Future Strategic Direction

Introduction

In developing our strategy we have used the following structure to shape our thinking.

1. Vision
2. Outcomes
3. Strategic Objectives
4. Action Plan (Actions, Responsibilities, Timeframes)

Definition of Terms:

Vision for the Office

The Vision is a short statement that clearly describes what the Office wants to achieve over the next ten years

Outcomes

An Outcome articulates an “end-state” the Office wants to achieve within the lifetime of this strategy

Strategic Objectives

These specific statements clearly identify how we propose to go about achieving our Vision over the coming three-year period

Actions

These are detailed SMART (Specific, measurable, achievable, realistic, timebound) activities to be pursued to achieve or support the completion of our outcomes and objectives

Key Performance Indicators (KPIs)

KPIs are quantitative and qualitative indicators associated with particular objectives and actions. KPIs are included to allow us to continually measure progress in the implementation of our strategy

Vision of the Office of the Ombudsman and the Office of the Information Commissioner

"A public service that is open, fair, accountable and effective"

Our Vision Explained

In striving to achieve openness, fairness, accountability and effectiveness across all parts of the public service we remain committed to our core purpose of independently assessing whether public service decision making processes are being applied in a proper and equitable manner. However, we recognise the challenge of ensuring these practices are consistently displayed across all public services and more importantly the central role the Office has to play in supporting the achievement of this.

Outcomes & Objectives

In delivering on our Vision over the course of the next three years we have identified two key Outcomes or “end states” we want to achieve:

1. Improved standards of public administration across the public service

Central to the role of both the Office of the Ombudsman and the Office of the Information Commissioner is the need to ensure that standards of decisionmaking and engagement with service users across the public service are comparable to international standards of good practice. Through multiple approaches we will attempt to engage with all stakeholders e.g. Government, Oireachtas, public bodies, service users, etc., to improve standards of administration.

2. An Office, fit for purpose, to deliver services, fairly, efficiently and effectively to our customers

In line with the recommendations contained within the OECD review of the Irish Public Service and the Task Force’s Report on Transforming Public services we recognise the importance of ensuring our internal capability matches our ambition to improve standards across the public service. We therefore intend placing considerable emphasis on enhancing our internal systems, processes and capabilities to meet these needs.

Underpinning both outcomes we have identified a number of Strategic Objectives for the period 2010–2012. These Strategic Objectives are specific statements that clearly identify what both the Office of the Ombudsman and the Office of the Information Commissioner want to achieve under each Outcome.

Office of the Ombudsman

Our Objectives Explained:

The Office of the Ombudsman will work to improve standards of public service delivery and fairness

Through our complaint handling processes we will continue to strive to ensure our services are provided efficiently in a fair and equitable manner. We acknowledge the challenges this will present in the coming years as we attempt to deal with and assist the many new organisations that will come under the remit of the Ombudsman Office following the passing of the Ombudsman Amendment Bill expected in the near future.

The Office of the Ombudsman will promote the active support of the Oireachtas and Government to enable the Office to function effectively in the public interest

We recognise the critical role the Oireachtas and Government must play in ensuring that all public services are discharged in a fair and equitable manner. We equally recognise our role in supporting the Oireachtas and Government through constant engagement, providing input into relevant policy discussions and using appropriate fora to convey our opinions on relevant matters of public interest.

The Office of the Ombudsman will focus on complaints and investigations that identify systemic maladministration

Given the inevitable demands on our resources we recognise the need to ensure we focus our attention on areas that deliver the maximum benefit to the public and in so doing highlight areas of particular maladministration. This will require us to be more strategic in our approach to complaint handling and in the selection of issues for more detailed investigation. Similarly we acknowledge the role we must play in supporting the public service bodies responsible for the largest numbers of complaints in an effort to alleviate potential problems at source.

