2-43

The Thai Public Sector Development Strategic Plan (2008 – 2012) seeks to

Strengthen the capacity of the public sector in 4 challenging dimensions: adaptability to

change; high performance organization; merit-based principles; and participatory governance. To

move the Thai Public Sector forward in each of these dimensions, the Office of the Public

Development Commission has undertaken a number of activities, described below.

2.2.1 Improvement of Service Quality

In 2008, the OPDC encouraged and supported government agencies in improving the quality

and effectiveness of their services through several means:

1. Delegation of Authority: In accordance with the Royal Decree on Delegation of Power of

2007, those in positions of authority must abide by laws, regulations, and other legal directives in the

delegation of their respective authority to others in order to: better facilitate the interests and needs

of the people; enhance effectiveness and efficiency in providing services; ensure the proper

delegation of decision making authority and accountability; and reduce time and processes in the

exercise of power.

2. Reduction of Time and Work Processes: In FY 2008, improvement in work processes and

reduction of time expended were specified as key performance indicators of all government agencies,

which were required to specify their core work processes and to standardize service times for their

completion.

The Cabinet Resolution of May 19, 2003 specified that time and steps in all work processes

were to be reduced by 30-50% by FY 2007. In FY 2008-2009, this performance indicator was

continued, with a focus on maintaining service times at the standardized levels. During FY 2003–

2008, an average of 66 agencies applied annually for Service Quality Improvement Awards, having

improved their procedures, reducing processing time in 1,259 work processes. In 2008, 47

government agencies applied for awards, and received recognition for improvement in 61 work

processes. (See Table 2-19).

3. Establishment of Service Links and Government Service Counters (GSCs):

A Cabinet resolution in 2006 induced relevant agencies to pilot Government Service

Counters (GSCs) and develop new service delivery models via mobile units. The OPDC has

maintained the establishment of Service Links and Government Service Counters as a performance

2.2 Implementation of the Thai Public Sector Development Plan

2-44

indicator for government agencies since then, and in FY 2008 all government agencies were expected

to meet basic standards in offering these approaches to service delivery. In 2008 - 2009 the evaluation

of performance focused on developing GSCs to sustain quality in the delivery of services. In 2008,

there were 102 Service Links and 17 GSCs; of these, 19 Service Links and 9 GSCs were certified, and

10 Service Links and 7 GSCs received Service Quality Improvement Awards.

Table 2-19: Government Agencies Improving their Services and

Applying for Service Improvement Awards during 2003-2008

4. E-services: e-Government services have been made available through the Public Sector

Information and Technology Networks System since 2007, to ensure that Thai citizens have faster

and more channels to access public services. The Network System connects 247 central government

agencies, 35 provinces, and 210 agencies, providing 14 e–services in 18 ministries and 75 provinces.

Services such as e-Citizen, e-Government, and One-Stop Services have been developed

from different channels of communication, for example, e-Revenue and e-Customs, etc. This new

service mode enables single-point access to services from various government agencies through the

Public Sector Service Center (e-citizen.go.th), bringing about easier, faster and cheaper transactions.

In addition, 20 ICT communities have been established to tackle ‘digital divide’ issues, to

provide improved access channels, and to serve as a knowledge center of local wisdom and

community information technology.

The Government Contact Center, GCC 1111 (www.1111.go.th) was initiated to provide fast,

convenient, 24-hour access to information, knowledge, and services, and to facilitate the verification

of personal information, including citizen registration, identification cards, military service registration,

passports, social security, etc. Citizens are also able to exercise their right to vote in elections, and

to report births and deaths from both within and outside Thailand.

www.khonthai.com provides a channel for studying project reports, viewing statistical data

and analyses, as well as for reviewing the outcomes of focus group discussions.

Agencies Processes Agencies Processes

2003 50 169 19 252004 48 285 7 162005 62 250 12 212006 68 250 7 112007 53 133 31 462008 69 172 47 61

Total 1,259 Total 180

Year Applicants Award Recipients

2-45

There are also several channels through which citizens can file complaints, report matters

of concern, and provide information on activities. These can be summarized as follows:

Government Contact Center: GCC 1111 http://www.1111.go.th/Default.aspx

Report drug-related matters http://dais.oncb.go.th/

Report on money laundering issues http://www.oag.go.th/Call/CallServlet

Report/ File complaints regarding Police Administration

http://www.police.go.th/cpl/cpl_ktr.html

File complaints to the Bangkok Municipality Administration: BMA 1555

http://www.bma.go.th/formmail/cgi-bin/formmail.html

Report on Customs Misconduct http://www.customs.go.th/feedback/feedback_center.jsp

Report/ File complaints to the Ministry of Interior

http://www.mahadthai.com/html/index.html

Provide information to the Police http://www.police.go.th/new/complant.php

Direct Call to the Minister of Interior http://www.mahadthai.com/html/index.html

File complaints/Provide information on health care products

http://www.fda.moph.go.th/prac/complain/complain.shtml

File complaints/ Provide information to the Metropolitan Police Command Center

http://www.police.go.th/cpl/cpl_n.html

Complaint Center of the Secretariat of the House of Representatives

http://www.parliament.go.th/help/index2.php

Complaint Center of the Ministry of Natural Resources and the Environment

http://petition.mnre.go.th/ePetition/web/index.jsp

Complaint Center of Ministry of Foreign Affairs http://www.mfa.go.th/web/2301.php

Bangkok Mass Transit Authority

http://www.bmta.co.th/thaiversion/subpages/feedback_thai.htm

Complaint Center of the Office of the National Counter-Corruption Commission

http://www.nccc.thaigov.net/nccc/call.php

5. International Recognition: The OPDC has encouraged the improvement of service quality

through a number of activities focusing on the international arena, including:

- a meeting co-organized with the Ministry of Finance, the Ministry of Commerce, and the

World Bank in 2008, on the “Improvement of Doing Business in Thailand”;

- a meeting organized for high level officials of relevant government organizations and

agencies regarding the improvement of doing business in Thailand;

2-46

- a meeting organized via teleconference from Washington D.C, U.S.A., on doing business

in 2009;

- encouragement of government agencies that have received the OPDC Service Quality

Improvement Awards to apply for United Nations Public Service Awards, so that

outstanding Thai examples of service quality improvement are showcased on the

international stage.

