Our Tenant Satisfaction Measures
At Golding Homes, we work hard to deliver excellent customer service because we care. We’re pleased customers are recognising this with our satisfaction scores improving again this year.
We’re sharing our third year of Tenant Satisfaction Measures, so you can see how we’re doing. These tenant satisfaction measures (TSMs) were introduced by the Regulator of Social Housing in 2023. They’re a mix of perception scores based on customer views from surveys and management performance information which show how key services are doing. The TSMs allow you to clearly see how we’re performing and compare our scores with previous years, as well as with other housing providers.
This year our independent experts IFF-Research, surveyed more customers than ever before. 1460 of you took part in these surveys, giving us more valuable insight into how we’re doing and where you’ve told us we need to improve.
We’re sharing our scores for last year (April 2025 to March 2026) alongside our scores for the previous two years. You can read more about the methodology used for these surveys here.
What do our results tell us?
Our latest Tenant Satisfaction Measures (TSM) show clear improvement across almost every area of service, reflecting the changes we’ve made by listening carefully to customer feedback and acting on what matters most.
Over the past three years, we’ve made significant strides forward and this is reflected in our TSM scores, as well as in our recent Regulatory inspection which gave us the top rating for consumer standards.
Seven in every ten of our customers are satisfied with our services, with overall satisfaction up 14.5% since 2023. Customers feel homes are safe and well maintained, with all repairs and safety measures showing significant improvement. Keeping customers informed and treating you with respect also scored highly, both up over 10% in the three years since we’ve been reporting TSMs.
We’re not complacent, we know there’s more to do and we’re prioritising making improvements in the areas which matter most to customers – we’re spending a further £29.6m on our existing homes, with 2415 homes receiving some investment in the form of new bathrooms, kitchens, doors, windows, roofs or cyclical decorations, by April 2027. We’re also focused on continuing to listen and act on your feedback and improve key areas like cleaning and maintaining communal areas, as well as handling anti-social behaviour and complaints.
While these results show clear progress, customers have been clear that more improvement is still needed. Our focus this year is about consistency, trust and clarity. We’re working on a new customer offer which clearly sets out what you can expect from us and our expectations of you. We’ll continue to listen and act on your feedback, improving key areas including how we clean and maintain communal areas, and handling anti-social behaviour and complaints.
Our plans are guided by your feedback and data and embedded in our Corporate Plan 2026-30. We remain committed to being local, visible, and always listening, with our customers firmly at the heart of everything we do. By building on this solid foundation, working in partnership with our stakeholders and addressing the areas where we must do more, we’ll continue to build trust and ensure that the homes, services and support we provide make a real difference to the lives of those we serve.
You can read more about our 2025/26 TSM results and plans for this year under each of the headers below.
Thank you to all those who took time to give feedback, we’ll continue to listen and act on what you tell us.
| TSM No | TSM Description | 2023/24 | 2024/25 | 2025/26 |
| TP01 | Proportion of respondents who report that they are satisfied with the overall service from their landlord | 59.7% | 68.6% | 74.2% |
Keeping homes in good repair
We’re pleased to report that all measures in our repairs service have improved significantly and 77.0% of those surveyed were satisfied with the service they received. Customers have told us repairs are completed properly and more quickly and communication during repairs has improved. These improvements are the result of our efforts to improve the quality of repairs and follow up, which has included:
- better scheduling and planning to improve timeliness of repairs
- increased post‑inspection checks on repairs quality,
- improved systems and processes so follow‑on jobs can be booked more easily
- proactive follow up on negative repairs feedback to put things right
- improved management of contractors and reducing wasted visits.
We’ve also introduced a new process to tackle damp and mould, aligned with Awaab’s Law. This means customers are now seeing quicker action, clearer ownership and safer outcomes, although we know we must continue to improve and rebuild customer confidence where past cases took too long.
We’re very close to 100% of our homes meeting the Government’s Decent Homes Standards — the national standard expected of all landlords to keep homes in a reasonable state of repair. On 31 March 2026, we reported 3 homes which did not meet this standard, all of these have plans in place to address the work needed as swiftly as possible.
We’re now in the final year of a three-year asset strategy which will invest a total of £64.5m into our existing homes by April 2027. This year over 4000 of our homes will benefit from this plan.
In 2025/26 we invested £26.4m improving existing homes by delivering:
• 439 new kitchens
• 157 new bathrooms
• 419 new boilers
• 518 homes with new windows
• 553 new doors
• 113 new pitched roofs
| TSM No | TSM Description | 2023/24 | 2024/25 | 2025/26 |
| TP02 | Proportion of respondents who have received a repair in the last 12 months who report that they are satisfied with the overall repairs service | 65.5% | 71.0% | 77.0% |
| TP03 | Proportion of respondents who have received a repair in the last 12 months who report that they are satisfied with the time taken to complete their most recent repair | 57.4% | 63.8% | 74.3% |
| TP04 | Proportion of respondents who report that they are satisfied that their home is well maintained | 59.2% | 66.6% | 72.0% |
| RP01 | Proportion of homes that do not meet the Decent Homes Standard | 0.04% | 0.1% | 0.0% |
| RP02 part 1 | Proportion of non-emergency responsive repairs completed within the landlord's target timescale | 54.0% | 62.3% | 85.8% |
| RP02 part 2 | Proportion of emergency responsive repairs completed within the landlord's target timescale | 67.0% | 92.2% | 98.9% |
| Q5F | Your (maximum) target timescale for non-emergency repairs used to calculate RP02 (pt1) | *20 working days | ||
| Q5G | Your (maximum) target timescale for emergency repairs used to calculate RP02 (pt2) | *24 hours |
*These are both new figures for 2025/26 being reported to the Regulator for Social Housing.
