Council Complaints Performance Report for 2024-2025
Perth and Kinross Council · 19 November 2025
Back to Scrutiny and Performance Committee — 19 November 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Scrutiny & Performance Committee Date of Meeting: 19 November 2025 Report Title: Council Complaints Performance Report for 2024-2025 Report Number: 25/317 Report Author: Connor Wilson - Business Support Service Manager & Joy Mayglothling - Complaints Team Leader Organisational Lead: Scott Walker - Strategic Lead (Finance and Business Support) ___________________________________________________________________ 1. Purpose 1.1 The purpose of this report is to demonstrate our commitment to high quality service delivery and responsive customer care in relation to our handling of complaints. The Complaints Team has made significant strides in improving how complaints are handled, resolved, and learned from. 1.2 In addition, this report provides the Committee with an update on the performance of complaint handling and response to complaints along with providing assurance that the Council has a robust and effective Complaints Handling Procedure (CHP) in place. 1.3 This report also complies with public performance reporting requirements in accordance with the Scottish Public Services Ombudsman’s (SPSO) performance measures for Local Authorities. 1.4 This report also highlights enhancements to our complaints handling procedures to ensure that we are dealing with complaints in a child friendly manner as required by the United Nation Convention on the Rights of Children (UNCRC). More information on the requirements set by the SPSO and copy of the Child Friendly Complaints Handling Principles produced by the SPSO are available here.
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1.5 Sections 1. Purpose 2. Recommendation(s) 3. Background/Main Issues 4. Improvement Activity 5. Listening & Learning from Complaints 6. SPSO Performance Information 7. Conclusion 8. Impact Value Assessment 9. Appendices 2. Recommendation(s) It is recommended that the Scrutiny and Performance Committee: 2.1 Considers and comments on this report; and 2.2 Notes that the performance of the Complaints Handling Procedure will continue to be monitored and reviewed throughout the year. 3. Background/Main Issues 3.1 We are committed to providing high quality services but on occasions things can go wrong and residents can be unhappy with our services. 3.2 A complaint is defined under the CHP as: “An expression of dissatisfaction by one or more members of the public about the local authority's action or lack of action, or about the standard of service provided by or on behalf of the Local Authority.” 3.3 The CHP details our two stage process in full, however, in brief. Stage One: We aim to resolve complaints quickly, and as close to where we provide the service. This could mean an on the spot apology and explanation if something has clearly gone wrong, and immediate action to resolve the problem. Stage Two: Investigations are undertaken for escalated Stage One complaints that have not been resolved at Stage One. In addition, complaints that are complex in nature and require detailed investigation and therefore not suitable for stage one of the process. 3.4 Where an individual remains dissatisfied with the investigation outcome at Stage Two then they have recourse to the Scottish Public Services Ombudsman (SPSO) to request a review of their complaint.
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3.5 The Council’s CHP is considered to be appropriate and effective; its performance is within acceptable limits and is in line with the SPSO requirements for a complaints process. It is the same model which is in operation across all Scottish Local Authorities and other Public Bodies. 3.6 The CHP can be viewed at this link Complaints Handling Procedure. 3.7 This report covers the reporting period 2024-2025. 3.8 We are committed to listening to our customers and using feedback to improve our services. During 2024–2025, we recorded and handled 1,604 complaints at Stage One and Stage Two of our Complaints Handling Procedure (CHP). This marks a 19% reduction compared to the previous year and is consistent with a broader trend seen across some areas within Scotland. 3.9 It’s important to note that the number of complaints recorded in a year may be higher than those resolved within the same period. This is because some cases are withdrawn or remain open beyond the reporting year. In total 1,492 complaints were closed during 2024–2025. 3.10 We have made significant progress in responding to complaints more quickly: • Stage One complaints were resolved in an average of 5.8 days, an improvement from 6.1 days in the previous year. • Stage Two complaints saw a notable improvement, with an average response time of 20 days, down from 28 days the previous year. 3.11 These improvements reflect our ongoing efforts to provide timely, effective responses and ensure every customer feels heard and valued. It should be noted that there are times throughout the year when investigations cannot be undertaken and response times are therefore affected; eg school holidays. 3.12 In April 2024, we established a dedicated Complaints Team to lead all complaints work including Stage Two investigations. This change has significantly improved response times and consistency in how complaints are handled. 3.13 By bringing specialist staff together, we have: • Resolved complaints faster through expert investigation • Improved communication with customers • Provided better support to frontline teams handling Stage One complaints. 3.14 This streamlined approach ensures a more efficient, fair, and customer focused complaints process across the Council.
