Component 2 Strategy and Management
Indicator 2.1 Strategy (Strategy Development)
MHESI IQA (Items 1-8) assessment is indicated in the table below
| 1 mark | 2 marks | 3 marks | 4 marks | 5 marks |
| 1 item | 2 items | 3-4 items | 5-6 items | 7-8 items |
According to EdPEx standard, the total score to assess items 1-6 is 45 marks, the factors used to evaluate the process are ADLI.
Performance
1. Strategy Development Process (Strategic Planning Process). How does the dean conduct strategic planning? What are the key process steps? Who are the key participants? What are your short- and longer-term planning horizons? How are they addressed in the planning process? How does the strategic planning process address the potential need for transformational change, prioritization of change initiatives, and organizational agility?
The faculty committee consisting of the Dean and the two Program Heads (who separately meet with the program-responsibility persons and adopt their ideas for the strategic plan) plans the Faculty’s strategic planning process. First, the committee makes the five-year strategic plan regarding personnel management plan (20/20 – 2024/ 2022 – 2026). Second, the committee makes the annual strategic plan
divided into 5 sub-plans operated under 46 projects covering 1) student development, 2) research and innovation, 3) academic services to the community, 4 art and culture preservation, and 5) administration and management. Third, the Dean sets the timeline for each project and appoints project-responsible persons who write out the project following the template (set by the Department of Research and Planning) and submit the written projects to the Dean. Fourth, the Dean submits the list of projects along with the budget and operating time to the Department of Research and Planning for approval. Fifth, the Dean and the Program Heads monitor the project operations to ensure that they are operated as stated. After each project is finished, the responsible person summarizes the results of the project and submits the project summary to the Dean. Sixth, every quarter, the Dean submits the reports of the finished projects to the Department of Research and Planning.
In an urgent case causing changes such as the resignation of a program-responsible person, the Dean consults with the vice president for research and planning to find or recruit an eligible faculty member to replace the resigning one.
หลักฐาน
2.1.1.1 แผน 5 ปี
2.1.1.2 46 โครงการ และ สรุป
2.1.1.3 เปลี่ยนแปลงผู้รับผิดขอบหลักสูตร
2.1.1.4 รายงานการประชุม
2. Strategy Development Process (Innovation). How does the strategy development process stimulate and incorporate innovation?
As St Theresa International College is categorized in Group 5 according to the Strategic Grouping of Higher Education Institutions, the Faculty adopts the strategic mission of the College as a group-five institution as a part of developing the Faculty’s strategy for innovation. The strategy covers the development of expertise and innovation in teaching and learning management, research, and academic and community service with the purpose to increase students’ potential and their quality of being a productive person and to increase the collaboration between the College and local community,
In teaching and learning, the Dean and the two Program Heads encourage lecturers to teach following the philosophy of productive learning in that they teach students theoretical knowledge and create activities for the students to transfer the theoretical knowledge to real practice. Learning activities occur inside and outside the classroom through teacher-oriented, student-oriented, and hands-on-oriented approaches. With this teaching practice, students create many innovative work pieces as evident in 3 projects: CA Showcase (HS 3), HuSo Showcase (HS 22), and Green University (HS 37). All of the students’ innovative work pieces have been publicized via social media including the program fan page, the faculty fan page, and YouTube.
Regarding research, through the Knowledge Management Project (HS 44), the Dean encourages the faculty members to combine the inside-out and outside-in knowledge to create a new teaching method to be used with their teaching, and to lay out the method used to deliver the knowledge to the students in class. The faculty members with an innovation present their innovation in the KM Event.
As for academic and community service, the Faculty creates a mechanism that integrates research and academic service to create cooperation with the local community to serve their needs and create innovations for development. At Christasongkroh School, the English activities for academic service (HS 21) are those initially used with the faculty’s students as a stepping stone for a research study. When used with primary-school students, the activities were adjusted becoming innovative activities to match the students’ cognitive and English knowledge levels. The results of the service, then, become the sources for the Faculty’s research. Another academic service project (HS 29) was done at Ban klong yai school. The Faculty initiates an innovative way of demonstrating the operating procedures of classroom English activities to the teachers teaching English at the School via video clips.
