Join us on our road to success Orbit Heart of England Annual Report to Customers April 2011 to March 2012
Contents Welcome to the Annual Report
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Tenant Involvement and Empowerment Standard 4-8 Home Standard
9-12
Tenancy Standard
13
Neighbourhood and Community Standard
14-16
Value for Money Standard
17-18
Rent Standard
19
Governance and Financial Viability
20
Continuing the journey‌
21
How we compare with other housing providers
22
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Welcome to this year’s Annual Report to customers Over the year, Orbit Heart of England has worked hard to provide better services to its 14,500 customers. We have been in great demand, dealing with over 65,000 repairs, nearly a quarter of a million telephone calls, housing 1,200 new customers and building over 400 new homes. But what is important is getting our services right for you, our customers.
Green – Target achieved Amber – Target was not achieved but performance was better than last year Red – Target was not achieved
We have achieved a lot in the last 12 months. But we know there are some parts of our service that we must improve if we are to provide great services to you.
You can also read about the work we have been doing in local communities, providing other services and working on new projects that are important to local neighbourhoods or particular groups of customers.
So this report is a way of showing you, honestly, what we have achieved and what we still need to work on.
You can find more information and how we performed against all our service standards for 2011/12 on our website. www.orbitheartofengland.org.uk
We have split this report into sections. Each section covers one of the standards that our regulator, the Homes and Communities Agency (HCA), looks at - so you can see how our services measure up to them. These HCA standards are also our Orbit Heart of England Service Standards – what the HCA would call our ‘local offers’.
We hope you find this year’s report interesting and informative. We welcome your feedback and look forward to hearing your views. You can do this by completing the enclosed feedback form.
By working with customers, the most important service standards have been identified and this report shows how we have performed in the year.
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Tenant involvement and empowerment standard - customer service We are committed to putting the customer first to ensure that you are at the forefront of our thinking and consistently get the quality service you deserve.
WHAT WE DID
WHAT WE PLAN TO DO
• Trained over 70% of staff on Customer Service (known as Customer First) so they know what it means and what they must do to meet it.
• Continue to train staff on Customer Service with the aim of improving how we communicate with you. • Work with the Customer Service Centre to improve the efficiency and quality of the service we provide.
• Introduced the ‘Customer Spotlight’ award; achieved Investors in People and Investors in Excellence awards.
• Develop digital technology projects so it’s easier for you to access our services and to help improve communications.
• Provided staff with mobile technology, such as iPads, so they have the information they need wherever they are, helping to improve efficiency and to provide better customer service.
• Make more improvements to our website including self-help money advice tools.
• Worked with customers to review and update our website, making it easier to use. • Expanded the use of the Customer Secure area on the website. You can view charges and payments, update your personal details and contact us.
Facts and Figures 64% are satisfied that we are able to resolve their queries 83% of customers are satisfied that they are kept informed about things that affect them 69% of our customers say that their last query was answered in a reasonable timescale
Calls answered at our Customer Service Centre within 20 seconds 59%
126 staff nominated by customers for the Customer Spotlight award
Customers satisfied with the service provided by the Customer Service Centre 95%
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Tenant involvement and empowerment standard - complaints Sometimes things don’t go as they should. Last year we received 301 formal complaints which were dealt with through our formal complaints policy.
What you complained about
1) Responsive repairs service 73%
2) Non maintenance complaint 10%
3) Planned maintenance 9%
The Customer Service Centre handled 243,000 calls during the year. On average, that’s 17 for every household.
4) Staff complaint 5%
5) Gas servicing & breakdown 2%
6) Customer Service Centre 1%
WHAT WE DID
What we did as a result of your complaint
• Updated our complaints policy and procedures to make sure the service is fair and you can access it easily. • Concentrated on working out what has gone wrong when you first tell us.
1) Corrective action taken 56%
2) Compensation payment made 22%
3) Advice provided to the customer 12%
4) No further action was required 5%
5) Miscellaneous 5%
WHAT WE PLAN TO DO • Provide further training to staff on how to deal with complaints (part of our Customer First development). • Improve how we learn from our mistakes and tell you what we have done about them on our website and newsletter. • Look at other organisations who achieve great customer satisfaction and learn from them so we can improve ourselves.
Complaints formally acknowledged within three calendar days 87% Complaints responded to within fourteen days 72%
Customers satisfied with how their complaint was handled 51%
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Tenant involvement and empowerment standard - involvement & impact To make sure that we are putting our customers first, we work with customers to review and improve our services. Over the last year, there have been even more opportunities for customers to have their say.
