Public Sector Reform Initiatives - United Nationsunpan1.un.org/intradoc/groups/public/documents/... · done and criteria for quality measurement were set as a Public Sector Management

Public Sector Reform Initiatives

By Office of the Public Sector Development Commission

CONTENTS

I Better Service Quality II Rightsizing

III High Performance

IV Open Bureaucracy

I Better Service Quality

Service Standard Developing the quality of Public Administration

Work Process Redesign Work Process Reduction and Improvement of Service Quality

Deregulation The Drafting of Prime Ministerrsquos Office Regulation on Devolution of Authority

BE 2546

e-services

Call Center 1111

Service Link (Integrate Custums Solutions)

1 Service Standard Developing the quality of Public Administration

The OPDC initiated the leverage of public administration quality in accordance with the Royal Decree on Good Governance BE 2546 A research study on quality of the public sector management was done and criteria for quality measurement were set as a Public Sector Management Quality Award PMQA a tool to increase performance and a guideline for self assessment in 7 categories

- Leadership

- Strategic planning

- Stakeholders and customersrsquo importance

- Measurement evaluation and knowledge management

- Human resource management

- Process management

- Result based management

Public Sector Development Sub-commission on Good governance Promotion approved the principle of public sector management quality as proposed by the OPDC In the Fiscal year 2005 as a preparation for the future implementation its principle has been applied to chosen government agencies as pilot project for further development and the committee agreed to endow the Public Sector Management Quality Award to the public organizations that meet the criteria

2 Work Process Redesign Work Process Reduction and Improvement of Service Quality

The Cabinet Resolution on 19 May 2003 approved the OPDC proposal on work process reduction To

ensure public benefit all government agencies were expected to reduce its work processes by

30-50 starting from 3 to 5 main working processes at the beginning and extending to the whole

processes All reductions were expected to be accomplished by 2007 together with the improving of

service quality and service delivery The work process reduction in 2004 was as follows

The OPDC further monitored and assessed the work process and time reduction The ldquoQuality Service

Awardsrdquo were presented to the government agencies with outstanding service on 29 January 2004 and

the ldquoQuality Service Awards for Citizen Benefitrdquo on 9 May 2005 at the Royal Thai Navy Conference

Hall Bangkok The quality award is the incentive scheme for government agencies and provinces to

develop their service quality and serve peoplersquos needs There are 2 types

Award for service quality consideration from working process reduction of candidate organizations In this year 23 Government organizations and provinces won this reward 7 outstanding and 16 complementary Award for administrative system development which comprises 2 focused issues information technology and knowledge management The awarded organization must reveal their excellence in information technology management at a provincial level and their knowledge management

The followings services have been awarded in the year 2004

Time Reductions Reduced Work Process

Less than 30 750

30-50 2706

More than 50 2215

Total 5671

3 Deregulation The Drafting of Prime Ministerrsquos Office Regulation on Devolution of

Authority BE 2546

Devolution of authority is a key mechanism of public administration due to its vast area of the country

and many missions to complete one single person or organization would not be able to complete all

aspects of administration Therefore authority should be devolved to different players in various

levels of administration so that every task has one host to take full accountability of

Public Administration Act BE 2545 sets up systematic devolution of authority so that there will be the

one to take full accountability of missions empowered in every level which will result in clear

jurisdiction of responsibility and integrated cooperation for the benefit of the public as a whole As

such the public administration is flexible work process is reduced providing fast and effective

services to the citizens The New public Administration focuses on agenda-based management

requiring each ministry to set objectives and clear action plans Therefore devolution of authority is

needed for frontline officers to have full accountability in implementing the task while having

executives to monitor the work This model will help broaden the direct access of service delivery to

the citizens and executive levels will have more time to plan and develop a better administration In

order to ensure effective implementation of principles guidelines and conditions of devolution of

authority which can be a framework for all governmental agencies to effectively implement as well as

to promote the CEO provincial governors management style to complete the Governmentrsquos agenda

OPDC therefore drafted Prime Ministerrsquos Office Regulation on Devolution of Authority BE 2546

which is effective on 1 October 2003 and published the guidelines of implementation in accordance

with the Regulation Hence they were distributed to all governmental agencies during the information

sharing seminar In 2005 every governmental agency has accomplished the devolution of authority in

accordance with the regulation From now on OPDC will monitor and evaluate the implementation of

devolution so that challenges and obstacles of implementing the regulation can be

acknowledged Further review on the regulation might be needed if conditions to comply with the

regulation still occur complete devolution of authority can then be fully accomplished

4 e-serrvices

Modernizing the public sector by applying IT in improving work efficiency and expediting public

services is a means to leverage quality of public service delivery It is therefore necessary to fully

implement the e-government system with the bottom line of citizen-centered service delivery

all-the-time and non holiday services

E-Government system can be divided into 4 major categories e-Commerce e-Industry e-Education

and e-Society Coordination among various governmental agencies and related private agencies under

the technical supervision of the Ministry of Information Communication and Technology (ICT) is a

must while OPDC functions as a key supporter as stated in the Public Sector Development Strategic

Plan (BE 2546- 2550) With the aforesaid reason OPDC then set up a committee called PSD

sub-committee on e-government development to expedite the success of service quality This

committee is in charge of promoting supporting and coordinating the implementation of e-government

in accordance with the Government policy Its missions include the formulation of overall framework

of e-government development in the public sector which should be in line with the Public

Administration Act (No 5) BE 2545 and the Royal Decree on Good Governance Promotion BE 2546

as well as to facilitation of the ease of intergovernmental implementation in terms of applying IT in the

public sector HR system work process and law improvement This is to ensure the ease of service

providing to the business sector and the citizens and to widely exchange inter-agency

information Moreover the committee is responsible for monitoring the progress of work achieved to

ensure the success of the assignment Guidelines are set as framework for using IT in improving public

service efficiency which can be categorized into 3 perspectives as follows

Perspective 1 Development of integrated e-government system consisting of 5 layers

Layer 1 setting up Telecom Network to link with other agenciesrsquo network

Layer 2 setting up standards and channels of telecom network to fully link with other agencies for

example standards of information transfer

Layer 3 setting up central information which can be used by various organizations for example HR

data Legal entities data location data as well as personnel authentication data

Layer 4 setting up of applied programs for analyzing sharing and cross-agency transferring

information

Layer 5 building capacity of information technology integration among various governmental

agencies for the benefits of service providing in forms of e-citizen or one-stop service

Perspective 2 Missions of IT in supporting 3Urgent Strategic Plans for Public Sector Development out of 7 Strategies Strategy 1 Reengineering the work process Strategy 3 Reforming financial and budgetary systems Strategy 6 Modernizing the public sector through e-government system development Perspective 3 Roles of Agencies in IT development can be grouped as follows Key Agency an agency who holds full accountability in the success of strategy deployment and who is in charge of completing the key performance indicators Currently there are 38 key agencies Coordinating Agency an agency who works closely with key agency who gives advice and comments in improving the mission assigned who deploys such mission and who coordinates and participates in the work of key agencies Currently every governmental agencies functions as relating agency Supporting Agency an agency who provides specific and technical supports At present there are 30 agencies

Advising Agency an agency who has caliber in specific expertise for example management and IT Now there are 9 agencies

The cabinet on 22 June 2004 approved the aforesaid frameworks and roles of agencies in deploying IT for an efficient public sector development and agreed on the comments of NESDB and the Bureau of the Budget which are to set up a central agency to play a key driver in supervising and monitoring for concrete outputs and in linking all information for the utmost benefits later on In accordance with the cabinetrsquos approval OPDC conducted a study on back office system since it is a critical success factor for the success of e-government system Effective back office system is required to support the use of IT system in leveraging the quality of public service delivery More demanding use of IT standardized system and acceptance of agencies in sharing information are expected This is why framework for back office system development in key agencies is a must Such framework can be divided into 7 stages as follows 1 Draft roles and capacities of each back office system by taking into consideration the Government Policy Agenda and Top Management View 2 Hold a meeting among stakeholders coordinating and supporting agencies to brainstorm the needs of having different system and the complete functions of the system 3 Analyze critical success factors of back office system to meet demands and needs of various agencies 4 Conduct survey of back office systems currently used in public sector and evaluate their potentials whether they can be integrated and interfaced with to-be-developed system or not 5 Have MOUs signed among key coordinating supporting agencies and other stakeholders to create sense of involvement commitment and ownership in developing such back office system

6 Design the system by taking account of future IT trends and changes as well as the stability security and maintenance of the system so that it creates better change for the agency such as reduction of time and work process 7 Develop flow chart of back office system to show its relationship with other units other business process and other required data in different data modeling Critical success factors of the completion of 7 stages mentioned above can be identified as follows 1 The government must announce the implementation of related law and regulations especially 4 laws which are still in the cabinetrsquos consideration to encourage the efficiency of deploying IT in the pubic sector 2 Information and Communication Technology Ministry must encourage key agencies in developing the Back Office System Actions to-be-taken includ - Playing a host role in developing IT standards and encouraging the use of set standards as well as giving technical advice to others agencies - Coordinating the use of resources pool especially telecommunication network which can be securely shared - Establishing capacity-building scheme for IT personnel in the public sector and equip them with modern technology so that they have potentials to consult other agencies and design the holistic e-government system - Encouraging the enactment of laws related to IT - Supporting the development and usage of domestic software

3 Key agencies must be assigned to hold full accountability and give importance to the standards of their Back Office System so that other agencies can accept and use the system 4 The government must drive the use of sharing and integrated information such as GIS system HR system etc and encourage such IT deployment to be one performance indicator co-signed by Minister and Prime Minister and between Minister and the Permanent Secretary OPDC presented the framework of Back Office Development system of key agencies to the cabinet During the meeting on 12 July 2005 the cabinet approved and assigned related agencies to take into account the comment of Steering Committee Group 62 The comments require that extra processes must not be created and piloting should be implemented in prompt agencies so that business process can be revised for a better application resulting in an increase in efficiency a reduction of work process and a solution for further improvement As for networking development among related agencies Ministry of ICT is assigned in coordination with OPDC to monitor give advice and evaluate the IT personnel capacity-building so that the organizational culture of systematic IT personnel development is created In accordance with the aforesaid cabinet resolution OPDC will progress toward the following matters

- hold a seminar regarding Back Office System Development of pilot agencies and - create networking with the Ministry of ICT

5 Call Center 1111

6 Service Link The Establishment of Government Counter Service (GCS) and

Other Service Depots OPDC has promoted the public service delivery in accordance with the Royal Decree on Good Governance Promotion BE 2546 which requires ministries provinces and districts to set up single service delivery depot to facilitate the ease of government transactions done by the citizens including acquiring information requesting inquiries filing forms etc at one single depot Moreover the cabinet resolution on 2 November 2004 approved the Next Steps of Public Sector Development to develop different forms of service providing and mandate the OPDC to act as key player in encouraging the use of Mobile Unit in different communities in Thailand so that people in different parts of the Country have equal access to public service delivery

On 26 January 2005 there was an inauguration of the Government Counter Service GCS and a signing ceremony of agreement between 17 service units which are The Office of Permanent Secretary of the Prime Ministerrsquos Office Ministry of Transports The Bangkok Metropolitan Administration the Royal Police Department of Provincial Administration The Revenue Department Department of Business Development Department of Intellectual Property Department of Consular Affairs Thailand Post Co Ltd Bangkok Mass Transit System Public Co Ltd VGI Global Media Co Ltd TOT Public Co Ltd Metropolitan Electricity Authority Metropolitan Waterworks Authority National Health Security Office and OPDC The Prime Minister chaired the inauguration and Deputy Prime Minister Wissanu Krea-ngum witnessed the opening ceremony Followings are services provided at the GCS

