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The Ombudsman's Annual Report and Accounts 2016-17

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The Ombudsman's Annual Report and Accounts 2016-17 The Ombudsman’s Annual Report and Accounts 2016-17 The Ombudsman’s Annual Report and Accounts 2016-17 Presented to Parliament pursuant to Section 14(4) of the Health Service Commissioners Act 1993 Presented to Parliament pursuant to Section 10(4) of the Parliamentary Commissioner Act 1967 Ordered by the House of Commons to be printed on 18 July 2017 HC 207 © Parliamentary and Health Service Ombudsman copyright 2017. The text of this document (this excludes, where present, the Royal Arms and all departmental and agency logos) may be reproduced free of charge in any format or medium providing that it is reproduced accurately and not in a misleading context. The material must be acknowledged as Parliamentary and Health Service Ombudsman copyright and the document title specified. Where third party material has been identified, permission from the respective copyright holder must be sought. Any enquiries regarding this publication should be sent to us at phso.enquiries@ ombudsman.org.uk. This publication is available at https://www.gov.uk/government/publications Print ISBN 9781474146838 Web ISBN 9781474146845 Printed in the UK for the Williams Lea Group on behalf of the Controller of Her Majesty’s Stationery Office ID P002885671 07/17 Printed on paper containing 75% recycled fibre content minimum Contents Performance report Foreword from the Ombudsman and Chair 2 Foreword from the Chief Executive 3 Our vision and strategy 4 The complaints we see 6 Our service 13 Working with others 21 Our people, our organisation 25 Sustainability report 28 Accountability report Our Board 31 Statement of Accounting Officer’s Responsibilities 37 Governance Statement 38 Remuneration and staff report 50 Parliamentary Accountability Report 65 Financial Statements 76 Performance report Foreword from the Ombudsman and Chair This year (2017) marks our 50th anniversary. It is therefore an appropriate time to recall with thanks all those former Ombudsmen who have contributed to the expansion and development of an accessible ombudsman service. It is also a good moment to - serious and determined to We will work closely with our celebrate the contribution of retain its independence and sister ombudsman organisations, everyone who currently works impartiality while developing particularly the Local for PHSO, particularly in terms a more effective, accountable Government and Social Care of generating redress for citizens and service-led culture. The Ombudsman, to learn from their and improving public services. creation of our Service Charter is experiences and work together central to this and an important where this is sensible, cost In my short time as Ombudsman, landmark in the past year. It effective and beneficial to all I have been struck by our staff’s shows clearly how we must work concerned. There is much to be commitment to PHSO’s values and how we will measure our done to make the organisation and delivering an evidence- performance to make sure we more efficient and more based, impartial service. This is meet the needs of people who effective as we continue the an undoubted strength and an come to us. journey to modernise the service. encouraging sign for the future. I have also been grateful for the In the coming year we will Rob Behrens CBE warmth of my welcome, from increase our efforts to investigate Accounting Officer staff and from the organisations complaints with greater speed Ombudsman and Chair we work with. They have all and focus. We will continue Parliamentary and Health been generous with their time, to review and consider our Service Ombudsman unfailingly helpful, and clear relationship with people who in their assessment of our use our service, organisations July 2017 organisation. we investigate and other stakeholders to promote mutual The events described in the understanding, respect and trust. Annual Report pre-dated my arrival as Ombudsman on 6 April 2017. They highlight an organisation in transition 2 Annual Report and Accounts 2016-17 Foreword from the Chief Executive When I joined PHSO half-way through the business year, I found an organisation facing considerable challenges. But despite these challenges, there was unfaltering passion from colleagues at all levels to provide justice for people. Thanks to their hard work, We are continuing to modernise As we take PHSO through we have made good progress our service and how we work major restructuring and reform, this year in a number of areas. to make sure our efforts are harnessing the enthusiasm and We have investigated more focused on the things that talent of colleagues across complaints than last year, people have told us matter most the organisation will be more reduced waiting times at to them. Going forward we will important than ever. To do this each step of our process and invest in training and developing we will make sure that colleagues continued to reduce the backlogs our workforce to make sure throughout the business are fully of unallocated and longstanding they have the right skills and informed and closely involved complaints. knowledge to consistently in the transformation of our provide the quality of service service. Despite some difficult Changes to the senior staff that people should rightly circumstances, this has been structure, along with a new expect. Our new Service Charter a year when much has been Service Model and Service is central to all of this. It enables achieved and I want to thank Charter had all been launched us, for the first time, to measure colleagues for their hard work before my arrival, each of which people’s feedback about our in delivering this. This is the were having a significant impact service against our own assurance beginning of our journey to on the business operation. While processes, to identify where we become the world-class public there was undeniable ambition to need to get better. sector organisation we aspire provide the best possible service to be, but I am confident that for people, we know from people In line with other public sector with the passion that exists who use our service that we have organisations, we will have to do throughout the organisation and fallen short of this at times. all of this with a much reduced a renewed focus on the quality budget. Over the next three As the full year performance data of our service, we will succeed in years, we are committed to this ambition. shows, we have made significant making 24% savings. We will make improvements this year. But we significant non-pay savings to know that we have much more Amanda Campbell CBE reach this target but inevitably, Chief Executive to do and are ambitious in our we will become a smaller, leaner desire to do this. organisation as a result. Parliamentary and Health Service Ombudsman July 2017 Annual Report and Accounts 2016-17 3 Our vision and strategy Our vision it hold organisations that provide • 2015-17 – transforming and public services to account, and modernising our service, Our vision is for everyone to we share these findings more • 2017-18 – preparing for the be confident that complaining widely to help others drive future. about public services is improvements in public services. straightforward, fair and makes a We are accountable to Five years at a glance, difference. Parliament and our work 2013-14 to 2017-18 Our role is scrutinised by the Public Administration We have made substantial We make final decisions on and Constitutional Affairs progress against our five-year complaints that have not Committee. strategic plan but the scale and been resolved by the NHS in ambition of the transformation England and UK government More impact for more phase (years three and four) have departments, and some other UK people: our five-year meant that much of that work public organisations. We do this will continue in year five. This independently and impartially. strategy annual report concerns year four of the strategy and included the We were set up by Parliament In 2013 we identified five launch of our Service Charter, to provide an independent strategic aims. We will: which allows us, for the first time, complaint handling service. • make it easier for people to to assess people’s experience We are not part of government, find and use our services, of our service against our own the NHS in England or a regulator. • help more people by resolving casework assurance process We are neither a consumer and investigating more to identify areas in need of champion nor an advocacy complaints, and providing an improvement. service. excellent customer service for everyone who contacts us, We have not made as much Our service is free for progress as we had originally • make public services better planned in improving our use of everyone by working with others to technology and transforming We look into complaints where share what we learn from how we provide our service. an individual believes there complaints, And while draft legislation for the has been injustice or hardship • work with others to make creation of a new Public Service because an organisation has not it easier to complain about Ombudsman was published, acted properly or fairly, or has public services and to help it was not introduced to provided a poor service and not public services resolve Parliament, limiting the progress put things right. complaints better, that we have made in this area. We normally expect people to • make sure our organisation In 2017-18 we will develop a new complain to the organisation first works well to help us achieve corporate strategy that will build so it has a chance to put things our aims. on progress made so far and set right. If an individual believes We are delivering this in three out what we want to achieve there is still a dispute about the linked stages: in the future.
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