{"id":3854,"date":"2022-12-26T08:05:54","date_gmt":"2022-12-26T08:05:54","guid":{"rendered":"https:\/\/www.stic.ac.th\/qafs2223\/humanities-social-sciences\/?page_id=3854"},"modified":"2023-07-17T04:22:36","modified_gmt":"2023-07-17T04:22:36","slug":"component-7-indicator-7-5-economic-results-budgetary-financial-market-and-strategy-results","status":"publish","type":"page","link":"https:\/\/www.stic.ac.th\/qafs2223\/humanities-social-sciences\/?page_id=3854","title":{"rendered":"Component 7: Indicator 7.5 Economic Results (Budgetary, Financial, Market, and Strategy Results)"},"content":{"rendered":"\n

Component 7 Results<\/strong><\/p>\n\n\n\n

Indicator 7.5 Economic Results (Budgetary, Financial, Market, and Strategy Results)<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

MHESI IQA (Items 1-5) assessment is indicated in the table below<\/strong><\/p>\n\n\n\n
1 \u0e04\u0e30\u0e41\u0e19\u0e19<\/strong><\/td>2 \u0e04\u0e30\u0e41\u0e19\u0e19<\/strong><\/td>3 \u0e04\u0e30\u0e41\u0e19\u0e19<\/strong><\/td>4 \u0e04\u0e30\u0e41\u0e19\u0e19<\/strong><\/td>5 \u0e04\u0e30\u0e41\u0e19\u0e19<\/strong><\/td><\/tr>
1 \u0e02\u0e49\u0e2d<\/td>2 \u0e02\u0e49\u0e2d<\/td>3 \u0e02\u0e49\u0e2d<\/td>4 \u0e02\u0e49\u0e2d<\/td>5 \u0e02\u0e49\u0e2d<\/td><\/tr><\/tbody><\/table>\n\n\n\n

According to EdPEx standard, the total score to assess items 1-3 is 90 marks<\/span>, the factors used to evaluate the process are LeTCI.<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Performance<\/strong><\/p>\n\n\n\n

1. Budgetary, Financial, and Market Results (Budgetary and Financial Performance). <\/strong>What are the financial performance results? <\/p>\n\n\n

The Faculty calculates the budget for each academic year by considering the budget received from the year before and drafting the budgeting plan to allocate the budget for each project. The steps taken to finalize, monitor, and report the annual budget is as follows:<\/p>\n

    \n
  1. Draft all the projects of the year and arrange the projects into 5 groups according to the strategic plan.<\/li>\n
  2. Calculate the budget for each project based on the project budget from last year.<\/li>\n
  3. Sum up the budget for all projects.<\/li>\n
  4. Propose the projects with the budget to the Depart of Research and Planning for approval.<\/li>\n
  5. Operate the projects along the stated timeline.<\/li>\n
  6. To receive the budget to operate the projects, the secretary submits the written projects to the College\u2019s Administration Office for approval for project operations. When a project is approved, the secretary gets the budget from the Finance Office.<\/li>\n
  7. The Dean monitor if the projects are operated as planned regarding the procedure and budget.<\/li>\n
  8. At the end of the month, the finished projects are summarized and reported to the Dean.<\/li>\n
  9. The Dean reports to the Department of Research and Planning quarterly.<\/li>\n<\/ol>\n\n\n\n\n\n\n
    \n

    Fiscal Year<\/p>\n<\/td>\n

    		\n

    Budget Received<\/p>\n<\/td>\n

    		\n

    Budget Spent<\/p>\n<\/td>\n<\/tr>\n

    \n

    2022<\/p>\n<\/td>\n

    		\n

    579,675<\/p>\n<\/td>\n

    		\n

    410,249.32<\/p>\n<\/td>\n<\/tr>\n

    \n

    2021<\/p>\n<\/td>\n

    		\n

    317,320<\/p>\n<\/td>\n

    		\n

    232,463<\/p>\n<\/td>\n<\/tr>\n

    \n

    2020<\/p>\n<\/td>\n

    		\n

    594,000<\/p>\n<\/td>\n

    		\n

    594,000<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n

    2. Budgetary, Financial, and Market Results (Market Performance).  <\/strong>What are the market performance results? <\/p>\n\n\n

