Agenda item

An effective complaints process demonstrates commitment to accountability, fosters trust amongst customers and stakeholders, and provides a structured way to address concerns appropriately and promptly. 

Recent revisions to the Local Government Ombudsman Complaint Handling Code have introduced changes designed to enhance the efficiency, transparency and responsiveness of local authorities in handling complaints. These modifications affect the operations and policies of all UK local authorities.  

The BCP Council Complaints Policy has been updated and additionally, a separate new policy has also been prepared regarding Unreasonable Actions, as also recommended by the Local Government Ombudsman. 

The Portfolio Holder for Customer, Communications and Culture presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'A' to these Minutes in the Minute Book. The Board was advised that an effective complaints process demonstrates commitment to accountability, fosters trust amongst customers and stakeholders, and provides a structured way to address concerns appropriately and promptly. Recent revisions to the Local Government Ombudsman Complaint Handling Code have introduced changes designed to enhance the efficiency, transparency and responsiveness of local authorities in handling complaints. These modifications affect the operations and policies of all UK local authorities. The BCP Council Complaints Policy has been updated and additionally, a separate new policy has also been prepared regarding Unreasonable Actions, as also recommended by the Local Government Ombudsman. The Board was advised that the Council was also seeking to establish a lead member role for complaints. A number of issues were raised in consideration of this item:

·      Mandatory Guidance: Clarification was sought on whether the revised Code deviates from mandatory guidance. It was confirmed that the Code promotes best practice, introduces a more robust framework for complaint handling, and includes improved support for staff, such as a reduced response time for Stage 1 complaints.

·      Database Development: In response to a query about the timeline for replacing the complaints database, it was noted that testing would occur this year, with full implementation expected by the following April. In the interim, complaints are being tracked via spreadsheets.

·      Support for Vulnerable Complainants: The service recognises that individuals may raise complaints in various ways and is committed to exploring different methods of support for vulnerable complainants.

·      Unresolved Complaints: Stage 1 complaints are monitored, with more complex cases progressing to Stage 2 and potentially beyond. A record of unresolved complaints ia maintained.

·      Financial Implications: The updated system will be developed using the Council’s in-house Dynamics platform, with no additional costs anticipated.

·      Audio Complaints and Contact Attempts: Clarification was requested regarding the process for resolving complaints via audio and the number of contact attempts made. It was noted that voicemail messages are no longer left, and the wording around this process would be reviewed.

·      Service Requests vs. Complaints: Where a service request is not addressed adequately or in a timely manner, it may be escalated and treated as a complaint.

·      Role of Ward Councillors: In response to a query, the Portfolio Holder confirmed that ward councillors may be supported by the Portfolio Holder in the complaints process, if required.

·      Escalation to Stage 2: If a Stage 1 response is delayed or unsatisfactory, the complaint may be escalated to Stage 2. Enhanced monitoring is now in place, and the central complaints team provides support to resolve issues at Stage 1 wherever possible. A suggestion was made to include a defined timeframe for Stage 1 complaint resolution within the policy, after which escalation to Stage 2 would be permitted.

·      Improved Access: Efforts were underway to streamline access to the complaints system, including the potential introduction of a direct email option for submitting complaints.

·      Definition of Vulnerable Customers: It was acknowledged that unreasonable behaviour may sometimes stem from underlying vulnerabilities. The importance of providing appropriate support to help manage and de-escalate such behaviour was emphasised.

RESOLVED that the Board further examine the role of councillors in the complaints process, particularly in relation to ward issues and casework.

Voting: Nem con

The Chair thanked all participants and confirmed that the issues raised would be taken forward.