As the improvement of service quality has become embedded into the culture of Thai

government agencies, the number of agencies applying for Service Quality Improvement Awards

from the OPDC and Public Service Awards from the United Nations has increased. (See Table 2-20)

Table 2-20 Status of Applications to

the “United Nations Public Service Awards”

Government Agencies

Years 1st Round 2nd

Round 3rd Round

Final

Round

2007 7 3

-

-

2008 15 6 4 1*

2009 20 9 Waiting for

Results

-

*Yasothorn Hospital received a Finalist Award in the Category,

‘Improving the Delivery of Services’ from the United Nations

Officials of Yasothorn Hospital receive the United Nations Public Service Award in 2008,

in the category, “Improving the Delivery of Services” on June 23, 2008,

at the United Nations Headquarters in New York City, U.S.A

2-47

Table 2-21 Government Agencies applying for

a United Nations Public Service Award in 2009

The improvement of service quality in the public sector has brought about a greater

competitiveness of the country, as can be seen in the World Bank report comparing the ease of doing

business in different countries around the world through the measurement of regulations and their

enforcement in supporting the ease of doing business. Thailand’s rankings have improved since

2005. In 2008, Thailand ranked 15th out of 178 countries, the highest ranking it has achieved.

This improvement may be the result of cooperation in improving services and sharing

objectives among 47 public agencies with high quality service standards. The OPDC and the Ministry

of Commerce served as core agencies in establishing 9 work teams to effect improvements to meet

World Bank standards and measurements. (See Table 2-22)

Government Agencies applying for First

Round Competition

Agencies entering Second Round

Competition

Agencies entering Third

Round Competition

1. Department of Consular Affairs

2. Department of Provincial Administration

3. Department of Land Transport

4. Cooperatives Auditing Department

5. The Office of the Insurance Commission

6. Office of Land Transport,

Nakornratchasima

7. Faculty of Medicine, Maharaj Hospital,

Chiang Mai University

8. Government Services Counter, Ministry of

Science and Technology

9. Government Services Counter,

Ubonratchatanee

10. Department of Export Promotion

11. Special Branch Police Command

12. Bukkalo Police Station

13. Pichit Hospital

14. Vachira Phuket Hospital

15. Loei Hospital

16. Laemsomthi Hospital, Lopburi

17. Khai Suranaree Hospital

18. Faculty of Political Science Library,

Chulalongkorn University

19. Ramkhamhang University

20. Government Services Counter,

Chiang Mai

1. Department of Consular Affairs

2. Department of Provincial Administration

3. Department of Land Transport

4. Cooperatives Auditing Department

5. The Office of the Insurance Commission

6. Office of Land Transport,

Nakornratchasima

7. Faculty of Medicine, Maharaj Hospital,

Chiang Mai University

8. Government Services Counter, Ministry

of Science and Technology

Waiting for results

2-48

Table 2-22 Working Teams on the World Bank’s Doing Business Measurements

Work Teams Key Agencies

1. Starting a business Department of Business

Development

2. Dealing with construction

permits

Bangkok Metropolitan

Administration

3. Employing workers Department of Labour Protection

and Welfare

4. Registering property Department of Land

5. Getting credit Fiscal Policy Office

6. Protecting Investors Securities and Exchange

Commission

7. Paying taxes The Revenue Department

8. Trading across borders Department of Customs

9. Enforcing contracts and closing a

business

Office of Judicial Affairs

2.2.2 Participatory Governance

The OPDC has developed various methods, models, mechanisms, and work processes to

promote participatory governance, a concept that allows the civic sector, the general public, and

other sectors to participate in administering the country. In 2008, a number of activities and projects

were implemented:

Improvement of public service delivery through citizen participation: To ensure that

local needs are truly met through a participatory approach in service delivery, this project was piloted

in 3 service units in Pathumthani Province: the Office of Land Transport; the Office of Employment;

and the Social Security Office.

Strengthening Citizen Networks: This activity, implemented in all 4 regions of the

country, was aimed at building capacities and strengthening people networks in governance, as well

as at improving the network management system. Project objectives also included the provision of

understanding and knowledge related to effective coordination with and participation by the public

sector that resulted in knowledge-sharing between citizens and public agencies.

Development of participatory governance models: This study sought to create

innovations in governance and to extend the scope of citizen participation at the ministerial,

2-49

departmental and provincial levels. Models of participatory governance at the ministerial and

provincial levels were studied.

Development of models of participatory governance at the ministerial level: This project

focused on developing models that would support inclusive policy making. An essential element was

the creation of understanding among ministry officials, the key players in changing policy-making

mechanisms and bringing about participatory governance. The study was conducted in cooperation

with Thammasat University; the pilot agencies were the Ministry of Public Health, the Ministry of

Social Development and Human Security and the Department of Public Relations. (See Figure 2-15)

Figure 2-15 Citizen Participation in Public Administration

5. Development of participatory governance models at the provincial level: This project was

aimed at creating an understanding of participatory governance among provincial government

officials and at strengthening citizen participation mechanisms at this level. The King Prajadhipok

Institute, along with all 75 provincial agencies, worked with the OPDC on this project. An Award for

Excellence in Participatory Governance was established to provide incentives for provincial agencies

to successfully meet the objective of community learning via citizen participation. Pichit and

Yasothorn provinces received first place Excellence Awards; Outstanding Awards were given to Khon

Kaen, Chainat, Chiang Rai, Tak, Nakornratchasima, Payao, Pattalung, Lampoon, Sakaew, Nongkhai,

Ang Thong, and Uttaradit provinces; and Good Awards winners were Nakorn Nayok, Nakornsawan,

Pang-nga, Sisaket, Samutsakorn, and Surin provinces. (See Figure 2-16)

2-50

Figure 2-16 Citizen Participation Approaches of Agencies Winning Excellence Awards

in Participatory Governance

In addition to the projects described above, in 2008, the OPDC also organized a number of

activities promoting citizen participation in governance, among them: the organization of dialogues

on the topic, ‘The Next Steps of the Thai Public Sector Development’; knowledge-sharing sessions on

Paradigm Shift, Work Process Improvement, and Governing by Networks; a seminar on the

Improvement of Public Management Quality; as well as a conference, ‘Public Sector Reform: What

Works and What Doesn’t’, held in cooperation with the World Bank.