WHAT WE DID Improved our customer communications:
Provided other types of involvement for customers:
• Worked with customers on this Annual Report; got feedback on improving our website from over 20 customers using an online survey; sent out Involvement News to interested customers.
• Reviewed our Board membership; two out of seven Board places are held by customers maintaining a strong customer influence at this level. • Trained customers to be part of the community investment panel.
• The Readers’ Panel made sure policies and leaflets were clear and informative; the Editorial Panel met to review the Heart of the Matter newsletter.
WHAT WE PLAN TO DO
• Invited customers to provide honest feedback to staff about their good and bad experiences of our services.
In 2011, we made changes to the customer involvement team. This year, working with staff and customers, that team is doing a major review of customer involvement opportunities to plan how we operate in the future. This includes expanding the range of activities we offer, improving how we communicate and share achievements and how we review our effectiveness.
• Provided training to over 160 customers. Improved a range of customer services: • The Customer Scrutiny Group (CSG) looked at kitchen and bathroom refurbishments; their recommendations were put in place to improve services. • Customer focus groups looked at how home improvements and rent statements could be made better. • Developed a new approach to customer inspection using the CSG to look at links between our repairs service and the Customer Service Centre. • Using independent telephone and postal surveys, got feedback from over 4,500 customers on their experiences of all our services. This is used to plan service improvements.
69% of customers are satisfied that their views are taken into account
Number of additional customers expressing an interest in being involved 624
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Tenant involvement and empowerment standard - Scrutiny The Customer Scrutiny Group (CSG) is a voluntary group of customers from across Orbit Heart of England who look at and monitor the day to day functioning of Orbit Heart of England.
WHAT CUSTOMER SCRUTINY ACHIEVED
WHAT IS PLANNED
The CSG completed the first scrutiny review on kitchen and bathroom refurbishments and whether customers were satisfied with the service. A detailed report, along with recommendations on where the service could be improved, was presented to the Orbit Heart of England Board in June 2011. Some of the CSG recommendations are already in place. These include:
• Complete the reporting of repairs project and present our findings to the Orbit Heart of England Board. • Complete at least one other project.
• Customer letters have been changed with new inserts to clearly explain the refurbishment process, including what is known as ‘The Deal’ document and a detailed Frequently Asked Questions sheet.
Kitchen Refurbish ments – The Deal
This document is sent to all customers who are due to have a new kitchen installed as part of our 2012/13 Home Improvement Programme. The purpose is to inform customers what they conversely what we can expect of us and expect from you in relation to the installa a new kitchen. tion of Kitchen refurbishmen ts are potentially the most disruptive and complex of our ‘Home Improvement’ projec ts. And as such need careful planning and your full co-operation at all stages, to ensure the finished produc t meets your expect ations and our own. A kitchen refurbishmen t can be split into two basic phases:Pre- Installation Phase and
Installation Phase
Throughout the Pre-In stallation Phase you will have a say in the design and planning of your new kitchen . You will need to make choices in relation to the layout, colour and style, in discussion our staff and/or our with representatives. The installation will be carried out by Proper ty Matters, our ‘InHouse’ maintenance service provider. All our staff and repres entatives carry identi please ensure you fication, so ask to see for proof of identification when they come to your home.
• Recruit new Customer Scrutiny members. • Publish information about scrutiny and the work that has been done on the Orbit Heart of England website. www.orbitheartofengland.org.uk
• Improvements have been made to take into consideration individual customer requirements such as vulnerability and disabilities. • The Customer Service Centre has now got details relating to the kitchens and bathrooms programme so they can handle requests more efficiently. • The Site Supervisor will advise the customer of any changes they need to be aware of while work is taking place. In addition: • New CSG members were recruited and, along with existing members, were provided with training to help them understand their role. • The CSG began a new project looking at why customers have to chase up repairs. • Customer inspectors had the opportunity to go and observe the Customer Service Centre.
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Tenant involvement and empowerment standard responding to the diverse needs of our customers Over the last year, we continued to develop our understanding of customer needs and delivering services which meet those needs.
WHAT WE DID • Continued to update the equality and diversity data for new and existing customers. • Used the information for longer term planning, such as our older persons’ strategy. We also put the information to practical use; for example, giving Property Matters information on whether they need to give you extra time to get to the door. • Completed a service improvement project for our aids and adaptations service; introduced a customer approved leaflet to explain the service. • Worked with our older tenants to help improve the rent statement information.
