From Campus to Community: CMU's Initiatives for Sustainable Development

This interview features Assistant Professor Dr. Pairach Piboonrungroj, Assistant to the President of Chiang Mai University, a key figure in the institution’s sustainable development efforts. In this discussion, we explore how Chiang Mai University has strategically aligned itself with the United Nations Sustainable Development Goals (SDGs) to foster a sustainable and thriving society in the Chiang Mai region. We will delve into the university’s impactful projects, addressing public health and environmental challenges like PM 2.5 pollution, and examine the collaborative efforts driving these projects. Furthermore, we will address the challenges of governmental collaboration and the university’s strategic plans for future sustainable development.

1. How has Chiang Mai University advanced towards becoming a leading university with a focus on the United Nations Sustainable Development Goals (SDGs), aiming to create a sustainable and happy society for the people of Chiang Mai?

Since its founding, Chiang Mai University has been guided by the first National Economic and Social Development Plan. The university was established to expand educational opportunities in the northern region, becoming the first regional university. Its creation arose from the needs of Chiang Mai province during a time when people were campaigning for a university in the Lanna region.

From the beginning, Chiang Mai University’s mission was not just to be an educational institution. Instead, it aimed to be closely connected to the community, emphasizing academic services and research. The university would help communities in Chiang Mai and the northern region, particularly in areas like health. When the university was first established, it incorporated the Medical College.

The Medical Faculty was one of the first colleges, along with other health science departments. The university has collaborated with various provinces on different initiatives. For example, in basic sciences, they’ve worked on community projects like addressing PM 2.5 air pollution in Chiang Mai. Researchers from multiple faculties – including Science, Engineering, and Social Sciences – have formed academic teams to tackle local challenges.

After 60 years, Chiang Mai University remains focused on serving its local area. When the Sustainable Development Goals (SDGs) were introduced, the university examined how its work aligned with these global objectives. We found recognition through the Times Higher Education University Impact Rankings, which use the SDG framework.

The university has particularly excelled in several SDG areas which are as following

• SDG 3 (Good Health and Well-being): Extensive health-related work
• SDG 5 (Gender Equality): Promoting equal access to health services and women’s rights
• SDG 9 (Industry, Innovation, and Infrastructure): Collaborating with local industries
• SDG 11 (Sustainable Communities)
• SDG 13 (Climate Action)
• SDG 17 (Partnerships)

While the university aims to perform well in these rankings, its primary focus remains serving the local community and addressing regional needs.

2. What are some of the initiatives from the university that have been successful in creating sustainable development impact on the society? And could you provide an example of a standout project or case study where sustainable development challenges have been effectively addressed and resolved?

Healthy CMU

There are indeed many projects because we have been working for over ten years. Currently, we are celebrating the 60th anniversary of the university’s founding, and during brainstorming sessions, we thought of highlighting some prominent projects. For example, looking at SDG 3, which is about good health and well-being, we have the “Healthy CMU” project. This initiative starts with us and aims to promote good health among everyone in the university, including students and staff. It involves monitoring the health of personnel at Chiang Mai University and developing safe food initiatives. The Healthy CMU project encompasses a wide range of contexts, including safe food projects where we track safe ingredients used in the university’s cafeterias. We also recruit personnel interested in improving their health to participate in the project and follow up on various health indicators. Activities are organized to promote health and improve infrastructure, including sports facilities, making Chiang Mai University a place conducive to physical exercise.

If you search for images of the university, you will find pictures near the Ang Kaew reservoir where people come to exercise in the evening. However, it’s not just people from the university; we also welcome outsiders. This connects to SDG 11, which focuses on sustainable communities. Within this framework, we measure open spaces that we provide as public spaces for community benefit. Therefore, we can say that Chiang Mai University is not a closed institution; our doors are open 24 hours a day, and there are no fences around the campus. You can drive right in. In the past, there were signs indicating when people could enter for security reasons, but today we utilize smart city technology with CCTV cameras that monitor activities. These cameras use Ai technology to read license plates and track vehicles to ensure they are not parked suspiciously or involved in any wrongdoings. Most people use university roads as shortcuts; however, we are concerned about theft or unauthorized parking. Thus, we apply existing technology to adjust routing so that it does not affect staff and students commuting to work or classes in the morning and returning home in the evening.