2.2.3 Development of the Performance Agreement System and a Pilot of the Performance

Management System in Agencies within the Same Ministry.

The Cabinet Resolution of September 30, 2003 supported the development of performance

agreements in all central government agencies beginning in FY 2004 to enhance efficiency and high

performance in the Thai public sector. The performance evaluation framework of central and

provincial government agencies for FY 2008 consisted of measurements in 4 dimensions;

Effectiveness (45%), Quality of Service (20%), Efficiency (10%) and Organization Development

(25%). (See Figure 2-17). Measurements of the dimensions of ethics, the promotion of

5

34

โครงการ “อนรัุกษแหลงน้ําธรรมชาต ิ แบบมีสวนรวมบานโพนทัน ตําบลโพนทัน

เภอคําเข่ือนแกว ”

2-51

transparency and public participation, as well as the prevention and suppression of corruption, were

also included as performance indicators in the FY 2008 performance agreements.

A study conducted by the OPDC in 2008 resulted in the development of a performance

management model and guidelines piloted in selected agencies later that year. The pilot project

comprised the following:

1) Objectives of the pilot project were to develop a tailor-made performance evaluation

system and to create a sense of ownership in each ministry. Each of the pilot ministries was to craft

its own evaluation framework and means of measurement, discuss with intra-governmental agencies

the scope of the performance evaluation, ministry-wide targets, as well as evaluation methodology

and practices. The OPDC undertook monitoring and oversight, and at the end of 2008, audited the

processes.

2) The agencies selected to pilot the project consisted of three ministries and the 22

departments under their respective supervision: the Ministry of Finance and its 9 departments; the

Ministry of Energy and its 5 departments; and the Ministry of Industry and its 8 departments

Each pilot ministry, in accordance with OPDC guidelines, identified the performance evaluation

frameworks, determined agency-wide measurements, crafted performance agreements of each

department, monitored and evaluated performance, and allocated annual performance incentives.

Departmental agencies negotiated their targets and the measurements, and signed mutual

performance pacts. Self-assessments were conducted regularly and performance reported to the

ministry.

The OPDC provided guidelines and timelines; monitored implementation in the pilot

ministries, verifying information and overseeing the target negotiation process; and evaluated the

performance of the pilot agencies, both at the ministry and the cluster levels.

In addition, the OPDC provided consultation and guidance on project implementation;

organized workshops on the promotion of good governance for the pilot agencies; developed good

governance promotion manuals; verified information on performance; and reported results to the

Public Sector Development Commission and to the Cabinet.

3) Guiding Principles: The pilot ministries assumed full accountability for the entire process

of development of the performance agreement and evaluation system, which consisted of the

following steps: (See also Figure 2-18)

- Ministers of the pilot ministries appointed a Ministry Steering Committee and a Committee

for Intra-agency Target Negotiation. Performance system work teams were appointed by the

Permanent Secretary of each ministry.

2-52

Figure 2-17 : Alignment of Good Governance Principles and Performance Agreements

- Each Ministry Steering Committee developed a common performance evaluation framework

for the ministry departments, while the Target Negotiation Committees identified the performance

indicators, measurement basis and weights, and performance targets; and also monitored and evaluated

the achievement of targets for each department’s indicators every 6 months.

- The Ministry Work Teams analyzed the appropriateness of performance indicators,

targets and measurements, which led to a constructive negotiation process. The OPDC supported

pilot agencies with guidance and consulting teams to ensure that the performance agreements

actually reflected the achievement of the pilot ministries.

- At the end of the fiscal year, the Public Sector Monitoring and Evaluation Committee of

each ministry verified its organization’s annual report. Once the Public Sector Development

Commission approved the verification, annual performance incentives were allocated to each ministry

for distribution to the various departments based on the results achieved.

- The OPDC reported the outcome of the pilot project to the Public Sector Development

Commission and then to the Cabinet for further implementation in other ministries.

•อํานวยความสะดวกและตอบสนองความตองการของประชาชน

ประโยชนสุขของประชาชน

•ความโปรงใส

•การเปดใหประชาชนเขามามีสวนรวม

•ปองกันการทุจริตประพฤติมิชอบ

•ปรับปรุงระบบการทํางานใหทันสมัยและมีประสิทธิภาพ

•เสริมสรางขีดสมรรถนะ (เกง)และจริยธรรม (ดี)ของขาราชการ

การบริหารกิจการบานเมืองท่ีดีและกรอบการประเมินผลตามคํารับรองการปฏิบัติราชการ

Strategy Map / Balanced Scorecard

คํารับรองการปฏิบัติราชการของสวนราชการภายนอก

ภายใน

Financial Perspective ประสิทธิผล (ผลลัพธ)Financial Perspective Financial Perspective ประสิทธิผลประสิทธิผล ((ผลลัพธผลลัพธ))

ระดับความสําเร็จตามพันธกจิหรือภารกจิหลักของกรมระดับความสําเร็จตามพันธกจิหรือภารกจิหลักของกรม

Customer Perspective คุณภาพCustomer Perspective Customer Perspective คุณภาพคุณภาพระดับความพึงพอใจของผูรับบริการ/ ระดับความเชื่อม่ันของประชาชน

