Quản trị trường đại học tư thục theo hướng không vì lợi nhuận ở việt nam hiện nay tt tiếng anh

MINISTRY OF EDUCATION AND TRAINING HANOI UNIVERSITY OF BUSINESS AND TECHNOLOGY  THAI VAN HA ADMINISTRATION OF PRIVATE UNIVERSITIES IN A NOT-FOR-PROFIT DIRECTION IN VIETNAM TODAY MAJOR CODE : BUSINESS ADMINISTRATION : 9.340.101 ABSTRACT OF ECONOMIC DOCTOR THESIS HANOI - 2020 The work is completed in: HANOI UNIVERSITY OF BUSINESS AND TECHNOLOGY Science instructor: Prof.Dr Dinh Van Tien Dr Nguyen Quoc Huy Opponent 1: Opponent 2: Opponent 3: The thesis was orally defended at the Doctoral Thesis Examining Committee in Hanoi University of Business and Technology At hour day month year 2020 The thesis can be found out at: - National Library of Vietnam - Library of Hanoi University of Business and Technology INTRODUCTION Rationale Higher education (HE) plays a particularly important role in training high- quality human resources - a prerequisite force for the country's rapid and sustainable development; This force plays a key role in the process of technology transfer, scientific research, in order to promote economic growth and social development The development of private university (PU) form meets the increasing demands of higher education for the people and contribute to the supply of high quality human resources for the country's development goals On the development path, PUs in Vietnam have faced many difficulties and obstacles in the mechanism, constraints of some legal and by-law documents, and guiding circulars have been still lacking, not reasonable, not synchronous and not ensuring steady development, not creating equality between public and private schools; Not motivating investors to invest in higher education It’s needed to have a solution to remove the difficulties and obstacles PUs are facing so that higher education in general and private universities in our country will break out from the stagnation, backwardness, overcome current difficulties and challenges, develop sustainably in the future, making our higher education keep up with regional and world higher education, fulfilling the task of training high-quality human resources for the country during the era of industrial revolution 4.0 Starting from policy issue, entanglements in the administrative practice of PUs in a not-for-profit direction, the author chooses the topic of "Administration of private universities in a not-forprofit direction in Vietnam today" with the hope of clarifying the current situation of the administration of PUs in a not-for-profit direction, thereby offering useful solutions to effectively administer PUs in a not-for-profit direction Research objectives and tasks Objectives: On the basis of clarifying the theoretical and practical basis of administration of private universities, the author proposes solutions to administer universities in a not-for-profit direction Tasks: - Present the overview of research projects related to the thesis topic in order to find out the scientific gap and identify issues that the thesis continues to research and develop - Interpret theoretical background and international experience in the administration of private universities in general and administration of private universities in a not-for-profit direction - Analyze and assess the current administrative status of private universities in a not-for-profit direction for recent years - Propose basic solutions to finalize the administration of private universities in a not-for-profit direction in Vietnam in the coming time Subject and scope of the study 3.1 Subject of the study Administration of private universities in a not-for-profit direction in Vietnam 3.2 Scope of the study - Regarding research content: The thesis focuses on researching the aspects of administration of private universities in a not-for-profit direction, in which the author focuses on the following aspects: Institutional administrative system, Administration of personnel organization, Administration of training activities and quality of education and training (administration of enrolment, administration of training program, administration of training method, administration of training quality), administration of scientific and technological activities, administration of financial activities and material facilities - Regarding space: The thesis researches the PUs in Vietnam and conducts the survey at the private universities in a not-for-profit direction, including Hanoi University of Business and Technology, Thang Long University, and Phenikaa University (formerly Thanh Tay University) - Regarding time: Secondary data has been collected from 2010 to the present; Survey data was collected between 2018-2019 Research approaches and methods 4.1 Approaches The thesis's approaches are dialectical materialism, historical materialism, systematic approach to assess the current situation of PUs in a not-for-profit direction in Vietnam, thereby propose solutions to improve the administration of PUs in a notfor-profit direction in the coming time 4.2 Research Methods The thesis uses the following methods: Statistical method, system analysis, comparison, survey, method of summarizing experience, expertise method and some other methods New contributions of the thesis 5.1 Regarding theory - The thesis has academically strengthened and supplemented the concepts of private universities (PUs), not-for-profit private universities; Classify and distinguish between not-for-profit PUs and for-profit PUs; Clearly define the implications of private universities in a not-for-profit direction - Develop perspectives to develop PUs in a not-for-profit direction, thereby providing a scientific basis for making policies to improve the administration of Pus in a not-for-profit direction in accordance with the policy of comprehensive and fundamental innovation of higher education and the trend of higher education development in the world 5.2 Regarding practice - The thesis has summarized, compared and assessed the practice of administration of PUs in a not-for-profit direction to clarify the advantages, limitations, inadequacies and identify the underlying causes of this current administrative situation - The author has proposed groups of solutions to improve the administration of PUs in a not-for-profit direction Recent achieved results of the thesis The thesis has clarified and deepened the