Summary of Performance
Key Performance Indicators
Key Effectiveness Indicators
The Ombudsman aims to improve decision making and administrative practices in public authorities as a result of complaints handled by the Office, reviews of certain child deaths and family and domestic violence fatalities and own motion investigations. Improvements may occur through actions identified and implemented by agencies as a result of the Ombudsman’s investigations and reviews, or as a result of the Ombudsman making specific recommendations and suggestions that are practical and effective. Key Effectiveness Indicators are the percentage of these recommendations and suggestions accepted by public authorities and the number of improvements that occur as a result of Ombudsman action.
|
2017-18 Actual |
2018-19 Target |
2018-19 Actual |
Variance from Target |
Where the Ombudsman made recommendations to improve practices or procedures, the percentage of recommendations accepted by agencies |
100% |
100% |
100% |
Nil |
Number of improvements to practices or procedures as a result of Ombudsman action |
173 |
100 |
83 |
-17 |
Another important role of the Ombudsman is to enable remedies to be provided to people who make complaints to the Office where service delivery by a public authority may have been inadequate. The remedies may include reconsideration of decisions, more timely decisions or action, financial remedies, better explanations and apologies. In 2018-19, there were 182 remedies provided by public authorities to assist the individual who made a complaint to the Ombudsman.
Comparison of Actual Results and Budget Targets
Public authorities have accepted every recommendation made by the Ombudsman, matching the actual results of the past four years and meeting the 2018-19 target.
In 2007-08, the Office commenced a program to ensure that its work increasingly contributed to improvements to public administration.
The 2018-19 actual number of improvements to practices and procedures of public authorities as a result of Ombudsman action (83) is lower than the 2018-19 target (100) as there are fluctuations in improvements from year to year, related to the number, nature and outcomes of investigations finalised by the Office in any given year.
Key Efficiency Indicators
The Key Efficiency Indicators relate to timeliness of complaint handling, the cost per finalised allegation about public authorities, the cost per finalised notification of child deaths and family and domestic violence fatalities, and the cost of monitoring and inspection functions.
|
2017-18 Actual |
2018-19 |
2018-19 Actual |
Variance from Target |
Percentage of allegations finalised |
94% |
95% |
95% |
Nil |
Percentage of allegations finalised |
100% |
100% |
100% |
Nil |
Percentage of allegations on hand at 30 June less than three months old |
92% |
90% |
91% |
+1% |
Percentage of allegations on hand at 30 June less than 12 months old |
100% |
100% |
98% |
-2% |
Average cost per finalised allegation |
$1,879 |
$1,890 |
$1,895 |
+$5 |
Average cost per finalised notification of death |
$17,438 |
$17,500 |
$17,816 |
+$316 |
Cost of monitoring and inspection functions |
$414,311 |
$415,000 |
$415,648 |
+$648 |
Comparison of Actual Results and Budget Targets
The 2018-19 actual results for the Key Efficiency Indicators met, or were comparable to, the 2018-19 target. Overall, 2018-19 actual results represent sustained efficiency of complaint resolution over the last five years.
The average cost per finalised allegation in 2018-19 ($1,895) is comparable with the 2018-19 target ($1,890) and the 2017-18 actual ($1,879). Since 2007-08, the efficiency of complaint resolution has improved significantly with the average cost per finalised allegation reduced by a total of 36% from $2,941 in 2007-08 to $1,895 in 2018-19.
The average cost per finalised notification of death ($17,816) is comparable with the 2018-19 target ($17,500) and the 2017-18 actual ($17,438).
The cost of monitoring and inspection functions ($415,648) is comparable with the 2018-19 target ($415,000) and the 2017-18 actual ($414,311).
For further details, see the Key Performance Indicator section.
Summary of Financial Performance
The majority of expenses for the Office (75%) relate to staffing costs. The remainder is primarily for accommodation, communications and office equipment.
|
2017-18 Actual (‘000s) |
2018-19 |
2018-19 Actual (‘000s) |
Variance from Target (‘000s) |
Total cost of services |
$11,931 |
$9,985 |
$10,412 |
+$427 |
Income other than income from State Government |
$2,214 |
$2,135 |
$2,438 |
+$303 |
Net cost of services |
$9,717 |
$7,850 |
$7,973 |
+$123 |
Total equity |
$1,031 |
$1,422 |
$916 |
-$506 |
Net increase/decrease in cash held |
-$1,351 |
$20 |
$199 |
+$179 |
Staff Numbers |
Number |
Number |
Number |
Number |
Full time equivalent (FTE) staff level at |
61 |
66 |
61 |
-5 |
Comparison of Actual Results and Budget Targets
The variation between the 2018-19 actual results and the targets for the Office’s total cost of services is primarily due to staffing required to enable the Office to meet the workload associated with the role of the Energy and Water Ombudsman. These costs were fully offset by an increase in revenue.
The variation between the 2018-19 actual results and the target for the Office’s revenue is primarily due to additional funding approved by the Board of the Energy and Water Ombudsman (Western Australian) to enable the Office to meet the workload associated with the role of the Energy and Water Ombudsman.
For further details see Note 9.9 ‘Explanatory Statement’ in the Financial Statements section.
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