ระดับความพึงพอใจของผูรับบริการ/ ระดับความเชื่อม่ันของประชาชน

ความโปรงใสและปราศจากทุจริต

ประพฤติมิชอบในการปฏิบัติราชการ

ความโปรงใสและปราศจากทุจริต

ประพฤติมิชอบในการปฏิบัติราชการ

Internal Work Process Perspective ประสิทธิภาพ Internal Work Process Perspective Internal Work Process Perspective ประสิทธิภาพประสิทธิภาพ ระดับความสําเร็จในการปรับปรุงกระบวนงาน

ระดับความสําเร็จในการปรับปรุงกระบวนงาน

ประสิทธิภาพการบริหารการเบิกจายงบประมาณ

ประสิทธิภาพการบริหารการเบิกจายงบประมาณ

การประหยัดพลังงาน

การประหยัดพลังงาน

Learning and Growth Perspective พัฒนาองคการLearning and Growth Perspective Learning and Growth Perspective พัฒนาองคการพัฒนาองคการ

การพัฒนาทุนดานความรูและสารสนเทศการพัฒนาทุนดาน

ความรูและสารสนเทศการพัฒนาคุณภาพการจัดการองคการการพัฒนาคุณภาพการจัดการองคการ

ระดับความสําเร็จในการเปดใหประชาชนเขามามี

สวนรวม

ระดับความสําเร็จในการเปดใหประชาชนเขามามี

สวนรวม

ระดับความสําเร็จตามแผนปฏบิัติราชการของกระทรวง กลุมภารกจิ

และกรม

การพัฒนากฎหมาย

การพัฒนากฎหมาย

การพัฒนาทุนดานมนุษย

การพัฒนาทุนดานมนุษย

Strategy Map / Balanced Scorecard

กรอบคํารับรองการปฏิบัติราชการของสวนราชการ 2551ภายนอก

ภายใน

มิติดานประสิทธิผล 45%มิติดานประสิทธิผล 45%

ระดับความสําเร็จ ตามพันธกิจหรือ ภารกิจหลักของกรม

ระดับความสําเร็จ ตามพันธกิจหรือ ภารกิจหลักของกรม

มิติดานคุณภาพการใหบริการ 20%มิติดานคุณภาพการใหบริการ 20%

ระดับความ พึงพอใจของผูรับบริการ

ระดับความ พึงพอใจของผูรับบริการ

ความโปรงใส ในการปฏิบัติราชการ

ความโปรงใส ในการปฏิบัติราชการ

ระดับความสําเร็จการปรับปรุงกระบวนงาน

ระดับความสําเร็จการปรับปรุงกระบวนงาน

ประสิทธิภาพการบริหารการเบิกจายงบประมาณประสิทธิภาพการบริหารการเบิกจายงบประมาณ การประหยัด

พลังงานการประหยัดพลังงาน

ระดับความสําเร็จของการมีสวนรวมของประชาชน

ระดับความสําเร็จของการมีสวนรวมของประชาชน

ระดับความสําเร็จตามแผนปฏิบัติราชการของกระทรวง กลุมภารกิจ

และกรม

การพัฒนากฎหมาย

การพัฒนากฎหมาย

มิติดานประสิทธิภาพ 10%

มิติดานพัฒนาองคการ 25%

• การเปดเผยขอมลูขาวสาร

การพัฒนาคณุภาพการบริหารจัดการ (การจัดการความรู,ระบบสารสนเทศ,ระบบ

บริหารงานคคล ( HR Scorecard, Individual Scorecard ))

การพัฒนาคณุภาพการบริหารจัดการ (การจัดการความรู,ระบบสารสนเทศ,ระบบ

บริหารงานคคล ( HR Scorecard, Individual Scorecard ))

2-53

Figure 2–18: Processes of Performance Agreement and Evaluation Development

in Pilot Ministries

4) The Evaluation Framework of the pilot ministries consisted of the following dimensions:

Dimension 1: Effectiveness: focused on the end results to be delivered by the ministry.

Each ministry had to specify its strategic plan and targets, giving primary importance to the greatest

benefits to the public, to the needs and interests of the people, and to economic and social

prosperity.

Dimension 2: Quality of Service: focused on the findings that had to be taken into account

of citizen surveys on the quality of public sector service delivery. Each ministry had to improve the

quality of its services, emphasizing responsiveness to citizens’ interests, public participation,

prevention of corruption, and an increased level of transparency.

Dimension 3: Efficiency: focused on the standardization of process improvement. For

example, each ministry was expected to improve the efficiency of its budget management process,

reduce costs, and maximize the usage of energy.

ขัน้ตอนการดําเนินการตามระบบการจัดทําคํารับรองและการประเมินผลการปฏิบัติราชการตามคํารับรองระหวางสวนราชการระดับกระทรวงและสวนราชการระดับกรมในสังกัด

กระทรวงนํารอง

กระทรวง(นํารอง)

กรม

สํานักงาน ก.พ.ร.

•กําหนดยุทธศาสตรของกรม•เสนอ KPI ตามแผนยุทธศาสตรของกรม

กําหนดกรอบการประเมินของกรม ใหสอดคลองกับกรอบของสํานักงาน ก.พ.ร.•กรอบ 4 มิติ•ปฏิทิน•ขั้นตอน•แบบฟอรม

3

4

5 6 8

จัดทํารายละเอียดตัวช้ีวัด(KPI

Template)

10รายงานผล •กรอก e-SAR-Card รอบ 6, 9, 12 เดือน•สงรายงาน 6,12 เดือน

ตรวจสอบKPI

Template

ประเมนิผล•วิเคราะห SAR รอบ 6,12 เดือน•Site visit 6,12 เดือน•ประเมินผล 12เดือน

จัดสรรส่ิงจูงใจ• กําหนดหลกัเกณฑ และจัดสรรสิง่จูงใจใหสวนราชการระดับกรม

กําหนดกรอบการประเมินผลของกระทรวง

1

เตรียมการเจรจากับกรมวิเคราะหความเหมาะสมของ kpi , จัดทําเอกสารประกอบการเจรจา, แตงต้ัง กก.เจรจา