WHAT WE PLAN TO DO • Improve how we manage our aids and adaptations service. • Continue to tailor our services using the information you provide. • Develop a strategy to help us work with customers who live with dementia. • Look at options to automatically provide the quarterly rent statement leaflets in alternative formats and languages. • Provide additional training to staff as part of our Customer Service training.
Facts and Figures 87% of customers believe Orbit Heart of England treats them fairly 97% of customers were satisfied with the aids & adaptations service 57 wet rooms installed
Information held regarding our customers 98%
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Home standard - responsive repairs The repairs service is one of the most important services for our customers. Over 65,000 repairs were reported between April 2011 and March 2012 with the vast majority being delivered by our in-house repairs team, Property Matters.
WHAT WE DID • Used text messages to improve communication so that you know when your repair or annual gas service would be completed • Got people with the right skills and put the right spares on the van so Property Matters could fix more repairs at the first visit. • Extended available appointment times to complete the annual gas service. • Got an independent assessment on how we are performing to identify strengths and weaknesses. • Asked over 2,000 customers how they felt when we did a repair in their home to see what is working well and where we still need to make improvements.
Facts and Figures 99.7% of properties had a valid landlord’s safety certificate as at 31st March 2012 Over 10,500 properties had their gas installations serviced using Property Matters gas engineers Over 400,000 miles driven and 90,000 litres of fuel used delivering the maintenance service in 2011/12 93% of customers were satisfied with the service provided during their annual gas service More than 1 in 4 of our repairs are treated as an emergency (within 4 or 24 hours)
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Home standard - responsive repairs continued WHAT WE PLAN TO DO • Continue to improve the skills of our workforce and what spares they carry to complete more jobs on first visit and increase the number of jobs staff can complete each day. • Work with the Customer Service Centre to improve how repairs are diagnosed so more of your calls can be resolved without the need to speak with someone else. • Increase the level of customer involvement to help improve this service. • Change how we schedule the annual gas service programme to increase performance.
Customers satisfied with the repairs service 82%
Customers telling us that the job was completed at the first visit 76%
Customers telling us that an appointment was provided for their repair 78%
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Home standard - quality of accommodation; improving homes; planned works Investing in our properties and your home is a major commitment each year. Delivering a high quality service is critical so, like the repairs service, most of our home improvement work is now done by our Property Matters team.
WHAT WE DID
WHAT WE PLAN TO DO
• Completed a major service improvement review of how we manage home improvements.
• Increase customer satisfaction by continuing to make improvements following the service improvement review.
• Used the Customer Scrutiny Group to challenge our performance.
• Ask customers how they feel as we complete work to improve their home so we know whether the improvements are working.
• Improved the information to customers who are having work completed.
• Improve IT systems to help manage our home improvement works.
• Invested over £7 million in home improvements. • Reduced the number of homes which are failing the decent homes standard.
• Make sure we meet the new legislation regarding asbestos. • Target properties which are poor in energy efficiency to help reduce customers’ gas and electricity bills.
Facts and Figures 89% of customers are satisfied with the quality of their home £1.4m invested in new bathrooms £4.5m invested in kitchens 90% of customers were satisfied with the choices available as part of the kitchen and bathroom programme
Customers satisfied with the Planned Maintenance service 86%
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Home standard - sustainability Over the last year, we focused on reducing energy bills and tackling fuel poverty. ‘Fuel poverty’ is where families cannot afford to keep adequately warm at reasonable cost.
WHAT WE DID
WHAT WE PLAN TO DO
• Invested over £100,000 to improve the insulation of 671 properties.
• Develop advice and guidance given to customers on the new equipment installed in their homes and reduce their overall energy consumption.
• Invested £60,000 to insulate and render the underside of floors to 13 bedsit flats at Tanyard Farm, Coventry to stop heat loss.
Futher information and advice can be found on our website: www.orbitheartofengland.org.uk
• Invested £360,000 installing ground source heat pumps to over 30 properties. • Got external funding of over £280,000 to help us pay for sustainability improvements.
We plan to invest over £1.3 million in Orbit Heart of England homes to reduce energy bills
• Installed both solar thermal and air source heating to properties in the Twycross area to reduce heating and domestic hot water bills.
• Employed an ‘Energy Doctor’ to provide advice on fuel efficiency to help our customers reduce their bills.
