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1134 ศนยรบแจงเบาะแสและใหความชวยเหลอเดก มลนธปวณา หงสกล

1135 แจงเหตดวนหรอรองทกข บรการใหขอมลในเรองคดเศรษฐกจ

1146 สายดวนทางหลวงชนบท รบแจงถนนชำารด1165 สายดวนยาเสพตด1169 ศนยใหคำาปรกษาธรกจระหวางประเทศ 1196 ศนยรบแจงอบตเหตทางนำ/า1669 ศนยนเรนทร 1755 สายตรงวศวกร ซแพค

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Yingluck Obama Press Conference

• Show video here.

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• Using ICT:– Use it appropriately.– Bad publicity may follow you because of ICT.

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• Think global, act local.• Think outside the box.• Do it the other way around or do it completely

differently from the norm.– Do the opposite. Yunus. 2005 Nobel Peace Laureate

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ICT Impacts on Public Sector

Framework• Resources are not unlimited.• To survive/compete is to improve efficiency.• We need outcome indicators regardless of

processes in place.

Objectives• Describe 3 major problems of ICT implementation in

public sector

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Henri Fayol

Major functions of a manager• Planning (การวางแผนงาน)• Leading (การนำาองคกร) (commanding and

coordinating): Policy• Organizing (การจดระบบองคกร) • Controlling (การควบคมการดำาเนนงาน)– Empowerment, supervision and accountability– Innovation and creativity

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• Public sector หมายถง– State and/or government agencies– Ministries, state enterprises and public organizations– Local governments: provincial administrative

organization, sub-district administrative organization (TAO = อบต).

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Government Functions 1. General public services2. Defense3. Public order and safety4. Economic affairs5. Environmental protection6. Housing and community amenities7. Health (Public health)8. Recreation, culture and religion9. Education10. Social protection

Scheme by OECD (Organization for Economic Cooperation and Development)องคการเพอความรวมมอทางเศรษฐกจและการพฒนา (องคการเพอความรวมมอและการพฒนาทางเศรษฐกจ)

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• Many government agencies have applied ICT to their missions in one form or another.• This session focuses on e-Government.

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e-Government

• Use of internet and www for delivering government information and services to the citizens. (UN)

• การใชอนเทอรเนต และ เวบ เพอการใหขอมลและการบรการของทางการตอสาธารณชน (ประชาชน)– ไมมมตประสทธผล/ประสทธภาพ

• นยามในทน/ - การใชเทคโนโลยสารสนเทศและการสอสารเพอสงเสรมและปรบปรงประสทธภาพของการใหขอมลขาวสารและการบรการของรฐบาลทมแกผมสวนไดสวนเสยท/งหลาย (ภาครฐบาล ภาคธรกจ และภาคประชาชน)

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พจนานกรมฉบบราชบณฑตสถานประสทธผล• น. ผลสำาเรจ, ผลทเกดข/นประสทธภาพ • น. ความสามารถททำาใหเกดผลใน

การงาน

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Terminology

Effectiveness (ประสทธผล)• ความสามารถในการใหไดผลตามประสงค• The capability of producing a desired resultEfficiency (ประสทธภาพ)• การทำางานใหสำาเรจโดยไมสญเปลาดานเวลา

และทรพยากร• Ratio of output to inputProductivity (ผลตภาพ)• ประสทธภาพในการผลต การทำางาน

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Framework for EvaluationInput OutcomeProcess Output Impact

PeopleMoney

EquipmentRaw materials

Policies etc.

TrainingLogistics

ManagementCommunications

etc.

GoodsServices

Professionals etc.

SaleBusiness growthService growth

etc.

Business opportunityEconomic

growthEtc.

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Measuring Government Functions

• System Model:– Input > Process > Output > Outcome > Impact

–สงเขา > กระบวนการ > สงออก > ผลได > ผลกระทบ–Effectiveness = Outcome Output

• What to measure– Output, outcome, impact

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Scenarios

• ไปโรงพยาบาลตามนดแตไมพบแพทย รสกอยางไรบาง• เซงสครบ• วธแกปญหา–ตดตอสอสาร แจงลวงหนาวาแพทยจะไมออก

ตรวจ โดยใช โทรศพท การสงขอความ เปนตน–แจงกำาหนดนดหมายใหมเมอผปวยไปถง–จดหาแพทยออกตรวจแทนแพทยตามนดเดม

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Scenarios

• เพอนบานกอความรำาคาญ ไปพงตำารวจแตตำารวจไมรบแจงความดวยมจำานวนผรองเรยนจำานวนมากแนนโรงพก จะทำาอยางไร• วธแกปญหา–ขอพบผบงคบบญชา–รองเรยนผานสอมวลชน–ยนฟองกบศาลปกครอง–กลบบานไปหาวธแกปญหาเอง เชน ซอมเพอนบาน–ทำา web board รบแจงเรองรองเรยน

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ปญหาของ web board โดยทวไป• Anonymous users: irresponsible accusation • Threads/topics not moderated, inappropriate

expressions

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Problems:• Thai society in general observes process-oriented

activities with little attention on outcomes.– การรณรงคตางๆ– Less on campaigning and more on enforcing.

