One Vision Housing
Customer Voice
Make Every Contact Count 24/25
Background
In order to provide a better and more comprehensive service for customers, social landlords need to first understand who their customers are and what's important to them. The Better Social Housing Review highlighted the crucial role of high-quality data as an essential tool for accurately assessing the condition of residents' homes, understanding their support needs, and ensuring equitable service delivery across all resident groups.
In order to help support landlords to know their customers better, the National Housing Federation (NHF) launched the "Make Every Contact Count" report which discusses how Social Housing providers can use data to improve the quality of their customers' homes and the support they receive. The report is based on interviews with 11 Social Housing providers, and provides guidance on how to collect and use data to improve services for residents.
The NHF's "Make Every Contact Count" report has provided valuable insights for One Vision Housing (OVH), highlighting areas where we can enhance our service delivery. We were also able to use the report as best practice to identify areas where we are meeting or exceeding expectations.
About One Vision Housing (OVH)
We are an award-winning housing provider offering high quality, affordable housing across the Liverpool City Region, Cheshire, Lancashire and Greater Manchester. We currently manage over 14,400 properties across the region.
We provide a range of rental options from Social Housing and Private Rent, to Rent to Buy and commercial lettings of shops, creating equal opportunities for all. We were formed in October 2006, following a successful stock transfer from Sefton Council, and operate as a not-for-profit organisation, regulated by the Regulator of Social Housing.
As a member of The Sovini Group, One Vision Housing believes in providing good quality, affordable homes for rent and to buy, helping to create thriving and inclusive communities. We work closely with partner organisations to build a better future for our customers, supporting thousands of beneficiaries each year.
Externally recognised as a leading provider of homes and services, One Vision Housing is graded G1 for Governance and V1 for Viability by the Regulator of Social Housing.
Our approach
Following an analysis of the NHF's "Make Every Contact Count" report, we developed a comprehensive action plan to address areas for improvement. This involved collaborative efforts with various departments across the organisation, including our Customer Service Centre, Customer Experience, Neighbourhoods, Assets, Independent Living, Repairs and Data /IT teams. As a result, we were able to adequately assess our current position and identify what improvements could be made to improve our service.
Proactive Engagement
We prioritise customer satisfaction by proactively engaging with residents, identifying and addressing service access issues, and improving complaint handling processes.
Complaints End-to-End Audits: As a result of our complaint end-to-end audits, we have worked closely with our partners to implement several measures to improve customer satisfaction with day-to-day repairs. These include improvements with communication through staff workshops and training, introduction of an appointment schedule, sharing customer feedback, and the implementation of a new complaints channel to improve visibility and streamline investigations.
Fair Access Surveys: To ensure equitable access to our services, we conduct Fair Access Surveys with customers identified as needing additional support. These surveys involve direct engagement with customers to understand their specific needs and identify any barriers they may encounter in accessing our services enabling us to make necessary adjustments to create a truly inclusive and equitable experience for all.
Comprehensive Stock Condition Surveys: Five-yearly stock condition surveys are conducted with clear communication and multiple attempts to gain access.
DMC Enquiries: Our Customer Service Centre proactively enquires about Damp, Mould, and Condensation (DMC) issues when customers contact us.
"Well-being Promise": We have made a commitment to accessible and inclusive service delivery, respecting individual needs and ensuring data privacy.
"Silent Tenant" Report: This report identifies residents with limited contact, enabling us to reach out and understand any potential barriers to accessing services.
"See It, Stop It" Campaign: We introduced this campaign which encourages colleagues to promptly report any concerns observed while interacting with residents, enabling early intervention and safeguarding.
Customer Journey Maps: We utilise Customer Journey Maps to gain valuable insights into our customers' experiences. By visually representing these journeys, we can identify problems, understand customer needs and expectations, and ultimately improve our services to provide a more seamless and positive experience.
Safeguarding Customers and Communities
Safeguarding: Robust safeguarding processes, including operative alerts and Property MOT inspections, proactively identify potential risks to residents and homes. Regular internal audits ensure the effectiveness of these measures.
ASB Risk Assessments: We have a robust ASB process in place to ensure the safety and security of residents. This includes a risk assessment for each case of ASB reported. As part of this process, once ASB is reported we conduct a risk assessment with the victim which helps us to agree an action plan with them and is used as a template to progress the case.
Welfare Checks: As part of our Independent Living Service, we conduct regular Safeguarding calls with residents each morning at our schemes to ensure their well-being. These calls provide an opportunity to check in with residents, identify any potential risks or concerns, and offer support and guidance to maintain their independence and safety.
Vulnerability Markers: Vulnerability markers are updated regularly to ensure they accurately reflect an individual's support needs. This information is used to tailor our approach to customer service.
New Tenant Risk Assessment: When customers sign-up as new tenants with One Vision Housing, we carry out a risk assessment with them to identify what support they may need as a tenant. Once the risk assessment is completed, we identify the level of support they need (if any) from us and make the necessary adjustments to ensure they can maintain and sustain their tenancy. This may include making regular calls to check in on them, providing them with welfare advice, making referrals to foodbanks or debt advice services, and more.
Safeguarding Policies and Procedures: Robust policies and processes are in place to safeguard children and adults. These policies and procedures clearly outline the ways in which abuse and neglect can be defined, and how any instances should be reported and managed. Training is provided to all frontline staff with comprehensive guidance on spotting the signs of abuse or neglect and specialist training on dealing with challenging behaviour is also provided to those who work most with vulnerable customers.
