Customer Scrutiny Panel Annual Impact Assessment Report 2025

1. Introduction

The Customer Scrutiny Panel (CSP) has had another successful year gaining in knowledge and skills and delivering service reviews to support mhs and Heart of Medway to deliver great services for their customers. The CSP was delighted to see Heart of Medway (HOM) awarded top grades by the Social Housing Regulator June 2025 recognising that all services to their customers are delivered by mhs homes- a well-deserved result reflecting all the hard work, passion and commitment to excellence. 

Statement from chief executive of mhs homes, Marie-Claire Delbrouque:

"Since joining the organisation in April, I have been so impressed by the work of our Customer Scrutiny Panel (CSP). What has stood out most to me is the way the organisation has embedded such a genuine commitment to listening to customers and, crucially, acting on the findings of CSP reviews.

"In my 23 years in housing, I can confidently say that this CSP is the very best I have seen. It has been a real delight to watch the panel grow in confidence and play such a vital role in shaping improvements that make a tangible difference to all our customers.

"The dedication, insight, and collaborative spirit of the CSP reflect the values we aspire to as an organisation, and I am proud to see the impact of their work recognised in this report.

Another great year of our customers holding us to account – thank you CSP."

The CSP continues to be able to support mhs homes and Heart of Medway by delivering independent scrutiny of housing frontline services, helping to drive and recognise service improvement and meeting the increasing demands of the Social Housing Regulator and Housing Ombudsman by demonstrating effective and informed scrutiny, 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 Heart of Medway.

During the year the CSP has had an exciting and rewarding time through a range of activities and opportunities:

• Completed three detailed reviews including: New Tenant/Customer Journey May 2025, Asset Management and planned works July 2025 and Damp and Mould Services December 2025.
  
  
• Worked in partnership with the Board and Executive to select and scope service reviews to ensure that the work of the CSP informs and helps shape service delivery providing that critical independent assurance focusing on the lived experience of the customer. Listening to the needs of the business to ensure that service reviews can add value and assurance is key.
  
  
• Feedback of all service review findings and recommendations for consideration by the Executive and Board is an important part of the scrutiny review process. It is evident that feedback both positive and negative is welcomed and open and mature discussions have informed service improvement plans created by the business. The CSP members highly value the opportunity to present their reviews and collectively all members have welcomed the opportunity to attend presentations to the Board as observers as part of their personal capacity building journey. This close working with the Board provides assurance to the CSP that their work is valued and customers are at the heart of the business. Nigel Hopkins Chair of mhs Homes Group Board states: "As Chair of mhs Homes, and on behalf of the whole Board, we find that the work that the CSP does to help improve the services we offer our customers and the community is invaluable. They provide a valuable insight into our services and this year helped us focus on the valuable areas of Aids and Adaptations, the New Customer journey, and Asset Management, as well as considering how their other work has improved our services. The meetings with the CSP encourages real Board participation and discussion and we look forward to working with them in 2026."
  
  
• Service improvement monitoring feedback on completed service reviews quarterly by the Executive leads has featured heavily demonstrating that the work of the CSP is positively contributing to the delivery of continuous service improvement and increasing overall customer satisfaction. This year the CSP have been pleased to move to having a dedicated meeting to receive updates on service improvement plans rather than including as part of their monthly meetings. Having the time to listen and ask questions ensures that a greater understanding of progress is considered along with any delayed implementation of recommendations. The CSP would like to thank the Executive Directors that put considerable time into preparing detailed presentations and attending the meetings to share their journey of change.
  
  
• Training of CSP members has been greatly enhanced through having a range of specific training opportunities delivered by mhs Executives and senior staff, covering Governance and Compliance, Technology and being a safe user, Communications, data protection, and a range of on- the job training opportunities to develop and sharpen scrutiny related skills and knowledge. Accessing the knowledge and skills of specialist mhs officers is highly valued and helps build a wider knowledge of the CSP in the business. Accessing online training modules and ensuring completion by CSP members is a positive approach to ensuring that CSP knowledge and skills area continually refreshed. As all CSP members are provided with a tablet or laptop they can easily access and complete online training. Demonstrating the importance of training the CSP has for 2026 created an additional Training Working Group to monitor member training needs and access training as required, encouraging CSP members to actively participate with planning and delivery of training, supported by mhs officers as required.  Training needs are reviewed as part of member annual Personal Development reviews including completion of a skills questionnaire. It is pleasing to report that CSP members enjoy and benefit from bespoke training and has positively helped individuals take on scrutiny activities that would have not been within their personal skill base prior to training. Over the year a number of CSP members have achieved new employment opportunities through their new skill base and receiving personal references provided by the Executive Director of Governance, their Scrutiny Champion.   

