Last week, the third Accountability “Book Club” (now known as the “Accountability Club”) took place, hosted by Hana with Save the Children. The topic was Complaints and Response Mechanisms (CRMs). There were no prior reading materials, but instead the group simply shared their learning and experiences from their own work. Though the group was small, the conversation was quite rich! Participants included Accountability and Impact Measurement (AIM) Advisers and Standing Team members. Below is a summary of some of the key topics covered:
Aligning CRMs with agency HR procedures
Hana shared how Save The Children categorizes its complaints and how it reacts accordingly. Upon receipt, complaints are categorized into one of 4 types:
1. Minor dissatisfaction
E.g. a household kit is missing; Save staff said they would come back to talk to someone but didn’t
2. Major dissatisfaction
E.g. a hand pump was fitted but doesn’t work; half of a distribution list is family members of the chief
3. Inappropriate behaviour of staff
E.g. staff members asking for payment to be put on a distribution list; rude or verbally abusive behaviour; misappropriation of project goods
4. Serious staff misconduct
E.g. physical or sexual abuse; fraud; corruption.
The first two categories may derail a program and need to be addressed, but are of a different nature to the latter two, which relate closely to Save’s staff code of conduct. If any complaints are received that fall into categories 3 or 4 the relevant HR disciplinary procedures would be followed, including—if appropriate—the necessary judiciary processes. Serious staff misconduct would be reported immediately to the HR Director and a crisis action meeting called within 2 hours as a first step in the follow-up.
This highlights the importance of setting up your CRM in conjunction with your HR department to ensure that your mechanism and how you act on complaints aligns with HR procedures.
How do you give feedback when a complaint is submitted anonymously?
Complainants may not always want to be identified, for example for fear of retribution. How can you provide feedback on actions taken in response to a complaint if you do not know who submitted it? In a CARE program in the Democratic Republic of Congo a monthly overview was provided of all the complaints received and what action had been taken. To protect confidentiality, no names or other information that could lead to the individual being identified were included. This overview was published on a public notice board and was also shared verbally in community meetings and with community leaders.
This type of sharing enables feedback on anonymous complaints and provides a transparent overview to the community of the complaints received and actions taken. World Vision in Kenya currently follows a similar approach, but also shares this information via the local radio.
Using a variety of approaches to target a variety of beneficiaries
High-tech CRMs could mean high exclusion: In 2011, Save the Children used an SMS-based complaints system in its Pakistan response. Staff would place phone calls to each SMS complaint received to discuss the issue. The system worked very well, but upon analysis Save realized that mostly men used it. Consultations were then held with women on how to include them, and the system was subsequently revised.
When setting up a CRM it is important to think about the diversity of stakeholders and consult different groups in the design phase of your CRM. As this example also shows, it is also worth monitoring who uses the system so you can improve your approach.
In Dadaab camp in Kenya Save set up hot desks in their child-friendly spaces for children to speak about their complaints. In other programs these hot desks may be in schools or other places you find children. Don’t expect them to come to you—your CRM may have to have proactive elements. For more about Save’s CRM in Dadaab, see this blog.
How formal should a CRM be? A look at a community CRM
In CARE Niger’s program in Konni a community level complaints system was set up so that complaints could be handled without necessarily involving the agency, CARE. This helped to successfully and quickly resolve some major and many minor dissatisfactions, such as the omission of a Cash for Work beneficiary on a payment list. The system is well set up, with elected members sitting on a complaints committee. The community knows who the members are and has confidence in them and their ability to resolve problems. Anything that cannot be resolved by the committee is raised either with the local chief or with CARE staff, as appropriate, and resolved at that level. On the whole, it is a system that works well, and the beneficiaries have even reported a decrease in community conflict as a result of this committee—yet this is not a culture where documenting information through writing is common. Nothing is written down. Having to write complaints and documenting the process may actually discourage people from reporting complaints in a community with an oral tradition.
So how can you ensure each complaint receives a reaction? How do you know your community CRM is working? How do you make sure you are improving the quality of your programming? How do you capture the learning and share it so that others do not repeat mistakes? Agency staff could carry out a regular debrief with the community committee to capture data and lessons learned.
World Vision in Kenya has made a formal system work: each complaint is documented and a receipt is given to the complainant. They did this by wide community sensitization which emphasised the importance of this system, particularly to ensure mistakes are not repeated. Including a name in the complaint remained optional, as that was the greatest barrier in documenting process.
As was shown in the example of Save in Pakistan and CARE in Niger, the method of registering a complaint should accommodate the culture and diversity of target beneficiaries to ensure a robust, far-reaching mechanism that can be accessed by boys, girls, men and women alike. Doing a stakeholder analysis and asking different stakeholder groups can help you design your mechanism.
Want to know more?
Whether you want to review your current CRM or are thinking about setting one up, have a look at sections 4 and 5 of the Good Enough Guide and tool 12 to guide you! Also, check out some previous blogs: Part I and Part II on case studies on complaints handling.
The next Accountability Club will be held on June 14th and will cover the topic of financial transparency in response. More information to come!
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