    Regarding market performance<\/strong>, the Faculty has done different ways to recruit new students 1) by word of mouth, 2) by personal connection, 3) by posting on the Faculty\u2019s website, and 4) through roadshow by the College\u2019s marketing officers. However, the result does not come out as expected. The number of new students does not reach the expected number.<\/p>\n\n\n\n\n\n
    \n

    Program<\/p>\n<\/td>\n

    		\n

    2020<\/p>\n<\/td>\n

    		\n

    2021<\/p>\n<\/td>\n

    		\n

    2022<\/p>\n<\/td>\n<\/tr>\n

    \n

    BE<\/p>\n<\/td>\n

    		\n

    35<\/p>\n<\/td>\n

    		\n

    23<\/p>\n<\/td>\n

    		\n

    40<\/p>\n<\/td>\n<\/tr>\n

    \n

    CA<\/p>\n<\/td>\n

    		\n

    14<\/p>\n<\/td>\n

    		\n

    3<\/p>\n<\/td>\n

    		\n

    53<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

    <\/p>\n\n\n

    3. Strategy Implementation Results. <\/strong>What are the results of the achievement of organizational strategy and action Plans? <\/p>\n\n\n

    The Faculty considers achievements stemming from the implementation of strategies following the 5 main strategic plans: graduate and student production, research and innovation, academic service, arts and culture, and administration and management.<\/p>\n\n\n\n\n\n\n\n\n
    \n

    Strategic Plan<\/strong><\/p>\n<\/td>\n

    		\n

    Achievement<\/strong><\/p>\n<\/td>\n<\/tr>\n

    \n

    Graduate Production<\/p>\n

    <\/p>\n

    Students<\/p>\n<\/td>\n

    		\n

    – Graduates have required and desirable knowledge and skills.<\/p>\n

    – All year-four students do and finish an internship in a timely manner.<\/p>\n

    – Current students can transfer theories into practice.<\/p>\n

    – Students create innovative work pieces.<\/p>\n<\/td>\n<\/tr>\n

    \n

    Research and Innovation<\/p>\n<\/td>\n

    		\n

    – Five research studies were completed and published in accredited journals.<\/p>\n

    – Research fund of 230,000 from outside sources.<\/p>\n

    – Research articles have been cited with the citation number of 234 and H-index citation of 4.<\/p>\n<\/td>\n<\/tr>\n

    \n

    Academic and Community Service<\/p>\n<\/td>\n

    		\n

    – Five services were provided to local communities and schools<\/p>\n

    – Help to preserve local culture, values, tradition, and wisdom<\/p>\n

    – Help to enhance the awareness of the legacy and wisdom of the local community and its people.<\/p>\n<\/td>\n<\/tr>\n

    \n

    Arts and Culture<\/p>\n<\/td>\n

    		\n

    – Make people recognize and embrace the culture, beliefs, values, and traditions of a minority group of different racial backgrounds<\/p>\n<\/td>\n<\/tr>\n

    \n

    Administration and Management<\/p>\n<\/td>\n

    		\n

    – Set up an alumni network<\/p>\n

    – Improved performance using PDCA cycle and SWOT analysis which results in high IQA scores<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

    \u0e2b\u0e25\u0e31\u0e01\u0e10\u0e32\u0e19<\/p>\n

    7.5.3.1 \u0e08\u0e33\u0e19\u0e27\u0e19\u0e01\u0e32\u0e23\u0e2d\u0e49\u0e32\u0e07\u0e2d\u0e34\u0e07\u0e07\u0e32\u0e19\u0e27\u0e34\u0e08\u0e31\u0e22<\/a><\/p>\n\n\n

    4. The action plans\u2019 indicators of achievement are achieved.<\/strong><\/p>\n\n\n

    The Faculty puts the strategy into practice through the action plans. and followed up on the performance in the operational plan for the fiscal year 2022, by classifying the indicators according to the plan into 2 types: 1) goal indicators achieved at least 80 percent, and 2) satisfaction indicators achieved at least 3.51. The achievement by the indicators is shown in the table below:<\/p>\n

