G1_00172 "BUILDING DEVELOPMENT STRATEGIES FOR ELECTRIC POWER UNIVERSITY IN THE PERIOD 2010-2015" “XÂY DỰNG CHIẾN LƯỢC PHÁT TRIỂN TRƯỜNG ĐẠI HỌC ĐIỆN LỰC GIAI ĐOẠN 2010-2015” GRIGGS UNIVESITY GLOBAL ADVANCE MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT “BUILDING DEVELOPMENT STRATEGIES FOR ELECTRIC POWER UNIVE
The implementation of training activities at EPU in 2009
Table 2.5 Student enrollment activities in 2009
Form of training Targeted No Actual No Rate
Linkage in-service university level 100 112 112
In 2009, the enrollment activities were well organized, ensuring safety and following current regulations properly
Student enrollment at secondary technical level, vocational college level, secondary vocational level were low, did not reach the targeted norms
The total training specialties which are provided by the school include:
- University level: 11 majors (Power system, Thermal power, Automation technology, Information technology, Mechanical engineering, Mechatronics, Electronics telecommunications, Power management, Accounting - Audit, Finance - Banking, and Business administration)
- College level: 12 majors (Power system, Thermal power, Automation technology, Information technology, Mechanical engineering, Mechatronics, Electronics telecommunications, Power management, Automation, Accounting - Audit, Finance - Banking, and Business administration)
At the secondary technical level, the plan was to offer five majors—Power System, Thermal Power, Automation Technology, Information Technology, and Automation—but in practice four majors were implemented: Power System, Thermal Power, Automation Technology, and Information Technology.
- Linkage programs from college level to university level: 8 majors (Power system, Thermal power, Automation technology, Information technology, Electronics telecommunications, Accounting - Audit, Finance - Banking, and Business administration)
- Linkage programs from secondary technical level to college level: 5 majors (Power system, Thermal power, Automation technology, Hydro power, and Accounting)
Besides, EPU also offer vocational college training courses for businesses in pursuance of the norms from the General Department of Vocational Training
- Flow of students: 8,026 students; 93 classes
- Total standard teaching periods: 47,355 periods
- Number of actual and concurrent teaching periods: 117,518 periods
- Number of exceeded teaching periods: 70,163 periods
Advanced and professional training to improve professional skills for lecturers and employees of the school in 2009:
- In education: Research candidates: 05 people; Graduate candidates: 05 people
- Professional short-term training (oversea and local): 180 people
Analysis of the data reveals a shortage of human resources at the university in both quantity and quality As student enrollment and the volume of specialized classes have risen rapidly, preserving training quality requires EPU to prioritize the development of young teaching staff to meet current training needs and support the school's ongoing development.
Analysis of strategic issues and management at Electric Power 00.) 7
BUILDING STRATEGIES FOR EPU IN THE PERIOD 2010-2015
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Build and strengthen the school’s brand by making quality training and educational research the core pillars of promotion Align all staff and students behind a shared, school-wide goal to achieve excellence across teaching, learning, and student outcomes, using this collective drive as the foundation for outreach Promote the school through appropriate media channels, showcasing evidence-based results and high-quality programs to raise visibility, attract partners, and engage the community.
Associate closely with the community and partners: Maintain relationships with traditional partners Maintain, stabilize and expand market on the basis of respect for mutual interests and benefits
Actively expanding international cooperation, the school will start with ASEAN partners and progressively extend engagement to developed countries in Europe and around the world These international partnerships are designed to strengthen staff training, broaden cross-border linkages, and generate additional revenue for the school By building capacity through global collaboration, joint programs, and research initiatives, the school will enhance its competitive position and create sustainable growth through international relations.
3.3.5 Development strategy on human resources: a) Development objectives of human resources:
Prioritize faculty development to build a high-quality, large teaching staff who excel in both theory and practice, possess strong foreign-language skills to access modern knowledge, and actively undertake teaching and scholarly research, aligning with the standards of world-class universities This approach emphasizes continuous improvement in teaching quality and research output while reinforcing educators’ ethical character, sense of responsibility, and unwavering dedication to education.
The school should establish clear standards for both faculty and students and use them to drive talent development, cultivating capable and principled young professionals who can ensure succession and support sustained growth, ultimately helping to achieve the school's strategic goals.
