1.   Healthcare Complaints Management Conference Creating a Proactive Approach to addressing and reducing complaints in our healthcare services
Thursday 11 May 2017, Royal Marine Hotel, Dun Laoghaire, Co. Dublin
Verbal complaints
Co-ordinator of NHS Complaints Personnel Association Scotland (NCPAS);
Former Customer Relations Officer with NHS Lothian;
Former Feedback and Complaints Officer, Scottish Ambulance Service;
Former Member of the Scottish Government Fit-For-Purpose Complaints System Action Group (Crerar Review) and NHS Complaints Procedure Survey – Evaluation Steering Group;
Former Secondee to Office of the Scottish Public Services Ombudsman (SPSO)

2. Points to be covered today
Everyone is responsible for dealing with a complaint: What can you do straight away to try and resolve the problem?
What can your colleague or line manager do: who takes immediate ownership?
Can the issue be sorted on the spot and, if not, what assurances can be given that it has been listened to?
Can you feedback asap to the complainant as to what has been done: can the complaint be closed?
How do you train local staff in being empathetic to the complainants and bringing about a satisfactory resolution?
When do attempts at local resolution finish and the more formal complaints process start?
What learning issues can be shared widely throughout organisation to prevent similar complaints arising?

3. The Power of Instant Reaction
United Airlines have been headline news.
“Manhandling” passenger on over booked flight.
A Utah couple say they “were booted off” a Houston flight bound for Costa Rica, where they were getting married, after they changed seats without permission.
Witnessed and shared instantly by other passengers through social media.

4. The ways to Complain
In Person: Talk to any member of HSE staff, service manager or complaints officer
Online Form: Send your complaint securely through the online feedback form
By with your feedback.
By Letter: Send a letter or fax to any HSE location. Staff can help you put your complaint in writing, if you require assistance.
Ring us: LoCall : Your call will be answered by a staff member from the National Complaints Governance and Learning Team.
Contact our Confidential Recipient for Vulnerable Persons (any vulnerable person receiving residential care in a HSE or HSE funded facility ), Leigh Gath, LoCall Mobile
Through Advocacy Services: Contact an Advocacy Service.
National Specialist in Accessibility: The HSE has appointed a National Specialist in Accessibility who will provide guidance, advice and strategic support in the promotion of access for people with disabilities.

5. The Complaints Procedure
What will happen next?
In the case of a comment or a compliment, Letters will be acknowledged. All comments or compliments will be forwarded to the relevant service or staff member.
A verbal complaint will be acknowledged as soon as possible be the relevant staff member. A written complaint will be acknowledged by a complaints officer in writing within five working days.
How long will it take the complaints officer to look into complaint?
The complaints officer will look into complaint within 30 working days of the date when it was acknowledged.
If it takes longer to look into all the issues raised, the complaints officer will be in touch within thirty working days and will give complainant an update on what is happening every twenty working days after that.

6. The New NHS Complaints Procedure in Scotland – 1 April 2017
Stage one – early, local resolution - aims to quickly resolve close to where service was provided. This could mean an on-the-spot apology and explanation if something has clearly gone wrong, and immediate action to resolve the problem.
Where enquires are required, complainant will be notified at Stage one in five working days or less, unless there are exceptional circumstances.
If complaint cannot be resolved at this stage, complainant will be given option to go to Stage two - immediately or sometime after the initial decision. Stage two deals with two types of complaint: those that have not been resolved at Stage one and those that are complex and require detailed investigation.
When using Stage two, complaint will be acknowledged within three working days;
There might be a discussion with complaint to understand continuing dissatisfaction and outcome looked for and issue full response to the complainant as soon as possible and within 20 working days.

7. On the Spot Resolution
Everyone is responsible for dealing with a complaint: What can you do straight away to try and resolve the problem?
Take time to listen.
Demonstrate empathy and compassion.
Take immediate ownership even if you can’t personally resolve – simple apology and reassurance that something will be done may be all that is required.
Assess to see if there is an easy fix – sometimes “think out of the box”.

8. Immediate Ownership
What can your colleague or line manager do: who takes immediate ownership?
The person who receives the feedback should take initial responsibility and ownership while trying to understand what has happened.
Can situation be dealt with at location or should complainant be taken to quieter and more confidential area?
Even in a busy waiting room, clinic etc. the complainant should not be left thinking they have been forgotten about. Don’t worry about having to consult with colleague or line manager but keep complainant informed of what is happening.
Say sorry – it’s allowed!!!

