A methodological approach for effective and sustainable

strategic planning in Independent Authorities: the case of

the Hellenic Ombudsman
Charalampos Platis1, Odysseas Kopsidas1, Labrini Motsia1, Stefanos Polymenopoulos1,
Athanasios Raptis1a, Adamadia Simopoulou1, Athanasios Gegkas2

1National School for Public Administration and Local Government, 211 Pireos Str.,17778, Tavros, Athens, Greece
.2 Greek Ministry of Defense.

Abstract: This research project aims to develop a Strategic Plan as a method demonstration and a paradigm based on
available open data, released via the case study agency. This strategic plan is to be adopted by an Independent
Authority, the Ombudsman which is a part of Hellenic Public Administration. The Bryson model of strategic public
administration was selected. All the steps of strategic planning, strategy selection and strategy implementation, as
well as the definition of operational objectives and how to monitor their achievement are presented in detail. The
entire effort to implement strategic planning is based on the statute 4369/2016, which, together with statute
3230/2004, constitutes the institutional framework for the Hellenic Public Administration Office regarding the system
of strategic administration and performance management. However, the key reason for the decision to implement a
strategic plan is the Authority's own willingness to improve its services and become more effective in the critical role
it plays in citizen and public administration. An additional reason for this decision resulting from the need to
overcome the increasing burden of the public demand for the Ombudsman services, as the open data analysis showed.
The external environment of the Ombudsman is then analyzed using the PESTEL Analysis. After the PESTEL
Analysis it is used the SWOT Analysis. It is also used the Balanced Scorecard business model to specify strategic
goals in business and develop measurement metrics. The final product of the strategic planning of the Ombudsman is
that the focus is placed on the citizen as a user of the services of this Independent Authority and the other dimensions
are set in such a way as to allow and guide its quality service.

Keywords: Strategic Management, Ombudsman, Public Administration, SWOT Analysis, PESTEL Analysis,
Balanced Scorecard

Introduction
The foundation of the classical ombudsman is a Swedish idea. The Swedish Ombudsman for Justice
founded in 1809 and this foundation was a part of a major political reformation (Magnette, P. 2003).
The initial idea of the classical Swedish ombudsman was far away from the concept of human rights
but it was simply focusing on ensuring the rule of law in public administration (Koo, J.-W., Ramirez,
F.O, 2012). However, it is accepted that the later scope of such organizations was somewhat closer to
human rights. Since their initial emergence in Sweden in 1809, 178 NHRIs (National Human Rights
Institutions) have been established in 133 countries. Depending on the typology, a number of countries
have adopted both a classical ombudsman and a commission, but the majority use only one model.
According to Koo, J.-W., Ramirez, F.O (2012) 83 of them are classical ombudsman offices, 70 human
rights commissions and 25 human rights ombudsman offices. Among them the European Ombudsman
is a somehow new kind of ‘NRI, whose status and aim remain fuzzy (Magnette P.,2003), while it is
typically a parliamentary organization, aimed to strengthen the control of EU institutions, but on the
other hand, the resulting profile of this organ is close to that of a court..
A commonly accepted definition of such NRIs (or “agents” among others) refers to “government-
sponsored organs whose functions are specifically defined in terms of the promotion and protection of
human rights” (Koo, J.-W., Ramirez, F.O, 2012). The Ombudsman, as the most characteristic NRI, is
at the heart of European identity, by two points of view. The first point is the continues quest for core
values in a abstract form. The second point concerns the need of an organ to contrast the idea of the
economy domination over society (Abraham, A. 2008). It is commonness to recognize a justice – type
dimension in the ombudsman role, together with the human rights dimension. Ann Abraham (2008)
argues that “the way in which Ombudsman practice touches on emerging debates about citizenship and
human rights, the balance of power between the Executive and Parliament, and the relationship
between Parliament and the electorate” The above mentioned approximation is remarked as a major

