AU Self-Assessment Report (AU-SAR Report)

trains students to ideate, create, and finally pitch their work to external committee. Meanwhile, TechSpark is a software development workshop which trains the participants with the most up-to-date technology and assists them to develop a real usable application to present in the final day of the contest. There were approximately 148 students who participated in these activities. From the feedback, the satisfaction level of each activity was > 4.51 out of 5.0. It is believed that students’ attitude toward computer related issues has been positive and these students will spread the project’s benefit to their friends making them to attend the activities in the next academic year. In order to improve the quality of life among the elderly people, School of Biotechnology has integrated the academic teaching and learning to academic services as knowledge transfer to community for many years. In academic year 2018, classes were organized as an academic service project entitled “Integration of Academic service in AI4211 (Fermentation Process) AI4239 (Selected Topic: Biopharmaceuticals) AI4208 (Processing of Agricultural Product II) to community (ชมรมผูส้ ูงอายุศูนยบ์ ริการสาธารณสุข 4 ดนิ แดง). Faculty members and students imparted their knowledge to the community and demonstrated the production of herbal balms. There were three components to the salve: infused oils, natural wax, and menthol & camphor. Different types of wax were used to make herbal balms such as paraffin wax, soy wax and bee wax. Moreover, creating herbal infused essential oils (i.e. peppermint oil, cinnamon oil, clove oil, capejut oil) help these ingredients work together for the body. It is commonly known for skin healing as it is used to heal wounds, rashes, and other skin irritations. In the workshop, the participants had an opportunity to learn about the production of these herbal balms which could be used to start their own business in the future. In addition, students also learned about moral and ethics by contributing their knowledge to provide services to the public community, and also learned Thai tradition of paying respect to the elders. C: Projects provided to external organizations in different areas A faculty member of the Graduate School of Advanced Technology Management was requested to be a guest speaker to train teachers at Convent of the Holy Infant Jesus Holy School, Bangkok, and Saint Louis School, Chacheongsao on how to integrate technology into their teaching and learning. The training was arranged on October 31, 2018 and May 14, 2019. There were approximately 20 teachers from each School who attended the training. The Technology Transfer Establishment Phase I has been conducted by School of Biotechnology. The project aims to provide the services to industries that are seeking for sensorial technical supports. In academic year 2018, Betragro Food Group tested some of its products at Assumption University and the marketplace namely, 1) Consumer testing of new developed cheese sausage (Nov. – Dec. 2018) 2) Consumer testing for chicken snack (Dec. 2018-Feb. 2019) 3) Consumer testing for new flavored sausage (Jun. – Dec. 2019). All projects were done to determine consumers’ attitude and acceptance of newly developed products. The testing was done among 92

different groups of consumers totaling 100-120. The results were used to analyze consumer preference toward new products. PR Workshop for Practical Implementation was organized by the School of Communication Arts at the Chamchuri Square Building. This workshop was implemented along with the project Little Hands Can Help. There were 8 non-profit organizations or communities involved with this project. The project was successful and received good feedback from students and communities. The first indicator was achieved, that is, the level of incremental knowledge reached 3.96 out of 5. The second indicator which is the level of PR skills developed reached 4.25 out of 5. Level of satisfaction reached 3.98 out of 5. Furthermore, the results of survey by IRAS in different aspects requested by National Science Museum, Sports Authority of Thailand and Robinson Public Company Limited since 2014 proved to be very useful in improving and developing their organizations. They were quite satisfied and found that their organizations’ reputation increased as well as operation performance because of the informative and useful recommendations given by IRAS. Apart from the academic service projects mentioned above, in academic year 2018, the AU faculty members provided academic and/or other significant services to society which included serving as guest lecturer, journal guest editor, journal advisory board member, external/conference scientific committee member, conference organizing committee and conference keynote speaker. 4.  The target communities or organizations develop themselves continuously. The target communities and organizations where AU has provided academic service develop and improve themselves continuously. The “Preceptorship Training for Clinical Nursing Practicum” has been conducted by the School of Nursing Science since 2015. This project aimed to train qualified nursing staff from affiliated hospitals, BLNS alumni, and faculty members to become efficient AU preceptors/faculty members, which will strengthen the quality of teaching-learning in clinical setting, maintain the standard ratio of instructor/preceptor to student 1:8 in the health care settings, and provide academic service for BLNS alumni. The Preceptorship Training for Clinical Nursing Practicum was organized on May 30, 31 and June 3, 4, 2019 and English classes were held on June 8, 15, 22, 29, 2019 at D Seminar Room, Assumption University, Hua-Mak Campus. The total number of participants was 54: 16 BLNS instructors and 31 registered nurses from affiliate hospitals and 7 BLNS alumni. All participants successfully passed the preceptorship training (100%). The survey of participants’ satisfaction toward nursing pedagogy session was carried out and the overall satisfaction was 4.8 out of 5. The number of committed qualified preceptors applying to be the BLNS preceptors is 3. There were registered nurses and BLNS alumni who participated in English class. The survey of 93

participants’ satisfaction toward English session was carried out and the overall satisfaction was 4.76 out of 5.00. Assumption University through ABAC OD Institute, Graduate School of Business has established the network with Bank of Ayudhya Public Company Limited to deliver the training “Krunsgri Leadership Academy” (KSLA) since 2011. Collaborative learning, training, people development and networking were taught to the customers of the bank, especially those who were involved in family business. In academic year 2018, there were approximately 30 people who participated in the KSLA 9. So far, more than 280 participants had successfully completed the program and applied the knowledge gained for their personal and professional growth as well as for their business expansion. Since 2015, School of Biotechnology has created communities’ awareness of society responsibilities through the Earthworm culture training offered to 2 communities (ชมุ ชน สันติสุข อ.บางปะอิน จ.พระนครศรีอยุธยา และชุมชน อ.หลงลับแล จ.อุตรดิตถ์) and 1 School (Duangjai Kindergarten School) . On October 23, 2018 the earthworm cultivation training was provided by School of Biotechnology in cooperation with Subdistrict Administration organization, Bangpa-in, Ayuthaya. Around 5 community leaders and 15 students participated in the training. A 1-hour lecture and 2-hour workshop were conducted. The second training was held on January 26, 2019 in Utraradit Province, at Vision of Light church. Around 70 community members and 10 students participated in the training. A 4-hour workshop was conducted. After the training, it was found that students’ knowledge in providing academic service had significantly improved (mean > 3.51) and the participants’ overall satisfaction level was > 3.51 out of 5.00. In addition, School of Biotechnology and Duangjai Kindergarten organized an event booth at Central Westgate on February 16-17, 2019. The event was conducted in the Green and Clean School year#3 under the organization of Nonthaburi municipality. The School of Biotechnology presented the results from the research project involving benefits of earthworm for solid waste management in community and organized a workshop using vermicompost from earthworm cast to successfully cultivate salad plant. 5.  The University establishes a network of cooperation with external units/ organizations in developing the target communities or organizations. The University established a network of cooperation with several external organizations, both at national as well as international level, to develop their communities and/or organizations in different forms. At the National Level: In academic year 2018, the University through IRAS cooperated with other 3 external organizations (continued from 2014) namely, the Sports Authority of Thailand, National Science Museum, and Robinson Public Co., Ltd. All these organizations requested AU to provide several kinds of academic services to improve their organizations as well as study the satisfaction of communities and customers towards their organizations. Assumption University through ABAC OD Institute, of Graduate School of Business has established the network with Krungsri Bank to deliver the training “Krunsgri Leadership Academy” (KSLA) since 2011 to the present. So far more than 280 94

participants (clients) had successfully completed the program and applied the knowledge gained for their personal and professional growth as well as for their business expansion. This network of Assumption University will expand in the next academic year as well. In order to extend the academic service to a wider community/organization. School of Engineering has signed MOU with OMRON Electronics (Thailand) regarding training modules for participants from the industries, other institutions, and those who are interested in learning PLC. PLC and HMI are mainly used in industries. For big production, normally PLC is used as a microprocessor system and HMI is used to monitor or key in data to the process. In the training, PLC and HMI configuration is explained. Omron PLC and HMI are used as a demonstration platform for participants. This project took place at Factory Automation Training Center, School of Engineering, Assumption University on 1-3 October 2018. The training was successfully completed and the participants not only gained more knowledge on the devices but also expressed readiness to work in industries. The project provided an avenue to make AU known in the industry and the public. A network has also been established among School of Biotechnology, Assumption University, King Mongkut’s University of Technology Thonburi and an external organization, the Electricity Generating Authority of Thailand. The project “Sensory Analysis for Visually Impaired People” took place at Room E5, Assumption University (Hua Mak Campus) on May 15, 2019 – July 17, 2019. The training program consisted of several sensory activities that include introduction to sensory analysis, principles of sensory perception, sensory attributes, scent of non-food product, flavor of food product, principles of aroma therapy and how to mix aroma therapy oil. Martin de Tours School of Management and Economics (MSME) has initiated the outreach training program for N.A.P. Services and Trading Co., Ltd., a top cleaning service provider in Thailand with 8,000 employees. The company is keen on improving the skills of its workforce in order to provide higher quality services to maintain its superior competitive advantage. The MOU between MSME and N.A.P. Services and Trading Co., Ltd. was signed on July 4, 2019 aimed at providing tailor- made training for 400 middle management staff through multiple courses. This training is specifically designed to serve the needs of the client as well as to promote MSME’s business outreach to the community. In addition, this strengthens the School’s industrial network and alumni engagement while providing opportunities for the workforce to realize their full potential in this challenging environment of disruption. The training would be held in the Huamak Campus of Assumption University. In response to the Government’s policy to solve the problems in reforming the primary education and to provide the same quality and standard of education across the country, the project to strengthen the schools in each area has been developed. Certain universities have been assigned to supervise the master project that has been 95

planned as well as the separation process of schools located in the same area by the Ministry of Education (MOE). By this academic year, Assumption University is one of the universities designated in upper central region area of Thailand--with Chulalongkorn University, as the core of this university network—to organize English language skill activities for teachers and students of 18 primary schools in Samut Prakan Area 2. In addition to implementing and achieving this project goal, the AU team comprising of St. Martin Center for Professional Ethics, School of Arts and IRAS planned the mentoring program as follows. - Working group meeting of Assumption University, including St.Martin Center for Professional Ethics, School of Arts and IRAS, for clarifying project scope as well as identifying project roles and responsibilities on April 2019. - Board meeting between Assumption University and the school director, for scheduling the activities, time and budget frames on May 7, 2019. - Training for school teachers at Assumption University on May 7-10, 2019. - PLC activity for local schools on June 2019. - Project Presentation and Knowledge Exchange Activities on July 11, 2019 Project follow-up and evaluation were conducted accordingly. Results showed that both teachers and students (Pratom 4 - Pratom 6) found their English skill has significantly improved (P < 0.05) after the training. Additionally, both teachers and students were “strongly” satisfied with the English training and teaching activities and would like to have this kind of activity next year. At the International Level: In addition to national organizations, in 2018 Assumption University extended network cooperation with international organizations in developing the target communities and/or organizations as follows: A) The Graduate School of Business organized the International Conference on Entrepreneurship and Sustainability in the Digital Era (ISESDE) on July 12, 2019. The conference topics included SMEs in digital economies, sustainability in the digital era, fintech startups, health care industry, etc. As an interdisciplinary forum, both faculty members and students had a chance to prepare their research, present their papers and discuss their research findings on how environmental-friendly and socially-inclusive growth and success can be sustained in the digital era, in Thailand in particular as it recently embarked on Industry 4.0. Proceedings of the conferences are available online at www.auconference.au.edu B) The project “Overseas Internship Program” was launched on August 2018– July 2019 to strengthen international collaboration activities, promote international exposure of the faculty and students, organize the internship program for nursing students from overseas universities, and expand 96

academic networking. There were four groups of participants practicing their internships and visiting BLNS. It was composed of one group of three nursing students from University of Applied Science “Wein Campus”, Vienna, Austria and three groups of 29 nursing students from University of Paracelsus Medical University, Salzburg, Austria. Group 1: August 29 – September 30, 2018 Group 2: October 13 – 26, 2018 Group 3: February 24 – March 8, 2019 Group 4: April 28 – May 10, 2019 The activities included attending orientation, participating in the class lectures and discussions, practicing in some clinical practicum courses in healthcare settings, visiting health care settings in primary level, secondary level, and tertiary level both in and nearby Bangkok, visiting places for cultural exposure and experiences. C) Facilitating International Service Learning: International Christian University (ICU) is an inbound international service-learning. During the year 2013-2019, five to six ICU’s students have been welcomed to Assumption University for their international service-learning in Thailand facilitated by St. Martin Center for Professional Ethics in July of every year. In academic year 2018, five ICU students arrived Thailand to complete their international service-learning. During their one-month stay in Thailand, they were sent to do service learning (Japanese teaching) at different schools/organizations. This project achieved the desired project objective which is to strengthen and expand network between AU and International Christian University. In addition, the project “Promoting Internationalization and Service- Learning Outbound to Japan” was done by St. Martin Center for Professional Ethics to support AU students to complete their International Service- Learning in Japan. In academic year 2018, 2 AU Students who enrolled in BG 14035 in semester 2/2018 participated in this program. There were 18 students who come from different countries such as Japan, USA, and Asian countries. The programs run for four weeks from July 3 to July 31, 2019. They participated in various services-learning activities. The entire program is supervised and coordinated by ICU Service-Learning Center. The most important highlight of this project was its internationalization and multi- cultural exchanges. D) In order to fulfill the role of bridge and link of Confucius Institute (ส ถ า บั น ขงจ๊อื ) at Assumption University (CIAU) and strengthen practical cooperation between China and Thailand, CIAU organized the “Belt and Road” Biotechnology Seminar (BRBS) on January 23, 2019 by collaborating with School of Biotechnology of Assumption University and College of 97