ผูบริหารของกรมลงนามคํารับรอง

กับกระทรวง

11 14 17

ปฏิบัติราชการตามคํารับรอง

12 13

สงผลคะแนนให ก.พ.ร.รับรอง

เจรจาขอตกลง และจัดทําคํารับรองฯ ระดับ

กระทรวง

2ติดตามประเมินผลรอบ 6,12 เดือนระดับกระทรวง

จัดสรรส่ิงจูงใจให ในระดับกระทรวง

15 16

คณะกรรม การเจรจาขอตกลงของ

กระทรวง เจรจา KPI, คา

เปาหมายและเกณฑการให

คะแนนกับผูบริหารกรม

ตรวจสอบความถูกตองของ คํารับรอง

9

จัดทําคํารับรอง

7

จัดสรรสิง่จูงใจใหแก

ขาราชการในสงักัด

18

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Dimension 4: Organization Development: focused on human resource development,

quality management, information technology management, and regulatory management. The

emphasis in this dimension was on internal development, which was the key enabling factor for the

achievement of ministry strategies.

Apart from Dimension 1, wherein each ministry had to measure its achievements against

its strategic plan, the pilot ministry and its agencies had to negotiate the proper measurements for

Dimensions 2, 3, and 4 as well.

Results of Pilot Implementation

• Results of the development of a performance management system in the pilot agencies can be

summarized as follows;

(1) Following the OPDC development guidelines, the Ministry of Finance, Ministry of

Energy and Ministry of Industry appointed relevant committees and work teams, negotiated

appropriate measurements, and signed performance agreements. The performance indicators

identified were the same as for other government agencies; i.e., level of citizen satisfaction,

efficiency in budget management; and quality improvement in public sector management. A 6-

month self-assessment was conducted in May 2008; 12-month self-assessment reports were to be

submitted in accordance with the timelines set by the ministry.

(2) The Ministry of Energy identified public sector management quality improvement as a

performance indicator at the ministerial level, and added a new indicator with a weight of 1%,

measuring the ‘increase in the number of Ministry proposals that were implemented’. This is in

accordance with the Cabinet Resolution of November 6, 2007.

• Findings and Recommendations

- Ministry Negotiation Committee members were careful not to create conflicts of interest

concerning their roles both as members of the committee and as ministry executives.

- Because the Work Teams play a significant role in moving the evaluation process

forward, it was important that team members studied and understood the guidelines for correct,

effective, and efficient implementation.

- Information-sharing sessions should be organized among the pilot ministries to share

guidelines and practices and provide mutual support in coping with problems that arise. The OPDC

should facilitate and coordinate with the 3 pilot ministries to ensure adherence to the same standards

in implementing the system.

• Next steps

- the 12-month assessments should be conducted and activities undertaken as given in the

timelines;

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- the scope of pilot implementation should be expanded to Social Sector ministries, for

example, the Ministry of Public Health, which has strong potential in developing strategic plans.

2.2.4 Public Sector Management Quality Award (PMQA)

Strategic Issue 3 of the current Thai Public Sector Strategic Plan (2008-2012) highlights the

‘high performance organization’ concept, targeting improvement in the quality of public sector

management by the year 2012, with all government agencies achieving an average of 80%

improvement in their management quality, in accordance with their organizational plan.

In order to achieve the goal set, in 2008, the OPDC crafted the ‘Basic Success Levels’, a

performance evaluation framework providing a step-by-step approach to improving management

quality for use by government agencies in assessing their organizations and drafting their

organizational plans. Once an agency meets the basic level requirements, it can set its organizational

development targets toward the Public Sector Management Quality Award, the standard for

international management quality improvement. (See Figure 2-19)

Figure 2-19 : Public Sector Management Quality Improvement Roadmaps

The Basic Levels Framework concretely indicates the level of quality improvement in

approach, deployment, and results in the management of government agencies:

- Approach (A): Systematic implementation exists, showing fundamentally required

activities of the process;

- Deployment (D): Implementation has begun in some, but not all, units;

PMQA

“รางวัลมุงม่ันพัฒนาองคการดีเดน หมวด ........”

เขาสูการสมัครขอรับรางวัล PMQA

10

80

100

หมวด 1 หมวด 2 หมวด 3 หมวด 4 หมวด 5 หมวด 6

203040

5060

708090

100

หมวด 7

“ รางวัลการพัฒนาองคการดีเดน”

ผานการรับรองเกณฑฯ

พัฒนาสูความโดดเดนรายหมวด

เกณฑคุณภาพการบริหารจัดการภาครัฐระดับพ้ืนฐาน(Fundamental Level)

Successful Level

รอยละของการผานเกณฑ

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- Result (R): Results of implementation have begun to appear.

In improving management quality, each agency has to implement its organization plan to

meet basic levels of success in six criteria: leadership; strategic planning; customer and market

focus; information and analysis; human resource focus; and process management.

The OPDC’s roadmap specifies a focus on 2 criteria per year, with all 6 criteria to be

completed by 2011. (See Figure 2-20)

Figure 2-20: Public Management Quality Improvement Roadmap for 2009-2011

Criteria:

1: Leadership

2: Strategic Planning

3: Customer and Market Focus

4: Information and Analysis

5: Human Resource Focus

6: Process Management

The Basic-Level Framework is thus a critical tool for government agency development

during 2009-2011, supporting development of high performance, visionary, and socially responsible

organizations as set out in the Strategic Plan of the Thai Public Sector (2008-2012). Moreover,

government agencies will focus on citizens and stakeholders, making their work processes more

adaptive. Their human resources will be encouraged to work towards continuous self-development,

initiative and learning; applying IT for logical decision-making and result-based performance.

