1 This guide sets out key information for state sector agencies about developing and operating an effective complaints process. It also provides information about the Ombudsman s role, as an independent, external review body for complaints about the administrative conduct of state sector agencies. A checklist for agencies to follow in designing an effective complaints process is also included at the end of this guide.
2 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 2 Contents Why have a complaints process?... 3 Enables quick resolution... 3 Promotes good decision making... 3 Fosters good relations with the public... 3 Designing an effective complaints process... 4 Overview of an effective complaints process... 4 Elements of effective complaint handling... 5 Culture... 5 Principles... 5 People... 5 Process... 6 Analysis... 6 Designing a process that suits the agency... 6 Making the complaints process accessible... 7 Operating an effective complaints process The role of the complaints officer Receiving a complaint Assessing a complaint Planning a review Conducting the review - a fair process Reporting on the review Communicating the outcome of the review Resolving complaints Concerns about legal liability Record keeping Learning from the complaint Managing unreasonable complainant conduct What is the Ombudsman s role? Checklist for an effective complaints process Customer focus Visibility Accessibility Responsiveness Objectivity and fairness Confidentiality Remedy Review Accountability Continuous improvement... 23
3 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 3 Why have a complaints process? Every agency that interacts with the public receives complaints. Some agencies may regard them as a nuisance, interfering with normal work, or view complaints as a criticism of agency acts or decisions that they must defend. However, people have a right to make comments or raise concerns and expect them to be heard by the agency they have been dealing with. In addition, there are a number of benefits an agency can gain from investing in the development of an effective complaints process. Enables quick resolution Good complaint handling can help an agency to resolve a problem quickly before it becomes worse. An effective complaints process will enable the complaint to be considered by the agency at first instance. This provides an immediate opportunity for the agency to review the matter and provide a remedy where necessary. Complaints that are not addressed quickly can create significant additional workload for an agency, both in terms of staff time and resources required. Resolving complaints internally, promptly and close to source can avoid this. Promotes good decision making Having an effective complaints process in place can help to encourage good decision making in the first instance. Complaints can provide a window for an agency into the effect of its day to day operations and can be a rich source of information about any problems or inefficiencies that might be occurring. Effective monitoring of complaints provides an agency with an opportunity to identify any problems and sort them out before they escalate and cause widespread concern. As a result, an agency can save time and money before complaints multiply and escalate to the point where external intervention may be sought. Fosters good relations with the public Operating an effective complaints process will promote good relations with the public by reassuring them that the agency is both committed to resolving problems, and willing to improve public satisfaction with the services provided. People with a concern about the service provided by an agency might be feeling angry or frustrated, find it difficult to explain the problem, or just not feel comfortable raising their concerns. Having an effective complaints process means there is somewhere for people to go. In addition, people who have problems that are quickly resolved tend to be as understanding and co-operative as those who never experienced a problem in the first place. is fundamental to the provision of a quality service
4 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 4 Designing an effective complaints process The 3 steps in an effective complaints process Step 1: Enabling complaints The complaints process is client focused, visible, accessible, and valued and supported by management. Step 2: Responding to complaints Complaints are responded to promptly and handled objectively, fairly and in confidence. Remedies are provided where appropriate. Step 3: Accountability and learning There are clear accountabilities for complaint handling and complaints are used to stimulate agency improvements. Overview of an effective complaints process An effective complaints process should aim to achieve the following: a user friendly system; complainants are heard and understood; complainants are respected; explanations and apologies are provided where appropriate; action is taken as soon as possible; clear delegations and procedures for staff to deal with complaints and provide remedies; a recording system to capture complaints data; the use of complaint data to identify problems and trends; and an outcome of improved service delivery in identified areas.
5 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 5 Elements of effective complaint handling A complaints process must be supported by the following elements in order to be effective. Culture Principles People Process Analysis Culture The agency must value complaints and recognise that effective complaint handling will benefit its reputation and administration. Complaints can: highlight weaknesses in an agency s policies, procedures and service delivery; and stimulate an agency to improve its business. Good complaint handling will: reassure people that the agency is committed to resolving problems and improving relations with the public; and improve the agency s accountability and transparency. Principles An effective complaints process must be modelled on the principles of: fairness; accessibility; responsiveness; and efficiency. Complaint handling must also be integrated with the core business of the agency. People The staff who handle complaints must be skilled in their role and have a positive attitude when dealing with complainants. They should be chosen for that function and be fully trained in the work of the agency and in exemplary complaint handling practices. They should receive effective supervision and regular feedback about their work.
