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Contents

1. Introduction
2. How Complaints are Dealt With
3. Dealing with Complaints Through the Complaints Procedure – Good Practice
4. Factors to Take into Account when Handling Complaints
5. Responding
6. Feedback
7. The Do’s and Don’ts

1. Introduction

A complaint is...

An expression of dissatisfaction or disquiet in relation to an individual child or young person, which requires a response.

Staff are key to successfully handling complaints locally.

Remember - receiving and responding to complaints is either a statutory duty and/or good practice and an opportunity.

2. How Complaints are Dealt With

2.1 Stage 1 - Problem Solving

Staffs are expected to try and resolve problems/queries before they become complaints.

When a query has been responded to and the customer continues to repeat the query they should be asked if they wish to make a complaint.

If the customer does want to make a complaint, this must be dealt with under Stage 1 of the complaints procedure.

All complaints are passed to a manager with responsibility for the service, who is asked to examine the problem and try and resolve it to everyone’s satisfaction.

Most complaints are successfully dealt with in this way.

2.2 Stage 2 - Independent Investigation

This is a formal consideration of a serious or unresolved complaint involving an investigation by an independent person.

3. Dealing with Complaints Through the Complaints Procedure – Good Practice

Staff must:

• Take full responsibility for handling the complaint at this stage;
• Clarify and confirm the nature of the complaint with the complainant(s);
• Review the matter from the view point of the complainants, staff concerned and relevant policies, procedures and legislation;
• Decide on the appropriateness of the action taken so far;
• Decide if other action is required, when and by whom;
• Respond in writing, unless requested not to do so;
• Keep a record of the response;
• Identify any learning directly and indirectly related to the complaint and ensure any recommendations or actions are implemented;
• Respond within the timescales as instructed by the Complaints Manager. Where it is not possible to fully resolve the complaint in this time, explain why not and when it might be concluded. Inform the Complaints Manager of reasons for any delay.

4. Factors to Take into Account when Handling Complaints

• Does the complaint need to be clarified in writing? Ask if the complainant wants to do this or wants assistance;
• Are there staff safety issues to be addressed?
• Does the complainant need support, an advocate, an interpreter? Also see Working with Interpreters Procedure;
• If a written complaint is received by a worker or manager, it must be acknowledged in writing within three working days;
• Contact the complainant by phone, a meeting, a visit? Early contact tells the complainant they are being taken seriously. Research shows that a quick response, involving personal contact from a manager, to complainants is more likely to result in a satisfactory outcome;
• Are there overlaps with any other procedure, e.g. disciplinary, adult protection? If so, liaise with the Complaints Manager to decide how the complaint should be considered;
• Are there previous complaints about the same issue?
• Inform staff concerned of complaints being made;
• Remind staff that complaints are against the council, not individuals. Only a tiny percentage of complaints result in disciplinary actions;
• Identify and confirm what is to be looked into. Ensure it concerns one service. However, where there is an overlap with other areas or agencies, consult the Complaints Manager;
• Advise of other ways of complaining or making a complaint, if appropriate, for example, to other agencies, other council sections, elected members or to the Ombudsman. The Complaints Manager can offer advice;
• Examine appropriate records, files, computer records and financial reports;
• Discuss with relevant staff. Do staff need support or representation?
• What are the key issues and facts relating to complaints?
• Identify action to be taken - who, what, when, which section etc. Inform appropriate managers.

5. Responding

• In writing. Is a meeting required with the complainant?
• What format, e.g. tape, different languages? Can the complainant read?
• Refer to specific complaints;
• Are the complaints agreed with, why/why not?
• Be clear: is the complaint agreed/upheld, not agreed/not upheld or partly upheld/ partly agreed?
• What action is to be taken in response?
• How to apologise on behalf of the council. Tone is crucial so make sure you would be satisfied by it. For advice, consult the Complaints Manager.

6. Feedback

• Ensure that the line manager of the person being complained about arranges feedback to those concerned;
• Implement and monitor all recommendations and lessons learned;
• Carry out any promises made;
• Share any new lessons learnt with the complaints manager, anonymise the information so that it can be shared across the service.

7. The Do’s and Don’ts

Do

• Try to resolve complaints quickly and fairly;
• Give equal importance to all complaints;
• Show you are listening;
• Show you accept that it is important for the complainant- even if it is a low priority and you have more urgent complaints to deal with;
• Be positive;
• Use plain language;
• Avoid using jargon;
• Ensure complainants are aware on how to proceed if they remain dissatisfied.

DON’T

• Pass the buck - if you need to pass it on to another section or service, liaise with the other section first;
• Make promises you cannot keep;
• Impose your views on the complainant or problem;
• Take criticism personally. Complaints are against the council, not individual members of staff.

Finally

If you cannot resolve the complaint and the complainant wants to progress to the next stage, ensure you inform and agree this with the Complaints Manager.

The Complaints Manager will advise on special cases.

End