TTDA: Resource management solutions for the production of the program "Living in the Village" on VTC16 television channel.

INFORMATION ABOUT THE MASTER'S THESIS

1. Student's full name: Do Quynh Anh 2. Gender: Female

3. Date of birth: August 15, 1996

4. Place of birth: Yen My town, Yen My district, Hung Yen province

5. Decision to recognize students No. 3732 dated December 9, 2022, by the Rector of the University of Social Sciences and Humanities, Vietnam National University, Hanoi.

6. Changes in the training process: Decision on extending the study period by the Rector of the University of Social Sciences and Humanities, Vietnam National University, Hanoi. No.: 6934/QD-XHNV dated December 16, 2024.

7. Project Title: Solutions for Managing Production Resources for the "Living in the Village" Program on VTC16 Television Channel

8. Major: Journalism and Media Management; Code:8320109

9. Scientific Advisor: Dr. Nguyen Thanh Mai – Faculty of Social Sciences and Humanities – Vietnam National University, Hanoi

10. Summary of project results:

The project identified key issues in resource management and proposed a system of solutions categorized into four main groups: human resources; finance; technology and engineering; and resources (content).

After 7 months of implementing resource management solutions in the production of the "Living in the Village" program. On VTC16 channel, the project has recorded positive results in many aspects, including personnel, finances, and content quality.

• To optimize production costs for the Channel, in addition to minimizing production resources, the author also developed a process for evaluating estimates and controlling costs: reducing unexpected expenses by at least 5% and enhancing financial transparency.

• The average production cost per episode decreased from 17.7 million VND to 6.2 million VND, equivalent to a budget saving of over 65%. Applying the "multitasking reporter" model and utilizing one field trip to produce 2-4 programs optimized filming schedules and personnel.

• By organizing high-quality training courses for reporters to become multi-tasking, multi-media journalists, work efficiency has also increased significantly. Program production time has decreased by nearly 50% compared to before.

• By innovating the program format to be more relatable, personalizing the experience, and applying technology (AI, flexible filming equipment) in program production, the project not only reduced the workload for the production team but also increased the program's appeal. Viewership also increased significantly: an average of 3-5 times compared to before, while the video completion rate reached 55% – exceeding the average for many programs of the same genre.

• Implement a transparent performance evaluation system and incentive mechanism:

By establishing performance evaluation indicators such as employee completion rates and resource utilization, training effectiveness is processed using a formula, achieving high efficiency and accuracy. This not only reduces the workload for leaders but also helps employees, especially members of the production team, manage their work more easily (reducing production time by 10-15% and increasing efficiency by 5-10%).

• Invest in upgrading key equipment and applying appropriate new technologies: Prioritize selective investments (4K cameras for large projects, mobile devices for fast-paced operations) and experiment with AI-assisted technology. This will increase efficiency. 10-15% improvement in technical quality, 25% reduction in post-production time.

11. Practical applications:

Although the VTC16 channel has ceased operation, the results and solutions of the project remain highly practical and have the potential for widespread application.

Firstly, methods for financial management are crucial, especially in the context of media organizations facing challenges regarding traditional revenue sources. Implementing project management software that integrates budgeting helps to transparently manage all expenditures and optimize the allocation of financial resources.

Secondly, proposals for optimizing resources (personnel, finance, equipment) and restructuring production processes (multitasking reporters, covering multiple topics in a single trip, etc.) can be fully applied to other television channels and media organizations in Vietnam. Through training courses and hands-on practice, staff will improve their skills in a short time, ensuring flexibility and multitasking.

Thirdly, the strategy of reaching audiences on digital platforms. Changing headlines, focusing on target audiences, or building storylines based on viewer psychology depending on the platform are powerful tools that help journalistic products always keep up with market demands.

In particular, organizations focused on producing content about reality shows and social life can refer to these solutions to improve operational efficiency in the context of the television industry facing many challenges. This is of great significance in saving costs and improving the quality of human resources at current media organizations.

12. Future research directions:

Based on the results of this project, I believe there are several avenues for further in-depth research. If implemented flexibly and correctly, these solutions could maximize the effectiveness of human resource management in future media and television organizations.

Specifically, it is necessary to focus on building sustainable financial models for television, including effectively leveraging digital advertising, developing commissioned production services, and co-organizing events. Therefore, building a brand to attract partners is also extremely important, helping media outlets increase collaboration opportunities and thus generate long-term revenue.

