HANDLING COMPLAINTS. Whenever there is cause to believe that a complaint has arisen as a result of a cooperative effort as it may pertain to this Agreement, the requesting agency shall be responsible for documenting the complaint to ascertain at a minimum:
1. The identity of the complainant.
2. An address where the complaining party can be contacted.
3. The specific allegation.
4. The identity of the employees accused without regard to agency affiliation. The requesting agency shall expeditiously provide the responding agency with this information, along with a copy of all applicable documentation. The agency employing the subject of the complaint shall be responsible for conducting an appropriate review.
HANDLING COMPLAINTS. 10.9.1 CONTRACTOR shall develop, operate, and maintain procedures 10 for receiving, investigating and responding to provider and Participant 11 complaints, including Civil Rights complaints, requests for COUNTY reviews, 12 negative comments and other complaints relating to services provided under 13 this Agreement.
HANDLING COMPLAINTS. 12.1. The Service Provider shall investigate customer complaints related to the e-toll registration activities of the Service Provider (in particular, the application for tolling rights, the operation of the related on-board unit) within 5 working days of the notification of the complaint and provide the Customer with a written reply. The investigation of the complaint may take longer than 5 working days from the date of notification, if the Toll Charger's involvement is necessary to investigate the complaint. In this case, the Service Provider shall forward the complaint to the Toll Charger, who shall inform the Toll Charger of the outcome of its investigation within 5 working days of receipt of the complaint.
HANDLING COMPLAINTS. 11.1 CONTRACTOR shall develop, operate, and maintain procedures for receiving, investigating, and responding to PARTICIPANT(s)’ complaints, including Civil Rights complaints, requests for COUNTY reviews, negative comments and other complaints relating to services provided under this Contract.
11.2 CONTRACTOR’s staff shall maintain a log for identification and response to PARTICIPANT(s)' complaints. When complaints cannot be resolved informally, a system of follow-through shall be instituted, which adheres to formal plans for specific actions and strict time deadlines. Responses to complaints shall occur within two (2) business days, unless otherwise authorized by COUNTY.
11.3 When CONTRACTOR believes any complaint may have legal implications for CONTRACTOR or COUNTY, CONTRACTOR shall forward such complaint immediately to COUNTY prior to responding to the complaint.
11.4 CONTRACTOR shall provide to COUNTY, in a form approved by COUNTY, information pertaining to complaints, as well as CONTRACTOR's response to any complaints as described above within ten (10) business days of the complaint.
11.5 CONTRACTOR shall provide a summary of all complaints, including Civil Rights Complaints, and/or negative comments, on a monthly basis, as prescribed and on a format approved by COUNTY. Complaints include, but are not limited to, complaints from PARTICIPANT(s), other COUNTY contracted service providers, community organizations, and the public.
HANDLING COMPLAINTS. 2 CONTRACTOR shall develop, operate, and maintain procedures for receiving, 3 investigating, and responding to complaints.
HANDLING COMPLAINTS. 11.1 CONTRACTOR shall develop, operate, and maintain procedures for receiving, investigating, and responding to Client’s complaints, including Civil Rights complaints, requests for COUNTY reviews, negative comments and other complaints relating to services provided under this Agreement.
11.2 CONTRACTOR’s staff shall maintain a log for identification and response to Clients' complaints. When complaints cannot be resolved informally, a system of follow-through shall be instituted, which adheres to formal plans for specific actions and strict time deadlines. Responses to complaints should occur within two
HANDLING COMPLAINTS. (a) The Customer may file a complaint under this Rental Contract by contacting CHERPA in accordance with the details in CHERPA Credit Guide. On receipt of a written complaint from the Customer, CHERPA shall promptly reply within seven (7) business days acknowledging receipt of the complaint. XXXXXX shall immediately investigate the complaint and if necessary correspond directly with the Customer in relation to the disputed matter; (b) The investigation will consider the nature of the complaint, whether the Customer complied with the Rental Contract and any proposed resolution; (c) CHERPA will within thirty (30) business days of receipt of the notice of dispute from the Customer or a longer period of up to ninety (90) calendar days if agreed by the Customer, finalise the investigation of the dispute and report in writing to the Customer the result of the review; (d) Where the dispute is not resolved to the satisfaction of the Customer, the Customer has the right to escalate the dispute to the directors of CHERPA for consideration; and (e) If the Customer is dissatisfied with the determination of the directors of CHERPA then the Customer may refer the complaint to the external dispute resolution service CHERPA subscribed to. The Customer must not file a complaint with CHERPA’ external dispute resolution service unless the Customer first attempted to resolve the complaint/dispute with CHERPA under its internal dispute resolution mechanism. CHERPA’ Credit Guide which was provided to the Customer contains details of the external dispute resolution service provided by Australian Financial Complaints Authority (AFCA).
