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Tenant Satisfaction Measures (TSMs)
The Tenant Satisfaction Measures (TSMs) have been introduced by the Regulator of Social Housing in England to assess how well landlords are doing in providing good quality homes and services.
There are 22 measures. 12 of these measures come directly from one of our customer feedback surveys, 10 come from information we hold in our systems on our operational activity.
These measures have been designed to drive up standards and improve the quality of social housing by ensuring housing providers are accountable for the services delivered to customers.
We have been monitoring our performance on similar measures for a number of years, which helps us to understand what matters most to our customers and influences what goes into our improvement plans. With TSMs now being a regulatory requirement for all social landlords, we will now be able to compare our performance to others. During the second year of TSMs collection we will also be able to share further details around how trends in performance change year on year. You can find these results here, together with a summary of our improvement priorities
Riverside runs an ongoing perception survey every month to understand how customers feel about the services we provide. Within this survey we capture your responses on the Tenant Satisfaction Measures alongside some additional measures that we think are also important.
Before the TSMs framework was introduced, we were already conducting regular customer feedback surveys to hear how we’re performing from our customers’ perspective.
The first year of formal TSMs data collection started 1st April 2023, and our last published results report on the full year (April 2023 – March 2024).
This ongoing survey is carried out by our research partner, IFF Research. They are very experienced in running these surveys on behalf of landlords. They contact customers by phone or by email to ask the questions below. Customers will be chosen at random to take part in the survey.
Not all Riverside customers are included within the TSMs – Leaseholders are not part of the TSMs and as this is the English Regulator, our Scottish customers are also not included here.
This feedback is used to drive our improvement plans, influence decision making and enable our customers to check in on our performance.
Your opinions matter to us. We dedicate time to reviewing your comments to understand how you feel and what we need to do differently. Where customers respond with dissatisfaction we aim to follow up directly so we can put things right.
How we’re performing on TSMs
The results below show our performance for the financial year 2024/25. These results show our combined Group performance for England (including former One Housing Group customers) but excludes Riverside Scotland with separate regulations governing performance reporting in Scotland.
Notes: The large figure in each section shows our overall performance number. Below them are figures for Low Cost Rental Accommodation (LCRA) and Low cost Home Ownership (LCHO) properties. To be clear on the scope of those properties LCRA includes results for Social Housing, Supported Housing, Retirement Living and Intermediate Rent properties. LCHO includes results for Shared Ownership properties.
The arrows show how this year’s results compare with the previous year.
Overall satisfaction with the service provided by us
64.1% 
LCRA – 66.6%
LCHO – 34.1% 
Keeping properties in good repair
*Based on LCRA only
Satisfied with repairs we carry out on your property
70.0% 
Based on LCRA only
Satisfied with the time taken to complete your repair
67.5% 
Based on LCRA only
Satisfied the home we provide is well maintained
66.8%
Based on LCRA only
Homes that do not meet the decent homes standard
0.5%
Based on LCRA only
% of emergency repairs completed
within target timescales*
86.1%
Based on LCRA only
% of non-emergency repairs completed
within target timescales
76.1%
Based on LCRA only
* emergency repairs target timescales are 1-4 hours for most urgent and 12-24 hours and non-emergency repairs target timescales are 20 working days and 40 working days
Maintaining building safety
Satisfied your home is safe
73.2%
LCRA – 74.5% & LCHO – 55.3%
Gas safety checks up-to-date
99.7%
LCRA & LCHO
Fire safety checks up-to-date
99.7%
LCRA & LCHO
Asbestos safety checks up-to-date
98.5%
LCRA & LCHO
Water safety checks up-to-date
99.5% 
LCRA & LCHO
Lift safety checks up-to-date
98.6%
LCRA & LCHO
Respectful and helpful engagement
Satisfied we listen to your views and act on them
56.1%
LCRA – 58.6%
LCHO – 24.2%
Satisfied we keep you informed about things that matter to you
65.3%
LCRA – 67.3%
LCHO – 41.8%
Agreement we treat customers fairly & with respect
71.0%
LCRA – 73.1%
LCHO – 44.6%
Effective handling of complaints
Satisfied with our approach to handling complaints
31.8%
LCRA – 33.8%
LCHO – 12.5%
Number of complaints received relative to the size of us as a Landlord* – Stage 1
89.5
LCRA – 88.6
LCHO – 100.3
Number of complaints received relative to the size of us as a Landlord* – Stage 2
19.0
LCRA – 17.9
LCHO – 31.8
Complaints responded to within Complaints handling code timescales – Stage 1
63.4%
LCRA – 65.4%
LCHO – 43.1%
Complaints responded to within Complaints handling code timescales – Stage 2
51.1%
LCRA – 51.5%
LCHO – 48.2%
Complaints responded to without the use of the 10 day extension – Stage 1
3,512
LCRA – 3,310
LCHO – 202
Complaints responded to with the use of the 10 day extension for complex cases – Stage 1
165
LCRA – 144
LCHO – 21
Complaints responded to without the use of the 20 day extension for complex cases – Stage 2
542
LCRA – 477
LCHO – 65
Complaints responded to with the use of the 20 day extension for complex cases – Stage 2
88
LCRA – 74
LCHO – 14
*calculated as the number of complaints per 1,000 homes.
