Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (15)

TOPIC: “BUILDING DEVELOPMENT STRATEGIES FOR ELECTRIC POWER UNIVERSITY IN THE PERIOD 2010-2015” TABLE OF CONTENTS ABBREVIATIONS INTRODUCTION CHAPTER I: THEORETICAL BASES ON STRATEGIES AND BUSINESS STRATEGIC BUILDING 1.1 Fundamentals of strategies and strategic management 1.1.1 The concept of strategy 1.1.2 The concept of strategic management and tasks 1.2 Environmental analysis 1.2.1 External environment 1.2.2 Internal environment 1.3 Competitive advantage analysis and SWOT analysis 1.3.1 Competitive advantage analysis 1.3.2 SWOT analysis 1.4 Strategy selection 1.5 Strategy deployment 1.6 Monitoring of strategic implementation 1.7 Theoretical models of business strategy 1.7.1 Positioning model 1.7.2 Resource model 1.8 Theory of management functions of the business 1.8.1 Marketing 1.8.2 Personnel 1.8.3 Financial and accounting CHAPTER II: STATUS OF STRATEGIC IMPLEMENTATION AT EPU 2.1 Introduction about Electric Power University (EPU) and Electricity of Vietnam (EVN) 2.1.1 Electric Power University 2.1.2 Electricity of Vietnam 2.2 Analysis of situation and results of business activities at Electric Power University 2.2.1 Financial plan implementation 2.2.2 EVN’s funds 2.2.3 EPU’s funds 2.3 Analysis of strategic issues and management at Electric Power University 2.3.1 Current situation at EPU 2.3.2 External environment analysis CHAPTER III: BUILDING STRATEGIES FOR EPU IN THE PERIOD 2010-2015 3.1 Mission and objectives 3.1.1 Mission 3.1.2 Objectives 3.2 SWOT analysis 3.2.1 Summary of analysis results in Chapter II 3.2.2 SWOT analysis 3.3 Proposal for development strategies of EPU in the period 2010-2015 3.3.1 Development strategy on training 3.3.2 Development strategy on scientific-technological research 3.3.3 Development strategy on international cooperation 3.3.4 Strategy on quality improvement 3.3.5 Development strategy on human resources 3.3.6 Development strategy on material-technical facilities 3.3.7 Development strategy on financial resource 3.4 Deployment and control of development strategies at EPU 3.4.1 Action plans for strategic implementation 3.4.2 Implementation, control, and evaluation of plans and achieved results CONCLUSION REFERENCES ABBREVIATIONS AIT Asian Institute of Technology AUQNA ASEAN University Quality Network Assurance MoET Ministry of Education and Training C Cost JSC Joint Stock Company EPU Electric Power University EU European Union EVN Electricity of Vietnam ISO International Standards Organization JICA Japan International Cooperation Agency NTU Nanyang Technological University NUS National University of Singapore P Price R&D Research and Development RMIT Royal Melbourne Institute of Technology SWOT Strengths, Weaknesses, Opportunities, and Threats UNDP United Nations Development Programme V Value WTO World Trade Organization INTRODUCTION Due to the current international, regional and national socio-economy at present as well as the development of science, Electric Power University (EPU) needs to become a modern, advanced university to take the responsibility to supply high quality human resources and meet the requirements of both the electricity industry and the society Development Strategies of EPU in the period 2010-2015 will change the university to a leading university in Vietnam in the area of electrical engineering technology, economics and management The regional education has reached a high level, therefore Vietnam is rapidly implementing educational renovation to achieve a similar level in terms of both growth and quality The main objective for the next five years is to focus on the expansion of EPU In addition, by 2015, the university will strive to establish a subsidiary university in the field of economics and management Besides, EPU also aims to focus on upgrading facilities to meet the demand and quality of learning; to develop teaching staff; to enhance scientific research; in parallel, to mobilize financial resources to ensure the development process The basis to build development strategies is to analyze the domestic and international context, experience of development process and forecast of development demand in future All educationrelated documents about the institution, regulations of the Vietnamese Government are as follows: • The Education Law approved by the 11th National Assembly of Vietnam, 7th session on June 14, 2005 • Decree No.75/2006/ND-CP dated 02/8/2006 of the Prime Minister on detailed regulations and guidelines to implement some certain provisions of the Education Law • Resolution No.14/2005/NQ-CP on November 2, 2005 of the Government on fundamental and comprehensive renovation for Vietnam’s education in the period 2006-2020 • University regulations issued in pursuance of Decision No.153/2003/QD-TTg on July 30, 2003 of the Prime Minister and Circular No.18/2004/TT-BGD&DT on June 21, 2004 of the Ministry of Education and Training provide the implementation guidelines on university regulations • Decision No.201/2001/QD-TTg on December 28, 2001 by the Prime Minister on approving development strategies of education from 2001 to 2010 • Decision No.47/2001/QD-TTg on April 4, 2001 by the Prime Minister on network planning of universities and colleges in Vietnam in the period 2001-2010 • Decision No.176/2004/QD-TTg of the Prime Minister: o Electricity industry must be one step ahead, Electricity of Vietnam (EVN) must be a powerful economic group and an “iron fist” of Vietnam’s economy to serve the development of the country o Fully meet the demand of electricity for socio-economic development (by 2010: 93 billion KWh; by 2020: ~200 billion KWh) o Focus on scientific research, advanced technologies for electricity production, transmission and distribution Background and significance of research Integration to the world economy is an inevitable trend and an objective requirement for any country in the development process This trend is increasingly clearly shaped, especially when the market economy is becoming a common playing field for all countries, the financial market is expanding its range of activities to the state of almost no border, creating both favorable conditions to strengthen cooperation as well as more competition In the field of education and training, international integration can be understood as the country’s openness of educational activities to the world knowledge community through cooperation and linkage of training, exchange of teachers and students, overseas study, and other educational activities as well as to remove obstacles that prevent connections to the rest of the world In the integration process, universities and training institutions have to compete directly one another to survive and develop; If they want to maintain profitability and competitiveness, they need to frequently renovate and develop in all aspects: infrastructure, quality of teaching staff, training programs, teaching methods, services, organizational structure, management skills, quality of the quality control system as well as to continuously build up their reputation and brands In the present context, when the Vietnam’s economy integrates into the world economy, there are a lot of both opportunities