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conflict resolution tool for private disputes, under some necessary assumptions, such as confidence
(Harrisson, R.T. 2013). The total number of complaints a ombudsman receives varies from hundreds to
thousands annually. This variation depends not only on the demographic scale of the nation, but mainly
the degree of the general public visibility and awareness of the institution in each country (Koo, J.-W.,
Ramirez, F.O. 2012). This is exactly the need of visibility and awareness, among the need to respond in
a proper rate and the need of accountability, which drive us to the strategic management necessity.
Strategic management is usually referred as the alignment of internal capabilities with external
demands (Johnsen, A. 2015), and this alignment may take the form of plans, patterns, positions,
perspectives, and plots” (Mintzberg et al., 2009). According to Williamson (1999), “strategy is now
considered a field that makes it possible for the leaders of public and private organizations to ‘take
options on the future” Strategic management initially invented and implemented to deal with the
‘industrial dynamic’ marked by ‘competitive behavior’ (Porter, 1982). As a topic of knowledge,
strategic management has been originated, taught and implemented for over half a century. However, it
is still remaining a distinct lack of consensus about the effectiveness of strategic management in public
administrations (Mazouz, B. et al 2016). Dealing with the complexity of public governance
procedures, means that governments must abandon the widely held practice that the strategy of public
domain services must be limited to supposing the administrative body as a simple naïve machine that
implements public policies (Bryson JM and Roering WD 1987). In the public domain, the strategic
management implementation is determined by three powers: the power of choice, the power of law and
the power of ways and means (Mazouz, 2014).
In the recent years, in many countries have been many reforms in the public domain, while countries
vary in their reform priorities. The, so called, New Public Management (NPM) reforms have been a
significant influence in various sectors of the public domain (Hansen R.G. et al 2016). The most
significant and key reforms are (Pollitt et al. 2004) mainly the creation of Autonomized Agencies.
NPM reformation breaks the large vertically integrated public bureaucracies into smaller and more
manageable services -delivery-orientated subunits (Pollitt et al. 2004). The desire goal is to create
highly autonomies public organizations with well-defined strategy and narrow tasks with more
‘strategic space’ in which to operate (Pollitt et al. 2004). A typical paradigm of this type public sector
organization is the Greek ombudsman, which is the case study of this work. The whole procedure of
making a strategic plan for such organization will briefly presented at the next paragraph.

Materials and Methods

This research project aims at developing a Strategic Plan for the adoption by the Independent
Authority (usually named “agencies”) of the Ombudsman (hereinafter "Ombudsman"). For the
development of the Strategic Plan was selected public institutions strategic management model in
Bryson (Bryson, 1988 1 ), as the Ombudsman is part of the Public Administration. According to this
model, strategic management in public organizations includes ten steps in identifying the institutional
framework and expectations of stakeholders, analyzing the existing situation within the organization
and external influences, highlighting strategic issues, Strategic objectives, the definition of operational
objectives for their achievement and their measurement ratios, and the development of a plan of actions
for the implementation of strategic planning, Monitoring and evaluation. In this work, we have focused
on the steps to defining the operational objectives and how to monitor their achievement.
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

Step1: Developing an Initial Agreement: It is obvious that the willingness of the ombudsman’s
administration is to improve its services and therefore the consesquous to the strategic plan
development must be initially given.