2009 2011

Service agencies

Policy Agencies

Provincial Agencies Focus is on developing an information database to push strategies for efficient citizen-centered organizational development

1

Customer focus and emphasis on ensuring that staff are efficient and service-minded in their duties

Focus is on strategy development and implementation with systematic evaluation procedures

2010

3

5

6

2

4

1

2

4

6

3

5

1

4

2

3

5

6

Educational Institutions

Focus is on the setting of clear directions and development of human resources to emphasize learner-centered approaches

1

5

3

6

2

4

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2.2.5 Policy on Organizational Governance

In 2008, the OPDC conducted a study on Organizational Governance (OG) Policy for central

and provincial government agencies and public organizations. Guidelines were disseminated and

explained during a meeting organized to help executives understand the concept and formulate their

own OG policy as relevant, taking into consideration: 1) the country, the society and the

environment; 2) the customers and stakeholders; 3) the organization itself; and 4) its staff. The

guidelines enable agencies to then draft OG action plans and activities, and effectively monitor them

in relation to the 4 considerations. The OPDC plans to further develop and upgrade OG policy

development by initiating an OG Evaluation Framework, to ensure that government agencies have

appropriate implementation guidelines consistent with international standards. The Evaluation

Framework will also help concretely assess implementation, and government agencies will be able to

meet the objectives as stated in their OG policy.

At the same time, an evaluation of the OG policy formulated will be conducted for

interested organizations. The OPDC plans to organize a workshop for government agencies to

ensure that the OG concept and implementation guidelines are acknowledged and correctly

implemented in the coming years.

2.2.6 Development of Continual Knowledge and Innovation Creation in the Public Sector

To sustain public sector development, a number of activities should be undertaken on a

continual basis: reengineering work processes; developing the capacities of government officials to

enable them apply their knowledge for future public sector improvements; sharing knowledge and

practices among officials; and disseminating implementation guidelines and concepts relating to

organization management. The OPDC has organized various activities and channels to access

information and learning, including the following:

• Knowledge-sharing Forum: The OPDC has encouraged government officials to gain

knowledge and create innovations through knowledge management tools. The Forum was organized

as a stage for officials to exchange ideas, and to share and discuss best practices. Such dialogues

will lead to idea creation for future development of the organization and increased competition

towards the evolution as a learning organization. In 2007, three Knowledge-sharing Forums were

organized on the following topics:

- Shift of Paradigm, Culture and Values in the Public Sector

- Improvement of Service Delivery Processes

- Governing by Networks

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Approximately 600 people joined the 3 forums. A participant survey indicated satisfaction

with the overall organization of this approach to knowledge sharing. More than 70% of the

respondents suggested that the forum should be organized monthly, in Bangkok and in the

provinces, and that the number of participants be reduced to between 70-100 persons to encourage

participation in the sharing and dialogue sessions. It was also recommended that highlights of

successful cases be presented during the program.

Those who could not attend the Forum were able to access an online version on the OPDC

Website: www.opdc.go.th. In addition, the OPDC published proceedings of the forum for reference

of in the future development of government agencies.

• E-learning: The OPDC initiated a project to offer a mini-Master of Public Management

and a mini-Master of Business Administration in an e-learning format, and has collaborated with

several universities so that the graduates of these programs can continue their studies at the master

degree level without re-taking basic courses, thereby facilitating the self-development programs of

government officials. The partner institutions are: the National Institute of Development

Administration (NIDA); Rajamangala University of Technology of Thanyaburi; Rajamangala University

of Technology of Phra Nakhon; Suan Dusit Rajabhat University; Suan Sunandha Rajabhat University;

and Srinakharinwirote University. Academic memoranda of understanding will confirm the academic

cooperation and collaboration with these institutions at a later date.

In 2008, courses introducing new management tools and techniques were added to the

syllabus; for example, a course on High Performance Organizations. In addition, the international

standard SCORM (Sharable Content Object Reference Model) has been applied to the current e-

learning system.

2.2.7 Cooperation between the OECD Asian Center for Public Governance and the

OPDC

With an elected government in place in 2007, Thailand was able to work with the

Organization for Economic Cooperation and Development (OECD), an international organization

providing assistance to governments in tackling the economic, social and governance challenges of a

global economy. The OECD membership, comprised initially of European countries with developed

economies, has been expanded to include economically developed countries outside Europe, with

South Korea and Japan currently the only two member countries in Asia. In February, 2008, Thailand

and the Korean-based OECD Asian Center for Public Governance co-hosted a conference in Bangkok,

“Enhancing Citizen Participation in Public Governance”, as a forum for member countries to exchange

knowledge and experience relating to public sector development.

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This international conference demonstrated Thailand’s readiness to join the OECD in the

future and its commitment to work collaboratively on the international stage, especially in the areas

of citizen participation and public sector modernization; and provided an opportunity to share

knowledge essential for sustainable development, while at the time enhancing the image of the Thai

public sector and the Thai government abroad.

Dr. Thosaporn Sirisumphand of the OPDC and Mr.

Hee-bong Lee, Director of the OECD Asian Center for Public

Governance in Korea sign a Memorandum of Understanding

on February 28, 2008, agreeing that the two organizations

would co-host an international conference, “Enhancing

Citizen Participation in Public Governance in Thailand”,

during May 28–29, 2008 at Amari Watergate Hotel in

Bangkok.

16 speakers from more than 10 countries were invited to share knowledge and experience in public

sector development in their fields of expertise

As the central agency responsible for promoting and initiating public sector development in

Thailand, the OPDC recognizes its status as the hub for proactive dissemination of information to

raise awareness of the overall achievements of Thai public sector reform, not only among the Thai

people, but among other countries as well. Creating good relationships with other countries has

facilitated the exchange of knowledge and learning, and demonstrates the leadership of the OPDC in

initiating new tools for sustained public sector development in Southeast Asia.