Simultaneously, researching the application of AI and new technologies in television program production is also one of the necessary solutions today, not only in basic software but also in the efficient operation of production teams and scientific departments.

In particular, training personnel with multitasking skills and digital thinking is crucial for enhancing the capabilities of digital journalists today. The use of AI in journalism is not simply a technical matter, but deeply related to professional ethics. Therefore, journalists need thorough training to understand, specifically: the principle of transparency; and how to define the boundaries between supporting and replacing AI. Each journalist must ensure both the responsibility of innovation and creativity while upholding the mission of openness, honesty, and serving the public interest.

Hopefully, these will be important contributions to the development of the television industry in particular and journalism in general in the future.

13. Published works related to the project: None

INFORMATION ON PROJECT

1. Full name: Quynh Anh Do 2. Sex: Female

3. Date of birth: August 15^th, 1996 4. Place of birth: Hanoi city

5. Admission decision number: 3732 Dated December 9, 2022, by the Rector of the University of Social Sciences and Humanities, Vietnam National University, Hanoi.

6. Changes in academic process: Changes in academic process: Decision on extending the study period of the Rector of the University of Social Sciences and Humanities, Vietnam National University, Hanoi. No.6934/QD-XHNV dated December 16, 2024

7. Official project title: Management solutions for production resources of the “Living in contryside” Program in VTC16 channel

8. Major: Journalism and Communication Management 9. Code: 8320109

10. Supervisors: Dr. Thanh Mai Nguyen – University of Social Sciences and Humanities, Vietnam National University, Hanoi

11. Summary of the findings of the project:

This project identified key issues in resource management and proposed a comprehensive set of solutions across four main areas: human resources, finance, technology and equipment, and content assets.
After 7 months of applying the resource management solutions to the Living in the Village program on VTC16, the project recorded several notable outcomes:

• To optimize production costs, beyond minimizing production manpower, the author designed a detailed budgeting and cost-control process, which helped cut unforeseen expenses by at least 5% and improved financial transparency.

• Average production costs per episode dropped from VND 17.7 million to VND 6.2 million (a 65% reduction). The adoption of a “multi-skilled journalist” model and shooting multiple episodes (2–4) per field trip optimized both crew time and budget.

• Training sessions helped staff become proficient in multi-platform journalism, leading to a nearly 50% reduction in program production time.

• By personalizing the program format and applying technology (AI, flexible filming tools), the project reduces crew workload while boosting viewer engagement. Audience size increased 3–5 times, with a 55% video completion rate— average above compared to similar programs.

• A transparent performance evaluation system was introduced, with Key Performance Indicators (KPIs) for work completion and resource efficiency. This not only lightened workload management but also empowered staff to track their progress (cutting 10–15% production time, increasing productivity by 5–10%).

• Targeted investments in essential equipment (eg, 4K cameras for major shoots, mobile gear for fieldwork) and the experimental use of AI tools improved technical quality by 10–15% and reduced post-production time by 25%.

12. Practical applicability, if any:

Although VTC16 has ceased operations, the solutions remain highly applicable:

• Financial management strategies are especially critical as media outlets face declining traditional revenue. The use of integrated project-budget software enhances transparency and resource allocation.

• Solutions for workforce optimization (multi-skilled staff, production restructuring) and cost reduction can be adopted by similar Vietnamese TV stations. With short-term training, teams can adapt quickly while maintaining flexibility.

• Headline strategies for digital audience engagement—such as optimization, audience targeting, and psychology-based storytelling—are crucial to staying competitive on digital platforms.

• Units producing reality or lifestyle programs can adopt these solutions to reduce costs and improve content quality amid industry disruptions.

13. Further research directions, if any:

This project's findings pave the way for several in-depth studies in journalism resource management:

- Developing sustainable financial models for television, including monetization strategies via digital advertising, commissioned content, and co-hosted events. Brand development to attract partnerships is also vital for ensuring long-term revenue streams.

- Exploring the use of AI and emerging technologies not only in production software but also in managing workflow and enhancing newsroom efficiency.

- Training multi-skilled, digitally savvy journalists is increasingly necessary. However, applying AI in journalism also raises ethical concerns that need to be addressed. Thus, journalists must be rigorously trained to maintain transparency, distinguish between AI support and replacement, and balance innovation with core journalistic values—truthfulness, accountability, and public service.

14. Thesis-related publications: There are currently no publications related to the thesis.