Tenant Satisfaction Measures 2026
How our customers feel about our services across 2025-26
How your feedback has improved our services in 2025/26
Each year we ask customers how satisfied they are with our services through the Tenant Satisfaction Measures (TSMs). In 2025/26, more than 2,000 customers shared their views with us.
Alongside the survey, we continued to listen throughout the year through customer panels, consultations and co‑design. In total, over 1,200 customers were directly involved in shaping policies, communications, service standards and digital services.
This report explains what you told us between April 2025 and March 2026, what we committed to as a result of your feedback, what we delivered, and what we’re focusing on next.
Overall, 2025/26 was another year of progress. Sixteen of the 22 TSMs have improved over the last three years, and an additional four measures have been maintained at 100% compliance. The strongest improvements were seen in complaints handling, communication, repairs and overall satisfaction, reflecting sustained changes to how services are delivered rather than short‑term fixes.
Overall satisfaction with One Manchester
Overall satisfaction has now improved by more than 6% since TSMs were introduced in April 2023.
You told us that overall satisfaction depends less on individual services and more on how easy we are to deal with, how clearly we communicate, and whether we follow through on what we say we will do.
The largest improvement since TSMs began has been in feeling kept informed (up nearly 9% over the past 2 years), alongside consistent improvements in repair times and complaints handling. As performance in these priority areas improved, overall satisfaction increased alongside them.
What we committed to in 2025/26
- Implementing a new way of working with our repairs service
- Developing services with our Customer Scrutiny Panel
- Being compliant with Awaab’s Law
- Launching our Service Style project to improve how we communicate with you
What we delivered in 2025/26
Implementing a new way of working with our repairs service
- Changed how repairs are handled so urgent and safety‑related issues are dealt with more quickly, reducing delays and repeat visits.
- Improved how we keep you informed, with clearer appointment booking, better call handling and a new repairs booklet explaining what to expect.
Developing services with our Customer Scrutiny Panel
- Worked closely with our Customer Scrutiny Panel to review repairs, complaints and communication, using customer challenge to shape real service changes.
- More customers than ever were involved through panels, consultations and feedback, with clear updates shared on what improved as a result.
Being compliant with Awaab’s Law
- We prepared for Awaab’s Law by improving how we respond to damp, mould and other serious hazards, with faster inspections and clearer prioritisation of safety concerns.
- New processes and systems were put in place, and we explained these changes so customers know what to expect and how we’ll respond.
Launching our Service Style project to improve how we communicate with you
- We launched our Service Style using in‑depth customer feedback and interviews to make communication clearer, more consistent and easier to understand.
- What we learned in 2025/26 is now shaping further improvements to customer communication in 2026/27.
What we're focussing on next in 2026/27
Your feedback over the past year told us overall satisfaction depends on easy access to services, reliable delivery, clear communication and doing what we say we will.
We will focus on:
- Making services easier to access through new contact options including new community hubs, webchat, and video assist.
- Embedding reliable delivery, developed with our Customer Scrutiny Panel and aligned to the requirements of Awaab’s Law, with focus on safety-critical issues, right‑first‑time repairs and clearer ownership of actions.
- Roll out co‑created service standards alongside our Service Style, strengthening follow‑up and improving the clarity and consistency of communication across services, including our repairs handbook, clearer booking confirmations and guidance on damp, mould and Awaab’s Law.
Keeping homes in good condition
All seven repair‑related measures improved again in 2025/26.
Customers told us repairs felt faster, clearer and more reliable, reflecting work to remove historic backlogs, strengthen day‑to‑day oversight and reduce repeat visits.
Performance on Awaab's Law-related repairs is now well above national averages, showing that our revised ways of working are delivering continuous improvement.
What we committed to in 2025/26
- Investing nearly £30 million in homes, focusing on safety, sustainability, kitchens and bathrooms
- Co-creating a new repairs policy with customers to implement a new repairs model and comply with Awaab’s Law
What we delivered in 2025/26
Investing nearly £30 million in homes
- We invested nearly £30 million in kitchens, bathrooms, safety and sustainability to reduce recurring issues and improve long‑term condition.