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2.3.1 Preparation for Regulations related to State Administrative Law

1. Integrated administration in provinces and provincial clusters: The OPDC will strengthen

the administrative capacity of provinces and provincial clusters and their capability to propose their

own budgets, consistent with the National Economic and Social Development Plan as well as with the

needs and interests of local residents, as stated in a 2007 revision of the State Administrative Act of

1991. According to Section 52, Paragraph 3, Sections 53/1 and 53/2 of the Act, a Royal Decree on

Integrated Administration of Provinces and Provincial Clusters is to be drafted to outline the

approaches for the new administrative model. Important tasks in this connection include:

formulating a policy framework and work system on aspects of integrated administration; drafting

guidelines for the development of strategic and annual plans of provinces and provincial clusters;

drafting guidelines for conducting local citizen opinion surveys; determining the scope of participation

by other civic organizations; and identifying the number and selection process of representatives

from various sectors to serve as members of committees at both the provincial and cluster level. In

addition, a hub province and a leader of each provincial cluster need to be identified; and, most

importantly, preparation must be begun to disseminate knowledge among governors, district officers,

and government officials, as well as the provincial private, local, and civic sectors

2. Provincial Governance Committees (PGC): The OPDC will draft the Regulations of the

Office of the Prime Minister on Provincial Governance Committees, and will strengthen the capacity of

these committees to enable them to serve as units through which citizens can participate and monitor

implementation of provincial activities. This is in line with Section 55/1 of the State Administrative

Act (No. 7) of 2007, which states that the PGC will oversee and provide guidance to provincial

government units in applying good governance principles to their work to enhance transparency and

accountability. At the same time, workshops and meetings will be organized to create understanding

on the matter among officials of the Office of the Prime Minister, auditors, governors, district officers,

and as well as those in the private, local and civic sectors.

3. Dispute Resolution: The OPDC will create an additional public service mechanism to

provide better access to justice and to ensure that peace and order is maintained in Thai society,

through support of the role of the district office in resolving conflicts that arise. Undertaking

mediation at the district level will result in cost savings and greater protection of citizens’ rights, and

will increase social and economic equity for the disadvantaged, ensuring their security and

opportunities for peaceful and self-sufficient lives, as stipulated under Sections 61/2 and 61/3 of the

2.3 Next Steps of Public Sector Development

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State Administrative Act (No. 7) of 2007. The OPDC will prepare drafts of a Ministerial Regulation on

Conflict Mediation and Dispute Reconciliation on Civil Matters, and a Ministerial Regulation on Offense

Mediation in Criminal Matters, in cooperation with relevant agencies, including the Office of the

Attorney General, the Royal Thai Police, the Ministry of Justice, the Courts of Justice, the Ministry of

Interior, the Department of Provincial Administration and the Bangkok Metropolitan Administration.

2.3.2 Development of a ‘Single Window’ Service system

Over the past several years, government agencies have been successful to some extent in

upgrading and improving efficiency in delivering services. However, changing demands and increased

expectations require new approaches, with service delivery that is not only convenient, fast and

transparent, but integrated into a ‘single stop’ format as well. The OPDC has therefore supported

government agencies in upgrading and integrating the delivery of their services to achieve increased

efficiency and citizen satisfaction. In 2009, the OPDC will bring about service innovation through a

project focusing on the delivery of services at the district and local levels. In implementing this

project, a number of public services will be selected and integrated into an electronically

implemented Single Window Service. The project’s pilot areas include 25 provinces, 15 districts and

10 municipalities. Also, connected networks will be systematically organized among the provincial,

district and local agencies to develop a model of service delivery substitution that can be adapted for

future implementation. This innovation of the Single Window Service will provide better services with

savings in cost and time, and will increase the overall capacity of public service delivery.

2.3.3 Review of the Roles of the State

While the public sector has successfully extended its scope of service delivery to various

groups of citizens during the past several years, that extension has now created a preponderance of

roles and missions, which may lead to inefficiency, ineffectiveness, inequity, or failure in the delivery

of services. Such outcomes can result not only in financial burdens for the country, but also in

corruption and misuse of discretionary power. In addition, the participation of other mechanisms and

sectors in governance is limited, jeopardizing transparency and responsiveness to stakeholders’ needs

and interests. For these reasons a review of the roles of the state is necessary, to ensure that the

concept of ‘state minimalism’ is truly implemented through the market mechanism and citizen

participation, and that the remaining roles of the state will be developed efficiently and in line with

principles of good governance. The OPDC will undertake research in this matter to seek models that

appropriately revise and position the roles of the state, and reduce excessive power in one particular

sector of society that is creating imbalance and conflicts. Research will also be conducted to:

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determine the appropriate redesign of administrative systems of public agencies that correspond to

their new and existing roles; and identify new relationship models that enhance balance among the

state, local administration, the private sector, the civic sector, communities, and other sectors. In

addition, tools and mechanisms that will bring about participation from sectors other than the public

sector will be studied for application in meeting the new model of administration; for example,

drafting laws, imposing taxes and funding, and collaborating with others.

2.3.4 Revision of the Public Sector Monitoring and Evaluation System

The key objectives in revising the state administration auditing system are: to strengthen

the capacity of the Public Sector Monitoring and Evaluation Committee; to create collaborative

networks at various levels; to report audit results; to ensure auditing guidance; and to monitor the

implementation of actions specified in relevant cabinet resolutions. To realize these objectives, the

OPDC will recommend that the Public Sector Monitoring and Evaluation Committee report results and

provide appropriate recommendations to the Cabinet twice a year. Moreover, a six-month report

should be required to enable relevant agencies to use the findings to improve their work. Guidance

in monitoring and evaluation is to be provided so that various auditing committees will have common

working guidelines related to the examination of general and special case audits, and to making

improvements in reporting effectiveness.

Additionally, to ensure that every government agency will have an appropriate and efficient

internal audit and control system, action plans will be formulated covering a number of activities,

including: the specification of an internal audit as an indicator in a performance agreement; allocation of

the appropriate number of auditors; design of capacity building programs for internal auditors; and

strengthening of the internal audit system.

