{ "entity_id": "S-QLD-039", "folder": "Office-of-the-Health-Ombudsman", "name": "Office of the Health Ombudsman", "type": "Independent Statutory Authority", "jurisdiction": "QLD", "portfolio": "", "website": "https://www.oho.qld.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 7, "n_kpi_targets": 6, "n_kpi_results": 6, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "The OHO’s purpose is to protect and support the community through responsive complaints processes and regulatory action, driving positive change and confidence in the health system. [AR p.10]", "official_site_url": "https://www.oho.qld.gov.au/", "source_documents": [ { "type": "annual_report", "title": "View a copy of the OHO annual report (PDF 3.5MB)", "url": "https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf", "period": null, "confidence": "high" }, { "type": "strategie", "title": "Download the Office of the Health Ombudsman 2023–27 Strategic Plan (PDF 3MB)", "url": "https://www.oho.qld.gov.au/assets/uploads/OHO_Strategic-Plan-2023-2027.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "Office of the Health Ombudsman 2019-23 Strategic Plan (PDF 1MB)", "url": "https://www.oho.qld.gov.au/assets/uploads/OHO-Strategic-Plan-2019-23_A3_updated2020.pdf", "period": "2019", "confidence": "medium" } ], "purpose": { "text": "The OHO’s purpose is to protect and support the community through responsive complaints processes and regulatory action, driving positive change and confidence in the health system. [AR p.10]", "source_url": "", "source_page": 10, "source_deep_url": "" }, "vision": null, "strategic_priorities": [ { "title": "care–optimising experiences and outcomes; building confidence in our services as being accessible, responsive and safe", "description": "care–optimising experiences and outcomes; building confidence in our services as being accessible, responsive and safe", "source_url": "", "source_page": 10, "source_deep_url": "" }, { "title": "transformation–transforming our systems, service delivery processes and data to drive performance and influence change", "description": "transformation–transforming our systems, service delivery processes and data to drive performance and influence change", "source_url": "", "source_page": 10, "source_deep_url": "" }, { "title": "impact–driving improvements in health service safety, quality and complaints processes", "description": "impact–driving improvements in health service safety, quality and complaints processes", "source_url": "", "source_page": 10, "source_deep_url": "" }, { "title": "people–valuing our people and empowering them for the future", "description": "people–valuing our people and empowering them for the future", "source_url": "", "source_page": 10, "source_deep_url": "" }, { "title": "integration–ensuring the effectiveness and integration of our regulatory and complaint management functions", "description": "integration–ensuring the effectiveness and integration of our regulatory and complaint management functions", "source_url": "", "source_page": 10, "source_deep_url": "" } ], "values": [ { "name": "protecting and supporting the community", "description": "", "source_url": "", "source_page": null }, { "name": "responsive complaints processes", "description": "", "source_url": "", "source_page": null }, { "name": "regulatory action", "description": "", "source_url": "", "source_page": null }, { "name": "positive change", "description": "", "source_url": "", "source_page": null }, { "name": "confidence in the health system", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Protecting and supporting the community through responsive complaints processes and regulatory action", "description": "The OHO’s work in protecting and supporting the community through responsive complaints processes and regulatory action drives positive change and confidence in the health system. This includes managing complaints about registered and unregistered health practitioners, health services and facilities, and taking regulatory action where appropriate against health practitioners who use domestic and family violence. [AR p.10]", "activities": [ "managing complaints about registered and unregistered health practitioners, health services and facilities", "taking regulatory action where appropriate against health practitioners who use domestic and family violence" ], "source_url": "", "source_page": 10, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Complaint decisions within seven days of receipt", "target": "90%", "latest_result": "97.2%", "status": "Achieved", "target_source_url": "", "target_source_page": 20, "result_source_url": "https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf", "result_source_page": 20 }, { "code": "CCE02", "measure": "Complaints assessed within timeframes", "target": "90%", "latest_result": "87.7%", "status": "Substantially achieved", "target_source_url": "", "target_source_page": 20, "result_source_url": "https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf", "result_source_page": 20 }, { "code": "CCE03", "measure": "Complaints resolved within timeframes", "target": "100%", "latest_result": "98.5%", "status": "Achieved", "target_source_url": "", "target_source_page": 20, "result_source_url": "https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf", "result_source_page": 20 }, { "code": "CCE04", "measure": "Investigations finalised within 12 months", "target": "75%", "latest_result": "52.5%", "status": "Partially achieved", "target_source_url": "", "target_source_page": 20, "result_source_url": "https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf", "result_source_page": 20 }, { "code": "CCE05", "measure": "Disciplinary matters filed in