Develop, very quickly, appropriate metrics to measure the outcome benefits of complaint handling, investigations and other initiatives

The Plan contains a number of objectives and indicators with regard to ensuring that identified actions take place as intended. Overlaying this is a need to assess whether these objectives and actions deliver the outcomes intended and, indeed, the appropriateness of these objectives and indicators. The Ombudsman’s Office will design and implement meaningful evaluation measurements to determine, as best it can, the overall impact of these interventions.

Office of the Information Commissioner

Our Objectives Explained:

Focus on timely, efficient and legally sound resolution of review applications received

The OIC recognises that its core objective and function must continue to be the correct and timely carrying out of reviews and their conclusion through settlement or formal, binding decisions as appropriate. The OIC intends to continue to identify and implement changes in its practices to improve our performance in handling cases.

The Office of the Information Commissioner will work to foster better FOI decision-making by public bodies

In attempting to improve standards of FOI decision-making the OIC continues to acknowledge its role to work with public service bodies to inform, educate and support them on an ongoing basis on good practice standards and approaches.

The Office of the Information Commissioner will work to ensure the correct application by public bodies of the Freedom of Information Act

In addition to its supporting role, the OIC will also identify, and bring to the attention of public bodies, instances of incorrect application of the FOI Act. The OIC will also use its investigatory powers to report to the Oireachtas on the practices and procedures used by public bodies to operate the Act in doing so. In addition, the OIC will identify best practice and any areas requiring improvement.

The Office of the Information Commissioner will work to increase awareness of the Access to Information on Environment Regulations

Following the designation of responsibility for the Commission for Environmental Information to the OIC in 2007, the OIC recognises the need to address the limited awareness that exists among the public on these matters. Working with the Department of Environment, Heritage and Local Government it is the intention of the OIC to identify means to further improve public knowledge of the purpose of the regulations.

Develop appropriate metrics to measure the beneficial outcomes of reviews dealt with, investigations and other initiatives and satisfaction rates among our clients

The Plan contains a number of objectives and indicators with regard to ensuring that identified actions take place as intended. Overlaying this is a need to assess whether these objectives and actions deliver the outcomes intended and, indeed, the appropriateness of these objectives and indicators. The OIC will design and implement meaningful evaluation measurements to determine, as best it can, the overall impact of these interventions.

Office of the Ombudsman & the Office of the Information Commissioner

Under this Outcome both Offices will work respectively to improve the effectiveness of each organisation.

The Offices will ensure that their structures, systems and processes support the achievement of our strategy

The successful implementation of our strategy requires an appropriate organisational structure, underpinned by proper systems and processes to deliver on our strategy. Given inevitable resources constraints in the coming years, ensuring our practices are efficient and effective will be critical to us successfully achieving our strategic objectives.

The Offices will ensure optimal use of human, financial and technical resources to ensure the cost effective delivery of our strategy

The increasing need for further budgetary constraints places an even greater emphasis on the importance of us carefully managing and monitoring the use of all internal resources. It further demands that we examine opportunities to make better use of technology to improve the efficiency and effectiveness of our services.

The Offices will ensure all staff have the necessary skills and competencies, and are motivated to deliver a quality service to our customers

Delivering a quality service to all of our customers is central to all that we do: it is incumbent upon the Office not only to ensure that all staff possess the necessary skills and competencies to achieve this objective, but also that they share and understand our commitment to high quality standards of customer care.

The Offices will ensure all who need to know about us do and can readily access us

Given the nature of our services it is important that all people accessing public services understand what we do and also the range and type of services we provide. We further recognise the importance of ensuring we are accessible to all sectors of society regardless of location or circumstance.

In particular, there will be specific targeting of the Health area, and particularly the areas of health and social care with a view to increasing public awareness of our role in that area, and generating a significant increase in complaint numbers. The aim is to securewidespreadpublic awareness of the Office's effective role as Ombudsman for health and social carematters.

Summary

Working towards the achievement of our Vision and delivering on the Outcomes listed above represents a significant challenge for the Office given the dynamic environment and challenges we face, however we recognise the importance and impact of the services we provide to members of the public and are confident that the expertise and commitment of staff in both offices will ensure these objectives can be met.