Moreover, by virtue of Section 3/1 of the State Administration Act (No.5), B.E. 2545 (2002), OPDC has pushed forward the promulgation of The Royal Decree on Criteria and Procedures for Good Governance B.E. 2546 (2003) in May, 19, 2003, to set criteria and management directions for government agencies to ensure that the public receives a better standard of service and the government functions are equivalent to international standards. The Decree incorporates the following 7 principles (Office of the Public Sector Development Commission, 2003: 107):
1) Responsive public administration.
2) Results-based management.
3) Effectiveness and value for money.
4) Lessening unnecessary steps of work.
5) Reviewing mission to meet changing situations.
6) Providing convenient and favorable services.
7) Regular evaluation.
To achieve these goals, each government authority has been assigned a systematic results based management system by which its performance will be monitored and evaluated. Therefore, the enactment and enforcement of Section 3/1 of the State Administrative Act (No.5) B.E. 2545 (2002), The Royal Decree on Criteria and Procedures for Good Governance B.E. 2546 (2003), the Thai Public Sector Development Strategy B.E. 2546-2550 (2003-2007), and the approval of The Cabinet Solution on 19th May, B.E. 2546 (2003), led to the creation of the Four Perspectives of Performance Measurement and Evaluation. By these four perspectives, performance indicators relating to each perspective were designed. Every Thai government authority has been obliged to measure and evaluate its performance against those performance measurement indicators and an annual performance measurement report of each agency has to be conducted and overall performances have to be examined and reported to the Cabinet and the Parliament at the end of each fiscal year. The four perspectives consist of:
1) Mission Effectiveness each government authority has to demonstrate the achievement and outcome of its operations along with the allocated budget in order to benefit the Thai people.
2) Performance Efficiency each government authority has to demonstrate the capabilities in its practices to reach its desired outcomes.
3) Service Quality each government authority has to demonstrate the importance of citizens, quality of public service, and citizen satisfaction.
4) Organization Development each government authority has to demonstrate its capabilities in developing its quality of public administration.
Under the guidance of these four perspectives, each government authority has to declare to the cabinet its strategic plan, desired results and goals, and performance indicators relating to the results and goals. These procedures are to ensure that government’s activities and operations are performed in line with the strategic plan and achieve the desired outcome. This new concept has been practiced since the beginning of the fiscal year of B.E. 2546 (2003), instead of the old version of the performance declaration annual report which described only what a government authority did and what was done each year, which was sometimes written in an imprecise way which could distort the facts.
A Cabinet Resolution on May 19, 2003, also approved the OPDC proposal on work processes reduction by which every government authority was expected to reduce its work processes. At the beginning government agencies selected some prior public service providing processes that had the greatest impact and received the greatest number of complaints. Then reductions of all work processes were expected to be accomplished by B.E. 2550 (2007). To reach the expectation, the OPDC had to cooperate with government bodies to reduce not only service time, but also to facilitate service delivery to the public through the formation of a one-stop service center.
Furthermore, in accordance with the criteria and procedure of the Royal Decree on Good Governance administration at the ministerial, provincial and district level had to establish a service link to facilitate the public. All citizens should be able to contact, inquire for information, and apply for permission or approval as a one stop service. Thus, Service Link was initially implemented in B.E. 2547 (2004). Service Link has been implemented in many forms such as: Service link for fundamental infrastructure, Service link for small enterprises, Ministerial service link, and the most well-known the Government Counter Service (GCS). In order to provide more channels for citizens to access public service and information, the Government Counter Service (GCS) in the form of public service Mobile Units and the Government Contact Center (GCC: 1111) have also been initiated. Furthermore, E-Service is another public service channel that many government agencies and OPDC have been continuously developing in order to provide twenty-four seven public service to its citizens. (Office of the Public Sector Development Commission, 2003 and 2004)
In addition, to promote quality of public services, the Thai Public Service Quality Award was introduced in B.E. 2546 (2003). At the beginning the focus of assessment was on results-based and process-based performance appraisals with the aim to promote all government agencies in streamlining and reducing the time efficiency of their service providing processes. A year later, an additional assessment on citizen satisfaction with government authorities’ public services was introduced as the ultimate measure of the Award. Any government authority can voluntarily propose its service for gaining the Award which has been categorized into four types as follows:
1) The Award for a particular service in a service unit.
2) The Award for an overall process of a particular service within a government’s Department.
3) The Award for a particular service which its process must cooperate with other government agencies.
4) The Award for service innovation.
