Picture of Colin Neave

Like most departments and agencies, we experienced considerable change during 2015–16.

From 1 July 2015 we successfully transitioned the Private Health Insurance Ombudsman function into the office. We saw a significant expansion of our oversight responsibilities with the commencement of the Government's data retention reforms.

These additions led to an increase in our staff. I am grateful to my new colleagues, and the many other staff of the office, who worked so hard to implement these new areas of responsibility.

Complaint handling—digital transformation

Our complaint-handling work has continued to grow. In 2015–16 we received a total of 37 753 approaches, compared to 28 154 in 2014–15, an increase of 34 per cent.

While some of this increase is attributable to the new functions, it is clear that complaints are increasing. We continue to look for ways to innovate and reduce costs in order to meet the increasing demand for our service.

In 2015–16 we developed and launched our new brand and website. The new website design facilitates smartphone and tablet usability and adopted the emerging Digital Service Standard put in place by the Digital Transformation Office.

While most approaches to our office are still made by telephone, more are being made electronically via the smart form on our website.

Investigations

During 2015–16 I released a number of reports—these are available on our website. Three of them focused on social services issues:

Private Health Insurance

The integration of the Private Health Insurance Ombudsman function into the office has been very successful.

We engaged with consumers and representatives of the private health insurance industry to ensure a seamless transition.

Consumer satisfaction with the Private Health Insurance Ombudsman function increased in 2015–16 from 84 per cent to 85 per cent. That this result was achieved during a period of transition is a credit to our Private Health Insurance Team.

Data retention oversight

On 13 October 2015, amendments to the Telecommunications (Interception and Access) Act 1979 (the TIA Act) took effect. These require telecommunication carriers and service providers to retain certain data (known as 'metadata') for two years.

The amendments included a substantial new function for my office to oversee law enforcement agency compliance with the new regime.

In the first year of metadata inspections, we engaged with agencies to understand their processes and policies in exercising metadata powers.

Following these consultations, each agency will be provided with a 'health check' assessing its processes and policies. These reports will be consolidated and provided to the Attorney-General for tabling in Parliament.

I am pleased that overall, agencies have been responsive to our inspections and cooperative throughout the process.

International engagement

My office's International Program supports the rule of law in the region by working to enhance the capacity of Ombudsman and similar organisations in the Pacific and Indonesia.

In May 2016 I hosted meetings of regional Ombudsman groups in Melbourne. This week-long series of events commenced with the Pacific Ombudsman Alliance members meeting and included a very successful Australasian and Pacific Ombudsman Conference—Building Relationships; Meeting Global Challenges. I was delighted that John R. Walters, President of the International Ombudsman Institute, was able to attend and speak at that conference.

Also, ombudsmen from across the region were then able to participate in the Australian and New Zealand Ombudsman Association's conference.

The events further developed the strong relationships between ombudsmen and allowed the sharing of useful information to enhance the work of Ombudsman offices throughout the region.

Looking forward

The Office of the Commonwealth Ombudsman will celebrate its 40th anniversary in 2017.

This will provide us with the opportunity to reflect on our achievements and the challenges ahead.

Undoubtedly, we must be willing to take on new responsibilities to ensure the office remains as relevant to the pursuit of good administration in the future as it has been in the past. The successful implementation of two new functions this year show our capacity to adapt and grow in response to changes in the needs of citizens and governments.

I look forward to working with our dedicated and professional staff, and the agencies and private sector bodies we oversight, to advance the strategic vision of the office.

That is, to provide assurance that the Australian Government entities and prescribed private sector organisations we oversight act with integrity and treat people fairly. And to influence enduring systemic improvement in public administration in Australia and the region.

Colin Neave
Commonwealth Ombudsman

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      Part 1 - Review by the Ombudsman

      Picture of Colin Neave

      Like most departments and agencies, we experienced considerable change during 2015–16.

      From 1 July 2015 we successfully transitioned the Private Health Insurance Ombudsman function into the office. We saw a significant expansion of our oversight responsibilities with the commencement of the Government's data retention reforms.

      These additions led to an increase in our staff. I am grateful to my new colleagues, and the many other staff of the office, who worked so hard to implement these new areas of responsibility.