6 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 6 Process There must be an effective process for handling complaints. The following key stages in complaint handling should be described in internal procedures: 1. a complaint should be acknowledged promptly; 2. the complaint should be assessed and assigned priority, with a decision made as to who will deal with the complaint and when it should be completed; 3. if the matter cannot be resolved immediately and a review is required, it should be planned, with consideration of what action needs to be taken to consider the complaint and who needs to be consulted; 4. the review should resolve factual issues and consider options for complaint resolution; 5. the response to the complainant should be clear and informative, as far as possible, explaining the outcome of the complaint and providing reasons for any decisions made or remedies offered; 6. the response should include information about other possible remedies, in the event that the complainant is not satisfied; 7. any systemic issues that arise as a result of the complaint should be considered and acted on; and 8. action should be taken to record the complaint and its outcome, and to report to management as appropriate. Analysis Information about complaints can provide an insight into an agency s policies, procedures and services that are not working as well as they might. It can be used to improve customer service by: highlighting service failings that need to be remedied; and revealing problems and trends that can be acted on by management. All agencies should set both qualitative and quantitative measures for assessing their complaint handling. There should be regular reporting to senior management about the subject matter of complaints, how the complaints have been dealt with, and the steps taken to resolve systemic problems. Designing a process that suits the agency An effective internal complaints process should be fit for purpose, designed to meet the particular needs of the agency and proportionate to the number and types of complaints the agency is likely to receive.
7 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 7 The following should be considered when designing an internal complaints process: how many and what type of clients the agency has; how clients generally communicate with the agency; the type of acts and decisions the agency is responsible for; the level of risk there is to the agency if things go wrong ; how many complaints the agency is likely to receive; how many staff the agency has; and the resources the agency can make available to deal with complaints. The design of a complaints process should: have clear procedures for both staff and complainants to follow; be accessible, with advice available to the public about the complaints system and how to access it; allow for resolution at the lowest level possible, including the ability for front line staff to resolve complaints where appropriate; provide for referral of a complaint to senior staff where necessary, and an ability for a staff member not previously involved in the matter to consider the complaint; and include regular oversight by senior management, with reports provided on complaints received and their outcome, and the information used to improve the services provided by the agency overall. Making the complaints process accessible An agency s internal complaints process should be easy for members of the public to access and understand. Otherwise, it is unlikely that people will use it. All staff members should be aware of the complaints process and be able to either deal with complaints if they can be resolved quickly and easily, or else refer complaints to the relevant person or team within the agency responsible for the complaints process. Complaints should be accepted in a number of ways, such as in person, over the phone, by letter, fax or . Assistance should be provided to people who are having difficulty formulating their complaint, or who need to communicate with the agency in a particular way due to a disability or a language barrier. It can be helpful to ask people if they have any special requirements for access or communications.
8 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 8 Complaints made via social media If an agency has set up channels to communicate with the public via social media, such as facebook and twitter, then it should expect to receive some complaints via those mediums. Agencies should allow for this, by setting up clear procedures for the receipt, referral and handling of complaints via social media. It may be possible to respond to a complainant via twitter or facebook. However, privacy concerns may mean that the agency should respond directly to the complainant by other means, rather than posting the response online for all the world to see. Where a complaint is made via social media, an agency is justified in asking the complainant for a postal or address in order to continue discussions in relation to the complaint. These details can be conveyed via personal message. For any social media channels that are used, agencies should have policies for privacy and moderation, and guidelines for engagement. These should include details of the steps that will be taken by the agency when a complaint is received via social media. Information about an agency s complaints process should be readily available. The complaints process can be publicised on the agency s website, at the front counter or reception, in leaflets and in newsletters. Examples publicising the complaints process Examples of information made available to the public about the complaints process of larger agencies can be found here: An example of information about a school s complaints handling process can be found in our guide: Good complaints handling by school boards of trustees. A generic example of information for the public about an agency s complaints process is set out on the following page.
9 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 9 Example: information for the public about an agency s complaints process Raising concerns with our service Have a query or complaint? While we always try to get it right sometimes this is not the case. So, if you have questions or a complaint about the service you have received, you can contact us. We will look into your concerns and get back to you. What should I do first? As a first step, contact the staff member you have been dealing with and explain your concerns. That staff member will try to resolve the matter straight away. If they can t, they may refer your concerns to our complaints team to consider. You can also contact our complaints team yourself. What do I do if I have a question? If you have a query, you can contact us and we will discuss this with you. How do I send a complaint? You can write to us with the details of your complaint, , or contact our complaints team to discuss your concerns. Contact us: By post: [insert postal address] By [insert address] By phone: [insert telephone number] Please also provide a short, clear description of the reasons for your complaint together with any relevant supporting documents. Next steps If you have sent us a complaint and given us an address, we will send you an confirming we have received your complaint. Otherwise we will write to you acknowledging your complaint. We will look into your complaint and contact you to work through the issue. You should expect a response from us within 1 3 weeks. If we need to take longer because, for example, we need to get additional information or it is a detailed matter, we will let you know.
