Development plan up to 2010 and vision to 2020

1.1. Mission

As a leading, prestigious, and long-standing university, the University of Social Sciences and Humanities, Vietnam National University, Hanoi, has the mission of being at the forefront of creating and disseminating knowledge and training high-quality human resources in social sciences and humanities to serve the cause of national construction and development.

1.2. Vision to 2020

1.2.1. Objectives by 2020

The goal is to develop the university into a leading institution in the country for social sciences and humanities, on par with prestigious universities in the region, and to effectively serve the cause of industrialization and modernization of the country.

1.2.1. Development orientation

Focus on building and developing a number of disciplines and specializations to achieve international standards by internationalizing training programs, promoting academic activities, and expanding cooperative relationships with top-tier universities in the region and around the world.

1.3. Medium-term objectives up to 2010

1.3.1. General Objectives

Comprehensively innovate all aspects of operations, rapidly improve the quality of training, and strongly develop the quality and quantity of the staff; continue to expand and improve the effectiveness of scientific research and international cooperation, and build a number of disciplines and specialties to reach international standards.

1.3.2. Specific Objectives

- Innovate and improve the effectiveness of political and ideological education and moral education in schools.

- To create a fundamental shift in the work of building and developing the workforce; focusing on developing leading scientific and technical personnel with high professional qualifications, on par with the region, and approaching international standards.

- Develop several fields and specializations to achieve international standards.

- Expanding and improving the quality and effectiveness of scientific research and international cooperation.

- Implement administrative reforms within the school.

- Construction of the school's new facility in Hoa Lac is underway.

1.4. Guiding principles

- To develop the University of Social Sciences and Humanities (USSH) in accordance with the requirements of socio-economic development, the national strategy for education, training and science and technology development, and the development plan of Vietnam National University, Hanoi (VNU).

- We will utilize all available resources, relying primarily on internal strengths while maximizing the use of external resources to further enhance and expand the school's position both domestically and internationally.

- To develop the school comprehensively and sustainably in all areas, while simultaneously selecting certain disciplines and specializations to invest in and develop to regional and international standards.

1.5. Scale and structure of training at the University of Social Sciences and Humanities

1.5.1. Scale up to 2010

+ University training scale: 17 majors / 15 existing majors (with the addition of Anthropology and Political Science). Total number of students: 9,000, including:

- Full-time university programs: 5,800.

- Non-regular university programs: 1,300.

+ Scale of postgraduate training:

- 27 master's degree programs

- 29 doctoral training programs

- Total number of postgraduate students and doctoral candidates: 1,900 (reaching 21% of the total student body).

1.5.2. Scale by 2015

+ University training scale: 19 majors. Total number of students: 10,400, including:

- Full-time university programs: 6,720

- Non-regular university programs: 1495

+ Scale of postgraduate training:

- 29 master's degree programs

- 30 doctoral training programs

- Total number of undergraduate and postgraduate students: 2185 (reaching 21% of the total equivalent student body)

1.5.3. Scale by 2020

+ University training scale: 20 majors. Total number of students across all programs: 11,500, including:

- Full-time university programs: 7,500.

- Non-regular university programs: 1,470.

+ Scale of postgraduate training:

- 30 master's degree programs

- 32 doctoral training programs

- Total number of undergraduate and postgraduate students: 2,530 (reaching 22% of the total equivalent student body)

NoteThe above figures have all been converted: 1 PhD/Master's student = 1.2 regular full-time students.

2.1. Context and operating environment both internationally and domestically.

2.1.1. Advantages and Opportunities

* International

Globalization is an inevitable trend in the world. Old concepts of education and international exchange are changing. Activities of mutual understanding, scientific exchange, and knowledge sharing are taking place worldwide at a rapid pace. The Vietnamese higher education sector, including the University of Social Sciences and Humanities, is facing a great opportunity to integrate and develop.

* Domestic

Vietnam has joined the WTO, giving it favorable conditions for international integration. Located in a dynamic region of the world today, Vietnam has a high economic growth rate (approximately 7.5% per year) and is one of the world's important hubs for international exchange.

University of Social Sciences and Humanities

As a member of the Vietnam National University, Hanoi, the School is considered a leading and prestigious training and research center in social sciences and humanities in Vietnam, and has been attracting increasing interest and cooperation from training and research institutions both domestically and internationally.