- National Identification Card Issuance - Postal services and pay at post services - Missing items reporting - 30 baht health scheme gold card issuance - Passport renewal - Tax forms filing - Access to governmental agenciesrsquo information via internet web portal - Forms download services

Currently two GCS have been in service in two different areas Mo chit BTS Station and Central Airport Plaza Department Store in Chiang Mai province In addition Service Links of fundamental infrastructure have been established in both Bangkok and other province areas which provide services including house construction filing home address request electricity and water request

Four District Offices in Bangkok with service links are 1 Bangkhen District 2 Bangkok yai District 3 Bang sue District 4 Bang Plad District and 4 District Offices in other provinces with service links are 1 Muang District Chiang Mai province 2 Muang District Chon Buri province 3 Banglamung District Chon Buri province 4 Muang District Nakorn Patom province Moreover other types of service depot have also been established for example the Ministry of Justice Service Link on 22nd floor Ministry of Justice Chang Wattana Road providing information consultancy and filing services also the Small and Medium Enterprises Service Link at Chiang Mai Town Hall offering information regarding business setting etc

Top uarr

II Rightsizing

Ministerial and Provincial Restructuring

Agencification

Restructuring Non-Governmental Organizations

Empowering Autonomous Public Organization

Direction for Special Organized Unit (Mrhellip)

1 Ministerial and Provincial Restructuring

Reforming the bureaucratic system is a driven mechanism to increase the national socio-economic

competitiveness and Citizen-centered benefits The revision of roles mission and rightsizing to support

the new public management and globalization challenge is therefore a continual requisite After the

major bureaucratic reform in 2002 14 ministries and 1 public body had been reconstructed to 20

ministries under the context of economic and social development national security efficiency and

administrative effectiveness where the Good Governance principle had been set as kernel In order to

eliminate overlapping responsibilities public duties had been classified into 11 groups under 4 major

areas administration economic social and security This grouping led to new patterns of bureaucratic

structure and administration

The OPDC was established as a result of the restructuring in 2002 With a small and flexible structure

without a juristic status it is set to perform the role of public sector development and other related

duties including the reshaping of public organizational structure budgeting human resource system

morale and ethic standard and compensation system also to include other practices that are

stipulated in Section 31

Then after OPDC has performed the deeds of the second strategy of the public system development

strategy in revising the roles and mission and rightsizing to ensure efficiency of the public sector

During these 3 years the OPDC has reconstructed many ministries and government departments in

their structure roles and duties to the right size However these can be considered as minor changes in

the face of the globalization challenge Examples are the restructuring of administration within

Department of Foreign Trade the Department of Internal Trade Ministry of Commerce the

Department of Cooperatives and Auditing Ministry of Agriculture and Cooperatives the Office of the

Attorney-General the Office of the National Culture Commission the Anti-Money Laundering Office

the Secretariat of the Prime minister the Office of Social Security Department of Employment the

transferring missions of the Metropolitan Electricity Authority and Regional Electricity Authority

under the ministry of the Interior to the Ministry of Energy and the revising of structure of the offices

dealing with news and information Moreover the OPDC has driven internal and external integration

of the ministries and departments It also set up novel units to increase efficiency for example

Transferring management duties and authority between the Department of fisheries and the

Department of Marine and Coastal Resources

Establishing the Office of Economic Plants Ministry of Agricultural and Cooperatives

Restructuring administration in the Department of Forestry and the National Parks Wildlife and

Plant Conservation Department Ministry of Natural Resources and Environment

Clarifying overlapping responsibilities between the Ministry of Social Development and Human

Security and the Department of Community Development Ministry of the Interior

Transferring missions of the Immigration Bureau the Royal Thai Police and upgrading the

Immigration Bureau as a department under the Minister of Justice The organizational change is

currently under legal process

Establishing the Central Information Bureau as a department to take care of the government manpower

data Details of the framework and organizational chart of this new department are being considered

Establishing the Chalermprakiat Institute of Thai Silk under the Office of the Permanent Secretary

for Agriculture and Cooperative to be in charge of the total cycle of integrated silk production

Establishing the National Rice Office and Economic News Agency

For the highlight of restructuring public sector in 2005 the OPDC has proposed the restructuring of

the bureaucratic system to the Government placing special emphasis on the principles of

ldquocitizen-centeredrdquo and on the well-being of the people This OPDCrsquo s second bureaucratic system

reform did not only respond to the globalization challenge but also the application of various

innovative conceptual frameworks from inside and outside our country such as the Value Creation

framework and Value Chain concept of Michael Porter to create public performance value and

effective strategic driven organizations

The restructuring of public organization in 2005 that can be regarded as major changes of ministerial

structures in the face of the globalization challenge are seen in the proposals of the establishment of

Ministry of Agriculture and Food Ministry of Commerce and Industry Ministry of Sciences

Technology and Communication Ministry of Infrastructure and Logistics Minor changes in some

ministries are such as Ministry of Natural resources and Environment Ministry of Tourism Ministry of

Finance Ministry of Energy Ministry of Social Development and Human Security Ministry of Labour

Ministry of Culture Ministry of Public Health Ministry of Education Office of the Prime Minister

Ministry of Defense Ministry of Interior Ministry of Justice and Ministry of Foreign Affairs In such

changes the OPDC also considered the transition plan for such versatile organizations to prepare them

for their new structures and frameworks Specific details such as structure responsibilities transferred

duties resources and officers are also considered

To ensure efficient mechanism of the government organization in various dimensions the OPDC

integrated cooperation between the Ministries and internal units of the Ministry within the same

department in order to respond to the national and ministerial strategies These also included the

development of intra-departmental administration the structural development of the non-governmental

organizations such as the Service Delivery Units (SDUs) and Autonomous Public Organizations

(APOs) Innovation is also introduced to modernize the public sector in response to changes such as the

application of Hollywood Model or special type of organization (Mrhellip)

Moreover the OPDC put forward the proposal to set up a public body within a ministry to entail

comprehensive responsibilities in such issues as water land forest coast and environment These

should not be separated as new ministries which may entail overlapping and less value for money

Barriers among departments are then cracked to promote more efficient exploitation of resources and

better service to the citizens

11) Ministerial Restructuring

Concept

To reform the ministerial structure in accordance with the stated policy in the constitution the

government policy and peoplersquos needs

To set the ministerial roles to respond to the national and ministerial strategies to hold responsibility in

setting guidelines of government practice and to set strategies at the ministerial level

Implementation

In 2002 14 ministries and 1 governmental department were classified into 3 groups as follows

Group of the Ministries of State policies and Government services

Group of the Ministries for Country Development Strategies

Group of the Ministries for Critical National Agenda

Group of the Ministries of State

policies and Government services

Group of the Ministries For

country Development Strategies

Group of the Ministries for

Critical National Agenda

the Prime Ministers Office Ministry of Social Development

and Human Security

Ministry of Tourism and Sports

Ministry of Defense Ministry of Agriculture and

Cooperatives

Ministry of Information and

Communication Technology

Ministry of Finance Ministry of Transport Ministry of Energy

Ministry of Foreign Affairs Ministry of Natural Resources and

Environment

Ministry of Culture

Ministry of Interior Ministry of Commerce

Ministry of Justice Ministry of Labour

Ministry of Science and

Technology

Ministry of Education

Ministry of Public Health

Ministry Industry

The OPDC has been providing continual on roles responsibilities and restructures of public

organizations for efficient integrated administration

Ministerial Restructuring Implementation

After the declaration of the cabinet to the National Assembly on 23 March 2005 that ldquo the Government

shall continue to develop the public service system by restructuring and introducing the use of

information technology for more efficient planning and decision-making the roles and missions will

thus be more concise efficient and responsive to the situation whether in area supervision or the

carrying out of ordinary and special duties and assignments it will be ready for change and

responsive to the needs of the people using a people-centered approachrdquo the OPDC made the

restructuring in accordance with the stated policy

The OPDC continuously organized workshops between governmental organizations and the OPDC

until the restructuring proposal of 18 ministries had been considered by the Cabinet in a special

meeting on 28 May 2005 at the Royal Thai Navy The proposed restructuring direction was the

classification of ministries into 3 groups group of the Ministries of Economy group of the Ministry of

Sociality and group of the Ministries of Security

As a result from such meeting the concept of Value Creation Agenda Based Function Based Area

Based Purchaser amp Provider and Special Organized Unit (Mrhellip) had been applied

During June and July 2005 the OPDC organized workshops led by Deputy Prime Ministers They are

composed of 3 sub-groups that were group of the Ministries of Economy led by Deputy Prime Minister

Dr Somkid group of the Ministry of Sociality led by Deputy Prime Minister Mr Wissanu and group

of the Ministries of Security led by Deputy Prime Minister Mr Chidchai Participants were composed

of ministerial executives as ministers deputy ministers permanent secretaries deputy permanent

secretaries director general and related experts Workshopsrsquo result was proposed to the special cabinet

meeting on 9 July 2005 at the Royal Navy Club after which the OPDC was assigned to make further

improvement and to consider the juristic status

On 30 July 2005 at Santi Maitree Building the Government House the OPDC conducted one more

workshop on public organizational restructuring led by the Prime Minister As a result the

classification of ministries into 3 groups was approved as follows

For the next step the OPDC will put forward the Drafted Public Administration Act and the Drafted

Restructuring of Government Agencies Act to the legislation process in February or March 2006 After

such process the OPDC will implement the translation plan to account for any risks and to prepare for

the new restructuring direction

12) Reforming the Ministerial Administration in Clusters

Concept

To create a clear cluster level goal and its host and to create a worthy and effective utilization of the

resources of the clusters

To classify work clusters according to their appropriate different missions an integration of work in

ministries to effectively drive all departmental administrations to achieve their ministerial strategies

Implementation

After ministries have arranged work clusters in line with the Public Administration Act of BE 2545

(Volume5) and the Ministry Regulations of BE 2545 their management has not yet yielded effective

results as planed The OPDC then solved such difficulties and designed additional guidelines for cluster

framework as

reviewing cluster arrangement for better management of both within the ministries that have already

been arranged and those that have not

setting guidelines for shared resources and appointing responsible unit(s)

Group of the Ministries of Economy Group of the Ministries of Sociality Group of the Ministries of

Security

Agriculture and Food Social Development and Human

Security

Defence

Natural Resources and Environment Labour Interior

Tourism Culture Justice

Commerce and Industry Public Health Foreign Affairs

Sciences ampTechnology and

Communication

Education

Finance Prime Ministerrsquos Office

Infrastructure and Logistics

Energy

setting Office of clusterrsquos head and responsible officials

setting regulation on leave of absence of clusterrsquos head to report directly to the immediate supervisor

integrating work systems in ministries to reach the goals efficiently

setting guideline for head of cluster appointment to ensure career path

The OPDC has continually developed and monitored the ministerial cluster management by organizing

focus groups for the deputy permanent secretaries who are the cluster heads brainstorming officials

from various ministries and site visits The OPDC gathered comments and information on problems

occurred during cluster management and then further developed accordingly

13) Restructuring Provincial Government

Concept

A resolution of the Cabinet on 22 July 2003 approved Strategic Plan for Thai Public Sector

Development BE (2546-2550) one of the strategies involves restructuring public administration

To create a high performance organization out of the provinces enabling them to drive the national

policy into practices entailing effectiveness in problem solving and integrated regional development

Implementation

In the previous year the provincial administration was centralized to ministries and departments under

the central policy However because of the demographical diversity it could not serve people needs as

planed Problems can be identified as follows

Provincial structure did not support to the integrated administration and competitive development of

the provincial clusters

Provincial administrative structure relied on ministerial and departmental missions rather than people

in such areas

The establishment of central branch organizations in provincial areas cased the overlapping work with

the regional organizations

Back Office Units could not support provincial governors to perform effective integrated

administration

During the past three years the OPDC has reviewed roles and duties of provincial government by

implementing a pilot project of Government Outlet and reported to the Public Sector Development