10 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 10 What should I do if I am not satisfied with the outcome of the complaint? [insert details of, or reference to, any rights of review or appeal that may be available] You have the right to raise your concerns with the Ombudsman: Office of the Ombudsman Free phone: PO Box Wellington 6143 The Ombudsman can consider complaints about the administrative acts and decisions of state sector agencies. The Ombudsman will ask you if you have first tried to resolve the matter with us directly, and will also consider whether you have any other remedy available. The Ombudsman may look into your complaint and make a recommendation to us regarding the concern you have raised.
11 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 11 Operating an effective complaints process The role of the complaints officer Any internal complaints process should have a person or team assigned to take primary responsibility for managing the complaints process. This guide will refer to that person or team as the complaints officer. Complaints officers are the most important factor in ensuring that the complaints process works well. Complaints officers should: be able to act sensitively and be impartial; be trained to receive and deal with complaints about the agency; have access to staff at all levels of the agency so that complaints can be resolved quickly; and have the authority to act to resolve a complaint or to refer the matter to someone who has the authority. Complainants are more likely to be satisfied with the complaints process if the person dealing with their complaint is competent, objective and efficient Receiving a complaint When a complaint is received it should be considered whether the matter can be resolved quickly and easily by the person receiving the complaint. If it can, this should be done, and the complaint details logged for further analysis. If not, the complaint should be referred to the complaints officer and acknowledged promptly. If a complaint is received in person, or over the telephone, the staff member receiving the complaint should consider whether it needs to be put in writing. A written complaint may not be needed if the matter can be resolved quickly. Assistance should be given to the complainant to put their complaint in writing if necessary. A record should be made of the complaint and the date the complaint is received, with a file opened if necessary.
12 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 12 Assessing a complaint After receipt, the complaint should be assessed. Matters to consider include: what the complaint is about; how serious or urgent the complaint is; whether the complaint may indicate a systemic problem; what risks the complaint raises for the agency; and what kind of resolution the complainant is seeking. After considering these matters, a decision can be made as to whether: the complaint can be resolved quickly and informally; no action should be taken and an explanation given to the complainant for this; or a formal review of the matter is needed. Not every complaint requires review. Most complaints should be able to be addressed at an informal level. Many complaints involve communication problems that can be resolved by discussion with the complainant. Complaints about matters such as delays or failures to reply can often be easily resolved to the complainant s satisfaction. A complaint should be resolved at the earliest possible opportunity If the matter does not need to be reviewed, then the complainant should be advised in the most appropriate way, and the outcome of the complaint should be recorded appropriately. Planning a review If it is decided to review the matter of concern, the next step is to plan the review. Matters to consider include: what the review will be about (i.e. what is the act or decision that has been complained about); who will undertake the review; who needs to be kept informed of the review; what priority will be given to the matter;
13 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 13 what information or evidence needs to be gathered (e.g. comments from people involved, site inspection, file records, relevant policies or procedures etc); and when the review should be completed. Conducting the review - a fair process Any review that is undertaken must be fair. To ensure a fair process, the complaints officer should: deal with complaints on their merits; act independently and have an open mind; take measures to address any actual or perceived conflict of interest; consider all information and evidence carefully; keep the complaint confidential as far as possible, with the complaint considered in private and information only disclosed if necessary to properly review the matter of concern; and act without undue delay. The complainant, and if applicable any staff member who is the subject of the complaint, must also be given a fair chance to: present their position; be advised of any adverse findings against them; and comment on any adverse findings against them before a final decision is made. Providing the person with an opportunity to comment in these cases can assist you to: check you have the correct facts; and identify any major issues that may be of concern to the person and which they may seek to challenge later on if they are not addressed. Reporting on the review The review should follow the plan that has been prepared. Once all relevant information and evidence has been gathered, the matters of concern should be assessed, and a report prepared. Depending on the nature of the concerns that have been raised, and the proposed outcome of the complaint, the report may only need to be brief or may need to be more detailed.