• ICT is accepted and implemented one way or another.• When we implement a new process, 2 things should be

considered:– Cost-effectiveness and impact on stakeholders

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For e-Government services

• ICT is to be applied in the work process to improve service efficiency.– Mission/Vision, Policy, Goals– Action plan with indicators, Standard operating

procedure (SOP)– Etc.

• Intranet web service with all in place but no outcome indicators, only process indicators are up there.

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What really happens?

• What all government agencies do:– Webpage presence– Information for the public– Online services

• With transparency, efficiency is generally expected.• But:– Incomplete information and poor delivery, not up to date– Process-oriented attitude

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Criteria for Usability

• Website presence• Organization structure• Top management list• Links (internal)• Help• Contact info• Social media presence• Multiple languages• Search function

• Public info• Public services• Annual report• Site map• Navigation control• Job opportunity• Announcement• Update frequency

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Acceptable page with room for improvement

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Acceptable page with a lot of room for improvement

http://www.bb.go.th/bbhome/index.asp

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Why Government Is Slow to Improve!

• In ICT, government employees are followers, not leaders.

• “All information is confidential.” attitude.• Transparency is at the discretion of government

employees.• Government view: information = vulnerability• Public view: information = transparency

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Why is transparency important?

• Corruption = low efficiency due to high cost of operation

• Transparency requires all financial and public information to be disclosed.

• Transparency deters corruption.

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• Top secret = ลบทสด• Secret = ลบมาก• Confidential = ลบ• Classified = ปกปด• Non-classified = ไมปกปด

• ระเบยบวาดวยการรกษาความลบของทางราชการ พ.ศ.๒๕๔๔

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7 Dimensions of e-Government Failure

• Information • Technology • Processes • Objectives and values • Staffing and skills • Management systems and structures • Other resources: time and money

RICHARD HEEKS Most e-Government-for-Development Projects Fail. How Can Risks be Reduced? Institute for Development Policy and Management 2003

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1 Information Dimension

• Perform a requirements analysis on information needs of stakeholders, besides standard approach.

• Use prototyping – getting users to use a test version of the e-government application – in order to help them explain what information they really need.

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2 Technology Dimension

• Explore ways in which better services could be delivered without ICTs.

• Explore ways in which better services could be delivered using the existing ICT infrastructure.

• Avoid leading-edge technologies in the design. • Explore opportunities for use of donated or recycled

equipment. (Analogy of erecting building)

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3 Process Dimension

• Keep doing things the same way, only with the addition of some new technology.

• Avoid total business process reengineering; – Try optimization or minor modification of existing

processes within the e-government application design. • Consider a two-stage approach:– 1st: processes are optimized without any change to ICTs;– 2nd: at later stage, new ICTs are brought in.

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4 Objectives and Values dimension• Use rewards to alter stakeholder objectives and values (e.g. messages of management support,

better pay, better working conditions, career advancement, etc.). • Use punishments to alter stakeholder objectives and values (e.g. threats, reprimands, transfers,

worsened pay and conditions, etc.). • Communicate with stakeholders about the system: sell the true benefits and address

the true negative aspects. • Get key stakeholders (those regarded as key opinion formers or those vociferous in their resistance to the e-

government application) to participate in the analysis and/or design of the e-government application.

• Base e-government application design on a consensus view of all main stakeholders. • Use prototyping: this helps incorporate stakeholder objectives in the design, and also

helps to make actual stakeholder objectives more realistic. • If feasible in skill, time and motivational terms, get users to help develop and build the

e-government application.

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5 Staffing and Skills Dimension

• Outsource contracts in order to improve the current reality of available competencies (though this may increase other gaps).

• Train staff to improve current reality of competencies. • Improve recruitment and retention techniques to reduce

competency (staff) turnover. • Make use of external consultants (though this may increase

other gaps). • Hire new staff to expand the volume of current competencies.

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6 Management Systems & Structures Dimension• Make an explicit commitment to retain the existing

management systems and structures within e-government application design.

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7 Other Resources Dimension

• Prioritize e-government applications that maximize revenue generation for government (e.g. those dealing with tax, fees, fines, etc).