Sub-commission for their consideration and comments on 27 December 2004 and further improvement

was resubmitted on 4 May 2005

The Government Outlet in Thailand comes from the concept of citizen-centered which focuses on

people satisfaction The development of public service is to make its frontline close to the community

as one-stop unit performing various services The Government Outlet is the horizontal authorized unit

which receives supported budget and resources from the government

The OPDC second put forward the proposal for provincial government restructuring in harmonization

with the second ministerial restructuring and the reviewing of Draft Public Administration Act BEhellip

to the Public Sector Development Sub-commission for their consideration on 4 May 2005 and 15

August 2005 The committee commented as follows

Provincial Clusters

1 The provincial cluster arrangement comprises three groups Group of Economy Group of Sociality

and Group of Security Other groups shall be set up by the governors in relation to their provincial

strategies

2 Deputy Governor shall be head of cluster one deputy can manage more than one cluster to avoid the

appointment of more deputy governors

3 Strategic Team shall be set up in response to some focused provincial strategies which impact the

provincial competitiveness and cut across development Head of the team can be the deputy governor

or head of related public organization deemed by the Governor as appropriate

Public Organizations in Provinces 1 It is not considered necessary to have all units of all public organizations 2 Provinces shall lawfully identify provincial public organizations in relation to their primary focused areas 3 In identifying public organizations for other specific focused areas there shall be an authorized committee which may comprise representatives from NESDB the Bureau of the Budget OPDC and Office of the Civil Service Commission (OCSC) to consider the criteria and guidelines set forth by the cabinet Central Organizations in Provinces 1 The setting of central organizations in provinces shall be revised

2 The direction of central organizations in provinces shall be considered as - The 1st direction Central organizations of research and development functions shell report to central government other than that indicated in the 1st direction such as technical deeds or report to central government - The 2nd direction Central organization other than that indicated in the 1st direction such as technical deeds or service shall report to central government - The 3rd direction Other than 1st and 2nd directions shall report to provincial government Provincial Governmental Offices Restructuring The restructuring of provincial governmental offices shall be a solid support to the governors and their offices The central organization will provide support mechanism through Mobile Units from the central area assisting them with planning budgeting plan and resources allocation plan The unit also provides recommendation for provincialprovincial cluster strategies and implementation improvement and supports all related activities of the governors Administrative Subdivision (District Amphur) Restructuring Amphur or District is the administrative subdivision of a province which is close to people and its community in providing public services Presently various public units provide difference services separately and inconveniently The restructuring of its work system is therefore to increase benefits for the people in the area The OPDC put forward the following directions 1 AmphurDistrict shall have its own office as a center to perform administrative and coordinated functions headed by District Officer 2 The direction to set up public offices to perform supported work in AmphurDistrict shall respond to its provincial plan 3 There shall be different types of service units to increase alternatives of services to the people AmphurDistrict can set up service units to provide some services that are not available in local administration 4 Service units shall be set up in relation to the demographic density worthiness and quality Services provided by the units can be done in the means assigning officers to work in these units or requesting AmphurDistrict to perform such duties 5 Service units can be various according to their service provided such as in form of service link or

counter service Service units may not be available in every AmphurDistrict depending on its necessity

cost and people need

2Agencification

21) Restructuring Non-Governmental Organizations

Concept

Service Delivery Unit (SDU) is the new public administrative service unit of the internal governmental

system focusing on efficient and quality practice The unit will be responsible for providing some types

of service to the affiliated organization and other government organizations local authorities or the

general public

To create a business-like approach unit but non-profit oriented The status of which is the service unit

of the internal governmental system focusing on efficient and quality practice The working purpose of

the unit is to mainly serve its affiliating organization and its surplus will be forwarded to other

governmental units and general public

Implementation

The OPDC support the implementation of Service Delivery Units as alternative service organizations

of the new administrative structure The SDU downsizes the public administration by transferring and

rotating some government employees while emphasizing efficiency effectiveness cost reduction

quality and customer satisfaction The Cabinet approved the proposal and the new structure has been

implemented with the following 5 agencies in the pilot project

- Royal Thai Mint Department of Treasury

- Printing Bureau Office of the Secretariat of the Prime Minister

- Institution of Good Governance Promotion OPDC

- Art and Cultural units or museums

- Government laboratories Consistent to the Public Administration Act (Volume 5) BE 2545 the

OPDC has developed a draft Announcement of the Office of the Prime Minister on Service Delivery

Units BEhellipsubmitted to the Cabinet on 27 July 2004 which was then approved and announced on 20

January 2005

22 Empowering Autonomous Public Organization Government Agencies for Public Service

Concept

The non-profit Autonomous Public Organizations (APOs) have been established to provide people the

public service

To have non-profit oriented organization using resources and manpower in the most efficient manner

Implementation

The OPDC has developed the following criteria and implementation guidelines for APOs

Criteria for provision of compensation of a director

Criteria for provision of meeting allowance of APO committee members

Development of management and evaluation system of each APO

APO has its evaluation system for effective administration and utilization Each APO has developed its

strategic plan signed the performance agreement and reported to the Cabinet On 10 August 2005 the

performance agreement of the Energy Fund Administration Institute EFAI (APO) under the Ministry

of Energy was signed It was a pilot project of APOrsquos performance evaluation reported to the Ministry

of Energy This is the one of the 17 APOs that was established under the Public Organization Act of

BE 2542 of which the performance and services is subjected to be evaluated for quality improvement

due to the government policy On 17 August 2005 Banphaeo Hospital was the second APO that has its

signed performance agreement

The hospital is administrated by the administration committee with some allocated budget from the

government and involves its community as its network of public health

23) Direction for Special Organized Unit (Mrhellip)

Concept

To create special separate units that will host the creation of value in any strategic products or services

of the country This can be called ldquo Mrhelliprdquo

To create a small-size and flexible unit that will not perform the deeds but act as the purchaser of

products or services from public organizations academic institutions and private sectors

Implementation

In 2005 in the proposal for restructuring the OPDC proposed this special public organizational unit

(Mrhellip) within some ministries such as Mr Rice Mr Chicken Mr Shrimp Mr VegetableFruits etc

in the Ministry of Agriculture and Food for value creation of these Thai commodities

Top uarr

Change Management

Change Leaders Leadership Development through the ALP

Knowledge Management Creating Change Management Teams

through Knowledge Management within the Public Sector

e-Learning for Change

Creating New Values I AM READY

Young Executive Development Program

The Professional International Management Qualification of the OPDC

Remuneration Scheme

Managing for Result Strategic Management

e-government

1 Change Managemen

Blueprint for Change

Blueprint for change is a process of change management to support the strategy based on the Royal

Decree in Good governance BE 2546 which set guidelines for the public sector change management

1 Efficiency Promotion

2 Quality Development and

3 Strengthening Capabilities of manpower to evaluate strategic readiness

The objectives of the blueprint are as follows

1 To increase efficiency of the public sector management through change management techniques to

support the intent of the Royal Decree on Good Governance of BE 2546

2 To develop patterns techniques contents and process of change management in three aspects as

efficiency improvement quality improvement and capabilities strengthening

Efficiency Improvement is an improvement of process and procedure with new public management to

decrease costs and increase production

Quality Development is a setting of system to ease and support the needs of the citizens

Capability strengthening will involve human capital development program to increase knowledge and

skills needed to move strategies together with the setting of plans and organization development plans

also communication for change OPDC has set the Blueprint for Change as follows

1 The provincesgovernment agencies are to issue proposal for change based on the agenda both of

core strategies and those that will entail success of the provincial and agency visions They should

however cover each set strategy

2 Midterm proposals (3 years for the least) should be set to coincide with the Thai public sector

development strategy which is termed to end in the fiscal year 2007

3 The provincesgovernment agencies will submit their proposal twice

First on the 31 March 2005 as a survey and analysis of the key process stated in the strategies for

improvement and also a collection of data to analyze the potential of their manpower

Second on the 30 September 2005 as a design of the new work process and analysis for the

development of their manpower capabilities (Detail Design) Key Success

1 Workshop on seven courses of Training of Trainers for the province and government agencies

officials with 555 government officials attended from 14-28 December 2004 These workshops were to

provide for impact knowledge on efficiency improvement template production with techniques of

process design and capacity development of manpower The provinces and government agencies will

then after propose changes

2 Hotline support with the aims of resolving problems and queries all through the period of the project

(January-September 2005)

3 A meeting to create understanding on this Blueprint for Change was organized on 8 February 2005

and mobile units in the four regions at Chiengmai Songkhla Khonhaen and Bangkok were organized

during 9-18 February 2005 attended by 499 representatives from different provinces These units were

set to provide consultancy and suggestions on the Blueprint for Change and to answer queries to those

provincial clustersprovinces

4 The Provincial clusters and provinces submitted their Blueprints for Change to the consulting firm

and they were found that the selected strategies for 2005 were Agricultural Strategy (3333) Tourism

Strategies (2778) Trade and Travel Strategy (1676) Trade Strategy (1111 ) Trade and

Agricultural Strategy (1111) 5 The government agencies and provinces submitted the first

Blueprints for Change on 31 March 2005 which were the analysis of the major processes that supported

the strategies together with the analysis of manpower capacities These were submitted to the OPDC

and the consulting firm for checking

6 OPDC in cooperation with the consulting firm organized a workshop on Process Design together

with the organization and manpower capacity development in May 2005 and a refresher week in

Bangkok again in July 2005

7 OPDC in cooperation with the consulting firm made an arrangement for meeting with government

officials of the provinces and agencies to open channel for advice and further questions on blueprints

for change between 15-26 August 2005 at OPDC with attendants from 98 government agencies and 42

provinces

8 Government agencies and provinces proposed the second Blueprints for Change to OPDC within 30

August 2005 which was a complete version (at least 1 strategic issue)

9 Government agencies and province will submit the rest of the proposals to OPDC within 31 March

10 Government and provinces applied the Blueprints for Change to realize their set strategies

2 Change Leaders Leadership Development through the Action Learning Program

Change administrative system by the development of change leaders is a tool of the OPDC to respond

to various challenges within our country such as changes in the globalized economy from international

free trade increased competitiveness in the global market global economic imbalance and financial

speculation that affect currency exchange rate fluctuation and price of goods surges in technological

innovation from the development of information technology biotechnology material technology and

nanotechnology social transformation due to changes in the demographic structure urban society

ways of life and diverse cultures and other fluctuations that affect the country such as political

situations and global security

The government administration under the democratic system must have administrative capacity in

decision making creating public policy with quality and effective policy implementation in order to

solve conflict and to respond to various needs which also include the disseminating of information to

the public

Government has developed the 4-Year Government Administrative Plan to help decision making

priority setting in relation to the public needs and the 4 year Operational Plan for all government

agencies and annual plan in accordance with the 4-Year Government Administrative Plan This 4-Year

Government Administrative Plan is composed of 9 strategies by one of which is ldquoChange and Global

Dynamic Respondingrdquo

The project of Action Learning Program organized by the OPDC before the issuance of a key strategy in the 4-Year Government Administrative Plan 2005 was therefore the first step of senior management efficiency development of the bureaucratic practice in the bureaucratic system especially for the development of leadership skill among provincial governors who will later become Chief Change Officers CCOs The aim of the Action Learning Program is to encourage the senior management of each agency to adapt their work culture vision and values to become CCOs and be able to exercise Change Management in the workplace with increased efficiency and full understanding of their roles The CCOs will be ready to establish innovative changes for the organization and the people within it also to stimulate innovation within the organization Furthermore the CCOs will develop knowledge based on global situations in every dimension and their future trends which have an impact on the planning of the countryrsquos strategy at the national regional and provincial or agency levels including study techniques on current organizational managements according to international standards especially the transformation of national strategy to the clusters or sub-regional level effectively The CCOs will be ready to introducethe organizational strategy to handle global situations

