1. Dr Tatiana Sotirakou (BA, MA, PhD)
Navigating change towards the contemporary citizen-driven public organization: the use of the STAIR performance measurement model
Dr Mary Zeppou (LLB, MA, PhD)
Hellenic Open University
National School of Public Administration – Greece
Dr Tatiana Sotirakou (BA, MA, PhD)
National Centre of Public Administration - Greece
Institute of Public Administration
International Conference
Riyadh, 1-4 /11/ 2009

2. Signs of dysfunction dissatisfied citizens
low levels of government and public service performance
trust decline
corruption
political scandals
black markets
tax avoidance strategies
cynicism

3. Citizen-driven culture
Entrepreneur
Guardian /Ethical
Efficiency
Effectiveness
Quality
Flexibility
Accountability
Responsibility
Participation
Adaptability
Innovation
Integrity /honesty
Impartiality
Meritocracy
Equity
Justice/ fairness
Transparency /openness
Collectiveness/ collegiality
Autonomy
Trust /respect

4. Research Question
“How to navigate change towards a contemporary citizen-driven culture”

5. The “STAIR” model as a framework for managing change
Organizational
Performance R I A
esults T S
mlementation
ssignment
argets
trategy
Strategic Management & Measurement

6. (+) Implementation Results 6 H 1 2 3 4 5 Εnvironment Analysis
-external audit
-internal audit
Vision and Mission
Strategic plan:
Strategies:
(programs)
Goals:
(sub - programs)
Objectives:
(projects)
Targets:
Action plan
- level
assigment
SWOT
SMART
System of Structure and
Processes
System of
Leadership
Human Resource
Management
System of Resource Management
and Infrastructure
΄΄Fit΄΄ Specific Strategy
Business results
Citizen satisfaction
Employee commitment
Strategy-Targets-Assignment
Implementation
Results
Strategic Performance Management and Measurement System
Feed back
Action
Review
New Action
(+) H 6

7. The two cores of the STAIR
Cultural core
Operational core
The two cores of the STAIR

8. The use of the STAIR performance measurement model
STAIR model:
an ideal state, a conceptual framework for testing and evaluating organizational reality
a framework for identifying the drivers of change and performance enhancement

9. The drivers of change Strategic Planning Developing PIs Recognition &
Promotion Values
Business plan design
Strategy communication
Strategy Assignment
Citizen requirement
Staff needs
Staff participation
Realistic targets
Measurable targets
Specific targets
Time bound targets
Active participation
Critical thinking
Self assessment
Flexibility
Adaptability
Creativity-innovation
Self development
Sustainable
Development
Values
Research investment
Knowledge creation
Need analysis
Climate of learning
Innovation
Process simplification
Inspirational L/ship
Information Mgmt
IT systems development
E-management
Information flow
Ability in BPR/ flexible
work structures
Rule by example
& gain trust
Inspire & motivate staff
Recognize & reward effort
Manage projects
Innovate
Entrepreneurial &
Ethical Values
Result oriented/
cost conscious
Citizen oriented
Value driven
Strategic thinking
Team based structure
Participation management
Employee
Empowerment
Citizen & Stakeholder
Engagement
Employee initiation
Employee accountability
Incorporate staff suggestions
Incorporate citizens view
Measure project results
Analyze & solve problems

10. Conclusions - lessons learned
Change is not a mechanical process
Change is a unique organization specific process
Change occurs on a unit by unit basis
Change needs a framework like STAIR depicting an ideal reference map
Change requires continues evaluation against this framework

11. The way forward
Extensive training in order to develop the competences extracted from the research
Change the organization’s appraisal system to accommodate the two sets of values (entrepreneurial and ethical) and reward employees who act and behave accordingly
Transformational l/ship qualities, e.g. public leaders at all levels must rule by example, participation, collaboration, reasoning, flexibility and transcend their own self-interest for the sake of the organization or team activating their higher order needs and moral values

12. Interviews How HR Managers conceptualize change?
Organizational change viewed as a mechanical process of restructuring departments, rearranging functions and personnel - as a top-drive technical solution
What is performance and how is it measured?
Performance perceived mainly in financial terms.
Organizational performance is measured by providing data on financial indicators, derived from budget, concerning public spending / expenditures and resource utilization - in order to win financial support and increase their legitimacy
Who makes policy decisions? Diffusion of power
Politicians make policy decisions which public employees execute
The separation of politics and policies is evident