1.1. Mission
As a key, leading university with prestige and long-standing tradition, the University of Social Sciences and Humanities, Vietnam National University, Hanoi has the mission of taking the lead in creating, disseminating knowledge and training high-quality human resources in social sciences and humanities, serving the cause of national construction and development.
1.2. Vision to 2020
1.2.1. Goals by 2020
To build the school into a leading university in the country in social sciences and humanities, on par with prestigious universities in the region, effectively serving the cause of industrialization and modernization of the country.
1.2.1. Development orientation
Focus on building and developing a number of majors and specialties to reach international standards on the basis of internationalizing training programs, promoting academic activities and expanding cooperative relations with high-class universities in the region and around the world.
1.3. Medium-term goals to 2010
1.3.1. General objectives
Comprehensively innovate all aspects of activities, rapidly improve training quality, strongly develop the quality and quantity of staff; continue to expand and improve the effectiveness of scientific research and international cooperation activities, build a number of industries and specialties to reach international standards.
1.3.2. Specific objectives
- Innovate and improve the effectiveness of political and ideological education and ethics in schools.
- Create a fundamental change in the work of building and developing the staff; focus on developing a team of leading, industry-leading scientific staff with high professional qualifications, on par with the region, approaching international standards.
- Building a number of industries and specialties to reach international standards.
- Expand and improve the quality and effectiveness of scientific research and international cooperation.
- Implement administrative reform in schools.
- Deploying construction of the school's new facility in Hoa Lac.
1.4. Guiding viewpoint
- Develop the University of Social Sciences and Humanities (USSH) in accordance with the requirements of socio-economic development, the country's education and training and science and technology development strategy and the development plan of Vietnam National University, Hanoi (VNU).
- Promote all resources, mainly rely on internal resources, make the most of external resources to continue to improve and expand the school's position domestically and internationally.
- Comprehensively and firmly develop the school in all fields, while combining the selection of a number of industries and specialized fields of investment and construction to reach regional and international standards.
1.5. Scale and training structure of the University of Social Sciences and Humanities
1.5.1. Scale by 2010
+ University training scale: 17 majors/15 existing majors (opening more majors of Anthropology and Political Science). Total number of students: 9,000, including:
- Full-time university: 5,800.
- Non-formal university: 1,300.
+ Postgraduate training scale:
- 27 master's training majors
- 29 doctoral training majors
- Total number of master's students (HVCH) and doctoral students (NCS): 1,900 (reaching 21% of total converted students)
1.5.2. Scale by 2015
+ University training scale: 19 majors. Total number of students: 10,400, including:
- Full-time university: 6,720
- Non-formal university: 1495
+ Postgraduate training scale:
- 29 master's training majors
- 30 doctoral training majors
- Total number of HVCH and NCS: 2185 (reaching 21% of total converted students)
1.5.3. Scale by 2020
+ University training scale: 20 majors. Total number of students of all systems: 11,500, including:
- Full-time university: 7,500.
- Non-formal university: 1,470.
+ Postgraduate training scale:
- 30 master's training majors
- 32 doctoral training majors
- Total number of HVCH and NCS: 2,530 (reaching 22% of total converted students)
Note: The above figures have been converted: 1 PhD student/HVCH = 1.2 full-time students.
2.1. International and domestic operating environment and context
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 and knowledge exchange are taking place in the world at a great speed. Vietnam's higher education sector, including the University of Social Sciences and Humanities, is facing a good opportunity to integrate and develop.
* Domestic
Vietnam has joined the WTO, creating favorable conditions for international integration. Located in a dynamic region of today's world, Vietnam has a high economic growth rate (about 7.5%/year) and is one of the important international exchange hubs in the world.
* University of Social Sciences and Humanities
As a member of VNU, the University is considered the leading prestigious training and research center in social sciences and humanities in Vietnam, and has been attracting increasing cooperation interest from domestic and foreign training and scientific research institutions and organizations.