14 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 14 If it has been identified that something has gone wrong, the report should include action that can be taken to resolve the complaint. This may include: providing a remedy for the complainant; and/or internal action such as changes to policies, procedures or practices. If nothing wrong is identified, the reasons why the agency s actions are considered fair and reasonable should be set out. The report should be referred to another staff member in the agency for a second person check or approval, before it is actioned. This can help to ensure a robust decision is made. Communicating the outcome of the review Once the review is complete, the complainant should be advised of: the outcome of the complaint; the reasons for any decisions that have been made; any remedy that is offered; and information about any other remedy that might be available, such as to seek a review or appeal, or complain to the Ombudsman. As far as possible, any communications with the complainant should focus on the actions of the agency as a whole and how that may have affected the complainant, rather than focusing on the actions of individual staff members. This is on the basis that staff members do not act on their own behalf, but as representatives of the agency. The Chief Executive is ultimately responsible for ensuring good administrative conduct by an agency. However, if any adverse findings are made about a staff member, they should also be informed of the outcome. Resolving complaints Action to resolve a complaint may be required where it has been identified that: there was an unreasonable delay; inadequate advice, explanation or reasons were provided; agency policies or procedures were not followed correctly; there was an inadequate or unfair process followed; there was a factual or legal error; there was unprofessional behaviour or misconduct by an official;
15 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 15 the act or decision complained about was unfair or unreasonable; or the act or decision was just plain wrong. In resolving a complaint, any remedy should be fair and reasonable, and should aim, as far as possible, to restore the complainant to their original position. Mistakes should be admitted and put right Complaints can be resolved in a number of ways, including by: acknowledging what has happened; providing an explanation, assistance or reasons; providing an apology; taking action if there has been a delay; reconsidering or changing a decision; amending records; providing a financial remedy for loss; and changing policies, procedures or practices. Concerns about legal liability In some cases a complainant may have a legal entitlement to redress. There may be concerns about legal liability in this situation. If so, the agency should still offer a resolution where possible, as that may remove the need for the complainant to pursue their legal remedies. Agencies have a duty to rectify problems for which they are responsible. However, where necessary a resolution can be offered with an explicit statement that there is no admission of liability. In such a case, legal advice as to how any offer of resolution should be worded should be obtained.
16 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 16 Record keeping A full record should be kept of the complaint, any review, and the outcome. The record should include: the original complaint; details of all communications with the complainant and other parties; and any report that has been prepared. The complaint record should be stored securely to preserve confidentiality and saved in the correct place in the agency s record keeping system so that it can be retrieved if necessary. A central record should also be kept of all complaints received, and their progress and outcome. Record keeping guidance Archives New Zealand is able to provide state sector agencies with guidance on creating and maintaining records and archives. This includes tools and resources to help manage information, care for archives and comply with the Public Records Act. See: Learning from the complaint A good complaints handling process allows an agency to learn from the problems that arise and take steps to improve internal processes. It is therefore important to build in a system of review. The complaints that have been received, their outcome, and any proposed internal improvements should form part of an agency s reporting and planning processes. Any systemic issues, serious risks, or areas for improved practices can then be identified by senior management for appropriate action. Managing unreasonable complainant conduct Most complainants act responsibly. However, some complainants are difficult to satisfy and occasionally the conduct of some complainants can be challenging because of: unreasonable persistence; unreasonable demands; unreasonable arguments;
17 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 17 unreasonable behaviour; and unreasonable lack of co-operation. It is important to remember that even where a person s conduct may be unreasonable, they could have a valid complaint and that complaint should be handled appropriately. The key to managing unreasonable complainant conduct is to give fair consideration to the complaint, while ensuring there is no undue imposition on the agency or staff in doing so. Guidance on managing unreasonable complainant conduct For detailed guidance in this area, please see our full guide: Managing unreasonable complainant conduct: A manual for frontline staff, supervisors and senior managers. This guide is available at from 5 October 2012.
18 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 18 What is the Ombudsman s role? It can sometimes be useful to have someone independent to step into the middle of a dispute and have a look at a problem. An external review of a complaint can help to either uphold an agency s actions as correct or resolve the problem and allows the person making the complaint to feel that they have been heard. The Ombudsman acts impartially to consider complaints from members of the public about the administrative conduct of state sector agencies. When we receive a complaint, an investigator assisting the Ombudsman may contact the agency to make informal enquiries about the complaint, and try to resolve the matter if appropriate. If the Ombudsman decides to investigate a complaint, we will write to the Chief Executive of the agency concerned, providing details of the complaint and any response that may be sought. If the matter cannot be resolved, the Ombudsman will form an independent opinion on whether the agency has acted reasonably and fairly. Before forming any adverse opinion the Ombudsman will give affected parties an opportunity to comment. Where the Ombudsman finds that a complaint has merit, they can make any recommendations they think fit. An Ombudsman s recommendation made under the Ombudsmen Act 1975 is not binding, but may be reported: to the relevant Minister or Mayor responsible for the agency concerned; to Parliament; and publicly in Ombudsman annual reports, case notes, opinions and guides.
19 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 19 Checklist for an effective complaints process The following checklist sets out ten good practice principles for complaint handling. When using the checklist, consider the type of system that will meet your agency s needs. Not all components of the checklist will apply to your agency. They are prompts to guide your decision making in designing the right type of system for your agency. Some aspects of the principles may be more relevant to your agency than others and different agencies may be able to meet the complaint handling principles in different ways. Customer focus Good practice principle: The agency is committed to effective complaint handling and values feedback from complaints. Do you have customer service standards and a complaints process that is valued, supported and followed by management? Is your agency open to feedback from clients, including through complaints? Are the benefits of complaints and the complaints process communicated to staff, including new staff at their induction? Visibility Good practice principle: Information about how and where to complain is well publicised to clients, staff and other interested parties. Is information about how to make a complaint and how it will be handled readily available, for example on your website and at your reception or front counter? Are the contact details for making complaints prominently displayed, for example in leaflets, on your website or on posters? Are front line staff aware of the complaints process and the contact details for your complaints officer? Does your complaints process identify alternative external parties the complainant can go to with a complaint?
