A complaint is one of the most useful things a manager can receive. Not because it is comfortable — it isn't — but because it tells you something that your audits probably missed. The Listening to and responding to feedback KLOE goes beyond policy and process. It asks for something more substantive.
It asks whether the service uses complaints as a source of learning and whether people feel confident raising concerns. It also asks whether the process is transparent, compassionate and person-centred. A responsive service treats each complaint as valuable information.
Low complaint volumes can indicate a service where people feel confident and well-supported. They can equally reflect a culture in which speaking up feels uncertain.
The practice dilemma
When a complaint arrives, the natural response is to resolve it quickly and move on. Complaints are time-consuming, and in a small team they can feel personal.
That produces a thin record. Two or three complaints closed in a week, with brief notes, will prompt an inspector to ask whether people feel able to raise concerns at all.
What the Listening to and responding to feedback KLOE sets out
The scope of this KLOE covers feedback and complaints, access to advocacy, and support for unpaid carers. At Good level, people should feel confident that their concerns will be taken seriously. They should be involved in developing solutions. Learning from complaints should be embedded in practice. The service should keep people informed about how their feedback has been addressed (CQC, 2026).
Regulation 16 sets the statutory baseline. Providers must have an effective system for receiving, handling and responding to complaints. The framework builds on that baseline and asks what constitutes good practice.
What strong complaints evidence demonstrates
Strong complaints evidence starts before a complaint arrives. Did the person know how to raise a concern? Is there a record from the point of joining that this was explained? Supervision notes covering everyday concerns count as evidence that the process is actively communicated, not just filed.
Each complaint should be thoroughly investigated and the process documented. A good record covers what was examined, who was consulted, what was found, and what followed. The quality of the investigation matters more than the outcome.
Learning from complaints should be visible beyond the complaints file: in supervision notes, team meeting records, and changes to practice. A complaint that drives a revised process, noted at the next team meeting, is an example of connected governance. CQC associates this with Good and Outstanding ratings.
When complaint volumes are low
Some services receive very few formal complaints. Low volumes can reflect excellent care or a culture in which raising concerns feels difficult. CQC examines how the service proactively seeks feedback. Staff interviews provide evidence of whether a genuine speak-up culture exists.
Services with low complaint volumes benefit from a proactive approach to feedback. Regular, documented opportunities for people and families to share concerns informally build a body of evidence. A record of monthly resident meetings, or documented one-to-one conversations about how things are going, contextualises a low complaint figure far better than the figure itself.
References and regulatory sources
- Care Quality Commission (2026). Draft assessment framework for adult social care. Published 19 March 2026. Available at: cqc.org.uk
- Health and Social Care Act 2008 (Regulated Activities) Regulations 2014, Regulation 16 — Receiving and acting on complaints.