Complaints performance
We take all complaints that we receive seriously and have put a lot of work into making our process fair and easy to follow.
Summary
This report provides a summary of all Stage 1 and Stage 2 complaints received during 2023-24. The complaints data has been analysed to consider any trends and themes as well as addressing the next steps that are required to fulfil our regulatory obligations.
Furthermore, this report provides details of cases that escalated to the Housing Ombudsman Service(HOS) in 2023-24.
In addition, this report also shares the annual self-assessment against the HOS complaint handling code (2024).
Background
The new Housing Ombudsman (HOS) complaints handling code (2024) came into effect from 1st April 2024. In addition to the operational handling of complaints the code has set out a requirement for landlords to produce an annual complaints performance and service improvement report to be uploaded onto landlord websites and provided to the HOS by 30 June 2024.
A self-assessment should form part of the report and is an assessment of the landlords complaints policy against the Complaint Handling Code 2024. Landlords are expected to report on their 2023/24 performance against the Code in place during 2023/24, covering:
- a qualitative and quantitative analysis of the landlord's complaint handling performance
- any findings of non -compliance with the Code by the HOS
- the service improvements made as a result of the learning from complaints
- its actions following any annual report about the landlord's performance from the HOS
- Its actions following any other relevant reports or publications produced by the Ombudsman in relation to the work of the landlord
In line with the Complaints Handling Code One Manchester's (OM) complaints process has two stages "Stage 1" and "Stage 2". Customers can escalate to the HOS if they feel that OM's complaints process has been exhausted and they remain dissatisfied. Customers may also contact the HOS at any point in the complaints journey for advice and guidance. If we see expressions of dissatisfaction from other channels, such as MP and Councillor enquiries we may also open a stage 1 complaint.
OM customers can report complaints through a variety of channels including OMs website, via the Contact Resolution Centre, via email to the Complaints team and directly to any OM colleague. Details of how to make a complaint can be found on the One Manchester website.
SUMMARY OF COMPLAINTS DATA - 2023/24 (with comparison to previous year)
STAGE 1 ANALYSIS (2023-24)
A total of 1025 complaints were investigated in 23/24. 957 of these complaints were at stage 1. On average 20 complaints per week were raised requiring a full investigation (compared with 10 per week in 2022/23)
The stage 1 investigated complaints in 2023/24 have been categorised by service area and complaint theme
The highest volume of complaints related to the Repairs service area, representing circa 70% of all complaints. The top 3 themes of dissatisfaction were failure to act, failed promises, and service style. This data aligns with customer sentiment analysis of the tenant satisfaction measures where the most prevalent themes of dissatisfaction were quality of service, failure to get it right first time, failure to keep customers informed, and wait times.
In light of OM receiving 96 complaints relating to colleague and contractor behaviour we have implemented an even more robust process for dealing with complaints of this nature being investigated in conjunction with our People Services team and appropriate action taken when there is an adverse finding. OM expects all colleagues to embody the HEART values.
Following investigation at Stage 1 ,the outcome of the complaints were as follows.
| Outcome | No and % of cases 23/24 | No and % of cases 22/23 |
| Upheld | 561 (59%) | 268 (53%) |
| Part upheld | 246 (26%) | 140 (28%) |
| Not upheld | 150 (15%) | 97 (29%) |
Repeat complaints were received from 124 customers in 2023/24 which is a large increase from 39 customers during 2022/23. The majority of the 124 customers raised 2 complaints each but we did have 4 customers who raised 5 or more complaints each. Details of all customers who raised 3 or more complaints have been flagged with the Neighbourhoods team to ensure a tenancy experience visit has been carried out and any support needs identified.
Our KPI for complaints handled on time in 2023/24 was 76% which is a significant increase on 40% in 2022/23. It's encouraging to note that this increase in compliance has been achieved despite the significant increase in cases. Since March 2024 compliance has improved further.