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 Step 2: Recognition and Clarification of Orders from “Above”. The occasion for the whole
effort of strategic planning application to the Ombudsman was the recent law 4369/2016 1 , which
together with Law no. 3230/2004 1 constitute the institutional framework of the Greek government
regarding the administration and performance management system strategy.
Step 3: Development and Clarification of Mission and Values. This step includes Stakeholders
Analysis, Mission, Vision, and Values declaration. Key to the development of the mission of the
organization is the analysis of interacting, i.e. all stakeholders that interact to form a network policy -
policy network analysis (Sabatier P.A., 1987). They are those affected by the operation of the
organization, those who think they are affected and those who influence him. Some of the interested
parties of the Ombudsman are listed below: The staff of the Ombudsman, the Citizens who could
appeal / appeal to the Ombudsman, Citizens / Third country nationals who are (temporarily or
permanently) in the country, Controlled and uncontrolled State Bodies (DPA, Ministries, Local
Authorities, OCA, Legal Entities, etc.), Non-Profit e ies utilities (electricity, water, etc.)
The mission of an organization essentially describes the reason for its establishment and operation,
ie the needs it covers. The mission of the Ombudsman is already defined in Article 1 of the founding
Law as follows: “The mediation between citizens and public services, local authorities, legal entities
and public utilities to protect citizens' rights, the fight against maladministration and the observance of
legality.”
The vision is the image of the future of the organization and has a long-term horizon. The vision of
the Ombudsman is defined as “The sustainable coexistence between Citizens and Public
Administration.” It is a realizable vision that must be a bet for the organization in its mission. The
above description is sufficient and representative mission of the Ombudsman, as it ensures the
uniqueness of the organization, without creating conflicts with other organizations 7 and justifies its
existence.
In terms of values, IOA (International Ombudsman Association) suggests that the Greek
Ombudsman is committed to adopting the following four fundamental values: Independence
(independence): The Ombudsman is independent in structure, functions and appearance to the extent
possible within the executive function. Neutrality and impartiality (neutrality & impartiality): The
Ombudsman, as by definition neutral institution, it remains impartial and does not assume where
question of conflict of interest. Confidentiality (confidentiality): The Ombudsman handles all
communications with those seeking assistance in strict confidence and not disclose confidential
information, unless licensed. The only breach of confidentiality is when a major risk or serious harm is
imminent. Informality (informality): The Ombudsman is not involved in legal proceedings related to
cases handled.
Step 4: Analysis of the environment. Environmental analysis is a key component of the success of
the process of developing a strategic plan, as it identifies events and factors may affect, either
positively or negatively, the body (external environment) and points of excellence and weaknesses of
the organization (internal environment). The external environment of the Ombudsman is then analyzed
using the PESTEL Analysis tool. This tool is used to identify the broader conditions and factors that
affect the organism, ie the external macroeconomic environment. According to PESTEL Analysis, the
general environment is analyzed based on five factors. For the Ombudsman the relevant analysis is
presented in the Appendix A. . The analysis of the internal environment basically involves capturing
the state of the organization in order to identify its strengths and weaknesses. By studying both the
organization's website and other texts, such as the 2016 annual report, the following findings are made
regarding the implementation of a strategic management strategy in the Ombudsman: 1. There is no
explicit statement that a management framework is applied to strategic management or to any other
management system that is but not to be named as strategic, nor does it refer to any other system of
administration, even of a non-strategic nature. 2. There is no vision of the organization and therefore
the management's commitment to it is absent. 3. There is a clear indication of the existence of a
mission of the organization. 4. There is no set of indicators for monitoring the organization, although
various quantitative aggregates are given in different texts (reports etc), without any evaluation, linking

1 About is a. 22 a. 23 § 2 approx. B, c and d and a. 31 § 3 of law. 4369/2016 [entitled "National

Register of Public Administration Executive, career structure creation, evaluation systems, promotions
and superiors selection (transparency - meritocracy and efficiency of public administration and other
provisions)" . On this law was issued no. 12972 / 05.10.2016 ( "Application Management System by
Objectives for the year 2017 ") circular.