- Post-work quality checks were introduced for major replacements to ensure work is completed to the right standard.
Co-creating a new repairs policy with customers
- We redesigned our repairs policy, processes and communications with customers to make responsibilities and expectations clearer and to support Awaab’s Law, using a clearer, risk‑based approach and stronger communication.
- This included a new repairs handbook and clearer booking confirmations.
In addition, we:
- Implemented a new repairs model which saw 87% of repairs completed right first time, reducing delays, repeat visits and disruption, supported by better diagnosis, improved materials availability and more flexible appointment booking.
- Inspected 98.3% of damp and mould cases within 10 working days, helping ensure issues were assessed and prioritised sooner.
What we're focussing on next in 2026/27
You told us that speed, reliability and clear follow‑up matter most when it comes to repairs, especially for damp, mould and safety‑related issues.
We will focus on:
- Increasing right‑first‑time repairs and reducing missed appointments and “no access”.
- Introducing clearer end‑to‑end ownership of repairs and progressing a single repair reference, helping with clear follow-up.
- Preparing for the next phase of Awaab’s Law roll-out in October 2026 for better response on damp, mould and safety issues, and strengthening follow‑up after complex repairs.
- Building on the success of increased in‑house delivery, including our fencing team and core repairs services, to improve quality, consistency and value for money.
- Improving planning so more work is completed by our own teams, reducing reliance on contractors where this delivers better outcomes for customers.
- Piloting extending repairs service to evenings and Saturdays
Maintaining building safety
Building safety performance remained strong throughout the year.
The small dip in gas safety checks was due to access challenges, with all outstanding cases with legal services and fully compliant with gas regulations. Safety satisfaction has improved by around 4% since 2023/24, reflecting sustained investment and specialist oversight.
What we committed to in 2025/26
- Recruiting four new fencing operatives and launching a £600,000 fencing replacement programme
- Increasing resource in the fire safety team
- Introducing dedicated resource for lift compliance
What we delivered in 2025/26
Recruiting fencing operatives and launching £600,000 fencing programme
- Dedicated fencing operatives were recruited, improving response times and right‑first‑time completion for boundary works.
- Clearer oversight of fencing works helped reduce delays and improve safety.
Increasing resource in the fire safety team
- Additional fire safety resource strengthened monitoring, planning and follow‑up. Contributing to 100% fire safety compliance
Introducing dedicated resource for lift compliance
- Specialist resource improved lift maintenance planning and contractor oversight, with 100% compliance achieved.
In addition, we:
- Introduced post‑repair satisfaction surveys for safety‑related works, helping us check quality, identify learning and improve future delivery.
- Improved oversight across safety‑critical repairs to ensure work is completed properly and followed through.
What we’re focussing on next in 2026/27
You told us that access, consistency, and follow‑up are just as important as compliance when it comes to safety.
We will focus on:
- Improving access for essential safety checks through clearer communication and flexible appointments.
- Trialling extended working hours, helping working households access safety inspections and repairs more easily.
- Bringing fire door inspections in‑house to improve consistency and accountability.
- Fully embedding Awaab’s Law‑ready safety processes and strengthening customer communication.
Respectful and helpful engagement
All three measures improved again this year, with customers “feeling kept informed” rising almost 9% in the past 2 years. Customers told us that clearer updates, better‑quality letters and more consistent communication helped build trust and confidence in how services are delivered.
What we committed to in 2025/26
- Making services easier to access
- Growing the Customer Voice framework
- Reaching under‑represented groups
What we delivered in 2025/26
Making services easier to access
- Access improved with over 90% of calls answered, better call handling and clearer routes into support.
- Services and communications redesigned with customers, including a new tenancy welcome pack, simpler service charge letters and clearer repairs information such as a “getting ready for your repair” leaflet.
Growing the Customer Voice framework
- A new framework was introduced, with 170 customers actively involved in reviewing service design, repairs, disrepairs, building safety, policy reviews and scrutiny.
- Clear “you said, we did” updates showed how feedback led directly to change.
