Report to/Rapport au :
Transit Committee
Comité du transport en commun
15 November 2007 / le 15 novembre 2007
Submitted by/Soumis par : Nancy Schepers, Deputy City Manager/Directrice
municipale adjointe
Planning, Transit and the
Environment/Urbanisme, Transport en commun et Environment
Contact
Person/Personne ressource : Alain Mercier, Director
Transit Services/Transport en commun
(613) 842-3636x2271, Alain.Mercier@ottawa.ca
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Ref
N°:
ACS2007-PWS-TRA-0014
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SUBJECT:
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A FOCUS ON CUSTOMER SERVICE EXCELLENCE: FINDINGS AND ACTION PLAN
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OBJET :
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EXCELLENCE DU SERVICE À LA CLIENTÈLE : CONSTATATIONS ET PLAN
D’ACTION
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REPORT RECOMMENDATION
That the Transit Committee receive this report for information.
RECOMMANDATION DU
RAPPORT
Que le Comité du transport en commun reçoive le
présent rapport à titre d’information.
EXECUTIVE SUMMARY
Assumptions and Analysis:
At the Transit Committee meeting
held on March 21, 2007, the Committee concluded that staff should hold an open
house to allow the public and Councillors to discuss operational issues and how
these issues relate to the development and implementation of transit operating
policy.
Following Committee directives,
staff held an open house in the rotunda at City Hall (Feedback in Document 2
attached).
In April 2007, Decima Research conducted a citizen survey for the City of Ottawa
that addressed service and policy areas, and focus groups that identified, at a
high level, public opinion satisfaction measurements. Satisfaction ratings for
Transit Services were among the lowest across 20 categories of services
provided by the City, compared to a much higher rating at the previous Decima
survey in 2004. As Transit Services had
not conducted an in-depth customer attitude survey since 2005, it was
impossible to understand what had changed in the last three years to
precipitate a significant decline in perceived level of service. Debate also extended to enforcement of
policies as a result of the CTA decision re: announcing stops.
In view of these findings and a renewed
commitment to Customer Service issues, in August 2007, OC Transpo
commissioned Core Strategies to
conduct additional research in the form of customer and employee focus groups
and interviews.
Transit Services Branch has many policies covering a
broad spectrum of areas, including operations, fare system, planning, customer
information, park and ride lots, customer relations and security. Some of these are legislated, such as the
policy of calling out major and requested bus stops, some affect transit
personnel more than the public while others are more important from a customer
service point of view.
Feedback from all sources overwhelmingly emphasizes the importance of
the quality and consistency of transit service delivery. Performance, in other words, is an
overriding value to OC Transpo customers.
The specifics of Transit policies, on the other hand, do not seem to be
a significant concern for the average user – that is, the majority of users believe
the policies which exist today provide sufficient value if they are
consistently applied.
Financial Implications:
The financial implications for
increased training and the development of standard operating procedures are
included in the 2008 budget submission.
Public Consultation/Input:
The information in this report is
based on customer feedback from the public through the OC Transpo customer
relations office, an open house held in May 2007, customer focus groups held in
August 2007 and Customer Appreciation Days held in October and November
2007.
RÉSUMÉ
Hypothèses et analyse :
Lors de sa réunion du 21 mars 2007, le Comité
du transport en commun a convenu que le personnel organise une réunion publique
d’information afin de permettre au public et aux conseillers de discuter des
problèmes opérationnels et de leur lien avec l’élaboration et la mise en œuvre
de la politique opérationnelle du transport en commun.
Conformément aux directives du Comité, le
personnel a tenu une réunion publique dans la Rotonde de l’Hôtel de Ville
(commentaires dans le document 2 ci‑joint).
En avril 2007, Decima
Research a mené pour la Ville d’Ottawa une enquête auprès des citoyens sur le
secteur des services et de la politique et organisé des groupes de discussion
de haut niveau pour mesurer la satisfaction du public. Le taux de satisfaction
envers les transports en commun était parmi les plus bas des 20 catégories de
services dispensés par la Ville, alors qu’il était nettement plus élevé lors de
la précédente enquête de Decima, en 2004. Les services de transports en commun
n’ayant fait aucune enquête approfondie sur l'attitude de la clientèle depuis
2005, on n’a pas été en mesure de comprendre ce qui, au cours des trois
dernières années, avait changé au point de précipiter une chute aussi prononcée
de la perception du niveau de service. Le débat a également porté sur les
politiques d’application des décisions de l’OTC au sujet de l’annonce des
arrêts.
