Customer Scrutiny Panel Annual Impact Assessment Report 2024

1. Introduction

1.1 The Customer Scrutiny Panel (CSP) is delighted to deliver their impact assessment report for 2024 following another successful year, both in terms of achieving work targets, in increasing membership, capacity building of members, validating service improvements and enhanced customer satisfaction.  

1.2 The CSP is pleased to be able to support mhs homes and Heart of Medway (HoM) by delivering independent customer led scrutiny of housing frontline services. We are helping to drive and recognise service improvement taking into account the important consumer standards set by the Regulator of Social Housing through our effective and informed scrutiny service reviews, highlighting what is good and what needs to be improved from a customer perspective. The main focus is on the customer experience and using feedback positively to achieve consistent quality services, meeting the strategic priorities and values of mhs homes and HoM.

1.3 2024 has been an exciting year for the business, with significant restructure of the service delivery model, moving away from generic working to specialised services and teams, providing additional officers to meet increased demand for services on the journey to deliver and meet customer needs and expectations. The impact of such a significant transformation process, meant that the CSP were delivering service reviews through a period of change and embedding of new working policies and procedures. So, there was in some cases a delay with progressing service reviews, allowing for the new structure to commence in September 2024, but recognising that full recruitment and operating to the new service delivery model would not be complete till early 2025 across all services. The CSP has in many previous service reviews highlighted the need for additional resources and have already seen the positive impact that change is delivering, and this is being seen by increased customer satisfaction through our surveys and engagement with customers at our reality checking events.

1.4 Although a significant number of activities were achieved, it is important to note that the CSP only completed two service reviews from April 2024 to December 24 (Aids and Adaptations, New Customer Journey), with the third review (Asset Management and Planned works) completed in March 2025. Our target is to complete three service reviews annually.

1.5 This report details the formal and informal activities and achievements of the CSP. The opportunities offered to the CSP to work in partnership with the Board and Executive has continued to be developed, and members highly value the trust and respect that is shown, especially around the ability to ensure that the customer perspective is at the heart of decision making.

1.6 The CSP with the support and guidance of our scrutiny champion, Louise Humphrey (Executive Director of Governance and Risk), and independent mentor, Oonah Lacey, have continued to reflect and develop the working of the panel and its members, learning from member annual personal development reviews, feedback from service reviews and focusing on external requirements of the housing regulator and Ombudsman. These changes are detailed in this report.

1.7 Overall, the report looks at the impact of the work of the CSP and the wider involvement of members across the business and community.

a) Work of the CSP - this has included member recruitment and induction, working groups, rotating Chair, service reviews, monitoring service improvement plans, training, and buddying support for new members, contractor meetings and Personal Development reviews, Developing Annual Work Plan 2025

b) Additional activities - this has included the Board Away Day, Mayors Ball, TPAS Conference, mhs and HoM Tenant Conference, Homeowners Conference, Pride Event sponsored by mhs and HoM, consultation on new policies, Christmas meal and reward vouchers, office and Board member recruitment, accreditation feedback, consulted on Development Repairs Task Force, articles for newsletter.

1.8 The CSP would like to thank everyone that has supported and given time to help with reviews and other activities over the year. A special thank you to Ashley Hook (now former CEO) for continuing to champion customer scrutiny over the years and the CSP wish him a well earned happy and healthy retirement.   

2. Reflecting on our CSP year – highlights and learning

2.1 Membership of the CSP – with the work of the panel increasing 2024 was highlighted to be the year to look at increasing membership to not only increase resources to delver our ambitions but formalise our succession planning for the future. We recognise that it takes time to learn new skills and gain knowledge to become an effective member. So, we ran two recruitment events in April and June 2024 working with the mhs Communications Team. Promotion of the opportunity to apply to join was included in newsletters, website, leaflets, customer surveys, social media and letters to all customers of mhs and HoM.

2.2 The recruitment was led by our Communications Working Group and Recruitment Working Group members. Each working group has a lead member, June Patey for Communications and Annette Beer for Recruitment. The Communications Working Group took responsibility for promoting the opportunity, updating our recruitment pack and developing our activity-based competency recruitment events. A total of 50 customers responded to the opportunity with 25 progressing to the recruitment events. A three-staged recruitment process was followed, an introduction to the CSP, a competency recruitment activity-based assessment followed by an induction session.