Currently, the University has established cooperative relationships with more than 90 foreign partners, including universities, research institutes, cultural and scientific organizations and international funds. The activities and effectiveness of international cooperation in training and scientific research of the University have been highly appreciated by domestic and foreign partners.
2.1.2. Difficulties and challenges
* International
Cooperation and competition in higher education, international cooperation bring both advantages and difficulties, requiring the University to make great efforts to develop its internal strength. Meanwhile, the phenomenon of brain drain due to low income and poor working conditions has been and is a big challenge for Vietnamese higher education in general and the University in particular.
* Domestic
Vietnam’s higher education sector is facing a difficult competitive situation, unable to ensure equality with foreign countries, mainly due to limited financial conditions and facilities, and a lack of internationally qualified lecturers. Old habits from the subsidy period still have a significant impact on the speed of development and the capacity for international integration of schools.
* University of Social Sciences and Humanities
In addition to the common difficulties of Vietnam's higher education system, the University of Social Sciences and Humanities also has its own difficulties and challenges.
Although the school’s facilities, rooms, and financial capacity have been improved, they are not enough to create equality in international cooperation and integration. The school has signed many cooperation documents, but the implementation and effectiveness of cooperation are still not high.
The quality of student input is not high, there are not many good students who wish to enter the school, while the desire and effort to improve the quality of training to regional and international standards is a very fierce challenge in the School and VNU.
2.2. Current status of the University of Social Sciences and Humanities
2.2.1. Organizational structure
(View Organizational Chart here)
2.2.2. Training system
* Level and type of training
- Current training levels: University, master's and doctorate (the latter two levels are collectively called postgraduate training)
- Training form: Two forms (formal and non-formal).
* Training program
The three types of programs correspond to three levels of training:
- University training programs: 16.
- Master's training programs: 25.
- Doctoral training programs: 28.
* Training scale (school year 2006 - 2007)
+ University training scale: 16 majors. Total number of students: 8,345, including:
- Full-time university: 5,165.
- Non-formal university: 1,498.
+ Postgraduate training scale:
- 25 master's training majors
- 28 doctoral training majors
- Total number of HVCH and NCS: 1,682 (reaching 20% of total converted students)
(Note: The above figures have been converted to the number of full-time university students.
2.2.3. Scientific research organization system
The organizational structure of scientific activities at school includes:
+ Research centers under the school.
+ Faculties/departments and research centers under the faculty.
+ Departments/professional groups under the affiliated faculty/department.
In the general development trend of VNU, the University of Social Sciences and Humanities is gradually building and developing in the direction of a research university, improving training quality and serving the requirements of socio-economic development of the country, first of all, linking scientific research with postgraduate training.
2.2.4. Resources (staff, facilities, funding sources)
o Staff (as of July 2007):
- Total number of staff working at the school: 573 people, of which permanent staff: 498 (365 teachers, 5 professors, 48 associate professors, 2 doctors of science, 118 doctors and 147 masters; 73.15% have postgraduate degrees); lecturers: 444 (77.8% have postgraduate degrees).
- In addition, the school also signed a contract to create a source of lecturers with 10 bachelors.
* 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 in Bach Khoa ward, Hai Ba Trung district: usable area 1,113.4m2.
+ New facility (under construction) in Hoa Lac: 58.4 hectares of land.
* Funding sources:
+ State budget source.
+ Revenue from tuition, fees, services.
+ International aid and cooperation.
3.1. Training high quality human resources
3.1.1. Main indicators
- Strive so that after 2010, the University of Social Sciences and Humanities will have a number of majors/specializations that reach international standards (Linguistics, History, Literature, Psychology, Organizational Management, International Relations...).
- Increase the scale of high-quality training, international training links and postgraduate training (graduate training reaches ~ 25% of the total number of converted students).
- By 2010, there will be at least two training majors/specializations that meet international standards. By 2020, 60% of training majors/specializations will meet regional and international standards.