Au regard de ces
constatations et du renouvellement de son engagement envers la satisfaction de
la clientèle, OC Transpo a demandé, en août 2007, à Core Strategies de faire
des interviews et d’autres enquêtes en profondeur en faisant appel à des
groupes de discussion de clients et d’employés.
La Direction des services de transport en
commun s’est dotée de nombreuses politiques sur une vaste gamme de sujets, dont
les opérations, le système de tarification, la planification,
l’information de la clientèle, les parc-o-bus, les relations avec la clientèle
et la sécurité. Certains de ces secteurs sont régis par une législation, comme
la politique d’annoncer à haute voix les principaux arrêts ainsi que ceux qui
ont fait l’objet d’une demande, tandis que d’autres touchent davantage le
personnel des transports en commun que le public, ou sont plus importants dans
la perspective du service à la clientèle.
Dans leur écrasante
majorité, les commentaires recueillis auprès de toutes les sources soulignent
l’importance de la qualité et de l’uniformité du transport en commun, autrement
dit, pour la clientèle d’OC Transpo, le rendement est le point primordial. Par
ailleurs, les particularités de la politique du transport en commun ne semblent
pas vraiment intéresser les usagers moyens; pour la majorité d’entre eux, en
effet, les politiques actuelles sont tout à fait satisfaisantes si elles sont
bien appliquées.
Répercussions financières :
Les répercussions financières consécutives à
une augmentation de la formation et à l’élaboration de normes pour les
procédures opérationnelles sont indiquées dans le projet de budget 2008.
Consultation publique/Commentaires :
L’information contenue dans ce rapport est
basée sur les commentaires du public obtenus par l’intermédiaire du bureau des
relations avec la clientèle d’OC Transpo, d’une réunion publique
d’information en mai 2007, de groupes de discussion en août 2007, et des
Journées de remerciement de la clientèle d’octobre et novembre 2007.
BACKGROUND
At the
Transit Committee meeting held on March 21, 2007, the Committee concluded that
staff should hold an open house to allow the public and Councillors to discuss
operational issues and how these issues relate to the development and
implementation of transit operating policy.
Following Committee directives, staff held an open house in the rotunda
at City Hall on Wednesday, May 15, 2007.
In addition to the public open
house, in August, Dan Baril of Core Strategies Inc., held a series of focus
groups with frequent transit users, occasional transit users and bus operators
to further identify and understand issues that would be addressed in this
policy review. Mr. Baril also held
in-depth one-on-one interviews with customers to gain additional information on
specific points.
In October and November 2007,
four Customer Appreciation Days were held at Transitway stations. At these sessions, customers were invited to
provide their suggestions, comments and concerns.
A significant measure of the
public perception of OC Transpo services comes from the Customer Relations
area, where people routinely call and send e-mails with complaints,
compliments, questions and suggestions.
To the end of October, OC Transpo received about 19 000 customer
contacts in 2007.
All of these sources of
information have been used in this review.
DISCUSSION
Scope of Transit Policy
Review
Transit Services branch has many policies covering a
broad spectrum of areas, including operations, fare system, planning, customer
information, park and ride lots, customer relations and security. Some of these are legislated, such as the
policy of calling out major and requested bus stops, some affect transit
personnel more than the public while others are more important from a customer
service point of view.
Discussion or review of transit policies inevitably
concentrates on operating and procedural issues more than policy issues per se,
as the operating practices are the main determinant of a customer’s first-hand
experience of the service.
For the purpose of this review,
the policies and procedures that are identified and discussed are those that
appear to be the most significant to customers and staff, as identified through
customer contacts, focus groups and feedback from the open house and customer
appreciation days.
Customer
Relations Contacts
Overview
In a year, OC Transpo Customer
Relations staff receives about 23 000 contacts from customers, seven per cent
of which are compliments. The customer
contacts received in 2007 to the end of October are summarized in Document 1.
Compliments are largely (93 per
cent) associated with personnel, and in particular, 87 per cent of all
compliments are associated with good experiences with bus operators – operators
who go out of their way to accommodate the needs of passengers in some
way. All compliments, whether they
mention an operator, information clerk, or other person, are conveyed to the
individual by a letter from the Director, which is also placed on their
files. Common reasons for commendation
are announcing approaching bus stops, good driving practices, general demeanour
and disposition, and in particular making people feel comfortable and welcome
on the bus.