QCAT with a case to answer", "target": "90%", "latest_result": "100%", "status": "Achieved", "target_source_url": "", "target_source_page": 20, "result_source_url": "https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf", "result_source_page": 20 }, { "code": "CCE06", "measure": "Immediate action decisions upheld by QCAT", "target": "90%", "latest_result": "50%", "status": "Partially achieved", "target_source_url": "", "target_source_page": 20, "result_source_url": "https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf", "result_source_page": 20 } ], "document_alignment_terms": { "must_support": [ "The OHO’s purpose is to protect and support the community through responsive complaints processes and regulatory action, driving positive change and confidence in the health system", "care–optimising experiences and outcomes; building confidence in our services as being accessible, responsive and safe", "transformation–transforming our systems, service delivery processes and data to drive performance and influence change", "impact–driving improvements in health service safety, quality and complaints processes", "people–valuing our people and empowering them for the future", "integration–ensuring the effectiveness and integration of our regulatory and complaint management functions" ], "watch_terms": [ "Complaint decisions within seven days of receipt", "Complaints assessed within timeframes", "Complaints resolved within timeframes", "Investigations finalised within 12 months", "Disciplinary matters filed in QCAT with a case to answer", "Immediate action decisions upheld by QCAT" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "global_initiatives": null, "strategy": { "reporting_period": "2024-2025", "corporate_plan_period": "2025-2026", "vision": null, "vision_source_page": null, "purposes": "The OHO’s purpose is to protect and support the community through responsive complaints processes and regulatory action, driving positive change and confidence in the health system. [AR p.10]", "purposes_source_page": 10, "how_we_deliver": "The OHO contributes to the Queensland Government's objective of ‘Health services when you need them’ by protecting and supporting the community through responsive complaints processes and regulatory action and ensuring that data and learnings from complaints drive service and system improvements. The OHO also contributes to the government’s objective of ‘Safety where you live’ through promoting awareness of the role and obligations of health practitioners in respect to domestic and family violence, taking regulatory action where appropriate against health practitioners who use domestic and family violence, and by providing person-centred, culturally safe and trauma informed services to victims who may have experienced harm through the conduct of health practitioners. [AR p.10]", "how_we_deliver_source_page": 10, "government_priorities": [ { "text": "care–optimising experiences and outcomes; building confidence in our services as being accessible, responsive and safe", "source_page": 10 }, { "text": "transformation–transforming our systems, service delivery processes and data to drive performance and influence change", "source_page": 10 }, { "text": "impact–driving improvements in health service safety, quality and complaints processes", "source_page": 10 }, { "text": "people–valuing our people and empowering them for the future", "source_page": 10 }, { "text": "integration–ensuring the effectiveness and integration of our regulatory and complaint management functions", "source_page": 10 } ], "outcomes": [ { "name": "Outcome 1: Protecting and supporting the community through responsive complaints processes and regulatory action", "description": "The OHO’s work in protecting and supporting the community through responsive complaints processes and regulatory action drives positive change and confidence in the health system. This includes managing complaints about registered and unregistered health practitioners, health services and facilities, and taking regulatory action where appropriate against health practitioners who use domestic and family violence. [AR p.10]", "key_activities": [ "managing complaints about registered and unregistered health practitioners, health services and facilities", "taking regulatory action where appropriate against health practitioners who use domestic and family violence" ], "source_page": 10 } ], "values": [ "protecting and supporting the community", "responsive complaints processes", "regulatory action", "positive change", "confidence in the health system" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Complaint decisions within seven days of receipt", "target": "90%", "source_page": 20 }, { "code": "CCE02", "measure": "Complaints assessed within timeframes", "target": "90%", "source_page": 20 }, { "code": "CCE03", "measure": "Complaints resolved within timeframes", "target": "100%", "source_page": 20 }, { "code": "CCE04", "measure": "Investigations finalised within 12 months", "target": "75%", "source_page": 20 }, { "code": "CCE05", "measure": "Disciplinary matters filed in QCAT with a case to answer", "target": "90%", "source_page": 20 }, { "code": "CCE06", "measure": "Immediate action decisions upheld by QCAT", "target": "90%", "source_page": 20 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Complaint decisions within seven days of receipt", "result": "97.2%", "status": "Achieved", "source_page": 20 }, { "code": "CCE02", "measure": "Complaints assessed within timeframes", "result": "87.7%", "status": "Substantially achieved", "source_page": 20 }, { "code": "CCE03", "measure": "Complaints resolved within timeframes", "result": "98.5%", "status": "Achieved", "source_page": 