Biotechnology of Tianjin University of Science and Technology. BRBS is a not-for-profit seminar aiming at promoting exchanges and cooperation in biotechnology among countries or regions along Belt and Road. E) In addition to the academic services provided at international level mentioned above, Assumption University participates in student exchange activities with universities in Australia, China, France, Germany, Japan, UK, USA, etc. The following tables provide lists of Universities/Institutions with which AU participated in Student Exchange Activities. Student Exchange Academic Year 2018 1 st Semester Inbound Exchange Institutions/Country Duration/Date Number of Students No Host  Loyola University, 1 August - 31 December 2018 33 students 6 students 1. Assumption Maryland USA 1 student University /Martin 6 students de Tours School of  EDHEC Business School, 1 August - 31 December 2018 2 students Management and 4 students Economics Netherlands 2 students  Gakushuin University, 1 August - 31 December 2018 1 student 3 students Japan 1 student 1 student  Hogeschool Utrecht, 1 August - 31 December 2018 1 student Netherlands 2 students  IESEG School of 1 August - 31 December 2018 4 students 2 students Management, France 1 student 1 student  ISEP (Institut supérieur 1 August - 31 December 2018 d’électronique de Paris), France  JAMK University of 1 August - 31 December 2018 Applied Sciences, Finland  Kwansei Gakuin 1 August - 31 December 2018 University, Japan  New Jersey City 1 August - 31 December 2018 University, USA  Nihon University, Japan 1 August - 31 December 2018  Rotterdam University of 1 August - 31 December 2018 Applied Sciences, Netherland  Ryukoku University, 1 August - 31 December 2018 Japan  School of Management 1 August - 31 December 2018 and Engineering Vaud, Switzerland  Seisen University, Japan 1 August - 31 December 2018  Soegijapranata Catholic 1 August - 31 December 2018 University, Indonesia  Tempere University of 1 August - 31 December 2018 Applied Sciences, Finland  Technische Universität 1 August - 31 December 2018 Berlin, Germany 98

No Host Institutions/Country Duration/Date Number of Students  The Hague University, 1 August - 31 December 2018 4 students Netherlands  Unibersitas Atma Jaya 1 August - 31 December 2018 3 students Yogyakarta, Indonesia  Wismar University of 1 August - 31 December 2018 2 students Applied Sciences, Germany  University of Fukui, 1 August - 31 December 2018 1 student Japan  University of Macau, 1 August - 31 December 2018 1 student China  University of Wiconsin- 1 August - 31 December 2018 1 student Whitewat , USA  University of 1 August - 31 December 2018 1 student Wollongong, Australia  Hochschule Mainz 1 August - 31 December 2018 4 students University of Applied Sciences (Fachbereich Wirtschaft), Germany  Zuyd University of 1 August - 31 December 2018 1 student Applied Sciences, Netherlands 2. Assumption  School of Management 1 August - 31 December 2018 2 students University/Vincent and Engineering Vaud, Mary School of Switzerland 1 August - 31 December 2018 4 students Engineering  ISEP (Institut supérieur d’électronique de Paris), France 3. Assumption  University of 1 August - 31 December 2018 2 students University/ Montfort Technology and Design del Rosario School of Wismar, Germany Architecture and Design 4. Assumption  Nihon University (NU) , 1 August - 31 December 2018 1 student University/ Japan Theodore Maria  Nagoya College (NC), 1 August - 31 December 2018 5 students School of Arts Japan  University of Fukui 1 August - 31 December 2018 1 student (UF), Japan  Ryukoku University, 1 August - 31 December 2018 1 student Japan  Kwansei Gakuin 1 August - 31 December 2018 1 student University, Japan  Gakushuin University, 1 August - 31 December 2018 1 student Japan  Seisen University, 1 August - 31 December 2018 4 students Japan 5. Assumption  Soegija Pranata 1 August - 31 December 2018 1 student University/ Faculty Catholic University, of Biotechnology Indonesia 6. Assumption  Tampere University Of 1 August - 31 December 2018 1 student University/ Albert Applied Sciences, Laurence School of Finland Communication Arts 99

No Host Institutions/Country Duration/Date Number of Students 7. Assumption  Paracelsus Medical 13-26 October, 2018 9 students University/ University, Salzberg, Bernadette de Austria Lourdes School of  University of Applied 29 August - 30 September 2018 3 students Nursing Science Science “Wein Campus”, Vienna, Austria 8. Assumption  University of Applied 1 September - 31 December 5 students University/Graduate Sciences, Mainz, 2018 School of Business Germany  Edhec Business School, 1 September - 31 December 8 students France 2018  Neoma Business 1 September - 31 December 6 students School, France 2018 Outbound Exchange No Host Institutions/Country Duration/Date Number of Students 1. Assumption University  Ryukoku University, 1 August - 31 December 2018 2 students / Theodore Maria Japan School of Arts  Gakushuin University, 1 August - 31 December 2018 1 student Japan 2. Assumption University  University of Applied 1 September - 31 December 1 student /Graduate School of Sciences, Mainz, 2018 Business Germany 2 nd Semester Inbound Exchange Institutions/Country Duration/Date Number of Students No Host 1 student 2 students 1. Assumption University  Gakushuin University, 1 January - 31 May 2019 1 student 1 student /Martin de Tours Japan 1 student 2 students School of Management  IESEG School of 1 January - 31 May 2019 1 student 1 student and Economics Management, France 3 students  Kwansei Gakuin 1 January - 31 May 2019 1 student 1 student University, Japan  Nihon University, Japan 1 January - 31 May 2019  Ryokoku University, 1 January - 31 May 2019 Japan  Unibersitas Atma Jaya 1 January - 31 May 2019 Yogyakarta, Indonesia  University of Macau, 1 January - 31 May 2019 China  University of 1 January - 31 May 2019 Wisconsin-Whitewater, USA  University of 1 January - 31 May 2019 Wollongong, Australia 2. Assumption  Ryukoku University, 1 January - 31 May 2019 University/ Theodore Japan Maria School of Arts  Kwansei Gakuin 1 January - 31 May 2019 University, Japan 100

No Host Institutions/Country Duration/Date Number of 1 January - 31 May 2019 Students  Gakushuin 1 student University, Japan  Nihon University 1 January - 31 May 2019 1 student (NU), Japan 3. Assumption  Paracelsus Medical 24 February - 8 March 2019 20 students University/ Bernadette University, Salzberg, de Lourdes School of Austria Nursing Science  California State 28 January - 9 February 2019 1 instructor (Head University San Department) Bernardino, 1 January - 30 April 2019 9 students California, US 1 January - 30 April 2019 4 students 4. Assumption  Edhec Business University/Graduate School, France School of Business  Neoma Business School, France Outbound Exchange Institutions/Country Duration/Date Number of 1 January - 31 May 2019 Students No Host 1 January - 31 May 2019 2 students 1 February - 31 July 2019 1 student 1. Assumption University  Ryukoku Universit, 2 students / Theodore Maria Japan School of Arts  Gakushuin University, Japan 2. Assumption  (Heig) University of University/ Vincent Applied Sciences, Mary School of Western, Switzerland Engineering 3 rd Semester Inbound Exchange Institutions/Country Duration/Date Number of Students No Host 1 instructor (Dean) 1. Assumption  Paracelsus Medical 28 April - 10 May 2019 2 instructors 16-26 June 2019 3 nurses University/ Bernadette University, Austria 1 May - 31August 2019 6 students de Lourdes School of  California State Nursing Science University San Bernardino, USA 2. Assumption  Toulouse University, University/Graduate France School of Business Outbound Exchange Institutions/Country Duration/Date Number of Students No Host 1 student 1. Assumption University  Edhec Business School, 1 May - 31August 2019 /Graduate School of France Business 101

List of MOU submitted to University Council for academic year 2018 No. Country Name of Institutions 1 France INSEEC Business School 2 France NEOMA Business School 3 France ISCID-CO 4 Germany University of Applied Sciences Mainz 5 Germany Fresenius University of Applied Sciences 6 Germany FOM Hochschule fur Oekonomie & Managemment Gemeinnutzige GmbH 7 Germany Hochschule der Wirtschaft fur Management (HdWM) 8 Luxembourg Business Science Institute 9 Netherland HAN University of Applied Sciences 10 Poland Catholic University, UKSW in Warsaw 11 Poland Cracow University of Economics 12 USA Pearson VUE 13 UK University of Essex 14 UK University of the West of England 15 UK Middlesex University 16 Australia Queensland University of Technology 17 Australia Southern Cross University 18 Australia Bond University 19 Australia RMIT University 20 Australia James Cook University 21 Taiwan Chang Jung Christian University 22 Republic of China Hubei University 23 Republic of China Jiangxi Normal University 24 Cambodia Saint Paul Institute 25 USA University of Wisconsin-Platteville 26 USA Case Western Reserve University 27 Malaysia ASIA e University 28 Republic of Maldives Ministry of Communication, Science and Technology 29 Japan Fukuoka University 6.  At least 5% of the faculty members representing all Schools participate in the implementation of the University’s academic service plan. In the academic year 2018, there were 765 faculty members and researchers (as of July 31, 2019) working in all 13 Schools and 3 institutes who participated in the implementation of the University’s academic service plan. Twenty percent of faculty members and researchers from all Schools and institutes participated in providing academic service to the communities and external organization projects both locally and 102

internationally listed in performance outcome #2 as follows: Institute for Research and Academic Service (18); Graduate School of Advanced Technology Management (2); School of Arts (5); Martin de Tours School of Management and Economics (17); School of Nursing Science (16); School of Law (2); School of Music (2); School of Biotechnology (13); School of Engineering (2); School of Communication Arts (12); School of Science and Technology (11); School of Architecture and Design (6); Graduate School of Business (25); Graduate School of Human Sciences (2); Confucius Institute (14) and St. Martin Center for Professional Ethics (6). Assessment Result Target Assessment Score Achievement Indicator 6 items outcome 5 scores (Yes/No) 6 items Yes Indicator 3.1 Academic service to society Evidence Document Name Document AU-Five year Strategic Plan (2018-2022) Code AU-Five year Research Strategic Plan (2018-2022) 3-1 IRAS’s 5-year Strategic Plan (2018-2022) 3-2 Appointment of the Committee for Research and Academic Services 3-3 Strategy (AU Order No.250/2018) 3-4 Minutes: The Committee for Research and Academic Services Strategy 3-5 Job Achievement Indicator (ASAP 2018: Routine Job Proposal 3.1- 3.2) 3-6 Job Achievement Indicator (ASAP 2018: Routine Job Proposal 5.1- 5.2) 3-7 ASAP: Academic Service Project Proposal (Sample) 3-8 The survey of community and social needs project. 3-9 AU Academic Service projects in academic year 2018 3-10 Strategic plan I 1) การพัฒนาเยาวชนสปู่ ระชาคมอาเซยี นในเขตอาเภอบางเสาธง และอาเภอ บางบอ่ จังหวดั สมทุ รปราการ (Evidence 1.1) 2) Providing Academic Services to the Community (Evidence 2.1) 3) AU School Mentoring (Evidence 3.1) 4) ASEAN Language for Community (Evidence 3.2) 5) Language Training for the Community (Evidence 3.3) 6) Digital Media Design Service (Evidence 4.1) 7) Designs for Publicity (Evidence 4.2) 8) MGT 3905 Online Simulation Game (Evidence 5.1) 9) Training Service for N.A.P. Service % Trading Co., Ltd. (Evidence 5.2) 103

