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 ’25 |
Target March ’26 |
Year to DateApril-December 2025RAG = on track |
Comment |
|
| Trusted | 1.1 Trust Raven to do what is right (A07) | 78.5% | >78.5% | 79.8% | |
| Culture | 2.1 Staff engagement | 94% | 94% | 96% | |
| 2.2 Satisfaction that landlord treats tenants fairly and with respect (TSM TP08) | 85% | >85% | 86.2% | ||
| Consistent Delivery for Customers | 3.1 Overall customer satisfaction (TSM TP01) | 84% | >84% | 85.1% | |
| 3.2 Overall customer satisfaction with repairs service (transactional) | 83.7% (perception) | >83.7% | 83.5% | The main themes leading to the drop in satisfaction was to do with the length of time to repair, and last minute appointment changes made by Raven, causing frustration for customers. | |
| 3.3 New: Complaints resolved within timescales stage 1 and 2 | S1 100%
S2 98.2% (to Feb 25) |
100% | 100% | ||
| 3.4 Overall satisfaction from complaint handling (Explain Quarterly) | 54.6% | >54.6% | 47.7% | This still remains a high proportion of customers have expressed dissatisfaction with complaint handling but have not been through the formal complaints process. With the overall themes of customer feedback relating to getting the job done, ensuring customers are clear on what our standards are, and communicate/listen more. | |
| Good quality homes, clean and safe neighbourhoods | 4.1 % homes that meet our Home Quality Standard (yet to be set) | Creating baseline | N/A | N/A | |
| 4.2 % of homes that meet EPC C standard (or Minimum Energy Efficiency Standard) | 89.04% | 91% | 90% | ||
| 4.3 Satisfaction that the landlord keeps communal areas clean, safe and well maintained (TSM TP10) | 78.6% | >75% | 78.5% | ||
| 4.4 Satisfaction with the landlords approach to handling anti-social behaviour (TSM TP12) | 69.9% | >70% | 70.4% | ||
| 4.5 Satisfaction that the home is well maintained (TSM TP04) | 82.1% | >82.1% | 83.6% | ||
| More homes, and much better matched to need | 5.1 New homes delivered (cumulative from April 2024-2027) | 4 | 74 | 21 | Behind due to delays at Pells and Chavecroft. |
| 5.2 Satisfaction with new home (lettings survey) | 85% | >85% | 92% (Q2 YTD) | Q3 scores not yet available. However, we have seen an increase in satisfaction with lettings with great feedback about the process. | |
| 5.3 Number of decants where home better matches need | Creating baseline | N/A | N/A | ||
| Value for Money | 6.1 Satisfaction with Value for Money for rent (LCRA only) | 81.5% | >81.5% | 82.2% | |
| 6.2 Social Return on Investment (ratio and total £) | 1:4.2
£9.3m |
> 1:4.2 | 1:7.77
(£12.2m) |
||
| 6.3 Operating costs per unit (Raven definition) forecast for end of year | £5,608 | £5,146 | £5,060 | Repairs and major repairs are forecasting budgeted spend for the year so this figure is forecast to increase by the close of Q4. | |
| Environmental sustainability | 7.1 Carbon emission reduction | Due Sept 25 | > 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% | 95% | 94% | This is the score from the most recent culture & engagement survey in April 2025, due to having the investors in people survey in August 2025. The next internal culture and engagement survey is due in April 2026. |
| 8.2 Staff feel comfortable being themselves at work | 95% | 95% | 95% | ||
| 8.3 % of customers for whom we hold complete data on protected characteristics * including homeowners | 37.5% | 50% | 49.80% |