We believe that customers will always come first at Sovereign and that residents will remain at the heart of what we do, today and tomorrow.
Our newly launched Customer Impact Strategy (CIS), which incorporates many of the recommendations made in the NHF Together with Tenants strategy, will help us deliver the best customer outcomes in a changing world.
Built around nine customer outcomes, the strategy examines what we and our customers want to feel about Sovereign. We want to embed a ‘culture of customer’ that drives our people across the organisation to take ownership, to care, and to really listen. In setting ourselves clear measurements and targets we’ll know we’re on the right track.
Across the year we were awarded 81% customer satisfaction overall as a landlord, and our customers’ trust in us has gone up from 8.1 to 8.3 out of 10, we believe reflecting the fact that customers recognised our commitment to running essential services during the pandemic.
Our Resident and Board Partnership and Scrutiny Coordination Group work with our Board hosting workshops and customer feedback exercises to review and improve our services.
In 2020-21 they focused their attention on service charges for grounds maintenance and communal cleaning and investigated our anti-social behaviour response, making 11 service recommendations.
In 2021-22 we will be investigating shared ownership staircasing and our resales service, our keyworker rental service and the type of experiences people have when they buy a new home from Sovereign.
We also launched our Youth Housing Panel, giving nine young Sovereign customers the opportunity to influence their housing futures by working with our charity partner Creative Youth Network, to highlight the issues that matter to them and to discuss ways we can make changes.