A workshop has been organized for the five target groups as follows 1 Permanent Secretaries 2 Deputy Permanent Secretaries holding the position of Chief of each cluster and

Director-Generals in the clusters of the pilot ministries 3 Ambassadors 4 Provincial Governors 5 Chiefs of State Enterprises

Once the senior management has developed their capacity to become CCOs through the process of Action Learning Program in the year 2005 the cabinet approved the OPDC to conduct a workshop for Chief Executive Officers or CEO Retreat on 22-26 November 2004 at Chonburi province to revise monitor and support sustainable development OPDC and the National Capacity Development Commission organized pre-workshop during 21-29 October 2005 to review the strategic gap and operational gap from provinces cluster and all concerned parties in order to identify solutions the meeting was chaired by Deputy Prime Ministers who were responsible for the concerned strategies CEO Retreat programs were organized as followings On 22-25 November 2004 The workshop was composed of 2 parts First was an important governmental strategic regime and second was emerging issues the study of problems obstacles in strategic concerns and in implementation between CEO Governors and central government as an opportunity for them to review exchange and learn from one anotherrsquos experiences The conclusions solutions and suggestions concerning integrated management can then be applied to their work in the future On 26 November 2004 The conclusion from the above workshop was reported to the Prime Minister who was also the chairman of the meeting and also gave policy suggestion and 5 strategic directions of the government including management framework and responsible organizations OPDC also organized another CEO Retreat program with special lecture by a world class lecturer on 18 December 2004 at UN Conference Center

3 Knowledge Management Creating Change Management Teams through Knowledge

Management within the Public Sector Change cannot be accomplished if the persons responsible for driving the change process do not coordinate consequently creating change management teams is a vital process to produce resources whereby the change managers can use as a tool to drive the intended change The Royal Decree on Good Governance Article II stated that government agencies are to regularly develop knowledge within their organization in a pattern of the learning organization Data and information are to be organized for further application to create faster more accurate and up to date work methods They must also promote and develop capabilities build visions and change paradigm of the officials within their organization encouraging efficiency and mutual learning effecting result of performance In 2004 OPDC as a central agency in public sector development cooperated with the Institute of Knowledge Management for the Society (IKS) and the Foundation for National Public Health (FNH) to drive knowledge sharing a key component toward a learning organization among the government agencies Meetings and seminars to brainstorm for a role model of such learning organization as prescribed in the

Royal Decree on Good Governance on 23 August 2004 were participated by 8 governors of the prototype provinces (Chief Change Officers-CCO) and their teams The objectives are to Create model and mechanism to support a learning organization with an appointment of the Chief Knowledge Officer (CKO) and a knowledge facilitator

Allocate prototype provinces of a learning organization from actual practice

To allow for exchange of knowledge of the prototype provinces and best practice then after to set mutual standard

Create networks for learning organization An academic workshop on Knowledge Management for Good Public Health Development in Government Organizations of the Reinventing Era was organized on 9 September 2004 attended by CCO departmental OPDC subcommittee government officials responsible for setting policies strategies and public health policies The main objective of the workshop is to create understanding and knowledge of the public sector personnel on knowledge management which in effect can be used as a tool for developing public health policy entailing the well being of the citizens In 2005 knowledge management was an important issue prescribed in the government 4 year administrative plan and in the 6th strategy under the context of the public system development OPDC once again promoted the building of Change Management Team through knowledge management within the public sector This time with the cooperation of the Institute of National Quality Improvement OPDC organized a workshop on Knowledge Management Transferring Theories to practices to CEO and CKO Deputy Governors The workshop was held between 8-10 August 2005 at the Lotus Pangsuankaeo Hotel Chiangmai During this 3 days event the first morning session was on public sector quality improvement and the afternoon session on knowledge and principles of knowledge management The 9 and 10 of August was a workshop on Knowledge Management Implementation whereby the participants were provided with knowledge and practice on the basic principle and steps of knowledge management method of evaluating the readiness of organization and setting plans for knowledge management Knowledge management is as a matter of fact aimed at accumulating knowledge within the organization those that are intrinsic scattered in the individuals or documents to be systematically organized so that every one within the organization can reach and make use of Self development can then be possible to create efficiency and better competitiveness of the organization

Another factor that nails the importance of knowledge management today is the governmentrsquos vision to turn Thailand to the Nation that learn where as the Thai Society can learn and development further also government organizations are to learn and develop not with the exception of the individual government officials who are to upgrade to learning persons eager to learn and further on leverage the public sector system

There shall be chief knowledge officers or CKO responsible for internal knowledge management and

encouraging interests in knowledge and its management New knowledge and case studies of best

practices from outside of the organizations are to be set into systems with easy to understand language

and with knowledge transfer activities to personnel in the organizations

Besides OPDC in cooperation with the consultants organized six meetings on knowledge management

overview to central and regional government agencies

First on the 18 July 2005 at Diamond Plaza Hotel Surathani with the target group of 500 provincial

chiefs within the southern provinces

Second on the 25 July 2005 at Miracle Grand Hotel Bangkok with the target group of 750 provincial

chiefs within the central and eastern regions

Third and fourth on 1-2 August 2005 at Rama Garden Hotel Bangkok with the target group of 1500

departmental and academic institute managers and CKOs

Fifth on 8 August 2005 at Lotus Pang Suan Kaew Hotel Chiangmai with the target group of 600

nothern provincial chiefs

Sixth on 15 August 2005 at Sofitel Raja Orchid Hotel Khonkaen with the target group of 670

provincial chiefs in the northeast

Then after OPDC together with the consultants organized a workshop on knowledge management

implementation to the working groups set up to promote knowledge management in the public sector

both entrally and regionally Three from each departments and provinces attended for two days

Southern provinces on 19-20 July 2005 at Diamond Plaza Hotel Surathani

Central and eastern provinces on 26-27 July 2005 at the Miracle Grand Hotel in Bangkok

Northern Provinces on 9-10 August 2005 at Lotus Pang Suan Keaw Hotel in Chiangmai

Northeastern provinces on 16-17 August 2005 at Sofitel Hotel Raja Orchid Hotel in Konkaen

Other government departments and institutes are divided into 13 sessions between 30 August 2005

and 21 September 2005 OPDC in cooperation with the consultants designed a readiness form and

sent it for self evaluation as prototype organizations of knowledge management organization and a

province will be chosen for prototype organizations of knowledge management development

As of the next step OPDC will select two organizations (1 department and 1 province) to give advice

on action plans of model knowledge organization and on their implementation Personnel of such

organizations will be developed for their readiness

4 e-Learning for Change

Mini-Modern Public Management Program (e-Learning)

The OPDC has developed a Mini-Modern Public Management program through the electronic medium

as approved by the Cabinet on 30 September 2003 It is a learning tool for individuals who are

interested in self-development The participants of the program can access new information to increase

efficiency and capability The project emphasizes 10 subjects of new public management The contents

of this subject have been developed by experienced and well known lecturers Officials and interested

persons can register to this program online at wwwmmpu4com

The OPDC has designed the content of the program in accordance with the reform of the public sector

with emphasis on the understanding of the new public management and administration to increase

work efficiency and public policy on the presentation The highlight of this Mini MPM is

Two way communication (A chat of 2 hours a week)

Assignment homework and test online

A web board communication between traineesinstructors

The program free of charge

Further short course studies at prominent university after finishing this mini MPM

Mini-MPM program has been welcomed and applied by the public Presently there are 10 subjects

available some of them have been opened up to 4 classes

Module 1 Introduction to Modern Public Management Module 2 Public policy

Module 3 Strategic management and Performance measurement Module 4 Organization Structure amp Behavior

Module 5 Human capital Management Module 6 Process Redesign and Information technology

Module 7 Accounting and Financial management Module 8 Public Law

Module 9 Intergovermental Relations and Intersectoral management Module 10 Current Issues in Thai public policy amp management

Now there are about 2000 persons enrolled with the Mini-MPM program and the OPDC plans to

continue this programrsquos subjects to serve public interests and may expand more subjects next year

5 Creating New Values I AM READY

As one of the strategies for the Thai Public Sector Development (BE 2546-2550) the OPDC aims to

facilitate paradigm shift values and attitudes of public officials though the provision of knowledge and

understanding which will increase the efficiency of the public sector through improvement of work

process and a focus on honestly diligence patience responsibility and determination to achieve

desired results

The OPDC develop a core set of values for Thai public officials grouped under the acronym ldquoI AM

READYrdquo

I = Integrity

A = Active

M = Moral

R = Relevant

E = Efficient

A = Accountability

Y = Yield

The Cabinet on 2 September 2003 approved the strategy to change management paradigms culture and

values with three sub-strategies

1 Creating experiential learning processes in the public-sector

2 Suggestions for the creation of an environment favorable to a effective learning process

3 Public participation to spur change in paradigms culture and value

At a formal on site meeting of the Cabinet at Hua Hin Prachuap Khiri-khan on 29 November 2003

the Prime Minister gave guidelines for the new public sector management During the meeting between

the Prime Minister and 7 Deputy Prime Ministers the OPDC was assigned to conduct a survey on

present paradigms and attitudes of government officers A paradigms and attitudes of current Thai

government officials by comparing among variables such as category of the ministry ministries related

to economics society and security executive against operating staff work location central offices

against regional offices and common paradigms and attitudes

The quantitative research covered four types of government officials civil servants teachers

university officials and military officerspolice The summary from the research findings are as follows

Although Thai Officials have positive paradigms and attitudes towards the new public administration which emphasizes fast response aims for the future considering benefits for the citizens and is up to date with current world affair they are still attached to the regulations by following the standard rules and old routines When there is a conflict they prefer to compromise to close the case However Thai officials are also ready to change from the old style With the research they are ready to learn to share knowledge and to work in team They are open with positive thinking ready to listen learning oriented with interest in technology and service mind Moreover the outstanding characteristics of government officials that support the new initiated public sector reform are borderless integrated participation management team working with shared vision and future focused The study presents basic factors of paradigm and characteristics of the government officials for the benefit of self-knowledge of the Thai officials structural and environmental changes in Thai society to complement favorable paradigms and attitudes The findings reveal the importance and need to the efficiency of the public sector and officials At the same time there is a need to decrease bureaucracy by improving work process paradigm shift and better characteristic Leaders should be developed to support this transfer and learning organizations of high competency should be developed

The OPDC has promoted the implementation to achieve the target of public administration for the greatest benefit of the people through adherence to the principles of good governance by establishing electronic learning on knowledge of change for general officials continuously organizing training to develop leadership for change management supporting government agencies to develop excellent competency improving quality of public service by emphasizing good governance and citizen-centered concept creating a favorable environment and providing opportunity for the organization and government officials to work at their full capacity and promoting and evaluating changes of paradigms culture and value (I AM READY) among officials For the next step the OPDC will further implement this project by allocating public agencies officials and teams as models of the new public administration and choosing government officials and team of I AM READY In implementation the OPDC will set criteria for public organizations The selected pilot organizations shall be considered by agenda based method Public agencies and provinces that have integrated functions will be selected as pilot organizations for paradigm changes cultural norms and values Selected organizations will work as network to share their knowledge and experiences among one another in order to design and respond to change that is a job based development and best practice sharing This project is not to create new pilot organizations but to drive public agencies to better change their paradigms or better develop their existing working processes This project is also subject to a roll out

