 2022
August 2022 |
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Complete
Open |
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|
Recommendation |
Why are the group making this recommendation |
|
Communication drives to make sure all customers are made aware of the help available. Possible dedicated Moor to Sea publication
|
All customers asked were unaware of the support already available from Westward.
|
|
A direct message should be added to the hub telephone introduction directing people to the website or to talk to an FIO. While in a phone queue, customers could hear a recorded message highlighting the support service currently available and how to access it
|
The group felt this was especially useful for those customers with little or no access to the internet
|
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A text message campaign with contact advice could be key.
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The Group hoped this approach would inform all customers and again for those with little or no access to the internet.
|
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Online signposting highlighting contacts for financial and mental health advice. Online advice should include general advice with primary contacts for larger organisations such as CAB, benefits checker & Step Change charity etc. |
It is expected that many customers may not be aware of the existing support. This should be readily available via the website with customers directed to this information via the targeted communication recommendations. |
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Handy tips and contact sheet, leaflet in various formats as an easy reference point for contacts. Starting with FIO at Westward and wider support services main contact numbers etc. A quick reference A4 page or smaller A5 size sheet highlighting the main contact number at Westward and other first step organisations. This could be downloaded or printed (possibly within a future Moor to Sea) as cut-out and keep simple guide to support sources. Leaflet made available to gas teams, other operatives and in any financial mailouts. |
Moor to Sea reaches all customers in one form or another and should ensure every customer can understand where and how to access advice and support. Examples of the kind of hints and tips include advice for organisations such as “Too good to go”, a system matching local people with cheaper (usually less than 30% of the original cost) end of the day fresh food purchases. Many customers may not have heard of or be aware this type of organisation operates in their area. |
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A podcast or short film letting people know they are there to help
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A quick and easy way to grab attention and get information to customers
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My Account message
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A link within Customer’s My Account could be a useful tool to enable customers access the dedicated Westward help and support page.
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Language – review wording of letters, encourage a ‘contact us’ approach rather than a ‘consequences’ approach.
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A sample of some of the documents provided as part of the tenancy did not create the impression Westward would help, setting out the consequences if an action was not complied with rather than encouraging the customers to contact the team if they had difficulties or concerns. Westward does want customers to contact them if they have problems. The Group felt a re-phrasing of some of the language used in standard letters (rent arrears etc.) would encourage contact. At present some communications list the consequences of failure to comply with a request rather than the suggestion a customer should speak to Westward if in difficulty. |
We will review this service area in 4 months to ensure that the accepted recommendations have been implemented and establish if this has resulted in improvements to the service take-up. We will want to consider if further recommendations are required as this situation evolves. This will support both customers and staff.
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No. |
Recommendation
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Target Completion |
Revised Completion |
Actual Completion |
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1.1 |
Communication Plan |
Ongoing |
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Complete |
|
|
|
|
||
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1.2 |
Direct messages on telephone line |
Dec 2022 |
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|
|
1.3 |
Text Message Campaign |
June 2023
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|
|
|
|
|
|
||
|
1.4 |
Online Signposting |
Nov 2022 |
|
Complete |
|
Nov 2022 |
|
|
||
|
1.5 |
Handy Tips Contact Sheet |
Dec 2022 |
|
|
|
|
|
|
||
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1.6 |
Film or Podcast |
Nov 2022 |
|
|
|
1.7 |
My Account Message |
Nov 2022 |
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|
|
1.8 |
Email signposting to comprehensive web pages |
Dec 2022 |
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|
|
1.9 |
Language |
Jan 2023 |
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|
|
Nov 2022 |
|
|
||
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2.1 |
Review FIO service |
Jan 2023 |
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|
|
Dec 2022 |
|
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Click here to read the full report which describes the customer scrutiny group's processes for gathering further information, the outcomes and how we can move forward in regards to the voids process.
Did you know that if you have a particular interest or expertise in any of the areas that are being investigated, you could be part of that project?
You can either sign up for the review or you could just share your views with the group – there is no commitment. Email haveyoursay@westwardhousing.org.uk to participate
