university governance practiced at vnu university of ... · university governance has become more...

University governance practiced at VNU University of Engineering

and Technology

Nguyen Ngoc Binh, Nguyen The Hien

Nguyen Viet Ha, Nguyen Linh Trung

Global Education Dialogues – The East Asia Series 26-27 November 2013, Ho Chi Minh City, Vietnam

from Burton Clark to self-reliance

Burton Clark’s triangle

• Burton Clark’s triangle (1983): Forces from the STATE and the MARKET that influence the higher education system

State

Market

Academic Oligarchy

11/29/2013 2 Global Education Dialogues – East Asia

Universities in different countries

• Trajectory depends on the status of the social-economic environment of the country

11/29/2013 Global Education Dialogues – East Asia 3

State

Market

Academic Oligarchy

US

NL UK

Spain

China

Trajectory of university development

• Oligarchic university – elite, a world by itself

• Democratic university

– mass education

• Bureaucratic university

– cutbacks, control

• Professional university – globalization, integral

management


State

Market

Academic Oligarchy

NL democratic

bureaucratic

professional

University governance in Vietnam

• The term “governance” is rather new; in reality some aspects have been practiced

• With increasing internationalization and globalization, university governance has become more important

• University:

• an organic component of the socio-economic environment

• Has mission to transfer/develop knowledge at the top level

• Research: an important criterion to distinguish a university from any other educational institutions


VNU Hanoi


MOET VNU Hanoi

VNU HCMC

Univ. Univ. Univ. Univ. Univ. Univ. … … …

HUST, USTH, FTU, HMU, FU, VCU, … HUS, HUSS, ULIS, UET, … HCMUT, HCMUS, …

Supervision Direct Management

Indirect Management Integration

University of Engineering and Technology


Uni. of Social

Sciences &

Humanity

Uni. of Natural

Sciences

Uni. of Foreign

Languages &

Int’l studies

Uni. of

Engineering &

Technology

(UET)

Uni. of

Education

Faculty of Law

Institute of

Information

Technology

Uni. of

Economics &

Business

Research &

service centers

UET mission

• Conduct education and training and to foster talents, providing high-level high-quality human resources at all higher-education levels;

• Conduct research on development and application of advanced sciences and technologies based on a strong information and communication technology background;

• Pioneer approach regional and international higher-education standards;

• Contribute effectively to the development of the country economy and society

• Slogan: A place for creativity to grow


Integrated environment at UET


Education

Proper

Research

Active

Collaboration

Open/friendly

Administration/management

Modern

Living/working

Humanity-enriched

Proper education environment

- Develop a balanced size (students, programs) in line with the purpose of a research-oriented university: current 600 undergraduates, 400 postgraduates, 12 students/staff

- Continue to develop new academic programs that supplement what we are having now with the focus on the competence of UET: just completed academic planning for 2014-2020 (new programs to develop)

- Continue to develop the competence to greater level: faculty of Information Technology to become “international” faculty

- Achieve quality standards: AUN, CDIO

- Dialogues between students and professors are given each semester


Active research environment

• Budget ratio for teaching – research – service: 5/3/2 (current: 6/3/1, $4000 /staff)

• Establish advanced research laboratories for carrrying out advanced research topics: Smart Integrated System lab , Micro-Nano lab

• Establish strong research groups toward international level: research group on bioinformatics

• Strong support for research development: grant proposal applications at all levels, organizing international conferences (ATC, KSE, ICDV, ICEMA, RIVF, PRICAI/PRIMA, SEFM, ATVA); developing high-quality journals (JEC, ICT); technological products;

• Research requirement: 1 publication per academic staff per year (current: 1.6)


Open and friendly environment for collaboration

• National: – Encourage to follow university – research institute – enterprise model

of collaboration: UET – Institute of Mechanics – Industrial Machinery and Instruments Holding, Electro-Mechanic Engineering undergraduate program

• International: – Establish joint lab with Toshiba on Software engineering

– Establish an IBM center of excellence (first in ASEAN)

– Joint training: University Paris 11, JAIST, …

– Encourage academic staff to collaborate with do international research projects: Panasonic, NEC, SUPELEC, …

– Welcome and support international professors to work with UET: give lectures, sit in defense committee, or co-supervise PhD students


Modern environment for administration and management

• Create open working space across different functional departments

• One-gate policy for students: Division for Student Affairs

• Transparency: all daily in-out documents are uploaded to intranet

• Free internet access for all students/staff

• ISO-based working procedures

• Regular dialogues between students and rector board: twice a year

• Established Center for teaching quality assurance, Centre for Transfer of Service and Knowledge


Living and working environment of enriched humanity

• Democracy: All developments in the university are always discussed at different levels, decisions are made collectively

• Promote staff equality: incomes of all staff are transparent for equality evaluation and for discussions for increasing incomes

• Staff caring: All staff can meet and discuss the Rector at anytime


Staff development

• The development of the 5 components for our integrated environment are realized thanks to clear goals in staff development policies

• Top bachelor graduates are contracted as tenure-track staff and always supported for PhD studies

• All newly recruited young PhDs are given early-career research grants

• Various supports to staff for advancing to senior levels

• Current figures (after 10 years): 75% PhDs, 25% associate/full professors


… Self-reliance approach

• Current trend in university governance: toward autonomy

• The degree of autonomy at UET (and VNU) is increasing but slowly

• UET’s goal: developing research-oriented university

• Our approach: self-reliance (rather than autonomy) => develop the integrated environment with consistency.

• Example of consistency: VNU funds “strategic mission” programs to be implemented as projects. We implemented as “regular” programs so as to distribute the funds across different developments (staff, infrastructure, teaching, research, collaboration) and integrate also other resources of funding (TRIG)


Where is the UET heading to?

• “Virtually” shifting toward the centre of the Clark’s Triangle

– Academic: provide high-level academic training and advanced/focused research

– State: develop high-technology directions prioritized by the government

– Market: cooperate with the industry for knowledge and technology transfer


State

Market

Academic

Oligarchy

NL

State

Market

Academic

Oligarchy

UET

Acknowledgments

Special thanks to:

- British Council for giving us the opportunity to present our university at GED

- Prof. Willem Mattens from Maastricht University (the Neitherlands) for introducing us to the Triangle of Burton Clark


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