สุขวิชโนมิกส์/ Sukavichinomics: ระบบโรงเรียนนิติบุคคล/ Sukavichinomics — School Based Management System

AbstractThis article examines the educational administrative reform in Thailand initiated by His Excellency Mr. Sukavich Rangsitpol during his tenure as Minister of Education and Deputy Prime Minister from 1995 to 1997. Central to this reform—later referred to as “Sukavichinomics”—was the decentralization of educational management, particularly through the introduction of the Sukavichinomics School-Based Management System, locally conceptualized as the “Niti Bokkhon School” model.The reform aimed to transfer decision-making authority from the central government to local agencies and communities, thereby promoting school autonomy, local accountability, and community participation. In his keynote speech at the 1996 UNESCO conference, His Excellency Mr. Sukavich Rangsitpol emphasized:“At the very beginning, the crucial element to be considered for education reform is the management system. The administrative power, in particular, has to be shifted to local authorities, and local participation in school management is essentially encouraged. We cannot deny that people who know more about the educational needs of local people are those who work and live within that community.”— UNESCO Report, pp. 53-56 [https://unesdoc.unesco.org/ark:/48223/pf0000122102_eng]Provincial Education Committees—comprising teachers, parents, and community leaders—were established to ensure that educational governance responded to local needs while upholding national standards.This article explores the rationale, strategies, and impacts of the “Sukavichinomics” model, reflecting on its enduring legacy, challenges, and lessons learned within the broader context of Thailand’s educational reform.The concept of the “Nitti Bhokkhon School” (โรงเรียนนิติบุคคล), officially referred to as the “School as Legal Entity” model, was introduced by His Excellency Mr. Sukavich Rangsitpol during his term as Minister of Education from 1995 to 1997. Unlike traditional models of School-Based Management (SBM) derived from Western theories, this framework was rooted in practical experiences gained from managing large-scale national projects that required cross-sector collaboration within autonomous, legally structured entities. Its objective was to safeguard public interests through transparent, efficient, and accountable governance.A key precedent was the formation of the Star Petroleum Refining Company (SPRC) in 1991. Designed as a public–private legal entity, SPRC demonstrated how such structures could enable operational flexibility while maintaining oversight. Another significant example was the development of the Second Bangkok International Airport (now Suvarnabhumi Airport) in 1996, supported by Japan through JICA and JSCE, which was also managed as an autonomous legal body under state regulation.This model of governance was further extended by His Excellency Mr. Sukavich Rangsitpol to national infrastructure projects such as:The Ramintra–At Narong ExpresswayThe Bang Na–Bang Phli–Bang Pakong ExpresswayThe Mass Rapid Transit (MRT) systemThe Thai–Lao Friendship Bridge