6 Young Executive Development Program

Young Executive Development Program otherwise called TENA has been rooted from a course of the French Ecole Nationale drsquoAdministration (ENA) whereby graduates are trained the craft of civil servantship and enter into the government service at a middle management level Also the other

organization of role model is the Administrative Service of Singapore of which personnels from the private sector are trained to enter into the public service Ideally the project is to prepare the public sector and to develop its personnel in all aspects to cope with the fast speed change On top of these strategy 4 (Section 41) of the Public Service System strategic Plan (BE 2546 ndash 2550) on strengthening human resource management system and a new remuneration spells out the acceleration of recruiting manpower of high caliber into the Thai Public Service System spearheaded at the change leaders of the Public service system development both from a supervisory level and an executive level Selection can be from within the service or from external personnel with high capability and potential after they have attended a special course to strengthen and develop their public entrepreneurship As such OPCD has developed a Young Executive Development Program with an objective of developing new managers who will be well equipped change leaders able to perform the roles of visionary thinkers developers and planners and also operators Besides these trainees can bring about changes of thoughts academic and technical sides of organization management they should be able to apply management innovation and create better capacity of the public sector organization to compete in the world arena and finally to bring about happiness to the citizens OPDC has then cooperated with the Institute for Good Governance Promotion (IGP) to manage the 26 month development program of the new change leaders They are later expected to be ready to crack strategic codes and to transform them into actual practices This Young Executive Development Program has been proposed for acknowledgement and recommendation to the Cabinet since mid 2004 it has been revised and improved then after Finally on the May 10 2005 the Cabinet approved the revised project Sixty trainees will be selected and categorized into 3 groups namely Group 1 Newly bachelorrsquos degree graduates in any areas from internal and accredited external educational institutions and ages not over 30 Group 2 Civil servants or government officials with bachelor degrees and two years experience and ages not over 30 Group 3 External persons from the private sector or international organizations with bachelorrsquos degrees and work experience of not less than two years and ages not over 30 If however persons within these three groups are graduated doctorate degrees the ages will be raised to 35 and they should still have at least 2 years of experience On Wednesday 18 May 2005 Dr Thosaporn Sirisumphand Secretary General of OPDC together with Prof Dr Chartchai Na Chiangmai Director General of the Institute for Good Governance Promotion a special service delivery unit announced application intake of government officials and other persons to the New Change Leaders Development Program Selection procedure started with Step I of Thai language Ability Test and CU-TEP (or a score of 550 TOEFL) and a GMAT type management aptitude test (or GMAT score of 450) After the first step Step 2 will be a written examination of general knowledge on the Thai Public Service System (with a passing score of 70) and EQ Test together with Interests in Joining the Public Service (passing score 60) The 3rd step will be an interview to evaluate personality and also an Assessment Center Evaluation to

observe behaviors group participation team work and leadership etc Highly experienced assessors are invited to assess candidates to ensure intake of qualified personnel into this program For those persons not already in government service if they are selected they will be instated for the period of 26 months during training and for those already in service they will be transferred to OPDC for the whole period of 26 month training After graduation the participants will be in service for twice the duration of training They will be instated into strategic positions of which OPDC will further on analyzed and indicated in accordance with the 4-Year Government Administrative Plan BE 2548 ndash 2551 (AD 2005 ndash 2009) some of them will participate in the Provincial clusters and CEO governors areas The initial instatement and appointment will be at level 4 5 or even 7 depending on each case lately the Cabinet has issued resolution that the OCSC shall consider appointment at level 8 as well This initiation is an incentive for participation since after finishing the course they can be appointed to higher levels depending on their own capabilities Core component of this course is the methods of learning which is different from general tertiary education whereby students listen to lectures with case studies from time to time but within this course emphasis is on the practical side real life practice from problems or actual case studies such as the drought problem export dilemma security and infringe of civil rights of certain people or groups Practitioners of each case such as those government officials or related private sector representatives and village leaders will be invited to explain their thoughts and their problem management On top of these there will be work attachment with the public sector executives both from within and outside of Thailand such as with the Permanent Secretary Deputy Permanent Secretary who are Cluster leaders Directors General Deputy Directors General Governors and the Ambassadors of strategic countries also executives of the private sector who are well respected and accepted as role models will be involved in this program Most important of all there will be assessment during each step if failed the trainees will leave the project Most learning will be self-directed and the trainees will be required to understand the concept of knowledge management and to apply it in their decision making The knowledge gained will encompass both the practical and theoretical sides the latter can be learnt through the link with Chulalongkorn University Resource Center of versatile text books and research data

Six month learning through discussion and internship will be based on the 13th floor of Wittayakij Building Chulalongkorn University whereby trainees will be a kernel with circles of trainers network of practitioners and presenters of cases who are directly involved in the cases to exchange knowledge and experience with the trainees Besides they will exchange knowledge and experience with highly knowledgeable academicians and professors who are specialists in their fields At the same time there will be senior lecturers to supervise subject group and to act as academic committee providing guidance and advice also there will be academic tutors of each subject group to facilitate and coordinate with those invited to exchange knowledge with trainees namely both Thai and foreigners

7 The Professional International Management Qualification of the OPDC

OPDC has initiated the Professional International Management Qualification since 2004 to develop and leverage the standards of the civil servants and government officials who perform the roles of consultants who gain accreditation from a world class institution identified as ldquoCertified Management Consultantrdquo This will leverage consultantsrsquo performance to a known standard encouraging them to perform their roles at the ministries and departments with efficiency and effectiveness Besides it will also up-level performance standards of those interested in the public service system development in accordance with the Royal Decree on Criteria and methods of Good Governance BE 2546

OPDC perceived that this project was useful for the public sector as a whole therefore government organizations were invited to nominate civil servants whom they observed as eligible with high potentials to this program A number of applications were made however due to limited resource only a few can be taken in all together OPDC had to limit the numbers to only 27

The participants were then equipped with consultancy techniques and other related knowledge through a training course co-organized by the OPDC and NIDA between November 2004 and February 2005 This in fact is aimed at preparing the participants for the evaluation by representatives from a world class institution The curriculum was spelled out as Consultancy techniques

Working with clients Organizational analysis and Management Cycles of consultancy Presentation techniques for consultants In depth consultancy Facilitator technique Human relations technique for consultants Etc

Earlier in 2004 OPDC has successfully sent 3 civil servants to be evaluated as Certified Consultants by the Institute of Management Consultants UK The experience gained were transferred and used as lessons learnt for the participants At the end of October this year representatives from the Institute of Management UK will assess 22 participants in Thailand

Click to enlarge

Work Attachment which covers most part of this curriculum will place the trainees with the executives of the public and private sectors The executivesmentors will provide direct teaching to enhance knowledge and personality while responsible trainers will provide guidance and counseling On top of these there will be guiding coach to guide and help solve queries and problems The Institutersquos management will oversee the holistic scenario to ensure success of the set goals Three principles will be hitherto retained background wisdom and ethics

The total 17 month work attachment will be divided as follows - 5 months regional attachment (with provincial governors) - 4 months attachment with central organizations of strategic importance - 2 months attachment with policy organizations such as the Budget Bureau the Administrative Court The Council of State National Economic and Social Development Board (NESDB) - 2 months attachment with private companies - 4 months attachment with the Thai Ambassadors of leading countries Finally at the end of the course there will be an evaluation and score ranking of which the first in the list will have an opportunity to choose where to be appointed Meanwhile the public organizations will be invited to propose initiations and the trainees will be evaluated for the levels of appointment (from level 4 to level 7 or 8) by a committee from different sections to ensure transparency

Application from those interested in joining the Program was accepted during 1-30 June 2005 A lot of interested people applied civil servants citizens and those newly graduated they were screened in July and 41 applicants selected to join the Young Executive Development Program were 22 newly graduates 9 civil servants or government officials 10 private sector personnel On Monday August 8th 2005 OPDC organized an orientation to the trainees of the Project on the Young Executive Development Program at Conference Room 501-502 level 5 OPDC building to inform them of how to prepare for instatement and transfer On the 31st of August 2005 the overall 41 participants attended the opening ceremony at Room 501 Banchakarn Building of the Government House chaired by the Deputy Prime Minister Wissanu Kruengam Chairman of OPDC The participants then took oath and on the 1st of September 2005 orientation took place at OPDC building the first day of instatement into OPDC of which they were first introduced to their 21 mentors civil servants of OPDC who would guide and give advice to them while they acquainted themselves with the Office

8 Remuneration Scheme

The OPDC is in charge of providing recommendations for the development of public administration and other government tasks including improvement of compensation system The PDC sub-commission on Personnel and Compensation System Improvement chaired by the Minister of Finance was appointed on 4 September 2003 The sub-commission was assigned to set targets strategies and measures for civil servant compensation system improvement and to provide recommendation for implementation of a new system The program was required to be proposed to the Cabinet by October 2003 In 2004 the project was implemented as follows 1 A resolution of the Cabinet on 10 February 2004 approved the principles of the civil servant compensation system improvement 2 A resolution of the agenda 2 and 3 of the Parliament on 25 February 2004 approved a draft Extra Expenses Budget Act for 2004 3 The Extraordinary Commission approved the draft Extra Expense Budget Act for 2004 The senate approved the revised budget for civil servant compensation amounting to 16570 million baht The OPDC provided the followings suggestions Targets The target of remuneration scheme is for promoting moral and work encouragement creating fair compensation scales based on current costs of living and setting an appropriated compensation system weighing on the real value of each position and the comparable market rate Measurement Use short-term measures to solve accumulated problems of the inappropriate compensation structure The system should be consistent with the rising cost of living Salaries of civil service officials and government employees excluding judges and judicial officials who being paid according to the memorandum on compensation rate attached to the Compensation and Professional Allowance BE 2538 (1995) shall be increase

Compensation provided to civil service officials shall not be a long-term burden to the government Compensation should be flexible for government management afterwards

Provide a variety of compensation salary increases performance-based pay professional pay and bonuses for performance development

Guidelines In accordance with the targets and measurement for improvement of the civil servant compensation system the compensation is divided into 2 categories adjustment of salary and non-monetary compensations Part I Increase the salary of civil servants to be consistent with current high cost of living according to the compensation and Professional Allowance BE 2538 These include civil service officials soldiers and active officers students under the Ministry of Defense police and political officials of the parliament politicians and government employees Their salary shall increase by 3 Officials in position categories 1-7 shall receive one more scale of pay Part II Other compensations consist of the followings 3 types Type 1 Compensation of additional allowance set by the nature of the work and based on 5 factors (1) Professional needs such as lawyers doctors and engineering (2) Risks and suffering in work such as officials working in prisons bomb destroyers or teachers of special needs programs

(3) Special areas hardship of transportation lack of basic infrastructure or poor standard of living dangers or areas prone to contagious diseases (4) Extraordinary missions or as hoc assignments from the Cabinet such as the surveillance of Severe Acute Respiratory Syndrome (SARS) (5) Executives specialists or others Type 2 Performance-based pay is divided into 2 parts (1) Extra incentives for top executives who are heads of civil servants The new system requires the management to develop performance agreement to develop performance agreement and to evaluate implementation Should their performance fail to meet set criteria and work schedules they shall be transferred to other positions or be replaced and cut off from the extra increase in compensation The incentive and adverse scheme may not be effective for all top management staff at once Provincial governors top executives of 4 ministries in the pilot project of ldquoLeadership Development for Change Executivesrdquo of agencies in challenge groups and additional 6 ministries in the pilot project shall initially enter the scheme The incentive schemes to promote good governance have been approved by the Cabinet on 30 September 2003 and 20 January 2004 The extended to other management staff afterwards (2) Extra fixed performance-based pay for executives nest in rank to heads of agencies in the pilot project or the challenge group according to incentive schemes to promote good governance

Type 3 Bonuses for agencies and officials with high performance set within incentive schemes to

promote good govermance have approved by the cabinet

Compensation Schedule

Part I - Increase monthly salary to be effective from 1 April 2004 onwards

Part II- Other Compensations

Type 1 Professional-based pay

Type 2 Half-year performance-based pay

Type 3 Annual performance-based pay

9 Managing for Result Strategic Management

Strategic management has become key tool of the New Public Management in this Country In order

to efficiently implement the strategic management the significant start is to formulate strategy which

is to preset reasonable objectives and to successfully manage towards the set goals under the given

resources and timeframe Once strategies are formulated it is necessary to drive those strategies into

practices Moreover the administration would not be complete without the process of strategic

control Therefore monitoring and evaluation process is a key critical success factor to complete the

cycle of strategic management resulting in high performance government organizations During the

past 3 years OPDC has promoted the significance of 4-Year Government Administrative Plan and

