Results-Based Management in Thailand

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Results-Based Management in Thailand

• A Formative Evaluation for Inclusive Development

2
Team

• Jeanne-Marie Col, Ph.D. City University of New
  York
• Marc Holzer, Ph.D. Rutgers University
• Paul Posner, Ph.D. George Mason University
• Marilyn Rubin, Ph.D. City University of New York

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Results for whom?

• People of Thailand, especially those
• who are under-served
• who are under-resourced
• who are remote from Bangkok
• who are most vulnerable
• whose voices are not yet loud nor heard

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Which results?

• Better education and health
• More jobs and businesses
• More communication and linkage
• Speed and quality of service delivery
  (streamlining and efficiency)
• Equal development throughout the country by
  improving conditions and opportunities for those
  outside Bangkok (area-based results)

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Reaching for ResultsFamily of Key Concepts

• Area-based development requires area-based
  management coordination
• Results-based management ( budgeting)
• Performance management ( budgeting)
• Managing for results ( budgeting)
• Management contracts leadership
• Motivation incentives (monetary and
  non-monetary)

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Public Administrative Act (5) B.E. 2545, Section
3/1

• Benefits that accrue to the Thai people
• Results-oriented administration
• Effective administration
• Worthiness of government functions
• De-layering of work processes (streamlining)
• Abolishment of unnecessary agencies functions
• Decentralization of missions and resources to
  local administrative units (de-concentration)
• Empowerment in decision-making
• Facilitation of and responsiveness to the needs
  of the people and
• Accountability for endorsements

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Performance Improvement Programming (PIP)

• Facilitating Factors
• Expressed needs
• Sustained leadership
• Stakeholders ownership
• Focused planning
• Small successes
• People (training)
• Recognition of improvements and results

• Hindering Factors
• Resistance to change
• Technical difficulties
• Resources skills
• Negative mentality

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The effective use of strategy and planning for
area development

• The Administrative Plan as a tool for area
  development
• Planning budgeting as management tools
• Balanced Scorecard (themes)
• De-concentration requires area-focused leadership
  management (CEO Governor)
• All efforts focused on area-based development
  (i.e., the provinces)

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Balanced Scorecard

• Adds focus to measurement
• Standardizes key themes
• 1. Effectiveness of missions (strategy)
• 2. Efficiency of operations (costs)
• 3. Quality of service (citizen-oriented)
• 4. Organization development (innovation)

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Strategy and Planning Cases

• Naga City to excellence in 5 years
• Revenue collection (resources)
• Investment in people and systems
• Strategic planning and operations control
• Improvement in services and processes
• Dramatic development increases

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Technical aspects of formulating key performance
indicators (KPIs)

• Accountability for results (dilemmas)
• Defining logic models or results chains
  (outputsintermediate outcomesfinal outcomes)
• Achieving balanced measures
• Defining benchmarks for targets
• Focusing on the vital few measures
• Developing information systems to support results
• Measuring emerging priorities and programs
• Measuring longer term results

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Institutional requirements

• Striking balance between central leadership and
  agency ownership
• Aligning performance reforms with other
  management systems, including budget
• Harmonization of indicators by focusing KPIs at
  the provincial level
• Strong leadership at provincial level
• Synergy among sectors at provincial level
• Information systems and decision-support systems
  focused on provincial level
• Use clustering to promote provincial development

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Institutional Harmony and Tensions

• Development by expertise led by central
  departments with specialized staff and programs
  one-size fits all blueprint for professional
  top-down operations

• Area-based development led by provincial teams
  CEO Governor, listening and sensitive to public
  needs and including public participation in
  planning, operations, evaluation and learning
  leads to building capacity for continuous
  improvement dialogue

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Action-Harmonization Mechanisms Cases of
Catalysts

• Economic Crisis (New Zealand)
• Citizen-based benchmarks in Oregon
• National performance review (US)
• Next steps (UK)
• Disasters leading to development (Japan)
• World Bank/IMF conditionalities (Uganda)
• Vision 20/20 (Malaysia)
• Energize new participants for development more
  inclusive development (Thailand?)

