Comprehensive Complaint Redressal System (CCRS)
Ahmedabad Municipal Corporation

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
When compared with the service industry, the biggest challenge faced by the citizens from any government organisation, is the lack of efficient and timely service delivery. Moreover there is no easy method for reporting such inferior service quality to the organisation. The corporate entities tackle these service delivery issues through a robust citizen interface through various communications media where the customers can register their complaints about poor service delivery. When one talks of the government, one of the biggest challenges in developing nations is redressal of grievances. To establish a direct connect between citizens and senior government officials is a must to ensure a high standard of public life. More often than not, grievance redressal system in India has often been criticized due to the many layers of hierarchy within the organization leading to reduced transparency. A lack of understanding of rules and processes means that citizens are sometimes in the dark and helpless. To enable them to enjoy their rights and solve their problems promptly, a stable grievance redressal system is a must. Most Government organizations rely heavily on its distributed offices to handle complaints under their jurisdiction. The biggest challenge in this approach is that the complainant is forced to register their complaint in to a specific office under whose jurisdiction he/she resides in. Additionally this distributed registration approach creates complaint tracking problem for the administration. 1.Due to distributed approach, complainants were forced to know the jurisdictions of wards and departments in order to register their complaints. 2.It was perceived that only those complaints get resolved which are lodged with the senior officers or political leaders. Due to this, officers and leaders are constantly approached by citizens for grievance Redressal. 3.Due to distributed and non tabulated record keeping, Real time Data Collection related to type of complaints, wards/offices, reporting hierarchy etc. were not possible. 4.Complaint tracking was possible for selected few cases that also through manual method. 5.Detailed analysis of root causes of similar complaints was not possible. 6.Need for consistent and efficient manpower in deployment team in order to ensure effective execution and implementation of the process.

B. Strategic Approach

 2. What was the solution?
Keeping the problems associated with the existing manner of grievance redressal in sight, Ahemdabad Municipal Corporation has devised Comprehensive Complaint Redressal System (CCRS). CCRS has completely automated the complaint registration process. Once a complaint is registered with the system via any of the five medium, it is automatically assigned to a concerned area officer dealing with the reported problem. The system sends an SMS to officer notifying him on the complaint for taking required actions. To identify the concerned ward/area officer responsible to fixing the problem, AMC has listed more than 38000 residential societies and localities of the city in the system. This list is further bifurcated as per the jurisdiction of the administrative wards and each of the administrative ward he officer in charge for resolving any of the 200 predefined complaints is also mentioned in the system. At the beginning of the project a detailed study of existing complaint management system was studied by a high level committee headed by Deputy Commissioner. The committee gave its recommendations to the municipal commissioner and based on that the new system was designed to avoid the bottlenecks Now any citizen, without knowing the local ward boundaries, can register the complaint by just describing the society / locality name. This has empowered people to talk with the organization in the language that they use in their daily practice. No one would be asked to return for not knowing the ward name in which they reside. It has also helped in launching the call center based complaint registration so that any operator without the knowledge of ward or department structure can register the complaint over the phone based on the type of problem and locality/society and the complaint will get transferred to the concerned officer automatically. There is also provision to add new societies and localities in to the wards thus keeping the list of ever growing city areas up to date with the system. Further, concerned higher authorities within respective areas are empowered with real-time mobile Apps and web Apps to monitor the complaint resolution process and are provided capability to intervene if necessary, to help them in the decision making process and to take needful corrective actions. The system also automates enforcement of SLA policies and streamlines and automates every process from initial citizen request to resolution, more efficiently and cost effectively. The mobile app provides real-time dashboard of operational parameters and highlights the areas of concern. It also provides contact book of entire team, that immensely helps senior officers in reaching out to the right officer instantly for taking appropriate and timely decisions. The application contains below modules with role based access rights: 1.Complaint management (includes registration, allocation, force-close, re-open, history, status, inbound call receive, complaint list & status check) 2.Citizen feedback module 3.Set up module for new company registration 4.User management 5.Transfer module to manage AMC officers transfer updates 6.Communication module 7.Campaign module which allows setting list of Call Centre operators to use for citizen feedback on complaint resolution 8. News module to publish news/evens/notifications for staff 9. Reports

