public sector reform in thailand: experiences and lessons learnt by dr. orapin sopchokchai...
TRANSCRIPT
Public Sector Reform in Thailand: Experiences and
Lessons Learnt
by
Dr. Orapin Sopchokchai
Commissioner
Public Sector Development Commission
Thai Public Administration: Past and Present
Traditional MonarchyBefore 1932
Traditional Administration
Western Adm.(1892)
Royal Governance Democratic Governance
Democratic GovernmentSince 1932
Elite DominantAdm.--1932
Technocratic Adm.--1960
Modern Democratic Adm.--1997
Bangkok
Important Reforms of the Thai Public Sector
• Established modern organizations (ministries)
• Introduced public personnel mgt. system
• Initialized budget system and national development plan
1892 King Rama V
1892 King Rama V
1928 King Rama VII
1928 King Rama VII
1959 King Rama IX
1959 King Rama IX
Thailand and Reform Efforts
• Since 1960s, series of reform programs and projects implemented
-administrative improvement
-re-engineering
-result based management
-public service improvement
All introduced some changes but problems still remained…
Public Sector Reform Policy
• Is always appeared in every new government’s policy agenda.
• Government always appointed a National PSR Committee to oversee the PAR policy.
• Only technocrats and a few academic elites were included.
PSR Policy and initiations...a drop in an ocean, and still no reforms because...
• Lack of a true political commitment due to frequent changes of the government during the past four decades
• Strong bureaucratic system resisted to changes
• Many pilot tests and studies ended up on the shelf
• Private sector, civil society and media had limited opportunity to participate
Factors Stimulating Public Sector Reform
• New Constitution in 1997
• Citizen’s demand for good governance
• Economic crisis in 1997
The 1997 Constitution and new governance concepts
• Ensure citizen’s right to get access to information and receive information from the government
• Ensure the right to express their opinions• People can participate in decision-making
processes of the state officials• Ensure efficiency and effectiveness of the public
sector
Lead to the amendment of the Thai Public Administration in 2002
Demand for good governance• Corruption was a reason of coup d’états and
political crises• Corruption cases were disclosed • Citizen’s demand for transparency,
accountability and right to participate in public policy
• Citizen’s concern about quality public services and their continually rising costs
“Improving governance and PAR become high priority for Thailand”
The Reform’s Master Plan (May 1999)
Structural Reform
AdministrativeReform
BudgetaryReform
Public PersonnelReform
1
2 3 4
Value and culturalReform
5
Impacts of Economic Crisis in 1997
• Lack of coordination on monetary policy
• Unclear policy direction among related agencies
• Revealed critical weaknesses in the public sector’s ability to response to a changed environment
• Urgent needs to reform public administration to be consistent with new economic and political environment
Window of opportunityWindow of opportunity
New government elected in 2001 (with new political terms and conditions, set by the 1997 Constitution)
Announced clear PAR policy and demonstrated a strong commitmentin February 26, 2001
PSR policy of the Thaksin Government
• Optimizing the size of PS to serve current needs and respond to the nation
• Changing role of the PS from controller to facilitator
• Utilizing modern tools and technology
• Developing staff’s capacity
• Reforming budget processes and public management
Public Sector Reform Goals
• Better and clearer structure, roles, and functions of public sector
• Higher public sector’s performance to serve the country
• Better and more efficient resource management
• Service-minded civil servants with new value and culture
Public Sector Reform Goals
• Better pay and employment conditions
• Improve public service delivery with less costs
• Accountable and transparent public sector
• Capable to govern and lead the country toward the future world
Driving Forces for PSR
Knowledge
People’s Support
Political Will
Public SectorReform
Stakeholders and Actors to Push Reform Processes
Knowledge
People’s Support
Political Will
Public SectorReform
• Political leaders• Strong commitment
• Private sector’s demands
• Civil society pressure
Bureaucratic support
• Scholars’ support
• International contribution
•Change Champions
Public Adm.
Reform
Public Adm.
Reform
Sch
ola
rs
Civil Society
GovernmentIn
ter’l
com
munity
Priv
ate
Secto
r
Partnership is a key success to implement PAR
Civil Servants
How to get the reform policy accepted?
• Identify the right top executives to lead change (led by the Prime Minister)
• Identify change leaders from within– create strong commitment among key actors to
improve the system– establish reform mechanism, mandated by the
laws (PDC)
Key actors
New Reform Mechanism
• Permanent organization—Public Sector Development Commission to drive the reform and de-bureaucratized the public sector
• Commissioners drawn from experts, chaired by the Deputy Prime Minister
• 3 Full-time commissioners, appointed and endorsed by the Cabinet
• Professional staff for technical supports• Annual budget allocated for driving reform
Key actors
• Build consensus and partnership with academic community– Communicate changes and develop network– Invite them to conduct research projects and
building knowledge– include members of scholars in reform
processes and share success with academic community
How to get the reform policy accepted? (cont.)
Supporting actors
How to get the reform policy accepted? (cont.)
• Getting more reform partners from– private sector– civil society–mass media
• International community– pressure from IMF under foreign loans– technical supports from both bilateral and
multilateral assistance
Supporting actors
Public Sector Reform and the People
• Since the beginning, the government – Formulated clear reform goals and PSR strategies– Communicating strategies to people at all levels—TV
and radio programs, people’s participation in PSR Projects
– Making sure that public and mass media always get access to reform information and follow-up on progresses
– Initiating a “quick-win” program to serve the people (first)
– Working with technocrats, private sector network, mass media and academic community
Achievement (1)Two new reform laws (October 2, 2002)
1. Structural reform law
2. Administrative reform law1. Royal Decree on Good Governance issued
(October 9, 2003)—accountability of government and public agencies, result-based management, performance agreement and measurement, transparency, etc
2. Implementing changes at the provincial and ministerial levels
Achievement (2)
• PSR master plan and projects are in progress• Resources are allocated and utilized• Some tangible results found—people’s
satisfaction, better services, economic dev.• Civil servants are willing and more cooperative
(gaining momentum) to changes• Public (private and media) are more aware and
supportive
Achievement (3)
• Private sector and civil society expressed interest to monitor and become a part of reform team
• Gain more political commitment and support—second phase began (initiated new measures, administrative procedures and system)
•
Key success factors
• Sufficient technical knowledge-how
• Government’s clear reform vision and missions
• Sufficient resources were allocated
• New internal champions emerged
• Reform team was identified and formed
• Full political, civil society and private sector’s supports
Impacts
• Created consensus of the PAR (paradigm shift)• Established a “comprehensive” PAR in the Thai
bureaucratic history • Stimulated and initiated reform activities in all
government agencies at all levels• Shape up the PA for the future world• Sent a clear message to all—both domestic and
international communities• Created awareness and public attention through
out the Thai society
Critical needs for the future
• Stronger reform message and signal from top executives
• Continuity of public sector reform program
• Keep reform momentum
• Willingness to take risks of “trial” and “error”
• Ability to improve reform policy design and implementation
• Mobilize public and media support