3.1.2. Main solutions
- Innovate training programs and promote the compilation of textbooks in the direction of updating and integrating regionally and internationally; build a number of training programs that reach international standards.
- Maintain stable training scale (keep the number of students and training majors at university level reasonable), 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 conditions to switch to credit-based training in the 2008-2009 school year. First of all, apply positive elements in teaching, testing and evaluation according to this training method.
- Strengthen the construction of learning facilities serving credit-based training that meet regional and international standards.
- Closely coordinate training with enhancing career orientation and job placement for students.
3.2. Improve the quality and practical effectiveness of scientific research activities
3.2.1. Main indicators
- Every year, 100% of the school's teaching and research staff have published scientific works.
- From 2015 to 2020, the rate of research works cited abroad reached the average level compared to universities in the Southeast Asian region. After 2020, it reached the average level compared to universities in the Asian region and the world.
3.2.2. Main solutions
- Based on the summary and evaluation of the results of the implementation of the School's Scientific Research Orientation for the period 2001 - 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 for all lecturers and scientists to preside over or participate in research topics and projects. Form research groups (specialized and interdisciplinary), proactively develop and organize the implementation of large-scale scientific topics and projects.
- Improve the method of introducing, selecting research topics and allocating research funding for topics and projects.
- Develop a number of projects to enhance research capacity, cooperate with a number of facilities, industries, and localities to serve as research, practice, and internship locations for students.
- Have mechanisms and policies to attract postgraduate students, especially doctoral students, to participate in research topics and projects of their supervisors.
3.3. Staff development
3.3.1. Key indicators (by 2010)
- Total number of staff: 600 people, including 480 lecturers and researchers; 85% of lecturers have postgraduate degrees, of which 60% have PhD, Doctor of Science degrees; 20% have the title of Professor, Associate Professor; 100% of lecturers apply advanced teaching and learning methods and can use information technology and foreign languages in professional activities, of which 15% can teach in foreign languages; over 80% of lecturers participate in or preside over research topics and projects.
- Gradually increase the ratio of teaching/scientific research/service from the current 7/2/1 to 5/3/2 after 2015.
3.3.2. Main solutions
- Based on the "Regulations on training, fostering and management of cadres and civil servants 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 to recruit and train qualified lecturers and managers, with a reasonable scale and a synchronous structure in terms of expertise (field, major), qualifications (scientific title, degree), age and gender, with inheritance and development, in which special attention is paid to creating a source of leading and leading scientific staff.
- Create opportunities and favorable conditions for staff to regularly participate in professional activities at home and abroad. Implement a regular teaching leave regime so that lecturers have time to improve, study, conduct scientific research, exchange academic knowledge and improve professional qualifications and foreign languages.
- Develop and implement policies to attract leading scientists, leading experts, and talented young staff to work at the school.
- Periodically evaluate the performance of staff, closely linked to promotion and reward work.
3.4. Perfecting the industry structure
3.4.1. Key targets by 2010
- Established the Faculty of Political Science and 3 departments under the school: Social Work, Anthropology and Han Nom.
- Develop programs and introduce training in a number of new majors such as: Art Studies (or Theatre - Cinema Theory and Criticism) ….
- Prepare a plan for the period 2010 to 2015:
* Establish a number of research centers to coordinate and support training, such as the Center for American Studies, the Center for Community Research and Development, and the Confucius Institute (research on Chinese language and culture).
* Develop programs and include specialized training such as Administrative Studies, subjects in the fields of culture and religion.
3.4.2. Main solutions
- Prepare human resources and facilities.
- Continue to develop and adjust training programs and training structure; continue to improve the content and training programs of professional majors such as Journalism, Tourism, Archival and Office Administration, Information - Library, Vietnamese, Social Work..., basic sciences such as Literature, Philosophy, Language, History... and key majors, majors with high social demand...
3.5. Improve the quality and effectiveness of political work and student work
3.5.1. Main indicators
- By 2010, 160 party members were admitted, of which at least 2/3 were students.