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Inclusive Development

• Improve education and health
• Add industries and jobs
• NESDB planning
• BOB resources and MOF proper financial mgt
• OCSC public service personnel policy etc.
• Departments operations
• Ministries coordination
• ? leadership for results monitoring evaluation
  ?
• Area-based development villages, tambons,
  districts, provinces capacity responsibility

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Action-Harmonization mechanisms Managing change
processes

• Pacing the change process
• Maintaining parallel systems (new and old) during
  the transition process
• Encouraging inspired and committed implementation
• Recognizing and rewarding synergistic efforts
  competition to show competence and attract
  development partners and investment
• Sharing accountability and responsibility
• Maximizing IT strategic management tool
• Agenda, targets, reports management tools
• Transparency as a management tool

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The role of the CEO Governor in performance
contracting

• Setting area priorities
• Managing area operations
• Coordinating ministerial and departmental
  activities, inputs
• Measuring provincial results
• Reflecting national priorities at provincial level

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The role of the CEO Minister in performance
contracting

• Contributing to area (provincial) priorities
• Sharing responsibility for area development
• Contributing to provincial results
• Supporting other ministries/departments in the
  province
• RD for priority provincial issues
• Accountability for contributing to provinces

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CEO Leadership Training

• Uganda Governor (CEO-style)
• Managerial Grid people and task
• Coordination shared future
• Reaching cooperation
• Supporting each other
• Transparency of issues (no secrets)
• Asking the people

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CEO Leadership Cases

• Bangladesh Power Authority
• Results needed wastage high
• Negotiated with union
• Set targets for each area office
• Set incentives and discipline
• Measure after three months
• Dealing with laggards

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Capacity and Learning

• Working with performance indicators (KPIs)
  expertise in-house
• Using information technology systems
• Aggregating and Disaggregating data at
  appropriate levels (especially provincial)
• Conceptualizing cross-cutting issues
• Linking strategies, results and intermediate
  outcomes (results chains)
• Learning from feedback from performance systems
• Benchmarking for using best practices

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Capacity and Learning Cases

• Decentralization (as close as possible to the
  people)
• For strategic planning
• For accountability
• For feedback and continuous learning
• Need systems and trained personnel
• Close citizen-government relationship
• e.g., local level innovation creates diffusion of
  innovations among area governments

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Risks and Dysfunctional Behavior Patterns and
their mitigation

• Over-simplification (reductionism)
• Too many measures (over-elaboration)
• Confusing outputs and outcomes
• Measurement by convenience
• Losing the big picture
• Bureaucratic routines distort results
• Hiding behind bureaucratic intricacies
• Resistance to change stalling tactics

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Risks and Dysfunctional Behavior Cases

• Buffalo garbage fiasco

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Role of the PeopleVoice and Governance

• Strengthening Citizens Charters
• Improving Citizen Surveys
• Popular participation in advising,
  priority-setting and decision-making
• Community-based knowledge wisdom
• Community-based initiatives
• Role of the Tambons
• Putting the balance in the balanced scorecard

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Role of the People Cases in Voice and Governance

• Benchmarking in communities
• Benchmarking among provinces
• Benchmarking among departments and ministries
• Benchmarking studies and application
• Seeking to be the model for effective and
  efficient strategy and operations competitive
  spirit

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Sustainability

• Enabling environment mechanisms, resources,
  capacity, data
• Recognition and positive reinforcement (awards
  and distinctions)
• Enhancing both supply and demand
• Credible supply of KPIs and data
• Dynamic institutionalization of demand from the
  people, decision-makers and stakeholders

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Sustainability CasesSurprise Many nations have
sustained RBM more than 10 years

• Community-based benchmarks
• Long-term perspective
• Integration with budget
• Broad-based stakeholder support
• Managers appreciate tools and adapt tools for
  their use
• Citizens appreciate results

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Dialogue for Sustainability

• Do we know what how we are doing?
• Where to we discuss these issues?
• Mechanism for researching benchmark cases and for
  dialogue on government operations
• (legislative staff unit to evaluate and report on
  government operations parliamentary or
  separations of powers system)

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NEXT STEPS

• Increase focus on provinces for results
  identification and measurement
• Invigorate CEO-style management at provincial
  level
• Align ministry/department resources to provinces
  (HQRD Policy ProvinceOperations)
• Strengthen incentives for cooperation (awards)
• Align performance systems with other management
  systems, including budget
• Improve KPI measurement and data (use IT)
• Facilitate dynamic people participation
• Increase transparency of reporting and awards