and challenges Especially, the globalization trend requires Vietnam to meet the demand of human resources in conformity with the development of science and technology It requires universities, colleges, and training institutions to have qualified personnel to meet the needs of providing high quality human resources training for the society Both the trend of socialization of education and integration of international education, as well as the increasing competition in education force schools to develop strategies to increase their competitiveness Therefore, units in the electricity industry, especially EPU, must have suitable development strategies of their own After more than four years of operation, EPU has achieved the following results: the number of students increased both in quantity and quality (number of graduated students: 492 students in 2006; 1048 students in 2007; 1243 students in 2008), entry exam grades (19.5 in the school year 2005-2006; 19.5 for the first choice, 22.5 for the second choice in the school year 2006-2007; 17.0 for the first choice, 21.5 for the second choice in the school year 2007-2008), the number of graduates compared with the number of students admitted was 61% in 2008), teaching staff keeps increasing (with 353 staff and teaching staff in 2008), the average number of students per teacher is 27.5 (2008), facilities (total area of classrooms is 3.699m 2, classroom area per student is 0.76m2, the number of computer for a regular student is 0.76, dormitory area for a regular student is 0.45m2), reputation is established in the market (graduated students are accepted in subsidiaries of Electricity of Vietnam, joint ventures with foreign partners, and non-state and state enterprises), international linkage training programs (Vietnam-Australia, Vietnam-China, Vietnam-Japan) have contribution to the development of the university, supplying education and training services to meet the demand for high quality human resources of the society In terms of integration, EPU will have to face with an increasingly fierce competition which could threaten its existence and development Therefore, the university must build strategies for the next years and for the following years - an extremely difficult period for all universities in Vietnam As management staff of EPU and of subsidiaries of EVN, our group is very keen on the above problems and therefore, we decide to choose the topic of “Building Development Strategies for Electric Power University in the period 2010 -2015” Purpose of research Research and systematize the theoretical bases of strategies to formulate strategies for Electric Power University Analyze and assess the operational situation and competitive environment of EPU, from which analyze and select appropriate strategic plans for the development of EPU in the next years Construct solutions for implementing strategies The research is to study the actual situation of electricity industry and EPU, from which suggest appropriate strategies for the university in the period 2010-2015 The proposed strategies are to help EPU reach the regional level and develop multi-disciplinary training programs to meet the needs of high quality human resources of the industry and the society Research Methodology The data for this thesis is collected from primary sources, extracted and synthesized from periodical reports of EPU, from the websites of the Ministry of Education and Training, the Ministry of Labor, Invalid and Social Affairs, universities and colleges, and professional secondary schools In addition, the thesis also refers to some reference books, magazines, and specialized training materials Methods applied in this research are: • Document research (Desk research); • Case study; • Comparative approach; • Expert method; • SWOT analysis In the process of analysis, the authors use the method of comparison and synthesis of data from EPU in the past and at present, as well as the method of comparing EPU’s data and operational indicators with those of some other universities At the same time, the authors consult with the board of management, experts, and departmental managers at EPU on the scores of evaluation Introduction of topic structure Apart from the introduction, conclusion, appendices and references, the thesis includes three chapters as follows: • Chapter 1: Theoretical bases on strategies and business strategic building • Chapter 2: Status of strategic implementation at Electric Power University • Chapter 3: Building development strategies for Electric Power University in the period 2010-2015 CHAPTER I: THEORETICAL BASES ON STRATEGIES AND BUSINESS STRATEGIC BUILDING 1.1 Fundamentals of strategies and strategic management 1.1.1 The concept of strategy According to Chandler: “Strategy is the determination of goals and long-term purposes of the business, and the approval on series of actions and allocation of resources needed to implement these goals” The definition of strategy can be summarized under five Ps: • Plan: A series of consciously intended actions • Pattern: The consistence of behavior through time, whether intended or not intended • Position: The match between the organization and its environment • Perspective: The way to deeply and fully understand the world • Ploy: Specific methods to overcome competitors There are three strategic levels in the organization, including: • Strategy for the company: we discuss common purposes and scope of the organization • Strategy at business unit level: Mainly interested in competition method in a specific market • Functional strategy: strategy helps strategies for the company and for business unit level efficient 1.1.2 The concept of strategic management and tasks Strategic management is a set of management decisions and actions determining the long-term productivity of a company Strategic management includes continuous actions: review the environment (both internal and external); build strategies, implement strategies; control and evaluate strategies Therefore, strategic research focuses on monitoring and evaluating external opportunities and threats in the context of internal strengths and weaknesses Environmental Analysis Strategic Implementation Strategic Building Strategic Control and Evaluation Figure 1.1 Process of strategic management Strategic management tasks Developing strategic perspective and mission Setting goals Building strategies to achieve goals Implementing and operating chosen strategies Developing strategic perspective and mission Figure 1.2 Tasks of strategic management process • • • • • Developing a strategic perspective: Specify future image of the company, specify where the company wants to go and what kind of company it wants to be? Setting goals: Change the strategic perspective into specific implementation results that the company must achieve Building strategies: To achieve desired objectives Implementing and operating selected strategies effectively and efficiently Evaluating the implementation and conducting adjustments of prospective, long-term direction, objectives, strategies or performance base on the experience, changing conditions, new ideas and opportunities Basic model of strategic planning