Maintaining building safety
Keeping you safe remains our number one priority, so we’re proud of the progress we’ve made with 79.1% of you confident in the safety of the home we provide. We’ve worked hard to maintain 100.0% landlord compliance again this year, this means all the safety checks we need to do on your home (gas, fire, asbestos, water and lifts) are fully up to date*. We’ll continue to work to maintain this, you can help by letting us into your home to complete these safety checks.
In November 2025 we went out to visit customers living in our eight tall buildings, door knocking all homes to listen to customers and understand how we can continue to best keep them informed. We also held a customer boot camp session to discuss building safety and improving services and communication.
We’ve also introduced a new process to tackle damp and mould, aligned with Awaab’s Law. This means customers are now seeing quicker action, clearer ownership and safer outcomes, although we know we must continue to improve and rebuild customer confidence where past cases took too long. This year we’ll be working to implement phase two of Awaab’s Law which relates to other hazards in the home and make sure we’re responsive and providing the right support to our customers.
| TSM No | TSM Description | 2023/24 | 2024/25 | 2025/26 |
| TP05 | Proportion of respondents who report that they are satisfied that their home is safe** | 69.2% | 73.8% | 79.1% |
| BS01 | Proportion of homes for which all required gas safety checks have been carried out.* | 100.0% | 100.0% | 100.0% |
| BS02 | Proportion of homes for which all required fire risk assessments have been carried out.* | 100.0% | 100.0% | 100.0% |
| BS03 | Proportion of homes for which all required asbestos management surveys or re-inspections have been carried out.* | 100.0% | 100.0% | 100.0% |
| BS04 | Proportion of homes for which all required legionella risk assessments have been carried out.* | 100.0% | 100.0% | 100.0% |
| BS05 | Proportion of homes for which all required communal passenger lift safety checks have been carried out.* | 100.0% | 100.0% | 100.0% |
*On 31 March 2026 from management information (includes customers living in low-cost rental accommodation and low cost home ownership)
** Based on TSM sample survey of 1460 customers ( low-cost rental accommodation)
Respectful and helpful engagement
Keeping customers at the heart of everything we do is one of three objectives in our 2026-30 corporate plan. This was based on feedback from 285 customers who fed back on our long-term priorities. We’re listening and acting on what you tell us is important and working to keep you better informed. We’re pleased to see this reflected in TSMs, with all satisfaction scores in this area improving.
We’ve changed our monthly performance reporting on the website to reflect areas of customer interest and will continue to provide updates on corporate plan delivery and service improvements, both online and in our customer newsletter, Home Matters.
Customer engagement remains at our core and we’re proud this was praised in our latest inspection by the Regulator for Social Housing. This year we’ve:
- held three customer bootcamps focussed on building safety and environment improvements, damp and mould and tackling social housing stigma
- continued to engage our 3500 strong customer voice panel for views on a range of topics
- used feedback from over 1100 customers to inform service changes and improvements
- completed our second Big Door Knock in April 2026 visiting over 2000 homes and talking to more than 600 customers in one day
- supported our Customer Insight Group to complete three formal scrutiny reports of our services
You can find out more about the positive difference customers are making through our engagement groups here including reading our Customer Insight Group’s scrutiny reports. You can find out how to get involved and help us shape and improve services at Customer Engagement Opportunities | Golding Homes.
We continue to better understand our customers needs, using data in our customer compass survey to provide equal access, adapting our communications to be clear and respectful, as well as striving to always deliver on our promises. We’re working towards accreditation with National Autistic Society to better adapt to the needs of our neuro-diverse customers and embed our fair access approach.
| TSM No | TSM Description | 2023/24 | 2024/25 | 2025/26 |
| TP06 | Proportion of respondents who report that they are satisfied that their landlord listens to tenant views and acts upon them | 50.1% | 59.2% | 64.3% |
| TP07 | Proportion of respondents who report that they are satisfied that their landlord keeps them informed about things that matter to them | 61.8% | 72.4% | 73.8% |
| TP08 | Proportion of respondents who report that they agree their landlord treats them fairly and with respect | 71.6% | 77.0% | 81.9% |
Responsible neighbourhood management
Over the past year, we’ve focused on strengthening our neighbourhood services, so customers feel safe, supported and proud of where they live. We’ve embedded our new neighbourhood model and launched a dedicated Safer Neighbourhoods Team, bringing specialist expertise to respond to anti-social behaviour (ASB), domestic abuse and more complex cases. This has helped us take earlier, more coordinated action, working closely with partners such as the police and local authorities to support customers and improve neighbourhood safety.
