Expectations for the Member Responsible for Complaints role

Promoting openness and transparency

The MRC:

• treats resident complaints as insight into how the organisation is managed
• provides assurance that systems are in place to capture learning from complaints and that the governing body is engaged with this
• ensures senior level ownership of learning and accountability from complaints

Providing assurance on complaint handling to the governing body

The MRC:

• works with operational teams to make sure complaints are valued as an opportunity to learn
• uses complaints as an early warning of ineffective processes, policies, or behaviour
• Identifies areas for improvement and monitors how these are being addressed across the organisation

Engaging with the chair of the audit and risk committee, or equivalent

The MRC discusses risks emerging from complaints and any recommendation for service improvement hat may be relevant to internal audit.

Overseeing and approving the annual landlord submission against the Complaint Handling Code

The MRC:

• makes sure an accurate self-assessment is produced and published each year, or following operational change
• involves residents in the self-assessment process where possible

Alerting the governing body of any concerns about complaint handling

The MRC raises concerns about issues giving rise to complaints, or the outcome of individual complaints, with the governing body.

Championing a positive complaint handling culture

The MRC:

• makes sure the governing body receives regular, meaningful information on complaint handling performance and understands its responsibilities in embedding a positive complaint culture
• lead or facilitates discussion at board level and seeks assurance that learning from complaints is informing decision making

Reviewing communication and tone

The MRC uses the 4 T’s test to assess whether communications are timely, transparent, tailored, and appropriate in tone. They review internal and external communication methods to make sure they are open, clear, empathetic and suited to the situation.

Overseeing timely compliance with Housing Ombudsman requests and orders

The MRC provides assurance that the organisation responds to Housing Ombudsman information requests and orders on time.

Promoting a culture where effective complaint handling is supported at every level

The MRC:

• encourages a culture where complaint handlers have the authority and respect to help put things right when they go wrong - including where landlords use contractors or other service providers
• maintains a visible presence in the organisation and engages with colleagues to test that proactive complaint handling is embedded at all levels

Ensuring the complaints team has the resources to meet its obligations

Following the self-assessment, the MRC seeks assurance that the complaints team has sufficient resources to fulfil its obligations under the Code.

Regularly reviewing complaints performance data

The MRC:

• reviews quarterly updates on complaint volumes, categories, outcomes and handling performance
• take an inquisitive approach to make sure information gives the governing body confidence in a well-managed, customer-focused complaints process

Using Housing Ombudsman Good Practice and learning from reports

The MRC:

• facilitates discussion with the governing body on how the organisation can learn and improve from report recommendations
• considers whether relevant policies and procedures are effective when Good Practice guidance is published
• signs up to our Centre for Learning Hub to support ongoing learning and to connect with other MRCs

Encouraging collaboration to improve service delivery

The MRC identifies and raises gaps in cross-department working, or areas where teams could work more effectively together across the organisation.

Encouraging senior management to review complaint trends regularly

The MRC:

• makes sure themes or trends that highlight potential systemic issues, serious risks, or ineffective policies and procedures are reported to the governing body, assessed, and reviewed
• seeks assurance that where change is needed, actions are followed through and communicated to the governing body
• encourages resident engagement in service delivery changes to make sure residents are involved in improvement