Missions and Goals External Analysis Select and Build Strategies Internal Analysis Strategies at Unit Level Functional Strategies Company’s Strategies Organizational Structure Match Strategies, Structure and Control Design and Control Change strategies Figure 1.3 Basic model of strategic management The process of strategic planning can be divided into five steps, including: (1) Select mission and main objectives of the company; (2) Analyze external environment to identify opportunities and threats; (3) Analyze internal environment to identify strengths and weaknesses of the organization, (4) Select strategies base on searching for resources, capabilities and core competences and develop them to neutralize possible threats, taking advantage of opportunities from the external environment; (5) Implement strategies The task to analyze internal and external environments of the company and then select appropriate strategies is often considered as strategic building The implementation of strategies will include designing of organizational structure and appropriate control systems to put strategies into practice Each component described in Figure 1.4 forms a step in the order of the strategic planning process Each cycle of strategic planning begins with a mission statement and key objectives of the company Following the mission report is the external and internal analyses and selection of strategies The process ends with the design of organizational structure and necessary control systems to implement selected strategies Some organizations review this process yearly, although this does not necessarily mean the organization needs to select new strategies every year In many cases, the results simply reaffirm that the strategies and structure are absolutely correct The strategic plans created by this process usually cover the period of years, and are updated annually In many organizations, the results of the annual strategic planning process are used as inputs for budget planning of the following year Therefore, strategic planning helps orientate the allocation of resources in the organization 1.2 Environmental analysis Businesses usually exist in the environment of many fluctuations Efficient strategic management depends on thorough understanding of environmental conditions that the organization confronts Environmental factors have profound impacts because they affect the whole next step of the strategic management process The last strategic plan must be based on the expected environmental conditions Operational environment of the business is a set of forces, factors and conditions affecting strategies, decisions and action plans Operational environment of the business includes two parts: external environment and internal environment 1.2.1 External environment The objective of external analysis is to realize opportunities and threats from the external environment of the organization There are three types of external environment which have mutual relationship on the others including: (1) national environment; (2) macro environment; and (3) environment of the industry where the organization operates 1.2.1.1 Macro environment a) Political and legal factors • Political factor: is the first element that corporate managers concern and analyze to predict the safety level when operating in the country and areas where the businesses have transactions or investment activities Factors such as political institution, stability or national politics are primary signals to help administrators identify opportunities and threats to make decisions for business production • Legal factor: the creation of healthy or unhealthy business environment depends on this factor Issuing a quality legal system is the pre-condition to ensure equal business environment for businesses The laws set out regulations to allow or not allow which require businesses to comply Just a change in the legal system such as tax, investment will directly affect the businesses b) Economic environment The economic development will influence the development of businesses • Interest rate and its trends: has impacts on the trend of savings, consumption and investment and thus affects the operation of businesses Interest rate increases will limit demand of loans for business and production expansion, which will affect the profitability of businesses At the same time, when interest rate increases, people will also put more money into the bank and thus the demand for consumption will reduce • Inflation: high or low inflation will affect the speed of investment in the economy Too high inflation will discourage savings and create high risks for the investment of businesses, the purchasing power will reduce and the economy becomes stagnated In contrast, deflation also makes the economy stagnated Maintaining a moderate inflation rate will encourage investment and stimulate market growth c) Cultural and social environment This includes standards and values that are accepted and respected by a specific society or culture Administrators should know that cultural and social factors often have long-term 10 to engage in scientific and technological activities; Promoting international relations and exchange to create prerequisites for strengthening international cooperation in training as well as in scientific research The development strategy for scientific research and technology transfer of EPU will comply with the following objectives: • Develop capacity for research staff and lecturers; • Organize forms of various scientific and technological activities to promote the scientific research activities such as conferences and professional seminars; hosting conferences and seminars chaired by the ministries, departments and other scientific organizations; • Construct strategic partnerships with local social organizations in scientific research activities to consul and transfer scientific research results; • Connect scientific research and training activities, especially graduate training; • Improve the quality of scientific research management; • Build up business counseling programs and research and development; leasing scientific technological consultants Specifically, in 2010 the university plans to hold an international conference on Nuclear power, both to exchange and to learn experiences and to apply nuclear theory into power production as well as a number of areas in the energy industry 3.3.3 Development strategy for international cooperation a) Development objectives of international cooperation The objectives of international cCooperation activities is to continue maintaining and developing established relationships with other countries; EPU actively expands cooperation with domestic and overseas schools, organizations; diversifies and multilateralizes partners to further promote the spirit of international cooperation to support training and scientific research, and then scientific research and training will in turn create favorable conditions for international cooperation to develop b) Indicators of international cooperation • Before 2015, EPU aims to find a well-known overseas university that is able to sponsor and help the school to develop; • Each year, there should