Excellence in customer service

• Project name: Customer Care Team
• Lead organisation: McTaggart Construction

Statement of support

McTaggart Construction's commitment to exceptional aftercare services demonstrates not only our technical expertise but our understanding that high-quality homes are about more than construction, they're about creating positive life experiences for the families and communities we serve.

At the heart of our customer care philosophy lies our commitment to building brilliant partnerships with our clients through direct, meaningful engagement. Rather than relying on external service providers, we have invested significantly in developing an in-house customer care division that provides our clients and end-user customers with the comprehensive repair and defect management service. This reflects our understanding that exceptional customer care cannot be outsourced, it must be embedded in our company culture and delivered by our own dedicated teams.

Our customer care team serve as named contacts for both clients and customers, providing a constant, reliable single point of contact throughout the entire customer journey – from first notification through to evaluation and review. This approach eliminates the confusion and frustration often associated with multiple handoffs and ensures that every interaction builds upon previous conversations, creating continuity and trust that forms the foundation of our brilliant client partnerships.

Over the past 24 months, we have undertaken an extensive program of change management and service improvement, working collaboratively with our clients, customers, and external consultants to map the complete customer journey at all levels. This approach has enabled us to identify and address pain points while enhancing our client and customer engagement protocols.

Central to our customer care excellence is our proactive identification and support of vulnerable and priority customers. Through follow-up calls on appointments and dedicated aftercare services, we provide a personal touch that goes beyond standard service delivery. Our teams are trained to recognise and respond appropriately to the often-complex needs of our end-user customers, ensuring that those who require additional support receive the care and attention they deserve.

Our commitment to excellence is demonstrated through significant investment in both technology and people. The modernisation of our management systems through business digitalisation, including enhanced features in our Clixi Fix system and tablet-enabled customer care staff, allows for real-time updates on job completion, risk management, and dynamic repair management. This technological advancement enables us to maintain zero open cases of unactioned defects within 24 hours of reporting; a remarkable achievement that directly benefits our client partnerships.

Dynamic repair management authorisation allows our teams to carry out small works immediately, reducing the need for return visits to customer homes and minimising disruption to residents' lives. This responsive approach demonstrates our commitment to efficiency without compromising quality.

The success of our customer care approach is evidenced by exceptional performance metrics. We have achieved 100 per cent success in meeting customer performance KPIs set by our clients, resulting in an outstanding 98 per cent customer satisfaction rating at the end-of-year stage on our affordable housing projects. Customer care has been highly commended by both clients and customers for the exceptional level of service delivered by our customer care and small works teams.

Our improved service delivery has enabled us to complete end-of-year making good defects two months prior to final handover deadlines, ensuring that both customers and clients experience satisfaction that exceeds expectations.

Outcomes and achievements

• “A joy to work with. Always approachable no matter how big or how small the repair is, they have a professional team of skilled workforce backed up by an extremely competent administration team. I am aware that they recently overhauled their internal procedures to ensure that client’s target response times were met timeously and this has had a positive effect on our reporting records too. The admin team regularly provide updates on defects reported, and this allows us to feedback their progress to our customers too”.

Fiona Maguire, development manager, C-Urb Property Development

• McTaggart Construction workmanship was second to none, very easy to deal with and communication throughout the project was excellent. Time frames given were realistic and achievable and the project completed on time, with the finished product being better than we anticipated”.

Martin Green, North Lanarkshire Council

• “Always helpful, friendly and quick to action any defects raised by our residents. Recently this has extended to them accepting a few jobs that have been raised after the end of defect period which has been appreciated. They’ve always kept us updated on progress of any ongoing works and updated our internal defect system, RD20. It’s always a pleasure to deal with the team.”

Chloe Johnson, project support officer, Riverside Scotland

• Project name: Lar Housing Trust - Excellence in Customer Service
• Lead organisation: Lar Housing Trust
• Partner organisation: Lar Operations CIC

Statement of support

“It’s been a miracle. My family and I were looking at homelessness when Lar contacted us. They offered a new build with a very reasonable rent. This was heaven sent considering the stressful situation we were experiencing.” So says one of Lar’s tenants.