หลักฐาน
2.1.2.1 HS 03
2.1.2.2 HS 22
2.1.2.3 HS 37
2.1.2.4 HS 44
2.1.2.5 หัวข้อ KM รูปภาพ
2.1.2.6 HS 21
2.1.2.7 HS 29
3. Strategy Development Process (Analysis and Strategy). How does the dean collect and analyze relevant data and develop information for use in the strategic planning process?
Regarding the strategy development process, the Dean integrates information from different sources: used to determine the Faculty’s strategy. The gained information was the number of students, the budget, the IQA results from last year, risks, stakeholders’ comments and suggestions, and the Faculty’s SWOT analysis. The Dean determines the Faculty’s strategic plan taking into account all of the mentioned information, the available resources, and the ability and capability of the Faculty to put the strategic plan into practice in the form of annual projects and activities which are transferred to all faculty members and staff. Additionally, the Dean analyzes the potential risks and plans risk management to accommodate possible future changes. The Dean sets a system to follow up on all project and activity performances by reviewing the project/activity summaries submitted monthly by the project-responsible persons.
หลักฐาน
2.1.3.1 46 โครงการ
2.1.3.2 แผนความเสี่ยงและผล
4. Strategy Development Process (Work Systems and Core Competencies). How does the dean decide which key processes will be accomplished by your workforce and which by external suppliers, partners, and collaborators both official and unofficial?
The Faculty makes decisions on important systems based on strategic objectives to drive toward the goals of the Faculty’s annual operations which are categorized into 5 components: 1) Educational management system, 2) Research and Innovation, 3) Academic service system, 4) Arts and Cultures, and 5) Management system. In the faculty meetings, the Dean and faculty members discuss which projects or activities can and cannot be done by us. As for the projects and activities within our capacity, they are assigned to the faculty members serving as project-responsible persons. For some core processes which are beyond the Faculty’s capacity, the Faculty decides to cooperate with collaborators.
1) Internship/co-operative education: the Faculty cooperates with collaborators (institutions/ organizations/companies accepting our students for internship) that are well-equipped with the required resources. and quality standards of collaborators. The cooperation between the collaborators and the Faculty is proposed to the College for consideration and approval.
2) Academic/Community service: the Faculty delivers the services to the target school/community acting as collaborators.
3) Curriculum and student development: the Faculty requests comments, suggestions, and graduate evaluations from private and public institutions/companies (acting as collaborators) where the graduates are working.
หลักฐาน
2.1.4.1 สรุปผล internship
2.1.4.2 HS 28
2.1.4.3 HS 29
2.1.4.4 HS 30
2.1.4.5 ผลการประเมินบัณฑิต
5. Strategic objectives (Key strategic objectives). What are the faculty’s key strategic objectives?
The Faculty has set 7 strategic objectives in accordance with the 5 main strategies namely 1) Educational management system, 2) Research and Innovation, 3) Academic service system, 4) Arts and Cultures, and 5) Management system. All strategic objectives are reached through 46 annual projects.
