Public Service Improvement: A case study of One Door Service in Lao People Democratic Republic

Chantha Onxayvieng, Shukui Tan, Viengsamay Darasen, Malasy Katiyalath, Pho Kevreaksmey


An analytical framework on One Door Service in this article derived from new public management that takes a coordinated, holistic approach to public service delivery. These service delivery approaches have become a famous and adaptable mode of administrative decentralization of government services in Laos, and gives strategic focus on governance and public administration reform for better service delivery. This article reviews these rationales in the conceptual introduction of One Door Service initiatives in Laos. The ODS has been justified mainly on managerial and governance grounds and viewed by government as a partial successful governance and public administration reform of early stage. The change of it is placed in public service improvement, using the collaborative customer interface model through the four sets of critical assessment challenge on governance, performance management, workforce and information sharing. The analysis assesses the performance by looking at the empirical results and draws on experiences on how One Door Service has been operating and providing services to citizens at the ground. With this knowledge of linkages with the concept of public service improvement in Laos, we can pose the question of whether the One Door Service project has achieved the aims of governance and public administration reform and benefited the majority of citizens. The overall image presented a positive and negative- a positive image is an innovative mode of service delivery which has expanded across the country in terms of establishing, but a negative image is an inadequate step for administrative reform during the design and implementation.

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Journal of Public Administration and Governance  ISSN 2161-7104


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