Develop lecturers and staffs in the areas of training and scientific research, striving to achieve adequate levels regionally and internationally b) Demand for human resources:
By 2015 it is expected to have about 500 lecturers and 1,000 qualified lecturers in 2020, including:
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- About 50 Professors and Associate Professors
From 2012, EPU is eligible to provide Master training;
From 2015, EPU is eligible to provide Doctoral training;
By 2020, at least 50% of staffs, teachers can directly lecture in English;
By 2020, around 5~10% of overseas lecturers are invited for teaching c) Strategy in utilization of human resources:
Strategically organize human resources and, when necessary, augment staffing to maximize the efficient use of staff and civil servants Assign duties according to each person’s abilities, and foster an environment that enables every employee to develop and leverage their strengths for optimal performance.
Standardize staff and faculty; improve their expertise, foreign language, computer science
Implement policies to attract talents such as working environment, promotion opportunities, high income while invest money to select young staff, lecturers for local and overseas Master and Doctoral training
Have annual review and supplement additional staffs who have good expertise and achievements in training and research activities to the list of participating in training courses
Develop and implement an effective recruitment plan aligned with development and training needs, with strong collaboration between the school and relevant departments This plan should enable the successful delivery of training programs for staff and lecturers to meet the standards prescribed by the Ministry of Education and Training.
Construct proposal plan to develop and use human resources for each stage of the development strategy to achieve the most optimal and effective performance d) Solutions for human resource development:
Construct development proposal and use of staff, lecturers in the period from
2010 to 2015, striving to achieve the equivalent level of the region and the world
Always improve professional ethics; facilitate learning, foster professional knowledge, pedagogical skills and legal knowledge for lecturers and staff
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To fully exploit human resources with high quality from the outside, visiting lecturers; Plan to use effectively teaching staff
Continue to evolve our recruitment mindset by prioritizing the acquisition of high-caliber candidates—doctorate and master’s degree holders—from diverse sourcing channels to bolster our teaching staff We will complete the recruitment process for lecturers and management staff, ensuring efficient talent acquisition and placement of capable professionals across academic and administrative roles.
Improve the capacity of working for teaching and researching team through international cooperation by the school's budget and other funding sources
Find fund from domestic and abroad projects; actively finding funds to support scholarships for sending young lecturers to study and do scientific research locally and abroad;
We will strengthen administrative capability and elevate staff-management expertise across information technology, foreign languages, and general management by planning and delivering periodic training programs for staff and lecturers, designed to boost working effectiveness and cultivate a positive, collaborative organizational culture in compliance with democratic regulations and in accordance with the Ministry of Education and Training guidelines.
Actively allocate funds and establish favorable mechanisms and policies to implement the guidelines of staff training Set up a good treatment policy for capable and enthusiastic staff
To enhance teaching quality, establish plans and practical methods to evaluate teaching activities, with a focus on adopting new teaching methods and robust assessment approaches for learners’ results The 3.3.6 Development strategy for material-technical facilities outlines the development objectives for technical facilities, aiming to upgrade infrastructure, equipment, and learning resources to support innovative pedagogy and accurate assessment of student performance.
Expand premises and infrastructure rapidly, and carry out construction expeditiously to ensure modern, high-quality facilities and an environment supportive of teaching, researching, working, learning, and living By accelerating the consolidation of dispersed teaching, learning, researching, and working locations, this effort creates a cohesive, well-equipped campus that enables efficient operation and a superior educational experience.
Develop modern facilities and technical resources that are consistent with the scale and characteristics of training and scientific research, ensuring efficient use and keeping pace with advances in science and technology b) The development targets for technical facilities focus on upgrading infrastructure, expanding capacity for teaching and research, improving reliability and accessibility, and promoting sustainable use to support ongoing innovation.
By 2015, EPU must have 50-100 classrooms;
By 2020, EPU must have at least 200 classrooms;
Among these classrooms, experimental rooms and laboratory occupied 25% Annual plans to modernize and upgrade the laboratories; from 2015 EPU must have plans to construct key laboratories at national level
From 2010, EPU is required to step by step introduce, and then increase gradually the proportion of technical equipment which are designed and manufactured by Faculties themselves, for training
Build up dormitory for students to satisfy from 55 to 65% of the students’ needs;
Facilities include dedicated computer rooms and language laboratories to support required training in computing and foreign language practice Computer labs are fully equipped with specialized simulation software for scientific research activities and academic writing, ensuring students have hands-on access to the tools they need for research, lectures, and project work All classrooms feature multimedia projectors and internet-connected computers to enable interactive lessons, online resources, and seamless digital collaboration.