Responsible neighbourhood management
Satisfied we keep communal areas clean and well maintained
60.5%
LCRA – 62.9%
LCHO – 37.4%
Satisfied we make positive contributions to neighbourhoods
55.7%
LCRA – 57.7%
LCHO – 30.8%
Satisfied with our handling of anti social behaviour
53.4%
LCRA – 55.1%
LCHO – 28.6%
Number of ASB cases relative to size of our company*
48.6
LCRA – 51.3
LCHO – 17.6
Number of ASB cases that involve hate incidents*
0.9
LCRA – 0.9
LCHO – 0.8
*calculated as the number of ASB cases per 1,000 homes.
Improving our scores
We’re always looking at ways we can improve our performance.
So, as well as publishing our performance information and Tenant Satisfaction Measure (TSM) scores, we also have a plan for how we’ll improve them. You can read a summary of that plan, which sets out the measures we’re taking to increase our scores in each TSM category below.
- We completed the first year of a five-year programme of stock condition surveys to help plan future investment in our homes. In addition, we are developing a new Homes Strategy to ensure we provide quality homes, that are fit for the future.
- We have embarked on a programme called Brilliant at Basics, which is focused on enhancing the repairs service, placing customers at the heart of improvements being made – many of which are based directly on their feedback.
- We are investing in technology to ensure our customers receive the same service in relation to repairs, wherever they live.
- We have continued to complete inspections of the shared spaces in our low-rise and high-rise buildings, ensuring that they are clean and safe, and that the properties are effectively managed.
- We have improved on disseminating concise and relevant information, evacuation strategies, and other safety systems to customers through timely mailings and customer engagement events.
- We are performing regular contract reviews with communal gas contractors to closely manage their performance and support improvement as well as a MOT-style annual gas servicing cycle.
- We are delivering better coordination and responsive actions for emergency incidents such as buildings with lift outages, no heating or hot water faults.
- We are proactively managing our Fire Risk Assessments and Fire Door Inspections, delivering better value for money for customers and reducing reliance on contractors.
- We engaged our contractors in contributing social value by volunteering at many of our buildings and communities, thus improving overall estate cleanliness.
- Through 2025, we have worked with a large group of diverse customers to co-create a new Customer Influence Framework, taking into account the views of over 4000 individuals. This will completely redesign the ways in which customers can have their voices heard, get involved if they wish, and help to shape the delivery of our services to ensure that we are addressing their priorities. We are currently recruiting to the framework and aim to launch the opportunities to influence service in April 2026.
- Within the new Customer Influence framework, we have also designed ways to maximise opportunities for customers to get involved in shaping contracts and input into the contractors we choose at a local and national level.
- We have increased the proportion of queries which are resolved at the first point of contact across all channels through the use of mobile devices assigned to Housing Officers. This has enabled them to easily access the systems they need to update records and do their job whilst they are on the go without the need to return to an office base. For queries not resolved at first contact, we have incorporated systems to ensure timely routing to the right teams for swift resolution.
- We will continue to share feedback on how customers have impacted and influenced service delivery through a range of methods, including an annual report.
- We will continue to improve the experience for new customers by implementing recommendations from current customers about our allocation and letting process. Several improvements have been made from the feedback already received, and this has improved both communication and speed in getting new customers set up in their new home.
- We are delivering improvements to the way that we manage rent and service charges, improving the transparency and accuracy of charges through the introduction of clearer service charges, and income & expenditure statements.
- We will remain accountable about our performance by publishing Tenant Satisfaction Measures in line with the approach agreed with customers as well as continuing to report quarterly performance updates on our website. We will also publish our annual complaints performance report and improvement plan.
- We have created a brand-new Ombudsman Compliance team which pulls together all the learnings we get back from customers’ experience and feedback, to support the business learning plans. These insights are then shared across the complaint handling teams for business improvement.
- We also set up a new Customer Complaints Team in May, and more recently, a new Triage team. The Triage team completes immediate acknowledgement of the complaint or enquiry, while the Customer Complaints team handles end-to-end ownership of complaints instead of simply distributing it to respective business units.
- We now have a full 2-week induction for all our new colleagues who join the Complaints team. In addition to this, we have a new learning journey for all existing complaint handlers, which includes the ‘Customer Fundamentals’ course. This course has been embedded with a QA framework and colleague level reporting on Customer Satisfaction.