 3. How did the initiative solve the problem and improve people’s lives?
The initiative is creative and innovative because while some or the other form of grievance redressal exists in every civic body dealing directly with citizens, the manner of solving grievance remains inefficient. The broad level problems with the earlier system were: • Distributed offices received grievances pertaining to their jurisdiction meant that senior officials at central offices were not involved • Due to distributed and non tabulated record keeping, Real time Data Collection related to type of complaints, wards/offices, reporting hierarchy etc. were not possible. • Only high profile complaints registered with senior officials could be solved • Manual Complaint tracking was possible that also in limited cases. • Detailed analysis of root causes of similar complaints was not possible. AMC effectively re-engineered the process by centralizing the grievance redressal system to ensure grievances are received centrally and distributed by AMC to their respective offices. This facilitated easy tracking and monitoring by senior management. Citizens were given a one stop shop for grievance which was a huge relief. The backend processing of grievances received was handled by AMC without any intervention required by the citizens.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
The CCRS project emerged as result of thorough study of various modes of communications and approaches used by various departments within the city government. The study was led by a by a team of officers and IT experts headed by the Deputy Municipal Commissioner, 2nd highest ranked official in the administration who directly reported to the Municipal Commissioner i.e the civic chief. The study was basically meant to understand the current manner of grievance redressal, the quantity of grievances received and the promptness and clarity with which they were dismissed. One of the biggest findings of the study team was that have a distributed grievance redressal mechanism which is not linked to any central system (computerized or non computerized) was major issue. Civic officials were unable to track if grievances were dismissed effectively or not. More importantly, they realized that the distributed mechanism was a very unclear process for citizens because they would have to identify the ward or section of the AMC where they need to submit grievances. If a person had multiple grievances relating to multiple area: 1. It would be difficult to locate the ward for each area and submit grievances locally. 2. It was even more difficult to track them as the hard work would need to be done by the citizens The findings of the committee suggested that a common platform for registering all the complaints coming via any route within the organization be set up. This would help to set up a single window for all grievances across the city. The AMC can then use the right mechanism for routing these grievances to the local offices responsible and still monitor them to ensure speedy delivery. It also highlighted and listed frequent problems faced by citizens and created 205 predefined complaint types for 24 departments. Along with the complaint types, all the employees with their hierarchy were provided in the system and they were responsible for addressing the complaints within the wards and zones. to build the intelligence in the system for allocating the complaints to respective employee, 38000 residential and commercial localities were pre fed in the system. This helped in achieving the auto allocation for complaint for redressal, a first of its kind in india. The study team also realized that the key to the success of the initiative was speedy clearance of redressal. So as a part of the execution strategy it was envisioned that SLAs would be setup to build a customer centric solution. Additionally senior most officials of each section needed an effective mechanism of monitoring grievances such as through a dashboard or an automated MIS system. It was envisioned that this can be achieved through mobile apps which will highlight the main areas of concern and will also provide a communication facility between senior officials and administration staff.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
AMC renders its various service with 45 different departments. while designing the CCRS project all the 45 departments were asked to prepare the possible types of complaints related to their services and out of the 45 departments, 24 departments were covered under this project with 205 predefined complaint types. Stages at which stakeholder input was sought . The initial study was led by the Deputy Commissioner and his team from the administration to assess the requirement. During development of the CCRS, a detailed user satisfaction study was done. The CCRS application is also equipped with a feedback mechanism for citizens to provide their inputs on the quality of service. This helps AMC in improvising on the solution.
 6. How was the strategy implemented and what resources were mobilized?
The costing for the initial hardware and software development was 85,000$ and annual recurring cost for manpower deployment was 160,000$. AMC has raised the complete funding from the revenue it generates from city administration. Under this project a centralised call centre is setup with infrastructure for hosting the application. This call center can accommodate 30 operators at a time. This call center takes care of the complaint coming from phones and SMS and emails. To handle the walk in complainants at every ward and zonal offices, complaint supervisors are deployed at each of the 64 wards. The entire system is monitored by the civic administration through civic officials who have been equipped with mobile apps.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
While one of the most successful outputs was speedy clearance of grievances, an even better result was that AMC was able to analyse these grievances and perform an RCA. The project helped in understanding the relation and dependency of the citizens on Ahmedabad Municipal Corporation. During the conceptualization phase, a detailed survey was carried out to distinguish the different type of problems faced by citizens on day to day basis. These problems were later incorporated as predefined complaint types in the system. These complaint types were also helpful in re-engineering the resolution process of each of the department. It was also found that the frequent complainers are very well aware of the jurisdictions and departments but the first time complainer is mostly unaware of such things and thus many of the complaints end up in the wrong offices, which were left unresolved due to not being allocated to the right ward. After the implementation key behavioural aspects of the society were highlighted. The lower strata always prefer to register the complaints in person or face to face at ward offices but the middle and upper section tend to use technologically advanced options of call center or websites. The temporal map of complaint inflow also coincides with the major service delivery issue faced during the early hours in a day when water supply and drainage related issues are at their peak. With the help of crowd sourced data on performance of various type of services rendered, exact locations were identified where the chronic problems needs to be addressed via budgetary works. The information will be used in next year's budget preparation and planning the work needed to be done at each of ward or zone level. Looking at the number of complaint received over the last one year, AMC concluded that the drainage section needs more attention. Top 10 type of complaints were also identified and a Root Cause Analysis was done for the same. The system also helped in monitoring the individual employee performance. Average turnaround time for complaint resolution has shown drastic improvement thus building the confidence in the system among citizens.