20 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 20 Accessibility Good practice principle: The complaints process is easy for complainants to access and understand. Are complaints handled at no charge to the complainant and is this information clear in publications about how to make a complaint? Can complaints be made in a number of different ways, verbally and in writing using different methods of communication? Do you provide access to translating and interpreting services for non-english speaking people to assist them to make a complaint? Is the process for making a complaint accessible and easy to use by people from different cultural backgrounds, children and young people, and people with disabilities? Responsiveness Good practice principle: Complaints are acknowledged in a timely manner, addressed promptly and according to order of urgency, and the complainant is kept informed throughout the process. Do you provide guidelines for staff on how to respond to and prioritise complaints, which cover: - who will be responsible for handling complaints; - how to assess complaints to decide what can be resolved easily and what requires review; - how and when the complainant will be kept informed during the process? Is each complaint acknowledged promptly and is the complainant kept informed throughout the process? Are complaints addressed promptly and in order of urgency and do you have performance targets which set out the timeframe for resolving complaints? Are front line staff empowered to resolve certain complaints at the earliest point of contact with the complainant?
21 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 21 Objectivity and fairness Good practice principle: Complaints are dealt with in an equitable, objective and unbiased manner, and the complaint handling process is fair and reasonable. Unreasonable complainant conduct is not allowed to become a burden. Do you ensure that your staff are aware of, and given guidance on, conflict of interest requirements and how to make declarations where required? Are relevant staff given guidance or training in: - complaint resolution; - evidence based investigation techniques; - managing unreasonable complainant conduct? Is the complainant (and any person who is the subject of the complaint) given: - sufficient opportunity to present their position; - the opportunity to comment on any adverse findings; - reasons for the decisions made about the complaint? Where appropriate, is there a process in place for a second person check or approval of the outcome of the complaint? Confidentiality Good practice principle: Personal information relating to complaints is kept confidential. Do you advise staff about confidentiality requirements when handling or involved in complaints? Are the personal details of the complainant kept confidential and only used for the purposes of addressing the complaint? Are the personal details of any people who are the subject of the complaint kept confidential and only used for the purposes of addressing the complaint and any followup actions?
22 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 22 Remedy Good practice principle: If a complaint is upheld, the agency is able to provide an appropriate remedy. Do you support and give guidance to staff on providing remedies when complaints are upheld? Are responsibilities for providing remedies clearly defined and at the appropriate level in the agency, for example are front line staff empowered to provide appropriate remedies? Do you give guidance to staff on the appropriate use of remedies? Are the reasons for decisions relating to remedies provided to the complainant? Review Good practice principle: There are opportunities for internal and external review and/or appeal about the agency s response to the complaint, and complainants are informed about these avenues. Do you provide complainants with access to an independent internal review of the handling of their complaint by someone who was not involved in dealing with the complaint? Do you provide the complainant with information about external review or appeal options, such as the Ombudsman, at the conclusion of the complaints process? Accountability Good practice principle: Accountability for complaint handling is clearly established, and complaints and responses to them are monitored and reported to management and stakeholders. Are staff aware of their responsibilities for handling complaints and the responsibilities of specific nominated complaints officers? Are reasons for complaint decisions and remedies recorded? Are any remedial actions and proposed practice improvements acted on, followed up and reported to senior management? Do you have a fit for purpose information system for recording and tracking complaints?
23 Office of the Ombudsman Tari o te Kaitiaki Mana Tangata Guide Page 23 Do you ensure that all correspondence relating to feedback and complaints is managed in accordance with the agency s record keeping policies and procedures? Is standardised and consistent data from complaints reported to senior management along with proposed or actual improvements to your agency s practices? Is the effectiveness of complaint handling monitored through appropriate quality assurance and reported to senior management along with any recommended improvements to the complaints process? Continuous improvement Good practice principle: Complaints are a source of improvement for the agency. Do you analyse feedback and complaints data to identify: - recurring themes that may highlight systemic issues; - service, process and information inadequacies; - opportunities for improvement? Is the analysis of feedback and complaints data reported to senior management and used to identify and implement practice improvements? Acknowledgement We wish to thank the Ombudsman Western Australia and the Commonwealth Ombudsman (Australia), whose publications assisted in the development of this guide.