The criteria for assessing service quality focus on both quantitative and qualitative dimensions. Quantitative criteria focus on percentages of citizens satisfied with a service, convenience for citizens getting a service, shortening of waiting times for service delivery, and numbers of public service users within a service unit per day. Qualitative criteria center on streamlining of service providing processes and their usage time, service facilitations, citizen-focused services, and promoting officers’ comprehensive knowledge related to their jobs. Since the Award was introduced in 2003, these have been continuously implemented in the Thai public sector until the present. Some evaluation criteria might be modified according to changing circumstances. From the beginning of the Award until the present, the number of services voluntarily put forward for it have increased continuously. (Office of the Public Sector Developement Commission, 2007b: 4-15)
Furthermore, since B.E. 2546 (2003) OPDC have considered strategies and guidelines to develop adherence by public officials to a core set of values, grouped under the acronym “I AM READY” – Integrity, Activeness, Morality, Relevancy, Efficiency, Accountability, Democracy, and Yield, with the aim to facilitate change in cultural norms, values, and attitudes of public officials to bring about more effective performance in the public sector, improvement of work methods, a focus on honesty, diligence, patience, responsibility, and determination to achieve desired results (Office of the Public Sector Development Commission, 2003: 117). In addition, the change in cultural norms, values, and attitudes of public officials, and the change management developments for public sector administrators have been considered as well. Public sector administrators have also been trained to be change leaders, able to effectively manage change, and to create change management innovation in their organizations. The “Blue Print for Change” has been formed as a guide for change management in government authorities. Efficiency improvement, quality development, and strengthening government officials’ competencies were proposals of the Blue print for Change.
Under the principles and intentions of The Royal Decree on Criteria and Procedures for Good Governance B.E. 2546 (2003) to create responsive public administration with citizens at the center of government activities, the OPDC published the New Public Management Techniques and Methods Handbook: Citizen-centered Approach to Public Administration in B.E. 2549 (2006), which has been used as an operational handbook for responding to and satisfying the needs and wants of citizens. This handbook proposes a paradigm shift in public service. Traditional public services that prioritize the input permeated with rules and regulations in order to guarantee the legitimacy, accuracy, and equitability of public services have been transformed to objective achievement, output, outcome, and value for money of public services, including service quality and customer satisfaction. The handbook describes five procedures of Citizen-centered public service which are customer and stakeholder identification, public service identification, customers’ or stakeholders’ needs and wants surveys, administrative resource identification, and public service quality improvement. (Office of the Public Sector Development Commission, 2006c)
Furthermore, along with the Thai Public Sector Development Strategy B.E. 2546-2550 (2003-2007), it requires all government agencies to transform their working processes and procedures. The OPDC with the cooperation of the Thailand Productivity Institute has designed and implemented the Public Sector Management Quality Award (PMQA) – based on the Malcolm Baldridge National Award. The three objectives of PMQA are to enhance the working ability of government agencies in line with the Royal Decree on Criteria and Procedures for Good Governance B.E. 2546 (2003), to enhance working abilities corres
Moreover, by virtue of Section 3/1 of the State Administration Act (No.5), B.E. 2545 (2002), OPDC has pushed forward the promulgation of The Royal Decree on Criteria and Procedures for Good Governance B.E. 2546 (2003) in May, 19, 2003, to set criteria and management directions for government agencies to ensure that the public receives a better standard of service and the government functions are equivalent to international standards. The Decree incorporates the following 7 principles (Office of the Public Sector Development Commission, 2003: 107):1) Responsive public administration.2) Results-based management.3) Effectiveness and value for money.4) Lessening unnecessary steps of work.5) Reviewing mission to meet changing situations.6) Providing convenient and favorable services. 7) Regular evaluation.To achieve these goals, each government authority has been assigned a systematic results based management system by which its performance will be monitored and evaluated. Therefore, the enactment and enforcement of Section 3/1 of the State Administrative Act (No.5) B.E. 2545 (2002), The Royal Decree on Criteria and Procedures for Good Governance B.E. 2546 (2003), the Thai Public Sector Development Strategy B.E. 2546-2550 (2003-2007), and the approval of The Cabinet Solution on 19th May, B.E. 2546 (2003), led to the creation of the Four Perspectives of Performance Measurement and Evaluation. By these four perspectives, performance indicators relating to each perspective were designed. Every Thai government authority has been obliged to measure and evaluate its performance against those performance measurement indicators and an annual performance measurement report of each agency has to be conducted and overall performances have to be examined and reported to the Cabinet and the Parliament at the end of each fiscal year. The four perspectives consist of:1) Mission Effectiveness each government authority has to demonstrate the achievement and outcome of its operations along with the allocated budget in order to benefit the Thai people.2) Performance Efficiency each government authority has to demonstrate the capabilities in its practices to reach its desired outcomes.3) Service Quality each government authority has to demonstrate the importance of citizens, quality of public service, and citizen satisfaction.4) Organization Development each government authority has to demonstrate its capabilities in developing its quality of public administration. Under the guidance of these four perspectives, each government authority has to declare to the cabinet its strategic plan, desired results and goals, and performance indicators relating to the results and goals. These procedures are to ensure that government’s activities and operations are performed in line with the strategic plan and achieve the desired outcome. This new concept has been practiced since the beginning of the fiscal year of B.E. 2546 (2003), instead of the old version of the performance