- Feedback from the Customer Scrutiny Panel influenced improvements to complaints handling and repairs, with progress shared back to the panel.
Reaching under‑represented groups
- Targeted engagement to under-represented groups ensured a wider range of voices were reflected in service improvements and communication design.
In addition, we:
- Recruited a dedicated Asset Customer Liaison Officer to help customers understand planned works and keep communication clear and consistent.
What we’re focussing on next in 2026/27
You told us again that access to services, clarity, and follow-up continue to matter.
We will focus on:
- Launching new digital contact options alongside further phone improvements.
- Rolling out co‑created service standards so expectations are clear and consistent.
- Co-creation of a refreshed Customer Voice Strategy and framework with customers and continue involving customers in service improvement through panels, surveys and scrutiny, and strengthening feedback loops so customer insight continues to shape decisions and priorities.
Handling complaints effectively
Although satisfaction dipped slightly, customers told us speed had improved and now wanted clearer outcomes and earlier resolution. Timeliness, fairness and consistency strengthened significantly, and our Housing Ombudsman maladministration rate was the most improved nationally (published in 2025/26).
What we committed to in 2025/26
- Holding regular learning sessions to understand root causes
- Strengthening complaint triage
- Working with our Customer Scrutiny Panel on complaints
What we delivered in 2025/26
Holding regular learning sessions to understand root causes
- Regular learning sessions and customer journey mapping held, with actions reported to senior leaders and committees, helped embed learning and reduce repeat issues, reducing the number of complaints by 26%.
Strengthening complaint triage
- A new triage stage was introduced, with 89% of customers saying it was helpful, supporting earlier resolution.
Working with our Customer Scrutiny Panel on complaints
- 32 of 34 Panel recommendations were implemented, including an easy‑read complaints policy and stronger focus on early resolution.
In addition, we:
- Made complaint responses clearer and more consistent, supported by improved templates and colleague training.
- Established a Customer Complaints & Performance Group to review outcomes and recommend improvements, including clearer and more empathetic “not upheld” letters (from April 2026).
What we’re focussing on next in 2026/27
You told us that clearer outcomes and earlier resolution matter more than speed alone.
We will focus on:
- Resolving complaints earlier at Stage 1, by strengthening triage and empowering teams to act sooner, reducing escalation to Stage 2.
- Making complaint outcomes clearer, ensuring responses explain what’s been done, why decisions were made and what will happen next.
- Continue to use complaints insight to prevent repeat issues, particularly within repairs, damp and mould and neighbourhood services.
- Building confidence and learning from complaints, through regular learning sessions, a targeted customer awareness campaign, and monitoring the impact of updated complaint letters and templates on satisfaction and escalation.
Responsible neighbourhood management
Views remained broadly stable, with improved confidence in how we handle ASB and our local contribution. Increases in reported ASB reflected better visibility and partnership working in our neighbourhoods, rather than deteriorating safety.
What we committed to in 2025/26
- Working more closely with partners to tackle ASB
- Making it easier to report ASB and get help
- Investing in play areas, communal spaces and neighbourhood maintenance
What we delivered in 2025/26
Working more closely with partners to tackle ASB
- Stronger partnership working improved ASB triage and response at a neighbourhood level.
Making it easier to report ASB and get help
- Reporting routes were improved, helping customers access support more quickly.
Investing in play areas, communal spaces and neighbourhood maintenance
- 13 play areas upgraded, 25+ skip days delivered, and 324 neighbourhood inspections carried out, shaped by resident feedback.
- 324 neighbourhood inspections were carried out, with timings shaped by resident feedback to improve visibility and relevance.
What we’re focussing on next in 2026/27
You told us that consistency, follow-up, and cleaner shared spaces still need attention.
We will focus on:
- Targeting action on communal areas and fly‑tipping.
- Stronger follow‑up from inspections to ensure issues are resolved consistently.
- Clearer neighbourhood action plans and improved local communication, setting out clear priorities, actions and timescales to support cleaner, safer places to live.
- Implementing a Neighbourhood and Development Strategy