3
to targets, estimating future trend or target value, etc. The data are informative And not more
intensive), and are mostly given as a type of third party information on the type of turnover of the
organization. 5. Miscellaneous formalities on the website or other texts of the organization, but with a
differentiation in terminology (eg "guideline"), which are totally incompatible with statements in the
aforementioned mission statement, element Which shows that the mission is not a common object, nor
is there an elementary study to synchronize the various targeting texts among themselves. 6. There is
no evidence of environmental analytical tools (SWOT, PEST, etc.), although there is an informal
analysis of macroeconomic and social circumstances. 7. There is no reference to Laws 3230/2004 and
4369/2016 nor to the measures taken by the administration to comply with the provisions of these laws.
As a result of all the above, there is a general lack of strategic planning in the organization's
administration, despite the existence of "hotties" for such a strategy, while the entity seems to have not
identified this deficiency.
Some more elements of the internal environment analysis performed but not presented here due to
lack of space, such as: Organization, Structure of Ombudsman, Staffing, Budget, Processes,
Procedures, Collaborations / Confusion responsibilities with other organizations / institutions.
Quantitative and Qualitative analysis of data Ombudsman: Under the mapping and evaluation
process of the current situation of the Ombudsman function was further quantitati ve and
qualitative analysis of data from the Ombudsman's report for 2016. Graphs from this analysis
are presented in Appendix B . The main conclusions are: There is a temporal trend of increasing
"impact" of the organization. The agency does not have a filter in the submission of reports thus
obtained and examined thousands of unnecessary reports. About 45% of petitions are deemed
unfounded and this is considered a very high rate, as considered to be judged as such and this is
a significant waste of resources. The resolution rate of substantiated cases is of the order of 80 -
85%. Seen a "productive capacity" of around 10,000 successful cases per year , the which goes
decreasing slightly . The effectiveness of the organization is expected to fall below from 80% at
the level of 77%, with most likely milestone in November of 2017(in terms of marginal monthly
rate). From the peculiar needs analysis (text search) it seems that there is almost no reference
for what to do Ombudsman to level review processes, management, goals etc .
SWOT ANALYSIS: The data resulting from the analysis of the external and internal environment
before and the study of the laws / regulations concerning the Ombudsman, annual reports and other
material from various media, then organized using the SWOT environment analysis tool 11 . The
variables are classified into four major categories, as showing in Appendix C: Interior environment
(Strengths, Weaknesses), External environment (Opportunities, Threats).
Items included in categories 1 and 2 have emerged from the analysis of the current situation of the
interior environment, while items in categories 3 and 4 from the PESTEL analysis, choosing those
considered to be of interest / most affect the Ombudsman. The Strengths and Opportunities are the
positive dimension of the body, while the Weaknesses and Threats are the Negative dimension.
Step 5: Identification of Strategic Issues: The results of the above analyzes are then used to
determine the organization's strategic issues. For their emergence the "Direct approach" (Bryson, 2004)
method was applied. According to this method, the strategic issues arise from the analysis of the
mission (Step 2), the commands from above (Step 3), and the PESTEL and SWOT analyzes (mainly
from the Weaknesses and Threats of SWOT, and the negative PESTEL points) (Step 4). The "culture"
of an organization (organizational culture) also strongly influences what strategic issues will be placed
in the agenda and which will not. 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?" This question actually also contains the strategic issue
for the Ombudsman, which is the effective provision of mediation services to people satisfying their
needs by improving the efficiency of the services it provides, and diversifying its operation . 2 . List of
critical factors of the strategic issue : I. Poor functioning of organizational structures (Operations
Management), II. Reduced efficiency and effectiveness, III. Low institutional visibility, IV. Lack of
citizens’ satisfaction measurement systems. 3. Consequences of failure to address the issue : Self-
sabotage of the institution leading to its obsolescence and irrelevance, Insufficient citizens' rights
protection, Expansion of maladministration phenomena, Waste of resources (staff time lost).
Step 6: Strategy Formulation And Development Using Balanced Scorecard. At this stage, the
organization's strategy is developed. From the treatment of strategic issues identified strategic