Lar’s overriding aim is to improve tenants’ lives. The organisation provides support and services that help people put down roots in their own communities and ensures they can have a Lar home for life. The basic building block for customer satisfaction starts with a pound sign, as Lar offers high-quality homes at affordable rents to those most in need.

A seamless route is created to secure a Lar home for prospective tenants and consistent care and attention is delivered once they have one, with feedback used to continuously improve services. Lar is committed to putting tenants at the heart of everything, earning their trust and striving to give value for money with a focus on accountability, transparency and honesty.

Its engagement programme with all stakeholders covers both formal and informal interactions, with the overall purpose to improve services. All developments benefit from a dedicated property manager, providing the first point of contact with Lar.

Lar regularly inspects individual properties and developments, with meticulous attention to detail, ensuring a pleasant living environment is provided. Formal inspections take place monthly with a report sent to all tenants and staff visit every site weekly. Robust protocols and user-friendly systems ensure issues, from emergency repairs to routine upkeep, are dealt with quickly and repairs are completed within industry standard timescales. Tenants have their property manager’s direct dial plus access to app-based reporting tools.

Tenant engagement is greatly valued as evidenced in recent events held by Lar’s dedicated community engagement team. The feedback from tenants, at all Glasgow developments, highlighted various improvements and all suggestions were quickly implemented.

Lar’s property manager to tenant ratio is 1:185 compared to a sector average of 1:250 and this personal touch bears fruit: “Every single person I have dealt with has given me patience, trust and honesty along with helping me get back on the road after a tricky start to my adult life.”

Open communication and commitment to finding constructive solutions, ensures tenant arrears are addressed promptly and fairly and tenant loyalty is extremely high. Many are also attracted by the fact that they have a home for life, they can decorate their home and they can have pets with them.

Performance targets are set by the board and senior management team and detailed quarterly reports are produced to monitor performance, including complaint resolutions. In 2024 only five complaints were received and all were resolved satisfactorily.

Each development is visited formally by trustees every year to supplement the work of the property managers and tenants are invited to these. Estate walkabouts with tenants are regular features and outcomes from these are communicated to tenants and published widely. An annual tenant survey is also carried out on top of ad hoc surveys following interactions with staff.

Lar is committed to communicating with tenants in a way that suits each one of them best and this personalised approach, whilst more time consuming, is extremely effective.

An Annual Review is produced, which is distributed to all key stakeholders outlining activities and performance for the year and widespread use of social media is used to keep in touch with and to inform tenants of any relevant news.

Communication channels are well known to tenants, well supported by them and hugely important to staff as a way of engaging and supporting those under their care.

Outcomes and achievements

92 per cent of tenants would recommend Lar to family and friends:

• “We owe Lar our happiness and much more.”
• “Lar has changed our life.”
• “Wonderful staff.”
• “Staff are incredibly pleasant and helpful.”
• “Lar is honest, reliable and communicative.”

Events were held at Glasgow sites - tenants said they’d benefit from bike stores, patios, fencing and footpath repairs - all improvements were implemented quickly. Another development experienced issues with rubbish and Lar arranged, at its own cost, a bulk uplift area allowing tenants to dispose of large unwanted items.

Lar works closely with local authorities ensuring those facing the greatest need are helped. Edinburgh Council’s Debbie Herbertson: “Lar’s impact is considerable - they’re fantastic partners, helping our drive to find quality homes for those most in need.”

Lar’s provided two developments for Edinburgh Health and Social Care Partnership (EHSCP) for those with specialist housing needs. An EHSCP spokesman said: “I’d like to pay tribute to Lar for creating an environment that’s been designed around individuals - without the incredible attention to detail from Lar, it simply wouldn’t work.”

Less than 1.5 per cent of the portfolio is in arrears; occupancy levels sit at over 99 per cent and tenant retention sits at 86 per cent.

• Project name: Customer First Centre - Customer Satisfaction
• Lead organisation: Wheatley Group

Statement of support

Wheatley Group is Scotland’s leading housing, care, and property management organisation, serving over 210,000 customers across 19 local authority areas. At the heart of its customer service transformation is the Customer First Centre (CFC), a multi-award-winning contact centre that exemplifies excellence in customer service.

In the past 12 months, the CFC handled approximately 1.2 million customer contacts, many of which came from vulnerable individuals.