- Establish a department to advise and support students in finding jobs.
- No students have social evils.
3.5.2. Main solutions
- Change the awareness of cadres, civil servants and students of the whole school, considering political and ideological work as the task of everyone and every unit.
- Promote democracy, strengthen discipline and order, and promote emulation movements to quickly innovate methods and improve training quality in the School.
- Innovate the content and methods of political and ideological education; strengthen traditional education activities, patriotism and sense of civic responsibility through emulation movements, professional lectures, extracurricular activities, sports and healthy entertainment.
- Improve the quality and effectiveness of counseling, career guidance, job introduction for students, establish a network of alumni of the school... to support students in studying, finding jobs and building the school.
3.6. Expand and enhance the effectiveness of international cooperation
3.6.1. Main indicators
- Implement joint training programs with universities in China, France, Thailand, the United States, Korea, and Japan; focus on building cooperative relationships with world-class universities.
- Develop more training support projects, training linkages, and staff and student exchange support programs with universities in Japan, Taiwan, Korea, Thailand, China, Germany, etc.
- Each year, implement 2 to 4 international research cooperation projects or conferences.
3.6.2. Main solutions
- Have an effective operating mechanism to promote the initiative and potential for international cooperation of lecturers, professors and staff in the school.
- Actively seek scholarships for staff and students to study and research abroad.
- Actively seek suitable partners, prioritize searching and building cooperative relationships with universities, international organizations, and large, reputable funds.
- Maintain existing training cooperation and teacher and student exchange programs.
- Develop new joint training programs with different scales and forms. Innovate methods and increase promotion of the school's brand to the outside.
3.7. Strengthening the mobilization and effective use of funding sources; modernizing facilities
3.7.1. Main indicators
- Increase the proportion of additional revenue from tuition, fees, and international cooperation to 50% of total regular operating expenses after 2015.
- Modernized facilities on par with advanced universities in Southeast Asia and East Asia (learning materials, classroom equipment, 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 will be completed.
3.7.2. Solutions
- Have specific mechanisms and regulations to generate revenue from training activities, scientific research, services, international funding (domestic and international training linkages, implementation of research topics and projects, funding, aid from foreign organizations and individuals...)
- Develop regulations to manage and effectively use autonomously allocated funding sources.
- Focus all resources to ensure the construction progress of the school's new facility in Hoa Lac.
- Invest appropriate funds in compiling and printing textbooks and lectures, modernizing teaching equipment, and innovating teaching methods to improve training quality and standardize all aspects of school operations.
4.1. Effectiveness of plan implementation
- The implementation of the development plan of the University of Social Sciences and Humanities until 2010, with a vision to 2020, will impact all areas of the school's activities, contributing to the rapid internationalization of the school's training programs and quality.
- The solutions in this plan are unified and synchronous in order to develop the school towards a research university, improving competitiveness and professional quality compared to other universities in the region and the world.
4.2. Impact of plan implementation
- Strengthen the position of the University of Social Sciences and Humanities, ensure and maintain the country's leading position in training quality and research in social sciences and humanities, expand the school's reputation and influence in the region and internationally.
- Strengthening the connection and cohesion between units in the school, creating the best conditions for units to develop, especially in international exchange and cooperation, building and training a team of scientific staff, improving the lives of staff and civil servants.
- Every year, based on this plan, the school organizes the development of specific work plans.
- Based on the school's plan, units develop and complete their long-term, medium-term, and short-term (annual) plans and organize their implementation.
- The school and units proactively strengthen and seek new partners in cooperation and association to maximize the capacity of the staff.
- Strengthen inspection and supervision of plan implementation. Annually organize a preliminary review and evaluation of plan implementation results; by 2010, organize an evaluation of the implementation of phase I plan and develop a plan for the next phase.
***
This plan has been completed based on the comments of the Science and Training Council, heads of units, leaders of mass organizations and all officers and employees in the school and will be reviewed and adjusted after 5 years of implementation.
Author:admin
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