The Managerial Ombudsman

Abstract

This article identifies a major development in the role and practice of the ombudsman. It argues that the New Public Management practices that have transformed public administration in the last 30 years have led to a more managerial approach to the ombudsman's work. The article's argument is developed through analysis of an empirical case study of the Scottish Public Services Ombudsman, which illustrates how the aims and techniques of managerialism have been deployed in the ombudsman context. The article evaluates the significance of these developments for the ombudsman institution and for the wider justice system. It examines the risks and opportunities inherent in this turn to managerialism and whether it represents a departure from the ombudsman's mission or a necessary adaptation to a changed world of public administration. In identifying the rise of the ‘managerial ombudsman’, the article provides a new framework for conceptualising developments in the modern ombudsman institution.

Portrait of Public Service Issues and Recognition Rate of Ombudsman Representative Office in Big Data Perspective

“…Supervision in public administration must be carried out to realize public welfare through improving services and the participation of the community itself, increasing competition between agencies by maintaining service attitudes, and ensuring responsible openness (Izzati, 2020;GoI, 2009;Achmad, 2006). For this reason, supervisory institutions such as the Ombudsman are present as state organizations that oversee state administrators, especially those that provide public services (Gill et al, 2020;GoI, 2008;Gadlin, 2000). The Ombudsman's work to influence state public officials is intended to prevent the behaviour from recurring.…”