Key performance indicators for local government infrastructure development : the case of sub-district (Tambon) administrative organization | |
| Author | Suchanya Posayanant |
| Call Number | AIT Diss. no.CM-07-01 |
| Subject(s) | Rural development--Thailand Infrastructure (Economics)--Thailand |
| Note | A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Engineering in Construction Engineering and Infrastructure Management, School of Engineering and Technology |
| Publisher | Asian Institute of Technology |
| Abstract | The purpose of this study was threefold. One, the study was to examine the perceptions and current practice of Tambon Administrative Organizations (TAOs) in rural infrastructure development regarding the performance measurement systems. The aim was to determine TAOs’ commitment to adopt formal measurement system if provided. Two, the key performance indicators (KPIs) appropriateness was accordingly explored to provide accurate picture for TAOs to the satisfactoriness of the development results. Three, a prototype KPIs was developed for TAOs that help define and measure the project success and ultimate achievement. In order to examine the existing practices of performance measurement systems, documentations and personal interviews was conducted. To explore in depth of TAOs’ performance measurement practices, the questionnaire survey was administered to a sample of 120 TAO chiefs, who had extensive experience in infrastructure development and management. 43 responses were returned representing a 36% response rate. Descriptive statistics and chi-square analysis showed that while most respondents have developed informal means to evaluate the effectiveness of infrastructure initiatives, the TAOs have realized the importance of performance measurement. The TAOs have affirmed to formally adopt performance measurement if such systems were made available to them. Based on the results, the commitment confirms the significance of the KPIs development and application. To further create KPIs, documentation, observations, and expert focus groups were held to give an insight into the adaptation of the Balanced Scorecard (BSC) framework which link critical success factors (CSFs) and TAO’s value chain. This had led to a specific measure of TAO’s performance in rural infrastructure development. To test and further determine the KPIs’ appropriateness, the method used was questionnaire survey and included both descriptive and Kruskal-Wallis one-way analysis of variance. The sample was purposively selected from 617 TAOs that were first established administration and have become a dominant in infrastructure development activities at the local level. 298 questionnaires were returned, generating a 48.30% response rate. There were ten experts to the focus group interview held to summarize the data for analysis from the meaningfulness of the experience from the participants’ perspective. The results from Chapter 5 denote a number of findings. First, the KPIs are acceptable to the majority of TAOs. Second, the applicability perception differences on each of the KPI were obvious among the four regions of TAOs. TAO’s choice of indicator will depend on its strategy which coordinates people living and working in the areas. Finally, results of the research data revealed that the TAOs from the five levels place differences applicability perception on each of the KPI. The KPIs applicability perception is based on three-year rolling budget plans that will enhance the quality of infrastructure and services for the community. Lastly, in this dissertation, a prototype KPIs was developed and tested to determine the KPI’s utility. Data are collected from 12 TAOs. The prototype KPIs illustrates a quantifiable measure that the TAOs use to communicate development performance for the success. It supports the recommended infrastructure project improvement activities. The focus group, convened ten experts, validated that the prototype KPIs is successfully formed and implemented by the TAOs. The prototype encompasses two sections, one to measure overall success of TAOs, which associates executive view with the scorecard. The second section addresses operational report, which details the KPIs measurement in each perspective of the BSC. This report enables the executive to pinpoint the decision to the most suitable infrastructure projects where the TAO chief can maintain success and improve on the most severe performance degradations. Focus on the KPIs, it is expected that the central government could instantly provides advisory and support for the projects necessary to achieve the performance goals for each Tambon. |
| Year | 2007 |
| Type | Dissertation |
| School | School of Engineering and Technology (SET) |
| Department | Department of Civil and Infrastucture Engineering (DCIE) |
| Academic Program/FoS | Construction Engineering and Infrastructure Management (CM) |
| Chairperson(s) | Chotchai Charoenngam; |
| Examination Committee(s) | Ogunlana, Stephen Olu;Soparth Pongquan;Mohamed, Sherif; |
| Scholarship Donor(s) | King Mongkut University Thonburi, North Bangkok;Asian Institute of Technology Fellowship; |
| Degree | Thesis (Ph.D.) - Asian Institute of Technology, 2007 |