Documenti di Didattica
Documenti di Professioni
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METHODS:
• Bryson’s Strategic Management Model for Public
Institutions
• Crude Statistical Analysis (SPSS)
• Qualitative analysis (Context Analysis with Nvivo)
DATA:
• All the available open Data (Annual Reports, etc)
MATERIALS AND
METHODS
• Many of the used methods (each Bryson step may be assumed as a
discrete method) are data driven.
• The data set used constitutes from open data available in the official
page of Greek ombudsman, such as the annual reports.
• In addition, several other open sources used, such as macroeconomic
reports in order to implement the pestle analysis.
• In order to improve the situational awareness of the organization, crude
qualitative and quantitative analysis performed.
• The quantitative analysis implemented using SPSS v.20 while the
qualitative analysis (context analysis) performed using the Nvivo v.10
software.
STRATEGIC PLAN DEVELOPMENT
This step includes :
• Stakeholders Analysis,
• Mission,
• Vision
• Values declaration.
STEP 4: ANALYSIS OF
THE ENVIRONMENT.
• External Environment :
– PESTEL Analysis
• Internal Environment:
– SWOT Analysis
– Qualitative Analysis
– Quantitative Analysis
– Any other method that improves the situational awareness
PESTEL ANALYSIS
POLITICAL
• Political background / Poliical climate favoroable to independent authorites
• Strong political will and institutional armoring of Ombusdmand’s functions
• Embedded Democratical values of citizens
• Gigh rate of maladministration cases and strong corruption index of country
ECONOMICAL
• Independent Authorities dependence on state budget
• Increased emphasis on tax revenues leasds to citizens’ overtaxation and
consequently negative “tax consciousness” among citizens.
• Strong fiscal austerity causes market “asphyxiation” and degradation of
citizens’ living standards.
PESTEL ANALYSIS
SOCIAL
• High rate of unemployment
• Low visibility of similar institutions/organizations
• High social protection needs due to increased immigration inflows, austerity
measures and economic crisis.
TECHNOLOGICAL
• Digital illiteracy
• Lowpenetration of broadbamd connections
ENVIRONMENTAL
• Sustainable Development policies
LEGAL
• Large and uncodified legislations leads to overlapping and conflicting
administrative responsibilities.
• Increased delays in judicial porcedures
SWOT ANALYSIS
STRENGTHS :
• institutional strengthening
• institutional “prestige”
WEAKNESSES :
• Absence of strategic plan
• Lack of measurement indicator system
• Low visibility of institution among vulnerable social groups 13
OPPORTUNITIES:
• Increased visibility opportunities (visibility) through communication actions and
interventions
• Using existing structures (CSS) for territorial expansion of Ombusman’sservices
• Deepening cooperation with relevant institutions abroad forbest practices exchange
THREATS
• Inability to impose sanctions in Public Administration16
• Lack of resources / exclusivefinancing from state budget, which leads to governmental
dependence
QUALITATIVE
ANALYSIS
QUANTITATIVE
ANALYSIS
By studying both the organization's website and other texts, such as the 2016
annual report, the following findings emerged regarding the implementation
of strategic management in the Ombudsman:
• There is no explicit statement that any sort of managerial framework is applied to the organization
• There is no vision of the organization and therefore the relevant management's commitment to is
absent.
• There is no set of indicators for monitoring the organization, although various quantitative
aggregates are given in different texts (reports etc) but without any evaluation, linking to targets,
estimating future trend or target value, etc. 6.
• There is no evidence of environmental analytical tools (SWOT, PEST, etc.), although there is an
informal analysis of macroeconomic and social driving factors. 7.
• There is no reference to strategic management Laws (3230/2004 and 4369/2016) nor to the
measures taken by the administration to comply with the provisions of these laws.
• The results of the above analyzes are then used to determine the organization's
strategic issues. For their emergence the "Direct approach" (Bryson, 2004)
• The Strategic Issues according to Bryson are those which stem from the application of
the " do nothing scenario ", have an impact on an organization and, most importantly,
the organization can do something to address them and has more than one option for
this. In order to identify them, the following elements were analyzed:
• 1 .Frame question which identifies the strategic issue: «What will happen if the level of
services to citizens is not improved by enhancing the effectiveness and efficiency of the
Ombudsman
• For the effective implementation of the strategic plan the organization will
create a workgroup (task force) seconded to the project "Implementation of
strategic planning." The group will contain the Chief Ombudsman, the Deputy
Ombudsmen, people from the scientific and administrative staff of the
Authority 31 . The Chief Ombudsman will chair the working meetings of the
project team, which will take place the first week of each month.
• For the implementation of the strategic and operational plan the organization
will develop a detailed annual work program for each of the three years for
2018-2020. This program will describe in great detail the operational
objectives and the individual targets, setting tasks and responsibilities,
development schedules and project progress evaluation procedures.
STEP 10: STRATEGY AND STRATEGIC
PLANNING PROCEDURES REEVALUATION
Is that:
• the focus is placed on the citizen as a client of the
services of this Independent Authority
Thank you
for your attention