Currently, the University has established cooperative relationships with over 90 foreign partners, including universities, research institutes, cultural and scientific organizations, and international foundations. The University's international cooperation activities and effectiveness in training and scientific research have been highly appreciated by partners both domestically and abroad.

2.1.2. Difficulties and Challenges

* International

Cooperation and competition in higher education, as well as international collaboration, bring both advantages and disadvantages, requiring the university to make significant efforts to develop its internal strengths. Meanwhile, brain drain due to low income and poor working conditions has been and continues to be a major challenge for Vietnamese higher education in general, and the university in particular.

* Domestic

The Vietnamese higher education sector is facing difficult competition and cannot guarantee parity with foreign countries, mainly due to limited funding and infrastructure, and a shortage of internationally qualified lecturers. Old habits from the centrally planned economy era still significantly affect the pace of development and the capacity for international integration of universities.

University of Social Sciences and Humanities

In addition to the general difficulties facing Vietnamese higher education, the University of Social Sciences and Humanities also has its own unique challenges.

Although the school's facilities, classrooms, and financial capacity have improved significantly, they are still insufficient to create an equal playing field for international cooperation and integration. The school has signed numerous cooperation agreements, but their implementation and effectiveness remain low.

The quality of incoming students is not high, and not many talented students aspire to study at the university. Meanwhile, the desire and efforts to improve the quality of education to be on par with regional and international standards are very pressing issues within the university and VNU.

2.2. Current Status of the University of Social Sciences and Humanities

2.2.1. Organizational Structure

(View the organizational chart here.)

2.2.2. Training System

* Level and type of training

- Current levels of education: Undergraduate, master's, and doctoral degrees (the latter two are collectively referred to as postgraduate education).

- Training methods: Two forms (formal and informal).

Training program

The three types of programs correspond to three levels of training:

- University training programs: 16.

- Master's degree programs: 25.

- Doctoral training programs: 28.

* Training scale (academic year 2006 - 2007)

+ University training scale: 16 majors. Total number of students: 8,345, including:

- Full-time university programs: 5,165.

- Non-regular university programs: 1,498.

+ Scale of postgraduate training:

- 25 master's degree programs

- 28 doctoral training programs

- Total number of undergraduate and postgraduate students: 1,682 (reaching 20% ​​of the total converted student population)

(Note(The above figures have all been converted to the number of full-time university students.)

2.2.3. Scientific research organization system

The organizational structure for scientific activities at the school includes:

+ Research centers affiliated with the university.

+ Departments/divisions and research centers affiliated with the faculty.

+ Departments/specialized units within the faculty/department.

In line with the overall development trend of Vietnam National University, Hanoi, the University of Social Sciences and Humanities is gradually building and developing towards a research university, improving the quality of education and serving the socio-economic development needs of the country, primarily by linking scientific research with postgraduate training.

2.2.4. Resources (staff, facilities, funding sources)

Staff (as of July 2007):

- Total number of staff working at the school: 573 people, including full-time staff: 498 (365 lecturers, 5 professors, 48 ​​associate professors, 2 doctors of science, 118 doctors and 147 masters; 73.15% have postgraduate qualifications); lecturers: 444 (77.8% have postgraduate qualifications).

- In addition, the school has also signed contracts to recruit 10 university graduates as lecturers.

Facilities:

+ Main facility at 336 Nguyen Trai: land area 14,094.65 m2, usable area 21,355 m2.

+ Facility 182 Luong The Vinh: Building C3, usable area 1,241.8 m2.

+ Facility B7bis, located in Bach Khoa ward, Hai Ba Trung district: usable area of ​​1,113.4m2.

+ New facility (under construction) in Hoa Lac: 58.4 hectares of land.

* Funding sources:

+ State budget funding.

+ Revenue from tuition fees, other fees, and services.

+ Sources of international aid and cooperation.

3.1. Training high-quality human resources

3.1.1. Key Indicators

- Striving to ensure that by after 2010, the University of Social Sciences and Humanities will have several majors/specializations that meet international standards (Linguistics, History, Literature, Psychology, Organizational Management, International Relations, etc.).

- Increase the scale of high-quality training, international training partnerships, and postgraduate training (postgraduate training should account for approximately 25% of the total equivalent student population).

- By 2010, at least two training programs/majors will meet international standards. By 2020, 60% of training programs/majors will reach regional and international standards.

3.1.2. Main solutions

- Innovate training programs and strengthen the development of textbooks in a way that is up-to-date and integrated with regional and international standards; develop a number of training programs that meet international standards.

