Educational Finance in Thailand - UNESCO Bangkok
Educational Finance in Thailand - UNESCO Bangkok
Educational Finance in Thailand - UNESCO Bangkok
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F<strong>in</strong>al Report, Volume II/3 Anthony. Cresswell: <strong>Educational</strong> <strong>F<strong>in</strong>ance</strong> <strong>UNESCO</strong>-PROAP TA 2996-THA<br />
Education Management and <strong>F<strong>in</strong>ance</strong> Study July 1999<br />
allocation standards imposed from outside, negotiations and compromise <strong>in</strong> some<br />
areas, and mobilization of new resources <strong>in</strong> others.<br />
2.1.4.2. Strengths of the budget process<br />
When viewed this way, the budget processes observed <strong>in</strong> this review are highly<br />
functional and successful <strong>in</strong> many important respects, and suffer from flaws and<br />
weaknesses <strong>in</strong> others. The functionality and success are reflected <strong>in</strong> some key<br />
goals of a budget process:<br />
a. That the process is well understood and reasonably transparent.<br />
b. It is timely and effective <strong>in</strong> produc<strong>in</strong>g the necessary decisions when required.<br />
c. It helps establish a basis for sound adm<strong>in</strong>istration by provid<strong>in</strong>g stable and<br />
predictable resource flows.<br />
d. It provides a basis for participation <strong>in</strong> and review of decisions.<br />
e. It provides a basis to control the flows and expenditure purposes for<br />
coord<strong>in</strong>ation with government policies and programs.<br />
At each level and agency of the system, adm<strong>in</strong>istrators and staff were well aware<br />
of the mechanics of the budget process, could produce and expla<strong>in</strong> budget<br />
documents and decisions, and were knowledgeable about budget adm<strong>in</strong>istration,<br />
report<strong>in</strong>g, and controls.<br />
2.1.4.3. Problems of central control<br />
a. In spite of these positive aspects, however, there are a number of problem areas.<br />
Almost all of the officials below the top levels of Government view the decision<br />
mak<strong>in</strong>g as too strongly <strong>in</strong>fluenced by the Budget Bureau and the result<strong>in</strong>g budget<br />
as too rigid and restrictive. The issue of excessive <strong>in</strong>fluence on resource allocation<br />
by the top levels of government is common to most countries. There is a natural<br />
tension between the <strong>in</strong>terests of the top executive levels of government and those<br />
of the operat<strong>in</strong>g agencies, M<strong>in</strong>istries, or local governments. It is therefore<br />
expected that the participants <strong>in</strong> the lower levels of the process to see their<br />
counterparts above as exercis<strong>in</strong>g excessive control. So the important concern is<br />
not whether the Budget Bureau is viewed as “too powerful,” but whether the<br />
budget process allows for adequate participation, and whether there is sufficient<br />
flexibility <strong>in</strong> the result<strong>in</strong>g budget to allow for mean<strong>in</strong>gful management and<br />
adjustment of resources down the levels.<br />
b. As for the first concern, that of adequate participation, the new process appears<br />
to be an important improvement. It appears to provide for substantially <strong>in</strong>creased<br />
<strong>in</strong>teraction between the BOB and the M<strong>in</strong>istries at the chief executive level and at<br />
the senior staff level as well. It also <strong>in</strong>troduces <strong>in</strong>teraction and adjustment at an<br />
earlier stage <strong>in</strong> the budget decision process, where it can be more mean<strong>in</strong>gful. If<br />
this process is ma<strong>in</strong>ta<strong>in</strong>ed or even improved, it will serve decision mak<strong>in</strong>g well<br />
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