Assessing complaints experiences in complaints management in the Vic. Department of Human Services

Transcription

1 Assessing complaints experiences in complaints management in the Vic Department of Human Services By Rosemary Barker Corporate Integrity and Resolutions System Manager Phone : Department of Human Services

2 Complaints System Project Mapping of Systems Processes Corporate Clearing House Role Quality Encouragement of Best Practice Stakeholder Management Communication Research IT Development Audit of Policy/ Practice & Review COMPLAINTS SYSTEM PROJECT Liaison with External Review Bodies Consultancy/ Advice & Training Policy Development Intensive Support to Improve Practice Standard Setting & Procedural Development Assessment & Investigation of Complaints 2

3 Change Management Continuum DEFENSIVE REACTIVE PROACTIVE 3

4 What were the problems? No standards around complaint management, e.g. no definition, no defined expectations of responsiveness, no time standards. Unclear and complex processes for dealing with complaints. Duplication/absence of co-ordination. Little or no complaints data. No formal staff training or support. No clarity to complainant about Departmental response. 4

5 First Steps Quality in Services Flagship Project identified service user responsiveness as a key element of the resulting framework. Establishment of Corporate Complaints Management position in November Complaints Management Strategic Framework endorsed by the Executive in February Business Excellence Framework now implemented with complaints as one of its key focuses. 5

6 What is a complaint? Definition of a Complaint A registered expression of dissatisfaction with service. Lodged by a complainant or their representative. Can be made verbally or in writing. A complaint relates to a specific episode, occurrence or failure in provision of service that has resulted in an impact on an individual or group. A general expression of concern is not a complaint. 6

7 Key Complaints Messages It is the responsibility of the department to manage complaints. The aim is to manage all complaints as quickly and at as low a level as possible in the organization, provided there is sufficient decision-making and probity for a fair process. The department has adopted a three-tier systems approach to the management of complaints. The department welcomes complaints as an opportunity for quality assurance. Complaints provide valuable information that enables prompt identification and, where appropriate, rectification of service issues, without the blame culture. The focus is on the complaint, not complainant, without ignoring the human issues, e.g. providing complainants with an opportunity to vent without labeling them. 7

8 Strategic Framework Recommendations Key elements of the framework: 1. Acknowledgement of 17 existing Complaints Management processes 2. Agreement to develop an effective complaints management culture, including: Corporate complaint management principles agreed, based on Australian standard (processes checklist): Commitment Fairness Resources Visibility Access Assistance Responsiveness Charges Remedies Data collection System & recurring problems Accountability Reviews 8

9 Strategic Framework Recommendations (continued) Establishment of a Complaints Network with representatives from the eight Programs and Regions that meets regularly. They are the departmental complaints champions to assist clients navigate the many systems and identify system improvements needed. A strong communication focus to assist staff e.g. development of complaints brochure/poster that has been client focus-tested, available in 10 languages. Acceptance and focus on Complaints as an important quality assurance tool. Development of a clear complaints management system including staff tools such as the Complaints Intranet site and the Complaints Database, with resolution time standards. 9

10 Strategic Framework Recommendations (continued) process mapping of complaints. Acceptance Process Complaint made by complainant Is there an existing complaint? Is the NO YES Is complaint YES complaint within the Department s definition? responsibility? Does complainant need to be referred to other areas of the Dept? 6 Refer complainant to other areas in DHS NO 7 2a Explain to complainant NO Advise of other possible options for redress NO YES Are there any time restrictions Applicable? NO 8 9 Referred to DHS Officer Respond to Complainant Processing Process 10 Can DHS Complainant Resolved? resolve outstanding Advise of External seeks Complainant issues? Review Options EXTERNAL decides NFA NO NO review? NO YES 12 YES YES YES Advise of Internal Review Options 13 Complainant seeks INTERNAL review? YES INTERNAL REVIEW 17 EXTERNAL REVIEW YES 14 Resolved? NO Matter Closed Closure Process Close complaint. File note re status 10

11 Strategic Framework Recommendations (continued) 3. Best practice models for innovative & consumer focused complaints management through sharing info and modeling behavior, e.g. seminar by UK expert Prof. Linda Mulcahy on building effective health complaints management systems. 4. Corporate clearinghouse role on complaints management and the interface with other parts of the business. 11

12 Complaint Assessment A Systems Approach The department treats each complaint as a system that should move through a threetiered process i.e acceptance processing closure The Complaints Database developed for the department guides staff through the process. 12

13 Recording of Complaints Data Information captured that can be tracked, monitored and analysed. Inbuilt Hyperlinks speed access to more detailed information. Mandatory fields indicated by screen colour. 13

14 Complaint Elements Each Complaint must include at least one of each of the following elements: Complainant Subject Issue including objective Multiple entry capacity available for each element. Subject is defined as the individual about whom the complaint is made or the person affected by the complaint Complainant & subject can be one and the same. 14

15 Complaint Business Rules Relationships can be build between people, e.g. multiple complainants someone complaining on another s behalf advocate for complainant Protocols re staff complaints. Differentiation between same complaint about a staff member multiple times several complaints about the same staff member on same or multiple issues. 15

16 Complaint Issue Analysis Eight highlevel Issues Communications Human Resources Legislation Privacy Relationships Service Access Service Quality Service Provision Sub Issues are content specific eg phone calls not returned. 16

17 Complaint Objectives & Staff Tools Objectives defined based on organisational capacity: Apology Assistance/Services Change of Policy/Process/Regulation Compensation Explanation Investigation Review of Decision/Process/Regulation Registration of Concern Range of staff tools: Template Letters Progress (File) Notes To Do tasks Enquiries Compliments 17

18 Complaint Closure and Review Assessment of both outcome & process. Complainant & Organisational Viewpoints Considered. 18

19 Complaints Line Ph