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TSM takeaway 5: benchmark with purpose and relevance

  • Writer: Phil McCavish
    Phil McCavish
  • May 19
  • 2 min read

Our Insights Report on the the latest Tenant Satisfaction Measures (TSM) data published by the Regulator of Social Housing (RSH) to identified five recommendations to focus improvement activities.





Download the one page summary:


Recommendation 5 — benchmark with purpose and relevance


The challenge

TSM creates an unprecedented benchmarking opportunity, but comparisons with the sector median or governance ratings obscure what is genuinely achievable — and can point improvement activity in the wrong direction.


The evidence

  • G1 providers range from 57% to 91% TP01 — governance explains ~6% of variance.

  • Size, region and stock composition drive most of the variance.

  • Top performers (Livin 91%, Housing 21 90%, Clwyd Alyn 89%) are small & regional.


Why it matters

Median-based benchmarking sets the bar too low and blurs the view of what good looks like. Well-chosen peer comparison — especially with top-quartile peers — creates meaningful stretch and reveals practical, transferable lessons.


What good looks like

  • Peer cohorts defined by size, geography and stock composition — not just sector.

  • Comparisons anchored to top-quartile peers, not medians.

  • Larger providers should consider benchmarking their regional operations against best-in-class regional providers

  • Benchmark insight shapes targets and learning, not just scorekeeping.

  • Direct learning partnerships with high-performing comparable organisations.

  • Benchmarking will likely identify areas to investigate further rather than specific improvement targets.


Recommended actions

  1. Define a tailored peer group based on size, geography and stock composition.

  2. Larger providers should also consider regionalised comparisons of their performance.

  3. Set performance expectations relative to top-quartile peers, not sector median.

  4. Establish learning exchanges with high-performing comparable organisations.


Enablers and watch-outs

  • Data caveats — reporting consistency still varies.

  • Combine benchmarks with outcome design; don't let them set the ceiling.

  • Watch-out: 'comparing down' to justify current performance.

  • Peer selection must be revisited as the sector evolves.

 
 
 

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