title: Decentralisation and Policy Implementation: Thai Development Plans and Subdistrict Administrative Organisation (SAO) in Chiang Rai

authors: Inpin, Wanwalee

subjects: Decentralisation in Thailand

abstract: Moves to decentralise the government‘s administrative system has been one of the most important development issues in Thailand over the past two decades. These moves are seen most clearly in the establishment of the Subdistrict Administrative Organisation (SAO) across Thailand as the fundamental governing unit at the local administrative level. Decentralisation was introduced as a means of increasing the effectiveness of local government, promoting the transmission of power to the local people and encouraging greater local participation in policy making. The Ninth National Economic and Social Development Plan (2002-2006) promoted the development of the SAO to strengthen local government. The main purposes of decentralisation have been to balance the development of human, social, economic and environmental resources so as to achieve sustainable people-centred development, and promote the role of officials at the local level to increase the power of local government. The thesis examines implementation of this policy, drawing from theories on implementation in terms of 'top-down' and 'bottom-up' approaches, and policy implementation failure. Propositions are derived from these theories for testing in the research. The combination of the two approaches offers insights into key factors in policy implementation and what is needed to achieve better policy implementation. This study focuses on 1) the capacity of an SAO to implement the policies set out by central government, 2) the capacity of staff to determine and implement the policy, 3) the adequacy of revenue available to the SAO for policy implementation, 4) the extent of autonomy from central government to the SAO in providing public services, and 5) the nature and extent of participation by the people in Chiang Rai province in issues of policy formulation and implementation. Staff drawn from 45 government agencies at three different levels (central, provincial and local levels) in Chiang Rai provide the sample group for this study. This thesis found that the concept of decentralisation in Thailand was still new for both the Thai people and officials, and that the old bureaucratic systems continued to prevail. Local governance continues to be overseen partly by appointed personnel and the SAOs still rely heavily on central government for a wide range of matters. The lack of support from central government, insufficient revenue allocated to SAOs, inadequate autonomy, and various other deficiencies have limited the implementation of the policy. This study concludes that the government must eliminate problems arising from adherence to the old bureaucratic systems at local, provincial and central government levels if the policy of decentralisation is to succeed. Further, central government must ensure that staff who implement its decentralisation policy have the capabilities and experiences to implement the policy. The government also needs to ensure that the support is provided to the SAOs for the policy implementation process if the intended goals are to be achieved.

text: Decentralisation and Policy Implementation: Thai Development Plans and Subdistrict Administrative Organisation (SAO) in Chiang Rai Moves to decentralise the government‘s administrative system has been one of the most important development issues in Thailand over the past two decades. These moves are seen most clearly in the establishment of the Subdistrict Administrative Organisation (SAO) across Thailand as the fundamental governing unit at the local administrative level. Decentralisation was introduced as a means of increasing the effectiveness of local government, promoting the transmission of power to the local people and encouraging greater local participation in policy making. The Ninth National Economic and Social Development Plan (2002-2006) promoted the development of the SAO to strengthen local government. The main purposes of decentralisation have been to balance the development of human, social, economic and environmental resources so as to achieve sustainable people-centred development, and promote the role of officials at the local level to increase the power of local government. The thesis examines implementation of this policy, drawing from theories on implementation in terms of 'top-down' and 'bottom-up' approaches, and policy implementation failure. Propositions are derived from these theories for testing in the research. The combination of the two approaches offers insights into key factors in policy implementation and what is needed to achieve better policy implementation. This study focuses on 1) the capacity of an SAO to implement the policies set out by central government, 2) the capacity of staff to determine and implement the policy, 3) the adequacy of revenue available to the SAO for policy implementation, 4) the extent of autonomy from central government to the SAO in providing public services, and 5) the nature and extent of participation by the people in Chiang Rai province in issues of policy formulation and implementation. Staff drawn from 45 government agencies at three different levels (central, provincial and local levels) in Chiang Rai provide the sample group for this study. This thesis found that the concept of decentralisation in Thailand was still new for both the Thai people and officials, and that the old bureaucratic systems continued to prevail. Local governance continues to be overseen partly by appointed personnel and the SAOs still rely heavily on central government for a wide range of matters. The lack of support from central government, insufficient revenue allocated to SAOs, inadequate autonomy, and various other deficiencies have limited the implementation of the policy. This study concludes that the government must eliminate problems arising from adherence to the old bureaucratic systems at local, provincial and central government levels if the policy of decentralisation is to succeed. Further, central government must ensure that staff who implement its decentralisation policy have the capabilities and experiences to implement the policy. The government also needs to ensure that the support is provided to the SAOs for the policy implementation process if the intended goals are to be achieved.