We managed a high level of demand, including 470 ASB cases, and focused on resolving long-standing and complex issues using a range of tools such as mediation, enforcement and partnership working. Customer feedback shows that satisfaction with how we handle ASB is improving, but that clear communication and regular updates remain the most important areas for improvement. In response, we’ve strengthened our approach to communication, ensuring more consistent updates and setting clear expectations throughout each case.
We’ve also increased our visibility in communities through events like neighbourhood action days, estate inspections and the Big Door Knock, speaking directly to customers about the local issues that matter most. Customers have told us they want to see more focus on the condition of shared spaces and communal areas, as well as quicker action on issues such as litter, fly-tipping and nuisance behaviour. We’re also working with partners to deliver community improvements, transforming an outdoor space at Crundale into an area for children to play and partnering with Skillcrown to secure investment into a local boxing gym in Shepway.
We’re pleased TSM scores are moving in the right direction, but we know we have more to do this year to continue improving. A key focus is continuing to improve our approach to managing shared spaces to ensure they’re clean, safe and well maintained. This includes taking swifter action where issues are reported, improving how we work with partners to tackle environmental and community concerns, and increasing our presence in our neighbourhoods.
| TSM No | TSM Description | 2023/24 | 2024/25 | 2025/26 |
| TP10 | Proportion of respondents with communal areas who report that they are satisfied that their landlord keeps communal areas clean and well maintained. | 58.8% | 62.8% | 64.7% |
| TP11 | Proportion of respondents who report that they are satisfied that their landlord makes a positive contribution to the neighbourhood | 50.0% | 58.5% | 61.8% |
| TP12 | Proportion of respondents who report that they are satisfied with their landlord’s approach to handling anti-social behaviour | 47.1% | 56.4% | 57.9% |
| NM01 (1) |
Number of anti-social behaviour cases opened per 1,000 homes.* |
22.0 | 30.4 | 59.5 |
| NM01 (2) |
Number of anti-social behaviour cases that involve hate incidents opened per 1,000 homes.* |
1.1 | 0.6 | 0.4 |
*Calculated as the number of ASB cases per 1,000 homes (includes customers living in low-cost rental accommodation and low cost home ownership)
Effective handling of complaints
Satisfaction with complaints has improved by 5% this year, a positive step forward and puts us more in line with our sector peers. We’ve improved how we handle complaints by focusing on resolving issues earlier and putting clear systems in place to track and follow through on actions. This has helped reduce older open cases and response times, while making sure customers receive clear outcomes and understand what will happen next.
We remain fully compliant with the Housing Ombudsman’s Complaint Handling Code and have a positive complaints culture across the organisation. This means being open when things go wrong, putting them right, and making sure we learn from every complaint to improve the experience for all customers.
Our Customer Resolutions Team regularly share lessons learned with our leadership team and across the organisation, so we can better understand root causes of dissatisfaction and take early action to prevent them.
This year we’ll build on this progress by making better use of data and insight to identify trends sooner and prevent issues from escalating. Our Corporate Plan focuses on improving first contact resolution, reducing avoidable contact, and making it easier for customers to get the help they need. Our new iCARE customer service training will help colleagues ensure communication is clear alongside strong accountability and ownership to help deliver more reliable, customer-focused services.
We’ll continue to improve how we communicate throughout the complaints process, ensuring customers feel listened to, informed and confident that we’re taking action, so we can continue to build trust.
Our customer friendly complaints report is published annually to show how we’re performing and you can find out more, including how our complaints process works on our website.
| TSM No | TSM Description | 2023/24 | 2024/25 | 2025/26 |
| TP09 | Proportion of respondents who report making a complaint in the last 12 months who are satisfied with their landlord’s approach to complaints handling | 32.4% | 35.6% | 40.3% |
| CH01 (1) | Number of stage 1 complaints received per 1,000 homes | 74.3 | 64.8 | 55.9 |
| CH01 (2) | Number of stage 2 complaints received per 1,000 homes | 4.9 | 7.0 | 10.5 |
| CH02 (1) | Proportion of stage 1 complaints responded to within the Housing Ombudsman’s Complaint Handling Code timescales. | 86.8% | 100.0% | 100.0% |
| CH02 (2) | Proportion stage 2 complaints responded to within the Housing Ombudsman’s Complaint Handling Code timescales. | 72.2% | 100.0% | 98.7% |
What next?
You might be contacted by our independent experts, IFF-Research, who are contacting customers to complete surveys over the phone and online (via e-mail invitation) for this year's (2026/27) Tenant Satisfaction Measures. We’d be very grateful if you could give a little of your time to share your views with them. You can find more about this process including some Frequently Asked Questions here. If you've any questions about the survey or would like to give us feedback you can do so by e-mail to engage@goldinghomes.org.uk
Thank you to all those who took the time to give us feedback, we’ll continue to listen and act on what you tell us to deliver our vision to be local and listening, visible and trusted, efficient in everything we do.