Consultation with customers through customer surveys, focus groups, one to one telephone conversations and site visits have continued with each service review. Take up of customer surveys with the support of the mhs Communications Team continues to be a valuable source of customer insight. The offer of the opportunity to enter a draw to win a shopping voucher to those that complete a survey has positively encouraged participation. Selection of the winner is always exciting and the CSP has been delighted to have Marie- Claire Delbrouque Chief Executive acting as the independent facilitator to select the winning customer.  

• Delivering a ‘Lunch and Learn ‘session to mhs officers to promote the role and work of the CSP was welcomed and the open invitation to attend additional sessions to widen knowledge of other internal and external services. This year June Patey and Tracey Huzzey led the lunch and Learn session supported by CSP colleagues. It is always a great pleasure to meet new staff and also those that have been involved with CSP reviews. Feedback has been positive and ensures that the CSP is seen as integral to the mhs commitment to service reviews and continuous improvement.
  
  
• Invitation to be part of the mhs Pride event in August 2025 sponsored by mhs homes was welcomed by CSP members, June Patey, Sharon Robinson and Tracey Huzzey supporting their commitment to Equality and Diversity. It is also a lovely opportunity to meet mhs officers in a ‘social’ environment and help promote the work of the CSP.
  
  
• Opportunity for Sharon Robinson to participate with the laying of the mhs wreath for Armistice Day joined by a mhs officer. It was particularly fitting as Sharon comes from a family that has served in the army and herself was brought up in forces.
  
  
• Supporting the mhs charity Quiz attended by Sharon Robinson, June Patey, Leanne Watling and Laura Hastings. The CSP were very keen to support recognising the hard work invested to complete the charity cycle ride to Paris and the sleep out by many officers in the Broadside carpark. The CSP had their Scrutiny Champion, Louise Humphreys participating with the cycle ride and were keen to recognise all her training and passion to raise funds for charity.
  
  
• Having representation by Sharon Robinson on Partners and Community Together (PACT) bringing the customer voice to an important community group. The CSP is keen to see members supporting community groups alongside mhs officers and other local partners supporting the community.
  
  
• Supporting VE Day on 8 May 2025 saw Sharon Robinson, Mark Thorne and Daniel Piggins promote the CSP and support other partner organisations on the day. They took the opportunity to meet local customers and raise awareness of the CSP.
  
  
• Benchmarking saw the CSP meet with Moat Housing to share views on delivering welfare and benefits advice for vulnerable customers. The CSP from their experience are keen to expand their benchmarking opportunities in 2026 as they found it informative and helpful as they build their knowledge of Housing across the sector. The feedback from Moat was very positive saying that they learnt from the CSP and were impressed with their knowledge and learning about their mhs experience.
  
  
• Welcomed Marek Witko Executive Director from Moat Housing to observe a CSP meeting to see a scrutiny panel in action as they start on their journey to develop their own customer scrutiny panel. Feedback confirmed that the CSP were seen as a team and well established delivering important insight and feedback to mhs. Following the meeting Moat has created a scrutiny model built on the governance and operating model developed by mhs.
  
  
• Being able to present a retirement gift to Ashely Hook Executive Director who was instrumental in establishing the CSP and was consistently over the years a great supporter encouraging and welcoming independent customer scrutiny. The CSP were pleased to be able to be able to show their appreciation and wish Ashley a happy, healthy and fun filled retirement after so many years of great service to mhs customers.
  
  
• Contributing CSP news articles to the mhs newsletter, including a profile feature on a new member from our recruitment in 2024 Mark Thorne highlighting his CSP journey and the life changing skills now acquitted through being on the CSP. It is a remarkable story of learning new skills especially around literacy and using technology. Having never been in an office environment Mark has become a highly valued member bringing his fun personality into the CSP.
  
  
• Promotion of the CSP by June Patey at the Homeowners Conference in February 2025, and recruitment of two shared owners to the CSP. June provided a great presentation and used the success of the Gas Services Contract Service Review to demonstrate how scrutiny reviews can make such a change to management and service delivery. Other CSP members led by Annette Beer encouraged customers to find out about the CSP supported by colleagues.
  
