Mixin Classes in Odoo 17 How to Extend Models Using Mixin Classes
Developing a Good Practice Guide for Student Complaints - Paul McFadden
1. 1
Building a culture that values complaints
Paul McFadden
Complaints Standards Authority (CSA)
Academic Registrars’ Council
Developing a Good Practice Framework for student complaints
6 June 2013
2. 2
The need to improve
“Not fit for purpose”
Complex and confusing: Need to make complaining
more straightforward. Reduce the complexity of the
current complaints handling systems. SPSO premature
rates as an example of this.
Inconsistent and lacking co-ordination: within and
across sectors. Need to remove potential for duplication
and overlap.
Too slow: need to reduce the time taken
Not Getting it Right First time: reduce unnecessary
customer interaction. Need to deal with complaints more
locally
Focused on organisational need not on customer
Inconsistent learning: need to enable the lessons
learned to be applied more easily across all public
services.
Lack of focus on performance and costs - value for
money
3. 3
Public Services Reform
(Scotland) Act (2010)
Complaints Standards Authority
Model Complaints Handling
Procedure for each sector
Standardised, simplified
Consistent for service user
Sectoral approach
Centre of best practice
Develop and share best practice
across sectors
Building networks
Providing training and support
4. 4
Building a culture that values
complaints
Quick, simple process
Roles and responsibilities are well defined from frontline
to boardroom with empowered staff and effective
governance
Effective complaints resolution is embedded in the culture
of the organisation
A performance culture drives complaints handling
Organisational learning from all complaints informs service
improvement
5. 5
One standardised CHP
What is / is not a complaint
2 stages, standard timescales
Clear roles and responsibilities and
good governance
Standards for recording, reporting,
learning and publicising
Dealing with unacceptable actions
Share complaints performance and
lessons learnt throughout organisation
Share outcomes and action taken with
customers
7. 7
Quick, simple process
Empowered, customer-focused frontline
Complaints well defined
Resolve quickly at, or close to, point of delivery
Local, easily accessed
Telephone / face to face
DWP 80%
Brings challenges – quality of record is crucial
Get it right first time culture - One co-ordinated investigation
Removing safety nets
Making the right decisions
learning lessons
training staff
8. 8
Quick, simple processWhy?
Less confusing – customers understand the process and get a quick
response
Customers are happier - customers want problems fixed quickly (or
explained)
Things don’t ‘snowball’
Cheaper / takes less time
2010 OFWAT report – 15 minutes to resolve complaints at the
frontline; 70 hours at final stage
NAO report on DWP - frontline resolutions 40 times cheaper
DWP 50% reduction
Less senior staff time
Less duplication of reviewing same facts and issues
9. 9
Complaints handling roles and
responsibilities are well defined
Frontline staff are empowered
Know when, how and in what
circumstances they can act
Know when authorised to say sorry and
take corrective action
Senior management ownership
Signing off investigations – the final
decision
Monitoring complaints info – concerns
and trends
Are staff making right decisions?
Board reviewing individual cases
Right management and governance
processes in place?
Leading culture
Ownership and
responsibility
Governance and
management
culture (See Mid-
Staffs)
10. 10
Effective complaints resolution is
embedded in the culture of the organisation
All staff - welcome and ‘own’ complaints
Don’t see them as a threat or act defensively
Mind-set of quick resolution - staff automatically and instantly contact customers
Admit failings – all staff empowered to apologise and put things right
Move away from the legalistic mindset: ‘apology = liability’
Organisation - Value Complaints
Need a clear, very visible signal from the most senior level
Complaints on agenda - throughout organisation : team meetings, executive team,
frontline, performance targets
Plan and improve service delivery on basis of customer insight
Give sufficient status and weight to complaints managers – professionalise
11. 11
What customers want when they
complain
1. An acknowledgement of the error
2. Confirmation that they, the customer, were right
3. An understanding of why things went wrong
4. An acceptance of responsibility and a meaningful and
timely apology
5. Reassurance that the problem has been addressed and
will not happen again
6. A reconciliation of a relationship
7. The restoration of the customer’s reputation
Department for Communities and Local Government June 2009
‘Getting it right, righting the wrongs’
www.communities.gov.uk/documents/communities/pdf/1258299.pdf
12. 12
The power of apology
A meaningful apology
Accept responsibility for failings
Not blaming anyone else and not making excuses
accept total responsibility for action or inaction.
Express regret
Empathy, acknowledgement of the injustice caused.
Resolve the matter,
or commit to take action to prevent reoccurrence
13. 13
A performance culture drives
complaints handling
Not all about reducing the numbers
Focus on resolving more, more quickly at the frontline -
Monitor and reduce proportions resolved at frontline
Target phone contact / on-the-spot
Reduce number of escalated complaints
Reduce ‘lost’ complainants – e.g. SPSO prematures
Average times
Reduce uphelds
Measure customer satisfaction
Measure responsiveness - what and how often have you changed as a
result of complaints?
