Page 73 - PAAT_Journal_V1-2019

PAAT Journal Vol. 1, No. 1, (June 2019)

establishment of government virtual office with uses of modern technologies, (6)

development of government website standard, (7) setting up government information network
(GIN) and government cloud service (G-Cloud), (8) development of e-Government

Interoperability Framework (TH e-GIF), (9) connecting all public units with PMOC (Prime Minister
operation center), (10) installation of government business continuity plan, (11) establishment

of strategic workforce plan and professional career path for civil servants, (12) development
of succession plan and talent mobility, (13) driving for productivity, (14) promotion of shared

services, and (15) focusing on social responsibility.
Strategy 3: Optimization of public assets, through the applications of enterprise
resource planning, asset productivity, and asset utilization.

Strategy 4: Integrated public work processes among central, local and regional
public units through cross functional management system, special taskforce, shared joint

targets, and area-based approached management.
Strategy 5: Promotion of public-private partnership through public-private-

partnership (PPP) mechanism, contestability mechanism (public serviced by private industry),
compact mechanism (public serviced by communities), and networked governance.

Strategy 6: Improvement of transparency and creation of trust and confidence in
the public management system through public scrutiny and independent assessor, and good
governance information system.

Strategy 7: Preparation of Thai public management for ASEAN Community.
All the above strategies and subsequent actions guided by the Government

Administration Act, the Royal Decree of Criteria and Procedures for Good Governance and the
strategic plan for the public sector development had been executed with a timeframe ended

in 2018. This paper attempts to take a quick review of what has happened and what is the
outcome of all these measures from a public management perspective. Beginning with what

Professor Hood cited as potential flaws of the NPM, the following is probably what the Thai
public management can be concluded.
1. The lack of effective control on the public-private partnership has turned to

profiteering and conspiring corruption. Nearly all the mega-projects especially on
infrastructure development have been widely known for conspiracy among public

administrators including politicians and state officials, and private investors.
2. Cooperation among and between public administration units, private industry

and the communities fails to deliver what stipulated in the objectives. Nearly all development

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