year: 2011

title: A simple microcontroller based digital lock-in amplifier for the detection of low level optical signals

authors: Dorrington, Adrian A.

subjects: digital lock-in amplifier

abstract: Traditionally digital lock-in amplifiers sample the input signal at a rate much higher than the lock-in reference frequency and perform the lock-in algorithm with high-speed processors. We present a small and simple digital lock-in amplifier that uses a 20 bit current integrating analogue-to-digital converter interfaced to a microcontroller. The sample rate is set to twice the reference frequency placing the sampled lock-in signal at the Niquest frequency allowing the lock-in procedure to be performed with one simple algorithm. This algorithm consists of a spectral inversion technique integrated into a highly optimised low-pass filter. We demonstrate a system with a dynamic range of 103dB recovering signals up to 85dB below the interference.

text: A simple microcontroller based digital lock-in amplifier for the detection of low level optical signals Traditionally digital lock-in amplifiers sample the input signal at a rate much higher than the lock-in reference frequency and perform the lock-in algorithm with high-speed processors. We present a small and simple digital lock-in amplifier that uses a 20 bit current integrating analogue-to-digital converter interfaced to a microcontroller. The sample rate is set to twice the reference frequency placing the sampled lock-in signal at the Niquest frequency allowing the lock-in procedure to be performed with one simple algorithm. This algorithm consists of a spectral inversion technique integrated into a highly optimised low-pass filter. We demonstrate a system with a dynamic range of 103dB recovering signals up to 85dB below the interference.

year: 2002

title: The southern initiative: How indigenous values inspire social innovation and impact

authors: Niu, Xiaoliang

abstract: Indigenous values are increasingly recognised in helping organisations contribute to wellbeing within and beyond the workplace. Adopting the theoretical lens of Māori economies of wellbeing, this case study examines how The Southern Initiative (TSI), a unit within Auckland Council, incorporates Māori values to co-create place-based solutions and foster whānau (family) wellbeing. Through kōrero (conversations) with three people, a wānanga (collaborative discussion) with TSI members, and analysis of organisational literature, we identified how TSI's organising approach synthesises social innovation and bureaucracy. We found that indigeneity-embedded intrapreneurship, distributed leadership, and whānau-centred design support TSI's innovations. Mana (prestige) emerged as a primary organising principle, sustaining TSI's approach to achieving systemic change. By bridging Indigenous paradigms and conventional managerial practice, this case study demonstrates how Māori values can transform public sector management, elevate social justice, and encourage community resilience. These findings highlight culturally grounded frameworks for delivering social impact and shaping equitable outcomes.

text: The southern initiative: How indigenous values inspire social innovation and impact Indigenous values are increasingly recognised in helping organisations contribute to wellbeing within and beyond the workplace. Adopting the theoretical lens of Māori economies of wellbeing, this case study examines how The Southern Initiative (TSI), a unit within Auckland Council, incorporates Māori values to co-create place-based solutions and foster whānau (family) wellbeing. Through kōrero (conversations) with three people, a wānanga (collaborative discussion) with TSI members, and analysis of organisational literature, we identified how TSI's organising approach synthesises social innovation and bureaucracy. We found that indigeneity-embedded intrapreneurship, distributed leadership, and whānau-centred design support TSI's innovations. Mana (prestige) emerged as a primary organising principle, sustaining TSI's approach to achieving systemic change. By bridging Indigenous paradigms and conventional managerial practice, this case study demonstrates how Māori values can transform public sector management, elevate social justice, and encourage community resilience. These findings highlight culturally grounded frameworks for delivering social impact and shaping equitable outcomes.

year: 2025