1) Produce graduates with admissible standards and qualities qualified for jobs in all domestic and international organizations (Companies where graduates are working from 2019 – 2021)
2) Produce quality research and innovation beneficial for the organization or communities. (Research)
3) Instill in students and faculty members the realization of cultural differences, morality, and ethics beneficial for them in leading life in the modern and fast-changing world (HS 19/Handbook “WH’s about Cyber Bullying”)
4) Generate income from short courses projects to be offered by BE and CA programs (HS 31)
5) Transfer knowledge to local communities to promote their economic development, and maintain the local culture, values, and traditional way of life (HS 21/27/29/30/31/32/33)
6) Develop the faculty members’ pedagogical ability and research-production ability (HS 09/10/11/12/18/24/25/44)
7) Develop a management and administration system to support learning and enhance work efficiency for the sustainable development of the Faculty (HS 01/02/13/14/18/26/38/39/40
41/42/43/45/46)
หลักฐาน
2.1.5.1 Companies where graduates are working from 2019 – 2021
2.1.5.2 Research
2.1.5.3 HS 19
2.1.5.4 Handbook “WH’s about Cyber Bullying”
2.1.5.5 HS 31
2.1.5.6 HS 21
2.1.5.7 HS 27
2.1.5.8 HS 29
2.1.5.9 HS 30
2.1.5.10 HS 32
2.1.5.11 HS 33
2.1.5.12 HS 09
2.1.5.13 HS 10
2.1.5.14 HS 11
2.1.5.15 HS 12
2.1.5.16 HS 18
2.1.5.17 HS 24
2.1.5.18 HS 25
2.1.5.19 HS 44
2.1.5.20 HS 01
2.1.5.21 HS 02
2.1.5.22 HS 13
2.1.5.23 HS 14
2.1.5.24 HS 26
2.1.5.25 HS 38
2.1.5.26 HS 39
2.1.5.29 HS 42
2.1.5.30 HS 43
2.1.5.31 HS 45
2.1.5.32 HS 46
6. Strategic objectives (Strategic Objective Considerations). How do strategic objectives achieve an appropriate balance among varying and potentially competing for organizational needs?
The Faculty determines the procedure for considering the strategic objectives to promote the development of the existing missions as follows:
1) Review information used in setting strategic objectives, strategic challenges, strategic advantages and opportunities, and the needs of customers and stakeholders (students, the College, faculty members and staff, local community, and private and public institutions)
2) Take the obtained information to review strategic objectives to meet strategic challenges and advantages.
In the academic year 2022, strategic objectives and indicators and related projects have been revised to enhance the Faculty’s performance.
| Strategic Objective | Strategic Opportunity | Needs of Customers and Stakeholders |
| Produce graduates with admissible standards and qualities qualified for jobs in all domestic and international organizations | Create cooperation with alliance networks for co-management of education for life-long learning | – Graduates have knowledge and skills used for work – Graduates get a job immediately after graduating – Graduate apply knowledge to develop themselves, community and society |
| Produce quality research and innovation beneficial for the organization or communities. | Create cooperation with alliances and community | -More researchers to produce quality research and innovation – More research work and innovations used to develop community and society |
| Instill in students and faculty members the realization of cultural differences, morality, and ethics beneficial for them in leading life in the modern and fast-changing world | Develop quality individuals for the benefit of community, society, and for themselves | – Students and faculty members with high morality, ethics, and sense of understanding being able to lead life happily in the fast-changing society |
| Generate income from short courses projects to be offered by BE and CA programs | Promote income generation from short courses and develop the faculty to become learning resource and a platform for exchanging knowledge. | – Receive knowledge and skills required by the community and society – Increase income |
| Transfer knowledge to local communities to promote their economic development, and maintain the local culture, values, and traditional way of life | – Create cooperation with alliances and community – Create strong relationship with the local community – Promote local community regarding income, and cultural and traditional sustainability | – Faculty members generate new knowledge – Local residents have a better and sustainable life – The College is more prestigious. |
| Develop the faculty members’ pedagogical ability and research-production ability | – Develop and promote faculty members, the Faculty, and the College to excellence | – Faculty members move to a higher status. – Students receive better academic development. – Faculty and College move toward excellence. |
| Develop a management and administration system to support learning and enhance work efficiency for the sustainable development of the Faculty | Personnel promotion and development Learning support and operating system to support development towards excellence | – Students, Faculty, and College move toward excellence. |
หลักฐาน
2.1.6.1 46 โครงการ และ สรุป โครงการ
7. Strategies achieve success in accordance with the faculty’s vision
As aforementioned in the Component 1 the vision of the Faculty that is “The Faculty of Humanities and Social Sciences aims for Academic and Professional Excellence in the area of English for Business for Communication and Communication Art in Digital Media along with the holistic development of the students to prepare them for the role as active citizens”. The Faculty and the Dean ensure the achievement of the vision as shown in the following figure.