20 }, { "code": "CCE04", "measure": "Investigations finalised within 12 months", "result": "52.5%", "status": "Partially achieved", "source_page": 20 }, { "code": "CCE05", "measure": "Disciplinary matters filed in QCAT with a case to answer", "result": "100%", "status": "Achieved", "source_page": 20 }, { "code": "CCE06", "measure": "Immediate action decisions upheld by QCAT", "result": "50%", "status": "Partially achieved", "source_page": 20 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-QLD-039", "entity_name": "Office of the Health Ombudsman", "folder_name": "Office-of-the-Health-Ombudsman", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "In terms of complaints about\nstrong operational performance in 2024–2025, health services, a wide range of issues of safety,\nout-performing on two of the service delivery quality and patient rights continue to feature in\nstatement (SDS) measures: complaints, including concerns about care and\ntreatment provided in particular settings such as\n▪ Complaint decisions within seven days of\nmaternity services and mental health services.\nreceipt: Achieved 97.2 per cent, surpassing the\n90% target.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/5825t1376.pdf (https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-QLD-039", "entity_name": "Office of the Health Ombudsman", "folder_name": "Office-of-the-Health-Ombudsman", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "In terms of complaints about\nstrong operational performance in 2024–2025, health services, a wide range of issues of safety,\nout-performing on two of the service delivery quality and patient rights continue to feature in\nstatement (SDS) measures: complaints, including concerns about care and\ntreatment provided in particular settings such as\n▪ Complaint decisions within seven days of\nmaternity services and mental health services.\nreceipt: Achieved 97.2 per cent, surpassing the\n90% target.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/5825t1376.pdf (https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-QLD-039", "entity_name": "Office of the Health Ombudsman", "folder_name": "Office-of-the-Health-Ombudsman", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 19]\nTable 1 The Office of the Health Ombudsman service standards\n2024–2025\nTarget/\nEffectiveness measures Actual\nEstimate\nPercentage of complaints This is a measure of service timeliness.\nreceived and accepted or The timeframe for initial decisions to accept or 90% 97.2%\nnot accepted within 7 days not accept matters is 7 business days.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/5825t1376.pdf (https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-039", "entity_name": "Office of the Health Ombudsman", "folder_name": "Office-of-the-Health-Ombudsman", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 19]\nTable 1 The Office of the Health Ombudsman service standards\n2024–2025\nTarget/\nEffectiveness measures Actual\nEstimate\nPercentage of complaints This is a measure of service timeliness.\nreceived and accepted or The timeframe for initial decisions to accept or 90% 97.2%\nnot accepted within 7 days not accept matters is 7 business days.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/5825t1376.pdf (https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-039", "entity_name": "Office of the Health Ombudsman", "folder_name": "Office-of-the-Health-Ombudsman", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 56]\nRisk and Audit Committee Invitees for 2024–2025:\nThe OHO’s Risk and Audit Committee (the ▪ Ms Lynne Coulson Barr OAM, Health\nCommittee) is responsible for providing Ombudsman\nindependent assurance and assistance\n▪ Ms Kelly Gleeson, Executive Director\nto the Health Ombudsman on the OHO’s\nInvestigations\nrisk management framework, control\nenvironment and financial reporting process. ▪ Ms Karen Simpson, A/Executive Director\nThe Committee does not replace established\nLegal General Counsel\nmanagement responsibilities and delegations,\nthe responsibilities of other executive ▪ Ms Maree Hill, Executive Director\nmanagement groups within the OHO, or the Assessment and Resolution\nreporting lines of external audit functions.\n▪ Mr Dermot Tiernan, Executive Director\nThe Committee’s membership is comprised Corporate and Strategic Services\nof external appointments.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/5825t1376.pdf (https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-QLD-039", "entity_name": "Office of the Health Ombudsman", "folder_name": "Office-of-the-Health-Ombudsman", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 56]\nRisk and Audit Committee Invitees for 2024–2025:\nThe OHO’s Risk and Audit Committee (the ▪ Ms Lynne Coulson Barr OAM, Health\nCommittee) is responsible for providing Ombudsman\nindependent assurance and assistance\n▪ Ms Kelly Gleeson, Executive Director\nto the Health Ombudsman on the OHO’s\nInvestigations\nrisk management framework, control\nenvironment and financial reporting process. ▪ Ms Karen Simpson, A/Executive Director\nThe Committee does not replace established\nLegal General Counsel\nmanagement responsibilities and delegations,\nthe responsibilities of other executive ▪ Ms Maree Hill, Executive Director\nmanagement groups within the OHO, or the Assessment and Resolution\nreporting lines of external audit functions.\n▪ Mr Dermot Tiernan, Executive Director\nThe Committee’s membership is comprised Corporate and Strategic Services\nof external appointments.