@misc {TN_libero_mab2,
author = { World Bank },
title = { Implementing Results Based Management in Thailand },
publisher = {},
keywords = { ACCOUNTABILITY , ACCOUNTABILITY ARRANGEMENTS , ACCOUNTABILITY FOR RESULTS , ACCOUNTING , ACCOUNTING SYSTEM , ADMINISTRATIVE COSTS , ADVERSE CONSEQUENCES , AGGREGATE CONSTRAINTS , ALLOCATION , ALLOCATION OF FUNDS , ALLOCATION OF RESOURCES , ANNUAL BUDGET , ANNUAL BUDGET FORMULATION , ANNUAL BUDGETING , ANNUAL BUDGETING PROCESS , ANNUAL PERFORMANCE , ANNUAL PLANS , ANNUAL REPORT , ANNUAL REPORTING , AUDIT FINDINGS , AUDIT OFFICE , AUDITOR GENERAL , BASELINE DATA , BUDGET ALLOCATION , BUDGET AUTHORITY , BUDGET CYCLE , BUDGET DEPARTMENT , BUDGET DISCUSSIONS , BUDGET DOES , BUDGET EXPENDITURE , BUDGET PERIOD , BUDGET PRACTICES , BUDGET PREPARATION , BUDGET PREPARATION CYCLE , BUDGET PROCESS , BUDGET PROPOSALS , BUDGET REFORM , BUDGET REQUESTS , BUDGET REVIEW , BUDGET STRATEGY , BUDGET SUBMISSION , BUDGET SYSTEMS , BUDGETARY ALLOCATION , BUDGETARY DECISION , BUDGETARY DECISION MAKING , BUDGETARY SYSTEM , BUDGETING PROCESS , CAPACITY BUILDING , CAPACITY CONSTRAINTS , CAPITAL EXPENDITURE , CAPITAL INVESTMENTS , CENTRAL AGENCIES , CENTRAL BUDGET , CENTRAL GOVERNMENT , CIVIL SERVANTS , CIVIL SERVICE , COST ESTIMATES , DATA COLLECTION , DEBT , DECISION-MAKING , DECISION-MAKING PROCESSES , DELIVERY OF SERVICES , DEPARTMENTAL BUDGETS , ENTITLEMENT PROGRAMS , EVALUATION CAPACITY , EXPENDITURE , EXPENDITURE CEILINGS , EXPENDITURE PLANS , FINANCE MINISTRY , FINANCIAL AUDITS , FINANCIAL INFORMATION , FINANCIAL MANAGEMENT , FINANCIAL MANAGEMENT SYSTEM , FINANCIAL REPORTS , FISCAL MANAGEMENT , FISCAL MANAGEMENT SYSTEM , FISCAL OPERATIONS , FISCAL RISK , FISCAL RULES , FORWARD ESTIMATES , GOVERNMENT PERFORMANCE , GOVERNMENT PRIORITIES , INTERNAL AUDIT , INTERNAL AUDIT FUNCTION , INTERNAL CONTROL , MACROECONOMIC POLICY , MANAGEMENT CONTROL , MARKET ECONOMIES , MEASURED VALUES , MEDIUM TERM EXPENDITURE , MEDIUM TERM EXPENDITURE FRAMEWORK , MENTAL HEALTH , MINISTERIAL COMMITTEE , MINISTRY BUDGET STAFF , MINISTRY OF FINANCE , MONETARY INCENTIVES , MONETARY REWARDS , NATIONAL AUDIT , NATIONAL DEVELOPMENT , NATIONAL DEVELOPMENT PLAN , NATIONAL STATISTICS , ORGANIZATIONAL PERFORMANCE , OUTCOME INDICATORS , OUTCOME MEASUREMENT , OUTCOME TARGETS , OUTPUT MEASURES , PERFORMANCE AGREEMENTS , PERFORMANCE ASSESSMENT , PERFORMANCE AUDIT , PERFORMANCE AUDITING , PERFORMANCE BUDGETING , PERFORMANCE CONTRACTS , PERFORMANCE CRITERIA , PERFORMANCE DATA , PERFORMANCE EVALUATION , PERFORMANCE GOALS , PERFORMANCE INDICATOR , PERFORMANCE INFORMATION , PERFORMANCE MANAGEMENT , PERFORMANCE MANAGEMENT SYSTEM , PERFORMANCE MEASUREMENT , PERFORMANCE MEASUREMENT SYSTEMS , PERFORMANCE MEASURES , PERFORMANCE MONITORING , PERFORMANCE PLAN , PERFORMANCE REPORTING , PERFORMANCE REPORTS , PERFORMANCE TARGETS , PERSONNEL MANAGEMENT , POLICY DECISIONS , POLITICIANS , POVERTY REDUCTION , POVERTY REDUCTION STRATEGY , PRIORITIES OF GOVERNMENT , PRIVATE SECTOR , PROGRAM BUDGETING , PROGRAM DESIGN , PROGRAM EFFECTIVENESS , PROGRAM EVALUATIONS , PROGRAM MANAGERS , PROGRAM PERFORMANCE , PROGRAM REVIEWS , PROGRAM STRUCTURE , PROGRAMS , PUBLIC DISCLOSURE , PUBLIC EXPENDITURE , PUBLIC MANAGEMENT , PUBLIC MANAGEMENT REFORM , PUBLIC OFFICIALS , PUBLIC RESOURCES , PUBLIC SECTOR , PUBLIC SECTOR MANAGEMENT , PUBLIC SECTOR PRODUCTION , PUBLIC SECTOR REFORM , PUBLIC SECTOR SPECIALIST , PUBLIC SERVICE , PUBLIC SERVICE AGREEMENTS , QUALITY ASSURANCE , QUALITY MANAGEMENT , QUANTITATIVE DATA , RESOURCE ALLOCATION , RESOURCE MANAGEMENT , REVENUE FORECAST , SANITATION , SERVICE DELIVERY , SERVICE PROVIDERS , SERVICE PROVISION , SERVICE QUALITY , STATE BUDGET , STRATEGIC PLANS , SUB-NATIONAL GOVERNMENTS , SUPREME AUDIT INSTITUTIONS , TAX COLLECTION , UNCERTAINTY , UNINTENDED CONSEQUENCES , USE OF PERFORMANCE INFORMATION , USE PERFORMANCE INFORMATION },
year = {2011},
abstract = {East Asia and Pacific},
abstract = {Thailand},
abstract = {Thailand has been pursuing the implementation of results based management techniques in the public sector for over a decade. Leading this task is the Office of the Public Sector Development Commission (OPDC) which has been supporting various agencies and departments in undertaking a wide variety of results based management reforms, including key performance indicators, balanced scorecards, and individual performance bonuses, among others. This report summarizes the results of a two week fact finding mission and a one day workshop conducted by the Office of the Public Sector Development Commission (OPDC) of the Prime Minister's office in collaboration with the World Bank's Public Sector Performance Global Expert Team (PSP-GET) held on September 24, 2010 in Bangkok, Thailand. This report covers the main areas to consider in implementing a results based management system. The report provides an overview of Thailand's Results Based Management (RBM) system, with an emphasis on lessons from international experience in leveraging performance information to deliver results. Chapters on how to link performance with planning and budgeting, as well as an overview of incentives to improve performance are included. Each chapter is loosely structured in the following way: issues identified during discussions; relevant lessons from international experiences; and overall recommendations and findings of the PSP-GET},
address = { Washington, DC },
url = { http://slubdd.de/katalog?TN_libero_mab2 }
}
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