Principles of Good Complaint Handling Principles of Good Complaint Handling Good complaint handling means: 1 Getting it right 2 Being customer focused 3 Being open and accountable 4 Acting fairly and proportionately
Guidance on a Model Complaints Handling Procedure Scottish Public Services Ombudsman This document is available on request in other languages and formats (such as large print or Braille). SPSO Guidance
Complaints Policy Page 1 Complaints Policy Policy ref no: CCG 006/14 Author (inc job Kat Tucker Complaints & FOI Manager title) Date Approved 25 November 2014 Approved by CCG Governing Body Date of next
A step-by-step guide to making a complaint about health and social care www.healthwatchhampshire.co.uk Step by step Page 3 Are you concerned about something that is happening now? Do you need to make a
Client Complaints Management Policy Summary Purpose The purpose of this Policy is to: Provide an avenue for client communication and feedback; Recognise, promote and protect the client s rights, including
COMMENTS, COMPLAINTS AND COMPLIMENTS POLICY DOCUMENT STATUS SCOPE Unclassified This policy sets out Genesis Housing Association's approach to managing complaints from customers. This policy does not cover
It s about good service Tips for Toronto Public Service Foreword This guide is intended to assist the Toronto Public Service and its Agencies, Boards and Commissions in developing and/or improving their
Developing a Complaints Policy and Procedure (Resource contributed by Simon Croft) Why Have a Complaints Policy and Procedure? The Charity Commission report Cause for Complaint states: an effective complaints
Guide to to good handling of complaints for CCGs CCGs May 2013 April 2013 1 NHS England INFORMATION READER BOX Directorate Commissioning Development Publications Gateway Reference: 00087 Document Purpose
COMPLAINT MANAGEMENT FRAMEWORK June 2015 this page is intentionally blank. Complaint Management Framework June 2015 NSW Ombudsman Level 24, 580 George Street Sydney NSW 2000 General enquiries: (02) 9286
Health Care Insurance Ltd Complaints Handling Policy Purpose The purpose of this document is to outline the procedure that Health Care Insurance Ltd (HCI) will adopt in the process of resolving complaints
NHS England Complaints Policy 1 2 NHS England Complaints Policy NHS England Policy and Corporate Procedures Version number: 1.1 First published: September 2014 Prepared by: Kerry Thompson, Senior Customer
Policy and Procedure for Handling and Learning from Feedback, Comments, Concerns and Complaints Author: Shona Welton, Head of Patient Affairs Responsible Lead Executive Director: Endorsing Body: Governance
COMPLAINT HANDLING POLICY September 2012 Page 1 of 11 VERSION HISTORY RECORD OF CHANGES 15/05/02 Document Created 23/07/03 Updated on establishment of business 12/12/05 Review of Policy 04/06/09 Review
About the Department for Work and Pensions Our service standards 2 About the Department for Work and Pensions Contents 3 Introduction 3 Disability and Carers Service 4 Jobcentre Plus 4 The Pension Service
RUNNING AN EFFECTIVE INTERNAL COMPLAINTS PROCESS INTRODUCTION Rule 3.4(d) of the Lawyers and Conveyancers Act (Lawyers Rules of Conduct and Client Care) Regulations 2008 requires lawyers to provide clients
SERVICE DELIVERY COMPLAINTS PROCESS Background It is to be expected that some of the contact Taskforce staff have with complainants and members of the public will generate complaints. While a service delivery
Principles for Remedy Principles for Remedy Public Services Ombudsman for Wales 1 Ffordd yr Hen Gae, Pencoed CF35 5LJ Tel. 01656 641150 Fax: 01656 641199 E-mail: firstname.lastname@example.org Website: www.ombudsman-wales.org.uk
EFFECTIVE COMPLAINTS MANAGEMENT EFFECTIVE COMPLAINTS MANAGEMENT SELF AUDIT CHECKLIST The State of Queensland (Office of the Ombudsman) 2006 The Queensland Ombudsman s Office has developed this Checklist
the ombudsman and smaller businesses your guide to the Financial Ombudsman Service the independent expert in settling complaints between consumers and businesses providing financial services about this
RMP. South Tyneside NHS Foundation Trust Policies and Procedures Policy on the Handling of Complaints Approved by Trust Board December 2006 (revised version approved by RMEC May 2010) Policy Type Policy
Customer Service Policy A Modern & Efficient Council: Improving Customer Service Preface This policy consists of three parts: Part 1 Commitment to Customers The first part of this policy is designed for
Complaint management policy About this policy This policy sets out our approach to managing complaints about our services, decisions, actions and officers. Contents A Overview... 3 Introduction... 3 Commitment...
6 Complaints Even the most careful and competent dental professional is likely to receive a complaint about the quality of the service, care or treatment they have provided, at some point in their career.