Base-line and benchmark performance – private and public sector
Focus on costs
14. 14
Organisational learning
Record, analyse and report on all complaints
You can’t manage what you don’t measure
Managers act on regular reports - identify, action and review quarterly
What are we getting wrong and why?
Service failures identified, actioned and reviewed quarterly
Root cause analysis
How do we improve?
Share with staff stories of poor service / customer journeys
Allow staff to make quick changes to service delivery
Communicate learning to customers
Publicly report complaints outcomes, trends and action taken
Student awareness of value of CHP
Put complaints on the agenda – from the board room to team meetings
15. “Such an approach completely ignored
the value of complaints in informing the
Board of what was going wrong and what,
If anything was being done to put it right.”
The Trust Board was limited in the learning it received
from complaints. In particular, it did not receive details of
any individual complaints and, indeed, the Chair of the
Trust did not review any of them personally. Her reason
for this remote approach was that:
“As far as complaints are concerned, … individual
complaints always risk giving a biased and partial
view of what’s happening in the trust. A complaint
that’s investigated properly and resolved is then put
to bed and doesn’t need to come to the attention of
the hierarchy in the organisation, actually.”
Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry, volume one, page 250
16. “However, it is far from certain that a more
penetrating look at complaints would have
shaken her confidence in the management of
the Trust because her instinctive reaction to
complaints appears to have been a
combination of scepticism about their
substance and a tolerance, borne of a belief
that such complaints were not uncommon in
the NHS.”
Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry, volume one, page 250-251
17. 17
Challenges
Culture Change
Frontline and senior staff
Are HEIs customer focused?
Consensus on CHP
No. of stages – no review stage
Training and staff awareness
‘All frontline staff?’
Decision making and learning
10 years of SPSO – same messages
Recording ALL complaints
Definition of complaint / service request
‘Informal’ complaints
Systems
Mobile staff
Publicising complaints performance
Higher Education - competitive market place
18. 1818
Supporting and promoting best practice
Online resources - www.valuingcomplaints.org.uk
Complaints handling developments and good practice resources
Ask each other – cross-sector discussion forum / community
Ask CSA – implementation advice
Networks of complaints handler
Training
E-learning modules
Module 1: Understanding the Model Complaints Procedure
Module 2: What Is A Complaint?
Module 3: What Customers Want When They Complain
Module 4: Getting It Right From the Start
Module 5: Active Listening
Module 6: Finding the Right Solution
Module 7: Learning From Complaints
Module 8: Managing Difficult Behaviour
Investigation and Frontline classroom-based courses
21. 21
How do you match up?
Quick, simple process?
Is it accessible?
Easy to navigate?
How efficient? Do you know?
Roles and responsibilities well defined from frontline to boardroom?
How empowered and authorised are your staff?
Governance post-Francis?
Complaints culture of the organisation?
Welcoming, valuing complaints?
Legalistic?
Does a performance culture drives complaints handling?
Do you report, publish, target, IMPROVE?
Organisational learning from all complaints informs service improvement
What processes in place to analyse, report and learn from all complaints?
22. 22
UK Public Administration Select Committee
Cross-departmental inquiry
1. What objectives should Ministers adopt when considering how
complaints about Government and about public services
provided by Government are handled?
2. How effectively do Government departments and public
service providers use complaints to improve the service
provided?
3. How quickly do complaints systems deal with legitimate
grievances and provide redress?
4. How easy is it to make a complaint about a Government
department or agency, and how could this be improved?
5. What lessons from Francis Report?
Crerar and Sinclair Reports looked at scrutiny of the public sector, and of complaints in particular. Found a range of problems across most publicly funded services.
CSA developed by SPSO in response to new legislation (Public Services Reform (Scotland) Act 2010) that requires SPSO to take on new role of improving complaints handling across public services. 2 strands to CSA work: One standardised, simplified model CHP for each sector make complaining easier, simpler and more consistent for all ‘ customers’ empower staff to ‘get it right first time’ reduce numbers of escalated complaints through improved frontline complaints handling more efficient – removes extra layers reducing costs Improving the learning from complaints, through recording and reporting to management clearer monitoring of complaints handling performance including timescales and costs CSA as a centre of best practice working in partnership with each sector to develop ways of gathering and sharing best practice in complaints handling CSA providing guidance Sectors taking ownership of developing networks for sharing best practice and learning
Definition: An expression of dissatisfaction by one or more members of the public about the organisation’s action or lack of action, or about the standard of service provided by or on behalf of the organisation. Not a complaint: - 1 st time request for service - request for compensation - issues going to court - issues that could be decided through an appeal - a complaint where a final decision has already been given – they come on to SPSO Who can complain? Anyone and third parties ‘with personal consent’ – up to you to decide re written consent, dealt with through CHP whoever brings the complaint 2 stages – Frontline – 5 days - Investigation – 20 days Recording reporting, learning and publicising – with specific requirements Frontline Resolution isn’t about who fixes the problem. It’s about when a problem is fixed. All staff should try to resolve customer complaints as early as possible. Frontline Resolution should always be attempted where the issues involved are straightforward and potentially easily resolved, requiring little or no investigation.