Listening to customer feedback from our My Voice customer satisfaction survey, with over 16,000 responses in the last year, several initiatives were put in place.

Recognising the importance of empathy and efficiency, a First Contact Resolution model and a geographical approach to service delivery. This ensured that over 90 per cent of enquiries were resolved at the first point of contact, allowing frontline housing staff to spend more time in their communities' supporting customers in their home.

The CFC operates 24/7, 365 days a year, with a dedicated team of over 135 customer service advisors and specialist support teams. These teams are trained to handle complex tenancy, repairs, and factoring issues, ensuring that every customer receives a personalised and effective response.

A cornerstone of Wheatley’s customer engagement strategy is the ‘My Voice’ programme—a digital feedback tool that captures real-time sentiment and satisfaction data. Since June 2023, the CFC has transitioned from surveying 50 per cent to 100 per cent of customers, now generating around 1,900 surveys weekly. This approach has enabled the organisation to identify service gaps and respond swiftly to customer needs.

Customer satisfaction has risen from 83 per cent to 90 per cent, meeting the organisation’s ambitious target. Feedback consistently highlights the helpfulness, politeness, and professionalism of staff. Customers have praised the CFC for its responsiveness and the genuine care shown by advisors.

The CFC’s success is underpinned by data-driven decision-making. Insights from ‘My Voice’ and customer demand data have informed a customer journey mapping exercise, leading to improvements across other service areas such as allocations and neighbourhood environmental teams. This demonstrates Wheatley’s commitment to continuous improvement and cross-functional collaboration.

Staff behaviour has been exemplary throughout this transformation. Advisors are empowered to take ownership of customer issues, follow through on commitments, and ensure that every interaction is meaningful. This culture of accountability and compassion has not only improved customer outcomes but also boosted staff morale and engagement.

In summary, Wheatley’s CFC has redefined what excellent customer service looks like in housing. Through innovation, insight, and a relentless focus on customer needs, the CFC has delivered a service that is inclusive, responsive, and truly outstanding.

Out with its core day to day role in Wheatley, the CFC is a critical contact point for customers in extreme situations, such as during storm Eowyn, when a red weather alert was put in place. Our team were able to support customers, giving reassurance around services and ensuring that only critical new repairs were raised. During the week of the storm, our customer satisfaction levels rose to 92 per cent.

This year, we have also utilised CFC staff to contact customers with a Radio Telematic Switch meter, who are at risk of losing their heating and hot water when their meter is turned off by the energy company. This small team have been successful in contacting 3,500 or 4,500 customers who may be impacted, supporting them to plan for an alternative meter to be installed.

Outcomes and achievements

Over the past year, Wheatley’s Customer First Centre has achieved outstanding outcomes. Implementing a First Contact Resolution and geographical service model has led to over 90 per cent of enquiries being resolved first contact. All five subsidiaries seen an increase in CSAT. This has allowed housing officers to carry out 130,000 customer visits, enhancing face-to-face engagement.

Customer satisfaction rose from 83 per cent in 2023 to 90 per cent in 2025, driven by the ‘My Voice’ programme, which now surveys 100 per cent of customers. With over 16,000 responses, this enabled real-time service improvements. The CFC’s satisfaction score improved from 4.28 to 4.5 out of five — a five per cent uplift in the last year.

Customers describe staff as “helpful,” “polite,” and “friendly.” Quotes include: ‘Although could not get job done, because of my previous hospital appointment, girl very understanding and asked to phone the next day. I am in my seventies and being treated with respect was a breath of fresh air.’

Awards -

• Lee-ann McHugh – Customer Experience Manager of the Year – Bronze award, UKCCF
• Kirsty Ritchie – Rising Star winner – The Forum Awards
• Robyn Cawdron – Agent of the Year winner – UKCCF
• Ellen McLauchlin – Senior Agent of the year winner – UKCCF

• Project name: Comprehensive CDM System Transformation
• Lead organisation: ACS Learning & Consultancy

Statement of support

Identification of Tenant Safety Concern Following a serious safety incident during tower block refurbishment works where a window fell from the 15th floor during working hours, our client faced an immediate crisis threatening tenant, worker, and public safety. The Health and Safety Executive launched an investigation, highlighting critical gaps in Construction Design and Management (CDM) procedures across the housing association's 6,000-home portfolio. This incident demonstrated urgent need for comprehensive CDM system transformation to protect residents and comply with regulatory requirements.

