Customer Service Excellence report 2024
1. Introduction and Background
The Independent Office for Police Conduct (referred to as the IOPC, or Organisation throughout the report) oversees the police complaints system in England and Wales and makes decisions entirely independently of the police and government. Whilst the police forces across the Country deal with the majority of complaints from the public, the IOPC investigates the most serious matters, including deaths following police contact and undertakes reviews from people (service users) who are dissatisfied with the way the police have treated them, or the outcome of an investigation. The IOPC sets and monitors the standards by which complaints should be handled.
IOPC's mission is 'improving policing by independent oversight of police complaints, holding police to account and ensuring learning effects change'.
The vision is that 'everyone is able to have trust and confidence in the police'.
The IOPC continue to use the Customer Service Excellence (CSE) Standard as a framework to contribute to achieving its priorities. The three-year recertification assessment against the CSE Standard took place in 2023. Whilst this was the annual review year one and would typically involve the completion of the self-assessment and interviews with staff, service users and partners, due to limited resources within the Organisation, it was agreed to complete a lighter touch and undertake the annual review year two. The format for the annual review year one will be adopted in 2025.
2. Methodology
The annual review included an update to the relevant elements of the Assessment Services' Self-Assessment App, uploading evidence to demonstrate how the Organisation continues to meet the requirements of the 57 elements. In addition, access was provided to a range of documentary evidence, including Annual Report 2022/2023, Impact Report 2022/2023, Strategic Plan 2022/2027, Service Standards, Performance Framework, Communication and Engagement Strategy 2023/2037, Unitary Board Meetings, Oversight Newsletter, Youth Panel Survey, Compliments and Complaints Processes, and Public Perceptions Tracker.
The Assessor completed a desktop review of the narrative and evidence presented, focusing on the areas of strength (Compliance Plus) and areas to consider for further improvement identified in 2023.
The Assessor met with three Quality and Service Improvement team members, focusing on the actions taken over the past year to retain the Compliance Plus elements and review the actions against the recommendations made in 2023.
Feedback relating to the outcome of the annual review was provided throughout the two-hour conversation. The following report summarises the areas of strength and those recommended for continuous improvement.
3. Summary of Strengths
Sections: 1.1.3, 2.1.1, 2.1.2, 2.1.5, 2.1.6, 2.2.1, 2.2.4, 2.2.5, 4.2.4
The following elements were found to be key strengths of the IOPC in 2023 and continue to be awarded Compliance Plus as a result of the annual review. Reference to the element is made in brackets.
The IOPC continues to be an inclusive organisation, with a key aim of ensuring the services are available and accessible to everybody irrespective of background, gender, age, race, etc. Over the past year, there has been a focus on reaching out to local community stakeholders, raising awareness of the service, consulting and engaging different service user groups to inform improvements to the services for specific service users. The positive work done with the Youth Panel goes from strength to strength, and more work is being done to support those with mental health issues. (1.1.3)
Since the three-year recertification in 2023, a new Director General has been appointed and the organisation continues to put the service user at the heart of the IOPC. A strong focus on the service user's experience has been communicated to all staff from the top, emphasising the expectations of all staff. Equally, references in the Impact Report, Strategic Plan, and Business Plan indicate that the service user is the priority. (2.1.1)
Consultation and involvement are integral across the IOPC. Opportunities are taken to gain feedback from all service users to gain insight, inform policy and strategy, and prioritise service improvement activity. There has been a focus on specific themes, for example, race discrimination and violence against women and girls. In addition, the Reasonable Adjustment Policy and Exhibits Handling Policy have been influenced by service users. (2.1.2)
The IOPC has had one potential data breach over the past year, which was reported to the ICO (Information Commission's Office), and no further action was deemed necessary. It continues to undertake internal and external audits and inspections and responds positively to the feedback, including that received from the Information Commissioner's Audit. Robust policies and procedures are in place to ensure service users' privacy both in face-to-face discussions and the transfer and storage of personal information. The information asset managers and data protection impact officers are critical to ensuring information security. All staff are mandated to complete data protection, freedom of information, record management and counter-fraud training to ensure a good understanding of the systems and processes the IOPC works towards and upholds. (2.1.5)