Definition: An expression of dissatisfaction by one or more members of the public about the organisation’s action or lack of action, or about the standard of service provided by or on behalf of the organisation. Not a complaint: - 1 st time request for service - request for compensation - issues going to court - issues that could be decided through an appeal - a complaint where a final decision has already been given – they come on to SPSO Who can complain? Anyone and third parties ‘with personal consent’ – up to you to decide re written consent, dealt with through CHP whoever brings the complaint 2 stages – Frontline – 5 days - Investigation – 20 days Recording reporting, learning and publicising – with specific requirements Frontline Resolution isn’t about who fixes the problem. It’s about when a problem is fixed. All staff should try to resolve customer complaints as early as possible. Frontline Resolution should always be attempted where the issues involved are straightforward and potentially easily resolved, requiring little or no investigation.
From the Guidance – standard across sectors. Part of a wider initiative to standardise across public services. Based on 2 stage model introduced in NHS several years ago.
WHY? Less confusing – customers have a quick, streamlined process Customers are happier Customers want problems fixed quickly (or attempts made to explain something) Reduces the likelihood of repeat complaints Its Cheaper / takes less time Less senior staff time Less duplication of reviewing same facts and issues 2010 OFWAT report – 15 minutes to resolve complaints at the frontline; 70 hours at final stage NAO report on DWP - frontline resolutions are 40 times cheaper than those resolved at the final stage. DWP 50% reduction in costs since introducing new model (2012)
Research by LGO re Council housing – what tenants want when they bring a complaint
Research by LGO re Council housing – what tenants want when they bring a complaint
Here are the issues your organisation may wish to address as it works towards implementing the Model CHP. Internal processes, such as signing off different types of investigation complaints Update recording systems to include all the relevant info, specified in model CHP Consult on elements where there’s flexibility – eg. what info tenants want to know about complaints and where. For some this will include role of management committee in individual complaints. Awareness and training – e-learning modules for frontline staff, SPSO training days, and SHARE. Pro-forma for monitoring implementation to be returned by 12 th October. Monitoring performance will start in April 2013, via ARC, so need systems in place for then. Social landlords manage their businesses so that: tenants and other customers find it easy to communicate with their landlord and get the information they need about their landlord, how and why it makes decisions and the services that the landlord provides. This outcome covers all aspects of landlords‘ communication with tenants and other customers. It is not just about how clearly and effectively a landlord gives information to those who want it. It also covers making it easy for tenants and other customers to make complaints and provide feedback on services, using that information to improve services and performance, and letting people know what they have done in response to complaints and feedback. It does not require landlords to provide legally protected, personal or commercial information.’ (Emphasis added by SPSO)
Here are the issues your organisation may wish to address as it works towards implementing the Model CHP. Internal processes, such as signing off different types of investigation complaints Update recording systems to include all the relevant info, specified in model CHP Consult on elements where there’s flexibility – eg. what info tenants want to know about complaints and where. For some this will include role of management committee in individual complaints. Awareness and training – e-learning modules for frontline staff, SPSO training days, and SHARE. Pro-forma for monitoring implementation to be returned by 12 th October. Monitoring performance will start in April 2013, via ARC, so need systems in place for then. Social landlords manage their businesses so that: tenants and other customers find it easy to communicate with their landlord and get the information they need about their landlord, how and why it makes decisions and the services that the landlord provides. This outcome covers all aspects of landlords‘ communication with tenants and other customers. It is not just about how clearly and effectively a landlord gives information to those who want it. It also covers making it easy for tenants and other customers to make complaints and provide feedback on services, using that information to improve services and performance, and letting people know what they have done in response to complaints and feedback. It does not require landlords to provide legally protected, personal or commercial information.’ (Emphasis added by SPSO)
Definition: An expression of dissatisfaction by one or more members of the public about the organisation’s action or lack of action, or about the standard of service provided by or on behalf of the organisation. Not a complaint: - 1 st time request for service - request for compensation - issues going to court - issues that could be decided through an appeal - a complaint where a final decision has already been given – they come on to SPSO Who can complain? Anyone and third parties ‘with personal consent’ – up to you to decide re written consent, dealt with through CHP whoever brings the complaint 2 stages – Frontline – 5 days - Investigation – 20 days Recording reporting, learning and publicising – with specific requirements Frontline Resolution isn’t about who fixes the problem. It’s about when a problem is fixed. All staff should try to resolve customer complaints as early as possible. Frontline Resolution should always be attempted where the issues involved are straightforward and potentially easily resolved, requiring little or no investigation.
What is the biggest challenge you will face? How prepared are you? What information would help you most? Do you record, analyse and report on all complaints? If not how could this be achieved? What might be challenges / barriers to achieving this? Do you regularly review the lessons learned to identify patterns in service failures? How could you improve this? Do you publish information on complaints - volumes / types of complaints/performance? Do your senior management and/or management committee receive and act on regular reports? Do you have processes in place to allow quick response to critical or systemic service failures? Would you be interested in learning from others through a network of complaints handlers? What do you think you do well that you could share with others?