Implement a comprehensive internal communications network that links the office building and the dormitory, with wireless networks in both locations to extend the reach and speed of information exchange This internal network ensures sufficient bandwidth and stable connectivity for accessing and sharing internal information across offices, while maintaining reliable Internet access.
Construct and complete the electronic library system to provide a modern, searchable digital collection and ensure a sufficient number of Internet-connected computers so lecturers and students can efficiently search documents The plan also outlines solutions for the development of technical facilities, including upgrading hardware and networking infrastructure, expanding reliable Internet access, and integrating digital resources to support seamless information retrieval and learning.
To advance the school’s land project, we will boost capacity and resources, with a strong emphasis on recruiting and developing human resources for the management board and for the Plan–Finance and Administration–Equipment Office to plan, finance, administer, and deploy existing projects At the same time, we will actively search for new projects to support EPU’s development, ensuring a steady pipeline of initiatives aligned with strategic goals.
Focus strongly on accelerating the construction of the third campus of the school in Ho Chi Minh by searching and calling for financial support to fund the project
Deployment and control of development strategies at EPU
3.4.1.Action program of strategy implementation:
3.4.1.1 Program perfect organization and improve efficiency management:
PDF Compressor Free Version | — a) Strengthening the management, building operating capacity:
Develop innovative methods and a robust management model to improve school performance while aligning with labor market needs and training qualified personnel By 2015, transform the institution into a model university featuring faculty, research institutes, and affiliated companies, creating an ecosystem that supports academic excellence, industry collaboration, and workforce readiness.
The school will develop and improve its rules and regulations management to ensure clear governance and compliance It will strengthen apparatus management by implementing decentralization across both field operations and departments, clearly defining the management functions of each unit and establishing appropriate management levels within a framework of decentralization, autonomy, and self-responsibility A robust reporting mechanism will be put in place, together with systematic monitoring, evaluation, and testing to ensure accountability and continuous improvement throughout the institution.
Foster management autonomy and drive modernization within a compact, efficient framework Empower subsidiaries to act with initiative and creativity, while strengthening overall capacity through coordinated development activities Align organizational structures and processes to maximize the efficiency of investments and the allocation of development resources, enabling faster execution and sustainable growth.
Capacity building managers, standardized staff management Towards the implementation of ISO 9001-2000 in all management activities of the school in
Build and develop information system management; technology applications and modern management system
Computerize all management activities of the school by 2012 b) Complete training institutions:
Improve the quality of training;
Exploit laboratories and teaching equipment
3.4.1.2 Program to improve institutions and policies:
Continue to leverage policies and national institutions that foster the development of the field, with a focus on the autonomy and self-responsibility required to carry out implementation tasks, a robust organizational structure, adequate staffing, and clear internal financial regulations to govern spending.
Policy strategies will be designed around the field’s priority areas to drive the development of domestic resources while promoting personal development within the legal framework This approach emphasizes targeted investment in key sectors, leveraging domestic assets, and ensuring all growth occurs in compliance with applicable laws By aligning resource development with individual capacity-building, the plan supports sustainable progress and strengthens the overall policy ecosystem.
Improve the system of document management, which ensure the consistency and coordination of units in management, training, scientific research and international cooperation
Organizations should align with state regulations and institutionalize the relevant rules, regulations, and policies to support the implementation of internal procedures, processes, and systems across work activities This includes governance of recruitment, examinations, assessments, inspections, testing, appointment policies, performance management, rewards, and disciplinary measures By embedding these standards into daily operations, institutions achieve regulatory compliance, transparent decision-making, and efficient, accountable management of human resources and organizational processes.
Promptly establish regulations governing the organization and operation of the school, along with clear, transparent criteria for recruiting teaching staff and other personnel Appoint managers in accordance with their positions, and implement training and retraining provisions to enhance the school's management capacity and the professional capabilities of its staff during 2010–2015.