Document Document Name Code 10) Health Education for the AU Community (Evidence 6.1) 11) Community Outreach Program of BLNS (Evidence 6.2) 12) Preceptorship Training for Clinical Nursing Practicum (Evidence 6.3) 13) Knowledge Management (Evidence 6.4) 14) Nursing Leadership and Voice in Global Health Platform (Evidence 6.5) 15) Technology Transfer Center Establishment Phase1 (Evidence 7.1) 16) Earthworm culture training for community (Evidence 7.2) 17) Sensory Analysis Training for Visually Impaired people (Evidence 7.3) 18) Supporting Basic Training for Omron Electronics (Evidence 8.1) 19) Supporting Basic Training for External Entities on Charity Base (Evidence 8.2) 20) โครงการบา้ นตะวนั ใหม่ (Evidence 9.1) 21) Asian Educational Technology and Equipment Exhibition (Evidence 11.1) 22) Chinese Knowledge Contest (Evidence 11.2) 23) Chinese Culture Works of Teachers and Students Exhibition (Evidence 11.3) 24) Cultural Service Confucius Institute Day in Assumption College Rayong (Evidence 11.4) 25) Chinese Culture Experience Camp on Mid-Autumn Festival (Evidence 11.5) 26) Music Summer Camp and Competition (Evidence 12.1) 27) Off-campus Music Training Service (Evidence 12.2) 28) Legal Aid Camp and Rural Area Development Camp (Evidence 13.1) 29) Krungsri Leadership Academy Program (Wave9) (Evidence 14.1) 30) Walailak University HR Workshop (Evidence 14.2) 31) Assumption College Bang Rak Seminar for Strategic Planning Development (Evidence 14.3) Strategic plan II A 32) Multidisciplinary Academic Services Project “โครงการประสาน ความรว่ มมอื ในการใหบ้ รกิ ารวชิ าการระหวา่ งมหาวทิ ยาลัยอสั สมั ชญั และ หน่วยงานภายนอก” (Evidence 1.2) 33) การสารวจความพงึ พอใจของผใู ้ ชบ้ รกิ ารตอ่ องคก์ ารพพิ ธิ ภัณฑว์ ทิ ยาศาสตร์ แหง่ ชาติ (Evidence 1.3) 34) การสารวจความพงึ พอใจของผูเ้ ขา้ รว่ มงานมหกรรมวทิ ยาศาสตรแ์ ละ เทคโนโลยแี หง่ ชาติ ประจาปี 2561 (Evidence 1.4) 35) Customer's opinions toward e-Voucher for ACUVUE (Evidence 1.5) 36) การประเมนิ การฝึกอบรมความรูป้ ระกนั ภยั สาหรับการประกนั ภยั ขา้ วนาปีและ ขา้ วโพดเลย้ี งสตั ว์ ปี 2562 (Evidence 1.6) 104

Document Document Name Code 37) The study of the performance data of the Governor of the Sports Authority of Thailand (Evidence 1.7) 38) Employee Service Satisfaction Survey (Evidence 1.8) 39) A Survey of Opinions and Perceptions toward Public Transportation and Ride-Hailing Application Services (Evidence 1.9) 40) Public Relations Workshop for Practical Implementation (Evidence 4.3) 41) Little Hands Can Help VII (Evidence 4.4) 42) บ๊กิ ดาตา้ และสอ่ื ใหมใ่ นการประชาสมั พันธ”์ บรรยายพเิ ศษ หลักสตู ร นายทหารกจิ การพลเรอื นและประชาสมั พันธ์ กรมกจิ กรรมพลเรอื น (Evidence 4.5) 43) Bann NokKamin Charity (Evidence 5.3) 44) Smart Teen - Cream & Star (Evidence 6.6) 45) Integration of Academic Service in AI 4208 (Processing of Agricultural Product II), AI4239 Selected Topic (Biopharmaceuticals) and AI 4211 (Fermentation Process) (Evidence 7.4) 46) Academic Service by Students Enrolled in FT4117 (Dairy Technology) class (Ice cream) (Evidence 7.5) 47) โครงการไทยเดน่ (Evidence 7.6) 48) โครงการ OTOP นวตั กรรมวถิ ี (Evidence 7.7) 49) โครงการเศรษฐกจิ ชมุ ชนครบวงจร“บา้ นเพชรเพลนิ ดนิ ”กรอบงานท๒่ี การ วจิ ยั และพัฒนานวตั กรรมสนิ คา้ อตั ลักษณ์ (Evidence 7.8) 50) Universal Design Research and Academic Service (Evidence 9.2) 51) Samutprakarn City Planning Evaluation with Public Hearing Procedure (Evidence 9.3) 52) Promoting the provinces of Thailand (Evidence 9.4) 53) CS Festival “Smart City” (Code++ /TechSpark/Jammies) (Evidence 15.1) 54) Teaching for SamsenWittayalai School (Evidence 15.2) Strategic plan II B 55) Student Exchange-School of Arts (Inbound/Outbound) (Evidence 3.4) 56) Student Exchange-School of MSME (Inbound/Outbound) (Evidence 5.4) 57) Organizing the 2019 AU International Conference in Business & Economics (Evidence 5.5) 58) Internship Program for overseas nursing students (Evidence 6.7) 59) Organizing the National Nursing Conference entitled “Healthy and Prosperity: Power of Nurses in Transforming Innovative Aging Care (Evidence 6.8) 60) Organizing the International Seminar “Magnet Recognition & Evidence Based Practice” (Evidence 6.9) 105

Document Document Name Code 61) Facilitating International Service Learning: International 3-11 Christian University (ICU) (Evidence 10.1) 3-12 62) 2019 “The Belt and Road” Biotechnology Seminar (Evidence 11.6) 63) Organizing the International Conference 2018 on Entrepreneurship and Sustainability in the Digital ERA (Evidence 14.4) Schools’ Academic Service Information Template Number of faculty members who participated in providing AU academic service (2018) 106

Component 4 Preservation of Art and Culture  Issues for Improvement (as per recommended by IQA Committee 2017) 1. It is evident that there is no target indicator that is aligned with the project objectives. Therefore, the evaluation results cannot be utilized for future plan and development. 2. The University should revise the set objectives to be in accordance with the target indicators to make use of the performance results for future improvement. 3. The awarded students’ projects from Schools could not be used as the evidence for the quality standard for art and culture at the national level.  Improvement and Development Measures In response to the suggestions of IQA committee, the University has revised the target indicator, objectives, and the evaluation methods as recommended by the IQA Committee in order to use the evaluation results for future improvement. In addition, the University has decided not to include the awarded students’ project from Schools as the evidence for the quality standard as suggested. Indicator 4.1 System and mechanism for preservation of art and culture Type of indicator Process Standard criteria 1. The University assigns persons to be in charge of art and culture preservation. 2. The University formulates a plan to preserve art and culture, specifies achievement indicators according to the plan’s objectives and allocates budgets for the plan implementation. 3. The University monitors and follows up the art and culture preservation as planned. 4. The achievement indicators of the plan for art and culture preservation are evaluated. 5. The evaluation results are used for developing the plan or activities concerning art and culture preservation. 6. The art and culture preservation service or activities are disseminated to the public. 7. Quality standard for art and culture is specified and accepted at the national level. Assessment criteria 1 score 2 scores 3 scores 4 scores 5 scores 1 item 2 items 3-4 items 5 items 6-7 items 107

Performance Outcome 1.  The University assigns persons to be in charge of art and culture preservation. The University assigns the Office of Thai Art and Culture to be the responsible unit for preservation of art and culture of the University. As the Office of Thai Art and Culture is being supervised by the Vice President for Student Affairs, the University appointed the University Art and Culture Preservation Committee stipulated in University Order No. 01/2017 and the University Order No. 194/2019 by consisting of the Administrative Committee with the Vice President for Student Affairs as the Chairman and the Deans and Director of Thai Art and Culture as committee members in order to monitor the implementation of the University’s Art and Culture preservation strategic plan and ensure the participation of the members of University community to be involved in the University preservation of Art and Culture. Aside from the Administrative Committee mentioned, the 25 Operation Committees comprised of the representative of Schools and Student Affairs were appointed to work as members and coordinators with the duties and responsibilities of formulating the University’s Art and Culture Preservation Strategic plan and the set duties and responsibilities. (Refer to documents # 4.1-1-4 and # 4.1-1-5). Two meetings were held by the University Art and Culture Preservation Committee to define the University’s Art and Culture Preservation Strategic Plan, working procedure, follow-up and monitoring process as well as verification and development process towards jobs and projects. Moreover, the University assigned an adhoc committee for the management of projects /activities chaired by the Vice President for Student Affairs, for example, the Conferral Ceremony of AU Awards for Excellence and Felicitation on the Occasion of the Rector Emeritus’s Birthday, Loy Krathong Festival, and Songkran Festival. 2.  The University formulates a plan to preserve art and culture, specifies achievement indicators according to the plan’s objectives and allocates budgets for the plan implementation. The University Art and Culture Preservation Committee did formulate a strategic plan to preserve Art and Culture, specified achievement indicators that aligned with the University Five-Year Strategic Plan (2018-2022). In this regard, the University Art and Culture Preservation committee formulated the strategic plan in academic year 2018 that aligns with the University Five-Year Strategic Plan (document # 4.1-2-4) as follows: Strategy IV: Ensuring AU sustainable development Objective 2: To make known to public the distinctive features of AU Initiative 2: Create uniqueness and good image for the University Action Plan 2.1: Organize projects / activities preserving art and culture 108

In order to formulate and facilitate the above strategy, the University Art and Culture Preservation Committee revised the strategic plan of Preservation Art and Culture as follows. AU Art and Culture Strategic plan (2018 – 2020) Strategy 1: Ensuring the Sustainability of Art and Culture Objective 1: Encouraging and supporting Thai and International art and cultural activities organized within and outside the University. Objective 2: Developing appreciation of Thai Art and Culture among AU students. Regarding to the AU Art and Culture Strategic plan (2018 – 2020), the Action plans for academic year 2018 were conducted to be aligned with the Strategic plan of AU Art and Culture and used as the guideline for the proper implementation. In order to achieve the strategy and objectives mentioned, the University Art and Culture Preservation Committee has identified the achievement indicators, target and results based on the action plan as shown below. Objective 1: Encouraging and supporting Thai and International art and cultural activities organized within and outside the University. Initiative 1: Promoting Thai and International art and cultural activities in and outside the University. Action Plan KPI Target Result Achievement 1.1. Organize 1. Number of 20 projects/ (2018)  projects/activities projects/activities activities  preserving Art and preserving Art 36 projects/  Culture. and Culture activities 1.2. Disseminate Thai 1. Number of 5 projects/ 9 projects/ Art and Culture to projects/activities activities activities public through disseminated to media channels public through media channels Level of Level of 2. Level of participants’ participants’ participants’ satisfaction/ appreciation satisfaction/ satisfaction/ appreciation is appreciation at least 3.51. is 4.50. 109