- We are working to incorporate Enhanced Technology Solutions (smart thermostats) that help to virtually diagnose issues being experienced in customers’ homes and could provide responses or solutions to the problems in real time.
- We recognised the need to clearly define who handles what. Housing Services Teams now has responsibility for local neighbourhood issues, while our Community Safety Team now handles all anti-social behaviour (ASB) cases.
- All ASB cases reported to us are now managed on a single system, meaning all details are visible in one location, so we are able to track and respond more efficiently.
- We have introduced new processes to enhance how we manage ASB cases, including risk and vulnerability assessments and clearer communication standards to keep you updated.
- We have reviewed and streamlined some of our policies, merging some together to make them clearer and easier to understand. You can access them on our website.
- We have simplified the letters and forms we send to you. We have also introduced a dedicated Community Safety email so it’s quick and easy to contact us.
- Our patrol teams conduct weekly Walkabout Wednesdays, particularly in neighbourhoods where customers have told us there are concerns.
- Our Community Safey Team will be partnering with our Engagement Teams across the business to visit communities, speak to you face to face and support with the development of local action plans.
We are proud of the work that has been done so far, but know we have more to do, and are excited for the changes to come that will mean your homes and neighbourhoods are safer and stronger, and your satisfaction is guaranteed.
Previous performance
Take a look at what customers have told us previously.
Overall satisfaction with the service provided by us
- Combined: 65.3%
- LCRA: 68.0%
- LCHO: 33.3%
Keeping properties in good repair
Satisfied with repairs we carry out on your property
- LCRA only: 70.9%
Satisfied with the time taken to complete your repair
- LCRA only : 67.2%
Satisfied the home we provide is well maintained
- LCRA only: 67.6%
Homes that do meet the decent homes standard
- LCRA only: 0.1%
% of emergency repairs completed within target timescales
- LCRA only: 85.7%
% of non-emergency repairs completed within target timescales
- LCRA only: 82.3%
Maintaining Building Safety
Satisfied your home is safe
- Combined: 79.4%
- LCRA: 76.2%
- LCHO: 57.6%
Gas safety checks
- Combined: 98.5%
- LCRA: 98.6%
- LCHO: 88.2%
Fire safety checks
- Combined: 99.0%
- LCRA: 99.0%
- LCHO: 98.4%
Asbestos safety checks
- Combined: 99.2%
- LCRA: 99.3%
- LCHO: 93.2%
Water safety checks
- Combined: 99.9%
- LCRA: 99.9%
- LCHO: 100%
Lift safety checks
- Combined: 95.1%
- LCRA: 95.9%
- LCHO: 89.4%
Respectful and helpful engagement
Satisfied we listen to your views and act on them
- Combined: 55.7%
- LCRA: 58.2%
- LCHO: 23.9%
Satisfied we keep you informed about things that matter to you
- Combined: 65.7%
- LCRA: 67.8%
- LCHO: 40.4%
Agreement we treat customers fairly and with respect
- Combined: 70.6%
- LCRA: 72.7%
- LCHO: 43.6%
Effective handling of complaints
Satisfied with our approach to handling complaints
- Combined: 33.5%
- LCRA: 35.2%
- LCHO: 16.0%
Number of complaints received relative to the size of us as a Landlord – Stage 1*
- Combined: 126.0
- LCRA: 128.2
- LCHO: 100.4
* Calculated as the number of complaints cases per 1,000 homes
Number of complaints received relative to the size of us as a Landlord – Stage 2*
- Combined: 18.6
- LCRA: 18.4
- LCHO: 21.2
* Calculated as the number of complaints cases per 1,000 homes
Complaints responded to within Complaints handling code timescales – Stage 1
- Combined: 77.8%
- LCRA: 77.6%
- LCHO: 80.3%
Complaints responded to within Complaints handling code timescales – Stage 2
- Combined: 76.7%
- LCRA: 75.5%
- LCHO: 88.8%
Responsible neighbourhood management
Satisfied we keep communal areas clean and well maintained
- Combined: 60.6%
- LCRA: 62.6%
- LCHO: 41.1%
Satisfied we make positive contributions to neighbourhoods:
- Combined: 56.2%
- LCRA: 58.3%
- LCHO: 29.9%
Satisfied with our handling of ASB:
- Combined: 55.4%
- LCRA: 57.5%
- LCHO: 25.4%
Number of ASB cases relative to size of our company*:
- Combined: 52.3
- LCRA: 55.1
- LCHO: 20.2
* Calculated as the number of ASB cases per 1,000 homes
Number of ASB cases that involve hate incidents relative to size of our company*:
- Combined: 0.6
- LCRA: 0.6
- LCHO: 0.0
* Calculated as the number of ASB cases per 1,000 homes