Strategic plan 2018-22

Queensland Ombudsman Strategic Plan 2018-22 (PDF 519.9KB)


Fair and accountable public administration in Queensland.


To independently investigate complaints, review systemic problems and work with agencies to improve their administrative practices and decisions.



  • We are ethical and honest in our work.


  • We respect the human rights of individuals, treating everyone equitably, and with dignity.


  • We produce timely and high quality work that makes a difference.

Strategic risks and opportunities

To achieve its vision and purpose, the Office of the Queensland Ombudsman must manage its risks and exploit its opportunities.


Loss of reputation as an independent officer of the Parliament undermines the Office’s ability to achieve its statutory role.

Inadequate workforce capability to deliver contemporary and professional services.

Limited resources to deliver equitable and accessible services while client demand and expectations increase.

Failure of business systems to meet increasingly complex accountability requirements.


Harness technology to improve communication, collaboration and effectiveness.

More active engagement with agencies to influence and improve practices and decision-making.

Provide comprehensive oversight of the administration of outsourced government services.

Take a leading role in oversighting administration of closed environments such as youth detention, corrections and mental health.

Authority, accountability and performance

The Office of the Queensland Ombudsman is established under the Ombudsman Act 2001, and has oversight of the Public Interest Disclosure Act 2010

The Legal Affairs and Community Safety Committee of the Queensland Parliament oversees and monitors the performance of the Office. This plan will guide operational planning and actions to ensure efficient and effective service delivery. 

The Queensland Ombudsman’s annual report to the Queensland Parliament will communicate the implementation of this plan. Reporting will also be provided in budget documents, such as the Service Delivery Statement.



Provide independent and effective review of the administrative actions and decisions of agencies


  1. Provide timely, effective assessment and investigation of complaints
  2. Make recommendations to rectify unjust decisions and poor administration
  3. Enhance engagement with agencies to improve their understanding of our assessment and investigation process
  4. Clearly communicate to clients and agencies the outcome of our assessments and investigations

Improve the quality of administrative systems in agencies


  1. Identify systemic weaknesses in agency practices
  2. Work directly with individual agencies to improve administration

Build capacity in agencies and the community to better manage complaints and Public Interest Disclosures (PIDs)


  1. Monitor, review and report on agency compliance and management of complaints and PIDs
  2. Improve the knowledge and skills of agency officers in managing complaints and PIDs
  3. Build greater knowledge in the community about how to make an effective complaint and when to contact the Queensland Ombudsman

Our workforce, systems and culture support accountable and sustainable service delivery


  1. Develop and implement an integrated strategy for a capable, engaged and healthy workforce
  2. Develop a positive and productive culture that supports performance and innovation
  3. Apply contemporary practices to improve our systems and processes, focused on client needs
  4. Strengthen our governance frameworks to ensure accountability and performance

 Key performance indicators

  • Timeliness of preliminary assessments and investigations
  • Client satisfaction with the service provided
  • Quality of investigative decision-making
  • Impact of investigations
  • Effectiveness of education programs
  • Benchmark workforce measures against the public sector

The previous Strategic Plan 2015-19 can be accessed here.

Last updated: Monday, 17 August 2020 1:12:53 PM