Objective 2: Developing appreciation of Thai Art and Culture among AU students. Initiative 1: Integrating Thai Art and Culture into teaching/ learning/ research and extra- curricular/student activities. Action Plan KPI Target Result Achievement 1.1 Integrate Thai Art 1. Number of 25 courses/ (2018)  projects/ and Culture into courses/ projects/ 33 courses/ projects/ teaching/ learning/ extra-curricular/ extra- Extra- research and student activities curricular/ curricular/  Extra-Curricular / integrated with student student  student activities. Thai Art and activities activities Culture 1.1 Promote cross- 1. Number of cultural 10 activities 14 activities cultural activities for understanding to international 300 400 international students international international students 2. Number of students (10 students (14 international students attending activities) activities) the activities attend the attended the activities activities In academic year 2018, there were 92 projects/activities which were successfully implemented under two objectives. The 45 projects/activities were organized and disseminated under objective 1 (Action plan 1.1 and Action plan 1.2): 24 activities/ projects were organized by Schools and 12 activities/projects were organized by the Office of Thai Art and Culture. As to the projects/activities disseminated to public through media channels, there were 9 projects/activities disseminated through AU website, Poster, and LINE official accounts of ABAC friends. The University Art and Culture Committee set the level of participants’ satisfaction/ appreciation at least 3.51, but the level of participants’ satisfaction/ appreciation level was at 4.50 which denotes achievement. For objective 2, there were 25 courses arranged by Schools, 4 projects/ activities of extra- curricular arranged by AUSO, 4 projects/activities arranged by the Office of Thai Art and Culture, and 14 projects/activities arranged by the foreign students community with 400 international students participating in these activities. The contents of all these projects/activities were integrated into the teaching and learning, extra-curricular, student activities/projects. All these activities/projects were supervised by the University Art and Culture Preservation Committee who followed up the implementation of the action plan to strengthen administration performance (ASAP2018) of the Schools and the University units. In terms of budget, the total amount of 1,191,003baht was used for Preservation of Art and Culture of which 791,003 baht was supported by Assumption University and 110

400,000 baht came from the external funding support. The external funding support was from the government (OHEC) which subsidized two projects as follows: (1) the 19th Higher Education Arts and Culture Festival held at Buriram Rajabhat University, Buriram Province and (2) the 44th Higher Education Thai Classical Music Festival held at Silapakorn University, Nakornpathom Province (this project was postponed to academic year 2019 by the host organizer). The external fund also supported the participants of (3) Cultural and Religious Excursion project and (4) the Thai Heritage Preservation. As the University Art and Culture Preservation Committee has taken into the consideration the suggestions and recommendations of IQA committee from academic year 2017 meetings were conducted to review and revise the objectives, achievement indicators, and evaluation methods of projects/activities. Thus, the objectives, achievement indicators, and evaluation methods of projects/activities were adjusted in order to utilize the results for the future plan and development. Also, the plan for projects/ activities were revised to be aligned with the University Five-Year Strategic Plan (2018-2022). Finally, the projects/ activities of preservation art and culture were checked for the alignment of the University’s Five-Year Strategic Plan again by the University Planning and Budgeting Committee on behalf of the University. Hence, the objectives of all projects/activities as well as the achievement indicators were set clearly and approved by the Chair, AU Financial and Asset Management Committee on behalf of University President. 3.  The University monitors and follows up the art and culture preservation as planned. The University Art and Culture Preservation Committee monitors and follows up the arts and culture projects/activities. The duties and responsibilities are 1. Formulate the University’s Art and Culture Preservation strategic plan. 2. Set indicators and level of attainment of the University’s Art and Culture Preservation projects/activities. 3. Establish system and mechanisms for the enhancement of the University’s Art and Culture Preservation. 4. Ensure that each administrative and academic unit organizes projects and activities that enhance the University’s Art and culture preservation. 5. Ensure that Thai art and culture is integrated into teaching and learning that is aligned with the University’s Art and Culture Preservation. 6. Ensure that an evaluation is carried out to determine if the indicators are achieved and the results are used for the development of the University’s Art and Culture Preservation. 7. Evaluation results were used for further improvement of AU Art and Culture Preservation plan.  In monitoring and following up the Art and Culture preservation projects and activities, the University Art and Culture Preservation Committee collaborated and 111

participated with the University community for the achieving the plan. On behalf of the University, the Office of Thai Art and Culture, Student Affairs organized the meeting with AU Art and Culture Preservation Committee to monitor and follow up AU Art and Culture Preservation Plan in order to compile information on working performance, problems and obstacles including solutions in order to achieve AU Art and Culture Preservation Plan. There were two meetings for monitoring and following-up the project progress. The information on working performance, problems and obstacles including solutions were collected and reported in the working performance report form and distributed to the representative of each faculty and concerned units. The working performances were compiled in AU Art and Culture Preservation report and were submitted to the concerned administrative committees half- yearly and annually.  In order to monitor the projects/ activities, the Office of Thai Art and Culture, Student Affairs as well as the Schools follow the Action Plan for Strengthening Administrative Performance (ASAP2018) for projects and budgeting proposed to the University at the beginning of the academic year. The ASAP2018 enumerated the projects and duties of each unit of the University specified in their one-year plan based on the Five-Year Strategic plan of the University (2018 – 2022). Monitoring and following up were done and formal meetings with the school representatives were held. Besides the formal meetings, the Office of Thai Art and Culture monitored and followed up projects and activities informally through meeting with concerned person, making a phone call, and reminders. These were done to manage and arrange the projects/ activities for art and culture preservation to be done in time and according to budget as planned as well as the target achievement. In academic year 2018, there were 92 projects/ activities successfully organized as proposed on ASAP2018 of University Units and Schools. All projects/activities focused on preserving the art and culture for the objectives of encouraging and supporting Thai and International Art and Cultural activities and to develop appreciation of Thai Art and Culture among AU students. The following projects were successfully organized and evaluated in this academic year. The projects/activities organized in honor of the Royal Institution; for example, the Ceremony to celebrate King Rama X, the Royal Coronation Ceremony B.E. 2562 with activities by various units, offices and centers, such as the Mass Celebration in honor of H.M. the King Rama X on April 29, 2019, the ceremony paying homage to H.M. the King Rama X on the Occasion of the Royal Coronation Ceremony on May 8, 2019, the extensive exhibition on The Royal Biography of H.M. King Maha Vajiralongkorn and The Royal Coronation Ceremony, and Exhibition on the Royal Coronation Ceremony of King Rama X, B.E. 2562 at both Hua Mak and Suvarnabhumi campuses including the special talk on “the Royal Coronation Ceremony B.E. 2562 from Past to Present.” As the Catholic University under the patronage of St.Gabriel Foundation, Assumption University organizes annually the “Celebration of Assumption Day 112

and Crowning Ceremony 2018” to promote and disseminate Catholic value and tradition. The illustrious Assumption Day was meticulously celebrated with all the ceremonial proceedings and impressively accompanying functions. The celebrative occasion started with the Holy Mass conducted at the Chapel of St. Louis Marie de Monfort including the Crowning Ceremony (Crowning of the Virgin Mary) to honor “The Seat of Wisdom”. This activity was aligned with AU uniqueness as International Catholic University. Besides, the University promoted the other religious activities such as alms giving and merit making on the Buddhist Lent Day as well. Moreover, the committee revised the method of evaluation of the projects’, e.g. Songkran and Loy Krathong Festival, objectives by interviewing participants to collect information on the participants’ appreciation level of the projects. The result revealed that the degree of appreciations of participants and the methods of evaluation complied with the project objectives. 4.  The achievement indicators of the plan for art and culture preservation are evaluated. The University Art and Culture Preservation committee has evaluated the achievement of successful projects / activities. Referring to the set of strategic plan that employed the AU strategy from the University Five-Year Strategic Plan (2018-2022) as Strategy IV: ensuring AU sustainable development and Objective 2: to make known to public the distinctive features of AU with the initiative 2: to create uniqueness and good image for the University as well as the Action Plan 2.1: organize projects/activities preserving art and culture, the objectives and achievement indicators (KPI) were set by the University Art and Culture Preservation Committee and the University Units and Schools based on ASAP2018. The use of objectives as the guideline for the proper implementation of the preservation art and culture projects/activities is to encourage and support Thai and International art and cultural activities organized within and outside the University and to develop appreciation of Thai Art and Culture among AU students. The table below shows results of evaluation of achievement indicators of the plan for art and culture preservation. KPI Target Results Year 2018 Year 2018 Number of projects/activities preserving Art and Culture 60 92 projects/activities projects/activities  The University through the Office of Thai Art and Culture, Student Affairs is responsible for promoting, encouraging, and supporting Thai and International art and culture by organizing the projects/activities for the members of University community. The projects/activities conducted in academic year 2018 were in collaboration with Schools and University Units as follows. 113

There were projects/activities for University community such as the projects/ activities organized in honor of the Royal Institution, Songkran Festival, Loy Krathong Festival 2018, Alms Giving and Merit Making for the Buddhist Lent Day, and Thai heritage preservation day. Aside from the projects/ activities for the University community, there were also the projects/ activities for students such as Thai speech contest, social etiquette training and contest, and Student Off-Campus Concerts.  The following projects/ activities were also organized for students in order to promote the art and culture and integrated with teaching and learning organized by each School. - Martin de Tours School of Management and Economics organized the practiced meditation at the beginning of the class of 2 subjects: FIN3711 (Investment) and FIN4921 (Corporate Strategy and Financial Policies) and other activities; Dhamma Trip to Wat Pa Suk Jai and Katin ceremony at Wat Pa Suk Jai were also organized. The Department of Hospitality and Tourism Management, organized Cultural Heritage Tourism Trip. - Theodore Maria School of Arts organized the “the selection of AU Candidate for Thai Speech Contest” as well as the project “Chinese New Year Celebration 2019” - Bernadette de Lourdes School of Nursing Science organized the Multicultural Night in course: NB1217 (Multiculturalism in Health Care) and Basic Professional Course Program. - Albert Laurence School of Communication Arts organized “Krob Kru Ritual 2018” to integrate “Art and Culture Exhibition”. - School of Biotechnology organized project “Visiting Scholar and Students of Kagawa University (Culture exchange & lab between AU and Kagawa University) in courses FT 4108 (Food Processing II and FT 4113 (Food Product Development), Food Technology Program. - Vincent Mary School of Science and Technology organized a project for Bachelor of Science Program in Information Technology which integrated the Art and Culture preservation in the IT4360 Multimedia Application class as an assignment. This was published on their website. - Montfort del Rosario School of Architecture and Design organized the project “Thai Arts and Architecture Field Trip 2018” in Course AR410 (History of Thai Architecture). - School of Law course LL1102 integrated art and culture in a Project called “Legal History: Father of Thai Law Memorial Day 2018 (Rapee Day). - Lastly, School of Music organized the project “ABAC Singing Talent No.5”  The following extra-curricular activities organized by Student Affairs, Assumption University Student Organization (AUSO), and Student Activity Units which integrated art and culture are as follows: 114

- Assumption University Student Organization (AUSO) organized “Wai Kru Ceremony 2018”,“AU Celebration 2019: The Golden Jubilee”, “AU Christmas Tree Lighting Ceremony 2018”, and “The Cultural Excursion”. - Student Activity Units organized the following projects;  “Chinese New Year Celebration 2019” by Student Council for Theodore Maria School of Arts  “AU Myanmar Students Homage Paying Ceremony”, “AUMSC Myanmar Night” and “Minglar Nhit Thit bv AUMSC 2018-2019” by AU Myanmar Student Community  “Diwali: the Festival of Light” and “Indian Independence Day Celebration” by AU Indian Student Community  “Multinational Day” by AU Multinational Student Community  “Vietnam National Day” by AU Vietnamese Student Community  AUCSC Cultural Day Field Trip” by AU Chinese Student Community  “Halloween Night 2018” and “AUISC International Night 2019” by AU International Student Community.  “Music Playground 2018”, “AU Music Contest 2019”, and “AU Music Festival 2019” by Music Club  The achievement indicator of the plan for art and culture preservation in terms of satisfaction level was evaluated as follows. KPI Target Results Level of participants’ Year 2018 Year 2018 satisfaction/appreciation. Level of participants’ Level of participants’ satisfaction/appreciation is satisfaction/appreciation at least 3.51. is 4.50.  The University Art and Culture Preservation Committee set the level of participants’ satisfaction/appreciation at least 3.51. The committee members were given the standard criteria for evaluation of the projects by using the questionnaire that covered all aspects of the events. The level of participants’ satisfaction/ appreciation level was at 4.50.  The result of achievement indicator to promote cross-cultural understanding to international students in terms of number of participants is shown below. KPI Target Results Year 2018 Year 2018 Number of international students 300 (10 activities) 400 (14 activities) attending the activities international students international students attended the activities attended the activities  The University Art and Culture Preservation Committee set 300 international students as the expected number attending the activities. The number of international students (400 students) who attended the activities exceeded the expected outcome. 115