• Seek additional financing from donor or central government agencies.

• Take out loans from private sector institutions. • Get private firms to develop, own and operate the e-government

application. • Charge business or wealthier users of the e-government system. • Scale-down ambitions of the e-government project, e.g., try 10%

realization.

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7 Other Resources Dimension

• Extend timescales of the e-government project. • Negotiate central/shared agency IT agreements to reduce

hardware and software costs. • Use 'one for all' contracts that are reusable. • Use project management techniques to reduce waste and

delays. • Outsource contracts in order to reduce time (and possibly

costs) gaps. • Make use of open source software if feasible (though cost

savings are often less than anticipated).

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Royal Institute Case

• Thai language dictionary ≅ 30,000 entries• Oxford English dictionary ≅ 300,000 entries• RI generates less than 100 new entries a year.• How to handle word spelling always in dispute– ปรกต หรอ ปกต– Labor vs labour

• Website is there but nothing new is available.• How do you apply ICT to improve output/outcome?– Public participation through web process such as web board

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Government Hospital

• Scanned medical record– Convenience v.s.– Legibility, liability (digitized manual work),

storage/backup requirement, network traffic/bandwidth requirement, loss of opportunity, etc.

• Root causes– Management commitment– Change management

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TQA award

• Thailand version of Malcolm-Baldrige Quality Award• Outcome indicators• Agency that handles outcome comparison

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Category 7: ResultsTo earn point, an enterprise must show relative performance in comparison with other players in the same industry.There is no such data.

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Outcome Indicators

• How do we compare performances between two hospitals?

• One hospital is cleaner.• Another hospital is more beautiful.• Death, complication, cost and length of stay.

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Making Comparison

• An independent, third party shall perform tasks necessary.

• Indicators are sent to this 3rd party agency• Indicators are compared and published.• But:– How do we know that those indicators are not falsified

by a given hospital?

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Hospital A vs Hospital B

Parameter Hospital A Hospital BMortality rate 1% 2%Complication rate 5% 6%Expense per discharge THB 10K THB 15KLength of stay 4 days 3 days

How do we know that these figures are not falsified?

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Information Audit

• Information security standard– ISO 17799 (based on British Standard)– ISO 27001 Information Security Management System

ISO/IEC 27001:2005 – Information technology – Security techniques – Information security management systems – Requirements.

– ISO 27002 Code of practice for information security managementIISO/IEC 27002:2005 Information technology - Security techniques - Code of practice for information security management.

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• What do we do if there are no standards?– Gas station– Electrical outlet– ATM card– Car tires– Etc.

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Consequence of non-conforming

• Confidentiality, Integrity and Availability are compromised.

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• Ministry of Education websites were hacked by teenagers.– What is the implication of this attack?

• Power outage caused an operation downtime in a hospital.– Impacts of such downtime on patient safety.

• Etc.

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ISO 27002

ISO 27002

Security Policy

Organizing IT

Security

Physical Security

Compliance

HR Securit

y

Incident Mgmt

Comm and Ops Mgmt

IS Acquisition Mgmt

Access Control

Asset Mgmt

BCM

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Recap.

• Think global. Act local.• Follow available international standards.• Pay attention to outcomes and the processes will

be handled accordingly.– High school exam, TOEFL exam, etc.

• Enforce all rules and regulations.• Easier said than done. Because it is against the

Thai cultures.

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Problem 1

• Chiang Mai University Hospital has a parking space for 1,000 cars but 2,000 outpatients. Assuming 1 patient/car.

• What are possible solutions?– Relocate or build a new outpatient facility– Rent a parking space across the street– Build a parking deck for 2,000 cars in the compound– Build a parking deck for 3,000 cars near the compound– Etc.

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Problem 2

• Blood Bank Division has a space that can accommodate 6 beds for blood drawing.

• It takes less than 30 minutes to process 1 donor.• There are about 30 donors a day. • At times, 20 donors show up at the same time.• What are possible solutions?

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Possible solutions

• Relocate the facility to a new building with more space

• Set up a temporary facility to accommodate occasional high traffic

• Etc.

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Problem 3

• Multiple scheduling.• Patient A is to see a psychiatrist once a month and

to see a neurologist once every 2 months.• What are possible ways of appointment

scheduling?– Free style scheduling– Appointment that accommodates patient’s schedule– Appointment that accommodates physician’s schedule– Appointment that accommodates both parties.

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Mass Casualty Situation

• About 1,600-2,000 patients visit a hospital daily, each is registered one by one individually.

• What is a reasonable plan to accommodate a mass casualty of 200 patients?– Immobilize 20 personnel