Complaints make up 80 per cent of
customer contacts, with suggestions and enquiries accounting for the remaining
13 per cent. All complaints received
are either dealt with at the time of the call, or followed up internally with
the appropriate staff.
The main causes for complaint are
associated with the provision of service on the street. Forty-three per cent of complaints are about
service delivery - for example, buses not showing up at the scheduled time or
being too full to accommodate all passengers, not following the planned route,
or not picking up all passengers at a station.
Passenger safety and security is
the subject of 17 per cent of complaints.
The issues raised by customers in this area are often related to
concerns about the unruly or apparently threatening behaviour of other
customers, and the lack of intervention by transit staff in these matters. Feelings of personal insecurity in stations are
also frequently expressed as a complaint - for example, the isolation of
stations and waiting areas, or lighting conditions. Driving habits, such as accelerating before all passengers are
seated, are also common safety-related concerns.
Other issues that draw
significant numbers of complaints include operator discourtesy, unsuitable bus
routing or inadequate schedules, the location of stops and shelters, and
fares. In addition, there are many
issues that occasionally or suddenly will elicit a significant number of
complaints or comments; these are sometimes driven by media coverage, such as
the recent discussion about animals on buses; others relate to particular
issues which emerge over the course of the operating year, such as parking
enforcement in park and ride lots that have recently filled up, or cleanliness
of buses in the winter, or vibrations related to road conditions.
Fare policy draws comments from
time to time, particularly around the implementation of a fare increase,
although the policy of introducing fare increases in July, when ridership is
lower, has minimized these.
Approximately five per cent of complaints are associated with the fare
system.
Complaints about facilities and
the fleet account for four per cent of customer contacts. The major topics raised are cleanliness of
Transitway stations, shelters and buses, noisiness of buses, diesel exhaust,
and the general conditions of older buses, including the lack of air
conditioning.
The balance of complaints, up to
20 per cent of the total, cover a very wide variety of subjects ranging from
sign design, to availability of ticket outlets, to elevator operation. These diverse issues number over a hundred
but typically account for only two or three complaints per month.
Follow-up
All customer feedback is referred to staff with
responsibility for the issue, for review and, if necessary, additional
response. Many changes are made as a
result of hearing from customers. A few
examples are:
- Additional capacity is provided for specific trips
where possible;
- Bus stops are moved, added or removed;
- Trip timings are adjusted to improve transfer
connections; and,
- Policies and procedures in OC Transpo sales offices
are changed, where this makes sense.
All customer feedback is
summarized and distributed to all staff as part of a regular reporting process.
Feedback from Open House
The comments and suggestions from people who attended the
open house last May are summarized in Document 2. In general, they mirrored the profile of contacts received through the customer relations office,
although they included a higher percentage of specific suggestions, as opposed
to complaints, and there was more discussion about the long-term development of
the transit system in Ottawa.
Focus Groups
In April 2007, Decima Research conducted a citizen survey for the City of Ottawa
that addressed all service and policy areas, and focus groups that identified,
at a high level, public opinion satisfaction measurements. Satisfaction ratings
for Transit Services were among the lowest across 20 categories of services
provided by the City, compared to a much higher rating at the previous Decima
survey in 2004. As Transit Services had
not conducted an in-depth customer attitude survey since 2005, it was
impossible to understand what had changed in the last three years to
precipitate a significant decline in perceived level of service.
In view of these findings and a renewed
commitment to Customer Service issues, OC Transpo commissioned Core Strategies to conduct additional
research in the form of customer and employee focus groups and interviews. A key objective of this qualitative
research, conducted in late summer and early fall of 2007, was to decipher and
report in more detail the differences between “broader policy and management
issues” as reported by Decima and “service delivery” arising from existing
performance and customer contact data.
The focus groups for both frequent and infrequent users could not easily
replicate the broad importance of transportation policy and planning as
reported by Decima. It is suggested
that the Decima trends were highly influenced by the cancellation of the Light
Rail Project and the snowstorm of April 2007.
Core Strategies research was designed to
explore the specific reasons for lower satisfaction ratings given to Transit
Services and to explore areas of potential value for development. The research methodology also benefited from
the dual vantage point of customers and employees who, as it turns out, largely
reported similar views of current service successes and failures.