Develop fair, transparent performance mechanisms that recognize and reward the contributions of staff and faculty, encouraging them to apply their capabilities and drive organizational outcomes These systems should be aligned with the facilities and resources available, ensuring that individual effort translates into measurable impact Implement clear performance indicators that serve as evaluation criteria, guiding performance reviews, professional development, and informed decisions about rewards and career progression.
We will develop and continually improve policies that protect the rights of staff and faculty and promote participatory governance, empowering managers, faculty, and staff to contribute ideas within the school's strategic plans and ownership guidelines This collaborative approach, anchored in environmental democracy, ensures inclusive decision-making, transparent processes, and alignment with institutional priorities.
Pay attention to recommendations to State policies, policies to attract staff science and technology well, promising the implementation of preferential policies in study, and training at home and abroad
Construct regulations on labor norms, scientific research to be completed in
2009 for the period of 2010-2015 Establish appropriate mechanism to exchange officials and lecturers for advanced training at home and abroad (2015)
3.4.1.3 Development program for training programs:
PDE Compressor Free Version supports a robust curriculum development strategy that builds and gradually refines school training systems across regular and irregular programs and at both university and college levels, including regular university curricula as standard Each year the school conducts an annual review and adjusts training programs based on input from internal and external stakeholders and benchmarking against comparable programs, with the aim of removing outdated content, introducing new knowledge, and progressively standardizing both regular and non-regular training offerings to ensure quality and relevance for students.
Develop program framework and program details: 20 specialties at university level and 15 specialties at college level, 9 specialties at secondary professional training level;
- Technical workers to Secondary professional level: 9 specialties
- Secondary Professional to College level: 9 specialties
- College to University level: 16 specialties
On the basis of existing international training programs, the school continues to grow or expand further international training programs, joint training with foreign universities, and implementing student exchange programs
Develop curriculums to better adapt to the development and rapid changes of the labor market Towards the application of credit training for the whole system, training level of the school in a reasonable process Focus on the use of modern information technology in training
On the basis of innovative programs, training content, with appropriate investment programs for building curriculums, learning materials for study and research The system of curriculums, teaching materials is timely provided to the school, updated with the changes through international cooperation and scientific — technological activities
The development of training programs is conducted with appropriate steps of preparation: By 2015, in addition to undergraduate and graduate training programs,
PDF Compressor Free Version .,| EPU actively expands international training programs to serve diverse learning needs of learners, provide training in pursuance of single standards, and university level qualifications
3.4.1.4 Development and Improvement program on facilities:
Phase 1 (to be completed in 2012):
- Campus 1: Seven-storey student building (4,600m7), laboratory, fifteen- storey lecture building (17,300m’), additional laboratory equipment and electronic library
- Campus 2: To renovate and expand the entire premises and area, seven- storey lecture building (3,640m’), dining house and five-storey dormitory (3,500m”), six-storey archive building (3,600m’)
Complete construction of three eighth-floor dormitories from the State’s capital, and social housing programs (2010-2011) to meet the living area needs of students
Phase 2 (to be completed in 2015):
- Campus 1: Five-storey multi-purpose meeting hall (4,820m’), five-storey lecture building (7,700m')
- Campus 2: Five-storey and seven-storey lecture buildings, five-storey hostel, five-storey multi-purpose meeting hall, physical education area of 6,000mổ 3.4.1.5 Research development program on science & technology:
Train on scientific research methods, require all lecturers to undergo training on methods to recognize lecturer’s titles (up to 2015)
Increase funding for scientific research activities of lecturers to 2% (up to
2010) and gradually increase 1% per year to reach the minimum level of 10% in
2015, at the same time increase the level of contribution to the school budget from research activities
Increase the number and quality of annual projects so from 2010 onwards, the number of research topics should reach the rate of 1 topics/10 lecturers
PDE graduate training, integrated with scientific research activities, is decentralized to specialized departments to enhance faculty engagement and activity Each department can establish its own budget for scientific research expenditures funded from the university budget, starting from 2015 onward.
Training programs should be designed based on research findings, addressing two key dimensions: the content (new knowledge that learners gain) and the design process (the approach that facilitates positive knowledge transfer).
Effective research management at the school level emphasizes work planning, regular inspections, thorough evaluation, and strong staff support in the research area Scientific management activities should gradually shift from routine oversight to actively searching for, coordinating, and managing research resources Concurrently, the management of professional training should progressively empower faculties to participate more actively in scientific research, with a transition initiated from 2015 onwards.