 8. What were the most successful outputs and why was the initiative effective?
The overall initiative was handled and led by the Civic Chief. The baseline study was performed by the Deputy Commissioner and his team. The initial study done by AMC formed the basis of solution designing. Coordination between all the 45 departments involved was facilitated through leadership support. Once CCRS was implemented, a daily MIS of the project was regularly reviewed at the highest authority level in every department. Complaints which are not resolved in stipulated time period were highlighted and the responsible employees are alerted for their performance. The concerned authorities within their respective areas were empowered with real-time mobile Apps and web Apps to monitor the complaint resolution process and to intervene if necessary, to help in decision making process and to take needful corrective actions. The system also automates enforcement of SLA policies and streamlines and automates every process from initial citizen request to resolution, more efficiently and cost effectively. The mobile app provides real-time dashboard of operational parameters and highlights the areas of concern. It also provides contact book of entire team, which immensely helps senior officers in reaching out to the right officer instantly for taking appropriate and timely decisions.

 9. What were the main obstacles encountered and how were they overcome?
Due to distributed approach, complainants were forced to know the jurisdictions of wards and departments in order to register their complaints. This was overcome by designing a centralized system with a single window system for citizens who would not need to worry about the ward or section they need to approach. 2. It was perceived that only those complaints get resolved which are lodged with the senior officers or political leaders. Due to this, officers and leaders are constantly approached by citizens for grievance Redressal. With effective monitoring system provided through CCRS, senior officials were able to keep a tab on all grievances as per the SLA defined. Any deviation from SLA was communicated to the respective official to enforce speedy clearance. 3. Due to distributed and non tabulated record keeping, Real time Data Collection related to type of complaints, wards/offices, reporting hierarchy etc. were not possible. This was effectively dealt with due to the computerized system brought in by CCRS. As a result, real time data, MIS and status reports could be availed at any point of time. 4. Complaint tracking was possible for selected few cases that also through manual method. Complaint tracking was made available through CCRS 5. Detailed analysis of root causes of similar complaints was not possible. With MIS and real time data available, it was possible to plot the graph of nature & type of complaints against the time of the day which helped the AMC officials to clearly segregate problems and deal with them individually in a focused manner, thus making RCA possible. 6. Need for consistent and efficient manpower in order to ensure effective execution and implementation of the process. CCRS brought along with it a dedicated support team receiving and managing grievances through phone, IVRS, SMS etc.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
(i) To organization 1.This project provided unique opportunity of understanding and solving the complaint handling problem in Govt organisation. 2.It also helped in documenting the key problems in each of the area and pin point the source of problems. 3.Crowd sourcing of status of various services delivered in the city was made possible with this system thus giving real time feedback. 4.Data generated from this project helped in monitoring employee performance .Chronic problems are identified and solved with budgetary works. 5.Removal of subjectivity in registering the complaints has positive outcome on citizens perception. Big Data analytics has also been made possible (ii) To citizen 1.Citizens can register a complaint through 5 different methods. 2.SMS are sent as acknowledgement at different stages of complaint handling and at the time of complaint closure. 3.Citizen can reopen the complaint if work is not carried out properly Reopened and Non attended complaint are escalated to senior officers for monitoring. 4.Complaint handling has become more transparent. Jurisdictional limits have became irrelevant for complaint registration. 5.Any one can register a complaint just by quoting the name of society and landmark nearby. 6.155303 has become a popular number for civic complaints.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
