UNIVERSITY AUTONOMY Thailand Country Report Charas Suwanwela 2008

UNIVERSITY AUTONOMY: Thailand Country Report Charas Suwanwela 2008 ASAIHL Conference on University Autonomy: Interpretation and Variations Universiti Sains Malaysia, Penang, 12 December 2008

CHULALONGKORN UNIVERSITY Established 1917 with special Charter providing certain degree of autonomy from Government’s civil services. THAMMASAT UNIVERSITY Established 1934 after the Revolution with special Charter outside the civil service system. New universities established each with own charters.

1943 : Universities seen as a tool for development in Ministries. Universities became specialized (Medical Sc. , Agriculture, Fine Arts) & moved to be within Ministries. 1959: Creation of National Economic Development Board. Emphasis given to National Development. Universities moved to be directly under the Prime Minister.

1972 : Creation of Ministry of University Affairs to oversee Universities. 2003 : Merging of Ministry of University Affairs and Ministry of Education. UNIVERSITIES WERE IN CIVIL SERVICE OR BUREAUCRATIC SYSTEM.

1969 and many times later : Academics and university administrators pushed for more autonomy of universities. 1990 : Suranaree University of Technology Established as the first “Autonomous university”. Outside the Civil Service System. Financial support from Government’s budget for basic works, but granted freedom on financial, academic and personnel management.

Charters of 4 new and 6 old universities were set or changed to be “autonomous”. Many universities remain in the civil service system, but given more autonomy in management. 2008: 78 Public Higher Educational Institutions ----11 Autonomous Universities

1989 : Private Higher Educational Institution Act Private universities and colleges allowed. Autonomous in financial and personnel management. Academic programs regulated by the Higher Education Commission. 2008 : 68 Private universities and colleges.

ACADEMIC FREEDOM # Selection of research topics and making public of research results # Making opinion in public by academics # Academic discussion and debates on matters of public concern (democracy, political ethics, public policies etc. ) # Making public opinion polls (Suan Dusit Rajabhat University Polls)

UNIVERSITY CHARTER Provision for all universities Selection and appointment of University Council Members and University President by process inside the university with no interference from politicians. (Appointment by Royal Proclamation submitted through the bureaucratic system)

Full responsibility rests on the university council for policy direction and oversight Roles and functions of university council: GOOD GOVERNANCE # Set goals, policies and direction of university # Set rules and regulations for the operation of university # Set the structure and components of university including creating and abolition of faculties/ units # Select and appoint university president # Grant degrees and qualifications # Approve budget and oversee operations # Invest or jointly invest including setting legal entities

1. FOR ACADEMIC FREEDOM 2. FROM BUREAUCRACY FOR EFFICIENCY AND QUALITY UNIVERSITY AUTONOMY 4. MANAGERIALISM AND MARKET FORCES COLLEGIALISM 3. FROM CENTRAL CONTROL FOR EFFICIENCY AND IDENTITY 5 5. WORLD-CLASS (HEGEMONY) LOCAL RELEVANCE

1. GOVERNMENT & STATE vs H E INSTITUTIONS & ACADEMICS UNIVERSITY ADMINISTRATORS vs ACADEMICS vs PEERS FREEDOM EXTERNAL FACTORS vs ACADEMICS C. S. : Academic Freedom in Countries of Asia, UNESCO APIED Paper # 5, 2005

1. FOR ACADEMIC FREEDOM 2. FROM BUREAUCRACY FOR EFFICIENCY AND QUALITY UNIVERSITY AUTONOMY

FOR ACADEMIC FREEDOM FROM BUREAUCRACY FOR EFFICIENCY UNIVERSITYU AND QUALITY AUTONOMY Management of commonality 3. FROM CENTRAL CONTROL FOR EFFICIENCY AND IDENTITY Management of diversity

FOR ACADEMIC FREEDOM FROM BUREAUCRACY FOR EFFICIENCY UNIVERSITYU AND QUALITY AUTONOMY 3. FROM CENTRAL CONTROL FOR EFFICIENCY AND IDENTITY SELF-DETERMINATION UNIQUENESS COMPETITIVENESS

1. FOR ACADEMIC FREEDOM 2. FROM BUREAUCRACY FOR EFFICIENCY AND QUALITY UNIVERSITY AUTONOMY 4. MANAGERIALISM AND MARKET FORCES COLLEGIALISM 3. FROM CENTRAL CONTROL FOR EFFICIENCY AND IDENTITY

1. FOR ACADEMIC FREEDOM 2. FROM BUREAUCRACY FOR EFFICIENCY AND QUALITY 4. MANAGERIALISM AND MARKET FORCES COLLEGIALISM UNIVERSITY AUTONOMY 3. FROM CENTRAL CONTROL FOR EFFICIENCY AND IDENTITY 5. WORLD-CLASS (HEGEMONY) OPPORTUNITIES LOCAL RELEVANCE SELF-DETERMINATION SELF-RELIANCE

BY-LAW UNIVERSITY COUNCIL INFORMATION REPORT ISSUES FUNCTIONS: POLICY REGULATION DECISIONS SUPPORT PRESIDENT & TEAM INTERNAL ORGANS OVERSIGHT & AUDITING

1. QUALITIES: VISION, COURAGE, MORALITY, INTEGRITY etc BROADMINDEDNESS, SELFLESSNESS, INTEGRITY, SENSE OF PURPOSE, PROPORTION, JUSTICE, KINDNESS, COMMAND RESPECT OF COLLEAGUE etc HUMAN RELATION, COMMAND RESPECT OF OTHERS

“A BLINDSPOT ON THE WAY TO GOOD GOVERNANCE. ” 1. ACCOMPLISHMENT ACCORDING TO MISSION 2. EFFICIENCY IN MANAGEMENT 3. SOUND JUDGEMENT (ACCOUNTABILITY) 4. TRANSPARENCY 5. HONESTY 6. DISTRIBUTED AUTHORITIES 7. PARTICIPATORY MANAGEMENT 8. BALANCE OF POWER

“NEW GOVERNANCE” (John Carver) PROACTIVE APPROACHES RIGOROUS AND POWERFUL DELIBERATION OUTPUT ORIENTATION “UNIVERSITY AUTONOMY WITHOUT GOOD GOVERNANCE COULD BE DANGEROUS !”

1. LIMITED RESOURCES: 4. LIMITED SOURCES OF RESOURCE 3. INEFFICIENCY FINANCIAL, HUMAN, TECHNICAL 2. INSUFFICIENT FUND FOR DEVELOPMENT & POLICY – DIRECTED ACTIVITIES

CAPABILITIES for RESOURCE MOBILIZATION = POSSIBILITIES OF SUCCESS ENDOWMENT GOVERNMENT SUBSIDIES/SUPPORT INVESTMENTS TUITION FEES RESEARCH GRANTS INTELLECTUAL PROPERTY MANAGEMENT • DONATIONS • Etc.

THE STRUCTURE AND OPERATING SYSTEM MAY NEED TO BE CHANGED. TO BE EFFECTIVE AND EFFICIENT DECENTRALIZATION & SHARING OF RESPONSIBILITIES MANAGEMENT CAPACITY OF PERIPHERAL UNITS

1. FOR ACADEMIC FREEDOM 2. FROM 3. FROM BUREAUCRACY UNIVERSITY CENTRAL CONTROL FOR EFFICIENCY AUTONOMY FOR EFFICIENCY AND QUALITY AND IDENTITY 4. MANAGERIALISM 5. GLOBALIZATION SUCCESSFUL AUTONOMY