CONCLUSION AND RECOMMENDATIONS
6.4 Discussion
planning and operations to reduce narcotics problems. Thus, all parties need to understand the need for: ( a) persistence through successive annual cycles; ( b) a strengthening of the financial administration and information systems; and for parallel efforts to strengthen macro budgeting and sector analysis, which IBPI could be the key for the BOB and others to implement.
6.4.2 Rejected 2 Stability of Government Policy
Although stability of government policy is the key to reaching goals in many aspects, such as the rules, regulations and policies that are established by government, it can be influential to various sectors, both on the national and local levels. In the government and private sector, it has no impact on the efficiency of the operation in the integrated plan.
6.4.3 Rejected 3 Flexibility and Openness to Changing Circumstances of Collaboration
In the aspect of flexibility and openness to changing circumstances of collaboration, collaboration between organizations is an activity that is jointly cooperated on by two or more agencies with an intention to increase public value by working together rather than working solely. The collaboration of organizations contributes to benefits for all parties and the goals those organizations share in working together. Flexibility and openness in collaboration is important, as it offers evaluation of the current situation and makes the necessary adjustments and adaptations to such changing circumstances. Flexibility and openness is very important in any work, especially in collaboration, as it allows adaptation to changing circumstances in order to achieve goals shared by different agencies.
In the aspect of changes in circumstances or conditions of organizations’
cooperation in the area of integration planning groups, it has no impact on the integration’ s efficiency, since it is a mission which needs to be handled together, according to the government’ s appointment under the National Budget Act. Although there may be a rise or decrease in the budget from cooperation, the legal burden cannot be denied. With private organizations, on the other hand, the status of cooperation might be different under the circumstance of difference conditions, since benefits gained might differ.
Big data is a set of complex and large data that traditional data- processing software is inadequate to deal with. Big data contains a large volume of data that is in the nature of being both structured and unstructured. However, the volume of data is not the key factor; in fact, the data that can be used in various ways by organizations is the thing that really matters, since big data can make an analysis of insights gleaned
from the information in each of various agencies, which can bring about better decisions and strategies to achieve goals.
Big data collects data from many different sources, and since it is a large volume of data, storage is required, which can be in the cloud or on the premises. The vitality of big data is not the amount of data, but how the organizations use it. It can be used to set policies, deduct costs and time, and make more precise decision making.
Big data is the allocation of data to a standardized database, since the data base concerns an integrated plan in each organization, it might be different in terms of goals and operations, making it is hard to be assessed by the same standard.
Ground staff often lacks understanding in the principles needed to follow an integration plan. The operation and budget allocation are set by a central organization causing a lack of integrated nature in work and budget allocations, which is the operation of domestic organizations. In a true integration, similar lines of work can conduct co– procurements where organizations will contribute to mass buying with lower prices, such as with appliances procurement.
The Principal Agent Theory is a theory about the agents interacting with the principals for whom they act. The point where incentives arise is when the agent’ s actions are intended to benefit the principal.The principal-agent theory of organizations is primarily about the notion that the performance of the public sector can make improvements depending on incentive- based contracts between different actors. It is believed that principals tend to have more achievement to reach their desired outcomes, while agents will hold clarity concerning work programs and goals. Principal Agent Theory has been considerably influential on the theory and practice of public administration and policy since it first emerged in the 1970s. This theory has been a major tool, especially in many high- income developed countries throughout the 1980s and 1990s, with mostly radical public sector reforms resulting. Its legacy has remained within many public sectors.
According to the literature on Principal Agent Theory, an integrated plan is a task that government and the Bureau of the Budget highly prioritizes in terms of budget allocation, causing an attempt in many organizations to create tasks according to an integrated plan merely to gain more budget; however, those tasks often fall short of an effective outcome toward national goals or plans. The Government and the Bureau of
the Budget, on the other hand, needs to decrease overlapping work; hence, they try to arrange for an integration plan in order to reach the highest efficiency in budget allocation.
According to the recommendation on having a specific central organization to handle integration planning, at present, there is the Office of the Narcotics Control Board ( ONCB) acting as the main organization responsible for integration planning, which is directly under the deputy prime minister. The Office of the Narcotics Control Board (ONCB) was established under the Narcotics Control Act, B.E. 2519 under the supervision of the Ministry of Justice. Its vision is to be a leader in the development of drug control strategies, both at the national level and the regional level (ASEAN) with the prominent goal of making Thai society without harmful drugs. The Office of the Narcotics Control Board (ONCB) holds four missions, which are:
1) Set and adjust strategies to prevent and solve narcotics problems, to work continuously to be suitable under all circumstances.
2) Manage the integration of prevention and solutions for drug problems according to assigned strategies.
3) Enforce narcotics– related legal provisions and other related laws in order to accommodate narcotics problem solutions and prevention.
4) Follow up on the examination and surveillance of drug dispersion.
The main task of ONCB is to handle and control all existing narcotics policies;
however, working to achieve the main mission together with other tasks might affect the effectiveness of integration planning, as it is not ONCB’s main mission. Moreover, ONCB lacks the complete authority to cut unrelated projects.