It's often said that 90 percent of the complaints come from 10 percent of the people. There are two important lessons to be learned from this statement. First, never underestimate the influence of the 10 percent. Second, never assume that 90 percent of the citizens are 100 percent satisfied.

Preventing complaints is the ultimate solution, but no organization—especially those designated to service public interests—functions without the threat of public criticism.

Handling citizens complaints can be unpleasant but it is extremely important. The reputation of the board and the entire agency, depends upon its representatives' ability to handle citizen complaints. To handle them effectively, it takes a combined effort of the staff and board.

When a complaint arises, view it as an avenue to garner support. Champaign's Commissioner Don Bresnan says, "If someone comes to the park district with a complaint, we send them away as a volunteer doing something positive for the district."

Champaign is just one district with a mindset for customer service.

In 1990, the Rockford Park District launched its "Quality Assurance Program," which promotes a 100 percent money-back guarantee. Despite initial opposition from staff at some of the district's revenue- generating facilities, Rockford's program has proven to be good policy and good business.

Receiving approximately 7.2 million user visits each year for its 910 recreational programs and activities, the Rockford Park District logged only 21 dissatisfied customers in 1993 for a total of $920.60 refunded. The Rockford "Quality Assurance Program" provides personnel with constant feedback on the quality of their services and, at the same time, helps them maintain the confidence and support of their community.

On the other hand, mismanaging citizen complaints can lead to a public relations nightmare. In one extreme instance, residents were quoted in the local newspaper as saying they were advocating disband- ing their park district because they "received no satisfaction from the grievances they aired to Park District officials." Unfortunately, the action (or lack of action) taken by these officials received consider- able attention by the media and the public.

That is just one example of why it is so important that park districts and forest preserves promote open, two-way communication between the agency and residents. The public must have an opportunity to offer input, especially given a controversial issue.

Equally important, agencies should keep the public informed through a strategic public relations plan. For example, sending news releases to the media, hosting public hearings and regularly publishing agency newsletters and catalogues.