The average handling time for Stage 1 complaints, including extensions, was 13 days compared to 21.5 days in 2022/23. The target time to respond to a stage 1 complaint is 10 working days unless an extension of a further 10 working days has been agreed. It is again encouraging to note that the average response time has decreased significantly despite a significant increase in the volume of complaints responded to.
There have been instances in the year where we have refused to accept an anonymous report as a formal complaint. Our revised complaints policy from 1 April 2024 outlines our position on exclusions and the process we will follow and changes to our CRM system will allow us to monitor, and report on, these cases in 2024/25 in line with the new code.
STAGE 2 ANALYSIS
During 2023/24 OM received 68 Stage 2 complaints (an escalation rate of 7%) compared to 2022/23 when 44 were received (an escalation rate of 9%). Despite the volume increasing, the actual escalation rate has decreased. During Q4 of 2023/24 we increased our focus on training and quality of response and will be monitoring the escalation rate in 2024/25 to review the impact of that.
The stage 2 23/24 investigated complaints have been categorised by service area and complaint theme
Similar to Stage 1, the highest number of Stage 2 complaints relates to our Repairs service with 40 of the 68 (59%) complaints relating to this service. Failed promises are the biggest theme in stage 2 complaints. Failed promises result in broken trust and our CX strategy for 2024/25 has a focus on building trust and improving communication with our customers.
The outcome of the Stage 2 complaints following investigation were:
| Outcome | No and % of cases 2023/24 | No and % of Cases 2022/23 |
| Upheld | 59 (87%) | 17 (39%) |
| Part Upheld | 7 (10%) | 16 (36%) |
| Not Upheld | 2 (3%) | 11(25%) |
For 2023/24 the average handling time for a Stage 2 complaint including extensions was 28 days (against a target of 20 days, where no extension was agreed) The average time in 2022/23 was 23 days. Reasons for this increase include an increased volume of complaints allocated to a smaller rota of people (Directors and Heads of Service) and the inclusion of some complex investigations.
Further analysis and customer profiling for customers who have raised a complaint
A summary of complaints data by customer profile is presented below.
The profile of customers raising a complaint generally mirrors One Manchester's overall customer base. Data indicates that the complaints process is accessible to customers with disabilities. However, the data also reveals that further work is required to obtain missing information and better understand any underlying reasons for dissatisfaction amongst our customers with an impairment. An initial triaging process by the complaints team has been introduced with this in mind. Additionally the disproportionate amount of complainants where ethnic origin is unknown requires further investigation.
The highest proportion of Stage 1 complaints (6%) were from customers living in the Fallowfield North neighbourhood, and the majority related to the Repairs Service area. The themes are consistent with all Stage 1 complaints: response time, failed promises, and failure to act. The highest proportion of Stage 2 complaints (16%) were from customers in the Hulme East neighbourhood. Just over half of the complaints related to Repairs with the other half a mix of facilities, neighbourhoods, and allocations. The most consistent theme was failed promises.
Moving forward in to 24/25 onwards (when we have improved our current demographic data on all customers through completing 100% of our tenancy experience visits) we will regularly be reporting the demographics of customers raising a complaint relative to the overall customer base to identify trends and points for further investigation.
HOUSING OMBUDSMAN CASES (2023/24)
Customers can escalate a complaint to the HOS if they feel that OMs complaints process has been exhausted and they remain dissatisfied. During 2023/24 the HOS concluded their investigations on 15 OM cases. Any published determinations from the Housing Ombudsman can be found here Please note that In some cases the HOS may decide not to publish a decision if it is not in the resident's or landlord's interest or the resident's anonymity may be compromised.
Of the 15 cases determined the Ombudsman found 17 counts of Maladministration and 8 counts of Service Failure. Our top 3 areas of adverse findings were Complaint handling (8), Repairs (6) and ASB (3). The Chief Executive reports regularly to board on any HOS findings, as part of her CEO update.