9. Sort on the Spot?
Can the issue be sorted on the spot and, if not, what assurances can be given that it has been listened to?
Some issues are simple but can grow arms and legs if not sorted immediately.
Is there something visible that can be done that immediately demonstrates change?
If action needs more time, explain why and offer to make contact as soon as situation is resolved.
Often a phone call or text might be all that is required but offer to follow up in writing.

10. Instant Feedback
Can you feedback asap to the complainant as to what has been done: can the complaint be closed?
If you have a situation, and you are sure it has been implemented or will be taken on board, feedback immediately.
If complainant is happy with outcome, check if they still wish matter recorded as complaint or feedback and do they wish formal written response.
Log into your feedback systems as proof issue has been dealt with and share lessons where possible.

11. Empathy Training
How do you train local staff in being empathetic to the complainants and bringing about a satisfactory resolution?
By understanding the role that empathy and emotions play in communication and behaviour, and by recognising how self-development improves awareness, good training can benefit the outcomes of patients, staff and organisations.
Lots of emotional data exists within difficult conversations, complaints and serious incidents which can help gain valuable insight into the needs of others and prevent psychological harm from poor communication.
Through the process of listening and responding empathically and by understanding our own emotions, supporting skills can be cultivated to aid reaching an optimum outcome even when the circumstances are less than optimum.
Lots of help available. One very good example is the LEED Communications Programme® (Learning Empathy & Emotional Development) which has been developed by Carolyn Cleveland. Details at

12. Complaints Training
It is important that all staff understand the following issues and receive the necessary training and support:-
Why people are led to complain – re-evaluate how departments work and constantly review all the feedback received to improve the patient experience;
Staff should be encouraged to think how it might be for the complainant – how would they cope/deal with if it was them raising the complaint?
How the complaint system works (in order to assist any verbal complainants that they might encounter);
The types of behaviour that a complainant (whether it is patient, relative or carer) might demonstrate;
Dealing with the emotional effects and stress that complaints can produce;
Handling abusive and unreasonable complainants and managing conflict;
General communication skills.

13. Instigating Formal Process
When do attempts at local resolution finish and the more formal complaints process start?
When it is clear that the issues are too big to resolve or it is clear that fuller investigations are required.
The expectations of the complainant are too high for a more informal resolution.
All attempts to successfully bring quick closure have failed.

14. Health Care Mediation
A possible way of resolving conflict is often to sit down and talk it through.
Mediation can be a useful opportunity to make both sides think about what the issues are.
Mediation can provide a forum within which to explore difficult and heated issues allowing both complainants and healthcare professionals a voice.
Do you have access to good mediation/advocacy services?

15. Lessons and Prevention
What learning issues can be shared widely throughout organisation to prevent similar complaints arising?
Decide who needs to know – how many staff (including other departments) will likely come into contact with the individual/s and/or have an influence over future care and treatment or policy decisions?
Briefing sessions with all concerned are useful to discuss the background and coping techniques with difficult situations.
Engage staff in discussions around possible solutions – they might have constructive ideas.

16. Recording details of verbal complaints
Remember that the content of any written reports or s connected with the complaint could be requested in data protection requests, legal claims or Ombudsman investigations.
Stick to accurate reporting without making emotive remarks.
Record as much detail of verbal conversations as possible including each telephone call or personal visit.
Even if matter seems to be resolved, keep record in case it comes back as formal complaint!

17. Use Social Media constructively
Does your organisation have a Twitter or Facebook account?
Are you aware of use on this type of media by people wishing to complain?
Be conscious of issues of confidentiality and consent.
Use social media as well as your websites to demonstrate (anonymously) issues that have arisen from both verbal and other forms of feedback.

18. Keep Smiling!!!
The messages today have all been touching on the importance of good communication, the damage that can happen to patients and their families without effective complaints handling, positive interrelationships between internal complaints management and Regulators and the need for supporting staff. Keeping calm and positive under stressful situations can be difficult but it helps!!!

19. National NHS Complaint Managers Forum (England)
Over 650 members from Trusts, CCG's GP Surgeries, All the Regulators etc.
Free Monthly updates
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Web site with extensive library
Advice and Support
Indirect Contact with regulators to clarify issues
Free Membership – contact:-

20. Complaints Handlers Website http://www. knowledge. scot. nhs. uk/ncpas