Among the areas of specific research interest,
Core Strategies focused on:
·
Internal staff audit vis-à-vis policies, procedures, and management
functioning and structure;
·
Understanding the role and the importance of Operators (Drivers) in service
delivery and customer service;
·
Quality of service delivery (on-time performance, cleanliness, information
quality);
·
Differences between frequent and infrequent users
·
Fare structures including the practicality/impracticality of zone fares,
budget pressures and fairness in pricing;
·
Attributes of reliability, speed and convenience of service;
·
Potential for customer-based ancillary revenue streams (i.e. loyalty
program); and,
·
Brand value and value-price relationship.
Focus group discussions were
organized around issues and themes familiar to management through other
customer communication channels, but were structured to additionally allow the
group dynamic, the group demographic, and the in-depth interviews to reveal some
of the underlying reasons and beliefs behind common complaints.
The sessions confirmed that
infrequent users, unfamiliar with the service and how it operates, generally
experience a degree of uncertainty and anxiety about using transit successfully
– e.g., knowing where to get reliable information, paying fares, making
transfer connections, and disembarking at the correct destination. These
concerns also apply to frequent users travelling to unfamiliar locations, or
travelling at different times.
Uncertainty about trying transit
or exploring travel options is a real barrier to expanding use of the system
and increasing ridership in new market segments. Customers universally believe
that management control of system “software” – i.e., service reliability,
driver attitudes, routings, schedules and policies – is the best method for
overcoming these anxieties and encouraging new or increased use of the service.
Customers acknowledge that
operators play a significant role in determining a rider’s subjective
experience of transit - a friendly operator and a smooth ride have a positive
and significant influence on a customer’s perception of service quality.
Operators also acknowledge the impact they have on the transit environment.
However, operators and customers
alike believe there are many factors beyond an operator’s control, which affect
the level of customer service the operator is able to provide. Traffic
conditions, training, vehicle conditions, schedule accuracy, information
accuracy and fare levels are all examples of these factors. Operators,
especially experienced operators, do not feel that they have influence over the
decision-making processes that control these factors.
Travel time and costs (especially
parking costs) - are the two biggest factors influencing people’s willingness
to try, or continue to use, transit, but transit riders, especially frequent
riders, place a premium on personal comfort - including issues of safety,
security, quiet, cleanliness, availability of seating, transfer environment,
amenities and privacy. These factors figure prominently in any comparison with
automobile alternatives. Cleanliness of
buses was consistently identified in the focus groups as a problem.
On policy issues, customers
identified the high number of bus stops
on many routes, but particularly in older more central neighbourhoods, as a
possible impediment to providing quick, reliable service.
·
The transit “brand” – red and white OC Transpo –
has an extremely high recognition and profile within the community. The brand
is well-positioned for leverage, to promote the customer-service qualities
which transit management believe will continue to raise customer satisfaction
and attract new riders.
Customer Appreciation Days
Customer appreciation days were introduced in the fall of
2006, and continued in 2007 as an opportunity for transit riders to meet
operations staff and discuss first-hand their concerns or ideas. These events are organized at transit
stations during busy commute times, and are not advertised extensively –
participation is therefore relatively spontaneous. Comments received at these events are always more positive than
contacts directed to the Customer Relations office, partly because the events
are not simply a response to a negative experience using transit. At the recent Terry Fox Station event, in
September 2007, almost all comments expressed positive support for the route
and schedule improvements that had been introduced the preceding week.
As with the open house format,
customer appreciation days usually generate more comments about service plans
and policies, and fewer complaints about specific transit experiences and
circumstances, compared to the contacts registered in the Customer Relations
office.
CONCLUSIONS
Feedback from the public, gathered through all channels, confirms the
importance of good customer service in the interaction between frontline staff
and customers. It also confirms the
need to have clear policies governing the development and delivery of service
and to ensure that policies are applied consistently.
Feedback from all sources also overwhelmingly emphasizes the importance
of the quality and consistency of transit service delivery. Performance, in other words, is an
overriding value to OC Transpo customers.
The specifics of Transit policies, on the other hand, do not seem to be
a significant concern for the average user – that is, the majority of users
believe the policies which exist today provide sufficient value if they are
consistently applied. It is more likely that a policy is questioned based on
the lack of rigour of application and level of communication as to the purpose
and benefits of a policy.
