ABSTRACT
Performance management has become one of the core elements of managerial reform, and accountability in public sector has figured prominently in current and future governance. This study is designed to examine the accountability and network management at the local government level. Using accountability system and public network management frameworks, the paper examines the accountability system of Bangkok Metropolitan Administration (BMA) as a case study, particularly on what determines the preference for a certain accountability approach amidst the institutional conditions during Bangkok’s 2011 Flood. The objective is to provide an analyst of accountability system as means to evaluate the performance of Bangkok’s administration, which is relatively limited in the field of public administration. In doing so, the study employs a qualitative research method and conduct a literature review in three main areas: (1) the administrative reform efforts in Thailand since the reform of Civil Service Act in 1991 (UNDESA, 1997), (2) the role and relationship of BMA and the central government, and (3) the causes, impacts, and the politics of 2011 Flood. The study also utilizes the theory on accountability system in public sector as the main theoretical framework. The finding reveals that BMA has been subjected to political accountability system due to its institutional structure; however, this status quo did not let the organization perform effectively on many problems in Bangkok and even worse in the case of disaster. The study further discusses there are some widely shared solution to disaster management. The study suggests that the collaborative network framework may be a feasible option on disaster management for somewhat unsolvable accountability system.
KEYWORDS
Accountability system, Public network management, Disaster management, Bangkok Metropolitan Administration, Bangkok’s 2011 Flood