Addressing parents concerns and complaints effectively: policy and guides Office for Government School Education Published by the Group Coordination Division, Office for Government School Education, Department
Complaints Management Policy Effective date This policy will take effect from 15 March 2012. This document has an information security classification of PUBLIC. The State of Queensland (Department of Transport
Berkshire West Clinical Commissioning Groups Corporate Policy 1 (CP1) CCG Policy for the Handling of Complaints Version: 1 Ratified by: Date ratified: April 2013 Name of originator/author: Name of responsible
Approved by: of Directors Effective Date: May 7, 2013 No. B-22 Issued by: Administration Review Date: May 7, 2013 Department(s) All Version: 2 Archived: Y POLICY: The of Directors recognizes that patient
Your guide to Workplace bullying prevention and response October 2012 Contents 1. Introduction 1 2. Workplace bullying and OHS law 2 3. Prevention 3 3.1 Policies and procedures 3 3.2 Information, instruction,
Policies, Procedures, Guidelines and Protocols Document Details Title Complaints and Compliments Policy Trust Ref No 1353-29025 Local Ref (optional) N/A Main points the document This policy and procedure
The guide to complying with the REC Code of Professional Practice provides you with a page by page checklist on what you can do to ensure your agency is working to best practice. The Professional Standards
May 2012 1 Grievance Management Guidance Note 1 EBRD S REQUIREMENTS 1.1 PERFORMANCE REQUIREMENT (PR) 10 INFORMATION DISCLOSURE AND STAKEHOLDER ENGAGEMENT Key Bank requirements relating to grievance management
Complaints and Compensation Policy 1. Principles 2. Aims 3. Methods 4. Statutory and contractual rights to compensation 5. Statutory and regulatory requirements 6. Performance monitoring 7. Review 8. Date
COMPLAINTS POLICY AND PROCEDURE TWC7 Version: 3.0 Ratified by: Complaints Group Date ratified: July 2011 Name of originator/author: Name of responsible committee/ individual: Date issued: July 2011 Review
Customer Complaints and Dispute Resolution Process (Community Wastewater Management System (CWMS)) 1 Table of Contents Berri Barmera Council... Error! Bookmark not defined. Customer Complaints and Dispute
NHS LA COMPLAINTS POLICY Applies to: NHS LA employees, contractors and Non Executive Directors Date of Board Approval: May 2014 Review Date: May 2017 1 May 2014 1. Introduction The NHSLA is committed to
your service your say your service your service your say your say HSE Complaints Policy and Procedures Manual Your Guide to the HSE s Comments and Complaints Policy Your Guide to the HSE s Comments and
Devising a Government Complaint System Guide to Good Practice Table of Contents Introduction Acknowledgements Why Have a Complaint System? Why People Complain Aims of an Effective Complaint System Principles
Insolvency practitioner regulation regulatory objectives and oversight powers Legislative changes introduced on 1 October 2015 December 2015 1 Contents Introduction Part 1: Overview of regulatory objectives
Food Safety Enforcement Policy Food Safety Enforcement Policy Introduction As a statutory Food Authority this document sets out what businesses or other persons being regulated can expect from us in relation
Birkbeck, University of London Student Complaints Policy and Procedure Introduction 1. Birkbeck College is committed to giving to you the best student experience possible. However, there may be times when
Complaint about your pension? Here s how we can help When I retired I should have received my pension straightaway but it took months to organise. I m ill and unable to work. My pension scheme allows for
Complaints, Comments & Compliments Policy 1. INTRODUCTION We welcome our customers views and will use them to improve our services. The purpose of this policy is to provide a framework for dealing with
DODO POWER & GAS PTY LTD Dodo Power & Gas Complaint Management Policy Jurisdiction: All 2013 Policy Reference ref DPG 100-004 Version: 1.2 Author: Status Andrew Mair Draft Publication Date 7/06/2013 Location:
U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER As at 31 March 2014 BOARD CHARTER Contents 1. Role of the Board... 4 2. Responsibilities of the Board... 4 2.1 Board responsibilities... 4 2.2 Executive
APPROVED BY: PAGE: Page 1 of 8 1.0 Purpose To define a complaints procedure which is as transparent, fair and impartial as possible to all users and providers of the services undertaken by the State Hospital.