Immediate Response and Engagement ACS demonstrated exceptional customer service from the first emergency phone call. Our managing director Emma Willey provided immediate director-level engagement, offering reassurance and expert guidance during this distressing period. Drawing on our 47 years of health and safety expertise and extensive experience working with HSE investigations, we provided instant confidence that the situation could be resolved effectively. Rather than treating this as a standard consultancy engagement, we recognised the urgent need for comprehensive support and committed to partnering with the client throughout their entire transformation journey.

Comprehensive Service Delivery ACS went far beyond typical consultancy services, delivering a holistic approach that encompassed every aspect of CDM management transformation. Our service included:

• Development of robust CDM policies and procedures aligned with legislation and best practice
• Comprehensive audit of existing projects to identify improvement areas
• Creation of detailed written reports with actionable recommendations
• Face-to-face meetings with senior staff to ensure buy-in and understanding
• Identification and training of key personnel to implement new processes
• Hands-on shadowing of the first project under new procedures to ensure seamless transition

Exceptional staff behaviour and support: Throughout the eight-month transformation process, ACS staff demonstrated unwavering commitment to client success. We maintained proactive contact, regularly checking implementation progress and providing ongoing support. Our team remained accessible for immediate consultation, ensuring the client never felt abandoned during this challenging period. This approach created a partnership rather than a traditional client-supplier relationship, with ACS taking genuine ownership of outcomes.

Evidence of excellence: The client has confirmed that ACS's responsive, supportive approach was instrumental in rebuilding confidence following the initial incident. Our comprehensive transformation program has revolutionised how the organisation manages construction projects, with all CDM contractors now required to follow enhanced vetting and management procedures. The improved systems ensure robust contractor selection, enhanced safety monitoring, and proactive risk management across all construction activities.

Broader impact and learning: This project demonstrates ACS's ability to transform crisis into opportunity, delivering sustainable improvements that protect thousands of tenants. The enhanced CDM procedures developed have become a model for best practice, ensuring that tenant safety remains paramount in all construction activities. Our approach showcases how exceptional customer service during crisis situations can deliver lasting positive outcomes for both clients and the communities they serve.

Testimonial:

• "Following a serious safety incident, ACS provided exceptional support that went far beyond standard consultancy services. From the moment of our first emergency call, their managing director provided immediate reassurance and expert guidance when we needed it most. ACS didn't just review our procedures – they partnered with us every step of the way through policy development, implementation, and ongoing support. Their proactive approach and genuine commitment to our success helped transform a crisis into an opportunity for lasting improvement. The enhanced CDM procedures they developed now protect all our tenants and have fundamentally changed how we manage construction safety. We couldn't have achieved this transformation without ACS's exceptional dedication and expertise."

Outcomes and achievements

The Comprehensive CDM System Transformation delivered measurable improvements protecting 6,000 homes and their residents:

• Policy development: Created robust CDM policies and procedures ensuring full legislative compliance and best practice implementation across all construction projects.
• Enhanced contractor management: Revolutionised contractor vetting and management processes, with all CDM contractors now required to follow stringent new procedures including enhanced safety protocols, improved risk assessment requirements, and strengthened monitoring systems.
• Organisational capability: Identified and trained key personnel to implement new CDM management models, ensuring sustainable internal expertise and reducing dependency on external support.
• Risk reduction: Comprehensive audit of existing projects identified critical improvement areas, eliminating safety gaps that previously exposed tenants, workers, and the public to unnecessary risks.
• Regulatory compliance: Successfully addressed HSE investigation concerns through systematic review and enhancement of construction safety management systems.
• Sustainable implementation: ACS shadowing of first project under new procedures ensured seamless transition and embedded learning, preventing future safety incidents.
• Broader impact: Enhanced procedures now serve as best practice model, with improved safety standards protecting thousands of residents across the housing association's diverse property portfolio.

The transformation from crisis to excellence demonstrates lasting positive outcomes for tenant safety and organisational resilience.