Delivering What Matters – how we’re doing
Delivering What Matters is our current three year plan. You can read more about it here.
How will we know if we’re succeeding?
We have created a set of measures that sits alongside our three year plan. Many of these measures are taken from the Tenant Satisfaction Measures but we have also included others that we think are important.
The table below shows the measures we have set. We’ll use these to help tell us whether the improvements we’re making are in fact delivering what matters, and improving our services to you, as a customer.
Here you can see what our performance was for each measure at the beginning of year two, and the performance we want to be delivering by the end of our second year. To help make it easier to see how we’re doing, we have colour coded our performance red, amber or green. It’s early in our plan period, so for measures which are showing as red or amber, meaning we are not yet on track to deliver our target performance, we have actions in place to address this.
Measure |
March ’26 |
Outturn March ’26 |
Comment |
|
| Trusted | 1.1 Trust Raven to do what is right (A07) | >78.5% | 80% | Drivers of satisfaction are customers feeling valued and receiving a quick/reliable response has led to trust. Not surprisingly, when not delivered it drives dissatisfaction. |
| Culture | 2.1 Staff engagement | 94% | 96% | This is the score from the most recent culture & engagement survey in April 2025. The results from the current survey are due in May 2026. |
| 2.2 Satisfaction that landlord treats tenants fairly and with respect (TSM TP08) | >85% | 87.3% | One of the top themes driving satisfaction is being treated fairly and feeling valued and this has driven this score to be high. This measure is a good indicator that we are taking customers’ needs into account and making reasonable adjustments. | |
| Consistent Delivery for Customers | 3.1 Overall customer satisfaction (TSM TP01) | >84% | 85.3% | Improved satisfaction has been driven by the improvements to response times and customer service. Persistent issues with unreliability and unresolved complaints continue to cause frustration and high emotional effort for dissatisfied tenants. |
| 3.2 Overall customer satisfaction with repairs service (transactional) | >83.7% | 84.6%
(perception) |
Satisfaction with repairs has seen a significant improvement from last year (24/25 Q4 average was 80.1% compared to 25/26 87.6%). This has been driven by repairs being actioned quickly. | |
| 3.3 New: Complaints resolved within timescales stage 1 and 2 | 100% | 99.9% Stage 1
98.9% Stage 2 |
We still have 11 complaints yet to be closed but on target to complete within timescale. | |
| 3.4 Overall satisfaction from complaint handling (Explain Quarterly) | >54.6% | 50.7% | Although we have dropped from last year we remain upper quartile.
A high proportion of customers who expressed dissatisfaction had not gone through the formal complaints process. We are noticing customers who report ASB are seeing this as raising a complaint and were dissatisfied. Dissatisfaction is driven by customers’ emotional and time-based effort, unreliable service, and feeling ignored or unfairly treated. |
|
| Good quality homes, clean and safe neighbourhoods | 4.1 % homes that meet our Home Quality Standard (yet to be set) | N/A | N/A | |
| 4.2 % of homes that meet EPC C standard (or Minimum Energy Efficiency Standard) | 91% | 91.02% | ||
| 4.3 Satisfaction that the landlord keeps communal areas clean, safe and well maintained (TSM TP10) | >75% | 77.5% | We remain upper quartile compared to Housemark’s mid year review. Dissatisfaction drivers are feeling unsafe, unsightly grass and weeds, and the unreliability of external works. We have seen an increase in complaints about estate maintenance in Q4 where we will be reviewing the learnings. | |
| 4.4 Satisfaction with the landlords approach to handling anti-social behaviour (TSM TP12) | >70% | 71% | Visibility of landlord is now a positive driver with customers which is strongly associated with residents feeling treated fairly. Whether customers get on with neighbours is a determinant of satisfaction.
Areas where customers talk about crime, harassment and drugs & alcohol frequently leads to customers feeling unsafe. |
|
| 4.5 Satisfaction that the home is well maintained (TSM TP04) | >82.1% | 84.2% | This measure is strongly linked to repairs satisfaction. This is also linked to domestic hygiene (Pests/Refuse), grounds maintenance and perceptions of fair treatment. | |
| More homes, and much better matched to need | 5.1 New homes delivered (cumulative from April 2024-2027) | 74 | 29 | Behind due to delays at Pells and Chavecroft. Delivery breakdown:
24-25: 4 new homes 25-26: 25 new homes |
| 5.2 Satisfaction with new home (lettings survey) | >85% | 84% (Q3 YTD) | Q4 results not yet available. In Q3 no one was dissatisfied with the service but 20% were neither satisfied or dissatisfied.
Area to improve was more support in our sheltered housing service. |
|
| 5.3 Number of decants where home better matches need | N/A | N/A | ||
| Value for Money | 6.1 Satisfaction with Value for Money for rent (LCRA only) | >81.5% | 81.7% | |
| 6.2 Social Return on Investment (ratio and total £) | 1:4.2 | > 1:7.40 (£)
(£15.5m) |
We have generated more in overall social return this year, largely due to the outcomes from the Banstead Pantry, the additional Damp and Mould works and the levels of Moneywise interventions. | |
| 6.3 Operating costs per unit (Raven definition) forecast for end of year | £5,146 | £5,001 | Operating costs are underspent at Q4 including on salaries, repairs and voids, major repairs and investment projects. | |
| Environmental sustainability | 7.1 Carbon emission reduction | >25/26 out turn | +10% | Overall, we saw a 10% increase this year in our carbon footprint. This is mainly down to an increase in construction and repair work in comparison to last year. The reporting challenge we have is that as we invest to provide NZC new build and retrofit this activity is carbon intensive in the years of investment we should see the savings start effecting next year’s numbers. This is why all our real increase was Scope 3 emissions. Our Scope 1 was down 9.4% year on year. |
| ED&I | 8.1 Staff feel leaders at Raven value different perspectives | 95% | 94% | This is the score from the most recent culture & engagement survey in April 2025. The results from the current survey are due in May 2026. |
| 8.2 Staff feel comfortable being themselves at work | 95% | 95% | This is the score from the most recent culture & engagement survey in April 2025. The results from the current survey are due in May 2026. | |
| 8.3 % of customers for whom we hold complete data on protected characteristics * including homeowners | 50% | 50.95% | We see consistent increase in the % of customers for whom we record language which is driving increased overall % of data held. The
focus has been on gathering updates via the complaint processes, whilst calls and new housing officer appointments keep the focus on maintaining up to date data. |