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3.15 In summary, of the 1,604 complaints recorded in 2024-2025: Stage One 1,275 85% Average response time 5.8 days (improvement of 0.3 days) Escalated from Stage One to Stage Two 141 10% Stage Two 76 5% Average response time 20 days (improvement of 8 days) 3.16 A total of 88 complaints were withdrawn (19 at Stage Two and 69 at Stage One), and 24 complaints were still ongoing at the end of the reporting year, 2 at Stage Two and 22 at Stage One. All 24 of these were completed early in the next reporting year. 3.17 The SPSO issued no decision notices to Perth & Kinross Council in relation to Stage 2 complaints which were referred to them for review in the period covered by this report (Appendix 2). 3.18 To ensure that the Council meets its responsibilities under the UNCRC some enhancements have been made to our complaints processes. These changes are to ensure that children’s rights are at the centre of any complaint that concerns them. 4. Improvement Activity 4.1 Monitoring of complaints activity, reporting and themes raised within complaints are carried out both at an organisational and Service level. 4.2 A number of complaints handling improvements actions were identified and to improve the experience for both customers and staff, several key actions were introduced to strengthen our complaints handling process, many of which are ongoing: • Revised Training for New Staff Ensures new team members are confident and well prepared to handle complaints effectively from day one. • Refresher Training for Existing Staff Keeps skills up to date, reinforcing best practices and improving consistency in responses. • New eLearning Module Offers flexible, accessible training for all staff, helping them build confidence and competence in complaints handling. • Staff Toolkit for Front-Line Officers Provides quick-reference guidance and resources to support timely and accurate responses to customers. • One-to-One Support for officers dealing with Stage One Complaints Gives staff personalised guidance on complex cases, leading to quicker resolutions and better customer outcomes.
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• Enhanced Reporting Improves visibility of trends and performance, helping us identify areas for improvement and celebrate success. 4.3 These improvements are designed to make the complaints process more responsive, supportive, and efficient for everyone involved. 4.4 From April 2025 a key focus has been trend analysis and reduction of repeat complaints. Dashboards and strategic business intelligence reports have been developed for several front-line service areas, offering summarised insights on complaint volumes and trends across different service areas. The reports identify the most useful information and provide an insight into complaints received to help services target areas of concern and drive improvements in their respective areas. 5 Listening & Learning from Complaints 5.1 Feedback is valued throughout the Council and complaints are a vital opportunity to improve. By actively listening to our customers, we have been able to make real changes that enhance the quality of our services and the customer experience. 5.2 In 2024–2025, 290 service improvements were made directly as a result of complaints. These included adjustments to processes, clearer communication, staff training and better support for customers, demonstrating our commitment to learning and acting on what matters most to the people we provide services to. When improvement actions are identified as a result of a complaint, the details are shared with the complainant in their response meaning that they are clear what we intend to do to improve things, who is responsible and when the required action will be completed. 5.3 A small number of examples are detailed below. You complained about … We did… Benefit Communication within Planning & Development was unclear Staff were reminded of Customer Service Standards and trained on the Planning enforcement Charter Clearer, more consistent communication A call was ended abruptly Staff received refresher training on Personal Safety and de-escalation techniques Respectful and professional phone interactions Delay in invoicing for repairs work Policy updated to ensure timely invoicing to tenants Faster billing and better financial clarity
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Tenant consultation relied too much on social media Tenant participation team now supports localities with wider consultation methods More inclusive and accessible engagement Disruption associated with new kitchen/bathroom upgrades Repairs Inspectors trained on setting customer expectations and timelines Better preparation and fewer surprises during works Inconsiderate staff parking Staff reminded of policy & procedures, including the new parking regulations for pavements Safer, more considerate neighbourhood parking Grass cuttings left on pathways Path blown to remove grass and job site details updated Cleaner, safer outdoor spaces Delay regarding Penalty Charging Notices (parking) Staff reminded to refresh software. Real- time updates now in place with software supplier More accurate and timely parking enforcement Litter in and around school area School increased litter patrols, added bins and reminded pupils of responsibility Cleaner communities and greater awareness 5.4 The following recurring themes were identified from customer complaints received over the past year. It is important to note that these themes reflect the perspectives and concerns raised by customers, regardless of whether the complaints were ultimately upheld. Each theme provides valuable insight into areas where expectations may not have been met, and where learning opportunities may have been identified to improve service delivery, communication, and customer experience as detailed in the above table. These themes have been shared with the Senior Leadership Team with a view to identifying further improvement actions that we may wish to consider implementing. Recurring Themes Service Delivery Theme: Dissatisfaction with the quality, timeliness, or availability of services Examples: • Repeat missed bin collections or irregular waste services • Infrequent street cleaning • Delays in repairing potholes or damaged pavements • Inconsistent grass cutting or grounds maintenance • Poor upkeep of public toilets or community facilities • Delays in processing housing repairs or maintenance requests
