Learning from complaints
We welcome comments and complaints from customers. This ensures we are doing what we can to provide our customers with the best possible service.
Our services provide examples of how they have learned from complaints or how their service might improve as a result of processing customer complaints.
Some examples of this learning are shown below. These show what the nature of the complaint was, and what we did to address the complaint. Information is given on what we have learned or how the service can improve because of the complaint.
This information relates to complaints closed between April 2025 and March 2026.
Health and Social Care Partnership
What the customer said
Customers have made complaints about a poor standard of communication relating to waiting lists and waiting times for case allocations
What we did
Service managers and team leads are reviewing the case allocation process as part of improvement work
What we learned or how the service could improve
Following recommendations from the review, we expect this will help to keep service users better informed of timescales relating to waiting lists and waiting times for case allocations
Children’s Social Work
What the customer said
The customer was unhappy with the handling of her adoption of a child including the apparent lack of knowledge of the team; the 'lack of capacity' in the team; and treatment as future adoptive mother of child.
What we did
We considered whether we have sufficient information regarding the needs and experiences of prospective adopters from other agencies in order to be able to better understand their fears, anxieties and drivers and to contain these more effectively in conjunction with the staff from their agency. We will consider taking more proactive steps to restore relationships between staff and clients at the first indications that issues could potentially arise. We will consider further training for all staff on responding to Stage 1 complaints to ensure that all aspects of a client's concerns are responded to and that the appropriate level of detail corresponds to that of the complaint.
What we learned or how the service could improve
The Adoption Team have already taken steps to produce and update documentation for prospective adopters and adoption agencies clarifying City of Edinburgh Council expectations about all stages of the adoption process. The “Looked After Children: Achieving Permanence Procedure” is scheduled to be updated. A senior manager has contacted the development officer and managers who are leading on this work to progress the completion of this task.
Schools
What the customer said
Customers have reported they were not fully informed of their rights to escalate a complaint to the Stage 2 when receiving the outcome of their Stage 1 complaints. For example, a customer had advised the relevant Senior Officer they wished to escalate their complaint after receiving the Stage 1 response. The officer informed the Education Complaints Service of the request; however, due to a breakdown in communications the customer was not provided with information on how to escalate their complaint.
What we did
The Education Complaints Service reminded relevant Senior Leadership Teams how to conclude complaints at Stage 1 of the Complaints Handling Process and informed them on the correct advice to provide to escalate complaints to Stage 2 if the customer remained dissatisfied.
Additional resources have been developed to assist Senior Managers to better understand the complaint process. This includes the creation of a Stage 1 response template with embedded guidance on customer rights after a stage 1 investigation has been concluded.
What we learned or how the service could improve
Customers will be provided with the appropriate information to be able to request a Stage 2 investigation, as appropriate, within the regulated timeframe.
Justice Services
What the customer said
A customer raised concerns about confidentiality breaches and unclear complaint outcomes.
What we did
We reviewed how confidentiality agreements are discussed and recorded, clarified communication responsibilities, and reminded staff not to use the shared mailbox for individual cases.
What we learned
Customers will have clearer information about confidentiality, complaint ownership, and safeguarding concerns. Records will more accurately reflect events.
Corporate and Customer Services
What the customer said
The Customer department that deals with Council Tax and Benefits has a system where the causes and outcomes of complaints are recorded. The root causes of the complaints are subsequently analysed. The resulting data is used to identify trends with complaints to identify training needs and opportunities where processes can be improved.
What we did
An internal improvement plan has been created to address any current and emerging issues identified through customer complaints. The plan includes continually reviewing the department’s knowledge base to ensure all training and guidance documents are up to date. Also, targeted weekly updates are issued highlighting important legislative and procedural changes.
What we learned or how the service could improve
The internal improvement plan will lead to higher quality and more expedient responses to customer enquiries.
Housing Management
What the customer said
A customer experienced water ingress from a vulnerable tenant’s property
What we did
Officers worked with the tenant’s family to gain access, discussed housing options, and encouraged cooperation.
What we learned or how the service could improve
Our services are seeing increasing concerns around mental health and wellbeing amongst emerging caseloads. Having some concerns that Housing Officers may not necessary be suitably equipped with all the skills/ techniques and confidence to help manage the most extreme issues, often aggravated by mental illness, arrangements have now been made to seek professional practice training as well as monthly case screening with Senior staff in Health and Social Care. Our service hope we can get ahead of the curve in many of these emerging cases and approach the need for positive outcomes in partnership with mental health professionals.
Housing Operations
What the customer said
A customer complained about delays and lack of communication regarding replacement windows within their home. Following an inspection several windows were successfully overhauled and the customer was advised that the remaining windows would be considered for replacement through the Council’s Planned Maintenance Programme. The customer received no subsequent updates on progress and was unclear whether their property had been included in the maintenance programme. The complaint investigation found that although a referral had been made for a full assessment it had not been submitted through the correct process. As a result, the referral was not received by the team involved and the case was passed between teams without clear ownership of the request. This led to delays in the progressing the case and the tenant was not kept informed of progress.