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Tenancy standard We aim to let our homes as quickly and as fairly as possible. Property Matters teams completed maintenance work to bring the properties up to standard for the incoming customer.
WHAT WE DID
WHAT WE PLAN TO DO
• Customers were involved in developing a new customer information pack which replaced the tenants’ handbook.
• Undertake a review of how we let our sheltered accommodation with the aim to significantly reduce the time taken.
• Tenancy support workers, who provide a free, confidential support service, helped 568 new and existing customers.
• Improve our IT system to identify where delays are happening and allow us to improve the time taken to let all our properties.
• Obtained feedback from nearly 500 customers and used this to track what was working well and what areas needed to be improved. • Developed a new Tenant & Rent policy to respond to the new Housing Reform Act.
• Offered all new customers money advice within the first few days of their tenancy starting. • Worked closely with energy providers to speed up the time it takes to get the power on in our empty properties so we can repair them in a shorter period.
Facts and Figures Tenancy support service managed to secure over £650,000 in financial gains for customers General needs properties took, on average, 23 days to let Sheltered accommodation properties took, on average, 53 days to let
Customers satisfied with their new home 94%
Average number of days it took to re-let general needs and sheltered properties 26 days
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Neighbourhood and community – local services While we have service standards that set out what we promise to do for any Orbit Heart of England customer, our local housing teams and Orbit Independent Living (OIL) teams have been developing additional services and activities that meet the needs of their particular customers and communities.
WHAT WE DID
WHAT WE PLAN TO DO
• Set up work clubs to help customers into jobs, by providing training and support in CV writing and interview techniques.
All local housing and OIL teams will be working with their local communities to develop new activities that tackle local issues that are important to customers.
• Worked in partnership with organisations to provide a range of after-school and school holiday activities for young people.
The following are just some of those activities: • Following extensive consultation, a group of customers in Rugby is working with housing staff to oversee a programme of scheme improvements on their estate.
• Developed a programme of scheme and estate inspections and ‘clean up’ days to improve communal spaces.
• The Burton housing team is working with a group of customers to look at the way that the team handles customers’ complaints and how they can improve the service.
• Used a mobile office to consult with customers over major improvement works; as well as develop new partnerships in the area.
• In Hinckley, housing staff are working alongside members of our Income and Money Advice teams to provide information and advice to customers who are affected by government changes to housing and other benefits. • The Stratford Town team is looking at different methods to tackle low level Anti-Social Behaviour. Customers will have the opportunity to work with the team to see how effective these methods are. • Work closely with customers on a case by case basis to resolve issues and identify solutions regarding insufficient parking.
Facts and Figures
More details on what local housing and OIL teams have been working on are available on our website www.orbitheartofengland.org.uk
89% of customers are satisfied with their local neighbourhood 61% of customers were satisfied with our Estate Service 64% of customers think that their service charge provides good value for money
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Neighbourhood and community – building brighter futures Orbit Heart of England is a major investor in local communities. Working with customers and other community representatives, we have spent over £600,000 to help make a difference to local people’s lives.
WHAT WE DID
WHAT WE PLAN TO DO
• Spent £209,000 on a range of projects to improve financial capabilities. For example, providing financial skills training in schools. This helps school leavers gain money management skills and avoid the consequences of debt and unaffordable loans.
• Increase the amount we spend on community improvement initiatives to nearly £1 million. • We will help customers into employment and we will also create 16 new apprenticeships, work with credit unions to provide savings schemes and affordable credits and invest in young people’s activities.
• Spent £70,000 to support residents into work. This included funding two Employment Development Officers to provide personal support to help our customers into work.
• Continue to work with customers and staff, as well as independent advisers, to make decisions about where we spend some of this money.
• Spent £190,000 to empower customers to live safe, independent lives. This included providing technology upgrades in sheltered housing schemes (eg. fitting vibrating pillows and flashing beacons to alert someone with a hearing impairment should a fire alarm go off) and the warden call systems at a number of schemes. • Spent £134,000 to tackle Anti-Social Behaviour and provide youth inclusion projects, including a number of summer holiday and evening events.
• Do more work with private sector companies, which may bring additional money, skills sharing and volunteer help for our communities. • Look for funding from outside sources which will increase what we can do to improve our neighbourhoods.
More details are available on our website
www.orbitheartofengland.org.uk
We spent £134,000 to tackle Anti-Social Behaviour and provide youth inclusion projects
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Neighbourhood and community - dealing with Anti-Social Behaviour Last year, there were 252 cases reported to us relating to Anti-Social Behaviour (ASB) on our estates and schemes. Many cases were dealt with quickly by our Community Housing Officers but some of them needed us to take firmer action.