National Standards for Disability Services DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services Copyright statement All material is provided under a Creative Commons Attribution-NonCommercial-
Raising Concerns or Complaints about NHS services Contents Page 4 Introduction How to use this pack How can NHS Complaints Advocacy Help? Page 5 Raising concerns and complaints First Steps Step 1 - What
WHISTLEBLOWING GUIDANCE 1 Whistleblowing Guidance Introduction 1. This guidance accompanies the NHS LA s Whistleblowing Policy, which deals with the process for staff to raise concerns about internal whistleblowing
SCOUTS AUSTRALIA INSTITUTE OF TRAINING-(SAIT) Candidate Information Guide Recognition of Prior Learning SAIT Candidates Information Guide - February 2016 Page 1 of 16 Issued by Scouts Australia Institute
Client complaint management policy 1. Policy purpose This policy implements section 219A of the Public Service Act 2008 in the Department of Justice and Attorney-General (DJAG). Under this section, Queensland
Compliments and Complaints Policy and Procedure September 2014 The current version of all policies can be accessed at the NHS Sheffield CCG Intranet site http://www.intranet.sheffieldccg.nhs.uk/ VERSION
Independent Transport Associates Limited Customer Complaints-Handling Procedure Introduction & Background Approved by the Department for Transport, ITAL offers independent revenue collection and support
Clydebank Housing Association Ltd. Factoring Complaints Handling Procedure Management Committee submission: 27 November 2012 Approved: 27 November 2012 Review date: November 2015 This policy can be made
Architects Registration Board Communications Strategy Introduction Effective communication is key to the work of the Architects Registration Board (ARB), enabling the organisation to build and maintain
Devon County Council Children & Young Peoples Services Directorate Complaints & Representations Policy Created April 2008-amended Sept 2009 1 Index 1. Introduction 2. Legislative Background and National
Scomis Customer Feedback Policy Scomis recognises that customer feedback is an opportunity for us to learn and improve. We are committed to focusing on the needs of our customers and using customer feedback
Complaint Management and Dispute Resolution Policy- Red Energy 1. Overview Red Energy is committed to providing a clear, effective and open Complaint Management Process for its customers and staff. Ideally,
GOOD PRACTICE GUIDE Victorian Ombudsman s Guide to complaint handling for Victorian Public Sector Agencies November 2007 1. FOREWORD This guide is designed to assist Victorian public sector agencies in
COMPLAINTS PROCEDURE ENGLAND BEAUFORT ROAD SURGERY INTRODUCTION This procedure sets out the Practice s approach to the handling of complaints and is intended as an internal guide who should be made readily
What is the purpose of this paper? The purpose of this paper is to encourage discussion and feedback from people who access, or work in, Western Australia s mental health sector. The paper proposes a draft
NHS Waltham Forest Clinical Commissioning Group Complaints Policy Author: David Pearce, Head of Governanace Version V 3.0 Amendments to previous version - Policy updated to reflect latest reporting processes.
How do we sort out problems? Our job is to look at complaints about service providers in a fair way and without taking sides. If we think the service complained about was of a reasonable standard, we will
Quality Standard Customer Service Complaints Handling Version 1 Date:- 2 nd December 2010 Page 1 Contents INTRODUCTION 4 OVERVIEW OF THE COMPLAINTS STANDARD 5 FRAMEWORK 6 MANDATORY SECTIONS 7 SECTION 1
Customer enquiry, complaint and dispute resolution process Written by: Mike Sollitto and Shannon Minagall 2012 SA Water Corporation. All rights reserved. Contents 1 Definitions and Acronyms... 3 2 Introduction...
DISPUTE RESOLUTION GRIEVANCE PROCEDURE FOR TEACHING & SUPPORT STAFF IN SCHOOLS PLEASE NOTE: This document replaces the previous Grievance and Dignity at Work Policies and Procedures. 1. INTRODUCTION It
THE NATIONAL STANDARDS FOR VOLUNTEER INVOLVEMENT Volunteering Australia, 2015 April 2015 VOLUNTEERING AUSTRALIA Level 2, 202 City Walk Canberra ACT 2601 T: 02 6251 4060 E: email@example.com
Information guide How to make a complaint How you can comment, compliment or complain about your treatment or service We are committed to providing you with the best service possible. We are always looking
Concordat and Moratorium on Genetics and Insurance 2011 Introduction 1. The Government and the Association of British Insurers (ABI) believe the relationship between medical data and insurance underwriting
COMPLAINTS AND CONCERNS POLICY A GENERAL 1. INTRODUCTION This policy sets out the process for handling complaints, generated by patients, carers and the general public, by the Clinical Commissioning Group
Welcome to UAE Exchange Customer Service Charter Dear Customer, We are strongly committed to provide our customers a consistent and comfortable experience, when you get in touch with us. At UAE Exchange,
FACS Community Complaints Guidelines for Ageing and Disability Direct Services Summary: This is designed to guide FACS staff when handling community complaints and is an extension of the FACS Community
JOB DESCRIPTION Job Title: Work Unit: Responsible To: Position Purpose: Pay range: Team Leader Customer Services Corporate and Governance Corporate Information Manager This job exists to: Provide friendly,
Claim Management Policy REFERENCE NUMBER Claim management policy VERSION V1.0 APPROVING COMMITTEE & DATE Clinical Executive Committee REVIEW DUE DATE May 2018 1 West Lancashire CCG is committed to ensuring