1. We generally agree with the opinions expressed by the school's management board and the opinions discussed by the various units at the conference.Heads of units are requested to continue to thoroughly understand and enhance the responsibility of leaders; proactively develop plans and implement work; actively propose solutions to promote the school's activities, and strengthen coordination in implementing the issued plan.
2. In 2026, the School will embark on a new journey – the Humanities 2.0 journey – with the goal of Growth and Development:
- Growth: This is reflected in all aspects of the University's activities, including: growth in the number of high-quality scientific staff (academic titles/degrees, awards, honors, etc.); overall targets for enrollment and training across all systems/levels/types (focusing on the quality of the recruitment source, the structure between undergraduate/postgraduate levels, the quality of training, international students, etc.); growth in scientific research topics and policy consulting; growth in revenue and the proportion of each source; and growth in other resources (social standing, professional reputation, etc.).
- Develop:That is, the quality of growth. The development of the administrative staff is reflected in their qualifications, skills, dedication, responsibility, and desire to contribute. The development of the scientific staff is crucial, reflected in the increase in academic titles/degrees/awards/titles. The quality of academic titles and degrees is maximized in training higher-quality students and supporting their success in their careers. The development of the quality of scientific research topics and policy advice from scientists will contribute to enhancing the school's position in the education system and in Party and State agencies at the central and local levels. Development in external relations is reflected in recognition and an increase in rankings. In particular, overall development is reflected in the increase in resources and overall revenue of the school, ensuring increased income for staff and employees.
3. To achieve the Growth and Development goals, the School needs to focus on the following key tasks:
3.1. Finalize and promulgate the Development Strategy of the University of Social Sciences and Humanities to 2030, with a vision to 2045, in the first quarter of 2026.The strategy must clearly define the key objectives and directions across all aspects of operation, and ensure adaptability to the mechanisms, policies, and development trends of higher education in the current context.
3.2. Refine the organizational structure to improve its overall organization and ensure the smooth operation of the school.
- Recently, following the restructuring in accordance with Resolution 18/NQ-TW, the current structure of functional departments is basically appropriate and accurately reflects their functions. However, the University will review the functions and tasks to make adjustments and arrangements to ensure that functions and tasks are linked to responsibilities and are consistent with a modern university governance system, adapting to the "lean, efficient, and strong" trend in the current context of higher education.
- For the training units, the University continues to restructure its professional structure according to international and national standards, aiming to create room for international educational and training cooperation activities linked to specific units, ensuring tangible effectiveness.
3.3. Developing and improving the effectiveness of human resources:Emphasis is placed on training and developing a new generation of professional staff with in-depth expertise, interdisciplinary methods, broad vision, and adaptability to the trends in higher education both domestically and internationally. This will ensure a high-quality successor workforce in the future. The university will balance and adjust the proportions according to the development orientation of the following four methods of talent development:
- Source locally (which has historically accounted for the majority);
- Source materials from external sources (emphasizing interdisciplinary approaches).
- Attracting accomplished talent from abroad.
- Providing retraining between related industries/fields (using existing successful graduates).
3.4. Enhancing the effectiveness of foreign affairs and international rankings:External relations activities should be conducted in a substantive and effective manner, improving the university's international ranking.
3.5. Synchronizing scientific quality:Ensuring the systematic nature and linkage between national scientific tasks, international publications, and policy advice; promoting extensive connections and cooperation with ministries/sectors and localities.
3.6. Identify a strong and innovative financial strategy for revenue generation and expenditure.
3.7. Implement modern and effective university governance, ensuring the successful execution of the university's teaching and scientific research activities.
3.8. Invest in implementing several key tasks from 2026 to elevate the status of the University of Social Sciences and Humanities, including identifying breakthroughs in several key areas such as:
- Update and seize opportunities regarding relevant policies and guidelines outlined in the documents of the upcoming 14th Party Congress. The Faculty of Political Science will act as the focal point, with other units coordinating research on the documents, providing advice, and developing and proposing key tasks. Units conducting key research at the grassroots level should submit policy advice to the Department of International Cooperation and Finance for compilation and submission to the Board of Directors for review and approval in the first quarter of 2026, so that the University can promptly forward it to central agencies.
- The Department of Science and Technology and Finance is assigned as the focal point, and the coordinating units will establish a working group to develop capacity profiles and register for the implementation of scientific tasks as defined in Decision No. 2813/QD-TTg dated December 27, 2025, of the Prime Minister on approving the Program to enhance the capacity of public research and development organizations, as well as research programs of Ministries/sectors and localities.
- The Institute of Journalism and Communication Training will act as the focal point, with other units coordinating to develop and implement USSH – Talk on macroeconomic policy through a socio-humanistic lens in 2026.
- Promote the implementation of policy consultations and national reports (USSH Policy Consultings and Country Report) based on knowledge from social sciences and humanities. We request that the assigned focal points expedite this process.
- Continue discussions and finalize plans for organizing the USSH Annual Forum on Social Sciences and Humanities, providing early information to relevant units for coordinated preparation.
- Implementing the USSH Book Series, an international book publishing series on social sciences and humanities, aims to facilitate and reduce costs for participating organizations while addressing the current fragmented and unfocused nature of international book publishing.
4. Other activitiesImplement the plan as issued.
We request that the Board of Directors regularly monitor and direct all aspects of work, strengthen inspection work, and report to the Principal on the progress of implementing the plan and tasks within their respective areas of responsibility. We request that functional departments proactively implement and ensure timely completion, especially for key activities.
Heads of units are requested to widely disseminate and implement the Rector's conclusions from the monthly briefing sessions seriously, fully, and on schedule.
The Administrative and General Affairs Department respectfully announces the conclusions of the Rector at the January 2026 work review meeting for the information and implementation of all functional departments and units.