2.3 The quality of applicants was high and it was agreed to change the limit of 10 members detailed in the Terms of Reference to accommodate 18 new members. So, the membership of the CSP increased from eight in 2023 following the retirement of two members to 16 as of March 2025.

2.4 The profile of current members covers all tenures, tenants and homeowners. Ten members are in employment and six are either retired or unemployed. Demographics are representative of all tenures. There is a wide range of skills and experience and a real passion to make a difference.

2.5 Membership Impact – The CSP has a wide range of members but we recognise the need to target specifically HoM customers because we had two attend the recruitment events but both had to leave, one for family reasons and another for work commitments that involved having to travel overseas. A recruitment drive will commence in May 2025.

2.6 Working Groups – in December 2023 the CSP adopted the setting up of dedicated working groups to complete task and finish activities. All members are able to join a working group/s and a lead for each is elected by their peers at the CSP AGM held in December of each year. In December 2023 and in 2024 it was agreed to have three working groups – Recruitment and New Member Buddying led by Annette Beer, Communication led by June Patey and Consumer Standards and regulation led by Daniel Piggins.

2.7 Each working group has developed a work proposal with targets and dates that link into the overall CSP work plan. To further widen opportunities for members to take on responsibility we have created lead opportunities for two members for each service review as of December 2024. This has seen Sharon Robinson and Leanne Watling stepping up to co-ordinate the Asset Management and Planned Works Service Review.

2.8 Working Groups impact – It is important to review annually and identify which working groups are required. To date the Communications Working Group has been successful and is now running for a second year, with still plenty of work to complete. Once recruitment for new HoM members is complete, this group will stand down, and concentrate on buddying of new members until they complete their probationary agreement and move to be full members expected between 6-12 months. The allocation of experienced CSP members as mentors for the new members has received positive feedback from new members and those delivering the mentoring. This has helped with training, support for reviews and ensuring that we are inclusive and able to meet individual needs. As of March 2025 the Consumer Standards and Regulatory Working Group has been put on hold to await the learning outcomes from the Regulatory Inspection and then looking at how to shape the wok and role of the group to assist and support any service improvement changes recommended.

2.9 Service Reviews – April 2024 to July 2024 the CSP focus was on recruitment, induction and training until completion of the corporate transformation in September 2024. The service reviews included, Aids and Adaptations, New Customer Journey and Asset Management and Planned Works.

2.10 Aids and Adaptations – This was an interesting review as it covered not only work by mhs but external service providers, including local councils, Social Services and in particular Occupational Health. Customers that had accessed aids and adaptations in the previous 18 months were targeted. It is clear that aids and adaptations are in high demand and they do allow customers in receipt to live independently in their homes. There was a total of 15 recommendations which focused on, communication, time taken to get support, knowing who to contact, sometimes work lost between the Council and mhs, adapted homes being re-let to those not needing adaptations, quality of work completed and sign off process, high expectations of customers etc. There has been a service improvement plan developed and regular updates on progress to the CSP. To date, it is clear that mhs has taken on a clear role to support customers requiring aids and adaptations and that mhs are quick to deal with minor aids and adaptations.

2.11 New Customer Journey – This review highlighted the benefits of specialist teams and many of the issues identified are being resolved. Overall customers found the process from being offered a home to moving in easy and they felt supported. The key issues found were related to poor communication, knowing when the home would have voids woks completed, having lack of written information related to agreed voids works to complete, lack of understanding of the letting standard, costs of moving, condition of home and garden, high void costs due to homes in poor condition, lack of recharging for damage to homes, no pre inspection of homes at end of tenancy, and new tenant visits not being completed. There were working issues between voids and tenancy/lettings teams and often outstanding repairs at the time of letting were lost between the voids and repairs team. At the time of delivering this report, a service improvement plan is being developed and the CSP has been assured that many of the issues raised are or have been addressed and other recommendations being considered. It was pleasing that mhs is seen by new customers as a good landlord and 100% of those that engaged with the CSP stated that they loved their home and where they lived. It is about managing expectations and pushing the concept that customers are given a place to live but they need to make it a home.

