PEA’s Integrity and Transparency Project
Provincial Electricity Authority

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
The Provincial Electricity Authority (PEA) is a state-owned enterprise under the Ministry of Interior, Thailand. PEA’s missions are to provide and distribute electricity to 74 provinces throughout the country except Bangkok and adjoining towns. PEA is working to serve its customers’ needs in terms of satisfaction in quality of services provided. PEA perceives itself as a changing and innovative organization that has to continuously improve the organization with responsibilities for society and the environment as well. PEA has served around 18.55 million customers and has 30,895 officers and 933 PEA local offices (PEA offices class 1-3 = 186 offices, PEA branch offices 288 offices and PEA sub-branch 459 offices) with a value of total assets 337,292 million baht (as of September 2016). PEA has a main mission to provide electricity to all households in rural areas to improve their living standards that help promoting the economic growth and building basic needs foundations of the country. Moreover, PEA has not only concerned on the business efficiency and stabilities but also environmental and social responsibility including ethics, transparency and accountability. The organization also discloses essential information to public and supports the interaction network with stakeholders, to share and exchange their comments and mutual experiences. PEA forecasted the electricity demand over the next 5 years will increase every year by 2-3 percent for year 2016-2020 and has continuously been improving electricity distribution systems to serve the demand in Thailand. As a result, PEA has created master plans and projects incorporated in the national economic and social development plan in compliance with government policies and growth demand. The extension of public facilities is the main policy of the Thai government, for example water supplies, electricity and transportation. The problem is most government organisations are monopolies which means people merely rely on them. There is no denying that they are less competitive and have fewer improvements on their management systems and other related processes. Mostly, these organisations have complicated chains of command and hierarchical organizational structure. Likewise, people as a service recipient from that type of monopolistic entities are rarely authorised to access to essential information or to examine their operations. From the long-lasting problem mentioned above, it is evidenced by the growing number of complaints both in terms of service and corruption from the collected data until year 2013. This may cause the corruption and bribe problem in order to meet their need as fast as possible or even they have to pay money to facilitate their transactions. The most obvious evidence is Thailand’s Corruption Perception Index score of 35 out of 100. In conclusion, Thais have encountered the following problems. The first problem is related to “Information and public service access”. The second problem is “Dissatisfaction with information disclosure and services rendered”. The last one comes from the problem of corruption, inequity and unfairness from public services and lack of opportunity in examining public sector’s operations.

B. Strategic Approach

 2. What was the solution?
PEA’s Integrity and Transparency Project is formulated for 3 purposes “Information Disclosure” for stakeholders, “Citizen-centric Service” to resolve the dissatisfaction of information disclosure and the quality of services received and “Citizen Participation” to open for process inspection and to share and exchange their comments and mutual experiences.