The Healthy CMU initiative has integrated various projects, extending its impact beyond the university context to several cities. Currently, we are developing what we call a ‘Medicopolis,’ which is a health and medical district. Chiang Mai University has Maharaj Hospital as part of its medical faculty, and there are numerous health service units throughout Chiang Mai province. We have elderly care centers that provide daycare and self-care education, as well as a hospital specifically for the elderly, including a monk hospital that cares for monks who may not be able to care for themselves. Given their status as monks, it is essential to have male nurses specifically for their care. We also raise funds to promote these initiatives and expand into animal health services. This includes two segments: pets for recreation, which involves a small animal hospital under the veterinary faculty, and livestock for consumption, which is also managed by the veterinary faculty. The technology we develop at the university is then applied externally.

One aspect recognized internationally is the Healthy CMU public health platform, utilizing both health science personnel and technology to create data platforms and wearable devices for practical use. Additionally, we have a program called PODD (which means “look” in Northern Thai dialect), serving as an open data platform that collaborates with local government organizations. Municipalities pay to maintain this platform, allowing them to input data on animal diseases, such as those affecting pigs. This system helps monitor new disease outbreaks. Recently, municipalities have adapted it to track human diseases as well, making it an award-winning platform recognized internationally. This initiative stems from our internal efforts.

We are engaged in numerous health-related projects; what started as Healthy CMU has evolved into a broader initiative for the health of all of Chiang Mai, referred to as the Medicopolis platform. This effort aligns with Chiang Mai’s wellness city policies and contributes to tourism development.

Technical Solutions for ‘PM 2.5’ Pollution

The second major issue we are currently addressing is PM 2.5 pollution, which has been a problem in the northern region for about 20 years, with the situation worsening over the past decade. This is caused by multiple factors. We have established a working group, led by Professor Somporn from the Faculty of Science, to support solutions for the dust problem in Chiang Mai. Efforts to tackle this issue span from upstream to downstream. The upstream aspect involves research into the causes of dust and smoke, which primarily originate from burning activities. Research has shown that even without burning, there can still be dust that accelerates the PM 2.5 level due to factors like nitrogen fertilizer exposure to the air. Therefore, during certain seasons, we observe that burning is not as prevalent, yet PM level remain high.

The second aspect concerns monitoring. Chiang Mai University is involved in two main initiatives: first, we have developed a device for measuring PM 2.5, called DustBoy, which can be distributed nationwide. While private sector devices are often expensive, our scientists have created a more affordable option. The second initiative focuses on preventing forest fires. In the past, we aimed for zero burning; however, this has become increasingly difficult as it is challenging to stop all burning activities entirely. There is a significant risk that if burning is completely halted, it could lead to situations similar to California’s wildfires due to fuel accumulation.

In some cases where burning has been avoided, funding from Europe has supported local communities in preventing illegal burning activities. Imagine the high-altitude forests like Doi Inthanon; it’s impractical to install CCTV cameras everywhere since it gets dark and lacks lighting. About ten years ago, Europe faced an economic crisis, leading to reduced financial aid for these communities. One village that had never experienced a fire for 20 years suddenly faced a severe blaze because accumulated wood fuel ignited intensely.

Thus, there is a concept of managing fuel loads through “controlled burning,” meaning we cannot achieve zero burning throughout the year. Instead, we propose starting controlled burns earlier during windy conditions. The challenge in Chiang Mai is that it is situated in a basin; without wind during burns, smoke can accumulate heavily. Therefore, there are programs where individuals may request permission to burn at different times or coordinate so that not everyone burns on the same day.

We are developing an application that works in a geographical context to manage areas effectively. This application is called Fire D, where “Fire” refers to fire and “D” stands for development platform, indicating that fire can also serve a positive role. Chiang Mai has adopted this as a key innovative technology to control burning policies. This means that if someone wants to request permission to burn during a period when the province has issued a notice, they must do so through the Fire D program, which is an online digital system. This eliminates the need for lengthy paperwork. The application includes a command center and a war room for the province, and our faculty members are part of the academic team addressing the dust problem.

Regarding the downstream aspect, it focuses on prevention. While we cannot achieve 100% prevention, over the past two years, hotspots have begun to decrease; the area designated for burning has reduced from one million rai to about 500,000 rai, showing improvement, although problems still persist.

