Abstract
	Thailand has long been striving for a health care system based on the principles of efficiency, effectiveness and quality, in order to free hospital facilities from unwarranted bureaucracy. The new model is expected to provide efficiency, equity, quality and accountability. The government is currently changing the structure of hospitals, and univesity hospitals will also change. It is therefore necessary to prepare for this change by developing an administrative model for a Thai University hospital, and developing performance for continuous assessment and evaluation. The purposes of this study were : to develop an administrative model of a Thai autonomous university hospital by using the Ethnographic Delphi Futures Research (EDFR); 
and to develop performance indicators for a Thai autonomous university hospital. The instruments used for data collection comprised an interview guide and a set of questionnaires.
	Major finding are concluded that a Thai autonomous university hospital administrative model consensually agreed upon by the experts should follow the missions to provide health service with the goal to support teaching and learning, research and training of students and staff in health science faculties. It should be a self-governmance unit under the supervisor of a university.
	The organizational structure should have two levels of committee a Hospital Board and an Advisory Board. The Hospital Board should be responsible for setting the policy according to eht direction entrusted to it by the university and faculties, appointing an internal audit committee and a hospital director. The Advisory Board should be appointed by the director, responsible to advise him/her and be composed of external qualified persons, the Dean of the Faculty of Medicine or a representative, and representatives of hospital personnel. There should be three divisions: a general administration division, a service division, and a service support division.
	Regarding financial management, the hospital should have a standard accounting system, and a reliable cost system in all units. Human resource management should have its own personnel in all including physicians, nurses, and othersexcept in the service support division which should be contracted out. In service management, tertiary care should be provided and respond to the foucus of the training of each health science faculty. Performance evaluation of an organization should be conducted by an outside organization that reports to the University Council.
	In terms of performance indicators, the majority of experts agreed with the items and most of them rated those items as highly prioritzed. Thus, items can be applied directly and urgently to measure the performnace of the Thai autonomous university hospital. As for those items which wre rated by some experts as "moderate" or "low" prioritzed, they can be included as indicators later as necessary.
	Based on the findings of this study, implications can be used for university administration, university hostpital divisions administration, nursing administration, nursing education, other autonomous organizations, and performance indicators. 

Abstract
	Thailand has long been striving for a health care system based on the principles of efficiency, effectiveness and quality, in order to free hospital facilities from unwarranted bureaucracy. The new model is expected to provide efficiency, equity, quality and accountability. The government is currently changing the structure of hospitals, and univesity hospitals will also change. It is therefore necessary to prepare for this change by developing an administrative model for a Thai University hospital, and developing performance for continuous assessment and evaluation. The purposes of this study were : to develop an administrative model of a Thai autonomous university hospital by using the Ethnographic Delphi Futures Research (EDFR); 
and to develop performance indicators for a Thai autonomous university hospital. The instruments used for data collection comprised an interview guide and a set of questionnaires.
	Major finding are concluded that a Thai autonomous university hospital administrative model consensually agreed upon by the experts should follow the missions to provide health service with the goal to support teaching and learning, research and training of students and staff in health science faculties. It should be a self-governmance unit under the supervisor of a university.
	The organizational structure should have two levels of committee a Hospital Board and an Advisory Board. The Hospital Board should be responsible for setting the policy according to eht direction entrusted to it by the university and faculties, appointing an internal audit committee and a hospital director. The Advisory Board should be appointed by the director, responsible to advise him/her and be composed of external qualified persons, the Dean of the Faculty of Medicine or a representative, and representatives of hospital personnel. There should be three divisions: a general administration division, a service division, and a service support division.
	Regarding financial management, the hospital should have a standard accounting system, and a reliable cost system in all units. Human resource management should have its own personnel in all including physicians, nurses, and othersexcept in the service support division which should be contracted out. In service management, tertiary care should be provided and respond to the foucus of the training of each health science faculty. Performance evaluation of an organization should be conducted by an outside organization that reports to the University Council.
	In terms of performance indicators, the majority of experts agreed with the items and most of them rated those items as highly prioritzed. Thus, items can be applied directly and urgently to measure the performnace of the Thai autonomous university hospital. As for those items which wre rated by some experts as "moderate" or "low" prioritzed, they can be included as indicators later as necessary.
	Based on the findings of this study, implications can be used for university administration, university hostpital divisions administration, nursing administration, nursing education, other autonomous organizations, and performance indicators.