Over the past year, staff have contributed to reviewing key policies, such as designing an overarching combined policy for safeguarding adults and children. IOPC received positive feedback from an external stakeholder regarding staff involvement in developing a key policy for vulnerable individuals / groups. Staff have contributed to the Improving Operational Delivery programme and the National Operations Turnaround Plan. Staff continue to be trusted and empowered to make decisions, putting the service user at the heart of the way they operate and working in line with the guidelines. Staff actively contribute to network forums, which influence change / improvement, as does their feedback in the staff surveys. (2.1.6, 2.2.4)
Recruitment and selection processes focus on the prospective employee having a strong bias to putting the service user first. Subsequently, the induction is planned well and focuses on the services provided to external / internal service users. The Bridge (learning platform) provides access to IOPC and civil service topics. This looks at effective complaint handling, from acknowledging receipt of the complaint, contacting the complainant at the start, and subsequently agreeing on the approach to be taken. Additional training has been designed and delivered, for example, the EDI (Equality, Diversity, and Inclusion) forum, which is service user focused and an allyship programme, and the Subject Matter Experts and Lessons Learnt have continued to contribute to developing staff's knowledge and skills. (2.2.1)
The range of strategies adopted to recognise staff's contribution to the service user focused ethos continues to be in place. These include ongoing support from leaders and managers to balance their work and personal lives and support their health and wellbeing. Cheers for Peers continues to be published via the monthly Newsround and / or through senior leaders' shout-outs at whole staff and team meetings. A monthly flash card for internal and external compliments and feedback, informal, thanks, and praise is also recognised and valued as individuals receive feedback upon completion of good work / delivery of exemplary service, etc. (2.2.5)
Over the years, Learning the Lessons has consistently been referred to as an effective way of sharing practices and learning from investigations and reviews across the industry. The IOPC actively consulted stakeholders on the publication of Learning the Lessons to widen its reach. Learning recommendations are documented and contribute to improving policing, including changes to policy, guidance, and training, and subsequently shared with over 1,500 stakeholders, including police complaint handlers and learning and development leads. In addition, learning sessions are planned and delivered for staff, along with the Subject Matter Experts, to share practice. The Organisation has developed a Right First-Time workshop, which considers best practices when working with service users; the workshop has been delivered to all police forces. (4.2.4)
4. Areas For Continuous Improvement
Sections: 1.3.5, 2.1.4, 4.1.2, 5.3.2,
In 2023, three elements were found to be Partially Compliant. However, throughout the annual review, these were removed as there was evidence to indicate that these elements were Compliant. Reference to the element/s is made in brackets.
The performance against standards and targets continue to be monitored and evaluated on a monthly basis, as a minimum. Over the past year greater insight to management information has been and continues to be gained. Consequently, the Organisation responds to areas of underperformance quickly, conducting root cause analysis, and taking corrective action. Whilst the IOPC failed to meet all the standards and targets, it was recognised that the targets and standards are challenging and stretching but with increased insight and responsiveness to underperformance, the Partial Compliance was removed. The Organisation is very open and transparent as the monthly performance information is readily accessible on the website. (4.1.2, 5.3.2)
IOPC recognise the value of benchmarking and do so against key targets / standards, including those relating to the quality of the service. The evidence provided throughout the review was very comprehensive and as a result, the Partial Compliance is removed from this element.
The following elements are Compliant; however, consideration could be made to the following recommendations, which will be reviewed in 2025. Reference to the element is in brackets.
Several areas of the Organisation review the customer journey and the different service user touch points to identify and inform further improvements. However, this is not consistent across the business. Consequently, in the future, consideration could be made to encouraging all areas to review the journey and range of touch points to improve the service user experience. (1.3.5)
The Organisation aims to ensure everyone has access to the services and is treated fairly. In the future, consideration could be made to reviewing the questions within the satisfaction surveys to establish whether service users believe they are treated fairly. (2.1.4)