 The University Art and Culture Preservation Committee also applied other types of evaluation methods namely 1) interview of participants to determine their perception of Thai traditions, Loy Krathong Festival and Songkran Festival 2) Pre- test and Post-test for the Social Etiquette Training and Contest in order to identify the incremental knowledge of participants. 5.  The evaluation results are used for developing the plan or activities concerning art and culture preservation. In response to the recommendations of the Internal Quality Assessment committee 2017 regarding the issue. There is no target indictor that is aligned with the project objectives. Therefore, the evaluation results cannot be utilized for future plan and development.” and “The University should revise the set objectives to be in accordance with the target indicators to make use of the performance results for future improvement,” a meeting of the administrative committee of Office of Thai Art and Culture and the University Art and Culture Preservation Committee was held to discuss and to revise plan and misalignment of project objectives and achievement indicators of the particular projects eg. Thai Speech Contest, Songkran Festival, Loy Krathong Festival, Social Etiquette Training and Contest and The Thai Heritage Preservation as recommended. During the planning period for academic year 2018, there was a committee meeting to set clear objectives that align with achievement indicators. There were more recommendations related to the application of various methods on project evaluation. Apart from the satisfaction survey, focus group interview can also be applied to evaluate the appreciation or awareness towards that particular project eg. Songkran festival. In academic year 2018, the Office of Thai Art and Culture applied the focus group interview to evaluate participants’ appreciation towards AU Songkran Festival. The result showed that 86.25 percent of participants have awareness on the importance of the festival including recognizing Thai tradition and festival dissemination. Moreover, the Pre-Test and Post-Test scores of 60% and 66.67% respectively measured the incremental knowledge for “Social Etiquette Training and Contest”. The number of participants in some projects were less than the expected outcome since participants were not available to participate during the implementation period. Public relations for some events didn’t reach the target audience. Therefore, in academic year 2019, the consideration on implementation time-frame and various channels of public relations will be discussed. The University adopts PDCA in work process. Thus, the projects/activities of preservation of art and culture were developed based on the evaluation results of the previous year. Suggestions received from the participants are taken into consideration for the development of improvement plans in the next academic year 2019. The Director of Office of Thai Art and Culture reported the results of performance achievements of preservation of art and culture of the University to the University Art and Culture 116

Preservation Committee and administrative committees. The committees discussed and reviewed the past project/activities and prepared the improvement plans. 6.  The art and culture preservation service or activities are disseminated to the public. The University disseminates the information regarding preservation of art and culture to the public via various channels e.g., Poster, AU website (www.au.edu), School website, online ABAC Today and social media public relation channels: facebook.com, https:// YouTube Posters include: - Celebration on Occasion of H.M. the King Rama X’s and H.M. the Queen Sirikit (Royal Consort to the King Rama IX)’s Birthday Anniversary - Celebration on Occasion of H.M. Queen Suthida Bajrasudhabimalakshana’s 41st Birthday Anniversary - The Royal Coronation Ceremony of King Rama X, B.E.2562 - Thai Speech Contest Project - Songkran Festival - Cultural and Religious Excursion - The Thai Heritage Preservation Day AU Website: - Loy Krathong Festival - Celebration on Occasion of H.M. the King Rama X’s and H.M. the Queen Sirikit (Royal Consort to the King Rama IX)’s Birthday Anniversary - Celebration on Occasion of H.M. Queen Suthida Bajrasudhabimalakshana’s 41st Birthday Anniversary - The Royal Coronation Ceremony of King Rama X, B.E.2562 - The Presentation of Wreath on King Chulalongkorn - Thai Speech Contest Project - Songkran Festival - Social Etiquette Training and Contest - Celebration of Assumption Day and Crowning Ceremony 2018 Other Websites: - School of Biotechnology, Department of Agro-Industry demonstrating the production of herbal balms to an eldery group was promoted using BiotecAbac facebook. - School of Music Performed “Student Off-Campus Concerts: South African Freedom Day Celebration National Day” (30 April 2019). The performance was uploaded onto the School of Music’s website and YouTube channel. - Martin de Tour School of Management and Economics, Arts and Culture Awareness and related knowledge was provided via line and Facebook such 117

as Katin ceremomy at Wat Pa Suk Jai (1/2018) and Dhamma Trip to Wat Pa Suk Jai (2/2018) - School of Biotechnology, Academic Service by Students Enrolled in AI4239 Selected Topic (Biopharmaceuticals, Club for elderly people, Center for Public Health Service Division 4, Dindaeng district, Bangkok). - Montfort del Rosario School of Architecture and Design proposed the new design of library’s furniture of Tawan Mai House, Klongsuan district, Bangbo, Samutprakarn (Project 5) - School of Law, 5 student representatives performed Thai performance on cultural night in the international academic conference for more than 200 participants from 20 countries across Asia. The Office of Thai Art and Culture in cooperation with the external organizations organized the activities to promote art and culture to the public. Such as: - The Thai classical Dance Club which participated in The 19th Higher Education Art and Culture Festival at Buriram Rajabhat University, Buriram Province - Laying of wreath on King Chulalongkorn Memorial Day - Alms Giving and Merit Making on the Buddhist Lent Day at Wat Sukanthawas - temple, Samut Prakan Province - 8 AU representatives competed in the national contest in โครงการ “ธนชาติ รเิ รมิ่ ...เตมิ เต็ม เอกลักษณ์ไทย” ครัง้ ที่ ๔๘ ประจาปี ๒๕๖๒ ชงิ ถว้ ยพระราชทานสมเด็จพระ กนิษฐาธิราชเจา้ กรมสมเด็จพระเทพรัตนราชสุดาฯ สยามบรมราชกุมารี which was organized by Thanachart Bank Public Company Limited - 4 AU representatives competed in the national speech contest for H.M. King Maha Vajiralongkorn Bodindradebayavarangkun’ s Trophy organized by Chulalongkorn University Alumni under the Royal Patronage, - AU Chorus Club participated in Chulalongkorn University Choral Festival 2019 during 30 January – 3 February 2019. 7.  Quality standard for art and culture is specified and accepted at the national level. None Assessment Result Target Assessment Score Achievement Indicator outcome 5 scores (Yes/No) 6 items Yes Indicator 4.1 System and 6 items mechanism for preservation of art and culture 118

Evidence Document Name Document Assumption University Order No.94/2018 Appointment of Director, Code Office of Thai Art and Culture 4.1-1-1 คาสง่ั มหาวทิ ยาลยั อัสสมั ชญั ที่ 368/2561 เรอ่ื ง แตง่ ตงั้ คณะกรรมการบรหิ ารจัดการ 4.1-1-2 สานักงานศลิ ปวฒั นธรรมไทย ประกาศมหาวทิ ยาลยั อัสสมั ชญั ท่ี 9/2556 เรอ่ื ง นโยบายและแนวทางการดาเนนิ งาน 4.1-1-3 ดา้ นการทานุบารุงศลิ ปวฒั นธรรม 4.1-1-4 Assumption University Order No.01/2017 Appointment of the University Art and Culture Preservation Committee 4.1-1-5 Assumption University Order No.194/2019 Appointment of the University Art and Culture Preservation Committee 4.1-1-6 คาสง่ั มหาวทิ ยาลยั อสั สมั ชญั ท่ี 365/2561 เรอื่ ง แตง่ ตงั้ คณะกรรมการจัดงานครสิ ตม์ าส 4.1-1-7 ประจาปี 2561 4.1-1-8 Assumption University Order No.362/2018 Appointment of the Loy Krathong Festival Committee 2018 4.1-2-1 Assumption University Order No.028/2019 Appointment of the Songkran Festival Committee 2019 4.1-2-2 Policies and plan of Office of Thai Art and Culture 4.1-2-3 4.1-2-4 AU Art and Culture Strategic Plan (2018-2020) 4.1-2-5 แผนยทุ ธศาสตรด์ า้ นทานุบารงุ ศลิ ปะและวัฒนธรรม มหาวทิ ยาลยั อสั สมั ชญั (พ.ศ. 2561- 4.1-2-6 2563) 4.1-3-1 Assumption University Five-Year Strategic Plan 2018 - 2022 4.1-3-2 5-Year Strategic Plan 2018 – 2022 Student Affairs, Assumption 4.1-3-3 University 4.1-3-4 Action Plan For Strengthening Administrative Performance 2018 of 4.1-3-5 Student Affairs (ASAP 2018) 4.1-4-1 4.1-4-2 Performance Report for Art and Culture Preservation 2018 4.1-5-1 Minutes of The University Art and Culture Preservation Committee 4.1-6-1 meeting No. 1/2019 on 8 February 2019 Minutes of The University Art and Culture Preservation Committee 4.1-6-2 meeting No. 2/2019 on 11 March 2019 4.1-6-3 4.1-6-4 แบบฟอรม์ รายงานผลการดาเนนิ งานตามแผนทานุบารุงศลิ ปะและวฒั นธรรม 4.1-6-5 4.1-6-6 Annual Report 2018 of Student Affairs 4.1-6-7 Self-Assessment Report Academic Year 2018 of School Project Report No. 8.4-8.9, 8.10-8.13 -8.14 Strategic Project Report No.8.15 Action Plan for Strengthening Administrative Performance 2019 of Student Affairs (ASAP 2019) Dissemination of the art and culture preservation service or activities to the public report Assumption University website (http://www.au.edu) http://www.abactoday.com ABAC Today Online (www.journal.au.edu/abac-today) http://www.facebook.com Project Report Self-Assessment Report Academic Year 2018 of School 119

Component 5 Administration Indicator 5.1 University’s monitoring and following up of performance in compliance with the University’s mission, the category of the institution and the University’s uniqueness Type of indicator Process Standard criteria 1. A strategic plan based on SWOT analysis is set and is in alignment with the University’s vision. It must also be developed into a financial strategic plan and annual action plan within the time frame so as to achieve the indicators as well as the objectives of the strategic plan. 2. Direct, follow up, support, and encourage each Faculty to analyze financial data composed of unit costs for each curriculum, ratios of expenses to develop students, instructors, employees, and instructional management on an ongoing basis. Analyze cost effective curricular management, effective and efficient graduate production, and opportunities to be competitive. 3. The University manages risks to reduce risks according to the risk management plan which results from the analysis and the identification of external risk factors or uncontrollable risk factors which affect the University’s administration according to its mission. The degree of risk should be lowered. 4. The University applies the 10 principles of Good Governance in Administration. 5. The University monitors and supports all units to manage knowledge according to knowledge management system. 6. The University monitors the plan for administration and development of faculty members and support staff. 7. The University monitors and supports all units in implementing the quality assurance system in compliance with the University’s system and mechanism comprising quality control, quality audit, and quality assessment. Assessment Criteria 1 score 2 scores 3 scores 4 scores 5 scores 1 item 2 items 3-4 items 5-6 items 7 items 120

