Complaints Monitoring Report 2013-14
1. INTRODUCTION I am delighted to be able to present our complaints monitoring report for the financial year 2013-14. It can be easy to view complaints in a negative light. However, I take the view that effective monitoring of the messages provided through a complaints handling process is an absolutely essential way for a modern organisation to learn and improve the way it works. It is extremely important for a public service provider like the Council to be mindful, at all times, of the feedback our service users provide. As you read through this report, you will see that there are gaps in the information. It is acknowledged that our systems were not set up to allow reporting against all of the national indicators. However, we have introduced an electronic logging system and I expect to be in a position to provide a much fuller account of our complaints handling performance in the 2014-15 complaints handling report. The challenge for us as a Council going forward is to embrace the positives from effective complaints handling. We must ensure that our monitoring processes examine the reasons behind complaints and, wherever possible, avoid these arising again. We must also seek to understand and share good practice so it can be repeated. I trust you will find this report interesting and informative. Chief Executive, Mark Boden
2. AN OVERVIEW OF 2013-14 Shetland Islands Council adopted the Scottish Public Services Ombudsman s model complaints handling procedure in October 2012. However, the systems and processes to accompany the new procedure were not fully implemented and therefore full implementation was challenging. A project was carried out during the latter part of 2013 to accompany investment in new complaints management software. For the first time that software gave us the mechanism to deliver a more consistent approach to the logging, monitoring and reporting of complaints across the Council. The new system went live on 1 April 2014. Our challenge is now to embed the system and procedures across all service areas. It is acknowledged that the information held on 2013-14 complaints handling in some services lacks essential detail to allow us to report fully against all of the national indicators. From the data that is available, it is clear that many areas prioritise complaints effectively and seek to abide by the principles outlined in the model procedure. The information held on 2013-14 complaints handling in some services lacks essential detail to allow us to report fully against all of the national indicators. An important part of handling complaints effectively is to take time to develop a better understanding of the information they tell us. As a Council we are committed, through our complaints monitoring process, to: Identify service failures and take appropriate action Identify where services need to improve Identify poor complaints handling practice and put it right Examine good practice and understand how we might repeat it in other areas Identify trends in complaints and proactively address any issues The remainder of this report will seek to provide information on the eight national indicator areas. These are: Complaints received per 1,000 of population Closed complaints Complaints upheld, partially upheld and not upheld Average times Performance against timescales Number of cases where an extension is authorised Customer satisfaction Learning from complaints
Indicator 1 Complaints received per 1,000 population According to the National Records Office for Scotland, the population of Shetland during 2013-14 was 23,167. 1 During that time, we handled 89 complaints from service users. This means that, on average, 3.84 complaints were received per 1,000 residents in Shetland. Expressed another way, 1 in every 260 Shetlanders registered a complaint about our services. This level of complaints received is similar to that in our key comparative councils, Orkney and Comhairle nan Eilean Siar. As part of our commitment to benchmarking, we will discuss further with our family councils key themes emerging from their reporting arrangements and seek to share good practice wherever possible. 1 Source: National Records of Scotland - http://www.nrscotland.gov.uk/statistics-and-data/statistics/statisticsby-theme/population/population-estimates/mid-year-population-estimates/mid-2013
Indicator 2 Closed complaints 64 complaints were closed at Stage One. This represents 71.9% of all complaints closed. 25 complaints were closed at Stage Two. This represents 28.1% of all complaints closed. It is not always appropriate to handle complaints at the first stage of the process. It may be the case that the issue is of such importance that it needs to be handled at the second stage. Also, not all complaints are escalated to a second stage, having failed to be resolved. Outcome of complaints escalated from Stage One to Stage Two: 1 complaint was upheld 9 complaints were not upheld 2 complaints were partially upheld The performance reported here is encouraging as, in line with the principles contained in our procedure, our aim is to seek to resolve complaints as near to the point of service as possible. In an environment of ongoing reductions in our complaints handling capacity, it is vital that we eliminate over-processing and repeat handling wherever that is possible. Handling a complaint twice is a very inefficient use of time and resources and, more often than not, will result in dissatisfied service users.
Case Study 1 Learning from complaints The Cleansing Service were receiving a number of complaints relating to litter in the centre of the town. The complaints specifically mentioned the problem being worse after lunchtimes. The matter was investigated and the cause was identified as schoolchildren who lunched in the town. We spoke with the school and then altered the street sweeping to concentrate on the complaint areas after lunchtimes. These fairly straightforward and easily achievable change measures resulted in significantly fewer complaints from the area. Case Study 2 Effective complaints monitoring leading to learning Our Housing Service has a robust system in place for managing requests for service and complaints. Reports are reviewed regularly by the Management Team, which contributes to the service s ISO accreditation, helping to demonstrate ongoing commitment to continuous improvement. Through this process, any learning points are highlighted to staff, with changes to ways of working identified as appropriate. The monitoring process identified a tenant who had submitted a complaint about charges s/he had to pay at the end of tenancy due to their having fitted laminate flooring and damaged skirtings and facings. The handling process had emphasised the need to ensure permission letters are prepared and filed in line with the Tenancy Agreement and the need to ensure policies are clearly documented. This makes it easier to explain the appropriate outcomes to tenants and applicants and, it is hoped, will lead to tenants knowing where to find information.
