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5. Besides comparing the average ITA scores of each organization categories, the scores
were classified and ranked according to the participating provinces in Group 6. This classification
would give an overview of the organization performance at the provincial level. Table 3 presents
the ranking of the average ITA scores of the organizations in each province. In addition, the table
shows their corresponding performance levels and interpretation. As demonstrated in Table 3, the
top two scores of 92.87 and 85.47 were found in Nakhonsawan and Uthaitani provinces, respec-
tively. Furthermore, the lowest score of 78.17 was measured in Uttaradit province.
Table 3: Summary of the average ITA scores in each province and their corresponding performance
levels
Rank Province Average ITA Scores Performance Level Performance
Interpretation
1 Nakhonsawan 92.87 A Very Good
2 Uthaitani 85.47 A Very Good
3 Phetchaboon 84.65 B Good
4 Pichit 82.66 B Good
5 Kampaengpetch 81.13 B Good
6 Sukothai 80.93 B Good
7 Tak 80.00 B Good
8 Phitsanulok 79.32 B Good
9 Uttaradit 78.17 B Good
6. To further obtain an insight on the organization performance at the provincial level, an
analysis of the ITA scores of each organization in all provinces in Group 6 was carried out. Based
on its ITA score, each organization was assessed if it could meet the assessment criterion of the
very good or A performance level. Subsequently, a total number of organizations with the passing
criterion in each province was calculated. Table 4 presents a summary of the total number of
organizations in each province and the number of organizations that passed and failed to meet
the assessment criterion. Details of the analysis on each province performance are also given
below.
6.1 In Nakhonsawan province, there was a total of 144 organizations participating
in the assessment. Out of this total, 132 organizations or 91.67% passed the criteria of the A per-
formance level. In other words, there were 12 organizations or 8.33% that failed to reach the
target performance level.
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