The Lesson Learned for the Management of Sub-district Non-formal and Informal Education Center in Chiang Saen District, Chiang Rai Province

Abstract

The objectives of this study were: 1) to decode the lesson learned on the management of sub-district non-formal and informal education center in Chiang Saen District by examining the management state of the center and investigating important causes and factors affecting the management quality of the center; 2) to develop the guidelines for developing the center by investigating the future scenario of the center and propose the effective management approach concurring with the future scenario. The scope of the study and the results were the following. 1. The examination on the management state of 6 sub-district non-formal and informal education centers in Chiang Saen District was carried out in regard to operation quality, satisfaction on activities, action plan, research and evaluation in order to identity the operation quality of the center based the operation standard indicators in 4 standards that included management, learning activities, participation, monitoring, evaluation and reporting. The examination results, in overall, showed that, the quality operation was found at the very high level. The results on the satisfaction regarding 5 dimensions activities of the center were found that learners and visitorsshowed their satisfaction at the high level. The results on action planning of the center based on the standards indicated that the center management mechanisms consisted of Information Center, Opportunity Center, Learning Center, and Community Center. The center also conducted research and evaluation consistently. 2. The investigation on causes and factors affecing the management quality of the 6 district non-formal and informal educaiton centers in Chaing Saen Disitrict regarding 4 dimensions i.e. managment, learning activities, participation, evaluation and reporting was carried out and the results found that there were both positive and negative important factors. 3. The investigation on future scenario of the center’s potential that concured with context of the sub-district based BSC Theory regarding 4 aspects i.e. 1) Learning and Development showed the building of organization culture based on PDCA quality cycle which involved development of information for personnel competency development, development of supervision procedure, and the use of supervision results for development. 2) Internal Operation involved development of management procedure of the center in 4 domains i.e. management, participation ofcommunity and network, organizing of educaitonal activities, supervision, and evaluation. 3) Satisfaction involved evalution on satisfaction towards consisting operating the activites in 5 working domains and the use of variety evaluation forms. 4) Quality involved development of mangament procedure of the center into becoming the effective prototype sub-district non-formal and informal education center. 4. The development of management guidelines for effective and concurent with future scenario the sub-district non-formal and informal educaiton center was called ROAD MAP TIMELINE. The development guidelines for the budget fiscal year of 2017-2019 consisted of 4 guidelines: 1) Organization Development; 2) Operation Effectiveness; 3) Service Quality; 3) Mission Effectiveness.