The direction being taken within Transit Services is built upon these
conclusions. Customer specifications
and requirements should be the foundation for internal business objectives, and
as current initiatives are implemented, a quality-based framework will become
evident in all parts of the organization, from service development, through
delivery, to performance measurement and feedback.
The importance of the interaction of frontline staff with the public is
paramount and emphasis is being placed on improving internal communications and
developing consistent standard operating procedures, in an effort to raise
awareness amongst staff of the important role they play in delivering quality
transit and customer services.
To this end, a new internal communications system (Driver’s Seat) has
been put in place that uses the Internet to keep staff up-to-date with the
issues and policies that affect their jobs, and with information about results,
based on customer feedback. In the
past, reliance has been placed on printed and posted bulletins as the main
means of communication with operators.
Driver’s Seat will allow operators to access electronic information
about the workplace using their home-based Internet and e-mail accounts. This will go a long way to address the
challenge of engaging operators who spend most of their day behind the wheel,
and who must wait in line-ups to use the few Corporate computers to access
information as they do not had City email accounts.
In addition, access to training for all staff is being expanded. As well as re-introducing ongoing classroom
training sessions, to bring staff up-to-date with changes in their jobs, an
important element of this expansion will be through development of on-line
training.
Communications and training will be enhanced through the use of short
video sessions delivered on-line through the Driver’s Seat system. This will, for example, allow a staff of 1
600 operators to hear firsthand about the service plan proposals for the next
year and give them an opportunity to provide input at the earliest planning
stages.
Current operating procedures will be reviewed and, if necessary,
revised during 2008 to ensure that a consistent set of standard operating
procedures is in place.
Provision of on-street service according to plan and according to
established standards is the daily preoccupation of most transit services
staff, and is a basic expectation of our riders. No policy changes per-se have
been identified through this review as a requirement to improve service
delivery, but many initiatives have nevertheless been implemented, or are about
to be implemented, which are designed to improve internal practices and result
in higher quality service.
For example, both the above-mentioned SOP review and improved
communication with front-line staff will ensure greater consistency and
understanding of service expectations across the organization. Awareness of,
and accountability for, quality standards is essential to the successful
delivery of service, especially when buses are late or crowded.
Service delivery and reliability will also continue to benefit from investment
in GPS operations control, especially as this service becomes integrated with
daily operator assignments and performance.
The ability to respond to operational problems and customer demands will
increase as our access to real-time performance data improves. A logical
extension of the GPS system - to provide real-time service information to
riders - is an important strategy in increasing customer comfort and reducing
anxiety and uncertainty, while they are using the service. Next-stop
announcements on buses, and next-bus arrivals at busy locations such as Albert
and Slater Streets, are both priority developments of the global SmartBus
system.
Quality of the commuting environment,
including vehicles and stations, is acknowledged through a renewed focus on
accountability through internal suppliers, such as Fleet and RPAM. The focus will be to emphasize the impact
which cleanliness, quiet and comfort have on the customer experience of
transit. Improvements in these areas
will complement our investment in hybrid-fuel buses, creation of a smoke-free
transit environment, simplified way-finding, and diversified information
services. Safety and security
initiatives including the establishment of Special Constables, and the
provision of CCTV in stations and vehicles also support the customer’s demand
for assurance, comfort and confidence in their transit experience.
In terms of lessons learned following the
Decima survey, the value of empirical data from annual customer surveys is an
important tool to monitor satisfaction and service performance and directly
complements daily customer complaints, compliments and suggestions. Surveys provide trending information that is
a cost-effective way to shape policy and gauge customer satisfaction. Furthermore, a quality system based on
objective evidence and audits of service delivery (i.e. Silent Shoppers) will
bring to management and Council unbiased data to assess the consistency and
reliability of service delivery. As part
of Council’s desire to conduct service reviews, Transit Services will provide
an annual report on service quality as the framework for making policy
decisions, and setting management direction, and to quantify value for money
for taxpayers. The first report will be
prepared in Spring 2008 as a foundation for the budget process.
CONSULTATION
The information in this report is
based on customer feedback from the public through the OC Transpo customer
relations office, an open house held in May 2007, customer focus groups held in
August 2007 and Customer Appreciation Days held in October and November 2007.
FINANCIAL IMPLICATIONS
The financial implications for
increased training and the development of standard operating procedures are
included in the 2008 budget submission.