      Complaint handling—digital transformation

      Our complaint-handling work has continued to grow. In 2015–16 we received a total of 37 753 approaches, compared to 28 154 in 2014–15, an increase of 34 per cent.

      While some of this increase is attributable to the new functions, it is clear that complaints are increasing. We continue to look for ways to innovate and reduce costs in order to meet the increasing demand for our service.

      In 2015–16 we developed and launched our new brand and website. The new website design facilitates smartphone and tablet usability and adopted the emerging Digital Service Standard put in place by the Digital Transformation Office.

      While most approaches to our office are still made by telephone, more are being made electronically via the smart form on our website.

      Investigations

      During 2015–16 I released a number of reports—these are available on our website. Three of them focused on social services issues:

      • In September 2015 I released a report into what the Department of Human Services had implemented following my 2014 report, which made 33 recommendations on Centrelink's Service Delivery. My recommendations in 2014 concerned telephone services, the handling of written correspondence, information affecting income support and family payments, Centrelink service centre queues, document management, and Centrelink's complaint and internal merits review processes.
      • In February 2016 I released a report about the administration of the 'vulnerable youth' measure of Income Management which had commenced in July 2013. The Department of Human Services and the Department of Social Services responded positively to around half of my recommendations, and have taken steps towards improving some processes and policies.
      • In March 2016 I released a report on my investigation into Centrelink's Income Maintenance Period which can affect people whose employment has been terminated due to either redundancy or dismissal. The report's three recommendations were accepted and the Department of Social Services changed its Guide to Social Security Law in response to the report. However, in my opinion those changes were inadequate and more of my broader range of recommendations regarding the content of that Guide should be put into effect.

      Private Health Insurance

      The integration of the Private Health Insurance Ombudsman function into the office has been very successful.

      We engaged with consumers and representatives of the private health insurance industry to ensure a seamless transition.

      Consumer satisfaction with the Private Health Insurance Ombudsman function increased in 2015–16 from 84 per cent to 85 per cent. That this result was achieved during a period of transition is a credit to our Private Health Insurance Team.

      Data retention oversight

      On 13 October 2015, amendments to the Telecommunications (Interception and Access) Act 1979 (the TIA Act) took effect. These require telecommunication carriers and service providers to retain certain data (known as 'metadata') for two years.

      The amendments included a substantial new function for my office to oversee law enforcement agency compliance with the new regime.

      In the first year of metadata inspections, we engaged with agencies to understand their processes and policies in exercising metadata powers.

      Following these consultations, each agency will be provided with a 'health check' assessing its processes and policies. These reports will be consolidated and provided to the Attorney-General for tabling in Parliament.

      I am pleased that overall, agencies have been responsive to our inspections and cooperative throughout the process.

      International engagement

      My office's International Program supports the rule of law in the region by working to enhance the capacity of Ombudsman and similar organisations in the Pacific and Indonesia.

      In May 2016 I hosted meetings of regional Ombudsman groups in Melbourne. This week-long series of events commenced with the Pacific Ombudsman Alliance members meeting and included a very successful Australasian and Pacific Ombudsman Conference—Building Relationships; Meeting Global Challenges. I was delighted that John R. Walters, President of the International Ombudsman Institute, was able to attend and speak at that conference.

      Also, ombudsmen from across the region were then able to participate in the Australian and New Zealand Ombudsman Association's conference.

      The events further developed the strong relationships between ombudsmen and allowed the sharing of useful information to enhance the work of Ombudsman offices throughout the region.

      Looking forward

      The Office of the Commonwealth Ombudsman will celebrate its 40th anniversary in 2017.

      This will provide us with the opportunity to reflect on our achievements and the challenges ahead.

      Undoubtedly, we must be willing to take on new responsibilities to ensure the office remains as relevant to the pursuit of good administration in the future as it has been in the past. The successful implementation of two new functions this year show our capacity to adapt and grow in response to changes in the needs of citizens and governments.

      I look forward to working with our dedicated and professional staff, and the agencies and private sector bodies we oversight, to advance the strategic vision of the office.

      That is, to provide assurance that the Australian Government entities and prescribed private sector organisations we oversight act with integrity and treat people fairly. And to influence enduring systemic improvement in public administration in Australia and the region.

      Colin Neave
      Commonwealth Ombudsman