Performance Outcomes 1.  A strategic plan based on SWOT analysis is set and is in alignment with the University’s vision. It must also be developed into a financial strategic plan and annual action plan within the time frame so as to achieve the indicators as well as the objectives of the strategic plan. The Rector Magnificus appointed the Strategic Planning Committee and the Working Team of the AU Strategic Planning Committee to develop a new AU strategic plan, i.e. AU Five-Year Strategic Plan (2018-2022). During the development phase, AU stakeholders were engaged through the methodical data collection & analysis process. In addition, the recommendations of the IQA committee were taken into account. The AU Strategic Plan is in the alignment with the AU vision, mission, core values, uniqueness and identity. The AU Strategic Plan determines and encompasses goals, strategies, objectives, initiatives, action plans based on the institutional strategic advantages & challenges and the outputs of a SWOT analysis on the forces strategically affecting the institutional operation. In order to measure the effectiveness of the Strategic Plan and institutional performance, the key performance indicators (KPIs) and targets were determined. In response to the AU Five-Year Strategic Plan (2018-2022), the Rector Magnificus appointed the AU Financial and Asset Management Committee to formulate a new AU Five-Year Financial & Asset Management Strategic Plan 2018- 2022, including financial & asset management policies. Subsequently, The Top Management Committee reviewed the Financial & Asset Management Strategic Plan as well as the financial & asset management policies to ensure that they are in the alignment with the AU Strategic Plan. Pursuant to the approved AU Strategic Plan, the AU Strategic Planning Committee had all academic and support units develop and propose the strategic plans of the unit. Furthermore, the Action Plans for Strengthening Academic & Administrative unit’s Performance (ASAP), which are the annual action plan and budget, must be devised and proposed in conjunction with the unit’s strategic plan. All the proposed projects have to be aligned with the University’s strategic plan as well. The University appointed three sets of University Planning and Budgeting Committees (UPBC), each is for Undergraduate Programs, Graduate Programs, and Administrative Units accordingly. The roles and duties of the UPBC are to review, advise, and endorse the ASAP of all units to ensure that the AU strategic plans were adhered to. The ASAP 2018 of all units were endorsed by the three sets of UPBC and were submitted to the Rector Magnificus for final consideration and approval. Ultimately, all ASAP that were in line with the AU Strategic plans were allocated adequate budget for implementation in order that the University would be impelled towards the specified vision and mission. In the academic year 2018, 1,275 projects were approved in which 662 projects were from academic units and 613 projects were from support units respectively. 58.75% of the total projects, equivalent to 749 projects, were aligned with the AU strategic plan. The first two strategies with largest number of annual projects (see Table 5.1.1) were on “Strengthening education quality towards internationalization” with the proportion of 121

31.14% to total projects and “Ensuring AU sustainable development” with the proportion of 13.25%. In term of financial resources allocation, the strategy with the highest amount of budget allocation was on “Strengthening education quality towards internationalization” with the proportion of 64.40% to the total budget. Table 5.1.1: Annual Action Plans and Financial Strategic Plan Aligned with the AU Strategies for 2018 AU Strategy Number of All Financial Strategic Plan Approved ASAP 2018 2018 (Percentage of Financial Resources Allocation) I Strengthening education quality towards 397 31.14% 64.40% internationalization 6.40% 89 6.98% 9.58% II Gearing AU towards digital 19.62% transformation 94 7.37% 100% 169 13.25% N/A III Increasing social engagement within 749 and beyond AU communities 526 58.75% 1,275 41.25% IV Ensuring AU sustainable development 100.00% Total Annual Projects aligned with AU Strategies Routine Operation and Other Projects Total Approved ASAP In term of overall outcome, the assessment and analysis of all units’ performance from the ASAP and Annual Reports (AR) indicated that 82.78% of the approved projects had accomplished the predetermined targets successfully and 3.2% are still in progress. Additionally, 6.28% were unable to achieve the specified targets of the key performance indicators and 7.74% of the approved projects were not implemented. The institutional strategic and action plans in 2018 were carried out effectively through the collaboration of the committees from all academic and support units under the close supervision of the Top Management Committee chaired by the Rector Magnificus. From the four institutional strategies with 7 objectives and 83 key performance indicators (KPIs), the University successfully accomplished 86.75% of the KPIs since the targets of 72 indicators were achieved. Moreover, several KPIs significantly exceeded the preset targets. The overall AU performances in the academic year 2018, evaluated by the achievement of the AU Strategic plan, are presented in Table 5.1.2. Table 5.1.2 Overall Implementation Results of AU Strategic Plan for 2018 Strategy Objectives Indicators Indicator Target Achieved I Strengthening education quality towards 2 24 21 87.50% internationalization II Gearing AU towards digital transformation 1 19 14 73.68% III Increasing social engagement within and 2 16 16 100% beyond AU communities IV Ensuring AU sustainable development 2 24 21 87.50% Overall Result 7 83 72 86.75% 122

 Strategy One is “Strengthening education quality towards internationalization”. Under this strategy (Table 5.1.3) with 2 objectives and 24 KPIs, the University attained 87.50% success rate, accomplishing 21 out of 24 indicators, except the following indicators, number of programs/schools granted international accreditations, number of exchange lecturers, and percentage of graduate admissions in recognized international institutions. One of the reasons precluding AU from attaining the preset targets of the aforementioned indicators is the lack of system/mechanism to keep track alumni’s progression. In addition, Martin de Tours School of Management & Economics is in the process of acquiring AACSB Business Accreditation, which is one of the most renown accreditation for business school. The budget injection for strategy one was higher than strategy three and four approximately 6.72 times and 3.28 times respectively; nonetheless the performance outcome of strategy one was only level to strategy four and worse than strategy three. The reason is that most ASAP of strategy one are budget consuming projects for the advancement towards internationalization. Table 5.1.3 Strategy ONE: Strengthening education quality towards internationalization Strategy I Initiative Indicators Objectives Total Achieved % Achievement 1 To leverage the 1. Steer academic programs 2 1 50% University’s strength 7 6 85.71% towards international as an international standards university to produce 2. Enhance quality of teaching quality graduates. and learning process towards international standards and practices Total 9 7 77.78% 2 To increase AU’s 3. Raise international 98 88.89% global recognition recognition of faculty members, students, and alumni 4. Strengthen the positioning as 6 6 100% a multicultural community of scholars (students and faculty members) Total 15 14 93.33% Grand Total of Strategy ONE 24 21 87.50%  Strategy Two is “Gearing AU towards digital transformation”. Under this strategy with 1 objective and 19 KPIs, in 2018 (Table 5.1.4), the University accomplished 14 out of 19 indicators, constituting 73.68% success rate, which was the bottom-most performance outcome of the four Strategies of Assumption University. Despite the fact that there are 5 unaccomplished indicators, one of them has the ASAP that has been implemented successfully. However, it is still in the data collection process in order to estimate the extent of time and cost that has been saved, which is the indicator of the mobile applications action plan of strategy two. Ultimately instead of 5, there are 4 misfired indicators. The major misfired indicators are the followings, 1) adequate network bandwidth and 2) sufficient computing capability at the data 123

centre. The non-fulfilment of the aforementioned indicators is attributable to the budget constraint. In the alignment with the strategy Gearing AU towards digital transformation, the digitalization has been integrated more intensively and extensively in the teaching & learning process, research, and administration. The distinctive mobile application that is in line with strategy two is the “AU SPARK”, which has been developed initially by Vincent Mary School of Science and Technology and in collaboration with Office of The University Registrar. The AU SPARK is a comprehensive mobile application that is designed to facilitate the teaching & learning process and ease the life on campus for both students and lecturers. The functions of AU SPARK cover, for instance, course registration, classroom management, academic advising, etc. Furthermore, the enterprise resource planning (ERP) software for financial & asset management and the procurement system is being developed. Table 5.1.4 Strategy TWO: Gearing AU towards digital transformation Strategy II Initiative Indicators Objectives Total Achieved % Achievement 1 To utilize Information and Communication 1. Integrate digitalization 15 12 80% Technology for enhancing the into main functions capability and efficiency in the core (i.e. teaching, research, functions of teaching and learning, research, academic service and social service, and academic service. management) 2. Build an innovative 4 2 50% culture to drive AU towards digital transformation Total of Strategy TWO 19 14 73.68%  Strategy Three is “Increasing social engagement within and beyond AU communities”. Under this strategy of two objectives with sixteen indicators, in 2018 (Table 5.1.5), the University achieved all targets of sixteen indicators, constituting 100% success rate. In sum, all Schools and Institute for Research and Academic Services (IRAS) organized 158 projects to provide consulting services and training programs to external communities in the academic year 2018. For instance, the AU School mentoring project which is a consortium project led by the IRAS is an integration of diverse expertise from various Schools to provide the primary schools in the neighborhood of the campuses with the services that are in need. Besides, all Schools were able to successfully acquire funding from external organizations, in sum, approximately 14.85 million baht in the academic year 2018. The outstanding school is the School of Biotechnology. In spite of the small number of students to be research assistants, its research grant from external organizations totalled 15 projects in the academic year 2018. Additionally, in order to develop research capability and enhance the research competence of AU young researchers, a series of training/workshops regarding research were organized. As an encouragement measure, 24 research grants were conferred to AU young researchers. Strongly in 124

line with strategy three, a total of 138 projects regarding social responsibility or service learning had been organized in the academic year 2018. Table 5.1.5 Strategy THREE: Increasing social engagement within and beyond AU communities Strategy III Initiative Indicators Objectives Total Achieved % Achievement 1 To promote strong 1. Increase collaboration with 7 7 100% collaborations and national or international partnerships between organizations and Catholic AU and stakeholders institutions worldwide 2 To connect public 2. Promote public 99 100% engagement with engagement and support researches and collaboration between AU academic activities faculty members and local schools or industries Grand Total of Strategy THREE 16 16 100%  Strategy Four is “Ensuring AU sustainable development”. Under this strategy with 2 objectives and 24 indicators (Table 5.1.6), the University accomplished 21 indicators which is equivalent to 87.5% success rate. The key unattained indicators are the multidisciplinary program and number of student intake. The target to develop a new multidisciplinary academic program was not achieved. To rectify the problem in the next academic year, the Academic Affairs would take charge as a lead in consolidating Schools to jointly develop a multidisciplinary program. Consistent with strategy four, the University’s graduates possess outstanding quality exhibiting the 3E identity, i.e. English, Ethics, and Entrepreneurial spirit, of AU’s graduates. The employers’ satisfaction levels towards AU graduates’ ethics and entrepreneurial spirit were at 4.08 and 4.03 out of 5 respectively, exceeding the target. In term of English language proficiency, all AU graduating students are required to achieve an English language proficiency based on the Common European Framework of Reference for Languages (CEFR) at B2 level or equivalent scales. Table 5.1.6 Strategy FOUR: Ensuring AU sustainable development Strategy IV Initiative Indicators Objectives Achieved % Achievement Total 1 To ensure innovative 7 77.78% growth and sustainable 1. Establish systems and 9 employment of structures to support 9 90% graduates in the digital innovative growth and age sustainable employment of 5 100% 2 To make known to graduates in the digital age 14 93.33% public the distinctive 21 87.50% features of AU 2. Create uniqueness and 10 good image for the university 3. Develop and maximize 5 quality management system and resources Total 15 Grand Total of Strategy FOUR 24 125

2.  Direct, follow up, support, and encourage each Faculty to analyze financial data composed of unit costs for each curriculum, ratios of expenses to develop students, instructors, employees, and instructional management on an ongoing basis. Analyze cost effective curricular management, effective and efficient graduate production, and opportunities to be competitive. The Rector Magnificus, i.e. President, of Assumption University appointed the Financial and Asset Management Committee of the University. The roles and duties of the Committee are to analyse the internal and external financial environments and formulate the AU Financial & Asset Management Strategic Plan (2018 – 2022) and action plans that are in the alignment with the University’s Strategic Plan (2018 – 2022). Consequently, the sound financial policies and courses of action to facilitate an effective and efficient graduate production of the University were determined by the financial & asset management committee and subsequently endorsed by the Top Management Committee. The Committee proposed the financial strategic plans as well as annual action plans supported by the financial and asset management reports and overall implementation results to the top management, Rector, and the University Council for their consideration and approval respectively. It is the duty of the office of financial management to analyse the financial operation and performance of the University, all Schools, and all programs. Thus, prior to the commencement of the academic year 2018, the proportion of expenses relating to student development, lecturer and staff development, and teaching-learning function were calculated by the office of financial management. In addition, the cost per unit of each program was meticulously inspected and analysed. Subsequently, all of the aforementioned financial data were reported to the top management committee and respective deans of each School for an effective and efficient administration of the School. The cost per unit of each program was varied according to diverse disciplines and different degree levels. For instance, the average cost per unit of the Theodore Maria School of Arts was approximately 72,000 baht while the average cost per unit of the School of Music was about 224,000 baht in the academic year 2018. The overall cost per unit of the University in the academic year 2018 was in the region of 100,000 baht. Based on the cost per unit and proportions of developmental expenses (expenses relating to student development, lecturer and staff development, and teaching-learning function) that were calculated and provided by the office of financial management, each School had to analyse the performance of all programs under the administration of the School. The analysis was in term of the viability and cost effectiveness of program management. The cost effectiveness of program management was evaluated in term of the efficiency and effectiveness of graduate production e.g. graduation rate, job placement, employers’ satisfaction, and competitiveness of the program. The budget of each School that was earmarked for its operation could be classified into six categories according to the University’s main operational areas: 126