4
objectives and then they specialize in operational objectives, but also in further functional and personal.
For this purpose we use the model "5-step process" of Bryson (Bryson, 2004, 2010). According to this
model, here found the following questions:
What alternative values are to address the strategic issue ?
Here we compare the do-nothing scenario with alternative scenarios / options to address each
strategic issue. For example, the do-nothing comes to measuring citizen satisfaction may lead to
decreasing use of the Ombudsman's services and thus the obsolescence of the institution.
What barriers exist as to the realization of strategic options?
As regards for example the internal operation of the Ombudsman (operations management) and the
effort to improve processes and procedures are likely to have reactions from the staff 17 .
What recommendations can be made for dealing with complaints over obstacles?
For the above example, the Ombudsman can develop diffusion pattern of changes in the program
staff.
What actions meters can be realized with the resources available to the organization, within the
next two years , in order to implement the operational plans ?
In this step the strategic objectives specified in operational objectives, taking into account available
resources. In this step, a critical parameter is the ownership (ownership) of the strategic planning of all
staff. This is largely achieved through the use of the methodology of the Scorecard Balanced 18 .
What specific actions should be undertaken in the next six months and who is responsible for them?
In the last step the operational objectives are translated into objectives of administrative units and
individual targets (efficacy-effectiveness of the organization and citizens satisfaction) with six
targeting. In this study however, the process of analyzing the organization's strategy stops at the level
of operational objectives. By applying the above, the following Strategic Objectives for the
Ombudsman results: Better quality service to citizens, Investigation extending powers ( differentiation
) and prestigious establishment / public image of the Ombudsman , Improving the effectiveness and
efficiency of the action of the Ombudsman,.
These objectives concern both the effectiveness and efficiency of the organization, and the
diversification effort.
For the specification of strategic objectives into operational and develop indicators to measure them
using the Balanced Scorecard business planning model. With this model, each strategic objective is
specialized in operational objectives through four dimensions - optical measurement of the
organization's performance. Of the four dimensions, one is the outflow, that is the focus of the strategy,
while others are inputs.
In the case of public institutions such as the Ombudsman, the focus is put the citizen - user services
and other dimensions are set so as to allow and guide the quality of service.
Therefore, the four dimensions we choose are:
1. Providing value added services (Value Added Services) (Output): This includes all procedures /
actions aimed at satisfaction of citizens through the provision of value added services.
2. Internal processes (Internal operations): This includes all functions performed by the Ombudsman
to carry out his mission.
3. Human resources: In this dimension includes measures for optimal utilization of the Ombudsman
human resources to carry out its functions. Therefore mainly training and development activities of
staff (job empowerment) and farming culture.
4. External Actions and Partnerships (External Processes): This dimension relates to the
Ombudsman interface actions with the external environment, to extend its powers and visibility of the
organization. It includes actions with a strong communicative character (such as lobbying) and
information measures on vulnerable groups and actions to expand its powers.
The specificity of the strategic objectives into operational objectives through the four dimensions
mentioned above is summarized in the following figure. In this figure marked with a different color the
three strategic objectives of the Ombudsman and the four dimensions with their individual business
goals. Overall we have a combination of seven colors (the rainbow), namely that they attach to
achieving the vision of the Ombudsman. Below are tables - scorecards with operational objectives for
each of the four dimensions. The tables contain the following information:
Brief description of the operational target computer. The objectives that were set satisfy the
requirement to be SMART2 .

2 SMART targeting: Specific, Measurable, Attainable, Realistic , Time-Bound, while the

contemporary visual wants goals SMARTAA that further Aligned and Agreed Upon

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 The index for the measuring operational objective. The indicators were selected with criteria of
simplicity , reliability , acceptance ( of the applicable users ), relativity ( with the goal that would
evaluate ), objectivity and ability confirmation ( by external observations ) .
The current value of the index, if somehow is available (eg in reports bis of the Ombudsman or
other references). Its value is vacant if there was no prior measuring system or if the operational
objective essentially introduces a new process / procedure.
The target value of the indicator , is that both n It must be realistic, the other needs to create the so-
called " stretching effect " , ie to have a certain degree of difficulty. Also you need to be able to provide
incentives to staff for the achievement of the objective value of the index .
The actions that will contribute to achieving this goal.
The employees who are responsible for implementing the actions and achieving the target .
Step 7: Reviewing and Adopting the Strategy
In formulating the Ombudsman's strategy, ensuring necessary support from the political leadership.
This presupposes that will take place the necessary communication processes of the organization's
vision and create the right conditions for developing the required synergies (especially with the
Ministry of Interior responsible for the ADS). Such actions included in Dimension 4 'External Actions
and Partnerships ". Moreover, at this stage and made the necessary processes as communication
activities for the adoption of the strategy by all staff.
Step 8: Description of the Future Image of the Organization
The vision for the success of the organization is diffused inside the Ombudsman, namely its staff.
The staff informed of his role in the strategic plan, as well as what is asked in the future (eg through the
Code of Conduct development).
Step 9: Development of Effective Application processes
For the effective implementation of the strategic plan of the organization will create work group for
the project "Implementation of strategic planning." The group will participate Chief Ombudsman, the
Deputy Ombudsmen, people from the scientific and administrative staff of the Authority 31 . 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 of the organization will develop a
detailed annual work program for each of the three years for 2018-2020. This program shows the
specificity of the operational objectives of administrative and individual targets, setting tasks and
responsibilities, development schedules and project progress evaluation procedures.
Step 10: Strategy and Strategic Planning Procedures Reevaluation
The stage of the evaluation is a very critical process in strategic planning. At this stage consider
whether the individual objectives (individual, administrative, operational and strategic), and proposed
corrective measures are achieved.

