This economy profile for Doing Business 2015 presents the 11 Doing Business indicators for Thailand. To allow for useful comparison, the profile also provides data for other selected economies (comparator economies) for each indicator.
... انظر المزيد + Doing Business 2015 is the 12th edition in a series of annual reports measuring the regulations that enhance business activity and those that constrain it. Economies are ranked on their ease of doing business; for 2015 Thailand ranks 26. A high ease of doing business ranking means the regulatory environment is more conducive to the starting and operation of a local firm. Doing Business presents quantitative indicators on business regulations and the protection of property rights that can be compared across 189 economies from Afghanistan to Zimbabwe and over time. Doing Business measures regulations affecting 11 areas of the life of a business known as indicators. Ten of these areas are included in this year's ranking on the ease of doing business: starting a business, dealing with construction permits, getting electricity, registering property, getting credit, protecting minority investors, paying taxes, trading across borders, enforcing contracts, and resolving insolvency. Doing Business also measures labor market regulation, which is not included in this year's ranking. The data in this report are current as of June 1, 2014 (except for the paying taxes indicators, which cover the period from January to December 2013).
رؤية أقل ـ
Thailand, an upper-middle-income country with a population of 69.5 million in 2012, achieved its health-related Millennium Development Goals by the early 2000s.
... انظر المزيد + The health care delivery system has received significant investments in the past three or four decades and now offers extensive health infrastructure coverage that reaches even the most rural and remote areas, in a publicly dominated health system. However, ensuring equity among the three main public insurance programs and assuring fiscal sustainability are the major challenges facing the current system.
رؤية أقل ـ
There is a consensus on the need for Thailand to reform its education system to be able to compete with other high performing countries in the region.
... انظر المزيد + In terms of learning outcomes, the most recent evidence from the Programme for International Student Assessment shows little improvement over time. This paper uses the World Bank's Systems Approach for Better Education Results (SABER) approach in Thailand to contrast policy intent and policy implementation in school autonomy and accountability. The policy implementation data were obtained from a survey of school principals of the schools that participated in the Programme for International Student Assessment and merged the data sets. First, the study analyzes the gap between policy intent and policy implementation. Then it examines the effect of the gaps on various schooling outcomes while controlling for covariates. The analysis finds significant differences between the Systems Approach for Better Education Results indicators of policy intent and policy implementation in all areas assessed by the indicators. Schools in Thailand exercise more flexibility in their personnel management in practice than what is intended by policy; student assessments need to address issues of content, reliability, and validity and school accountability needs to improve the interpretation of student assessments to make schools more accountable. There is a positive association between the Programme for International Student Assessment scores and school autonomy and accountability.
رؤية أقل ـ
ورقة عمل خاصة ببحوث السياسات WPS7012 AUG 01, 2014
Arcia, Gustavo; MacDonald, Kevin; Patrinos, Harry Anthony
The overall outcome rating of Montreal Protocol ozone depleting substances phase-out multi-component Project for Thailand was judged to be satisfactory.
... انظر المزيد + The Bank and borrower performance were satisfactory. The risk to development outcome was low or negligible. Significant changes included extension of closing dates and a change in the project implementation modality of Halon Management Programme, Halon Recovery, Recycling and Banking Sub-project. Several lessons were learned. Commitment from the government and related stakeholders to the phase-out obligations was critical to ensure compliance with all obligations in a smooth and sustainable manner. A project management unit (PMU) was established to be responsible for the operation of the multi-year project. Due to a number of activities to be carried out under the multi-year project, PMU should be staffed with competent and skilled personnel to ensure effective implementation and delivery of the multi-year project in the future. The disbanding of the Department of Industrial Works (DIW) led to severe disruptions because the National Ozone Unit (NOU) did not have the capacity and experience to implement the remaining tasks. In hindsight, the Bank could have required the DIW to have an adequate transitional plan in place before disbanding the PMU and transferring its functions to the understaffed NOU. Implementation in the service sectors was more complicated than in the manufacturing sector. To deal more successfully with small enterprises, incentives should be provided to these workshops to urge them to participate in the program. The Bank should have updated the Results Framework continuously in the implementation and status reports for both Bank management and client. This operation lasted almost 19 years from start to finish, but it demonstrates that older projects can be successful by rolling through different aspects of Ozone Depleting Substance (ODS) phase-out sequentially. Not having to prepare a new PAD each time a new ODS was introduced for phase-out meant that the team was not distracted by administrative tasks.