4-Year Operational Plan as well as the implementation of strategic management in governmental

agencies OPDC has initiated the formulation of Performance Agreement as a framework for one

agency to set its own strategies Moreover OPDC monitored and evaluated the performance of each

agency based on what was stated in its Agreement as well as provided incentives scheme in accordance

with the performance achieved In addition in 2005 OPDC has reviewed Key Performance Indicators

(KPIs) framework and means of measurement to be more challenging and added several KPIs to the

framework for example Law Improvement and Blueprint for Change which are indicators of better

effectiveness in organizational development 81 4-Year Government Administrative Plan and

4-Year Operational Plan

4-Year Government Administrative Plan is a modern tool for the government to run proactive

administration of the Country It is a means to assign accountable persons to coordinate across

different agencies and to link the planning process with the resources allocation process and

monitoring and evaluation process resulting in synergy of every level of governmental agencies in

systematically driving the Governmentrsquos Agenda to the same directions

Royal Decree on Principles and Guidelines on Good Governance BE 2546 Section 13 has

empowered the Government to set up its 4-year plan and directions of administering the Country in the

next 4 years based on the Policy Declaration and fundamental principles of the Kingdom Constitution

in running the Country as declared to the Parliament Section 13 required the government to pursue its

4-year plan in administering the Country and to assign related agencies relevant missions and tasks to

ensure the success of Government Plan at the end of year four Moreover to ensure that every level of

administration is moving towards the same direction linking to the success of Governmentrsquos Goals

Section 14 of the Royal Decree stated that every governmental agency is required to set up its own

4-year plan and each yearrsquos action plans in accordance with the aforesaid Decree This will also be

related to its expenditure of each year (Section 16)

Regarding the 4-Year Government Administrative Plan the cabinet resolution on 18 November 2003

decided to wait for the new cabinet to function OPDC then called on a meeting with related agencies

stated in Section 13 of the Royal Decree on Good Governance Promotion BE 2546 which are the

Secretariat of the Prime Minister Bureau of the Budget Office of the National Economic and Social

Development Board (NESDB) and the Council of State The meeting agreed to set up 2

sub-committees the committee responsible for reviewing economic financial and social situations of

the country and the committee responsible for drafting the 4-Year Government Administrative Plan

The Public Sector Development Commission during the 7th meeting of 2004 on 27 July 2004 considered the process and plan to set up the 4-Year Government Administrative Plan based on the recommendations of the aforesaid involved agencies and agreed to issue the Prime Ministerrsquos Office Regulation on 4-Year Government Administrative Plan with the content of roles duties and processes needed to further proceed During the meeting on 26 October 2004 the cabinet approved the issuance of the Prime Ministerrsquos Office Regulation on 4-Year Government Administrative Plan as suggested by the PDC Consequently it will be used as guideline for new cabinet to replace the current one (lasting February 2005) This regulation set details regarding process and timeline in formulating the Plan so that everyone involved will acknowledge and plan ahead This regulation is announced in the Gazette general announcement No 121 Special Section 141 ngor dated December 30 2004 which is effective the following date Moreover the cabinet resolution on 12 April 2005 approved 4-Year Government Administrative Plan BE 2548-2551 and announced it in the Gazette No 122 Special Section 34 ngor dated 12 April 2005 and required every governmental agency to use the 4-Year Government Administrative Plan as a guideline in framing its 4-Year Plan Deputy Prime Ministers were henceforth assigned to monitor different Agenda of the Country The Implementation after the Announcement of the Prime Ministerrsquos Office Regulation on 4-Year Government Administrative Plan

Several actions have been implemented as follows Collection of useful information related to the formulation of the 4-Year Government Administrative Plan The committee on useful information collection set up in accordance with the stated Prime Ministerrsquos Office Regulation chaired by the Secretary-General to the Cabinet is responsible for collecting information regarding performance of every governmental agency and other useful information significant to draft Government Policy to be stated to the Congress This committee called on a

meeting on 14 January 2005 at Radisson Hotel to clarify the preparation of formulating the 4-Year Government Administrative Plan Every agency was asked to submit its past performance based on the guideline and monitoring template to be used in formulating the 4-Year Government Administrative Plan - Workshop for formulating the 4-Year Government Administrative Plan To ensure the completeness and the flawlessness of the 4-Year Government Administrative Plan a workshop was set up on 26-27 March 2005 at the Government House The participants included cabinet members Head of governmental agencies and all provincial governors The purpose of this workshop was to brainstorm suggestions and comments regarding Government 9 Agendas and to assign the hosts to take accountability in different agendas - Formulating the 4-Year Government Administrative Plan After the workshop for drafting the Plan every governmental agency was required to review and revise the Plan to ensure the correctness and completeness of the Plan before presenting for the Prime Ministerrsquos approval and then after presenting to the cabinet on 12 April 2005 Currently the Plan has been announced in the Gazette No 122 special section 34 ngor dated 12 April 2005 and all agencies were required to formulate its 4-year plan based on the 4-Year Government Administrative Plan within the timeline set and in compliance with its Budget Plan The Implementation after the Announcement of the 4-Year Government Administrative Plan BE 2548 ndash 2551 According to the Prime Ministerrsquos Office Regulation on 4-Year Government Administrative Plan every governmental agency has to accomplish the formulation of its own 4-year plan within 60 days The actions have been taken as follows The committee on drafting the 4-Year Government Administrative Plan consisting of the Secretariat of the Cabinet NESDB Bureau of the Budget the Secretariat of the Prime Minister OPDC and Office of the National Security Council called on a meeting on April 2005 at Miracle Grand Hotel Viphavadi Rang-sit Rd Bangkok in order to clarify all governmental agencies of how to translate 4-Year Government Administrative Plan into 4-Year Operational Plans Deputy Prime Ministers and Minister attached to the Prime Ministerrsquos Office assigned the following agencies to act as secretariats to support Deputy Prime Ministers who acted as heads of each Agenda

Government Policy Deputy Prime Minister as Hosts Secretariat Offices

1 Poverty Eradication Policy DPM Chitchai Vannasathit Office of the Narcotic Control Broad

2 Human Development Policy and

Quality of Life DPM Chaturont Chaisang National Economics and Social

Development Board (NESDB) 3 Economic Restructuring Policy to

Create Equilibrium and Competitive DPM Somkid Jatusripitak National Economics and Social

Development Board (NESDB)

4 National Resources and

Environmental Policy DPM Pinit Jarusombut Ministry of Natural Resources and

Environment

5 Foreign Policy and International DPM Surakiat Sathianthai Ministry of Foreign Affairs and

Economic Policy Ministry of Commerce

6 Policy on the Development of the

Legal System and Good Governance DPM Wissanu Krea-ngam Office of the Public Sector

Development Commission

7 Policy to Promote Democracy and

Civil Society Process Minister Suranand Vejjajiva The Secretariat of the Prime Minister

8 National Security Policy DPM Chitchai Vannasathit Office of the National Security

Council

These secretariat offices will coordinate and stimulate other agencies involved in performing the success of each agenda to translate 4-Year Government Administrative Plan into 4-year agency plan and to analyze the linkage and the correctness of these plans with central agencies before presenting to the assigned Deputy Prime Ministers in charge and later to the cabinet on 7 June 2005 OPDC conducted a meeting of each agendarsquos secretariat on 16 May 2005 at Conference Room Level 5 OPDC building in order to confirm the understandings of how to analyze and review Agenciesrsquo 4 Year Plan between the Committee on Formulating the 4-Year Government Plan and the Secretariat of each agenda before presenting to the cabinet On 7 June 2005 at the Government House governmental agencies presented its 4-year plans to the cabinet to consider the following issues

- the overall picture of how to translate 4-Year Government Administrative Plan into 4-Year

Operational Plan of each agenda

- 4-year Plans of each Ministry and Provincial Cluster

The cabinet during the meeting on 7 June 2005 approved and agreed on the principles of 4-Year

Operational Plan of all ministries and provincial clusters and assigned Minister in charge and Head of

agencies to review the appropriate budget as well as assigned Minister attached to the Prime

Ministerrsquos Office (Mr Suranand Vejjajiva) NESDB Bureau of the Budget and OPDC to further

review the overall process to ensure the integration policy and to present to the cabinet for further

consideration

82 Performance Agreement and Incentives for promoting Good Governance Scheme

The Cabinet has approved the principles and detailed guidelines of providing incentives to promote

Good Governance as a means to drive the performance of the public sector towards the intention of

Section 31 of Public Administration Act (no 5) BE 2546 recommended by the PDC on 30

September 2003 with the following details

Principles Guidelines of providing incentives to promote Good Governance in the Public Sector needs

to comply with the Economic and Social Agenda of the Country and the demands of organizations and

individuals Provided incentives must consist of various forms including monetary and non-monetary

incentives in order to encourage the effective and result-oriented performance leading to the success in

Public Sector Development objectives stated in Public Sector Development Strategies (BE 2546 ndash

2550) which are Developing Better Service Quality Rightsizing Workforce and Structure Leveraging

High Performance and Moving towards Open Bureaucracy

Guidelines Every departmental-level organization and province is required to enter the evaluation

scheme for incentives In the first year (2004) incentive schemes are divided into 3 groups as follows

Group 1 Requirement Group an agency in this group needs to perform in 5 key issues which are

budget reduction workforce reduction or appropriate workforce allocation service providing time

reduction service quality and one innovative issue

Group 2 Challenging Group an agency in this group needs to perform in 5 key issues similar to

Group 1 and more challenging issues which are 23 of innovative issues stated in the principles of the

Royal Decree BE 2546

Group 3 75 provinces and 10 pilot ministries every province except Bangkok and 10 pilot

ministries are required to formulate its own performance agreement and perform based on the

agreement stated which needs to be approved by the cabinet

Work Process There are 2 committees in the formulating process of performance agreement The

first committee is called the monitoring committee responsible for formulating frameworks of goal

negotiations the evaluation process and incentive allocation Its duties included a monitoring and

ensuring the standardized evaluation process as well as solving problems emerged regarding

formulating agreement and evaluation

Public Sector Development Commissioners function as committee members The second committee is

called the agreement negotiating committee appointed by the Chairman of the PDC Their

responsibilities included negotiating the goals set in the agreement key performance indicators

incentives request as well as evaluating the performance against what are indicated in the agreement

Incentive provided Incentives provided to governmental agencies are for example a portion of

budget saved annual bonus recognition legal flexibility also incentives for executives in the forms of

positive incentives like attending training courses promotion award recognition and the forms of

negative incentives such as demotion and replacement by others

Past Performance

The implementation of incentive scheme to promote good governance has been started since Fiscal

Year 2004 Later in Fiscal Year 2005 there were 279 governmental agencies and provinces entering

the scheme increasing from 238 agencies in the previous year In Fiscal Year 2006 it is likely that the

number of agencies would be increased to 319

OPDC required all agencies to formulate their own strategic plan to negotiate their own key

performance indicators in accordance with their strategic goals and to formulate Performance

Agreement as well as to monitor and provide performance reports of 6 months 9 months and 12

months The evaluation of performance agreement was based on 4 perspective framework of

evaluation Perspective 1 Effectiveness of Strategy Implementation Perspective 2 Quality of Service

Delivery Perspective 3 Efficiency of work performance and Perspective 4 Organizational