Indicator 3 Complaints upheld, partially upheld and not upheld Outcome of Stage One complaints, that detailed information is available for. 12 complaints were upheld at Stage One 19 complaints were not upheld at Stage One 13 complaints were partially upheld at Stage One Outcome of Stage Two complaints 8 complaints were upheld at Stage Two 10 complaints were not upheld at Stage Two 7 complaints were partially upheld at Stage Two It is interesting to note the numbers of complaints that were not upheld at both stages of the process. Where a complaint is not upheld, it is vital to ensure the complainant receives a clear explanation of why that is the case. The reasons for not upholding complaints vary greatly across services.
Indicator 4 Average times Stage One complaints We aim to respond to and close Stage One complaints within 5 working days. The average time to respond to complaints at Stage One was 5.4 working days, so we just missed this target. Stage Two complaints We aim to respond to and close Stage Two complaints within 20 working days. The average time to respond to complaints at Stage Two was 29.1 working days so, again, we missed our target. Regrettably, it is not possible to report on the average time to respond to complaints escalated from Stage One to Stage Two.
Indicator 5 Performance against targets This indicator measures the number and proportion of complaints that were closed at Stage One within 5 working days, and those that were closed at Stage Two within 20 working days. Regrettably, this is a further example where the systems we had in place, prior to the new electronic complaints logging system, did not allow thorough analysis of complaints data gathered. As a result, we are unable to report against this measure. Indicator 6 Number of cases where an extension was authorised This indicator measures the number and percentage of complaints at each stage where an extension to the 5 or 20 working day timeline was authorised. For the same reasons noted above for Indicator 5, we are unable to report our performance against this indicator.
Indicator 7 Customer satisfaction We have many methods for collecting feedback on our service delivery. As well as collecting negative comments, it is important that notes of thanks and compliments are also logged. Local Government Benchmarking Framework figures show that all our services assessed had satisfaction levels significantly higher than the national averages. These are shown below: Local schools: 92% (Scotland 81%) Above national average Social Work/Social Care: 81% (Scotland 55%) Above national average Refuse collection: 94% (Scotland 83%) Above national average Street cleanliness: 81% (Scotland 74%) Above national average Local libraries: 90% (Scotland 81%) Above national average Local parks and open spaces: 96% (Scotland 86%) Above national average Local museums and galleries: 94% (Scotland 76%) Above national average Local leisure facilities: 93% (Scotland 78%) Above national average
Indicator 8 Learning from complaints Complaints monitoring processes are now in place at various levels across the organisation. The Corporate Management Team receives quarterly monitoring reports. As well as monitoring the numbers and types of complaints logged on the system, these reports have sought to highlight areas of good practice and learning points. When considering the report, Directors and the Chief Executive are encouraged to exchange their experiences of departmental complaints monitoring. These reports are then shared with elected Members through existing communications channels. As part of the process of embedding the new electronic monitoring system, staff in services have been identified as complaints administrators and have received training in the system. Regular feedback from those staff is used to improve the corporate monitoring systems. We also loaded a complaints handling module on to our I Learn electronic training system, to help improve administrators and lead officers understanding and awareness of best practice in complaints handling. 3. LOOKING AHEAD The new policy and monitoring arrangements have now been in place since April 2014. Following feedback from administrative staff, we launched a short project to make sure that staff are clear on what s expected of them in terms of logging, and to ensure that the electronic system is being used as efficiently as possible. Over the next few months, we are also committed to further improving the alignment of complaints monitoring with services and in raising elected Members awareness of their roles in effective complaints management. The key challenges we face are doubtless shared with many other councils and organisations in general. These are to: Embed an organisational culture that seeks to ensure effective delivery of the principles outlined in the policy.
Empower staff to have the confidence to seek early resolution of complaints. Ensure officers handling complaints - particularly more complicated matters - apply the necessary priority and always seek to ensure the timescales are met. Improve communication with complainants; always ensuring that, where it is not possible to meet timescales, an explanation will be provided. Promote a more systematic approach to complaints reporting and logging, to ensure that future reporting against the national indicators is seamless. Align monitoring activity with our performance management arrangements, particularly our public performance reporting arrangements. We are confident that our monitoring processes are much more robust. Evidence confirms that discussion and reflection on complaints handling is much improved. 4. FURTHER INFORMATION The Annual report from the Chief Social Work Officer 2013-14 is available here: http://www.shetland.gov.uk/coins/submissiondocuments.asp?submissionid=16682 If you want to leave feedback on Council services, you can do that here: http://www.shetland.gov.uk/feedback/default.asp You can find our quarterly monitoring reports here: http://www.shetland.gov.uk/comments_complaints/default.asp www.shetland.gov.uk @ShetIslandsCll