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Communication and Responsiveness Theme: Poor communication and/or lack of timely updates Examples: • No response to enquiries or complaints within expected timescales • Confusing or unclear information provided • Lack of updates on progress of service regarding repairs • Automated responses without meaningful follow-up Unmet Expectations Theme: Gap between what customers expect and what the council can provide Examples: • Requests for services/advice that fall outside council responsibilities (eg, utility works /private land issues) • Frustration over limited consultation or perceived lack of influence in decisions • Misunderstandings about eligibility for services or support • Frustration over limited availability of council housing • Misunderstanding about eligibility for financial support or grants • Expectation of immediate action on reported issues Staff Conduct and Customer Service Theme: Concerns about how staff interact with the public Examples: • Perceived rudeness or unprofessional behaviour, including dismissiveness • Inadequate handling of complaints or queries • Staff not following up on agreed actions • Failure to explain decisions or situations clearly • Perceived lack of empathy or support in sensitive situations Policy or Process Frustrations Theme: Disagreement with how decisions are made, or services are delivered Examples: • Disputes over planning decisions or enforcement actions • Penalty Charge Notices or traffic management policies • Housing allocation or repair prioritisation processes • Complaints about bureaucracy or slow internal processes Environmental and Community Concerns Theme: Issues affecting the local environment or neighbourhood Examples: • Littering, fly-tipping, or graffiti • Our handling of noise complaints or anti-social behaviour • Concerns about safety, lighting, or public transport • Overgrown vegetation obstructing paths or signage
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6. SPSO Performance Information 6.1 The (SPSO) has the authority under the Scottish Public Services Ombudsman Act 2002 and the Public Services Reform (Scotland) Act 2010 to investigate complaints about Scottish public bodies, including Local Authorities and services delivered by Health & Social Care Partnerships. 6.2 To support improvement, the SPSO and all Scottish councils a number of performance indicators to monitor complaints handling. The Council’s 2024– 2025 results are shown in Appendix 1. 6.3 The SPSO publishes: • Decision Reports for each complaint on its website. • Investigation Reports for nationally significant cases, which are laid before the Scottish Parliament. 6.4 This year’s performance reflects the strength of our CHP and the professionalism of our dedicated complaints team. Ten cases are still being considered by the SPSO, however throughout the reporting period: • No complaints were investigated by the SPSO • No recommendations were issued • No actions were required to meet SPSO satisfaction 6.5 This outcome demonstrates the effectiveness of our CHP and the commitment of our experienced staff in handling complaints thoroughly and fairly. It also highlights our proactive approach to learning from customer feedback and resolving issues at the earliest opportunity. 6.6 Full details are available in Appendix 2, and complete SPSO investigation records can be accessed on the SPSO’s website. 7. Conclusion Strengthening Complaints Handling to Deliver Better Services 7.1 We are committed to providing a fair, transparent, and responsive complaints process that puts our customers first. Our (CHP) is designed to ensure concerns are addressed effectively and consistently. 7.2 How we add value for customers • Our CHP is regularly reviewed and updated in line with SPSO guidance, ensuring it remains robust and customer focused. • Performance data from 2024–2025 shows that our complaints handling is both effective and timely, helping us resolve issues quickly and fairly.
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• We actively monitor the themes and trends in complaints to identify areas where services can be improved, ensuring we respond to what matters most to our customers. • The Central Complaints Team plays a key role in driving improvement by: ➢ Investigating the most complex complaints ➢ Identifying service areas needing additional support ➢ Reviewing performance against target timescales ➢ Sharing learning across teams to improve consistency and outcomes 7.3 By listening to feedback and acting on it, we are resolving complaints and improving services. 8. Impact Value Assessment This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment. 9. Appendices 9.1 Appendix 1 - SPSO Performance Indicators Appendix 2 - SPSO Investigations Local Authority complaints received by the SPSO Recommendations made by the SPSO