EXPERTISE + IMPACT

We are great at a few things. That’s Expertise.

Positive things happen for Clients when they use our services. That’s impact.

Read below about what you can gain, others who already have, and a small sample of our featured work, specific to organizational ombuds programs.

“Ending a business is always difficult. Pacifica made it bearable. All parties involved retained their dignity throughout. The end results were priceless.”Bob Meissner
Founder and Owner
Capitol Resources

Pacifica’s client-centric approach allows us to work in a variety of industries and on a wide range of issues. The common thread is organizations’ commitment to integrated and sustainable practices, which serve the well being of both employees and the organization. Many clients engage Pacifica after completion of their initial project because our pragmatic and highly customized approach.

Pacifica’s expertise has benefited organizations in more than a dozen industries: from higher education and non profits to energy services and heavy manufacturing to financial services and pharmaceuticals, as well as technology and government.

Following is a partial list of the organizations Pacifica has collaborated with and supported.

• Agency for Healthcare Research & Quality
  Andrew Jergens Company
  Baker Hughes Inc.
  Blackbaud Inc.
  Contrast Management Consulting
  Esai Co. Ltd.
  Fidelity Investments
  The International Business Machines Corporation
  ICANN 
• Kendle
  Halliburton
  Shell Energy North America
  OMV Petrom S.A.
  Novo Nordisk A/S
  Teach for America
  Toyota Tsusho of America, Inc.
  University of Colorado Boulder
  United States Air Force 

“In my tenure with the o3, I have reflected on how well you designed our office, communicated with leadership, and set us up for success.”Bonnie Bonnivier
Ombuds
Baker Hughes Inc.

Pacifica creates value for clients in many ways. Every Pacifica engagement expands the essential element of open human communications. These three examples highlight just one – ombuds-specific perspectives and process. Let’s discuss this work, or connect on your project needs.

How Ombuds Programs Complement Formal Channels

Four essential characteristics define organizational ombuds programs:

Independence — Outside the management structure • Makes no management decisions
Neutrality — Cannot compel any particular action • Not an advocate • Only represents fair, quality process
Informality — Not a place of notice • Does not participate in formal processes • Initiator retains issue responsibility
Confidentiality — Ensures privacy for early and open consideration • No permanent, identifying case records kept

These attributes ensure ombuds programs operate unlike human resources, legal, compliance, or other formal functions. Additionally, these differences provide intrinsic value to an organization. An ombuds provides individualized, off-the-record, guidance that may include determining which formal channel best addresses the issue or concern.

“I hired Pacifica because we are not well understood. John and Andrea had specific ideas about how to increase our reach.”Tom Sebok
Director, Ombuds Office
University of Colorado Boulder

Because of ombuds’ limited authority, managers’ responsibilities are not replaced or suspended. Formal functions report increased case loads when a fully supported, aligned, embedded, and integrated (AEI) ombuds program exists. This is because members of the organization know more. In addition to presenting all the available options and choices, an ombuds can help the employee utilize other resources, collect information, or establish a dedicated communication channel. For managers and others, an ombuds is a safe place to sound-out an issue or identify ways to manage a challenge, thus advancing employee skills and capacity. An ombuds’ “no-agenda perspective” provides unofficial, upward feedback to leadership and produces the best, early opportunity for the organization to internally self-correct, which preserves resources, relationships, and reputations.

Comparing Characteristics

* Although other formal channels allow for confidentiality, it is limited and incomplete compared to ombuds programs.

The Design + Build Overview of Organizational Ombuds Programs

(Click Individual Steps to View)

• 1. VISUALIZE

  Goal: Introduce leaders to the organizational ombuds concept, including: How it works, What it returns, and Why it matters.

  

  Decision: Proceed with organizational assessment?

  2. CONTEXTUALIZE

  Goal: Check how the ombuds concept aligns with the organization’s culture, goals, and demands.

  

  Decision: Would an ombuds program connect to and support the organization?

  3. SOCIALIZE

  Goal: Create two-way info exchange to develop both awareness|understanding and inform design decisions.

  

  Decision: What are the needs and objectives for the ombuds function so it can be aligned, embedded, and integrated (AEI) within the organization?

• 4. INSTITUTIONALIZE

  Goal: Custom design the AEI ombuds function (following SOPCOE) embedding and integrating the program.

  

  Action: Authorize the ombuds function as described in the Charter. Develop plans and materials to launch an AEI program.

  5. OPERATIONALIZE

  Goal: Launch the ombuds function to operate in accord with the goals of the organization, ombuds program charter|policy, and the IOA SOPCOE.

  

  6. REALIZE

  Goal: Generate value via casework, while building awareness|understanding to achieve full AEI— the foundation for sustaining the function, its contributions, and value to the organization.