be 2-3 key university level projects with the investment up to several hundred million dong, and with the participation of foreign professors and experts c) Solutions for international cooperation development • Increase the number of contract signings and the implementation of cooperation documents with international universities and organizations; improve the quality of international cooperation at all stages, and obtain maximum support from foreign organizations and agencies to develop training and scientific research activities of the university • Focus on constructing and developing highly qualified scientific staffs for international cooperation activities to perform collaboration under conditions of mutual benefits • Actively create financial resources for expanding international cooperation In one hand, EPU will provide funding for international cooperation activities from its internal budget, on the other hand, EPU needs to proactively find and create resources to support international cooperation activities from domestic and overseas enterprises, social organizations and donors 48 • • Send more lecturers, management staffs abroad to study, to teach and research overseas, opening to foreign specialists and experts for teaching and research activities to facilitate the school’s staffs with opportunities to access and integrate to the scientific and technical level of the region and of the world Fully exploit international cooperation to expand the form of “on-site study” for students, staffs, and lecturers Construct a number of international training programs taught in foreign languages and in pursuance of international standards; Create linkage training programs with other universities in the region to meet the demand of local and foreign students; Thereby, connect the school training system with other training systems in the region and in the world 3.3.4 Strategy on quality improvement a) Strategic objectives for quality improvement The quality improvement strategy in the period of 2010-2015 is defined as a center strategy of the school, to build and assert the position EPU as a leading university in electrical engineering and some other high technology fields The quality improvement strategy is comprehensively implemented in various levels of departments, centers, institutes connected closely with training activities as well as scientific research and international cooperation activities b) Implementation targets • Management and management capacity: Renew management thinking, be flexible, initiative and creative, to create a unified system of school management Appreciate management effectiveness, principles of self-determination and self-responsibility Reform administrative management mechanism into a compact and efficient way • Training quality is the core and survival factor of the university, EPU therefore needs to guarantee and gradually improve the training quality towards the direction of ensuring competitiveness with other domestic training institutions in the same are, determine the direction of key training, focus resources to maintain and continuously improve the quality to create a brand name for the school Appreciate the effectiveness of training activities, scientific research and consultancy service development • Develop teaching and management staffs: set up plan for staffs, programs to train young lecturers and staffs to be responsible for teaching and scientific researches • Build programs and brand name: Continue to improve learning and teaching quality, strive to make measurement and evaluation activities in the whole school in pursuance of international and national standards • Market segmentation and competitiveness: Maintain traditional strengths of the school which have been confirmed and accepted by the market Actively compete in the new training fields based on quality factor, actively expand training market to overseas (first within the region with countries which EPU already set up relationship with) c) Solution to implement quality improve strategies • Build up institution and policy: Align with the resolutions, laws, guidelines and policies of the Party, the State and Ministries to specify in the guidance documents in accordance with specific conditions of the school Build a system of strategic policies for priority areas of the school towards promoting domestic resources, encouraging personal development in the framework of laws • Consolidate the organizational structure: The organizational structure of EPU should be compact and efficient Clearly define the functions, duties, and responsibilities of functional departments in the school 49 • • • • Quality Assessment: Conduct quality verification at different levels while gradually register quality verification by standards of all countries in the region (AUQNA - ASEAN University Quality Network Assurance) Develop teaching staff and personnel management: enhance training for teaching staff for scientific research and technology development activities For management staff, it is necessary to increase their usage of information technology in management activities, to ensure professionalism in operating activities of the school Develop learning programs and materials: Develop training programs based on the framework of the Ministry, in accordance with the method of credit training, to ensure flexible, robust and linked to the needs of labor market Develop learning materials, especially electrical, electronic documents, provide enough documents for students, expanding portal gate of the school to other training institutions and universities in the region and in the world Innovate training methods: Pay attention to methods of active teaching by three criteria: enhance the activeness of learners, equip learning methods and apply information technology in teaching Diversify types of tests and evaluation to ensure accuracy and objectivity Access the method of testing and evaluation of other countries, create conditions for students when they study and conduct exchange program abroad Active teaching methods are evaluated in two aspects: Modern teaching and learning method: Currently, new methods of teaching in universities of Vietnam have been introduced Teaching is no longer just a presentation but the lecturers are the ones who raise the issues, control the whole class to exchange ideas and discuss on them This teaching method forces trainees to collect documents and materials from libraries or information centers, to practice in practical workshops, or to carry out experiments in the laboratories And in order to discuss or report what they have found, on psychological aspects, readers must manipulate the analysis, comparison, assessment of information to get final judgment Evaluation methods: In order to be able to supervise and evaluate the ability of trainees, lecturers should organize discussions, assessing learners through their presentations and researches via their weekly reports and final term papers From that, lecturers can evaluate the ability on analysis, synthesis, assessment, and creativeness of learners for each of the researched and discussed issues As a result, this method of teaching, learning and testing