1) Graduate Production – student development, lecturer & staff development, teaching-learning function 2) Research 3) Academic Services 4) Preservation of Art and Culture 5) Administration 6) Institution’s Identity The proportion of budget allocation for each operational area was varied according to diverse programs and different degree levels. However, the overall proportion for undergraduate level of each category is presented in the following table. Percentage of University’s Allocated Budget 2018 (Undergraduate level) Graduate Production Research Academic Preservation Administration Institution’s Services of Art and Identity Culture student lecturer & teaching- development staff learning development function 9.04% 23.24% 37.52% 69.80% 14.71% 1.83% 0.37% 12.33% 0.97% In 2018, the sum of student development, lecturer & staff development, and teaching- learning function accounted for approximately 70% of the entire provision in which a little more than half of this category, i.e. 37.52%, was allocated to teaching-learning function. The provision for lecturer & staff development was close to one fourth of the overall budget, i.e. 23.24%. The total number of ASAP of the academic units was 657 projects. The cost effectiveness analysis reveals that 540 projects out of 657 projects were able to accomplish the predetermined targets. The success rate was calculated to be 82.19%. Furthermore, the cost effectiveness of the program management was analysed by adopting job placement as one of the key performance indicators. The overall percentage of graduates from the bachelor’s degree programs who were employed within one year of graduation is at 96.6% in 2018, which has slightly increased from 96.4% in 2017. In addition, most programs have the success rate of job placement within one year at the rate over 95%. The ranges of the success rate of job placement from the bachelor’s degree programs of each School are presented in the table below. Job Placement Survey – undergraduate program School 2018 2017 Martin de Tours School of Management and Economics 96.9% – 100% 90.7% – 100% Theodore Maria School of Arts 95.9% – 100% 96.0% – 100% Bernadette de Lourdes School of Nursing Science 97.4% 100% Vincent Mary School of Science and Technology 96.8% – 100% 83.3% – 100% 127

Job Placement Survey – undergraduate program School 2018 2017 Vincent Mary School of Engineering 86.7% – 100% 90.9% – 100% Albert Laurence School of Communication Arts 97.6% – 100% 95.1% – 100% School of Law 100% 94.3% School of Biotechnology 92.9% – 100% 66.7% – 100% Montfort Del Rosario School of Architecture and Design 97.4% – 100% 96.2% – 100% 80.0% – 100% School of Music 100% All Bachelor’s Degree 96.6% 96.4% Besides, the cost effectiveness of the program management was gauged by adopting the satisfaction of market employer as one of the key performance indicators. IRAS surveyed market employers of AU graduates in 5 aspects of the graduate quality in accordance with Thai Qualifications Framework for Higher Education (i.e. five domains: 1. Ethics, 2. Knowledge, 3. Cognitive Skill, 4. Human relationship and Responsibilities, 5. Mathematical Analysis, Communication & Information Management). The average satisfaction score of AU graduates from the 5 aspects is 4.05 on the 5-point scale in 2018. In addition, most programs earn the average satisfaction score of the 5 aspects over 4.0 out of 5. The average of overall satisfaction score of each School are presented in the table below. Overall Satisfaction of Market Employer 2018 School Overall Satisfaction Score Martin de Tours School of Management and Economics 3.72 Theodore Maria School of Arts 4.05 Bernadette de Lourdes School of Nursing Science 3.90 Vincent Mary School of Science and Technology 3.85 Vincent Mary School of Engineering 4.05 Albert Laurence School of Communication Arts 3.99 School of Law 4.32 School of Biotechnology 4.27 Montfort Del Rosario School of Architecture and Design 4.14 School of Music 4.17 Overall Satisfaction Score of AU 4.05 3.  The University manages risks to reduce risks according to the risk management plan which results from the analysis and the identification of external risk factors or uncontrollable risk factors which affect the University’s administration according to mission. The degree of risk should be lowered. Assumption University attaches significance to risk management, which is universally regarded as an important mechanism and management tool that drive the organization to achieve its preset objectives and goals. Assumption University determines the risk 128

management policies with the emphasis on the development of risk management systems that is in accordance with the Good Corporate Governance. Furthermore, risk management of Assumption University is based on the 2017 Enterprise Risk Management — Integrated Framework of The Committee of Sponsoring Organizations of the Treadway Commission (COSO). The President of Assumption University appointed the University Risk Management Committee that is composed of members from both academic and support units. The committee is in charge of risk management, i.e. risk assessment, risk identification, and risk treatment at the University level. The committee analysed and identified the external risk factors that are most likely to obstruct the attainment of the University’s vision and goals. The “AU Risk Management Plan 2017 – 2018” and “AU Risk Management Manual” were then formulated and disseminated to all academic and support units. Subsequently, the responsible units of each risk factor, which were determined by the risk management committee and specified in the AU Risk Management Plan 2017 - 2018, devised action plans to manage the assigned risk. In other words, the responsible units develop projects or activities to manage the identified risks in accordance with the measures stipulated in the risk management plan. Upon the consideration and approval by the risk management committee, the action plans proposed by the responsible units were then submitted to the University Planning and Budgeting Committee (UPBC) for budget approval prior to implementation. In the academic year 2018, the following 4 risks had been identified by the risk management committee. 1. Rapid dissemination of misinformation that misleads and adversely impacts on the University’s image: the causes and sources of risk factors are rapid growth of technological development, ease of access to social networks than ever, and inadequate discernment of several social network users. 2. Shortage of financial resources: the causes and sources of risk factors are drop of local student enrolment, decreasing student retention, and single source of income 3. Inefficient and vulnerable ICT systems: the causes and sources of risk factors are software or program bugs, security vulnerable network, security vulnerable software/program , neglectful users and/or system administrators, IT-illiteracy users, insufficient network capacity, inefficient network infrastructure/ equipment due to obsolescence and/or low quality equipment, malfunction and/or breakdown of network infrastructure/equipment due to accident or infrastructure/equipment itself, obsolete equipment 4. Catastrophe i.e. Fire, flood, earthquake, collapse of building, epidemic: the causes and sources of risk factors are short circuit and arson, natural disaster During the academic year, the risk management committee constantly monitored and oversaw the implementation of the action plans that would expectedly lower the degree of the identified risks. At the end of the academic year 2018, the risk management 129

committee reassessed and evaluated the residual risks upon the implementation of risk management measures. The outcomes after the treatments are as follows: Risk Analysis Residual Risk before Mitigation after Mitigation Likelihood (1-5) Impact (1-5) Risk Factor Matrix Result (Likelihood x Impact) Likelihood (1-5) Impact (1-5) Remaining Risk Factors RISK Treatment Measures 1. Rapid 4 4 16 1) Issue regulations and/or 3 4 12 dissemination of guidelines regarding misinformation that misleads information and and adversely impacts the communication University’s image technology (ICT) security for network and information system users of Assumption University 2) Raise awareness of and educate AU students and personnel regarding computer-related offences 2. Shortage of 45 Act (No. 2) B.E. 2560 financial 3) Set up “Corporate resources Communications” unit 20 1) Increase participation in 3 4 12 overseas educational exhibition 2) Establish new MOU and make effective use of current MOU 3) Develop student retention plan and ensure effective implementation 4) Develop financial and long-term business plan and ensure effective implementation 5) Develop and promote alternative sources of income 6) Develop & offer new programs which are in demand and close programs which are outdated & not in demand 3. Inefficient and 4 5 20 1) Formulate plans and 4 4 16 vulnerable ICT systems implement the drills regarding ICT threat prevention 130

Risk Analysis Residual Risk before Mitigation after Mitigation Likelihood (1-5) Impact (1-5) Risk Factor Matrix Result (Likelihood x Impact) Likelihood (1-5) Impact (1-5) Remaining Risk Factors RISK Treatment Measures 4. Catastrophe 1 5 2) Formulate a Business i.e. Fire, flood, Continuity Plan (BCP) to earthquake, handle the attacks by ICT collapse of malicious mischief building, epidemic 3) Raise awareness of and educate AU students and personnel regarding ICT threat prevention according to the specified plan 4) Enhance and optimise backup bandwidth 5) Establish feasible backup link, both between campuses and external links 6) Procure essential network infrastructure and/or equipment for efficient & feasible systems 7) Carry out proper and sufficient maintenance of network infrastructure and/or equipment 8) Survey and analyze demand of users 9) Replace obsolete equipment with up-to- date equipment which is essential for work performance 5 1) Formulate response plans 1 4 4 and implement the drills regarding fire, flood, earthquake, collapse of building, epidemic Formulate a Business Continuity Plan (BCP) for an uninterrupted operation Upon the execution of the treatment measures, all risks were reassessed in terms of “risk likelihood scale” and “risk impact scale”, which have been stipulated in the AU Risk Management Manual, to calculate the residual risk. All residual risks were lower after the 131

treatments in comparison with the level of risk before the treatment, as presented in the abovementioned table. Nevertheless, the risk of inefficient and vulnerable ICT systems is yet somewhat high. Evaluation and results of risk management were reported to the top management for consideration and a further improvement in the academic year 2019. In addition to the AU Risk Management Committee appointed by the Rector Magnificus, the University Council appointed the Internal Audit Committee of Assumption University chaired the by one of the AU Council member while the Director of the Office of the Vice President for Policy, Planning, and Quality Assurance has been appointed to be a committee and a secretary of the Committee. One of the key assignments from the University Council for the Committee was devising mitigation measures for the risk regarding a plunge in the student enrolments. Several measures have been proposed and implemented; nonetheless, the situation persists. The reason for the persistent situation is that it is a national, if not the global, phenomenon. 4.  The University applies the 10 principles of Good Governance in administration. As good governance is a vital tool to improve High Education quality, the University strictly adheres to the good governance principles to ensure honest, effectiveness, and efficiency in the administrative management. The University ‘s governance structure includes the Council, the President and the Top Management Committee (the University Executive Board). The University operates with the University Council as the governing body. The Council comprises 17 members, focused on ensuring the University is making progress towards its strategic objectives. The Council meets four times this year to discuss various issues for ensuring the effective management for the University and for granting its future development. The Council also appoints the University Audit Committee to help review the effectiveness of internal arrangements of the University’s system such as risk management, governance, and finance. To ensure the University Council and all AU administrators perform their duties with their utmost capacity of all levels of good governance principles, Council members, AU top administrators including the Rector Magnificus, Vice Presidents and Deans were evaluated in terms of leadership, management, and operational performance by the Performance Evaluation Committee appointed by the Rector Magnificus. Their overall performance evaluation results of the academic year 2018 ranged from 3.64 to 5.00 out of 5. Performance evaluation results of the University Council: 4.62 out of 5 Performance evaluation results of the Rector Magnificus: 4.70 out of 5 Performance evaluation results of Vice Presidents: ranged from 4.68 to 4.96 out of 5 Performance evaluation results of Deans: ranged from 3.64 to 5.00 out of 5 Good governance of administration has 10 characteristics which is responsive the present and future needs of the society as the following: 132