Development

As for the 6 months 9 months and 12 months monitoring reports OPDC has set guidelines for all governmental agencies and provinces to assess their own performance and fill in the Self-Assessment Report or SAR Card Moreover the public will evaluate the performance of perspective 2 Quality of Service Delivery In so doing OPDC hired independent assessors to conduct public opinion survey In addition information has been obtained from key collectors For example information on GPP information on tourism information regarding OTOP information on job vacancy and border trade information etc

Furthermore the cabinet approved the results of all agencies and provincesrsquo performance evaluation as well as the principles guidelines and allocation of incentives presented by the PSDC on 28 December 2004 and 8 February 2005 The evaluation process of Fiscal Year 2004 has been completed in 28 August 2005 This is because it required more time to collect massive and complicated baseline data and verify the correctness of data received

Based on the results of evaluating performance agreement OPDC has performed the following 1) promoted monetary incentives by allocating annual bonus of fiscal year 2004 totaling 5550 million Baht to 162 governmental departments and 75 provinces with the total score above 30 points (from the 5 points scale) OPDC has set up principle for common distribution and let the departments and provinces allocate theirs gain to their individuals This as a matter of fact is specific to any one agency or province However such allocation needs to be transparent and related to the principles set by the OPDC and the criteria must be submitted to OPDC as well 2) Provide top-up performance bonus to the executives which is in line with the cabinet resolution on 9 March 2004 regarding guidelines goals measures and details of remuneration revision of government officials that OPDC prescribed In fiscal year 2004 the total budget for this sum of bonus is 195 million Baht This money is allocated to everyone positioning between high-level executive (level 11) and middle-level executive (level 8) which are the following positions Permanent Secretary Deputy Permanent Secretary Director General Provincial Governors Rectors Deputy Rector Deputy Provincial Governors and Bureau and Division Directors Moreover this top-up bonus was allocated to the executives for the consecutive 6 months in fiscal year 2004 and in fiscal year 2005 it will be divided twice 6 months each 3) Provide governmental agencies and provinces with good performance in Information Technology Development and Knowledge Management with award recognitions The Better Service for the Happiness of the Citizen event was held on 9 May 2005 at Navy Conference Center to reward the best performers Deputy Prime Minister Wissanu Krea-ngam chaired the event Agencies that performed well in knowledge management are the OPDC NESDB and Internal Trade Department The provinces that received compliment award on IT development are Khon Kaen Chiang Rai and Nakorn Ratchasima provinces

4) Offer special awards study visit in foreign countries for outstanding executives whose performance met the OPDC and OCSC standards 5) Cooperate with the Comptroller Department to set up principles that governmental agencies could use saved budget for their personnel development without submitting request for approval to the Bureau of the Budget This is as a matter of fact in line with the cabinet resolution on 8 February 2005 83 Framework for work improvement and performance evaluation for APO The cabinet resolution on 30 September 2003 approved the principles and guidelines for incentives to promote good governance as well as the Royal Decree on the Principles and Guidelines for Good Governance BE 2546 Section 53 encouraged the implementation of such principles in the APO The resolution empowered the OPDC to monitor the compliance of the Decree of all APOs and reported directly to the Ministers in charge Moreover Section 42 of APO Establishment Act BE 2542 stated that APO obtains freedom in management towards clear objectives under appropriate supervision As such APO was required to undergo performance evaluation framework set up by the Cabinet unless otherwise stated in the Royal Decree OPDC presented the framework for work improvement and performance evaluation for APO to the cabinet during the meeting on 7 September 2004 thenafter the cabinet approved the proposal The OPDC hence published Guidelines for Work Improvement and Performance Evaluation in accordance with the Royal Decree on Good Governance for APOs and Guidelines for Formulating Performance

Agreement and Evaluation System for APOs In addition the OPDC held a workshop on Improving APOrsquos Management System on 19-21 November 2004 Participants included CEOs Directors Executives of the APO and PSD sub-committee on APO The meeting objectives were to increase understanding among APOs on principles of good governance and the formulation of performance agreements and evaluation process to brainstorm ideas and comments for better Guidelines for Work Improvement and Performance Evaluation and Guidelines for Formulating Performance Agreement and Evaluation System for APOs On August 10 2005 the OPDC held a performance agreement signing ceremony for the APOs under the supervision of the Ministry of Energy It was the first time of such ceremony leading to a pilot project of APOs evaluation project Later on 17 August 2005 Ban Paew Hospital was the second APO to sign such Agreement 84 Development of performance management and scorecard of provincial clusters provinces governmental agencies and individuals Public Sector Development Strategy (BE 2546 -1550) set up certain conditions for governmental agencies in implementing the Result-based management system and defining concrete Key Performance Indicators cascading down to individual levels It also required every province to be high-competent organizations taking strong lead in translating Government Agendas and Policies into result-oriented practices as well as to be capable of improving its management system in a form of strategic management focusing on area-based mission-based and people participatory administration Moreover every province needs to set up its capacity-building system and performance evaluation system in order to gain a better and improved management as well as to evaluate performance of service providing agencies in the area OPDC consequently develop and set up evaluation system for Provincial Cluster Provinces Government Units and Individuals This is for establishing the Regional Performance Evaluation system of which the results can be measured from every level Provincial Clusters Provinces Governmental Units and Individuals resulting in a systematic tool for monitoring performance evaluation of every regional unit

During Phase I of this project OPDC together with its consultant from Chulalongkorn University and Prathum Thani Province developed and set up a system for the Upper Central Regional Clusters Prathum Thani Province and individual level posted in the Rural Development Office in Prathum Thani province The workshop was held to confirm the vision strategic issues strategy maps objectives and key performance indicators of the Cluster Province and Unit levels so that their goals are linked In addition another workshop was set up for individuals to develop performance indicators of each job field which can be linked to the organizationrsquos goals and assigned duties

After the system was completely established project summary was presented to the Provincersquos executives and officials on 12 November 2004 Additional meeting was as well organized on 1 December 2004 to share knowledge on techniques of cascading down evaluation system The participants of this meeting were OPDC officials who functioned as consultants Furthermore projectrsquos report as completed and a guideline on cascading down evaluation system in Prathum Thani province was published as a tool for monitoring performance of other provinces As for Phase II the system will be expanded to other 24 governmental units of Prathum Thani

province The steps taken were 1 Individual key performance indicators were set for individuals in 8 governmental units of Group I The evaluation process in the unit and individual levels were started in 10 units of Group II 2 Unit level performance evaluation system was set up in 6 regional governmental units including Transportation Office Public Relations Office Finance Office Work Employment Office Social Welfare Office and Labour Office

9 e-Government

Modernizing the public sector by applying IT in improving work efficiency and expediting public services is a means to leverage quality of public service delivery It is therefore necessary to fully implement the e-government system with the bottom line of citizen-centered service delivery all-the-time and non-holiday servicesE-Government system can be divided into 4 major categories e-Commerce e-Industry e-Education and e-Society Coordination among various governmental agencies and related private agencies under the technical supervision of the Ministry of Information Communication and Technology (ICT) is a must while OPDC functions as a key supporter as stated in the Public Sector Development Strategic Plan (BE 2546- 2550) With the aforesaid reason OPDC then set up a committee called PSD sub-committee on e-government development to expedite the success of service quality This committee is in charge of promoting supporting and coordinating the implementation of e-government in accordance with the Government policy Its missions include the formulation of overall framework of e-government development in the public sector which should be in line with the Public Administration Act (No 5) BE 2545 and the Royal Decree on Good Governance Promotion BE 2546 as well as to facilitation of the ease of intergovernmental implementation in terms of applying IT in the public sector HR system work process and law improvement This is to ensure the ease of service providing to the business sector and the citizens and to widely exchange inter-agency information Moreover the committee is responsible for monitoring the progress of work achieved to ensure the success of the assignment

Guidelines are set as framework for using IT in improving public service efficiency which can be categorized into 3 perspectives as follows Perspective 1 Development of integrated e-government system consisting of 5 layers Layer 1 setting up Telecom Network to link with other agenciesrsquo network Layer 2 setting up standards and channels of telecom network to fully link with other agencies for example standards of information transfer Layer 3 setting up central information which can be used by various organizations for example HR data Legal entities data location data as well as personnel authentication data Layer 4 setting up of applied programs for analyzing sharing and cross-agency transferring information Layer 5 building capacity of information technology integration among various governmental agencies for the benefits of service providing in forms of e-citizen or one-stop service Perspective 2 Missions of IT in supporting 3 Urgent Strategic Plans for Public Sector Development out of 7 Strategies

Strategy 1 Reengineering the work process

Strategy 3 Reforming financial and budgetary systems Strategy 6 Modernizing the public sector through e-government system development

Perspective 3 Roles of Agencies in IT development can be grouped as follows

Key Agency an agency who holds full accountability in the success of strategy deployment and who is in charge of completing the key performance indicators Currently there are 38 key agencies Coordinating Agency an agency who works closely with key agency who gives advice and comments in improving the mission assigned who deploys such mission and who coordinates and participates in the work of key agencies Currently every governmental agencies functions as relating agency Supporting Agency an agency who provides specific and technical supports At present there are 30 agencies Advising Agency an agency who has caliber in specific expertise for example management and IT Now there are 9 agencies The cabinet on 22 June 2004 approved the aforesaid frameworks and roles of agencies in deploying IT for an efficient public sector development and agreed on the comments of NESDB and the Bureau of the Budget which are to set up a central agency to play a key driver in supervising and monitoring for concrete outputs and in linking all information for the utmost benefits later on In accordance with the cabinetrsquos approval OPDC conducted a study on back office system since it is a critical success factor for the success of e-government system Effective back office system is required to support the use of IT system in leveraging the quality of public service delivery More demanding use of IT standardized system and acceptance of agencies in sharing information are expected This is why framework for back office system development in key agencies is a must Such framework can be divided into 7 stages as follows 1Draft roles and capacities of each back office system by taking into consideration the Government Policy Agenda and Top Management View

2Hold a meeting among stakeholders coordinating and supporting agencies to brainstorm the needs of having different system and the complete functions of the system 3Analyze critical success factors of back office system to meet demands and needs of various agencies 4Conduct survey of back office systems currently used in public sector and evaluate their potentials whether they can be integrated and interfaced with to-be-developed system or not 5Have MOUs signed among key coordinating supporting agencies and other stakeholders to create sense of involvement commitment and ownership in developing such back office system 6Design the system by taking account of future IT trends and changes as well as the stability security and maintenance of the system so that it creates better change for the agency such as reduction of time and work process 7Develop flow chart of back office system to show its relationship with other units other business process and other required data in different data modeling Critical success factors of the completion of 7 stages mentioned above can be identified as follows 1The government must announce the implementation of related law and regulations especially 4 laws which are still in the cabinetrsquos consideration to encourage the efficiency of deploying IT in the pubic sector

2Information and Communication Technology Ministry must encourage key agencies in developing the Back Office System Actions to-be-taken include - Playing a host role in developing IT standards and encouraging the use of set standards as well as giving technical advice to others agencies - Coordinating the use of resources pool especially telecommunication network which can be securely shared - Establishing capacity-building scheme for IT personnel in the public sector and equip them with modern technology so that they have potentials to consult other agencies and design the holistic e-government system - Encouraging the enactment of laws related to IT - Supporting the development and usage of domestic software 3Key agencies must be assigned to hold full accountability and give importance to the standards of their Back Office System so that other agencies can accept and use the system 4The government must drive the use of sharing and integrated information such as GIS system HR system etc and encourage such IT deployment to be one performance indicator co-signed by Minister and Prime Minister and between Minister and the Permanent Secretary OPDC presented the framework of Back Office Development system of key agencies to the cabinet During the meeting on 12 July 2005 the cabinet approved and assigned related agencies to take into account the comment of Steering Committee Group 62 The comments require that extra processes must not be created and piloting should be implemented in prompt agencies so that business process can be revised for a better application resulting in an increase in efficiency a reduction of work process and a solution for further improvement As for networking development among related agencies Ministry of ICT is assigned in coordination with OPDC to monitor give advice and evaluate the IT personnel capacity-building so that the organizational culture of systematic IT personnel development is created In accordance with the aforesaid cabinet resolution OPDC will progress toward the following matters

hold a seminar regarding Back Office System Development of pilot agencies create networking with the Ministry of ICT