2.12 Asset Management, Planned Works – This review demonstrated to the CSP that this is a service and team that is delivering well and had appropriate policies and working practices. It was clear that there were effective managers and team leaders in place, stiving hard to do things right. They have used learning from previous reviews to make changes, especially around communication and keeping customers updated on works. Some excellent innovation was identified, especially around use of scaffolding and ensuring value for money by completing all external works at the same time rather than repeat erecting of scaffolding etc. Contract management was observed and checked and mhs is controlling the work, and there is increased post inspection of works. The stock condition survey information is being gathered and there should be 100% Decent Homes Compliance by March 2025. Fire safety is given the priority required and all working to the planned programme of works. It is clear that once the new technology is in place that this will speed up work and reporting.

2.13 Service Review Impact – It was pleasing to hear that our service reviews have supported service improvements.  It is clear that the review of Liberty Gas in 2023 and the many recommendations made have not only improved that contract but learnings adopted for other contracts. The CSP has learnt from Gemma Hancock, Executive Director of Assets and Development, that the work of the CSP service reviews has positively impacted her services and she is proud of the positive feedback on Asset Management and that her teams are listening and learning and using reviews to really understand the customer and deliver high quality services. The CSP considers that Asset Management would be a C1 grade and that the New Customer journey was a C2 but with improvements verified a C1 as of March 2025. With some 40 recommendations and 90% accepted this demonstrates the value of scrutiny and is positively contributing the marked service improvements made over the last two years.                 

2.14 Our scrutiny review process – The CSP has reflected on how we can be more inclusive but not losing the independence that is so important to the panel. Previously the CSP would decide which service areas to review on an annual basis. In 2024 the CSP opened up the nomination of service review topics to the Board and Executive. Using a preference voting approach the final service review plan for 2024/25 was developed. This has proven to be effective and represents the real partnership approach that is so valuable to all. In addition, we have identified that:

• Online Focus Groups on Zoom or held in the office are not attracting the number of customers required. We will trial from May 2025 for our Damp and Mould review add holding drop-in sessions at community centres to see if this positively increases take up.
• Consider with our Scrutiny Champion the opportunity to increase the draw for a £20 gift voucher for completing our customer survey to say £50, as number of participants reducing and perhaps the value of the draw may not be seen as attractive.
• Offering one-to-one telephone calls was trialed with our New Tenancy and Asset Management review and proved successful. So will add this as an option in our survey.
• That although we ask where customers live and property type/tenure we have not identified mhs and HoM customers separately, we have treated all inclusively without clear identification. We will make this change from May 2025. We recognise that this may provide helpful insight and ensure consistency of service delivery.

2.15 Additional opportunities that the CSP engaged with – It is highly valued all the additional learning opportunities that are offered to the Panel. Capacity building members comes from exposure to new opportunities that may be directly or indirectly related to their role on the CSP.

2.16 External Conference – In October 2025, three panel members, Annette Beer, Sharon Robinson and Leanne Watling went to the TPAS Scrutiny Conference at Loughborough. The conference involved an overnight stay and offered only four hours of formal lectures/workshops. Feedback indicated that mhs operates an advanced scrutiny opportunity for customers and those attending found they were sharing experience and knowledge rather than learning anything to bring back. On reflection, it is clear that selection of other external conference providers may offer a better learning opportunity for experienced scrutiny members and especially where online attendance is available. The focus now needs to be more on how customer scrutiny can add value to using customer standards and supporting regulatory compliance.

2.17 mhs/HoM Tenants Conference – In November 2024 eight CSP members attend the conference. Daniel Piggins joined the CEO as the facilitator and June Patey provided a presentation on the impact and outcome from the Liberty Gas review and promoting the CSP. Annette Beer, Tracey Huzzey, Mark Thorne and Sharon Robinson managed the CSP information stall and recruited additional members for the panel. The conference was excellent, congratulations to mhs. It was evident that although the CSP has been running since 2012 many tenants attending had not heard of the panel. This highlights the need to do more publicity and get out and meet more tenants. The Spring 2025 newsletter included three articles about the CSP, so we need to continue telling our story.

2.18 Homeowners Conference – In February 2025 CSP members participated with a joint presentation about the CSP by June Patey and Trinity Armstrong. Annette Beer, Sharon Robinson, Tracey Huzzey, and Mark Thorne managed in the information stall and recruited two additional homeowners joining the panel in April 2025. The conference was particularly helpful to the CSP as they had completed a review in 2019 on homeownership services and many of the changes now being proposed were included in the report.