 3. How did the initiative solve the problem and improve people’s lives?
The project was initiated in the middle of 2015. PEA formulated 4 standards in 5 areas as a guideline for implementing the project throughout the organization. Standard 1: Good corporate governance Indicator: 1. Executive’s determination, activity participation and act of role model in promoting transparency to the stakeholders 2. PEA’s information center in compliance with National Information disclosure standards Standard 2: Fair operating practices to all groups of stakeholders Indicator: 1. All working processes shall adhere to Service Level Agreement: SLA e.g. power outage notifications, bill payments, meter installations and more. 2. Procurement disclosure process in compliance with National Procurement Disclosure Law Standard 3: Compliant Management Indicator: 1. The number of complaints per year 2. The effective response within the pre-determined time Standard 4: Anti-corruption Practices Indicator: 1. Anti-corruption yearly plan 2. Transparency network management to encourage outside members to be in the network for mutual activities. The project has proven its abilities to solve the following problems: 1. Information Disclosure The project aims to disclose the important information of the organization to people in many issues such as customer service transactions according to Service Level Agreement: SLA, procurement information for suppliers, compliant management approach and more. PEA is determined to reveal all important information than what the laws and regulations require. This is to express PEA’s determination to facilitate people’s access to public information by using these 2 principles. The first principle is to be “more transparent”: To disclose all essential information to meet legal requirements and public expectations. The next principle is to be “accessible”: People can access the PEA’s Information through many channels: PEA Call Center, www.pea.co.th and social media 2. Citizen-centric service The project resolves the problem of dissatisfaction of information disclosure and the quality of services received by people. The project is aiming to make PEA to be a citizen-focused service provider with citizen-centric services. The foremost characteristic of a customer-centric service is to be “responsive service”. PEA thus formulated the standards of working process and servicing people for employees to apply as follows: 2.1 Internal work process Service Level Agreement: SLA (Working Standards between departments) e.g. Bill payment process, installation of an electric meter, electric power outage etc. 2.2 External work process This defines “customer service standards” as a guideline for rendering each type of customer service, e.g. electric meter sizing, electricity expansion, petition process etc. 3. Citizen Participation The project also encourages citizen participation to serve demand for “anti-corruption, fairness in services provided, and to inspect the operations of government organizations” The project is resolute to foster citizen participation to keep watching the operations of PEA. People can do so by applying a membership of “Transparency network”. The main objective of the network is preventing and suppressing corruption. The network will arrange many workshops and activities e.g. exchanging ideas and suggestions on corruption issues, reporting any potential corruption offences found within PEA. In conclusion, the project has improved internal operations and processes which have the impact on people in order to receive the information and services fairly and transparently. People will receive services with great quality regardless of their financial status, backgrounds, genders, races. Likewise, PEA takes the principles of international human rights (e.g. Human Dignity, equality and non-discrimination, Universality, Participation and inclusion, accountability and the rule of law) into account for better fair operating practices.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
The project is being widely implemented throughout the organization for improving the PEA’s information disclosure considered “Process Innovation” for transparency purpose. This transparency-based project is realistically measureable and evaluable because of the following features: 1.The implementation of the Project is planned to cover all 933 PEA local offices by the following timeframe: 2015-2016 : the project was executed for 186 PEA class 1-3 offices and Year 2017 is to expand the project to cover the other 747 PEA branches and sub-branch offices. 2.PEA formulated PEA’s Integrity and Transparency Standards as guidelines for all PEA offices. 3.Evaluation Committee 3 levels : -Organizational/ Regional / District Evaluation Committee PEA was awarded the prize of “State owned enterprise with the best transparency index score” supported by the NCC. The outstanding reasons for winning the award are as follows: First, the project used valid and comprehensively analyzed information. Second, it has formulated solid objectives, goals and practical working procedures. Third, it has a proper and achievable implementation timeframe. Next, the project is collective action all employees can take part in.The last reason is having an effective evaluation system to measure the progress and results of the project.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
PEA has considered a number of inside and outside factors to establish the project. To begin with, the project has reviewed 5 outside factors: 1.The Constitution of the Kingdom of Thailand, Buddhist Era 2550 (2007) sections 56-62 (Rights to Information and Petition) states that “A person shall have the right to receive and to get access to public information in possession of a government organization and have the right to present a petition and to be informed of the result of its consideration within the appropriate time. 2.National anti-corruption strategy emphasizes the principles of transparency, fairness and anti-corruption in business operations. 3.Government organizations shall govern themselves fairly and transparently.The employees in the organizations shall have ethics, virtue, and morality in their mind. 4.Thailand’s Corruption Perceptions Index Year 2016 is 35 out of 100 reported by Transparency International. The index of 35 is considered relatively low among ASEAN countries. This reflects the corruption problem that has existed in Thailand for years. 5.Integrity & Transparency Assessment index: ITA index by the National Counter Corruption Office (NCC) as a tool to measure the transparency level in the government organizations. Futhermore, the organisation has examined 2 internal factors: 1.Organisational strategy and Executive policy PEA’s Management and Improvement policy emphasizes on “Sustainable development” : Good corporate governance, code of conduct, Operations with transparency and no-corruption , building a pilot PEA office that operates with Transparency and expand to other PEA branch offices, developing Human resources both soft and hard skills, enhancing the citizen participation. 2.Executives and employees’ willingness and cooperation to instill transparency in routine working procedures. The size of population that is affected by the project: 1.18.5 million Thais as PEA’s customers will be provided services fairly and transparently 2.30,000 executives and employees as a service provider will perform their work with transparency
 6. How was the strategy implemented and what resources were mobilized?
PEA’s Integrity and Transparency Project has utilized specific strategies to achieve the pre-determined goals as follows: 1. Executives as “a Role Model” for employees PEA executives are willing to sign a promise of anti-corruption practices among Board of directors and subordinates in order to demonstrate a commitment to embracing and applying the practices. Also, the signing helps promoting good sense and atmosphere. Their subordinates are willing to adhere to the anti-corruption practices along with their boss. Moreover, the executives are encouraged to participate in all meetings about transparency, ethics and morality issues. 2. Initiate “a Pilot Project” Initially, PEA launched a pilot project on “Integrity and Transparency Office” in Rangsit Branch Office, Pathumthani province. The pilot project was analyzed and applied to the “PEA’s Integrity and Transparency Standards” to expand the project to every PEA branch office. Pros and Cons were included into the standards as well for creating a better version. 3. Knowledge and experience Sharing PEA has held a number of meetings and workshops along the way the standards has been used to ensure their efficiency and effectiveness. 4. Rewarding As a motive for employees to maintain the PEA’s standards, PEA will present a certification guaranteeing that the PEA office has passed the assessment by the PEA Integrity and Transparency Project’s committee. The implementation of the project requires these essential resources: 1. Human resources 1.1 Integrity and Transparency Project Assessment Committee. Duty: To assess whether the current working procedures of the PEA office adhere to the standards e.g. Procurement processes should strictly comply with standard 2 (Procurement Standard) of PEA Integrity and Transparency Standards. 1.2 Executives and Employees Duty: To govern, facilitate and propel the operations of the project within the organisation. 2. Information Technology Resources In assessing the PEA office with the PEA’s standards, PEA has used various Information Technology Systems assisting the assessment to increase the efficiency and to eliminate biases of the committee that can potentially cause the unfairness in the assessment process. Used IT systems are SAP program (for procurement and SLA), e-one portal (for compliant management), smile box (after-service customer satisfaction) etc.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
PEA’s Integrity and Transparency Project has utilized specific strategies to achieve the pre-determined goals as follows: 1. Executives as “a Role Model” for employees PEA executives are willing to sign a promise of anti-corruption practices among Board of directors and subordinates in order to demonstrate a commitment to embracing and applying the practices. Also, the signing helps promoting good sense and atmosphere. Their subordinates are willing to adhere to the anti-corruption practices along with their boss. Moreover, the executives are encouraged to participate in all meetings about transparency, ethics and morality issues. 2. Initiate “a Pilot Project” Initially, PEA launched a pilot project on “Integrity and Transparency Office” in Rangsit Branch Office, Pathumthani province. The pilot project was analyzed and applied to the “PEA’s Integrity and Transparency Standards” to expand the project to every PEA branch office. Pros and Cons were included into the standards as well for creating a better version. 3. Knowledge and experience Sharing PEA has held a number of meetings and workshops along the way the standards has been used to ensure their efficiency and effectiveness. 4. Rewarding As a motive for employees to maintain the PEA’s standards, PEA will present a certification guaranteeing that the PEA office has passed the assessment by the PEA Integrity and Transparency Project’s committee. The implementation of the project requires these essential resources: 1.Human resources 1.1 Integrity and Transparency Project Assessment Committee. Duty: To assess whether the current working procedures of the PEA office adhere to the standards e.g. Procurement processes should strictly comply with standard 2 (Procurement Standard) of PEA Integrity and Transparency Standards. 1.2 Executives and Employees Duty: To govern, facilitate and propel the operations of the project within the organisation. 2.Information Technology Resources In assessing the PEA office with the PEA’s standards, PEA has used various Information Technology Systems assisting the assessment to increase the efficiency and to eliminate biases of the committee that can potentially cause the unfairness in the assessment process. Used IT systems are SAP program (for procurement and SLA), e-one portal (for compliant management), smile box (after-service customer satisfaction) etc.

