Housing Associations like Grosvenor Hart Homes (GHH) are required by the Regulator of Social Housing to publish TSMs every year. TSMs indicate how we are performing as a landlord and help us to understand how we can do better for our tenants.
There are a total of 22 TSMs. They are made up of 12tenant perception questions(which we get from surveying our tenants about our services) and 10management information questions (which we get from our housing records).
Carrying out these surveys is really helpful for us as it gives an indication of what our tenants feel we are doing well and what would improve their experience of living in a GHH property. We use what we learn from these surveys and from our management information to change our processes and improve our services.
Publishing this information online also allows us to be the transparent and accountable organisation we want to be. As the organisation grows, you’ll be able to see how the organisation has changed over time and compare us to other housing associations.
As we are a small housing association, we only carry out the tenant perception surveys once every two years, but we always welcome feedback about how we are doing and regularly get in contact with our tenants to gather their views. We talk more about this and how we create thriving communities where our tenants can have their say here.
Tenants can always email feedback@grosvenorhart.com or speak to any member of our team to give us their feedback.
How did we carry out our TSM perception surveys?
We wanted to make sure it was easy for tenants to complete the TSM surveys so that we could hear the views of as many of our tenants as possible.
Here are a few things we did to achieve this aim:
We took a ‘census’ approach, meaning surveys were sent to all of our tenants so that they all had the chance to respond. This included both our social housing households, who we have a regulatory requirement to survey, but also our all of our market rent households.
We provided options to our tenants to either complete the survey electronically at a time that suited them, face-to-face or over the phone.
Our surveys were open for completion for just under a month between November 2025-December 2025.
The surveys were carried out and analysed in-house by GHH staff.
We also wanted to recognise that tenants were giving us their valuable time to complete these surveys so all GHH tenants who completed the survey were given the opportunity to enter into a prize draw to win £100 voucher in time for Christmas.
How did we do?
We had a high response rate among our social housing households, with 97% of households completing the TSM perception survey. The response rate among our market rent households was a bit lower at 79% of households. We think that this means the results are representative of the GHH tenant population.
In numbers, this meant that of the number of homes occupied when we did the survey:
38 out of 41 social housing households responded
15 out of 19 market rent households responded
You can find the results below. They are separated into tenant perception survey performance first (both social housing and market rent housing) and then management information for social housing only as per the regulatory requirement.
TSM Metric - %
GHH Social Housing
GHH Market
GHH All
Sector benchmark
TP01: Overall satisfaction
97%
93%
96%
81%
TP02: Satisfaction with repairs service
96%
100%
97%
81%
TP03: Satisfaction with time taken to complete most recent repair
96%
100%
97%
77%
TP04: Satisfaction that the home is well maintained
97%
100%
98%
80%
TP05: Satisfaction that the home is safe
97%
100%
98%
85%
TP06: Satisfaction that the landlord listens to tenant views and acts upon them
95%
86%
92%
72%
TP07: Satisfaction that the landlord keeps tenants informed about things that matter to them
100%
100%
100%
81%
TP08: Agreement that the landlord treats tenants fairly and with respect
97%
100%
98%
86%
TP09: Satisfaction with the landlord’s approach to handling complaints
75%
0%
50%
45%
TP10: Satisfaction that the landlord keeps communal areas clean and well maintained
84%
80%
83%
75%
TP11: Satisfaction that the landlord makes a positive contribution to neighbourhoods
95%
100%
96%
75%
TP12: Satisfaction with the landlord’s approach to handling anti-social behaviour
90%
83%
88%
70%
Management performance
23.8
Number of complaints received relative to the size of GHH as a landlord- Stage 1 (CH01) (Footnote: *calculated as the number of complaints per 1,000 homes)
23.8
Number of complaints received tenants relative to the size of the landlord- Stage 2 (CH01) (Footnote: *calculated as the number of complaints per 1,000 homes)
100%
Complaints responded to within Housing Ombudsman Complaint Handling Code timescales - Stage 1 (CH02)
100%
Complaints responded to within Housing Ombudsman Complaint Handling Code timescales- Stage 2 (CH02)
47.6
Number of anti-social behaviour cases opened relative to the size of the landlord (NM01) (Footnote: *calculated as the number of ASB cases per 1,000 homes)
0
Number of anti-social behaviour cases opened that involve hate incidents (NM01) (Footnote: *calculated as the number of ASB cases per 1,000 homes)
0
Number of homes that do not meet the Decent Homes Standard (RP01)
75%
Of non-emergency responsive repairs completed with target timescales (RP02)
100%
Of emergency responsive repairs completed with target timescales (RP02)
Emergency repairs:
As per the GHH Repairs Policy, GHH classes an emergency repair as an ‘emergency hazard that is presenting imminent and significant risk of harm to people or property’.
GHH’s target timescale for responding to all emergency repairs within 24 hours of them being reported to us. As part of this response, we will investigate the issue and complete any work that is required to make the property safe.
Where additional work is required after this to permanently fix issue, this will be completed as an urgent/significant or routine repair as required.
Non-emergency repairs:
As per the GHH Repairs Policy, GHH has three non-emergency responsive repairs timescales as follows:
Urgent/Significant Repairs- we respond to all ‘Urgent/Significant’ repairs within 3 working days of them being reported to us and will make the property safe. We complete any further investigation within 10 working days of the report.
GHH Routine Repairs- our timescale for completing standard routine repairs is within 10 working days of the issue being reported to us.
Routine Repair- Warranty/Defects- some of our properties are covered by a warranty or defects period and routine repairs to these properties will be dealt with by our external partners within 30 calendar days of them being reported to us.
How can we improve?
Although the TSM results are positive and show we are doing well, we know we can always do better.
This is why we are taking the following steps as a result of our TSMs:
1. Faster and more reliable repairs
We’re working to make repairs quicker and more reliable by improving how we manage contractors.
We’ll keep a closer eye on overdue jobs and take action sooner when things slip, with more oversight from our senior team.
We’re also looking at better ways to keep you updated about repairs
We’re holding a session with our tenants looking at our repairs service to find out your views on how it could be better.
2. Better communication with you
We want to make it easier to understand your day-to-day experiences so are rolling out new features to improve our ad-hoc surveys
You’ll see clearer, simpler information about our services and processes.
We’ll also ask for more feedback so we can keep improving.
3. More consistent neighbourhood management
We’re reviewing how we deal with neighbourhood issues, including anti-social behaviour, to make sure we respond fairly and consistently.
We’ll make it easier to report concerns and give our team better tools to take action more quickly.
We’ll also encourage everyone to play a part in keeping communities safe and respectful.
4. Stronger, more inclusive community activities
We’re offering more community events at different times, including evenings and weekends.
There will be more opportunities for children and families to get involved.
We’re also giving tenants a bigger voice in shaping activities and community expectations.
We are rolling out an updated Customer Voice Framework to give tenants more of a say in how their communities are run.