ridm@nrct.go.th   ระบบคลังข้อมูลงานวิจัยไทย   รายการโปรดที่คุณเลือกไว้

ศึกษาความเหมาะสมเพื่อพัฒนาระบบงานกำกับและติดตามการปฏิบัติราชการในภูมิภาค

หน่วยงาน สำนักงานกองทุนสนับสนุนการวิจัย

รายละเอียด

ชื่อเรื่อง : ศึกษาความเหมาะสมเพื่อพัฒนาระบบงานกำกับและติดตามการปฏิบัติราชการในภูมิภาค
นักวิจัย : จิริกา นุตาลัย
คำค้น : งานกำกับ , ติดตาม , ปฏิบัติ , ผู้ตรวจ , พัฒนา , ระบบ , ราชการ , สำนักปลัดสำนักนายกรัฐมนตรี
หน่วยงาน : สำนักงานกองทุนสนับสนุนการวิจัย
ผู้ร่วมงาน : -
ปีพิมพ์ : 2555
อ้างอิง : http://elibrary.trf.or.th/project_content.asp?PJID=RDG5340017 , http://research.trf.or.th/node/5261
ที่มา : -
ความเชี่ยวชาญ : -
ความสัมพันธ์ : -
ขอบเขตของเนื้อหา : -
บทคัดย่อ/คำอธิบาย :