What we did
The complaint was upheld. A review of the case identified that referrals for windows were not always being submitted through the correct and agreed referral route. The service clarified the correct process for referrals and reinforced responsibilities between departments to ensure request are directed to the appropriate service area. The service also reviewed communication arrangements to ensure our customers receive updates where there are delays or where a case is awaiting assessment. Officers were reminded of the importance of maintaining clear ownership of complaints and providing regular communication with the customer throughout the process.
What we learned or how the service could improve
The learning from this complaint will improve the consistency of referrals for window replacement assessments and reduce the risk of cases being delayed or missed due to incorrect routing. By reinforcing responsibilities and improving communication arrangements, customers will receive clear and concise information about the progress of their request and will be made aware which service is overseeing their case.
The changes are expected to improve customer confidence and reduce avoidable complaints relating to delays and communication. Changes will also ensure that future cases are progressed through the correct channels from the outset.
Homelessness
What the customer said
A telephone appointment was missed due to incorrect recording, and rearrangements were delayed.
What we did
As a result of this complaint, refresher training was given to the housing assistant team on using our system correctly. A slight adjustment to recording was also made to rearrange requests to ensure this was done in a timely manner on the morning of the appointment. We introduced a dedicated Teams channel for appointments to ensure easy communication when working remotely on this task and to ensure all work is completed. For the recording of rearranged appointments, this is now noted on the appointments system itself as well as the housing assistant team’s own records.
What we learned or how the service could improve
We expect to see smoother and more efficient communication, resulting in fewer rearranged appointments and an improved service for customers. This will ensure we are not missing any opportunities to engage with our customers at the earliest opportunity.
Libraries
What the customer said
Customer visited their local Library and wished to pay for printing with her Debit Card. Customer complained that the library did not have a card reader machine to allow payments to be made without a requirement for cash which meant she had to withdraw £10 from an ATM and get cash change.
What we did
The service undertook an internal review on income spend with the Finance Service and considered transactions at libraries which did not have a card reader and those that did. The decision was made to allocate card readers to the majority of libraries, including the one where the complaint originated.
What we learned or how the service could improve
The change has improved the service for the majority of library customers who want to make payments by card rather than being limited to cash only payments. In addition, libraries income is anticipated to slightly increase, now most libraries have card readers as it makes payment much easier for customers. The option to pay by cash will remain as libraries reach all citizens in Edinburgh and individual circumstances can vary between those wishing to pay by either cash or card.
Culture
What happened
We had an audio-described tour booked of one of our exhibitions at City Art Centre, which unfortunately had to be cancelled a few days prior due to major maintenance work taking place to our lift. The tour was arranged by a third-party organisation, who we contacted advise of the cancellation but they unfortunately this information did not reach two hearing impaired visitors who were booked on the tour. The visitors arrived on site and were very upset and frustrated to have travelled a significant distance only to find their tour cancelled.
What we did
The Front of House team, informed the Duty Manager on the day and who had a discussion with the visitors. The Duty Manager asked them what their requirements were from an audio-described tour and that we could arrange a Visitor Assistant to go round with them privately. Although it wouldn’t be from a trained audio-description tour guide, but from a member of staff who has significant knowledge of the exhibition and building. The visitors were delighted that they could be accommodated and agreed to go on the tour. The Duty Manager received feedback from the customers at the end of the tour stating they were pleased to not have had a wasted journey and recognised the lengths the team working that day had gone to. Following on from this, the Duty Manager decided to enrol themselves and their supervisor on a CEC deaf awareness and BSL course, to learn some basic sign language to be able to communicate with hearing impaired customers and to pass this learning on to Front of House teams, in an effort to become a more inclusive venue.
What we learned or how the service could improve
Better awareness and inclusion training for Front of House staff and those in customer service roles. More incentive for staff who perform and go above and beyond for visitors and customers. Better methods and systems of communicating across the sector.
Parks and Greenspace
What the customer said
A resident contacted Parks and Open space to complain about the condition of a play area in one of our parks. The customer reported that play equipment was damaged, litter bin was overflowing, and grass around the edges was overgrown. The issues were present for several weeks and the site looked unsafe and unkempt. The customer also was concerned about lack of inspections and maintenance.
What we did
Following investigation, the service noted issues with operational resources and damage in another play area was taking priority. Inspections had been missed. While damaged equipment had been temporarily taken out of use, maintenance repairs were held up due to availability of parts from the manufacturer. However, extra resource was provided to improve cleanliness and to undertake grounds maintenance. The wider matter of inspections had been raised, and new visual check inspection routines were introduced. While play equipment manufacturers were asked to expedite spare parts, enquiries were made through other suppliers to see if parts would be available.