Grievance redressal in a developing economy is a must. When the problems of people are dealt with quickly and sorted out, they are able to invest their time in more productive activities. Quick grievance clearance also leads to a highly improved standard of public life and strong faith in the administration which creates a positive outlook towards the government. This project is not just limited to solving grievances. The actual success lies in the fact that AMC has been able to collect these grievances and use them as basis for root cause analysis to actually clear the roots of all grievances and create an ideal city. These positives make the initiative a highly sustainable one. While the nature and number of grievances will keep changing, effective RCA will help to keep them in control and maybe over the long run will lead to very few problem areas for the city of Ahmedabad. The initiative is also transferable. Ahmedabad is an extremely progressive city with a decent standard of public life existing already. There are other parts of the state/country which are not as well developed and an effective grievance redressal system is a must in such places to help them break free from the image of under-developed regions. The hon’ble CM has also directed other local bodies within Gujarat to replicate the same system for citizen grievance management.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
1.Need to streamline processes - Enables minimal human intervention in allocation and resolution process and hence decreases cycle time thereby increasing delivery bandwidth and efficiency. This is a crucial concept to inculcate in every aspect of service delivery for organizational effectiveness. 2.Eliminate errors and delays in service delivery - Citizens & Officials get SMS/E-Mail status of a complaint at various stages of its life cycle through the system. This wholesome monitoring is essential to ensure that services are delivered in a timely fashion. This also helps to bring in transparency in the system. 3.Improved communication between the officer and the complainant helps in higher citizen satisfaction because it gives a personal touch to the solution. 4.Computerization is also a pressing requirement of agencies that have refrained from computerizing their processes. As in the case of CCRS, software helps authorities in reading the pulse of people to understand what they are actually worried about and nature of their frequent complaints. This helps authorities to prioritize on their services - System delivers 360 degree view of service data, enabling management to execute complex analysis of data thus revealing improvement opportunities 5.Use of SLAs – The term SLA has most widely been used in corporate service delivery environments to ensure that the customer gets the best possible experience. It is essential that governments start viewing citizens as customers who deserve the best possible quality of public life. This can be enabled by speedy delivery of all kinds of services. Such delivery can be enforced through Service Level Agreements which puts the onus on the administration to perform better.

Contact Information

Institution Name:   Ahmedabad Municipal Corporation
Institution Type:   Government Agency  
Contact Person:   Ramyakumar Bhatt
Title:   Assistant Municipal Commissioner  
Telephone/ Fax:  
Institution's / Project's Website:  
E-mail:   ramyabhatt.amc@gmail.com  
Address:   AMC Head Office, Sardar Patel bhavan, Danapith
Postal Code:   380001
City:   Ahmedabad
State/Province:   Gujarat
Country:  

          Go Back

Print friendly Page
video porno.. brasileiros xxx xhamster