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The 1823 Integrated Call Centrea Case Study

11 December 2008

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1823’s role in Complaint Handling

To serve as a bridge between citizens and participating departments

To monitor case progress

To measure performance

To identify problems

How Are we Doing

1823’s role in Complaint Handling

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Complaint Handling Profile

300,000 calls a month

Central Repository for HyD, LCSD and TD

1823 As a Bridge

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Service Level Agreement to monitor Acknowledge Receipts, Interim Reply, Final Reply

Reminders and Escalations

Management information on overdue cases

Dedicated Complaints Handling Team

Monitor Case Progress

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Assignments to the ‘responsible department’ in buck-passing cases

Examples of buck-passing cases (recreation facility and vegetation management)

Early alert to departments, e.g. LPG cylinders

Daily Risk Assessment, e.g. Lift safety, Melamine in milk products

Monitor Case Progress (Cont’d)

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大涌橋路城門河畔划艇會對面的露天看台鋼索折斷Broken wire and benches of a public stand at Tai Chung

Kiu Road, Shatin

Case - Tai Chung Kiu Road, Shatin

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LCSD– Outside their jurisdiction

HyD– Concerned location and facilities not under the maintenance

of HyD

LandsD– Most similar government recreation facilities did not obtain

any Government Land Allocation or there had been no formal handover procedures from the then old Territory Development Department (TDD) period.

– Cannot confirm management responsibilities– May be erected by CEDD (Former TDD) or ArchSD – No record/information– Facilities in poor condition, other parts may collapse soon

Case - Tai Chung Kiu Road, Shatin (Cont’d)

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HAD– Unallocated government land, to refer to LandsD to follow-

up

DLO– Not under their maintenance responsibility

LCSD– All along, they have not taken up the management and

maintenance of the stand

Case - Tai Chung Kiu Road, Shatin (Cont’d)

(More than 1 month)

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Case - Tai Chung Kiu Road, Shatin (Cont’d)

EU Hqs raised with concerned departmentsEU Hqs raised with concerned departments

DLO convened a meeting with CEDD, HyD, LCSD, ArchSD & HADDLO convened a meeting with CEDD, HyD, LCSD, ArchSD & HAD

– DLO will demolish the stand– Beautification programme by Shatin District Council– DLO will demolish the stand– Beautification programme by Shatin District Council

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Case – 般咸道禮賢會坑渠邊大樹枯萎

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LCSD– on unallocated Government land, not under jurisdiction of

LCSD

LandsD– Located within a storm water drainage system, to be taken

up by DSD

DSD– Dead tree, to be removed by FEHD

Case – 般咸道禮賢會坑渠邊大樹枯萎(Cont’d)

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FEHD– According to ETWB Circular, DSD is responsible for

vegetation maintenance work including cutting and trimming of overgrowth within DSD venues. FEHD is responsible for removal of dead vegetation including tree leaves and broken branches found floating in water courses

Case – 般咸道禮賢會坑渠邊大樹枯萎(Cont’d)

7 weeks

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Case – 般咸道禮賢會坑渠邊大樹枯萎(Cont’d)

EU Hqs raised with concerned departmentsEU Hqs raised with concerned departments

DSD, FEHD, LCSD liaised with each otherDSD, FEHD, LCSD liaised with each other

– LCSD to cut the tree– FEHD to remove the tree– LCSD to cut the tree– FEHD to remove the tree

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Case – 般咸道禮賢會坑渠邊大樹枯萎

Measure Performance

　 Target 2007

No. of Complaint Cases Referred to Departments 　 234,267

Assignment within 24 hours 90% 98%

Correct Assignment Party Identified within 7 Days*Note 1 90% 99%

Misassignment Rate <=5% 1.13%

Complaint Handling Satisfaction (10-point scale) *Note 2 6 7.3

Percentage of Complainants Satisfied with the Handling Procedure*Note 3 70% 80%

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*Note 1: 1823 would keep the complainant informed of the progress of assignment.

*Note 2: Starting from 2008, an independent consultant was commissioned to conduct a customer satisfaction survey

for 1823. The score of 7.3 covers only the first quarter of the survey in 2008.

*Note 3: The percentage of 80% covers only the first quarter of the survey in 2008.

Performance of 1823 on Complaint Handling

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Knowledge Base Review to rationalise subject matters and streamline assignment procedures

Monthly reports to highlight trends, e.g. growth in complaint figure, distribution by districts, analyses of subject matters, overdue cases

Analyses based on experience of 1823’s Liaison Officers

Planning to introduce Data-mining Tool to help with the analyses

Assist departments in focusing their action and resource planning

Highlight grey areas to Development Bureau for reconsidering the updatedness of the ETWB Circular

Identify Problems

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Customer Satisfaction Survey on Complaints Handling

Conducted by Policy 21, HKU

Focus Groups and telephone interviews for 1,000 complainants

Educated, middle-class citizens

More demanding but reasonable group whom Government should enlist support

How Are We Doing

Satisfaction on the performance of staff of 1823

7.7

7.3

7.0

7.1

6.9

5.6

1 2 3 4 5 6 7 8 9 10

Constraint (Q3k)

Follow-up services (Q3j)

Assurance (Q3d,e,g,h)

Empathy (Q3b,c,f)

Responsiveness (Q3a, i)

Satisfaction (Q7a)

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Satisfaction on the performance of1823 staff by departments

7.7

6.4

7.6

7.5

7.6

7.3

7.4

6.9

7.5

7.4

7.0

1 2 3 4 5 6 7 8 9 10

Other departments

HKP

EMSD

DSD

DH

LCSD

TD

BD

HYD

AFCD

FEHD

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Satisfaction on the performance of other Government departments’ staff

6.2

6.3

7.2

6.0

6.3

1 2 3 4 5 6 7 8 9 10

Staff of relevant government departmentshad kept me informed of the progress in

dealing with my complaint

Staff of relevant government departmentshad made an effort to address problems

raised in my complaint

The manner of staff of governmentdepartment when they approached me was

very good

The time taken by staff of relevantgovernment department in following up my

complaint was acceptable

Satisfaction (Q7b)

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Satisfaction on the performance of staff by relevant government departments

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Outcomes of complaints lodged and satisfaction level

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7.3

4.0

7.3

5.8

6.3

7.8

6.5

7.0

1 2 3 4 5 6 7 8 9 10

Government department has nottaken any action

Government department has takenaction, and the problem is no longer

there

Government department has takenaction but the problem is still

recurring

Overall

1823 staff Staff of govt dept

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Public’s willingness to complain to us is a “vote of confidence” on our part. Only if we fail them will they turn to the media and Ombudsman. We should therefore “welcome” complaints and take action expeditiously

Public mood is bad and the Government as a whole, and in particular frontline departments, are under a lot of pressure

1823 has stepped up its efforts and redeployed more resources to complaints handling

Strengthened partnership with departments to improve public service delivery

Would continue with timely escalation of difficult cases to department’s senior staff

Process is important – Complainants will be satisfied if their complaints are being looked into.

Take Away Messages

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