declaration annual report which described only what a government authority did and what was done each year, which was sometimes written in an imprecise way which could distort the facts.A Cabinet Resolution on May 19, 2003, also approved the OPDC proposal on work processes reduction by which every government authority was expected to reduce its work processes. At the beginning government agencies selected some prior public service providing processes that had the greatest impact and received the greatest number of complaints. Then reductions of all work processes were expected to be accomplished by B.E. 2550 (2007). To reach the expectation, the OPDC had to cooperate with government bodies to reduce not only service time, but also to facilitate service delivery to the public through the formation of a one-stop service center. Furthermore, in accordance with the criteria and procedure of the Royal Decree on Good Governance administration at the ministerial, provincial and district level had to establish a service link to facilitate the public. All citizens should be able to contact, inquire for information, and apply for permission or approval as a one stop service. Thus, Service Link was initially implemented in B.E. 2547 (2004). Service Link has been implemented in many forms such as: Service link for fundamental infrastructure, Service link for small enterprises, Ministerial service link, and the most well-known the Government Counter Service (GCS). In order to provide more channels for citizens to access public service and information, the Government Counter Service (GCS) in the form of public service Mobile Units and the Government Contact Center (GCC: 1111) have also been initiated. Furthermore, E-Service is another public service channel that many government agencies and OPDC have been continuously developing in order to provide twenty-four seven public service to its citizens. (Office of the Public Sector Development Commission, 2003 and 2004)In addition, to promote quality of public services, the Thai Public Service Quality Award was introduced in B.E. 2546 (2003). At the beginning the focus of assessment was on results-based and process-based performance appraisals with the aim to promote all government agencies in streamlining and reducing the time efficiency of their service providing processes. A year later, an additional assessment on citizen satisfaction with government authorities’ public services was introduced as the ultimate measure of the Award. Any government authority can voluntarily propose its service for gaining the Award which has been categorized into four types as follows: 1) The Award for a particular service in a service unit. 2) The Award for an overall process of a particular service within a government’s Department.3) The Award for a particular service which its process must cooperate with other government agencies.4) The Award for service innovation.The criteria for assessing service quality focus on both quantitative and qualitative dimensions. Quantitative criteria focus on percentages of citizens satisfied with a service, convenience for citizens getting a service, shortening of waiting times for service delivery, and numbers of public service users within a service unit per day. Qualitative criteria center on streamlining of service providing processes and their usage time, service facilitations, citizen-focused services, and promoting officers’ comprehensive knowledge related to their jobs. Since the Award was introduced in 2003, these have been continuously implemented in the Thai public sector until the present. Some evaluation criteria might be modified according to changing circumstances. From the beginning of the Award until the present, the number of services voluntarily put forward for it have increased continuously. (Office of the Public Sector Developement Commission, 2007b: 4-15)Furthermore, since B.E. 2546 (2003) OPDC have considered strategies and guidelines to develop adherence by public officials to a core set of values, grouped under the acronym “I AM READY” – Integrity, Activeness, Morality, Relevancy, Efficiency, Accountability, Democracy, and Yield, with the aim to facilitate change in cultural norms, values, and attitudes of public officials to bring about more effective performance in the public sector, improvement of work methods, a focus on honesty, diligence, patience, responsibility, and determination to achieve desired results (Office of the Public Sector Development Commission, 2003: 117). In addition, the change in cultural norms, values, and attitudes of public officials, and the change management developments for public sector administrators have been considered as well. Public sector administrators have also been trained to be change leaders, able to effectively manage change, and to create change management innovation in their organizations. The “Blue Print for Change” has been formed as a guide for change management in government authorities. Efficiency improvement, quality development, and strengthening government officials’ competencies were proposals of the Blue print for Change.
Under the principles and intentions of The Royal Decree on Criteria and Procedures for Good Governance B.E. 2546 (2003) to create responsive public administration with citizens at the center of government activities, the OPDC published the New Public Management Techniques and Methods Handbook: Citizen-centered Approach to Public Administration in B.E. 2549 (2006), which has been used as an operational handbook for responding to and satisfying the needs and wants of citizens. This handbook proposes a paradigm shift in public service. Traditional public services that prioritize the input permeated with rules and regulations in order to guarantee the legitimacy, accuracy, and equitability of public services have been transformed to objective achievement, output, outcome, and value for money of public services, including service quality and customer satisfaction. The handbook describes five procedures of Citizen-centered public service which are customer and stakeholder identification, public service identification, customers’ or stakeholders’ needs and wants surveys, administrative resource identification, and public service quality improvement. (Office of the Public Sector Development Commission, 2006c)
Furthermore, along with the Thai Public Sector Development Strategy B.E. 2546-2550 (2003-2007), it requires all government agencies to transform their working processes and procedures. The OPDC with the cooperation of the Thailand Productivity Institute has designed and implemented the Public Sector Management Quality Award (PMQA) – based on the Malcolm Baldridge National Award. The three objectives of PMQA are to enhance the working ability of government agencies in line with the Royal Decree on Criteria and Procedures for Good Governance B.E. 2546 (2003), to enhance working abilities corres
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