Agenda item

Report presented by Veronica Webb

The complaints process comprised three stages:

Stage One: Local Resolution

This had a 10 day response time (which could be extended to 20 days if a letter of delay explanation was sent to the complainant).

Stage Two: Independent Investigation

Two independent people would be invited to investigate the complaint and the original complaint response.

Stage Three: Review Panel

A panel would be called to independently review the complaint and the actions taken.

In 2013-14 the level of complaints resolved at stage one had decreased from the prior year. Stage two complaints remained at a static level as per 2012/13.

The highest levels of complaints had come from Under 12’s Triage/ MASH & Assessment teams, and Looked After Children (LAC). LAC was a highly emotive area, and often resulted in a decision of one parent or another receiving care of a child. The other parent often did not agree with the decision of the Social Worker.

Information had been improved for those outcomes. Acknowledging how parents felt often improved the outcome for the aforementioned parents. The summer break could impact on timing of the complaints process as parties may not be available for interview or investigation.

At Stage 1, 24 complaints were resolved within the 10 day limit. Another 20 complaints were resolved within the extended limit of 20 days.

Stage 2 included face to face meetings and were mainly with regards to welfare of the children within the social care intervention spectrum. This was found to work very well. Communication was vitally important, but the wishes of the children had to be taken into account.

One complaint in 2013/14 reached stage three and one action was upheld by the Regional Practitioner. An amendment had been made to the records.

In 2013/14, less than 16% of complaints were corporate. In 2012/13 the level of corporate complaints was significantly higher.

A small number of entries were categorised incorrectly to Children’s Services. Complaint numbers in the previous year had an unusual peak due to the closure of children’s centres. 2014/15 data may have been unfairly benchmarked against that data.

The expenditure on 2012/13 complaints was zero.

The expenditure on 2013/14 complaints was £9652.90. Some of this was for complaints that did not complete in the 2012/13 fiscal year.

Most complaints were received via email and telephone as these were the instant, most convenient methods.

Members correspondence had a 56% drop in 2013/14 compared to the previous year. This was largely due to the closure of children’s centres in 2012/13 having increased the volume of complaints. 67% of these were responded to within 10 days.

It was important for staff morale to receive compliments and these had been received across several teams. From the next meeting, examples of compliments would be made available. Compliment areas were mostly professionalism, practical advice given, and re helpful and understanding members of staff.

The complaints action plan showed some issues identified and areas of improvement in order to reduce that type of complaint.

The statutory timescale of complaint resolution were raised as being restrictive to a balanced and thorough investigation and resolution. Issues that took longer than the allotted time went to the Ombudsmen. The Ombudsmen took into account the quality of the investigation as a factor of going over timescale. No figures were available to identify how many cases were over the statutory timescale, or had to go to the Ombudsmen.

All leaflets for the service were being updated, including information within the ‘Welcome to Care’ pack. The information given was used to calm and inform parents of the services and how the process worked.

A copy of the ‘Welcome to Care’ pack would be provided by officers for circulation to the Committee.