 8. What were the most successful outputs and why was the initiative effective?
The project has displayed improvements in working procedures as follows: 1.Information Disclosure Process Improvements in the following processes in order to be more transparent 1.1 Customer Service Process Standard 2 : Every PEA branch office posts notification showing service steps, the cost of each service rendered, service timeframe in an easily-noticeable point in the office e.g. cost of meter installation, electricity expansion and bill payment etc. By doing so, customers will know exactly how much service cost they will have to pay with no price rip-offs. Consequently, this can prohibit any potential incidents of corruption because everyone is blatantly informed on the costs of all types of customer service transactions. 1.2 Compliant Management Process Standard 3: In order to facilitate customer’s petition process, PEA offices will post the executives’ telephone numbers. People, who have found an incident of corruption, both committed by PEA employees and PEA-related matters, are able to apprise directly to the relevant and authorized executive about the finding. Then, the executive handles the incident. PEA has augmented the number of communication channels for its customers to easily file a request or petition. Besides, PEA also published a handbook of compliant management to be used as a standard manual throughout the organisation. 1.3 Procurement Process Standard 2 requires that a PEA office that is carrying a procurement transaction shall reveal necessary information about that procurement transaction to bidding parties. Such information is medium price of the bidding and its methods of calculation, the name of the winner in the bidding and the criterion used to judge the winner. The information shall be posted on the PEA’s website in order for the bidding parties to examine for the sake of transparency. 2.As planned, all 186 PEA Class 1-3 Offices were certified as a PEA’s Integrity and Transparency Office within 2016. PEA then planned to expand the project to cover the rest of the 747 PEA branch/sub-branch offices across the country. The ultimate objective of the project is to apply the 4 standards in 5 areas to all PEA’s offices in order to instill transparency into employees.