2.19 Mayor of Medway Gala – The CSP were invited to attend the ball with Louise Humphrey and Gemma Hancock along with other mhs officers. Lovely photographs showed that a good time was had by all and the CSP would like to thank mhs for this opportunity.

2.20 Pride event – The CSP were invited to attend and be part of the procession for this annual mhs sponsored event. The CSP members managed the stall and had the opportunity to meet officers and customers. Thank you to mhs for this opportunity

2.21 Board Away Day – The CSP is very appreciative for the time and support offered by the Board to the Panel. All service review presentations are delivered to the Board by CSP members so there are opportunities to share feedback during the year. For the Board away day Daniel Piggins and Leanne Watling were selected to attend on behalf of the CSP. They both brought back excellent feedback that was helpful to the CSP. Thank you for the opportunity for the CSP to send members to this important event.

2.22 Christmas CSP meal – The CSP enjoyed the opportunity to meet informally and were grateful for the shopping vouchers. A big thank you to the Governance team for organising and attending. This was certainly a highlight of the CSP year.

2.23 Being part of interviews – Having the opportunity to have a CSP interview panel as part of a number of recruitment events was enjoyed by all CSP members that had the opportunity to attend. Members attended interviews for the FRAC recruitment, Business Assurance Manager, external audit contractor appointment, HoM Chair and our new CEO. Thank you for trusting the CSP to be part of these interviews.

2.24 Liberty Gas Lunch – Our review of Liberty Gas has driven service improvements and increased customer satisfaction. The report in 2023 highlighted many service failings but this has been turned around and learnings used to improve contract management wider than Liberty Gas. The lunch was to thank the CSP, allow attendance at the contract meeting and show case improved performance

2.25 Partnership working with internal audit – It is exciting that the CSP was part of the appointment of the service manager and now we are working together to share review scope for damp and mould and tailor our reviews to provide business and customer insight.

2.26 Summary of key performance by the CSP in 2024. Highlights:

• Over 3000 hours of volunteer time
• 3 service reviews
• 8 Recruitment events for new members
• Delivered a workshop focused on being a great rotating chair and member participation
• Completed mhs online courses
• In person training- data protection, EDI, governance, performance, regulatory compliance, Learning from Grenfell- fire safety, communication
• Learning articles from CIOH
• Reviews 2025- damp and mould, complaints
• Taken part with consultation on new policies and accreditation assessments (Customer Service Excellence)
• Reviewed 12 service improvement plans and updates
• Obtained feedback from over 500 customers
• Working groups and review leads
• Consultation on individual needs and reasonable adjustments Policy
• Attendance Bryant Street event
• Estate walkabouts.

2.27 Key recommendations:

• Develop a formalised set of performance standards for the CSP that are outcome driven to measure impact and success
• Increase the visibility and understanding of the role and responsibilities of the CSP across the business, ensuring that new employees are provided with a CSP fact sheet in their welcome pack, and are invited to meet the CSP- Lunch and Learn April 2025
• Provide summary CSP reports to be shared with customers on the website
• Recruit and train 2 HOM members on the CSP
• Actively participate and consider service reviews that are important to the CSP but also to support the Executive and the Board
• Use feedback from officers and the Board to ensure that awareness of the CSP is open and transparent and that the CSP is professional and respectful at all times.
• Continue to develop an annual workplan in partnership with the Executive and the Board so that focus and priority given to service areas where regulatory focus and compliance will be important from March 2025
• Use the new levels of knowledge and skills of the CSP to ensure that all service reviews are completed on time. A new service review monitoring approach has been developed be enhanced
• Use dedicated quarterly meetings for service review monitoring feedback
• Continue with hybrid working
• Develop personal development plans for all members.

2.8 Conclusion

The CSP has a good working relationship across the business. New members are being embedded and now taking on new roles. All the time and enthusiasm demonstrated by the panel is given because they feel valued and are benefiting themselves and the wider customer community.

Thank you to the Board and Executive and especially Governance for their support and guidance. The CSP are now sharing their best practice with other panels and this will help with developing a local scrutiny network providing benchmarking and learning opportunities.