Vulnerable Persons and Reasonable Adjustment Policy: A Vulnerable Persons and Reasonable Adjustments Policy is in place to identify vulnerable customers and make reasonable adjustments to services to ensure fair access for all. Within the policy there is a focus on identifying situations where a customer may need additional support or adjustments to services to ensure fair access. This can be identified through several routes including customer provided information, referrals, and observations. Staff have a responsibility to be aware of the provisions of this Policy to direct any customer enquires that arise.
Data Management and IT systems
Privacy Notice: A Privacy Notice is shared with customers upon sign-up. It details what personal information from customers we collect and use if they are a tenant with us or if they were formerly a tenant with us.
Joined-up IT systems: We have established robust processes to maximise the value of every customer interaction while we transition to a new Customer Relationship Management system. We utilise Power BI where appropriate to provide valuable insights and enhance our customer service.
Partnership Working
Contractor Partnerships: We work collaboratively with our Repairs & Maintenance contractor, Sovini Property Services (SPS) to ensure we are maximising customer interactions and feedback. Systems and processes are in place (e.g. OHMS and Oneserve) to transfer information easily between various departments (e.g. Neighbourhoods, Assets etc). There is also a Universal Data Capture form in place to gather and update data as needed.
Partner Agencies: We work with partner agencies to support customers and can signpost and/or refer customers to these support agencies if needed. Examples of support agencies we work with include food clubs (e.g. Netherton Park Neighbourhood Centre, Indy Food Pantry etc), foodbanks, local councils, health visitors and more.
Working Groups: Following analysis of survey results across areas such as repairs, communal spaces, and complaints/communication, we've established working groups with key partners. These collaborative groups focus on developing and implementing service improvements based directly on customer feedback, ensuring our services are tailored to meet their needs.
Performance Management
Resource Allocation: We are carrying out monthly budget, resource and performance meetings to closely monitor resource allocation and identify any potential shortfalls. Where necessary, we will make amendments to our structure and resource allocation to ensure we have the capacity to address the increased demand. While this may require additional resource commitment, we believe it will deliver significant value by improving resident outcomes and enabling early identification and resolution of issues.
Customer Scrutiny Group: Scrutiny Reviews give customers the chance to examine housing issues and areas for improvement. Customer involvement in these reviews helps us enhance services, increase satisfaction, and improve efficiency. We aim to conduct two reviews per year. Read our latest Scrutiny report here.
Tenant Satisfaction Measures (TSM) demographic data: The TSM Perception survey must accurately represent our tenant population. Demographic data is available to demonstrate the survey's representativeness.
You said, We did: We regularly share customer feedback with managers and involved customers as part of our 'You Said, We Did' reports to make sure they are learning and improving as a result of customer feedback. We also have a Board Edition of 'You Said, We Did' which shows how the OVH Board listens to customers and influences service delivery.
TSM Dissatisfaction Reviews: When a customer expresses dissatisfaction in a survey, we promptly share this feedback with the relevant service areas and managers, who then take steps to understand and address the issue.
Training
Staff Training and MyLearning: All new starters complete Customer Service Success e-Learning, covering the definition and importance of good customer service, the consequences of poor service, and seven key skills for improvement. Furthermore, all staff undergo mandatory Equality, Diversity and Inclusion (EDI) training, and LGBTQI+ training, refreshed every two years. This comprehensive training ensures our team can effectively and sensitively gather necessary information while demonstrating respect for all individuals.
Awareness Weeks: Throughout the year, we dedicate specific weeks to raising awareness of various important issues that may impact our staff and customers. These include topics such as mental health, LGBTQ+, drug and alcohol awareness, and many more. These awareness weeks provide valuable information and resources to our employees, fostering a more informed and supportive workplace environment.
Relationship of Equals: During our self-assessment against The Housing Ombudsman's 'Relationship of Equals' report, we were pleased to confirm that our Learning & Development team offers diverse training options via our MyLearning platform. In 2024, all staff completed mental health awareness training, covering conditions such as dementia and learning disabilities. To further support our customers, Dementia Friends training was also arranged for selected members of staff to undertake in 2025. We're also exploring training to assist customers with sight or hearing loss and investigating further disability awareness programmes.
Equality, Diversity and Inclusion (EDI): EDI training is provided to all staff through our online learning platform MyLearning. In addition, we have developed an EDI Strategy in partnership with our customers to promote diversity and inclusion internally and externally. In 2024 we also gave customers the opportunity join an EDI Forum which focuses on sharing information and helping to make our services more accessible.
External Accreditations: All entities within The Sovini Group are fully committed to EDI. We promote a positive culture of valuing and celebrating diversity and accepting and including people regardless of their personal characteristics or circumstances. As part of this, we have signed up to various programmes and received accreditations which support our ongoing commitment to diversity and inclusion.
Onboarding: We will be incorporating the Make Every Contact Count initiative into our onboarding process and including this in team meetings to ensure accurate and secure customer information. This initiative will empower our staff to use every interaction with customers as an opportunity to record and update their information, promoting data accuracy and security.
In summary
The NHF's "Make Every Contact Count" report has highlighted the importance of having accurate customer information so housing providers can accurately assess support requirements, ensure equitable service delivery across all resident groups, and continuously refine their processes to better meet the diverse needs of their communities.
We've made significant strides in improving the accuracy of our customer data and maximising the value of every customer interaction through our "Make Every Contact Count" initiative. This focus on capturing and utilising data from each contact allows us to better understand customer needs and continuously refine our services. Our commitment to data-driven improvement will remain a priority as we strive to further improve our customer experience.