The Implementation of the Smart City Policy of Bangkok Metropolitan Administration and Khon Kaen Province

Abstract

This research article aims to study the implementation, the lessons learned and the limitations, the factors needed to achieve success in the development of the implementation of the smart city policy of the BMA and Khon Kaen province. The qualitative research approach was employed using the documentary and in-depth interview with sixteen key informants. Use content analysis. Findings are as follows: (1)The compliance of the smart city policy is under the mobilization by the Strategy and Evaluation Department and the management mechanisms of all fifty district offices. The operation is gradually conducted in the pilot areas called “district”. The major mechanisms for the development of Khon Kaen province to become a smart city consist of four agencies i.e. Khon Kaen City Development (KKTT) Co., Ltd., Khon Kaen Transit System Co., Ltd., Muaeng Khon Kaen Council, and other public agencies in the areas. (2) The limitations and obstacles of the BMA include: The duties in the administration. The operational costs of the large projects. The indicators and criteria in the operations of the policy which are complex. The knowledge and attitudes of the operators. Khon Kaen province include: The confidence and personality of the administrators. The problem is also in not prioritizing a good performance. The administration in the bureaucratic system is without flexibility. The lack of agility in the work performance of the personnel. The transfer of knowledge to implementation. The organizational culture. (3) The factors of the success of the BMA include: clear determination of goals; a large size of information technology; administrators’ good public sector leadership; and budget management. It can be summarized as a “4B model”. Khon Kaen province include: well-rounded potential leadership; the new generation’s love of homeland; the integrated cooperation of all the related agencies; discussions to foster vision in teamwork; project feasibility study prior to the operations; clear work plans; mobilization of resources for mutual performance; preparation for capital budget increasing plans; and transparency in sharing mutual benefits to the members of the general public. This can be summarized as “A-DISTINCT”.