WHAT WE DID • Served notices for possession and demotion; obtained injunctions. • Used Acceptable Behaviour Contracts. • Worked in partnership with family intervention projects. • Worked with local authorities to serve noise abatement notices. • Provided evening and school holiday activities in some areas to reduce young people’s involvement in anti-social activities.
WHAT WE PLAN TO DO
• Improved the design of some estates to prevent or reduce crime and ASB; for example, better lighting, CCTV, lockable gates for alleyways.
• Review our ASB procedures to make sure they offer the best possible service to our customers and that the procedures take any changes to the law into account. • Continue to work with local communities and partner agencies to carry out improvements to areas to prevent or reduce crime and disorder.
Customers contacted within timescales when they have reported an ASB problem 98%
Customers satisfied with how their ASB case was handled 69%
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Value for money We are always looking for ways to improve what we do for our customers, making sure we use our money and resources in the most effective ways. As we are a not-for-profit organisation, any surpluses (money left over after we have met all of our costs) goes back in to the business. This helps us to build more homes or provide new services like money advice. Last year, it meant we could spend an extra £500,000 on community projects. Over the year, our staff found lots of ways in which they could make savings in everything they did. The total value of these every day savings came to over £160,000.
WHAT WE DID
WHAT WE PLAN TO DO
• £11,000 saved by buying land registry data from another supplier.
• We will continue to look at ways to improve efficiency and provide increased value for money. Some of the details are included in this report within each of the sections.
• £8,000 saved by using our in-house repairs team, Property Matters, to install traffic calming measures. • £3,600 saved in staff training by delivering Welfare Reform Briefings from an in-house expert. • £2,000 saved in banking costs by encouraging 137 customers to change their payment method to direct debit in exchange for reward points. • £1,500 in postage savings. • £1,000 saved by negotiating for free mediation training. • £975 saved in staffing costs by improving duty rotas.
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Value for money Here is some information on where our income came from and what we did with it last year. We have added a breakdown of other income and other expenditure. Income Rent collected Service charges Support charges Property sales Other - see below
Total % £ £ 59,882,000 76% 3,917,000 5% 1,902,000 2% 9,059,000 12% 3,549,000 5%
Management services 123,000 Services to Group members 655,000 Home ownership services 530,000 Other social housing activities 927,000 Non social housing activities 1,303,000 Interest receivable and similar income 11,000 78,309,000
Spend Routine maintenance Planned maintenance - see Note 1 below Service costs Support costs Management Interest on loan charges Depreciation of housing properties - see Note 1 below Other - see below
£ £ 15,850,000 25% 6,362,000 10% 3,919,000 6% 2,285,000 4% 8,757,000 13% 15,673,000 24% 6,854,000 11% 4,542,000 7%
Management services Services to Group members Home ownership services Other social housing activities Non social housing activities Rent loss from bad debts Pension 64,242,000 14,067,000
Surplus before transfer to reserves
55,000 790,000 635,000 1,227,000 1,368,000 396,000 71,000
Note 1 - Due to changes in accounting rules some elements of planned maintenance costs are now capitalised (ie. a fixed, one-time expense). These are written off to the accounts depending on the assumed life of the planned asset and are shown as depreciation. During 2011/12 we spent £7,021,000 which included replacement kitchens, bathrooms and boilers.
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Rent Over the last year we continued to reduce the level of rent owed to us by improving how we manage our accounts, providing rewards for on-time payments and supporting those most in need through our money advice team.
WHAT WE DID
WHAT WE PLAN TO DO
• Introduced faster payments so money reaches the rent account sooner.
• Run a major information campaign on welfare reform to improve customers’ awareness.
• Improved the information provided to the Customer Service Centre, and staggered our rent statements, so they can handle your queries better.
• Introduce weekly and fortnightly direct debit payment options and increase the number of monthly dates available.
• Improved the information on rent statements and on our website to make it more customer-friendly.
• Introduce more robust checks before a customer signs up for their tenancy to make sure they can pay the rent and identify any support needed.
• Provided dedicated rent support for all new tenants before and shortly after their tenancy begins to help with benefits and payment.
• Increase the support available to our customers via our money advice service.
• Trained our staff on changes to the benefits systems so we can give good advice to customers.
• Continue to expand our reward scheme with more customers and more suppliers involved.
