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2015-11-04Conducting investigations
Approaches to investigating complaints vary according to a number of factors, including the jurisdiction of the Ombudsman’s office, the agencies and other parties involved, the complexity of the matter, and the intended outcome.
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2015-11-04
Receiving and assessing complaints
How complaints are received and assessed can vary depending on a number of factors, including the jurisdiction of the Ombudsman, the agencies and other parties involved, the actions that the complainant has already taken, and the complainant’s desired intended outcome.
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2015-11-04
Challenges to jurisdiction
Ombudsman offices can face particular challenges when the executive government seeks to change the Ombudsman’s jurisdiction in a way that might limit the office’s ability to function effectively, or impact its independence.
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2015-11-04
Records management
Proper maintenance of records is an important part of a well-functioning organisation. It is particularly important that Ombudsman offices have good record management practices because it is a key area where Ombudsmen often identify poor practice in agencies in their jurisdiction. In addition, Ombudsman offices often deal with sensitive and, sometimes, highly confidential or secret information.
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2015-11-04
Risk management
Standard ISO 31000:2009 Risk Management – Principles and guidelines defines risk as the ‘effect of uncertainty on objectives’. It is important that Ombudsman offices have policies and procedures in place to identify, assess, manage/mitigate and monitor a range of risks, and that these are reviewed and evaluated at appropriate intervals.
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2015-11-04
New functions and a growing office
Communities are demanding a greater level of transparency and accountability from government as well as those delivering services that were once the responsibility of the public sector. In looking for additional accountability mechanisms, governments often first look to existing mechanisms, such as Ombudsmen, that are trusted, effective and where the additional oversight functions are comparatively inexpensive to implement.
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2015-11-04
Measuring and monitoring performance
As with any other public or private sector organisation, it is important that offices monitor, measure and report on their performance. This will provide the Ombudsman and senior staff with confidence in the work of the office. It will also allow the office to demonstrate to the community that it is making appropriate and efficient use of the funding and resources with which it is provided. In some jurisdictions, this information can also be of assistance to the Parliamentary Committees tasked with overseeing the work of the Ombudsman. Offices can use this information to support applications for additional funding and resources, particularly if there is a clear increase in a particular area of the office’s work. And finally, this information will be useful to demonstrate the office’s importance to the community.
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2015-11-04
Strategic and business planning
Strategic and business planning is an important part of an office’s corporate governance framework. Its purpose is to continuously improve the office’s outward-facing and inward-facing services by establishing a set of clearly defined expectations and outcomes.
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2015-11-04
How to build and maintain independence
Possibly the most important element to the success of an Ombudsman is the office’s independence. It must not be, or be seen to be, answerable to the government of the day or to the agencies within the office’s jurisdiction. At the same time, the office must also not be or be seen to be a community advocate. The Ombudsman must clearly be acting in the public interest at all times.
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2015-11-04
Guiding principles
The Ombudsman is a core institution of modern government with a role to promote and protect human rights, contribute to the maintenance of the rule of law and as a pathway to accessible, timely and effective administrative justice. As the Ombudsman has a significant role to keep the executive government to account, the Ombudsman and the Ombudsman’s office must act, and be seen to act, with a high degree of integrity and accountability.
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2015-11-04
APOR Starter Kit
Starter Kit for New Ombudsman and Developing or Expanding Offices Welcome to a collection of Ombudsman resources, guidance and useful advice, prepared for the members of the Australasian and Pacific Ombudsman Region (APOR) with the financial support of the International Ombudsman Institute (IOI). This ‘starter kit’ is designed to provide assistance to newly established Ombudsman offices, as well as to those undergoing expansion or looking for assistance to develop existing services or new functions. The resources in this Sarter Kit are set out under a number of broad topics: Core principles Guiding principles How to build and maintain independence Governance and office management Strategic and business planning Measuring and monitoring performance New functions and a growing office Risk management Records management Challenges to jurisdiction Complaints and investigations Receiving and assessing complaints Conducting investigations Managing parties to a complaint Stakeholder engagement Members of Parliament Journalists Government agencies Outreach and awareness Contacts These pages provide information about the topic and include a range of resources relevant to the topic from other APOR members. This starter kit is a dynamic resource, meaning that the resources may be updated and new resources added over time. New or amended resources If your office has any resources you think may be useful to others, or previously provided resources that have been updated, please contact the Western Australian Ombudsman’s office by email at communications@ombudsman.wa.gov.au. Use of terms Throughout this Starter Kit, some common terms have been used: ‘Agencies’ refers to the Departments, authorities, organisations and other service provides within the Ombudsman’s jurisdiction. ‘Office’ means the office of the Ombudsman. ‘Ombudsman’ refers to the chief executive of the office, and if there are more than one Ombudsman, any or all of them, as relevant. ‘Public officers’ means the people employed in agencies. ‘Staff’ means the people employed in the office under the direction and control of the Ombudsman.
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2015-11-05
Ombudsman launches investigation into handling of workers compensation claims
The Victorian Ombudsman has commenced an ‘own motion’ investigation into the management of workers compensation claims in Victoria.
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2015-11-05
Scottish Public Services Ombudsman publishes Annual Report 2014/2015
The Office of the Scottish Public Services Ombudsman published its 2014-15 annual report. It charts another year of achievement for the SPSO. We handled a record number of complaints about public services, and further improved our productivity and the quality of our service. We helped almost 5,600 people, providing independent advice and support and looking into the issues people brought us where we could. Our investigations led to over 1,400 recommendations for improvement to public services.
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2015-11-05
Public Services Ombudsman for Wales quarterly Casebook published
Issue 22 of the Public Services Ombudsman for Wales’ Casebook (July-September 2015) has been published. The Casebook is a collection of summaries of cases dealt with in the previous quarter.
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2015-11-06
Ombudsman’s office marks 40 years of helping citizens, improving governance
The Office of the Ontario Ombudsman celebrated 40 years of helping citizens resolve issues with the provincial government on 30 October 2015. The occasion comes as the office embarks on an historic expansion of its mandate – something the first Ombudsman began calling for in 1975.
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2015-11-09
Croatian People’s Ombudswoman visits Austrian Ombudsman Board
Ombudswoman Lora Vidović followed an invitation from the Austrian Ombudsman Board and came to Vienna for a two-day visit to exchange experiences and expertise on the ex-post as well as preventive work of the two offices.
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2015-11-10
November edition of Ombudsman Newsletter
The Office of the Ethiopian Institution of the Ombudsman (EOI) launched the November issue of its regular newsletter, which can now be accessed here.
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2015-11-06
Conference on a human rights approach to the work of Ombudsmen
The Northern Ireland Ombudsman (NIO) and the Northern Ireland Human Rights Commission (NIHRC), with funding support from the IOI, have undertaken a three year project to optimize the resources of their respective organisations with the objective of improved outcomes for the service user and enhanced public services overall. In May 2016 the offices of the NIO and the NIHRC warmly invite you to participate in an International Conference which will focus on sharing the features and benefits of the developed human rights manual.
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2015-11-12
Adult social care complaints to the Ombudsman on the increase
The Local Government Ombudsman (LGO) is publishing its complaints statistics for adult social care – including data for both councils and private care providers – in its Annual Review of Adult Social Care Complaints 2014/15. The report is being published as part of the LGO’s role as the social care ombudsman, to encourage transparency and accountability across the whole adult social care complaints system.
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2015-11-13
IOI welcomes new members
During its annual meeting, held in Namibia in September 2015, the IOI Board of Directors took decisions on applications for IOI membership and is delighted to welcome five institutions as new Voting members to the IOI family.
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