For all HOS determinations, a "lessons learned" session is conducted with the relevant teams within the business. Actions from these sessions also feed into the Customer Experience Action Plan. All HOS mandated orders and recommendations are coordinated by the Customer Experience team and will be recorded onto Ideagen Risk Management from 2024/25 for increased business visibility.
For 2022/23 the HOS reported that OM had a maladministration rate of 13%, stating that we performed very well compared to similar landlords by size and type. The national maladministration Rate for 2022/23 was 55%. This comparison data for 2023/24 is not yet available.
HOUSING OMBUDSMAN COMPLAINT HANDLING CODE
The Housing Ombudsman introduced the Complaint Handling Code in July 2020 later updated it in April 2022, and most recently from 1 April 2024.
Landlords must carry out an annual assessment against the Code to ensure their complaint handling remains in line with its requirements and publish the results on their website. Previously the self-assessment did not need to be submitted to the Ombudsman; however from June 2024 onwards the self-assessment does need to be submitted to the HOS along with the annual complaints report.
Our self-assessment is published on our website and will be submitted to the HOS prior to the 30 June 2024.
OM did not receive any complaint handling failure orders in 2023/24. All HOS orders from determinations were complied with and evidenced to the HOS with learning fed back to the business via lessons learned sessions.
SERVICE IMPROVEMENT
The Customer Experience team have undergone a restructure to ensure that our complaints, customer experience, and customer voice functions are resourced sufficiently to comply with both the complaints handling code 2024 and the consumer standards. Learning from complaints has been incorporated into our Customer Experience strategy and action plan for 2024/25.
OM continues to ensure that new and existing colleagues are provided with up-to-date training on complaints investigations and responses. All colleagues are also provided with template letters for responses to ensure both consistency of service and compliance with the complaints handling code. All letters have been reviewed and amended to ensure they are compliant with our requirements under the new code.
Lessons learned from both Stage 1 and Stage 2 complaints are recorded in the Customer Experience Action Plan and updates were provided to the Leadership Team throughout 2023/24. The CX team have also started to record and track all "promises" made during a complaint investigation e.g. a future repair is booked, this is recorded, tracked and reviewed regularly to ensure it is completed.
Customer journey maps and cause and effect analysis are routinely completed for Stage 1 & 2 complaints and HOS determinations. These CJM's are shared with the teams involved in the service failure and actions for improvements are developed based on the customers experience. A sample of customer journey maps are shared during Action Learning sessions which are held quarterly with a cross section of Managers/Team Leaders, and a sample is also shared with our Customers and Communities Committee.
Given the number of repair related complaints received, a deep dive on the themes and outcomes was completed in Q4 2022/23. The CX team delivered an action plan to the Homes team who are leading on the implementation of these actions. There have been several tactical improvements from this complaints learning introduced throughout 2023/24 including:
- Proactively contacting customers and rebooking missed appointments so there is less reliance on customers having to recontact us
- A new process for booking follow on work
- Post inspections of subcontractor jobs
- Contact with 100% of customers following healthy homes works
- Changes to emergency repairs process
In addition to complaints data in 2023/24 we conducted a "Big Listen" to consult with our customers on the repairs service. Circa 500 customers were consulted with over multiple sessions and this valuable feedback will be used to shape our future repairs offer by way of a repairs intervention throughout 2024/25.
We have continued to increase oversight of live complaints, which are shared on a weekly basis with all case managers and the Leadership team. Automated reporting has been developed and is in use meaning managers can view a snap shot of the complaints position by volume and theme for their team at any point in time. This increased oversight has contributed to the significant increase of complaints responded to on time.
To further enhance our complaints service in 2024/25 the complaints team will log all complaints with a triage call forming part of the process.
Other service improvements implemented as a result of complaints learning include:
- Increased visibility / accessibility of Neighbourhood Officers
- Estate inspections with colleagues and customers
- Front line teams attending TARA meetings
- Pro-active approach to no access repairs
- Safeguarding training to all colleagues
- Increased oversight of ASB cases