In Chiang Mai, the situation can be critical. For ordinary people checking air quality apps, those in Bangkok start to worry when they see red levels, while in Chiang Mai, people can tolerate red but become concerned when it reaches purple levels—200-300. In some years, we have faced levels as high as 999, indicating severe pollution. This situation compels us to consider how to adapt. We have a team developing self-care technologies at low costs, referred to as clean room technology. We utilize engineering technology to develop clean rooms by sealing various openings to minimize the entry of polluted air. This technology was adapted from positive pressure systems used during COVID-19 and is primarily applied in schools because we are concerned about children in underfunded areas.

We have raised funds to support these initiatives since Chiang Mai University cannot directly fund external projects; thus, it becomes charitable work. The technology is inexpensive; we even provide guides for making air purifiers using filters and cardboard boxes with fans that cost less than 1,000 baht each.

Our faculty members also assist the province in creating clean rooms for villagers who cannot afford air conditioning. Recently, these efforts have expanded into various areas. We are also producing dust-proof nets that can help reduce PM exposure. This team is dedicated to improving conditions in our community.

The Floods

Currently, there are many natural disasters occurring, with flooding being the latest issue. Water poses problems of both drought and flooding; drought affects areas outside the city, while flooding significantly impacts urban areas. We have a working team collaborating with the provincial task force, which serves as a disaster management center. During floods, the people of Chiang Mai are well aware of the situation and follow updates from our faculty’s platforms that continuously provide information on how we will respond to flooding. It is impossible to completely avoid flooding in Chiang Mai, as it is an upstream area. However, we focus on how to manage and control it to minimize damage.

We have a program called “social lab,” which functions as a social experimentation space. Technologies developed at Chiang Mai University from various research initiatives are applied externally. Our faculty consists of thousands of members, but not everyone works directly with communities. Those who do are referred to as “change agents,” specifically “change agents for sustainability,” and this program has received international recognition. These faculty members work in areas where their expertise aligns with local needs; for instance, a professor specializing in herbal medicine may assist communities transitioning from corn cultivation to growing medicinal plants to reduce burning and generate income. Other professors focus on tourism, such as in the Mae Kha Canal area, where they develop sustainable tourism strategies.

Finally, we strive to address both climate mitigation and adaptation. We are currently developing new technologies that not only reduce carbon emissions but also create carbon-negative solutions that can absorb carbon. Our team is working on biochar technology, which involves charcoal made from biomass. We have a prototype parking lot made from biochar technology that absorbs carbon continuously, positively impacting the environment and offsetting carbon emissions.

Moreover, we are advocating for climate adaptation at the policy level, including public policy work related to the Clean Air Act currently under development. Faculty members from Chiang Mai University are actively involved in promoting legislation proposed by various political parties and civil society organizations into comprehensive legal frameworks. We also have a program called “experiential learning” that allows students to learn about adapting to flooding and other disasters through real-world experiences in affected areas. We aim to enhance the university’s role in addressing societal needs more effectively.

The final aspect we have been working on for a long time relates to the PM 2.5 problem, which I mentioned arises from monoculture burning and fertilizer use. Therefore, even if monoculture crops are not burned, using a lot of nitrogen fertilizer will inevitably lead to emissions. Raising livestock also contributes to this issue.

Now our challenge is how to address the disasters associated with pollution simultaneously. Flooding occurs because we can see that the topsoil on the mountains has been washed away due to monoculture farming. Besides causing flooding and drought issues, monoculture also contributes to PM dust problems. We are not just addressing agricultural issues but also tackling upstream problems. We aim not only to promote coffee cultivation but also to incorporate other crops, such as herbs. We are involved in policy initiatives like the Clean Air Act in collaboration with partners in Chiang Mai and organizations like the Breath of Chiang Mai Council. We aim to integrate health science and technology into these efforts.

Our goal is to ensure that Chiang Mai, in northern Thailand, can thrive sustainably across the three pillars of sustainability: the economy, society, and the environment. This means implementing technologies that are acceptable to local communities, including various ethnic groups residing in Chiang Mai. Environmental health is crucial, and our university focuses on these three pillars in collaboration with Chiang Mai. The challenges we face must be addressed because our research and academic services arise from the needs of the local population, including our curricula.