رؤية أقل ـ
تقرير إنجاز تنفيذ ونتائج المشروع ICR2945 JUN 24, 2014
The objective of the Hydrochlorofluorocarbons (HCFC) Phase-out Project for Thailand is to reduce HCFC consumption in the air-conditioning and foam sectors in order to contribute to Thailands efforts to meet its HCFC consumption phase-out obligations under the first phase of the program (2014-2018).
... انظر المزيد + There are four components to the project, the first component being investment in HCFC Consumption Reductions. This component includes: provision of Sub-grants to Beneficiary Enterprises in the foam sector to carry out HCFC consumption reduction subprojects; and carry out demonstration subprojects to perform in-house testing of new non-HCFC-141b foam systems. The second component is the technical assistance. This component includes: carry out of public awareness programs to promote energy efficiency and low global warming potential technology in the air-conditioning and foam sectors; and provision of technical assistance to 12 air-conditioning manufacturers to convert their production facilities to HFC-32 technology and to develop proper installation and servicing procedures. The third component is the project management. This component includes: provision of technical assistance to the DIW-PMU for managing, supervising, monitoring and reporting on the implementation of activities under Component 2 (a) (c) of the project; and provision of technical assistance to the DIW-PMU for the development of sector-specific regulations and policy, such as, inter alia, rules governing HCFC imports and exports and a ban on the use of HCFC in the air-conditioning and foam manufacturing sectors. Finally, the fourth component is the strengthening of the national ozone unit.
رؤية أقل ـ
The overall outcome of the Public Sector Development Policy Project for Thailand was satisfactory. The risk to development outcome was moderate; the Bank's performance was moderately satisfactory; and the borrower's performance was satisfactory.
... انظر المزيد + The original project development objective was not revised. The reason for the restructuring enables the withdrawals to be more aligned with the implementation of the Royal Thai Government's (RTG) investment plans for FY2013. The extension also helps lower the cost of swapping the project proceeds from US dollars to Thai Baht for the RTG. The baht swap market is quite thin and is therefore volatile. Lessons learned included, 1) reforms with wide support can be implemented and maintained even during periods of substantial political turmoil; 2) while it is common to observe that political turmoil and/or political transitions can affect the pace of DPL program implementation, the Thai case shows something different: these problems can also substantially delay loan utilization well past the date of Board approval even when the macroeconomic framework is acceptable; 3) Sustained engagement with the Thai authorities over many years, despite the lack of a borrowing program since 1999, allowed Bank to quickly respond to the emerging global financial crisis and recession; and 4) it is important to avoid using outcome indicators that are not under the full control of the authorities. This is evident in from the lack of a second Public Expenditure and Financial Accountability exercise which would have yielded the data needed for some of the outcome indicators.
رؤية أقل ـ
تقرير إنجاز تنفيذ ونتائج المشروع ICR2998 MAR 21, 2014
The Country Opinion Survey for FY2013 in Thailand assists the World Bank Group (WBG) in gaining a better understanding of how stakeholders in Thailand perceive the WBG.
... انظر المزيد + It provides the WBG with systematic feedback from national and local governments, multilateral/bilateral agencies, media, academia, the private sector, and civil society in Thailand on 1) their views regarding the general environment in Thailand; 2) their overall attitudes toward the WBG in Thailand; 3) overall impressions of the WBGs effectiveness and results, knowledge work and activities, and communication and information sharing in Thailand; and 4) their perceptions of the WBGs future role in Thailand.