This section contains articles (from 1987 to the present, in reverse chronological order) that cover such topics as discussions of risk management for an organization and all its members; the 2016 Ombudsman Report to the Administrative Conference of the United States (ACUS Report); a very detailed overview of difficulties encountered in assessing the cost-effectiveness of ombuds services, and—nevertheless—some estimates of the value of ombuds offices.

Other subjects include:

the importance—for all the members of an organization and the organization’s image and reputation—of having a safe, accessible, fair, and credible professional with whom to discuss any work-related issue and develop options going forward.
the ombuds’ role in reducing risk for all constituents who wish to discuss a concern or a good idea and how this helps the organization manage risk by helping to surface information to leadership.
the role of an ombuds in responsive listening throughout an organization, identifying and assessing new concerns, good ideas, and issues needing attention.
the ombuds’ role in sustaining attention to recurring problems like racism; discrimination on the basis of gender, identity, or religion; xenophobia; ableism; ageism; myriad forms of abuse and retaliation; unfair processes; and integrity issues.
the importance of ombuds office data collection and especially a) collecting benchmark data before an ombuds office starts, and b) data about an ombuds’ most serious cases.
the ombuds’ roles in dispute resolution, including as sounding board, interpreter, go-between, catalyst, bridge-builder, informal fact finder, facilitator, and expert resource (as an “inside outsider”) for the conflict management system.
the ombuds' role in providing informal and largely invisible coordination for all the units in a conflict management system in the context of constant referrals to and from the office.