- Maintain stable training scale (keep the number of students and training programs at the undergraduate level in a reasonable manner), and develop the scale and quality of postgraduate training.

- Integrate scientific research with training, especially postgraduate training. Promote the application of information technology in training.

- Prepare the conditions for the transition to credit-based training in the 2008-2009 academic year, initially by implementing positive elements in teaching and assessment according to this training method.

- Strengthen the development of learning resource facilities to support credit-based training, meeting regional and international standards.

- Closely coordinate training with enhanced career guidance and job placement services for students.

3.2. Improving the quality and effectiveness of scientific research activities in serving practical needs.

3.2.1. Key Indicators

- Every year, 100% of the university's teaching and research staff have scientific works published.

- From 2015 to 2020, the rate of research papers cited abroad was average compared to universities in Southeast Asia. After 2020, it reached an average level compared to universities in Asia and the world.

3.2.2. Main solutions

- Based on a summary and evaluation of the results of implementing the School's scientific research orientation from 2001 to 2010, develop the School's scientific research orientation until 2020.

- Combining basic research with applied research to serve the socio-economic development needs of the country.

- Create mechanisms and favorable conditions so that all lecturers and scientific staff can lead or participate in research topics and projects. Form research groups (specialized and interdisciplinary) that proactively develop and organize the implementation of large-scale scientific topics and projects.

- Improve the methods for introducing and selecting research topics and allocating research funding to topics and projects.

- Develop several projects to enhance research capacity, and collaborate with various institutions, sectors, and localities to create research and practical training sites for students.

- There should be mechanisms and policies to attract postgraduate students, especially doctoral candidates, to participate in research topics and projects supervised by faculty members.

3.3. Developing the workforce

3.3.1. Key indicators (up to 2010)

- Total staff: 600 people, including 480 lecturers and researchers; 85% of lecturers have postgraduate qualifications, of which 60% hold PhDs or Doctor of Science degrees; 20% hold the titles of Professor or Associate Professor; 100% of lecturers apply advanced teaching and learning methods and can use information technology and foreign languages ​​in their professional activities, of which 15% can teach specialized subjects in a foreign language; over 80% of lecturers participate in or lead research projects.

- Gradually increase the ratio of teaching/research/services from the current 7/2/1 to 5/3/2 after 2015.

3.3.2. Main solutions

- Based on the "Regulations on training, professional development and management of staff and employees in the University of Social Sciences and Humanities" (issued under Decision No. 539 QD/XHNV-TC dated February 13, 2007), develop and implement a plan for recruiting and training qualified lecturers and management staff, with a reasonable scale and a balanced structure in terms of expertise (fields, specialties), qualifications (scientific titles, degrees), age and gender, with continuity and development, and with particular emphasis on creating a pool of leading scientific staff.

- Create opportunities and favorable conditions for faculty and staff to regularly participate in professional activities both domestically and internationally. Implement a system of regular teaching leave to allow lecturers time for self-improvement, learning, research, academic exchange, and enhancement of professional skills and foreign language proficiency.

- Develop and implement policies to attract leading scientists, top experts, and talented young researchers to work at the university.

- Regularly evaluate the performance of officials and employees, linking it to promotion and reward programs.

3.4. Improving the structure of industries and occupations.

3.4.1. Key targets by 2010

- Established the Faculty of Political Science and 3 departments under the university: Social Work, Anthropology, and Classical Chinese Studies.

- Develop and introduce new specialized programs such as: Art Studies (or Theory and Criticism of Theatre and Film)...

- Prepare a plan for the period from 2010 to 2015:

* Establish several collaborative research and training support centers, such as the Center for American Studies, the Center for Community Research and Development, and the Confucius Institute (researching Chinese language and culture).

* Develop and introduce specialized training programs such as Public Administration and subjects related to culture and religion.

3.4.2. Main solutions

- Prepare the necessary personnel and facilities.

- Continue to develop and adjust training programs and the structure of training disciplines; continue to improve the content and training programs of professional fields such as Journalism, Tourism Studies, Archival Studies and Office Management, Information and Library Science, Vietnamese Language, Social Work, etc., basic science fields such as Literature, Philosophy, Linguistics, History, etc., and key fields and fields with high social demand...

3.5. Improving the quality and effectiveness of political work and student affairs.

3.5.1. Key Indicators

- By 2010, 160 party members had been admitted, of which at least two-thirds were students.