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Table 1: Strategic and Operating Objectives in relation with the four Dimensions of the Balanced Scorecard.
STRATEGIC OBJECTIVES
1. Improve quality services to 2. Investigate extension of powers 3. Improving the
Dimensions Operational Objectives citizens and establishment status / public effectiveness and efficiency
image of Ombudsman of the Ombudsman's action
Create a 1 stop shop Ombudsman service in
selected ADS throughout the country
Provided Added Services Improving level civil service
Worth Improving cooperation Ombudsman&
Administration
Improving front-line services
optimization Ombudsman
Redistribution - reducing operating costs
internal Processes
Ombudsman
Improving scientific staff efficiency
Training for staff front-line staff
Human resources Increase staff participation in the organization's
change process
Strengthening Ombudsman projection
External Actions and (horizontally)
Collaborations Ombudsman viewing aid to vulnerable groups
(vertical)

Tables 2a,b,c,d: Balanced Scorecards for each one of the four dimensions.
Dimension 1 (output). Provided Value added services (Value Added Services)
s/ Operational objective Indicator current price target price implementation actions Implementer 22
Creating a "one stop-shop"
• Cooperation with the Ministry of
provision Ombudsman
% Partner CSC (which would Services Ombudsman Interior ( responsible for the ADS ) for the
services in selected ADS Head / Quality Manager /
1 provide Ombudsman services) - function in 35% of determination of levels of responsibility
throughout the country for Operations Manager
23 Regions CSC Regions 2020 and to change the institutional framework
preventive information ,
• Reorganization body 24
collecting citizens' complaints
• Citizens satisfaction • Rating> 80% • Locating synergies and grouping
degree ( by completing the of reports Quality Manager /
2 Improving level civil service relevant form / questionnaire ) - • Actions motivational personnel ( Operations Manager /
• % Complaints on all eg by introducing model " Employee of Personnel Officer
reports • <2% the Month " )
3 Improving cooperation % Of reasonable complaints 25 83% 90% • Development of interactive Quality Manager /

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 Ombudsman& with successful resolution with online services ( chat , skype ) for the Operations Manager
Administration actions of the Ombudsman effective and efficient collaboration Manager ICT
Ombudsman and Administration and
dealing "organizational failures"
• Improving coordination with
Administration incorporating new ICTs
and platforms As SYZEFXIS II 26
• Front-line update (
CRC&Ombudsman )
Quality Manager /
% Reporting except • Interactive ( interactive ) form
4 Improving front-line services 48% 25% Operations Manager /
competence Ombudsman reports with immediate notification in case
Head of ICT
of lack of jurisdiction
• Management reports
Dimension 2. Internal Processes (Internal Operations)
s/ Operational objective Indicator current price target price implementation actions Implementer
6 cycles
Number of business cycles 3 cycles 27 Chief Ombudsman
• reorganization28
1 optimization Ombudsman / Operations
• recording procedures
Number of documented procedures / year 50 / year Manager
-
• Redistribution
administrative and scientific Chief Ombudsman
Redistribution - reducing
2 rent Buildings 388,000 euros 280.000 EUR 2020 staff in ADS / Finance D /
operating costs Ombudsman 29
• Reducing operating Director
costs due to space-saving
• 89%
• 95%
• motivational actions
• % Fulfilled cases / total cases Quality Manager /
• Development
competence Ombudsman Supervisors
Improving scientific staff • 45 management system matters
4 • Number Fulfilled reports / year / • 90 reports / Activity Cycles
efficiency references / Yea g / using ICT
scientimoniko U pallilo year / official until Ombudsman / ICT
officer • Defining appropriate
• Median x rono q handling cases 2020 Officer
indicators
• 90 imeres
• -
Dimension 3. Human Resources
s/ Operational objective Indicator current price target price implementation actions Implementer
Specialized training programs in
Training for staff front-line staff (ADS 50 employees /
1 Number of certified employees - Civil Service issues (eg in Personnel Officer
&Ombudsman staff) year
EKDDA)
2 Increase staff participation in the Number of proposals adopted and - One proposal / Introduction process "half Personnel Manager /