10 The Government Fiscal Management Information System (GFMIS)

Government Fiscal Management Information System (GFMIS) is the modern management system which is used to change Government fiscal management system by applying Information technology The System modifies and integrates the business process with management in budgeting accounting procurement imbursement and personnel management OPDC is a pilot organization to utilize GFMIS as from October 1 2004 GFMIS consists of 8 procedure as follows 1 Planning and budgeting system It is a tool for making budget in each step of achievement-based budget 2 Budgeting monitor system It is a tool for comparing used budget to target productivity on monthly and quarterly basis in order to be used in analyzing cost and expense especially expenses on human

resources 3 e-Payment management It is linked with payment system of Krung Thai Bank so government agencies have no need to have advanced payment kept in the account It help increase efficiency and expedite payment transfer money to contract partner faster Nest requisition for payment will be made online information for the executive to monitor payment whether it is carried out in consistent with target or not Information provided is Online Real-Time as soon as transaction is recorded It is used to analyze inspect monitor and investigate utilization of budgeting in detail 4 Government Fiscal an accrual basis system It collects information and prepares financial statements of all government agencies and state enterprises 5 Purchasing system for fixed assets It is linked with budgetary system and financial accounting 6 Information system to monitor and investigate It is used to control monitor utilization of budget of government agencies Official in charge and browse information and benefit system

7 Online Real-Time Information This is the highlight that executives can browse information on financial and fiscal management of the country Authorities to browse information vary with level and position of the users

Government Fiscal Management Information System is modern and efficient by application of modern Information Technology in order to change platform of work from paper to computer and electronic system Additionally GFMIS enables executive to monitor and investigate utilization of budget consistency with national strategy because it provides Online Real-Time information It can be used to compare and create warning system for CEO and CFO to have more efficient financial and fiscal management

Top uarr

IV Open Bureaucracy

1 Participatory Public Administration

2 Peoplersquos Audit

Participatory Public Administration is new to many countries including Thailand which stems its public service from a central command paradigm However with the open door policy to involve those related and the other sectors it will pave way to a better quality service and it will be a big leap to the development of the civil service system Participatory management by definition is an administration whereby government officials allow those involved to participate in the decision making process both directly and indirectly The primary aim of this deed is to serve the real needs of the citizens In practice direct involvement can be done through referendum or public hearing while indirect participation can be done through various networks such as the citizen network academician group representatives from the private sector mass media and other social or benefit groups

During the previous years OPDC has supported the development of participatory public administration through

Members of ldquoTogetherness with the Thai Civil Service System Developmentrdquo

OPDC invited those interested in the development of the civil service system to participate in the public sector performance ranging from the intake of information proposing opinions and ideas on the civil service system development Citizens at large can apply for membership and receive related documents data additionally they will have an opportunity to join seminars and trainings or activities organized to promote participations Those interested can apply directly at OPDC or through wwwopdcgoth At present there are 2900 members applied through this website

A network on the follow up of civil service system development

OPDC in cooperation with the Center for Public Benefits and Civil Society NIDA has allowed for participation of the citizens in the civil service system development by joining force of versatile network ie the citizens at large government officials academicians businessmen media private sector development organizations etc to follow up the development of the civil service system and to send signal or to obtain feedbacks from the citizens Several activities were supported for the development of the regional public sector such as the citizen Call Centers Public Seminar Platforms

Community Radio Stations Citizen Council Websites or venues for citizens to meet with government officials There are networks in the five regional areas of Thailand namely Bangkok and its peripheral Chonburi in the Ease Northeast at Udonthani North at Pitsanulok and South at Surathani Songkhla Chumporn and Krabi These networks will follow up on the activities concerning civil service system development Examples are the Study of Education Reform Ideal Education Unethical Conducts of duties of the policemen or Ethics and Responsibilities of doctors and nurses and also Quality of Hospital services Some networks also act as activators to other groups of related concerns Though initiation has already been accomplished several activities are continuous and OPDC will link all these networks for the benefits of the public sector development to open channels for feedbacks and reflections of the society towards the civil service system and its development Public Participation Training Program for Practitioners in the Thai Public Sector A program was proposed to ASEM Trust Fund II for support on training to promote participation of the citizens in the public sector affairs and also for curriculum development of training programs to promote knowledge and understanding of the government officials all over the country on participation Training specialists were brought in to develop curriculum and to train through the use of English as a medium The objectives were set as follows 1 to organize three certified courses on Public Participation of the citizens aiming at OPDC civil servants government officials from other organizations and members of the networks related to the promotion of participation of the citizens 2 to study the principles and methods of the curricula from the International Association for Public Participation (IAP 2) and to further develop curricula appropriate with the Thai setting 3 to provide for arena of opinions and recommendations of experts for the development of courses on public participation in the Thai public sector

OPDC has so far organized 3 related courses Between 28 and 29 July 2005 from 800 ndash 1730 at Amari Watergate Hotel Course I Planning for Effective Public Participation a two day course which provided an introduction to the foundation of effective public participation program The course was to introduce the concept (IAP 2rsquos Public Participation Spectrum) and the core value of public participation developed by IAP2 Between 31 July and 4 August 2005 from 800 ndash 1730 at Sofitel Hotel Huahin Course II Effective Communication for Public Participation a one-day course which offers an overview of communication skills used by public participation practitioners Course III Techniques for Public Participation a two-day program which provides an introduction to a range of practical tools and techniques used at all five levels of the IAPrsquos Public Participation Spectrum The instructors of these courses were Dr Martin Rozelle a former IAP 2 Chairman and a co-designer of different IAP 2 Courses and Mr Douglas J Sarno another designer and developer of IAP 2 Certificate Training Program Both of them are Master Trainer of the International Association for Public Participation

Key activities emphasized the development of knowledge and skills on training for OPDC civil servants and others working on the promotion of public participation As such OPDC selected 17 participants from the eligible trainees who had already passed the Public Participation Training Program for Practitioners in the Thai Public Sector together with 8 OPDC civil servants All together

25 participants have passed the evaluation of being instructorstrainers and received certificates from the international Association for Public Participation They would later on use the trained knowledge and skills in their training delivery Besides OPDC will improve the courses according to feedbacks received from the participants

A Project on Participative Management Promotion Participation will enable all involved namely the public sector NGO private sector and the citizens to feel that they are parts of the public service system Consequently there will be more cooperation since each is the key component of the public system development despite their differences of thoughts goals and work process Their strengths and weaknesses together with different restrictions can be useful when they cooperate

To promote such participation from all sectors in the development of the public service system OPDC believes that a linkage and maintaining of the existing relationship together with multiplying new networks must be encouraged There needs to be more activities ranging from public hearing and synthesis of proposals on the public sector development Focus Group a seminar among those involved public sector private sector citizens and the media were organized Also other participative researches and exchange of versatile experience will lead to more participative management Since September 2005 OPDC has organized public hearing sessions from networks all over the country The pilot project started in the North (Chiangmai) to promote participation of the public sector development at a provincial level Those involved were government officials academicians university lecturers the provincial Chamber of Commerce the Provincial Industrial Council Business Associations NGOs the Press and members of the civil service system networks all over the country After opinions and suggestions hearing of the Northern region next moves will be in the South (Songkhla) Northeast (Konkaen) and Central (Bangkok)

The leverage of the public sector and local government service through the Project Peoplersquos Audit for Thailand

OPDC in cooperation with King Prajadhipokrsquos Institute and the United Nations for Development Programmes (UNDP) has undertaken a project on the leverage of the Public Sector and Local

Government Service through Peoplersquos Audit for Thailand (PATH program) Key emphasis is based on the awareness that peoplersquos participation in public service will bring about understanding satisfaction real needs and partnership building entailing trust efficiency and effectiveness in line with actual needs of people

The project started with a study of experiences from other countries and then a guideline for Thailand was further developed Networking establishment to up-level public service of the government sector and local government in Thailand was accomplished with King Prajadhipokrsquos Instituite acting as secretariat of the networks Components are from representatives of various organization citizens public sector NGO and academic institutes Their roles encompassed the founding of a task force which would build up curriculum and manual about PATH train instructors and trainers to further systematically train people to help up-level public service standards in the local areas and other areas which was ready Emphasis is a practical and tangible problem solving policies such as public health social welfare and community development

Major areas of the curriculum are a proposal for practical performance instructors training assigning counselors all over the areas The curriculum was pilot tested in December 2004 at Pitsanulok Province and further development was done for future roll out implementation Later on between March and May 2005 different provinces volunteered to pilot namely Petburi Songkhla Chiangrai Sakonnakorn and Mahasarakam The project is now at the evaluation step whereby the pilot provinces are evaluated for further roll-out all over the regions

Top uarr

Source httpwwwopdcgothenglishmaincontent_viewphpcat_id=2 Accessed on 19 March 2001

I Better Service Quality

Service Standard Developing the quality of Public Administration

Work Process Redesign Work Process Reduction and Improvement of Service Quality

Deregulation The Drafting of Prime Ministerrsquos Office Regulation on Devolution of Authority

BE 2546

e-services

Call Center 1111

Service Link (Integrate Custums Solutions)

1 Service Standard Developing the quality of Public Administration

The OPDC initiated the leverage of public administration quality in accordance with the Royal Decree on Good Governance BE 2546 A research study on quality of the public sector management was done and criteria for quality measurement were set as a Public Sector Management Quality Award PMQA a tool to increase performance and a guideline for self assessment in 7 categories

- Leadership

- Strategic planning

- Stakeholders and customersrsquo importance

- Measurement evaluation and knowledge management

- Human resource management

- Process management

- Result based management

Public Sector Development Sub-commission on Good governance Promotion approved the principle of public sector management quality as proposed by the OPDC In the Fiscal year 2005 as a preparation for the future implementation its principle has been applied to chosen government agencies as pilot project for further development and the committee agreed to endow the Public Sector Management Quality Award to the public organizations that meet the criteria

Less than 30 750

30-50 2706

More than 50 2215

Total 5671

Authority BE 2546

4 e-serrvices

information

5 Call Center 1111

Top uarr

II Rightsizing

Agencification

Concept

Implementation

and Human Security

Cooperatives

Environment

Ministry of Culture

Technology

Ministry Industry

Concept

Implementation

framework as

Security

Defence

Communication

Education

Energy

Concept

Implementation

in such areas

administration

Provincial Clusters

strategies

2Agencification

Concept

general public

Implementation

January 2005

Concept

public service

Implementation

Concept

Implementation

Top uarr

Change Management

Remuneration Scheme

e-government

1 Change Managemen

provinces

the public

desired results

READYrdquo

I = Integrity

A = Active

M = Moral

R = Relevant

E = Efficient

A = Accountability

Y = Yield

Click to enlarge

Environment

Council

consideration

Past Performance

Development

9 e-Government

Top uarr

IV Open Bureaucracy

Top uarr

Less than 30 750

30-50 2706

More than 50 2215

Total 5671

Authority BE 2546

4 e-serrvices

information

5 Call Center 1111

Top uarr

II Rightsizing

Agencification

Concept

Implementation

and Human Security

Cooperatives

Environment

Ministry of Culture

Technology

Ministry Industry

Concept

Implementation

framework as

Security

Defence

Communication

Education

Energy

Concept

Implementation

in such areas

administration

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January 2005

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Documents

Public Sector Reform Initiatives - United Nationsunpan1.un.org/intradoc/groups/public/documents/... · done and criteria for quality measurement were set as a Public Sector Management