• Increased the number of local and national suppliers where reward points can be redeemed.
We plan to run a major information campaign on welfare benefit changes to improve customers’ awareness Facts and Figures 93% of customers were satisfied with our money advice service
Overall level of arrears at 31st March 2012 was 3.4% - down from the previous year
89 customers were supported by our money advice team during the year 97% of customers were satisfied with the range of payment methods available
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Governance and financial viability The Board is responsible for the running of Orbit Heart of England. During the year a number of changes were made which reduced the overall number of Board members but still kept a strong customer representation with two customers sitting on the Board. Overall, at the end of the year, we had achieved a surplus of ÂŁ14.1m to reinvest in the business and into our neighbourhoods and communities. Our strong financial performance gives confidence to our customers, regulator, funders and other stakeholders that we can deliver existing and new services.
Our maintenance budget for 2012-13 is ÂŁ24 million
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Continuing the journey… So that was a round up of last year’s achievements. While there were many successes in improving our services to customers and communities, we know there is more to do if we are to be the best that we possibly can be.
That means, by next year, we want to show that our performance puts us within the top 25% of housing providers. This will not be easy, especially when there are big changes happening in the housing world. For customers and for us, one of the biggest changes we need to prepare for will be to welfare benefit rules.
In the coming year, we are concentrating on improving our main customer service areas including: • Our repairs service • The way we let homes • The Customer Service Centre • Estate services • Complaints handling • Involving customers
Looking even further ahead, to 2020 and beyond, we are already developing plans for how the organisation needs to change to stay ahead of our competitors and continue to build brighter futures for people and our communities. So while we may not be there yet in all areas, we hope you can see we are working on all the right things to reach our destination.
By listening to and involving our customers, learning from other organisations who are providing better quality and more efficient services, and by continuously challenging ourselves to be better at what we do, we aim to make Orbit Heart of England not just good at what it does, but a truly great organisation.
brighter futures for people and communities
Thank you We have been working closely with customers to write this report and make sure that it gives you information that is useful, understandable and interesting. Many thanks to all members of the customer working group and the Readers’ Panel who have put in a lot of time to help us get the words right, and the messages meaningful. Your feedback has been invaluable. If you want to be involved in helping us develop next year’s Annual Report to customers then please e-mail us at involvement@orbit.org.uk
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Thank you
How we compare against other housing providers The table below shows how our performance compares against similar housing providers. We compared ourselves against housing providers who have more than 5,000 properties and work across more than six local authority areas. Tenant involvement & empowerment
Customers satisfied overall with Orbit Heart of England as a landlord
Tenant involvement & empowerment
Customers satisfied with how their complaint was handled
Tenant involvement & empowerment
Customers satisfied with the outcome of their complaint
Tenant involvement & empowerment
Customers satisfied that their views are listened to and will be acted upon
Home
Customers satisfied with the repairs service
Home
Customers satisfied with the overall quality of their home
Home
Percentage of properties with a valid gas safety certificate as at 31st March 2012
Neighbourhood & community
Customers satisfied with how their Anti-Social Behaviour case was handled
Neighbourhood & community
Customers satisfied with the outcome of their Anti-Social Behaviour case
Tenancy
Average time taken to re-let a property
Neighbourhood & community
Customers satisfied with their neighbourhood as a place to live
Value for money
Percentage of customers who feel that their rent provides value for money
Rent
The level of overall arrears including housing benefit
We are in the top 25%
We are below average
We are above average but not quite great yet
We are in the bottom 25%
Orbit Heart of England owns over 14,500 properties across the Midlands operating in 26 local authority areas.
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All customer satisfaction results quoted in this report are taken from our ongoing independent ‘Moments of Truth’ surveys or our annual ‘Have Your Say’ survey.
Please note: If you need this document translated (or in a different format, large print, Braille or audio) please contact our Customer Service Centre on 0345 8 500 500 or e-mail us at info@orbit.org.uk
Portuguese Se necessitar deste documento traduzido (ou em formato diferente, impressão de maior formato, Braille ou áudio), contacte o centro de apoio a clientes em 0345 8 500 500 ou envie uma mensagem de correio electrónico para info@orbit.org.uk
Polish
Punjabi
Kurdish
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www.orbitheartofengland.org.uk Heart of England Housing Association Ltd (exempt charity) Registered office: 10 Greenhill Street, Stratford-upon-Avon, CV37 6LG Industrial and Provident Number: 304466R Homes & Communities Agency Registration Number L4526