  
• The CSP members have welcomed the opportunity to support a number of mhs officer and Board recruitment events through providing applicants an opportunity to meet the CSP and ensure that those looking to join mhs and HOM are committed to customer engagement and independent customer scrutiny. Opportunities included recruitment of FRAC, Business Assurance Manager, external audit, HOM Chair, Chief Executive Officer, Executive Directors (2). Tracey Huzzey a CSP member stated: “It is clear that mhs are attracting great applicants and they certainly have to work hard to be successful- the CSP approach is about understanding their commitment to customers and customer scrutiny a great learning opportunity for us all”.
  
  
• This year has seen the opportunity for the CSP to work with the Business Assurance Manager and internal audit to share review scopes and report key findings. It is hoped that this will be further developed in 2026. The partnership approach has been valuable to ensure the wider customer view collected by the CSP can add value to the review of internal operating services. Leanne Watling, a CSP member, described the experience: “It is interesting that we separately came up with many of the same issues but as our reality checking came after the internal audit by mhs we were able to identify a number of new improvements ready for the introduction on 25 October 2025 of new standards for the Damp and Mould Service”.

1.1  The CSP would like to thank Louise Humphrey Executive Director Governance and Scrutiny Champion, and the Governance team including Oonah Lacey our independent mentor for their hard work and commitment helping the CSP play such a vital role to assist mhs homes and the Board on their journey to delivering high quality services for all customers.

Statement from Louise Humphrey Executive Director Governance and CSP Scrutiny Champion: "One of the great privileges of my role is to work closely with the CSP. We have a strong panel who are all committed to helping mhs and Heart of Medway provide the best service we can to our customers. They take their role very seriously and work really hard throughout the year. The honesty and professionalism of their reviews is second to none and provides us with brilliant customer focussed practical recommendations as to how we can improve our service delivery."

1.2 The CSP would like to thank all those that contributed to our service reviews. The feedback has been used to shape the way forward and in particular ensure that those that participate with ‘reality checking’ activities understand that their time and contributions are highly valued. Only with officers and customers ‘participation can service reviews provide an insight into what is important for customers and those delivering services.

Statement from Gemma Hancock Executive Director of Assets & Development: "Our Customer Scrutiny Panel has turned feedback into real transformation. Their recommendations have driven tangible improvements, ensuring our services aren’t just better—they’re built around what matters most to our customers. Over the past few years, they’ve become an integral part of our teams, working alongside staff to understand roles and their impact on customers. They’ve built strong professional relationships and never shied away from challenging us. The reviews in my area have been invaluable—especially the one on gas servicing, which led to a complete overhaul of how that contract was managed, with a strong focus on robust improvements. Watching those recommendations take root and transform the service was rewarding, and I was delighted when an external review later confirmed Gas as one of our strongest compliance areas."

1.3 Key Recommendations:

• Develop a set of performance standards for the CSP that are outcome driven to measure impact and success and take into account the importance of efficiency and value for money.
• 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 by attending a monthly CSP meeting.
• Provide summary CSP review reports to be shared with customers on the website in a timely manner
• Recruit and train an additional 3 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 taking into account new regulatory compliance requirements.
• 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.
• Develop an annual workplan for 2026 in partnership with the Executive and the Board so that focus and priority given to service areas where current performance may be lower than the target set.
• Use the new levels of knowledge and skills of the CSP to ensure that all service reviews are completed on time. A build on our new service review monitoring approach with the introduction of CSP monitors appointed to work with services putting in place recommendations from service reviews.

2. Key highlights

2.1

a) Personal Development Reviews for CSP members is an annual requirement to monitor personal performance and identify development need. Feedback has been used to help refine and shape the way the CSP operates, delivers scrutiny and helps capacity build members. The key points included:

b) Rotating Chair for meetings - the CSP introduced in 2024 the model of having a rotating chair for CSP monthly meetings. Training to be an effective Chair and panel member at meetings was completed in August 2025 to upskill and encourage all members to take on the role. Feedback confirmed that the rotating chair model should continue and offers a safe environment to learn new skills.  

c) Hybrid working-The CSP has effectively used online technology to ensure that meetings are timely and accessible to all members. However, where there is a need for being on site for alternate monthly CSP meetings, training or visiting estates etc. then meetings are facilitated in the office. The advantage of being on site does help raise the profile and work of the CSP to officers that may not have engaged with the panel.