has brought about an education which has the combined features of collection, research, invention and creativity The school is always interested in professional training for employees and teaching staffs Through professional training, lecturers have access to new teaching methods and opportunity to exchange experiences among various generations of teaching staffs Especially, the university has the infrastructure for practical experiments, so the students utilize and practice on expensive equipment which are not available in other universities (e.g simulated transformer stations, thermal power plant and hydro power plant simulation, etc.) EPU students have direct access to practical equipment so as soon as they graduate from the school, they can immediately operate modern equipment without being abashed Also, the businesses not need to spend time on briefing or re-training • Build facilities, information system, and electronic library: Improve facilities, well-equip specialized rooms to meet the requirements of increasing practice Construct information technology infrastructure, internal network and upgrade the school's website 50 • • • Promote and build school’s brand name: use training quality and research as a basis to promote school Take measures to mobilize all staff and students towards the common goal of school to achieve high results in all areas, which is considered as the basis for introducing and promoting the school Use means of media appropriately 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 International Cooperation: Actively expand international cooperation, first with countries in the ASEAN region, and gradually expand international relations with developed countries in Europe and the world International cooperation is to contribute to train staff and expand linkages with foreign countries and contribute to increase revenues for the school 3.3.5 Development strategy on human resources a) Development objectives of human resources • Develop staff, especially teaching staff both in terms of quality and quantity, excellent both in theory and practice, good command of foreign languages to access modern knowledge, and perform the tasks of teaching and scientific research, consistent with the trend of the advanced universities in the world, as well as have good nature and responsibilities of teachers, and are willing to devote themselves for education • Ensure lecturers/students rate as standards, to train young human resources to have enough talent and good nature to ensure succession and firmly development to achieve strategic goals of the school • 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: o 100-200 Doctors; o 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 • Appropriately arrange, and provide additional human resources for the optimal use of staffs, civil servants; properly assign job tasks based on the ability of each person, creating conditions for each to promote their strengths • 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 • Conduct effective plan for labor recruitment to meet the requirements of the development and training - collaboration of the school; successfully implement the training for staff and lecturers to meet the standards prescribed by the Ministry of Education and Training 51 • 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 • To fully exploit human resources with high quality from the outside, visiting lecturers; Plan to use effectively teaching staff • Continue to change the thinking about recruitment; priority recruit people with Doctorate, Master of excellent level from different sources to supplement teaching staff Complete recruitment process of lecturers and management staffs • 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 scientific research locally and abroad; • Improve capability of administration and management, upgrading the level of expertise for staff management (information technology, foreign languages, management ) Plan and organize periodical training courses for the staff and lecturers to work effectively and create good cultural working environment, following the democratic regulations in accordance with the Ministry of Education and Training • 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 • Build up plans and reasonable method to evaluate teaching activities; focus on implementing new teaching methods, assessment methods of learners’ results 3.3.6 Development strategy for material-technical facilities a) Development objectives for technical facilities • Expand premises and infrastructure in the shortest time and expeditiously implement the construction to ensure good and modern facilities and environment for teaching, researching, working, learning and living Quickly end the situation of dispersion on location of teaching, learning, researching, working • Develop modern facilities, technical means to be consistent to scale and characteristics of training, scientific research, to ensure efficient use, not backward in science and technology b) The development targets for technical facilities • 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; • Ensure rooms for using computer and practicing foreign languages as required training Computer rooms must be fully equipped, installed programs for specialized simulation 52 • • training needs for scientific research activities, writing lectures All classrooms are equipped with multimedia projectors and internet connected computers Build a complete internal communications network to connect office building and dormitory; there is wireless network in office building and dormitory to extend the scope and ability to exchange information quickly and effectively Internal network ensures fluent bandwidth and the stability for accessing and exchanging internal information among offices, while ensuring access to internet Construct and complete the electronic library system, ensure a sufficient number of computers connecting to the Internet for document searching needs of lecturers and students c) Solutions for development of technical facilities • Improve capacity and resources, especially human resources for the management board of school’s land project, and for the functional room (Plan - Finance and Administration Equipment Office) to build and implement existing projects; while searching for projects to serve EPU’s development • 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 • Based on the training size and requirements of specialized training in each phase, plan and construct, and fully equip rooms, equipment, software simulation to ensure experimental needs of students, and ensure the needs of scientific research of lecturers and students • Based on land area, constructed area, as well as the training scale, human resources scale, management models and financial resources to equip the school's information technological infrastructure, equipment to serve management operation towards the trend of efficiency and modern 3.3.7 Development strategy on financial resources a) Development objectives on financial resources Development strategy on financial resources plays a very important role in building and developing EPU Reasonable allocation and