The Dean and the faculty committee analyze strategic factors using SWOT analysis base on the five-year strategic plan and the operational results from years before to determine 2022 annual plan committed via 46 projects each of which was done using PDCA cycle.
Evidence
2.1.7.1 Summaries of 46 projects
2.1.7.2 PPT SWOT analysis
8. Strategies are aligned with the higher education plan which produces and develops the country’s workforce
The vision of the “National Strategy” is the higher education builds human beings, builds wisdom, cultivates virtue to develop sustainable Thai society. Three strategies: ‘Capacity Building’, ‘Ecosystem Building’, and ‘Education Transformation’ are operated to produce and develop the country’s manpower. The Faculty and the Dean are certain that the Faculty’s strategies are consistent with the national strategy as they cover 5 components 1) Educational management system, 2) Research and Innovation, 3) Academic service system, 4) Arts and Cultures, and 5) Management system. All components are served by 46 projects of 2022 academic year.
หลักฐาน
2.1.8.1 46 โครงการและสรุป
Self-Assessment
|
Goal |
Performance Qualitative indicators (indicated items) |
Self-assessment |
||
|
5 items |
IQA (1-8) |
1,2,3,4,5,6,7,8 |
8 items |
5 marks |
|
EdPEx (1-6) |
1,2,3,4,5,6 |
Percentage 10 |
7 marks |
|
Evidence
| Evidence No. | List of evidences |
| 2.1.1 | 2.1.1.1 แผน 5 ปี 2.1.1.2 46 โครงการ และ สรุป 2.1.1.3 เปลี่ยนแปลงผู้รับผิดขอบหลักสูตร 2.1.1.4 รายงานการประชุม |
| 2.1.2 | 2.1.2.1 HS 03 2.1.2.2 HS 22 2.1.2.3 HS 37 2.1.2.4 HS 44 2.1.2.5 หัวข้อ KM รูปภาพ 2.1.2.6 HS 21 2.1.2.7 HS 29 |
| 2.1.3 | 2.1.3.1 46 โครงการ 2.1.3.2 แผนความเสี่ยงและผล |
| 2.1.4 | 2.1.4.1 สรุปผล internship 2.1.4.2 HS 28 2.1.4.3 HS 29 2.1.4.4 HS 30 2.1.4.5 ผลการประเมินบัณฑิต |
| 2.1.5 | 2.1.5.1 Companies where graduates are working from 2019 – 2021 2.1.5.2 Research 2.1.5.3 HS 19 2.1.5.4 Handbook “WH’s about Cyber Bullying” 2.1.5.5 HS 31 2.1.5.6 HS 21 2.1.5.7 HS 27 2.1.5.8 HS 29 2.1.5.9 HS 30 2.1.5.10 HS 32 2.1.5.11 HS 33 2.1.5.12 HS 09 2.1.5.13 HS 10 2.1.5.14 HS 11 2.1.5.15 HS 12 2.1.5.16 HS 18 2.1.5.17 HS 24 2.1.5.18 HS 25 2.1.5.19 HS 44 2.1.5.20 HS 01 2.1.5.21 HS 02 2.1.5.22 HS 13 2.1.5.23 HS 14 2.1.5.24 HS 26 2.1.5.25 HS 38 2.1.5.26 HS 39 2.1.5.27 HS 40 2.1.5.28 HS 41 2.1.5.29 HS 42 2.1.5.30 HS 43 2.1.5.31 HS 45 2.1.5.32 HS 46 |
| 2.1.6 | 2.1.6.1 46 โครงการ และ สรุป โครงการ |
| 2.1.7 | 2.1.7.1 Summaries of 46 projects 2.1.7.2 PPT SWOT analysis |
| 2.1.8 | 2.1.8.1 46 โครงการและสรุป |