d) Visitors to CSP meetings- are always welcomed and the opportunity to present reports to the Board and Executive is highly valued. This year has seen a positive change with the Chairman of the Board embracing the work of the CSP and providing effective and helpful feedback that has demonstrated that scrutiny does have a role to play as part of assurance through reality checking activities undertaken by the CSP. The regular attendance by Executive and senior officers is much appreciated and helps motivate members as they feel that their work is valued and appreciated.

e) CSP volunteer time- the time given by panel members is highly valued and recognised by mhs. This has been reflected through providing gift vouchers to those members that actively contribute to service reviews and a Christmas meal. In total 2050 hours of volunteer time has been given by the panel members to complete their activities.

f) Retention of CSP members-Two members having to leave due to personal health changes in their lives and finding that the commitment required is more than they are happy to give but there has been a core of 16 members that have remained active.

g) Consultation - insight from customers and officers to inform service reviews is critical. The CSP has through a range of reality checking activities including:

• Customer surveys (3) - 500 customers
• Focus Groups (8) 30 customers
• Site Visits (8) 22 customers
• Interviews officers – 52

h) Smarter working- The CSP in 2023 set up as a trial the concept of dedicated working groups to focus on Communication led by June Patey and creating a CSP Guidance and Training Manual. The success has seen the extension to three dedicated groups for 2025, Communication, Recruitment and mentoring and buddying led by Annette Beer and Service Reviews and administration by Leanne Watling. In 2026 an additional training working group will be led by Tracey Huzzey to give the focus required to making training and capacity building led by the CSP.

2.2 Key Service Reviews

a) New Customer Journey completed May 2025, provided 23 key recommendations. As a result of the review much of the feedback has been used to further develop the service following the restructuring and move from generic to specialist teams in September 2025. A detailed service improvement plan was developed and updates on changes regularly reported to the CSP. This review was cross cutting across tenancy teams and voids and it is clear that many operating procedures have been changed to reflect the feedback provided and the improving reported levels of customer satisfaction. This review saw the work of the CSP include customer feedback and business operating procedures. A huge thank you to the welcoming approach for CSP members to observe void inspections and work delivered in homes and mapping the customer journey through the first 18 months of being a mhs customer This resulted in a quality review being completed that provided valuable insight to review management and operational procedures, adding value to the customer experience.

b) Planned works and asset management review completed July 2025 provided 24 key recommendations. The review highlighted the benefits of the restructure, additional resources and improved working and management. As a result of this review and the hard work of the team the service has been transformed to develop a team approach, compliance with service standards, new monitoring and reporting procedures, uniting teams reducing silo working and creating a more customer focused service. A follow up ‘light touch ‘review in 2027 has been planned.

Statement From Gemma Hancock Executive Director Assets & Development: "The CSP provides a truly valuable insight of how our services are delivered through the eyes of our customers. All reviews completed for my service areas including asset management and planned works have been very comprehensive and have put forward recommendations that have helped to improve our service offer. The Panel are one of the best I have had the privilege of working with." 

c) Damp and mould Service review January 2026 - The reality checking for this review was completed from September to December 2025. The review looked at the management and delivery of the damp and mould service and included customer feedback over the last 18 months. It is clear that considerable efforts have been put in place with a dedicated team and a new contractor to deliver works in homes. It is clear that the service will meet the new requirements coming into force October 2025. Customer feedback indicates improved customer satisfaction with the service.  There were many positives identified and is a credit to the team for their hard work to bring about change. A total of 15 recommendations noted but all were ‘nice to have’ rather than critical service failure.            

3. Conclusion

3.1 The CSP would like to thank mhs officers and the Board for the support and opportunities offered to the CSP to be your critical friend and recognising the independence, value and important role of the CSP.

3.2 The CSP looks forward to continuing to build enhanced partnerships across mhs and with all customers.

3.3 The CSP welcome the positive and encouraging statements that reflect their personal perception of the value and effectiveness of the work of the CSP. The CSP recognises that the support and positive working together reflects the culture and values of mhs which welcomes independent customer scrutiny as part of the journey to deliver excellent services.

3.4 The support and guidance delivered by Louise Humphreys Executive Director Governance and the CSP Scrutiny Champion has again been outstanding and brings valuable governance, corporate updates and Performance reporting to the attention of the CSP. The CSP values and respects being supported by Governance providing essential independence from those responsible for delivering customer services. This means that scrutiny is independent and does not allow others to mark their own work which is a key feature of the mhs scrutiny model, representing best practice. 

Report prepared by the Communications Working Group - June Patey, Sharon Robinson, Tracey Huzzey , Leanne Watling and Annette Beer