effective use of revenue to ensure the following objectives: (1) adequate expenditures for regular operation of the school, which continuously increase income for teachers and staff; (2) increase the expenditure for programs on improving the quality of training and scientific researching activities and (3) meet the needs for investment and development The needed revenue sources to mobilize are as follows: • State budget; • Tuition fees; • Income from training contracts for the EVN and external organizations; • Income from scientific research activities, short-term training, management consulting services; other services of the university; • Interest from joint venture activities, links, financial investment, money deposits • Aid from projects of international cooperation • Sources from social mobilization, including: loans from credit institutions, capital from domestic and abroad joint venture, affiliated organizations and individuals, or sponsor from businesses and contributions of alumni b) Solutions to develop financial resources • Propose to adjust tuition fee framework towards determining the full cost of training and positively deploying policies related to training credits, providing scholarships, tuition exemptions 53 • • • • • • Strengthen and expand scientific and technological activities, service activities; form a number of economic and service organizations to increase revenues for the school Set up university education projects, take advantage of funding sources from foreign organizations to enhance capacity of training and scientific research Set up an investment project to build new campus, construct policies to attract investment, ensure fund for the building project Search for partners to establish joint ventures, linkages, financial investment to increase revenues Promote linkages and international cooperation to take advantage of the capital from external sources Promote the decentralization towards enhancing autonomy and responsibility for the departments within the school Conducting surveys of necessary expenditure for administrative management, maximizing cost savings of administrative management 3.4 Deployment and control of development strategies at Electric Power University 3.4.1 Action program of strategy implementation 3.4.1.1 Program perfect organization and improve efficiency management a) Strengthening the management, building operating capacity: • Develop methods and management model school performance, adapt to the labor market and market personnel training qualified employees By 2015, develop a model organization of the school into a model university has school members, research institutes and other affiliated companies; • Develop and improve the rules and regulations management of the school; • Build apparatus management: Implement decentralization in the field and among departments of the school Clearly define management functions for the units, the management level in the principles of decentralization, autonomy and self-responsibility; reporting mechanism, monitoring, evaluation and testing; • Construct management autonomy, modernization in a compact and efficient way Promote the right to activeness and creativeness of subsidiaries; capacity building coordination, coordination of the apparatus to promote the highest efficiency of investment and development resources • Capacity building managers, standardized staff management Towards the implementation of ISO 9001-2000 in all management activities of the school in 2015 • 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; Construct program, curriculum standards; Exploit laboratories and teaching equipment 3.4.1.2 Program to improve institutions and policies • Continue to apply policies and national institutions so beneficial for the development of the field, especially the mechanism of autonomy and self-responsibility for implementation tasks, organizational structure, staffing and financial regulations to spend internally • Build up the policy strategies for priority areas of the field in the direction of development of domestic resources, encouraging personal development within the framework of laws 54 • • • • • • • Improve the system of document management, which ensure the consistency and coordination of units in management, training, scientific research and international cooperation Apply the regulations of the State and institutionalize the rules, regulations and policies to best meet the implementation of internal rules regulations, processes and systems to work, recruitment, examination, assessment, inspection, testing, recruitment, appointment policies, reward and discipline Promptly establish regulations on organization and operation of the school, and clear, transparent criteria for recruitment of teaching staffs and personnel, appoint managers in accordance with the positions, the provisions on training and retraining to improve the management capacity and teaching the staff of the school year (2010-2015) Develop mechanisms work reasonably, is calculated to encourage high for the facilities that staff, faculty contribute and express personal capability Retrieved mechanisms work and indicators measuring performance as criteria for evaluating staff Develop and improve policies to ensure the rights of the staff, faculty, creating environmental democracy to managers, faculty and staff contribute ideas extensively with owners’ guidelines, plans of the school 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 • Build curriculums of the school and gradually improve the systems training (regular and irregular) and levels of training (university and college levels), including training programs from universities regular as standard Annually, the school conducts reviews, adjusts training programs on the basis of consultation with external and internal members, compared with other training programs including the removal of a number of training contents which are no longer appropriate, equip new knowledge to students, and gradually standardize training programs, including non-regular training • Develop program framework and program details: 20 specialties at university level and 15 specialties at college level, specialties at secondary professional training level; • Develop programs through: o Technical workers to Secondary professional level: specialties o Secondary Professional to College level: specialties o 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, EPU actively 55 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 (to be completed in 2012): o Campus 1: Seven-storey student building (4,600m 2), laboratory, fifteen-storey lecture building (17,300m2), additional laboratory equipment and electronic library o Campus 2: To renovate and expand the entire premises and area, seven-storey lecture building (3,640m2), dining house and five-storey dormitory (3,500m 2), sixstorey archive building (3,600m2) • 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 (to be completed in 2015): o Campus 1: Five-storey multi-purpose meeting hall (4,820m 2), five-storey lecture building (7,700m2) o Campus 2: Five-storey and seven-storey lecture buildings, five-storey hostel, fivestorey multi-purpose meeting hall, physical