What we learned or how the service could improve
The actions taken will improve cleanliness, safety, and overall quality of play areas for local park users. Revising and improving the inspection regime aims to highlight and address issues with the play area at the earliest opportunity, with internal maintenance teams taking appropriate action, which may include an immediate repair if parts are available, or ordering spares as soon as possible. Priority is to ensure whatever equipment is available is safe and reduce the likelihood of accidents or injury of children. If damage is severe, play equipment may be immobilised or fenced off, or the play area itself closed. There is also a need to ensure customers receive a timely response to their enquiries, which can be demanding during busy periods. Increased reliance on ICT systems, social media, customer contact, as well as physical signage on site, would ensure customers, elected members, and Friends of Park groups are kept informed.
Waste
What the customer said
The Customer complained that we did not remove discarded needles from private open common stairs
What we did
We have added this service to our suite of services provided by waste services to ensure Public Safety
What we learned or how the service could improve
By including this service, it has significantly improved customer safety and increased customer satisfaction
Planning
What the customer said
A customer complaint related to an unresolved stage 1 complaint concerning the lack of a clear outcome or resolution of planning enforcement case. Specifically, that there has been an unreasonable delay in assessing the planning breach, failure to carry out a site visit within a reasonable timescale, failure to communicate updates clearly and within a reasonable timeframe, failure to take action within a reasonable timeframe and lack of planning guidance provided to the customer.
What we did
It was recommended the Team Managers make staff aware of
- our service standards regarding communication with enquirers ensuring that timescales are met and it is free from jargon and easy to understand
- setting out an expected timescale to resolve the situation and providing a report, including assessment and decision
- prioritising breaches of planning in conservation areas and listed buildings where there is significant harm
In terms of guidance, feedback from complaints will be provided to our Policy team for consideration of future guidance.
What we learned or how the service could improve
Officers reminded of our service standards in terms of timescales and making sure outcomes are conveyed clearly and jargon-free.
Customers will be updated more frequently as to the timescales and outcomes.
Further guidance will be considered in order to help manage officer and customer expectations.
These measures will raise awareness of our service standards and ensure a higher quality service is provided to customers.
Building Standards
What the customer said
Customer advised that report assessments received were often in varying formats depending upon which Surveyor was allocated to process their application. Font, format, colour etc were often significantly different between different officers which lead to some confusion.
What we did
We have formalised and standardised the report format and method of reporting to a template format. Staff were trained and procedure updated to reflect the new guidance.
What we learned or how the service could improve
Standardised formatting should lead to a more consistent approach and the public are provided with a similar layout of report regardless of which Surveyor is allocated their application. Therefore, providing greater consistency across the service.
Regulatory Services
What the customer said
A licensed Private Hire Car driver complained about the time taken by the Service to process his PHC driver licence renewal application.
The driver was concerned that his licence renewal application would not be granted until he participated in mandatory training which was not due to take place for another six months due to low course availability, and that this would prevent them from being able to earn their living.
The customer was not satisfied by the verbal assurance he received from the licensing team that his licence would continue to have effect while the Council processed his renewal application.
What we did
As part of the complaint response, the customer was advised their renewal of their licence had been granted with the additional condition that they undertake the mandatory training course they were booked on.
We acknowledged that the course was in high demand and that the availability of course dates was a concern for this customer and also for other drivers preparing to renew their Taxi or PHC driver licence. Consequently, we took the following steps
- We updated our webpages, clarifying the wording and providing licensed drivers with an intermediate training timeline to help them navigate the course booking and licence application process
- We emailed all licensed drivers who were due to undertake the training to clarify when they were expected to book onto the course; and
- We introduced additional course capacity to meet the high demand for training.
What we learned or how the service could improve
By issuing the updated guidance on the training course booking process, we have reassured licensed drivers that their ability to continue working in the industry would not be affected provided they followed the outlined steps to book onto their mandatory training.
Additionally, offering additional course capacity will provide licensed drivers with greater flexibility in terms of training dates to choose from.
Roads
What the customer said
Complaints were received from residents regarding the condition of the carriageway in their local area.
What we did
An inspection was carried out to identify permanent repairs, which were added to our programme and subsequently completed.
What we learned or how the service could improve
We will continue to assess residents’ complaints, which will then help develop and improve future maintenance programmes.
Parking
What the customer said
A customer submitted a complaint regarding incorrect parking in a private area. They were concerned that the parking was dangerous and obstructive, and wanted the Council to take enforcement action.
What we did
Having initially rejected the request for enforcement due to the private ownership of the area, the service further investigated the complaint a found that there was a small part of the area where enforcement action could be taken. Resultantly, the service reached a compromise with the customer and, although not all of the area could be enforced by the Council, improvements were made in the enforceable section.
What we learned or how the service could improve
In this instance, the service was able to work with the customer to reach a compromise. Whilst the area appeared to be unenforceable, in-depth investigation uncovered an opportunity to provide a positive outcome for the customer. The service has improved by learning the value of compromising and closely reviewing the small technical details in order to provide a positive outcome, even where it is not possible to provide a resolution which fully satisfies the customer.