HANDLING COMPLAINTS a) The Lessee may file a complaint under this Rental Agreement by contacting the Dispute Resolution Officer. Unless otherwise determined by the Dispute Resolution Officer, all complaints must be in writing to P O Box 100, Macarthur Square NSW 2560. Complaints will be dealt with and, where possible, resolved at operational level. On receipt of a written complaint from the Lessee, the Dispute Resolution Officer shall promptly reply (within 7 Business Days) acknowledging receipt of the complaint. The Dispute Resolution Officer shall immediately investigate the complaint and if necessary correspond directly with the Lessee in relation to the disputed matter.
b) The investigation will consider the nature of the complaint, whether the Lessee complied with the Rental Agreement and any proposed resolution.
c) The Dispute Resolution Officer will within thirty (30) business days of receipt of the notice of dispute from the Lessee or a longer period of up to 90 days if agreed by the Lessee, finalise the investigation of the dispute and report in writing to the Lessee the result of the review.
d) Where the dispute is not resolved to the satisfaction of the Lessee, the Lessee has the right to refer the matter to the Director/Responsible Manager within thirty (30) days. If practical the Director/Responsible Manager will meet with the Lessee to consider the dispute. The Lessee will be entitled to be present at the meeting with or without legal representation and to be heard either in person or through the Lessee’s legal representative.
e) Subsequent to the meeting with the Lessee, the Director/Responsible Manager will have a maximum of fourteen (14) business days within which to consider the complaint and either accept, reject or resolve the dispute. The Director/Responsible Manager will notify the Lessee within twenty one (21) Business Days of the hearing of its decision.
f) If the Lessee is dissatisfied with the determination of Director/Responsible manager then the Lessee may refer the complaint to the external dispute resolution service the Owner subscribes to. You must not file a complaint with the Owner’s external dispute resolution service unless you first attempted to resolve the complaint/dispute with the Owner under its internal dispute resolution mechanism. The Owner’s Credit Guide which was provided to the Lessee contains details of the external dispute resolution service provided by Credit Investments Ombudsman (CIO). CIO details are as follows: CIO PO BOX A...
HANDLING COMPLAINTS. A. If a Bargaining Unit employee wishes the Union to represent him/her in connection with a complaint specifically described in the Bargaining Unit 19 MOU, the employee should promptly notify the AFSCME representative and/or Staff Representative.
B. Before the Union determines whether it will represent the employee in connection with a complaint, the assigned AFSCME representative shall conduct an investigation of the merits of the employee’s complaint specifically described in the Bargaining Unit 19
HANDLING COMPLAINTS. Dissatisfied customers tell six other people on an average about their cause of complaint. Dealing with complaints quickly and efficiently is a key aspect of selling. The ability of a sales team to empathize with customers and react sympathetically creates goodwill. When the sales team promptly solves customer problems, the complainants will now spread the news of how well they have been treated. When dealing with customer complaints it is important to understand the anxiety level of customers and the difficulty that the customer may be facing because of the problem. Though the two aspects are related in most cases, i.e. the anxiety level of customers is proportional to the difficulty that the customer is facing, some customers feel high levels of anxiety even when the difficulty that they face is not much. Sales team may give such complaints low priority but it is fatal for a sales team to view a customer complaint objectively and from its own point of view. Journey routing may be delegated to salespeople. Many salespeople believe that the most efficient routing plan involves driving out to the farthest customer and zigzagging back to home base. But adopting a round trip approach usually results in lower miles travelled. But efficiency alone should not rule the journey routing. If an important customer has some urgent requirement, a salesperson should make adjustments to reach him even if the distance travelled increases. Many selling situations are not one-off, situation-specific encounters, but long term in nature. This is particularly true in organizational markets, where the two parties work together to create, develop and maintain a network within which both parties do business. The management of relationships with key customers is a major responsibility of the salesperson. Although the number of salespeople is falling, the number of key account managers is growing, which is testimony to the importance that companies are attaching to managing relationships with their important clients. Buyers are also reducing the number of suppliers that they are buying from. In fact, most companies are keen to source one component from only one supplier and most companies are willing to source more than one component from the same supplier. They have more stake in each others business. Buyers and suppliers are doing more for each other than merely buying and selling products. Suppliers are aiding their buyers in designing components and are taking overall responsib...