education area of 6,000m2 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 topics/10 lecturers • Connect graduate training with scientific research activities, and decentralize to specialized departments in order to increase positive activeness from faculties, can form a departmental budget for spending on scientific research activities allocated from the school budget (from 2015 onwards) • Training programs must be designed based on the results of researches demonstrated in two aspects: content program (new knowledge) and how to design program (the process of positive knowledge transfer) • Managing research works should focus on work planning, inspection and evaluation as well as staff support in the area Scientific management activities at school need to gradually turn to searching, coordinating and managing resources for research, at the same time gradually transfer the management of professional training with the orientation of increasing activeness for faculties in the area of scientific research (from 2015 onwards) • Support and encourage staff, lecturers to participate in consulting, researching at the request of organizations and enterprises This includes support mechanism and resources (finance and human resource) to create conditions for qualified civil servants, lecturers and legality to cooperate with domestic and international institutions (from now till 2015) • Review and honor organizations and companies operating in the fields of economics and business related to the school’s scientific research through awards, and honorary degrees Specific action programs should be implemented from 2015 onwards 56 3.4.1.6 Development program on international cooperation: • Positively review, implement the contents of signed agreements, and continue searching for partners in other countries to promote cooperation in the areas of training and scientific - technological transfer • Positive search for resources through topics, international cooperation programs funded by sources such as UNDP, World Bank, EU Encourage institutes, centers, and departments to actively enroll in the funded programs • Improve proposals and form a Center for International Cooperation and Training to manage students and provide international training programs • Decentralize international cooperation activities to faculties in order to enhance positive activeness, first can have pilot programs in able faculties such as Power system, Power management, and Business administration • Establish the funding level for international cooperation, including subsection such as participation in international conferences, business trips, conclusion of international cooperation projects, and staff training Funding sources can be taken from the contribution of existing international cooperation programs 3.4.1.7 Development program on human resources • Standardize the teaching staffs (20 researchers per year, and in addition annually receive 6-9 PhDs from external sources); • Develop human resources on the principle: increasing moderate quality, maximum quality; • Develop human resource planning, especially faculty members in the period of 20102015, have sufficient numbers, qualifications according to the criteria: standardization, professionalism and rejuvenation; meet the requirements of development scale and improve the school’s quality of training; • Develop capacity building proposals for teams, particularly improving practical accessibility of socio-economic development scheduled for completion in 2012; • Develop indicators of the ratio between students and lecturers, ensuring the rate of students per lecturer in pursuance of standard regulations, guaranteeing the effectiveness of the training process and quality improvement requirements; • Annually recruit qualified employees and teaching staffs, ensuring professional capability, foreign language and information technology ability in training, and scientific research and international cooperation; • Set up detailed training plan for teaching staffs, managers, and employees for each specific year such as specialized training needs, participants, time periods, and funding Build a teaching team of professional experience and rejuvenation; increase annual funding for training of teaching staffs, especially overseas training; • Organization of fostering scientific management, room, board, subject to the state of knowledge management, education management, administrative management, legal knowledge annually in the training institutions and abroad; • Continue to renovate and improve financial regulations (Regulations on internal expenditure) to form the basis for fiscal policy to support development of teaching staffs and employees (2012); • Based on training volume, establishing the general manpower needs for the whole school to develop and supplement teaching staffs, at the same time increasing the number of visiting lecturers at school 57 3.4.1.8 Demand estimation for finance and funds orientation Category Period Investment and construction 112,677,000,000 Period 96,046,830,000 Total (VND) 208,723,830,000 Electronic library 35,209,325,000 Personnel training 807,500,000 1,755,000,000 2,562,500,000 148,693,825,000 97,801,830,000 246,495,655,000 Total 35,209,325,000 Table 3.3 Estimated financial demand Of which, the structure of mobilized capital is as follows: o Support the State’s capital: 50% (budget); o Support capital from EVN: 15% (capital development of EVN); o Loans: 25% (taken from the repayment of fees); o Own capital: 10% (raised from the school); From 2010, in order to be more active in the investment activities, there are several plans “dedicated to” investment as follows: o Option 1: Leave 15% of total revenue for long-term investment (excluding equipment investment) o Option 2: In addition to the usual collected tuition fees, each student before admission will play a further million per year to support for long term investment of the school Some other ways of raising capital: • Stabilize the scope of regular training, increase the training scale of irregular university and graduate training to the speed suitable for each stage, increase tuition fees to the annual average rate of 10% per year; • Expand the scope of activities of short-term training in departments, training centers under the school; • Establish the publisher of the school; • Join the project in higher education 3.4.1.9 Programs on communications, brand promotion and development: • Turn EPU to a training center with profound culture, high expertise in power and energy management, business administration through establishing the brand name of the school • Encourage to bring events, economic activities in the industry and in the region into the school’s activities • Provide information about training, support services as well as research projects to the public through local and international seminars, forums, books, newspapers and magazines; send information to radio stations, television stations; participate in the public workshops, internal and external politic and economic issues • Participate in the exhibition of higher education to introduce about the school • Organize seminars, exchanges between the