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/5825t1376.pdf (https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-QLD-039", "entity_name": "Office of the Health Ombudsman", "folder_name": "Office-of-the-Health-Ombudsman", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[pages 47,48,49]\n, including:\neffective responses to complaints and the\nOHO’s role in protecting the public health and ▪ Queensland Health staff\nsafety, and in driving improvements in health\n▪ Queensland Corrective Services staff\nservice delivery.\n▪ Local council staff\nIn 2024–2025, the OHO undertook 184\neducation and engagement activities reaching ▪ Aboriginal and Torres Strait Islander Health\nmore than 1,900 stakeholders.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/5825t1376.pdf (https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-QLD-039", "entity_name": "Office of the Health Ombudsman", "folder_name": "Office-of-the-Health-Ombudsman", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[pages 47,48,49]\n, including:\neffective responses to complaints and the\nOHO’s role in protecting the public health and ▪ Queensland Health staff\nsafety, and in driving improvements in health\n▪ Queensland Corrective Services staff\nservice delivery.\n▪ Local council staff\nIn 2024–2025, the OHO undertook 184\neducation and engagement activities reaching ▪ Aboriginal and Torres Strait Islander Health\nmore than 1,900 stakeholders.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/5825t1376.pdf (https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-QLD-039", "entity_name": "Office of the Health Ombudsman", "folder_name": "Office-of-the-Health-Ombudsman", "category": "Case Processing", "scale": "small", "title": "Triage queue for stuck or ageing cases", "idea": "Use existing case data to flag ageing, duplicate, incomplete, or high-risk cases for earlier intervention.", "quote": "[Page 25]\nAssessment decisions\nCase Study\n‘Assessment decisions’ measures the number\nFacilitating quality outcomes for\nand type of relevant actions taken at the\na consumer who required dental\nassessment stage of the complaint handling\nprocess. ‘Assessment decisions’ (Table 6) and services\n‘Assessments completed’ (Figures 5 and 6)\nmay not necessarily match, as each completed\nComplaint\nassessment can result in multiple assessment\nA consumer visited a public dental provider after\ndecisions.\nexperiencing toothaches and headaches.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Applicants / case officers", "source": "annual-reports/5825t1376.pdf (https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-039", "entity_name": "Office of the Health Ombudsman", "folder_name": "Office-of-the-Health-Ombudsman", "category": "Case Processing", "scale": "large", "title": "End-to-end case processing redesign", "idea": "Redesign the case pathway around risk-based triage, reusable evidence, and automated eligibility checks.", "quote": "[Page 25]\nAssessment decisions\nCase Study\n‘Assessment decisions’ measures the number\nFacilitating quality outcomes for\nand type of relevant actions taken at the\na consumer who required dental\nassessment stage of the complaint handling\nprocess. ‘Assessment decisions’ (Table 6) and services\n‘Assessments completed’ (Figures 5 and 6)\nmay not necessarily match, as each completed\nComplaint\nassessment can result in multiple assessment\nA consumer visited a public dental provider after\ndecisions.\nexperiencing toothaches and headaches.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Applicants / case officers", "source": "annual-reports/5825t1376.pdf (https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-QLD-039", "entity_name": "Office of the Health Ombudsman", "folder_name": "Office-of-the-Health-Ombudsman", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[pages 47,48,49]\n, including:\neffective responses to complaints and the\nOHO’s role in protecting the public health and ▪ Queensland Health staff\nsafety, and in driving improvements in health\n▪ Queensland Corrective Services staff\nservice delivery.\n▪ Local council staff\nIn 2024–2025, the OHO undertook 184\neducation and engagement activities reaching ▪ Aboriginal and Torres Strait Islander Health\nmore than 1,900 stakeholders.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/5825t1376.pdf (https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-QLD-039", "entity_name": "Office of the Health Ombudsman", "folder_name": "Office-of-the-Health-Ombudsman", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[pages 47,48,49]\n, including:\neffective responses to complaints and the\nOHO’s role in protecting the public health and ▪ Queensland Health staff\nsafety, and in driving improvements in health\n▪ Queensland Corrective Services staff\nservice delivery.\n▪ Local council staff\nIn 2024–2025, the OHO undertook 184\neducation and engagement activities reaching ▪ Aboriginal and Torres Strait Islander Health\nmore than 1,900 stakeholders.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/5825t1376.pdf (https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": null, "url": "https://www.parliament.qld.gov.au/Work-of-the-Assembly/Tabled-Papers/docs/5825T1376/5825t1376.pdf", "file": "annual-reports/5825t1376.pdf", "bytes": 3666746, "link_text": "View a copy of the OHO annual report (PDF 3.5MB)" }, { "category": "strategies", "year": "2023", "url": "https://www.oho.qld.gov.au/assets/uploads/OHO_Strategic-Plan-2023-2027.pdf", "file": "strategies/OHO_Strategic-Plan-2023-2027.pdf", "bytes": 3086163, "link_text": "Download the Office of the Health Ombudsman 2023–27 Strategic Plan (PDF 3MB)" }, { "category": "strategies", "year": "2019", "url": "https://www.oho.qld.gov.au/assets/uploads/OHO-Strategic-Plan-2019-23_A3_updated2020.pdf", "file": 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