- Establish a department to provide career counseling and support for students.

- No students are involved in social vices.

3.5.2. Main Solutions

- To change the perception among faculty, staff, and students throughout the university, viewing political and ideological work as a responsibility for everyone and every unit.

- Promote democracy, strengthen discipline and order, and boost emulation movements to quickly innovate methods and improve the quality of training in the school.

- Innovate the content and methods of political and ideological education; strengthen activities to educate on traditions, patriotism, and civic responsibility through emulation movements, specialized lectures, extracurricular activities, sports, and healthy recreation.

- Improve the quality and effectiveness of career counseling, guidance, and job placement services for students, and establish a network of alumni to support students in their studies, job searching, and the development of the university.

3.6. Expanding and enhancing the effectiveness of international cooperation

3.6.1. Key Indicators

- Implement joint training programs with universities in China, France, Thailand, the United States, South Korea, and Japan; focusing on building cooperative relationships with world-class universities.

- Develop additional projects to support training, collaborative training, and programs to facilitate the exchange of staff and students with universities in Japan, Taiwan, South Korea, Thailand, China, Germany, etc.

- Each year, we implement 2 to 4 international research collaboration projects or workshops.

3.6.2. Main Solutions

- There is an effective operational mechanism in place to promote the initiative and full potential for international cooperation among faculty, professors, and staff members of the university.

- Actively seek scholarship opportunities for staff and students to study and conduct research abroad.

- Proactively seek out suitable partners, prioritizing the identification and establishment of collaborative relationships with universities, international organizations, and large, reputable foundations.

- Maintain existing collaborative training programs and teacher and student exchange programs effectively.

- Develop new collaborative training programs with different scales and formats. Innovate methods and enhance the school's brand promotion externally.

3.7. Strengthen the mobilization and effective use of financial resources; modernize infrastructure.

3.7.1. Key Indicators

- Increase the proportion of supplementary revenue from tuition fees, other fees, and international cooperation to 50% of the total regular operating budget after 2015.

- The facilities have been modernized to be on par with advanced universities in Southeast Asia and East Asia (learning resources, classroom equipment, and offices serving teaching, learning, and scientific research in some fields meet international standards).

- By 2012, 70% of the plan to build the school's new facility in Hoa Lac was completed.

3.7.2. Solutions

- There should be specific mechanisms and regulations to generate revenue from training activities, scientific research, services, and international sponsorships (joint training programs domestically and internationally, implementation of research projects, sponsorships, and aid from foreign organizations and individuals, etc.).

- Develop regulations for the effective management and utilization of allocated autonomous funds.

- Focus all resources on ensuring the construction of the school's new facility in Hoa Lac proceeds on schedule.

- Invest adequate funds in compiling and printing textbooks and lecture materials, modernizing teaching equipment, and innovating teaching methods to improve the quality of training and standardize all aspects of the school's operations.

4.1. Effectiveness of plan implementation

- The implementation of the University of Social Sciences and Humanities' development plan until 2010, with a vision to 2020, will impact all areas of the university's activities, contributing to the rapid internationalization of the university's programs and training quality.

- The solutions in this plan are unified and synchronized, aiming to develop the university into a research university, enhancing its competitiveness and professional quality compared to other universities in the region and around the world.

4.2. Impact of Plan Implementation

- To strengthen the position of the University of Social Sciences and Humanities, ensuring and maintaining its leading position in the country in terms of training and research quality in social sciences and humanities, and expanding the university's prestige and influence in the region and internationally.

- Strengthen the interconnectedness and coordination among units within the university, creating the best conditions for the development of each unit, especially in international exchange and cooperation, building and training a team of scientific staff, and improving the living standards of staff and employees.

- Annually, based on this plan, the school develops specific work plans.

- Based on the school's plan, each unit develops and finalizes its own long-term, medium-term, and short-term (annual) plans and organizes their implementation.

- The school and its units should proactively strengthen and seek new partners in cooperation and collaboration to maximize the capabilities of their staff and faculty.

- Strengthen inspection and supervision of plan implementation. Annually conduct reviews and evaluations of plan implementation results; by 2010, evaluate the implementation of phase I and develop a plan for the next phase.

***

This plan has been finalized based on feedback from the Science and Training Council, heads of units, leaders of mass organizations, and all staff and employees of the school, and will be reviewed and adjusted after 5 years of implementation.