 9. What were the main obstacles encountered and how were they overcome?
Along the way the project has been being implemented, PEA have encountered numerous different both major and minor obstacles in regard to specific area. To deal with those impediments, PEA has arranged consecutive meetings and workshops to discuss and brainstorm ideas from staff that have real experiences in order to seek for possible solutions and potential suggestions. To begin with, the project has confronted many internal obstacles as detailed below: 1.Employees’ understanding in good governance , morality and transparency Due to the enormous number of PEA employees, the dissemination and transfer of knowledge in good governance, morality and transparency to every employee is arduous. The origination has come up with these solutions: The first solution is that Determined executives as a role model for their employees to express their great interest in embracing and applying best practices of the principles of transparency. e.g. they frequently attend transparency-promoting activities supported by any parties such as the National Anti-Corruption Commission, Thai government and anti-corruption networks and more. The next one is that PEA’s executives organize events that help boost good governance, morality and transparency schemes to occur in the organization. 2.PEA’s Organisational structure The complexity of organisational structure, branch offices across the country, is difficult to control the operations of each office to be in line with the standards. To deal with this problem, the project has employed these solutions: The first solution is that PEA has created effective management / controlling and checking / evaluation approaches. The next is that PEA also organizes competition, as a motive, between PEA Offices in different regions/areas. The competition is to measure the efficiency of each office in applying the PEA’s 4 standards in 5 areas in real practice. There will be an award to those who receive the highest score.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
The project has contributed many benefits to both PEA and all groups of Thais. The benefits that PEA has received are as follows: 1. PEA’s Integrity & Transparency Assessment (ITA) by the National Counter Corruption Office (NCC) has consecutively increased from 2014–2016 (year 2014: 77.87 percent, year 2015: 89.86 percent and year 2016: 92.76 percent). The index is rated by the NCC, a designated agency, to assess the level of Integrity & Transparency of all Thai government organizations. 2. PEA was rated as one of the top 10 participating state-owned enterprises in years 2014 and 2015. It climbed up its rank to the top 5 in year 2016. The PEA’s higher index exhibits that PEA is strongly determined to work on promoting Integrity& Transparency to all stakeholders. The Thais and the country will then earn the following benefits: 1.PEA, as the biggest electricity utility of the country with 18.5 million customers, is running the project with the hope to ameliorate living standards. The ultimate objective of the project is to establish the trust from the people and positive attitudes towards government organisations. PEA is devoted itself to service the Thais fairly, equally, transparently and accountably. Also, the organization is resolute to work on preventing and suppressing corruption. The proof of PEA’s determination on integrity, transparency and anti-corruption is the average percentage of the ITA index of 92.03 (years 2014-2016).The number of complaints from PEA’s customers is also declining every year. 2.People are serviced with fairness, equity and equality. 3.The project is a part of national anti-corruption programmes that assists the country in the reduction of corruption offences.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
The project is planned to expand its implementation to cover all PEA’s branch offices. The effects are the increased levels of integrity, accountability and transparency. Hence, the project has expected the following results: 1.The project is to serve the needs of the Transparent Society in Thailand. The used Indicators to measure transparency in PEA are as follows: The first indicator is the efficiency of customer compliant responses within the given time (30 days) is more than 90 percent. The next is the overall customer Satisfaction index is 83.44 percent in 2015 and 84.40 percent in 2016. 2.The increase in Thailand’s Corruption Perception Index or CPI index rated by Transparency International (TI) as the fact that PEA is one of Thai utility state enterprises whose anti-corruption score is measured and is included in Thailand’s CPI as well. 3.People will experience the best services from the government organizations. That is they will receive customer service with the great care and fairness; have the chance to get access to public information as necessary. Together, they can partly exercise control over the operations of the organizations.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
PEA has systematically provided the project with effective evaluation/assessment systems and designated people in charge of running the project. The project’s committees have routinely checked the project’s progress to see if there are any potential obstacles that need to be tackled immediately and also the committees have timely reviewed the impediments and recommendations from the staff who work on the project of each office. They then use the proceeds to improve the PEA’s 4 standards in 5 areas which affect working processes in PEA’s offices. The improved working processes will impact the stakeholders’ interests and satisfaction. The examples of the improved working processes are: 1.Correct and timely procurement information posted on the PEA’s website for business partners to check real time. 2.Controlling IT systems used to check the efficiency of working processes. 3. Disclosure of customer service details at the service point in the PEA office. Moreover, the key benefits that are derived from the project are that the increase in employees’ awareness on the importance of customer-centric service and on the accountability of disclosing information which have the impact on people’s lives.

Contact Information

Institution Name:   Provincial Electricity Authority
Institution Type:   Academia  
Contact Person:   Darawan Promkasikorn
Title:   Manager,Corporate Governance Division  
Telephone/ Fax:  
Institution's / Project's Website:  
E-mail:   cgpea6160@gmail.com  
Address:   200 Ngam Wongwan Road, Chatuchak
Postal Code:   10900
City:   Chatuchak
State/Province:   Bangkok
Country:  

          Go Back

Print friendly Page
video porno.. brasileiros xxx xhamster