Today, our curricula must stem from community needs before evolving into research and academic services. The knowledge gained then feeds back into the curriculum. We drive our programs under the acronym ‘FAST’, which highlights four key areas of demand:

F: or food. I have discussed various extracts and during COVID-19, we utilized safe raw materials from Chiang Mai University to promote local vegetables. Imagine it like “Iron Chef Thailand,” where key ingredients include salmon and tuna, but we focus on local vegetables like “Chaing Da” which have beneficial properties. We trained over 100 chefs to create new dishes, contributing to gastronomy tourism. This encompasses delicious food for everyone, gastronomy food, and healthy CMU options.

A: This stands for AI (Artificial Intelligence), which is now a core skill for all Chiang Mai University students. Those truly interested can study AI and apply it to their fields.

S: This represents sustainability. We have launched our first undergraduate program named ESG (Environmental Social Governance) because graduates need to be employable in the private sector. While we have many existing sustainability programs under SDG (Sustainable Development Goals), ESG specifically addresses private sector needs and involves collaboration among six faculties.

T: This refers to technology programs that align with national demands for more STEM graduates. Chiang Mai University is an innovation hub with substantial research output, so we aim to emphasize technology curricula further.

These four programs are driven by local needs based on research and innovation—collectively known as FAST. Finally, students today are less inclined to seek employment; instead, we encourage them to become start-ups and entrepreneurs. Our main objective is to promote sustainable entrepreneurship among graduates so they can utilize the clear research technologies we have developed as they venture into business.

3. What challenges does Chiang Mai University face in collaborating with government agencies and local organizations to localize the SDGs on a national level?

In every aspect, working with outside partners or organizations requires collaboration with the government. We are academics, and there are government, private sector, and community partners involved, which is referred to as a quadruple helix. Essentially, it’s about working together with these four parties. Collaborating with the government presents challenges due to the constant changes in personnel; for instance, governors used to change every year, but currently, some have been in their positions for a few years, allowing for smoother continuity. However, when there is a change in leadership within government agencies, adjustments need to be made. Fortunately, at Chiang Mai University, our faculty members have been stable and have minimal turnover, especially those who are key to the province’s important issues. This stability allows us to build upon our efforts.

What we are clarifying is that this is a university-level policy. Chiang Mai University has prioritized sustainability since our 13th plan, recognizing it as an important issue. Consequently, external government agencies approach us for collaboration, and we can connect with everyone involved.

Another key difference is that we have established change agents who are recognized by the university and whom we train. Therefore, when government representatives contact us, we have change agents in significant areas and on various topics. Being an educational institution means we cannot engage in every issue across all areas. Our goal has been adjusted; for example, we cannot create dust-free classrooms in every school but can develop prototypes. These prototypes consist of two parts: one within the university that we call stewardship and another that others can observe and replicate.

We have designated social labs; the first one is in Chiang Dao focusing on PM 2.5 issues. Addressing this in communities requires a holistic approach encompassing environmental, economic, and social aspects. Thus, we mobilize our entire team for such projects. For instance, promoting coffee cultivation has taken us to farthest districts like Kalayaniwattana District—five hours away from Chiang Mai—to transform challenging areas into examples for others to follow.

Dust-free rooms and nets serve as prototypes; our model involves taking external challenges and turning them into research or prototypes. Some projects cannot rely solely on research; thus, we create prototypes based on existing knowledge. These prototypes are tested in social labs like Klong Mae Ka, which aims to transform urban spaces into creative tourist attractions.

Social labs address problems while collaborating with government and communities by stating that our capabilities are limited due to being a governmental agency with restricted funding.

4. What strategies do you plan to implement as a leader in social impact education to promote sustainable development in 2025?

Finally, implementing certain projects such as food sustainability and climate change adaptation poses challenges due to the high diversity in Chiang Mai—urban residents, hill tribes, and migrants create a multicultural environment. Our strength lies in our collaborative approach: working hard together while integrating various disciplines. Every project I mentioned involves multiple fields; for example, Healthy CMU includes not only medical professionals but also faculty from humanities for communication strategies and social sciences for economic calculations.

Food-related projects similarly require collaboration among faculty from science and technology as well as health sciences and humanities. All disciplines must come together for every project as we reach outwards. This is how we drive initiatives forward: through change agents operating externally with social labs and creating prototypes while emphasizing interdisciplinary integration.