    <\/p>\n\n\n\n\n\n\n
    \n

    Fiscal Year<\/p>\n<\/td>\n

    		\n

    Goal indicator<\/p>\n<\/td>\n

    		\n

    Percentage<\/p>\n<\/td>\n

    		\n

    Satisfaction indicator<\/p>\n<\/td>\n

    		\n

    Percentage<\/p>\n<\/td>\n<\/tr>\n

    \n

    Total no.<\/p>\n<\/td>\n

    		\n

    Achieved<\/p>\n<\/td>\n

    		\n

    Total no.<\/p>\n<\/td>\n

    		\n

    Achieved<\/p>\n<\/td>\n<\/tr>\n

    \n

    2021<\/p>\n<\/td>\n

    		\n

    15<\/p>\n<\/td>\n

    		\n

    13<\/p>\n<\/td>\n

    		\n

    86.67<\/p>\n<\/td>\n

    		\n

    23<\/p>\n<\/td>\n

    		\n

    23<\/p>\n<\/td>\n

    		\n

    100<\/p>\n<\/td>\n<\/tr>\n

    \n

    2022<\/p>\n<\/td>\n

    		\n

    15<\/p>\n<\/td>\n

    		\n

    14<\/p>\n<\/td>\n

    		\n

    93.33<\/p>\n<\/td>\n

    		\n

    28<\/p>\n<\/td>\n

    		\n

    28<\/p>\n<\/td>\n

    		\n

    100<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n

    5. The persistence or increase of customers.<\/strong><\/p>\n\n\n

    One factor indicating the success of the Faculty\u2019s performance is the \u201cStudent Retention Rate\u201d, and an increasing number of new students. The Faculty sees this factor as a risk since the Faculty cannot recruit new students to the expected number which is 50 for both programs. As for the student retention rate, the number of dropout students is increasing this academic year. The Faculty has tried to find the factor, both internal and external, causing dropouts by talking to the remaining students. However, the exact factors have not yet been found.<\/p>\n