SUPPORTING DOCUMENTATION
Document 1 Key Customer Contacts – January to October 2007
Document 2 Feedback from Open House
KEY
CUSTOMER CONTACTS – JANUARY TO OCTOBER 2007 DOCUMENT 1
|
|
Complaint
|
Compliment
|
Suggestion
|
Request
|
Comment
|
|
14,896
|
1363
|
207
|
1473
|
881
|
|
79.20%
|
7.20%
|
1.10%
|
7.80%
|
4.70%
|
|
Service Delivery
|
43%
|
1%
|
12%
|
5%
|
7%
|
|
Personnel Related
|
17%
|
92%
|
1%
|
1%
|
4%
|
|
Safety Related
|
17%
|
2%
|
3%
|
2%
|
11%
|
|
Service Availability
|
8%
|
2%
|
41%
|
36%
|
12%
|
|
Shelters/stops
|
6%
|
0%
|
11%
|
21%
|
10%
|
|
Fare Related
|
5%
|
1%
|
13%
|
12%
|
10%
|
|
Equipment Related
|
4%
|
0%
|
8%
|
2%
|
20%
|
|
Other
|
3%
|
0%
|
6%
|
9%
|
19%
|
|
Information
|
2%
|
0%
|
10%
|
17%
|
5%
|
|
Politicians
|
2%
|
0%
|
4%
|
3%
|
2%
|
|
Notable dates / Events
|
1%
|
0%
|
2%
|
0%
|
1%
|
|
Vibrations
|
1%
|
0%
|
0%
|
0%
|
0%
|
|
Advertising
|
0%
|
0%
|
2%
|
2%
|
1%
|
|
Light Rail: O-Train
|
0%
|
0%
|
1%
|
0%
|
0%
|
|
Media Relations
|
0%
|
0%
|
0%
|
0%
|
4%
|
|
Web Site
|
0%
|
1%
|
2%
|
0%
|
2%
|
|
Total
|
100%
|
100%
|
100%
|
100%
|
100%
|
Grey
highlight denotes those areas of significant importance.
|
CONTACTS BY POLICY
JANUARY TO OCTOBER 2007
|
|
Total
number of distinct compliments, suggestions, requests and complaints: 18,821
Total
number of subcategory ledger entries:
24,056
|
|
POLICY
ISSUE
|
TOTAL
CONTACTS IN SUBCATEGORY
|
|
Schedule
adherence
|
3,557
|
|
Customer
pick-up
|
2,406
|
|
Safety
– vehicle operation
|
2,076
|
|
Operator
discourtesy
|
1,453
|
|
Operator
commendations
|
1,222
|
|
Route
schedule
|
970
|
|
Route
changes
|
727
|
|
Fare
policies
|
494
|
|
Not
adhering to route description
|
387
|
|
Bus
type allocation
|
328
|
|
Bus
stop locations
|
312
|
|
Overloads
|
224
|
|
Assistance
re: special needs
|
223
|
|
Other
customer info issues
|
212
|
|
Lost
article
|
196
|
|
Other
park & ride issues
|
182
|
|
Cell
phones
|
160
|
|
Shelter
locations
|
154
|
|
Security
– visibility, response
|
147
|
|
Idling
|
146
|
|
Smoking
|
137
|
|
Moving
bus stops
|
120
|
|
Marketing
& promotion
|
114
|
|
Heating
& cooling on buses
|
113
|
|
Calling
out stops
|
109
|
|
Lights
|
109
|
|
Vendor
network
|
98
|
|
Strollers
|
95
|
|
Operator
security
|
90
|
|
Bikes
on buses
|
87
|
|
Para
Transpo
|
79
|
|
Concession
fares
|
61
|
|
Priority
seating
|
53
|
|
Lowering
the ramp
|
53
|
|
Schedprint
|
43
|
|
Transfers
|
42
|
|
Park
& ride permits
|
37
|
|
POP
rules
|
24
|
|
Telephone
centre hours
|
12
|
|
Charter
service
|
8
|
|
STO
integration
|
7
|
|
Attendant
cards
|
5
|
|
Operator
delivery of school service
|
4
|
|
|
|
The balance of complaints, up to 20 per cent of the
total, cover a very wide variety of subjects.
These diverse issues number over a hundred but
typically account for only two or three complaints per month