The Research entitled _the Study on Social Optimum and Appropriateness for Development of Supervising and Following-Up Procedures towards the Government"s Work and Operations in Provinces through Empowerment Evaluation Approach& was conducted in the line of three objectives as: 1) to design the development procedures and formulations of supervising and following-up processes towards the Government"s work and operations in provinces; 2) to generate strategies for supervising and following-up procedures towards the Government"s work and operations in provinces with the capacity-building for linking-up abilities on vertical and horizontal ways with efficiency; and 3) to develop mechanisms and tools for propulsion of supervising and following-up strategies in provinces with efficiency. The supervising and following-up procedures towards the Government"s work and operations in provinces have been set up and developed as the supporting systems for reformation of public services management with innovative ways. These are focusing on values and achievements in response to the designated Public Services Management Strategies and the Integration of Public Services Management Organizations, covering the design and implementation of strategies with formulation of coordinating mechanisms for work and operations. The vertical and horizontal linking-up abilities have been applicably undertaken while the public services management could be able to respond to the public needs with satisfaction, meanwhile most of problems and obstacles also could be solved in due course. Each Deputy Prime Minister would be entrusted to superintend the supervising and following-up procedures towards the Government"s work and operations in each province with the authorities to monitor, supervise and inspect the progress of implementation of the Strategies for Development of Provincial Clusters and Provinces, including promptly taking accountability to any problems in those particular areas, as if there is the Prime Minister within each province. In reference to the objectives of this Research, the twelve provinces were selected on the geographical basis with coverage of responsibilities of each General Inspector of the Office of Prime Minister, in response to the income generation, economic status, problems and size of provinces. These provinces were Chiang Mai, Phitsanulok, Uthai Thani, Prachin Buri, Saraburi, Ratchaburi, Ayudhya, Chaiyaphum, Khon Kaen, Udon Thani, Nakhon Si Thammarat and Pattani. There were some researches and studies of each province that could be used as the offshoots for this Research as well. And in order to narrow down the scope of the Research in each province with concrete outcomes, only one specific issue (or product) would be identified in each province, the Value Chain System then was undertaken for the purpose of analysis and inspection on matrix of relationships targeting to the provincial government agencies" activities and the development of those selected issues (or products), the Empowerment Evaluation Framework was generally applied to direct the supervising and following-up procedures with the purpose of creation and development of mechanisms and tools for propulsion of supervising and following-up strategies in provinces with efficiency. A number of findings and recommendations, from the Research, could be summarized as follows: 1. At the conclusion of findings and recommendations, the _Tri-SIC/KA, as one of the main conclusions from lessons-learned of twelve provinces, was developed and presented in the Matrix Analysis Formula, representing relationships and interactions between nine factors in response to the supervising and following-up procedures with the Empowerment Evaluation Framework. These factors could be separately posted on Y- and X-axis consecutively as: Issue (Y1), Systems (Y2), Stakeholders (Y3), Information (Y4), Context (X1), Cooperation (X2), Interdependency (X3), Communication (X4) and Synchronization (X5). The nine factors in matrix analysis formula create twenty sets of relationships from cross-cutting areas of Y- and X-axis and would be superintended by the Knowledge Management and Efficiency Assessment in each province. 2. And in respect of the explication of procedures for development of issue (or product) in each province, the possibility of accomplishment of such development of issue (or product) would rely on the coordination and linkage of activities or projects among province itself and between the province and policy levels. The Research henceforth proposed that the Area Value Chain and Policy Value Chain shall be applied to ensure that such coordination and linkage would be implemented in the appropriate ways, the entrusted Deputy Prime Ministers and the Committee for Supervising and Following-Up Procedures towards the Government+s Work and Operations in the Provinces then shall play their roles to integrate and harmonize such cooperation with mutual enhancement between local government agencies (Area) and policy-regulating bodies (Function). 3. And in response to the implementation of supervising and following-up procedures in provinces with efficiency, some supporting systems shall be created and developed, consisting of: the Information System, the Supervising and Following-Up System in Provinces and the Meeting Facilitation System, while the Regional Supervision Office (RSO) shall be authorized more specialized roles and work for institutionalizing itself as the main focal unit that has the roles for supporting missions and mandates of the Committee for Supervising and Following-Up Procedures towards the Government"s Work and Operations in Provinces, as if there is the Cabinet in each province. 4. In the gist of the Strategic Framework for Supervising and Following-Up Procedures towards the Government"s Work and Operations in Provinces, the Research proposed the new Vision of the Regional Supervision Office (RSO) as: _To be the Focal Unit with the roles for mobilizing the provincial management of work and operations with the empowering integration approach, in order to respond to needs of the public&. Two main Strategies were designed and proposed as follows: Strategy 1: the Reinforcement of Perception and Awareness towards the Committee for Supervising and Following-Up Procedures towards the Government+s Work and Operations in Provinces, as the main supervising and following-up mechanism for mobilizing the provincial management of work and operations with the empowering integration approach, consisting of two Tactics as: 1) The creation of more issue- or area-based platforms, with the Committee"s meetings, in order to enhance the information and opinion sharing spaces and to elaborate the collective regulations and agreements between the Deputy Prime Minister in charge of such area or issue with the related Ministers, including Minister of the Prime Minister Office, as entrusted by the Prime Minister. This should be effective ways for dispute resettlement on cross-cutting issues or problems with in due course; and 2) the strengthening of managements and administrations in compliance with the duties and responsibilities, as per stipulation in the Regulation of Prime Minister Office on the Supervising and Following-Up Procedures towards the Government"s Work and Operations in Provinces, B.E. 2547, and all related by-laws. Strategy 2: the upraising of the potentiality and creditability of the Regional Supervision Office (RSO), particularly in respect of making recommendations or justifications on supervising and following-up matters, consisting of three Tactics as: 1) The strengthening of cooperation among the government agencies, private sectors and the public, within contextually appropriate ways; 2) The provision of capacity-building activities for the Regional Supervision Office (RSO), in order to enhance it to be able to efficiently implement its mandates and responsibilities on supervising and following@up the Government"s work and operations in provinces with the achievement of the provincial management of work and operations through the empowering integration approach ; and 3) the increase of capacity of the Regional Supervision Office (RSO) to be the focal unit with the roles for mobilizing the provincial management of work and operations with integration approach and efficiency. And at conclusion, the ideas and practices of empowerment evaluation or friendly-supervising and following-up procedures towards the Government"s work and operations in provinces were reiterated with the principles of continuity, friendship, open-mind with mutual supporting and sharing benefits. In response to these principles, the supervising and following-up procedures shall be continually and concurrently started with and from the design of, the implementation on and the creation of outputs and outcomes from the plans for development or action plans, as per the collective or mutual agreements. The timeframe for implementation of supervising and following-up procedures would be relied on issues, projects or activities that become a part of collective agreements between those who have the roles for supervising and following-up and those whom are being supervised. The design of agreements or final plans for implementation of supervising and following-up procedures between the relevant stakeholders shall be created by those relevant themselves within the mutual-respecting and supporting conditions, then the collective mindsets of team-building, potentiality sharing, and cohesive efforts for mobilization of work and operations would be created, while the supervising and followingup unit, in this case is the Regional Supervision Office (RSO), would be able to gain more facts that shall be benefits for the improvement of public administration in the long run.

บรรณานุกรม :
จิริกา นุตาลัย . (2555). ศึกษาความเหมาะสมเพื่อพัฒนาระบบงานกำกับและติดตามการปฏิบัติราชการในภูมิภาค.
    กรุงเทพมหานคร : สำนักงานกองทุนสนับสนุนการวิจัย.
จิริกา นุตาลัย . 2555. "ศึกษาความเหมาะสมเพื่อพัฒนาระบบงานกำกับและติดตามการปฏิบัติราชการในภูมิภาค".
    กรุงเทพมหานคร : สำนักงานกองทุนสนับสนุนการวิจัย.
จิริกา นุตาลัย . "ศึกษาความเหมาะสมเพื่อพัฒนาระบบงานกำกับและติดตามการปฏิบัติราชการในภูมิภาค."
    กรุงเทพมหานคร : สำนักงานกองทุนสนับสนุนการวิจัย, 2555. Print.
จิริกา นุตาลัย . ศึกษาความเหมาะสมเพื่อพัฒนาระบบงานกำกับและติดตามการปฏิบัติราชการในภูมิภาค. กรุงเทพมหานคร : สำนักงานกองทุนสนับสนุนการวิจัย; 2555.