                    Number of New Student<\/p>\n\n\n\n\n\n
    \n

    Number of new students<\/p>\n<\/td>\n

    		\n

    2020<\/p>\n<\/td>\n

    		\n

    2021<\/p>\n<\/td>\n

    		\n

    2022<\/p>\n<\/td>\n<\/tr>\n

    \n

    BE<\/p>\n<\/td>\n

    		\n

    CA<\/p>\n<\/td>\n

    		\n

    Total<\/p>\n<\/td>\n

    		\n

    BE<\/p>\n<\/td>\n

    		\n

    CA<\/p>\n<\/td>\n

    		\n

    Total<\/p>\n<\/td>\n

    		\n

    BE<\/p>\n<\/td>\n

    		\n

    CA<\/p>\n<\/td>\n

    		\n

    Total<\/p>\n<\/td>\n<\/tr>\n

    \n

    35<\/p>\n<\/td>\n

    		\n

    14<\/p>\n<\/td>\n

    		\n

    49<\/p>\n<\/td>\n

    		\n

    23<\/p>\n<\/td>\n

    		\n

    3<\/p>\n<\/td>\n

    		\n

    26<\/p>\n<\/td>\n

    		\n

    40<\/p>\n<\/td>\n

    		\n

    53<\/p>\n<\/td>\n

    		\n

    93<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

                    Student Retention Rate<\/p>\n\n\n\n\n\n
    \n

    Number of year-one students<\/p>\n<\/td>\n

    		\n

    2020<\/p>\n<\/td>\n

    		\n

    2021<\/p>\n<\/td>\n

    		\n

    2022<\/p>\n<\/td>\n<\/tr>\n

    \n

    BE<\/p>\n<\/td>\n

    		\n

    CA<\/p>\n<\/td>\n

    		\n

    BE<\/p>\n<\/td>\n

    		\n

    CA<\/p>\n<\/td>\n

    		\n

    BE<\/p>\n<\/td>\n

    		\n

    CA<\/p>\n<\/td>\n<\/tr>\n

    \n

    33 (55) = 50 %<\/p>\n<\/td>\n

    		\n

    7 (21) = 33.33%<\/p>\n<\/td>\n

    		\n

    10 (11) =90.91<\/p>\n<\/td>\n

    		\n

    7 (7) = 100%<\/p>\n<\/td>\n

    		\n

    5 (10) = 50%<\/p>\n<\/td>\n

    		\n

    7 (17) =41.18%<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

    <\/p>\n\n\n

    Self-assessment<\/strong><\/p>\n\n\n\n\n\n\n\n
    \n

    Goal<\/strong><\/p>\n<\/td>\n

    		\n

    Performance<\/strong><\/p>\n

    Qualitative indicators<\/strong><\/p>\n

    (indicated items)<\/strong><\/p>\n<\/td>\n

    		\n

    Self-assessment<\/strong><\/p>\n<\/td>\n<\/tr>\n

    \n

    4 items<\/p>\n<\/td>\n

    		\n

    IQA (1-5)<\/strong><\/p>\n<\/td>\n

    		\n

    1,2,3,4,5<\/p>\n<\/td>\n

    		\n

    5 items<\/p>\n<\/td>\n

    		\n

    5 marks<\/p>\n<\/td>\n<\/tr>\n

    \n

    EdPEx (1-3)<\/strong><\/p>\n<\/td>\n

    		\n

    1,2,3<\/p>\n<\/td>\n

    		\n

    Percentage 10<\/p>\n<\/td>\n

    		\n

    9 marks<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n

    Evidence<\/strong><\/p>\n\n\n\n
    Evidence No.<\/strong><\/td>List of evidences<\/strong><\/td><\/tr>
    7.5.1<\/td>–<\/td><\/tr>
    7.5.2<\/td>–<\/td><\/tr>
    7.5.3<\/td> 7.5.3.1 \u0e08\u0e33\u0e19\u0e27\u0e19\u0e01\u0e32\u0e23\u0e2d\u0e49\u0e32\u0e07\u0e2d\u0e34\u0e07\u0e07\u0e32\u0e19\u0e27\u0e34\u0e08\u0e31\u0e22<\/a> <\/td><\/tr>
    7.5.4<\/td>–<\/td><\/tr>
    7.5.5<\/td>–<\/td><\/tr><\/tbody><\/table>\n","protected":false},"excerpt":{"rendered":"

    Component 7 Results Indicator 7.5 Economic Results (Budgetary, Financial, Market, and Strategy Results) MHESI IQA (Items 1-5) assessment is indicated in the table below 1 \u0e04\u0e30\u0e41\u0e19\u0e19 2 \u0e04\u0e30\u0e41\u0e19\u0e19 3 \u0e04\u0e30\u0e41\u0e19\u0e19 4 \u0e04\u0e30\u0e41\u0e19\u0e19 5 \u0e04\u0e30\u0e41\u0e19\u0e19 1 \u0e02\u0e49\u0e2d 2 \u0e02\u0e49\u0e2d 3 \u0e02\u0e49\u0e2d 4 \u0e02\u0e49\u0e2d 5 \u0e02\u0e49\u0e2d According to EdPEx standard, the total score to assess items 1-3 […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":3843,"menu_order":4,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"_links":{"self":[{"href":"https:\/\/www.stic.ac.th\/qafs2223\/humanities-social-sciences\/index.php?rest_route=\/wp\/v2\/pages\/3854"}],"collection":[{"href":"https:\/\/www.stic.ac.th\/qafs2223\/humanities-social-sciences\/index.php?rest_route=\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.stic.ac.th\/qafs2223\/humanities-social-sciences\/index.php?rest_route=\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.stic.ac.th\/qafs2223\/humanities-social-sciences\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.stic.ac.th\/qafs2223\/humanities-social-sciences\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=3854"}],"version-history":[{"count":7,"href":"https:\/\/www.stic.ac.th\/qafs2223\/humanities-social-sciences\/index.php?rest_route=\/wp\/v2\/pages\/3854\/revisions"}],"predecessor-version":[{"id":4687,"href":"https:\/\/www.stic.ac.th\/qafs2223\/humanities-social-sciences\/index.php?rest_route=\/wp\/v2\/pages\/3854\/revisions\/4687"}],"up":[{"embeddable":true,"href":"https:\/\/www.stic.ac.th\/qafs2223\/humanities-social-sciences\/index.php?rest_route=\/wp\/v2\/pages\/3843"}],"wp:attachment":[{"href":"https:\/\/www.stic.ac.th\/qafs2223\/humanities-social-sciences\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=3854"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}