8
 organization's change process implemented / set of proposals at the semester Motion" Quality Manager
6-month basis
Dimension 4. External Actions and Partnerships (External Processes)
s/ Operational objective Indicator current price target price implementation actions Implementer
• Cooperation with the
Ministry of Interior
• Use existing structures
Strengthening Chief Ombudsman, Head of
% Awareness (CSS) for creating one stop shop
1 Ombudsman projection - > 80% External Actions, Operations
Ombudsman30
(horizontally) Manager
• Market research ,
questionnaires , advertising on public
transport
• Number of actions
Strengthening • 20 / year • Information measures on
renovation vulnerable groups
2 Ombudsman projection - vulnerable groups Responsible external actions
• % Awareness of
(vertical) • > 50% • Surveys, e rotimatologia
vulnerable groups

9
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Appendix A: PESTEL Analysis

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
Strong institutional prestige
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.
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.
Population aging stresses the social insusrance mechanisms
High illiteracy levels among vulrerable groups
TECHNOLOGICAL
Digital illiteracy
Lowpenetration of broadbamd connections
Increased e-govenrment procedures and digital access to administrative documents
ENVIRONMENTAL
Sustainable Development policies
Vague distinction between enviroemntslvs property rigths leads to administrative ineffectiveness an
dispute management mehanisms
LEGAL
Large and uncodified legislations leads to overlapping and conflicting administrative
responsibilities.
Increased delays in judicial porcedures
Low frequency of auditing procedures and disciplinary penalties for maladministration and
improper performance of duties of civil servants.

Appendix B: SWOT Analysis

Strengths (STRENGTHS):
institutional strengthening
institutional “prestige”
personal and functional independence of members

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20 years or experience - specializing in issues IGC

Satisfactory rate of processedcases
Weaknesses (WEAKNESSES):
Absence of strategic plan
Lack of measurement indicator system 12
Low visibility of institution among vulnerable social groups 13
Non flexible organizational structure with overlapping responsibilities
Insufficient Reporting system of Case Management
Relatively low inefficiency 14
Lack of Integrated Quality Management System
Limitations in meditational procedures15
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
Multiple intervention cycles, with a risk to develop longterm maladministration phenomena inside
Ombudsmanitself
Overlapping responsibilities with the IGC audit bodies (such as GEDD , SEEDD , SOEDD ) .

Appendix C: Qualitative and Quantitative analysis

(sample of)
We used the QSR’s International Nvivo software to perform discourse analysis on the Ombudsman
reports. The Nvivo is qualitative analysis software (text, video, audio, websites, social networks, etc.)
which among other uses certain heuristic statistical algorithms in the texts, whom we implemented the
Ombudsman's report. From the peculiar needs analysis (text search) and derived several interesting
conclusions about necessary interventions by third parties (which are beyond the mission of this work)
seems virtually no mention of what should be done by the Ombudsman in processes revision level,
administration, objectives etc. So if this is missing from a report accounting is at least one sample that
does not work the reflective arm operating. From the images and graphs out, leads to the following
conclusions: The central issues that the Ombudsman is employed the terms' ministry, case work. " This
is in agreement with the finding that the workplace is a signifier problem, while the ministry as a
central structure is a pole that becomes a core of the problem. Images: Questions about the use of the
words "Need" and "must." In tree graphics software delivers all the cases the author (Ombudsman)
finds some needs and some have.

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From the annual report data of 2016, with textured or more complex data processing, exported the
next graph and table, with the corresponding resulting as mentioned in the paper above.
Percentage Percentage of Percentage
resolution
Year Petitions received substantiated unfounded of research
rate
reports reports stopped
2014 16339.00 56,00 44,00 80,00 7,70
2015 11502.00 54,00 46,00 85,00 7,28
20160 11915.00 56,00 44,00 83,00 8,37

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