Complaints Performance

Listening to customers and responding to the feedback we receive is incredibly important to ensuring that we continue to improve the services and support we provide.

We always welcome feedback, good or bad – it helps us learn and make sure we get things right.

For the first time since the merger of Metropolitan and Thames Valley, we are now able to share information about the complaints information we have received across MTVH in the last year (April 2019-March 2020).

Here’s a summary of the complaints we have received in the last year.

  • New complaints (Stage 1) – 2,890 – that’s 26% lower than the year before.
  • Complaints that were escalated to Stage 2 – 469 – by working with customers and taking action to resolve issues, only 16% of new complaints moved to the next stage.
  • Complaints that were escalated to Stage 3 – 272 – when a complaint needs further attention and customers want us to look again at our response, it goes to Stage 3. Just 9% of new complaints (Stage 1) went to Stage 3 last year.

Housing Ombudsman Complaints

Some complaints from customers are escalated to the Housing Ombudsman to look at. We have continued to work closely with the Ombudsman to improve early resolution for customers, as well as learning from determinations.

In the last year, we have worked with the Ombudsman on the following complaints:

Total complaints to the Ombudsman 28
No Maladministration 14
Maladministration 3
Service Failure 6
Maladministration + SF 1
Early Resolution 1
No Jurisdiction 3

Steps we are taking to improve our complaint handling

Whilst our complaint handling performance in the last year has improved, we always want to do better for our customers. That is why we are working on a number of projects:

  • We are working in partnership with the Housing Ombudsman Service on a ‘Making a Difference’ pilot as one of 5 landlords. This pilot focuses on faster and effective complaint handling within our procedures.
  • To help us to resolve complaints that may be complex complaints, for example, something that impacts more than one customer, we are now holding monthly Director panels. At these meetings, we discuss individual complaints to agree a resolution, as well as looking at the reason for complaints being received. Steps are then put in place to stop the failings that have been highlighted from reoccurring and to allow learning from complaints. The panel establishes clear ownership of outstanding actions and the complaint cases are tracked through to a satisfactory conclusion, for both the customer and the business. The panel has proved really valuable and has driven quicker complaint resolution.
  • We have recently changed the way we log and manage complaints, so that we have a more effective complaint management system. Alongside this, we have built new reporting tools which allows us to look at the complaint data in more detail, identify themes and key drivers of the complaints as well as give all management colleagues access to this, so that they can look at data in real time and address any issues.

Historical Complaints Performance