school and students, parents on student management, training and learning quality; trainee and family’s opinions • Organize meetings on the Anniversary of Vietnamese Teachers (20/11), on the traditional Power Industry’s Day (19/12) with the participation of the State’s Party leaders, the industry’s leaders to exchange and to communicate with lecturers and students of the university • Promote maximum funding sources from other organizations, committees, agencies, associations, organizations to the faculties as well as to provide opportunities for students 58 • • to be directly involved in applications of knowledge; besides, strengthen the relationship between the teaching staffs and these agencies Continue to search for more opportunities to participate in projects to support national and international activities at school, expanding community activities to EPU’s core activities Develop online communication system with the alumni association, retired staffs and external and internal colleagues, regularly exchange of experiences 3.4.2 Implementation, control and evaluation of plans and achieved results Electric Power University (EPU) is a newly upgraded university, directly under the Electricity of Vietnam (EVN) and therefore has many advantages such as flexibility in the selection of training programs, thus being able to better meet the needs of society The school is well equipped with specialized laboratory and practice facilities invested by EVN several years ago EPU is very flexible in training activities and possessing young, enthusiastic, skillful teaching staffs with modern working style to meet the requirements of the school’s development in the near future 3.4.2.1 Implementation of strategic plans • Propagate and disseminate information, raise awareness for all staffs, civil servants, students of the school in implementing the strategic plan • Organize and assign job tasks to individuals, departments, functional units (responsibility, authority, resources ) • Develop and approve a specific plan to implement overall strategies at EPU • Conduct measures, mechanisms and implementation at all levels • Prepare measures to cope with change, risk which may occur in future 3.4.2.2 System of indicators to measure implementation and evaluate results of implementation of strategic plans (absolute or percentage comparison) • Develop the scale, structure and industry level, quality of education: Continue to expand the scale of training logically together with ensuring and improving the quality of training, identifying core strengths of the school; accelerate scale of graduate enrollment • The scale and quality; effectiveness, results, research capacity, and services: Quality of training is the focus, thus guaranteeing and gradually improving the quality of training to ensure competitiveness with other training institutions, identifying key directions of training, focusing on resources to maintain and continuously improve the quality and build the school’s brand name Appreciate the effectiveness of training activities, scientific and technological research and service development • Develop teaching staffs and managers (quantity, structure and qualifications) Have positive solutions to train highly qualified staffs Focus on training and retraining of leading scientific personnel • Develop programs and brand name: Continue to strengthen material facilities, practical facilities to meet the requirements of training and research Form several practical areas to perform measurement, evaluation and research services • Balance and distribute benefits, allocate resources: Expanding financial revenues, especially revenues from scientific and technological research, international cooperation and training services Distribute benefits on the principle of transparency, on the basis of effectiveness of the staffs and employees • Market segmentation and competitiveness: Maintain traditional strengths of the school Actively compete with new fields based on the training quality, actively expand the training market to the region and to the world (first with countries in the region, countries who have traditional relationship with the school) 59 • • • Management and management capacity: Change management thinking, be flexible, initiative and creative; create a unified, uniform system of school management Seriously effective management, subject to higher principles of self-determination and selfresponsibility Reform of administrative management mechanism towards compact, efficient Cost-effective, the impact inside and outside: Promoting internal resources and actively exploit opportunities, respect the effectiveness and the sustainability of relationships Cooperation and growth; the concerning parties, partners: proactive, flexible in dealing with parties, respect the interests of all parties concerned 3.4.2.3 Monitoring and evaluation on the implementation and results • Measure and evaluate the results of changes in quality and efficiency of education in the implementation process is a difficult problem and very important to ensure proper implementation plan goals, and adjust the misleading and limited risk One of the prioritized tasks of the school is to carry out the implementation of quality control based on the standard set of quality control (including 10 criteria of 53 indicators) of the Ministry of Education and Training • Strictly follow the contents and methods of assessment, implementing assessment for each indicator, each goal and evaluate the overall market Summing up of the achieved level on the conditions to ensure training quality and provide general assessments on the current status, ensuring the training quality of the school, suggesting investment priorities to improve the quality and performance 60 CONCLUSION The research above is about “Building development strategies for Electric Power University in the period 2010-2015” The strategic plan is built based on the practical requirements to meet the school’s important role in providing high qualified manpower for the country The strategic objectives to develop in the period 2006-2020 for the university is: “Electric Power University strives to become a leading university in the field of electrical engineering technology, economics and management as well as a number of other technological areas; the school provide training in the orientation of combining both applied research and training programs” With the rapid development of open economies, especially in the trend of global integration, the Party Committee - the Management Board of Electric Power University strongly believes that the strategic development plan for the university in the period 2010-2015 will be successfully completed The contents of each part in the development plan will be updated, modified to suit the specific situation Annually, the university will have preliminary review and evaluation in order to timely make adjustments and to build the next action plans in accordance with the development strategies 61 REFERENCES [1] A/ Prof-Dr Le The Gioi (2009), Strategic Management, Statistics Publishing House [2] A/ Prof-Dr Le The Gioi, Dr Nguyen Thanh 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