2.3.5 Development of Joint KPIs

Performance agreements of government agencies have been under development for several

years, with key performance indicators (KPIs) of each ministry being cascaded to relevant

departments within the same ministry. However, because the state administration guidelines require

inter-ministerial work integration, the OPDC will develop a new performance agreement system that

attaches great importance to the development of joint KPIs among relevant ministries and

departments to ensure that the objectives of the State Administration Plan will be met. To encourage

the integration of work between and among ministries, the OPDC will revise the current performance

agreement system and add a new indicator, the development of joint KPIs, to the performance

agreement of each ministry. Relevant ministries will develop shared objectives, and departments

under those ministries will support, collaborate with, and assist each other in achieving the stated

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goals. Prioritization of economic and social strategic issues of the country will be an important

element of the system. Key economic issues include those relating to Thai rice and substitute

energy. Among the strategic social issues to be considered are: security in the Southern border

provinces; Phrea Vihear Temple; road accident prevention; drug abuse prevention; and crime fighting

and prevention.

2.3.6 Revision of the Public Organization Act of B.E. 2542 (1999)

In the enforcement of the Public Organization Act of 1999, problematic issues have arisen

due to the imprecision of and restrictions in the Act; for example, government missions that are to be

incorporated into public organizations (PO) to be established, along with the composition and

qualifications of members of the boards and committees and executive directors, working guidelines,

etc. The OPDC has attempted to revise the PO Act since 2005, beginning with a study on the

limitations of the Act that echoed a study undertaken by Thammasat University. The results of the

study were presented to the Public Sector Development Sub-commission and the Commission, as well

as to the Cabinet on 5 occasions: on October 4, 2005, September 25, 2007, November 27, 2007 and

April 22, 2008. However, because of the changing political climate, a draft revised Act has not been

proposed to the Parliament.

In order to resolve the limitations in enforcing the Act, the OPDC will present a draft

revision to the Cabinet. The major changes include: establishing a committee to promote and

develop public organizations; amending the composition and qualifications of the board members of

public organizations; determining qualifications of executive directors, permanent and temporary

staff; providing working guidelines consistent with good governance principles; and formulating an

evaluation and monitoring framework, which should be overseen by the minister assigned by the

Royal Decree of Public Organization Establishment.

2.3.7 Development of a ‘Virtual Office’ System

To be ready for the changes accompanying the era of globalization and the advances in

information technology and modern communications, a study by the OPDC relating to the

improvement of work processes in the form of a ‘Virtual Office’ would be appropriate, a new

approach that will change the public sector’s working behavior. Government officials would be able

to work productively anywhere, at any time, and would be expected to deliver outputs in the quantity

and quality mutually agreed upon between the office and the official. To do this successfully, an

information technology system would have to be designed so that images, sounds and information

are efficiently connected and shared. Moreover, regulations relating to different types of work need

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to be redesigned and piloted, to derive mutual benefits among the organization, the officer and the

citizens. For instance, the organization will save on the costs of water, electricity, and space rental

fees, while the officer will have a higher quality of life with a better balance between work and

personal life, saving on travel costs and other expenses, as long as this does not negatively impact

the public sector and the citizenry.

2.3.8 Development of a Public Sector Development Network

In previous attempts to promote participatory governance the role of citizens in

administrative participation was found to be limited and reactive. The OPDC will expedite the process

by inviting relevant parties to become involved in the work of the public sector through the creation

of networks, both within and outside individual organizations, including those focusing on public

sector development; service delivery; collaboration; and information dissemination. Also to be

undertaken is capacity building for local community networks, including civic sector networks and

citizen networks, to strengthen the community’s ability to solve problems, such as education issues,

for example. The creation of knowledge and understanding about public sector development will be

strengthened through these networks. The ‘learning by doing’ approach will be emphasized so that

these networks will have the potential to enter the process of participation as a partner with the

public sector, as well as on the level of monitoring and assessing public sector administration and

management. Moreover, working mechanisms, models and systems will be redesigned so that the

civic sector and citizens can participate fully; for example, in providing guidelines for organizing

consultation forums between a public agency and the citizens, etc. The OPDC will also promote the

establishment of a citizen advisory board at every level and encourage cooperation among volunteers

from the civic sector. Additionally, participation in planning and budgeting will be promoted. Channels

of communication and interaction among networks will be increased to ensure the lively dialogue and

sharing of knowledge and experience. Activities to be undertaken include: a capacity-building project

for public sector development networks targeted at Chief Change Officers (CCOs) and change agents

in central and provincial government agencies; a network management development project,

comprising networks from each region; and the development of a Website, e-newsletters, and

conferences as channels for communication among networks.

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Even though political changes took place that affected stability in 2008, public sector

development received continual support from all government agencies, resulting in a strengthened

administration with the capacity to efficiently serve the people. The Public Sector Development

Commission formulated the Public Sector Development Strategic Plan 2008 - 2012, a guideline for

government agencies to bring about a public sector characterized by high performance, strong ethical

values, participatory principles, responsiveness to change, and adherence to good governance

principles and guidelines. In addition, the OPDC promoted various activities in pushing forward Thai

public sector development, among them: reporting on achievements in performance implementation

in accordance with agreements in central and provincial government agencies, academic institutions

and public organizations; increasing the quality of service delivery; promoting participatory

governance; piloting a self-evaluation system at the ministerial level; initiating an organizational

governance policy; and strengthening the capacity of government agencies to innovate and engage

in continuous self-development. For its next moves, the OPDC will work on: preparing regulations

relating to state administrative laws on integrated administration of provinces and provincial clusters;

establishing provincial good governance committees; and implementing conflict mediation at the

district level in accordance with the intent of the State Administrative Act of 1991, as revised by the

2007 State Administrative Act (No. 7). Moreover, in order to prepare the system for future

challenges, emphasis will also be placed on:

- development of a single window service system;

- a review of the roles of the state;

- revision of the public sector monitoring and evaluation system;

- development of joint key performance indicators;

- revision of the Public Organization Act of B.E. 2542 (1999);

- development of a virtual office system; and

- the establishment of a public sector development network.

The OPDC leadership will continue to strive to bring about the objectives of a Thai public

sector that demonstrates high performance, strong ethics, participatory governance and

responsiveness to change, as stated in the Thai Public Sector Development Strategic Plan (2008 -

2012).

Conclusion