Chapter 1
Ombudsman's review
Internal management
During 2008–09 we further refined our work practices, drawing in part on the results of a client satisfaction survey conducted late in 2007–08 and on detailed analyses conducted by our business improvement team. Some of the main changes were:
- revision of our five-category complaint–handling structure and administrative deficiency workflow
- introduction of a quality assurance audit panel to complement other quality assurance processes
- development of a new approach to handling requests for reviews of our decisions
- mapping of office workflows to assist in learning and development opportunities for staff and the evaluation of business practices.
A new collective agreement between the office and the Community and Public Sector Union came into effect in December 2008. The agreement focuses on people, remuneration and employment arrangements, working environment and lifestyle, further streamlining of personnel practices and processes, and performance management and improvement to underpin salary increases.
One objective of our human resource management is to extend the average time of tenure with the office. This will lead to the efficiencies that arise from lower staff turnover, increased corporate knowledge, and improved consistency and effectiveness of our core business activities.
In 2008–09 the office's operating revenue was $20.823 million and operating expenses were $19.894 million, resulting in a profit of $0.929 million. The office received an unqualified audit opinion on its 2008–09 financial statements.
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