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

2. 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
Pridi Phanomyong 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
Academic matters
Academic program
University structures
Personnel matters
Personnel system
Recruitment
Remuneration
Benefits
Finance and budgets
Budget management
Procurement system

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 flexibility in 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 Concept for Budgeting Budget Administration
“Block Grant” style
- Faculties are authorized to independently administer their allocated budgets in line with their pre-determined strategies and plans.
- The central university establishes budgeting criteria and retains some revenue for such matters as savings, central expenses, public utilities, etc.
Budget Administration
Deans and Heads of Faculties are able to transfer or adjust budget allocations.
- They are not allowed to make adjustments that are not consistent with agreed strategies and plans. Approval is required from the University President.
Savings for Surpluses
Each faculty is permitted to employ their surpluses as savings with the objective of using such savings in the enhancement of management of teaching, learning and research.
- University administers all savings belonging to the faculties on a combined basis and retains income generated from such administration.
Budget Monitoring
- The university’s planning section is responsible for following budgeting process to determine conformity with the pre-determined plans.
- The expenses are monitored for every academic on the basis of budgeting and expenditure effectiveness with the aim of increasingly aligning expenditure with pre-determined plans.

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)