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Autonomous University Transformation in Thailand: A Case Study of Kasetsart University

Explore the evolution of autonomous universities in Thailand, focusing on Kasetsart University's history, challenges, and strategies for success in higher education. Discuss the impact of autonomy on academic, personnel, and financial management.

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Autonomous University Transformation in Thailand: A Case Study of Kasetsart University

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  1. Autonomous University in Thailand: Case Study of Kasetsart University Asst. Prof. PanchitSeeniang (Dr.agr.) Department of Agricultural Extension and Communication, Faculty of Agriculture at KamphaengSaen, Kasetsart University, Thailand

  2. Higher Education Institutions in Thailand • 171 higher education institutions in Thailand. • Public Universities (80): University & Autonomous University • Private Higher Education Institutions (71) • Community Colleges (20)

  3. History • 1917: Chulalongkorn University (follow the British system) • Separated higher education administration from the state. • Develop out of the state system and gradually become independent. • 1931: the debate over autonomy - Independent from the state control in order to have enough freedom for academic development and effective management. • 1934: Thammasat University • PridiPhanomyong created it as a legal entity independent of the Ministry of Education. • To be financially independent of the state.

  4. History • 1990: Establish the first public university in the country to operate independently from the government bureaucracy • Own autonomous administration system • Government financial support in the form of block grants • 2003: Autonomous University Act • 2015: Autonomous Kasetsart University Act • 3,200 lecturers, 67,000 students and 460 curriculums from 4 campuses. • 2017: 26 autonomous Universities (+ on process 3 universities)

  5. Expectations • Own administrative structure and budgeting system • Decision making • Move out of the bureaucratic system • Management of quality • Academic freedom • Flexibility of operation • Fair and transparent funds • Autonomy in academic, personnel and financial management • The state can direct, supervise, audit and evaluate autonomous universities.

  6. Three major internal affairs

  7. What's going on? • Academic: • Academic program • University structures • Increased interest and activity in research

  8. Personnel management has faced much apprehension and some militant resistance among staff that have become dependent on bureaucratic rules and civil service conditions. • Salary rate at 1.7 times for academic staff, and 1.5 times for support staff. • Salary rate at 1.45 times for transform staff (change from gov. officials) • More professional an efficient task (KPIs) (quantity of the products) • Teaching-intensive workload

  9. Financial management: • Much smoother operation due to: • the flexibilityin formulating the overall budget • aligning functional units demands in a unified plan • the ability to adjust and transfer funds • no return unused government income. • improve responsibility and accountability by University Council. • Not fully independent in areas where it must follow governmental criteria. • Budget process is constraint on creative and motivation.

  10. Budget Process

  11. University council is supreme in: • Setting the vision and direction • Formulating policy on education and research • Overseeing the personnel system which formulates policy and regulates personnel management, does not the operations of the system. • Budgeting and finance • Performance evaluation, faculties, functional units as well as senior administrators. • Internal audit • Have greater autonomy and authority. (Rectors hold executive power within each institution, in accordance with its government act.)

  12. What needs for Autonomous University to work successfully? • Leadership (good leader) • Generate income: • more institutional resources: land to be rented, hospitals, schools • Push academic staff to create and open more short courses, international programs and graduate courses. • Research and consultancy services (charge 15-20% of total research budget) • Quantitative standards and other factors, such as academic freedom and the quality of academic work

  13. Conclusions Pro • More efficiency work and staffs with the KPIs • More salary for staffs • More flexibility for budget management at university level

  14. Cons • Not fully independent in areas where it must follow governmental criteria. • Conservative hence relative difficulty of simply copying models. • Led to the commercialization. • Good leaders is often limited to someone who can improve university rankings in international league tables. • Factory for publication (focus on quantity not quality)

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