1. Public Sector Reform in Thailand: Experiences and Lessons Learnt by Dr. Orapin Sopchokchai Commissioner Public Sector Development Commission

2. Thai Public Administration: Past and Present Traditional Monarchy Before 1932 Traditional Administration Western Adm. (1892) Royal GovernanceDemocratic Governance Democratic Government Since 1932 Elite Dominant Adm.--1932 Technocratic Adm.--1960 Modern Democratic Adm.--1997 Bangkok

3. 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 1928 King Rama VII 1959 King Rama IX

4. 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…

5. 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.

6. 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

7. Factors Stimulating Public Sector Reform New Constitution in 1997 Citizen’s demand for good governance Economic crisis in 1997

8. 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

9. 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”

10. The Reform’s Master Plan (May 1999) Structural Reform Administrative Reform Budgetary Reform Public Personnel Reform 1 2 3 4 Value and cultural Reform 5

11. 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

12. Window 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 commitment in February 26, 2001

13. 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

14. 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

15. 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

16. Driving Forces for PSR Knowledge People ’ s Support Political Will Public Sector Reform

17. Stakeholders and Actors to Push Reform Processes Knowledge People ’ s Support Political Will Public Sector Reform Political leaders Strong commitment Private sector ’ s demands Civil society pressure Bureaucratic support Scholars ’ support International contribution Change Champions

18. Public Adm. Reform Scholars Civil Society Government Inter’l community Private Sector Partnership is a key success to implement PAR Civil Servants

19. 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

20. 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

21. 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

22. 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

23. 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

24. Achievement (1) Two new reform laws (October 2, 2002) 1.Structural reform law 2.Administrative reform law 1.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

25. 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

26. 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)

27. 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

28. 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

29. 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

30. Dr. Orapin Sopchokchai e.mail: sopchokchai@hotmail.comsopchokchai@hotmail.com orapin@opdc.go.th