1) Effectiveness The University is effectively managed. The University Council delegates a significant amount of responsibility to a number of sub-committees and decision making responsibility to the Top Management Committee. Referring to the University’s 5-year strategic plan, the University (2018-2022), the University pinned down the annual operational goals, indicators, and targets as stated in the University’s Action Plans for Strengthening Academic and Administrative units’ Performance (ASAP). With concrete procedures and guidelines, all academic and administrative units set up their annual action plans to be align with the University’s mission. All units acquired sufficient budget and resources as proposed in their ASAP reports. The analysis results demonstrated that the University achieved more than 95.45% of all implemented projects as proposed plans. For the year 2018, there were totaling 1,275 approved projects including 613 projects by academic units and 662 projects by support units. These implemented projects were 98.53% (604 projects) of academic units and 92.6% (613 projects) of support units. 2) Efficiency The University has imposed the working procedures for all academic and administrative units to ensure that they have performed their duties in such a way to bring about the best achievement to the University’s vision. The Top Management Committee assisted the President in overseeing the strategic direction for the University. In order to achieve effective administration, the Committee delegated responsibilities to a number of committees cradling key areas for the University including teaching and learning, research, the student activities, infrastructure and facility development, finance human resources, governance and management. All implemented projects were operated efficiently through cost-effectiveness and within a set timeframe. 3) Responsiveness The University put up a stakeholder relationship management to ensure that all stakeholders have been served within a reasonable timeframe. Major stakeholder groups for the University are students, faculty, staff, administrators, employers, alumni and the community. As the students are considered as the most important stakeholder group, various student services were provided to support academic activity and to stimulate personal and social development. AU students could also seek immediate advice and assistance in terms of knowledge and skills for studying and living in the University from the Office of Vice President for Student Affairs. Satisfaction surveys were conducted from all stakeholders to seek their needs and feedback for the University’s development and improvement as follows:  Survey Report on AU Student’s Satisfaction on Student Affairs Services 2018  Survey Report on AU Student’s Satisfaction on AU Graduates  Survey Report on AU Career Satisfaction and Engagement 2018  Survey Report on AU Uniqueness and Core Values 2018 133

4) Accountability The University operates openly, honestly, accountably and with integrity. AU demonstrates the values appropriate to be recognized as one of standard higher education providers. All responsible committees and concerned units are empowered to carry their duties and responsibilities with integrity. The University’s operational goals were well implemented through approved projects undertaken by responsible units. The University is accountable to the AU community and the public and has a commitment to report and explain the consequences of the decisions they make on behalf of the stakeholders AU represents. 5) Transparency The University strictly follows transparency practices in its institutional operations and standard procedures. Two committees, the AU Ombudsmen and the University Audit Committee, are set up by the University Council to monitor the administrative operations. Through the AU Ombudsmen, AU members have a channel to voice their grievances in case unfair treatment has been occurred through the Office of Human Resource Management. The University Audit Committee has overall responsibilities for advising the Council on the effectiveness of the University’s internal control and risk management system. Concerning information disclosure, the institutional information can be directly accessible to all those stakeholders concerned through the University’s website in a timely and responsive manner. 6) Participation The University encourages all internal and external stakeholders to have a voice in decision-making both directly and through appointed representatives. Stakeholder engagement is viewed as an ongoing process through which the University meaningfully connects with and communicate with different individuals or groups. As the internal stakeholders, Au administrators at all levels have opportunities to take part in analyzing the major issues, formulating policies, developing strategies, and implementing plans. In 2018, a number of steering and working committees were set up including various representatives from both academic and support units. As the University sees opportunities for immediate improvement in their engagement efforts, other concerned stakeholders such as current students, employers, alumni, and external experts are also invited to take active roles in sharing ideas and suggestions for the curriculum modification and the internal quality assurance assessment. Moreover, the University embraces the model for parental involvement that puts a strong emphasis on collaborative decision-making and communication through a Parent Meeting function. 7) Decentralization The University Council empowers the Rector Magnificus and the Top Management Team to handle all institutional activities, particularly those regarding strategic direction planning and decision making, are properly distributed and delegated to 134

other concerned parties. All school administrators and support units have full authority and responsibility to be in charge of leading their teams, developing, implementing, and monitoring their action plans. They are also required to submit their annual report to the Top Administrators for their recommendations and further improvement. 8) Rule of Law The University is always adherence to the rule of law. Based on the ministerial regulations and provisions of the Private Higher Education Institutions Act B.E. 2546 Amendment (No.2) B.E. 2550, the University sets up operating rules and regulations governing the operation of all units. The Top administrators communicate these rules to all AU members through various means and regularly monitor them to follow these rules strictly. With the establishment of Thailand’s new ministry, the \"Ministry of Higher Education, Science, Research, and Innovation” in April, 2019, the University is also aware of its strategic directions to be in line with the new Ministry’s directions and the purposes of Thailand’s research and innovation in an effort to upgrade the country’s development through its own innovations. 9) Equity Equity and inclusivity are other prominent features of good governance of the University. As an International Catholic University, AU is committed to promoting fairness and preventing discrimination in all its operations. All faculty, staff, and students are given respect and fair treatment. AU faculty and staff receive an equal opportunity to be acknowledged and recognized. They are handled and treated fairly in terms of performance appraisal, promotion, scholarships, professional development, education studies degree, research grant and remunerations. As a community of over 80 nationalities, students are provided with an equal amount of respect. Assumption University International Student Group (AUISG) was established since 2012 by the Office of Student Affairs to support all foreign students studying in AU. All AU members are satisfied that their interests have been considered by the University. This is to support the creation of a healthy studying and working environment. 10) Concensus- oriented The University considers differing interests to reach a broad consensus on what is in the best interest of the AU community. All AU concerned members have opportunities to actively engage in the institutional operations. The top administers are fully aware of and respect AU members’ ideas and concerns over routine operational procedures and current pressing issues to help contribute the success of the University. 135

5.  The University monitors and supports all units to manage knowledge according to knowledge management system. The system and mechanism of the knowledge management system of Assumption University is in place. The University appoints AU KM Working Team to mentor, monitor and support all Schools and Support Units for the development and implementation of their knowledge management plans to ensure that knowledge management policies, plans and procedures of Assumption University are implemented effectively. All Schools and Support Units would follow AU Knowledge Management Framework and KM procedures set by AU in its KM Manual. The University encourages Schools and Support Units to develop or manage their knowledge from the areas of their interest and expertise. Assumption University Knowledge Asset In academic year 2018, the University organized KM Working Team meeting and KM workshop where 60 participants from Schools and Support Units participated. The purpose of KM workshop was twofold: a) to increase skills in knowledge management for faculty members and staff; and b) to extend the application of existing knowledge in practice. There were altogether 13 Schools and 13 Support Units in academic year 2018. All units complied with the AU KM requirement that all Schools and Support Units ought to manage knowledge properly and innovatively. Schools and Support Units were encouraged to strengthen their knowledge asset that may result in program development, integration of knowledge into teaching and learning, and research. Generally, the Office of Vice President for Policy, Planning and Quality Assurance acts as a facilitating unit to liaise with AU KM Committee to collect the KM reports from Schools and Support Units to synthesize and categorize for good practice. Overall, five KM projects showed innovative management of knowledge this year. 136

Source Knowledge Management KM Implication Martin de Tours School of Knowledge Space Demonstrate innovative and Management and E-service systematic ways in collecting, Economics MSME stories accessing and managing knowledge of faculty members Vincent Mary School of Active Learning and all good practices. Improve Science and Technology Classroom administration and exemplify Bernadette de Lourdes KM Space “Galaxy” on successful stories. School of Nursing Science Management Skill Improve classroom teaching Development and learning. Theodore Maria School of Develop three innovative ideas Arts Professional Learning for student development on Community (PLC) management skills. Improve Office of VP for learning outcomes. Administrative Affairs EM – effective Propose 6 elements and steps microorganism on PLC process to improve teaching skills and academic ป๋ ยุ หมักชวี ภาพ performance of students Tacit knowledge how to produce EM to improve fertilization and reduce chemical usage. To exhibit sharing of knowledge, all good KM practices are available at the OPPQA website, http://oppqa.au.edu and AU website, http://www.au.edu 6.  The University monitors the plan for administration and development of faculty members and support staff. In line with AU five- year strategic plan (2018-2022), a human resources development and management action plan was set up and implemented in the academic year 2018. This approved plan by the University Council provides such opportunities as performance development and management, professional development, coaching, and succession planning for faculty and staff members. Through the University’s Professional Development Plan for faculty members (Figure 5.1) and staff members (Figure 5.2), AU employees can develop their knowledge, skills, and abilities and also be prepared for their advancement and promotion into more challenging roles. 137

138 FIGURE 5.1: PROFESSIONAL DEVELOPMENT FOR AU FACULTY MEMBERS ACADEMIC YEAR 2018

139 FIGURE 5.2: PROFESSIONAL DEVELOPMENT FOR AU STAFF MEMBERS ACADEMIC YEAR 2018

 The Office of Human Resources Management in collaboration with five key units which are Office for Academic Affairs (OAA), Institute for Research and Academic Services (IRAS), Office of Vice President for Policy, Planning and Quality Assurance (OPPQA), Office of Information and Technology (ITS) and AU Library are responsible for developing, monitoring, and implementing human resources management and development strategies to be in line with the University’s mission. The OHRM is also a key unit to organize both AU Annual Faculty and Staff Seminar 2018. For faculty development, the Annual Faculty Seminar entitled “How Could AU Survive in the Next Ten Years?” was held with the aim of keeping abreast of the current trends and pressing issues in higher education. In 2018, 91.54% (703/768) of all faculty members attended this annual seminar. The OHRM held the Annual Staff Seminar 2018 entitled “Moving Forward Together in the Next 10 Years” aimed at professional enhancement and attracted 95.28% (444/466) of the total staff members. In addition, several internal training activities were organized to enhance AU members’ professionalism throughout the year as mentioned below:  Induction for New Faculty Members (One session by Office for Academic Affairs: 15 members)  Academic Title Application Seminar (One session by IRAS: 54 faculty members)  Research Skill Development Training and Seminars (One session by IRAS: 42 faculty members)  AU KM Working Team Training Workshop (One session by OPPQA: 60 AU members)  Technology knowledge and innovation Workshop (Three sessions by AU Central Library: 161 AU members)  Technology and innovation (Three sessions by ITS: 109 AU members)  Annual Faculty and Staff Seminar (Two sessions by OHRM: 1,260 AU members)  Seminar on TQF 3 Writing, Verification Process of Student Achievements and Duties of Faculty Members Responsible for the Program (One session by Office for Academic Affairs: 71 Chairpersons, Program Directors and Deans)  Leadership Training for Middle Management (Six sessions by OHRM: 34 AU members)  Training on EdPEx Framework (One Session by OPPQA: 120 AU members)  Training and Workshop for Program Internal Quality Assurance Assessors (One Session By OPPQA: 60 AU members) AU faculty members were also provided opportunities to attend external training programs such as Seminar on Grow Project, CHE Curriculum Online, and CHE QA Online by Office of Higher Education Commission 140

In 2018, four pivotal aspects of professional development plan which are academic, professional, self- development, and management skills are implemented as follows:  Academic Skill Development The University has allocated budgets through OHRM to support faculty members and staff in terms of educational qualifications. It showed that the percentage of faculty members holding a Master’s Degree was at 54.56% whist for those holding a Doctoral Degree increased from 40.13% (2017) to 44.2% (2018). Regarding the staff development, the percentage of staff holding a Master’s Degree also increased from 7.27% (2017) to 9.44% (2018) and Doctoral Degree was from 0.05% (2017) to 0.06% (2018). In 2018, there were 46 AU scholarship recipients from academic and support units (43 existing recipients and 3 new recipients). For education qualification adjustments, there were 13 members receiving qualification adjustment (11 from academic units and 2 from support units). In terms of academic titles, there were more academic title recipients than the previous year including 18 assistant professors, 3 associate professors, and 1 professor. Besides, in-house training activities to enhance academic knowledge were organized as stated in the table below. Activity Date Responsible No. of Unit Participants 1. Research Training Seminar Dec. 14, 2018 IRAS on Structural Equation 42 Modeling (SEM) in Jan. 9, 2019 OPPQA Research Nov. 12-14, 2018 AU Library 36 56 (A:13, S: 43) 2. KM Sharing on Quality Jun. 7, 2019 ITS 65 (A: 14, S: 51) Assurance Sept. 18,22, 2018 ITS 40 3. AU Digital Transformation Oct. 12, 19, 2018 IRAS 54 4. Digital Marketing: Re- May 29, 2019 shaping AU with Digital Technologies 5. LMS (Learning Management System) Training 6. Preparing Academic Works for Academic Titles  Professional Skill Development There were 12 internal professional skill development activities provided for faculty and staff members as mentioned in the table below: Activity Date Responsible No. of Aug 3, 2018 Unit Participants 1. Induction for New Faculty OAA Members 15 Feb 5, 2019 OHRM 2. Induction for New Staff 5 Member Nov 12-14, 2018 AU Library 56 3. AU Digital Transformation 141