theory and practice of adminstration of PUs in a not-for-profit direction in Vietnam; thereby giving a comprehensive evaluation of the current administrative situation of PUs in a not-for-profit direction, specifying the advantages, limitations and inadequacies at present Then propose solutions to improve the administation of PUs in a not-for-profit direction in the coming time Conclusion of the thesis In addition to Introduction, Conclusion, List of References and Appendix, the thesis is structured into chapters: Chapter Literature review of administration of PUs in a not-for-profit direction Chapter Theoretical Background of administration of private universities in a not-for-profit direction Chapter Current situation of administration of private universities in a notfor-profit direction in Vietnam today Chapter Orientations and some solutions to improve the admistration of private universities in a not-for-profit direction in Vietnam in Vietnam Chapter LITERATURE REVIEW OF ADMINISTRATION OF PRIVATE UNIVERSITIES IN A NOT-FOR-PROFIT DIRECTION 1.1 Studies on private university model Private University model in the world is very diverse but mainly divided into two following basic types: Type of non-profit private university: Basic characteristics in terms of economy, legislation and organizational structure of a "not-for-profit" operating unit are: (1) No profits are divided to anyone; (2) There is no "owner" or "it owns itself", no investor, it can be said that the properties are under "public ownership", the capital source is mainly from donation and tuition; and (3) Usually not administered by a Council representing related benefited groups Type of private university operating in a not-for-profit direction: Firstly, universities under majory companies Secondly, private university operating partially for profit Thirdly, private university operating entirely for profit A study by Dao Van Khanh, MBA at RMIT University (Australia) in "University Autonomy: A Story from Australia" "Which model for university autonomy in Vietnam" The author has given popular models: Business model; Traditional stakeholder model; Trusteeship model; Equalizer model 1.2 Studies on the State's policies for developing private universities and nonprofit private universities Studies on this content were conducted by Lu Dat - Chu Man Sinh (2010), Tran Thang (2011), Graeme John Davies (2011), Van Vught (1994) on policies of the countries for the development of not-for-profit PUs Lu Dat - Chu Man Sinh (2010), a study of Tran Thang (2011) studied private universities in the US that were mostly non-profit organizations Prof Dr Graeme John Davies (UK) shared three factors to ensure the quality of higher education, which is the autonomy of universities, the role of the State and the quality inspection of higher education Dan Tri News published on December 06, 2011 with the article: "EduTrust: Private Education in Singapore - Firm with a new guarantee" Singaporean education has long been rated as one of the most advanced and reliable educations in the world Besides the prestigious public schools, the Singaporean government has decided to establish the process of strict administration for these units under the strict supervision of the Singaporean Committee for Private Education (CPE) and EduTrust certification system for private schools with demand of recruiting international students Pham Thi Ly (2011) argued that not-for-profit PU played a major role in supporting the State to meet the educational demand of the people and the demand of training human resources for society, especially in the context of educational popularization But this type failed to develop without the appropriate policies to create a suitable legal corridor for it to function In addition, there are some studies of other foreign authors on the State's policy for private university and not-for-profit private university Van Vught (1994), introduced two models of "state control" and "state supervision" for universities to analyze the extent of the State’s intervention in the operation of universities Arthur M Hauptman (2006) in "Finance for higher education"; "Trends and issues" confirmed that tuition fees and State budget support for schools were two main funding sources for the activities of the schools The author concluded that it was necessary to enhance the combination of budget, tuition fee and student support policies 1.3 Studies of privatization form and funding mechanism for PUs Authors: Degefa (2011), Savas (2000) referred to the combination of the role of the State and the market in school privatization It was the best that some services were assigned entirely to the supply market, while others required the State to intervene StephenBall and DeborahYoudall (2007) suggested that the privatization may be exogenous (exogène) or endogeneous (endogène) in public schools According to the arguments of these authors, some functions and responsibilities of the State should be privatized by various techniques Savas (2000) arranged these techniques in three broad categories: authorization, transfer, replacement The concept and practice of the world, especially Europe, the delimitation of public/private higher education was only a technical issue that existed on papers In a report of Isabelle et al submitted to the Minister of National Education, higher education and a study called "Private higher education, suggestions on new ways of relationship with the State" (ROUSSEL ISABELLE, 2015) highlighted more about the ways in which the State financed private higher education in addition to funding from private sector 1.4 Some conclusions and research directions of the thesis The establishment of not-for-profit PUs in Vietnam is a trend with theoretical and practical basis The above works mentioned the different aspects of the issue of the model of not-for-profit PUs, forms of investment, funding, support for the notfor-profit PUs which is a valuable resource to inherit and development for the thesis However, the implied issue of administration of PUs and adminstration of notfor-profit PUs in an effective manner has been still a gap Therefore, the thesis topic: "Administration of private universities in a not-for-profit direction in Vietnam today" has a duty to fill such a gap Chapter THEORITICAL BACKGROUND OF ADMINISTRATION OF PRIVATE UNIVERSITIES IN A NOT-FOR-PROFIT DIRECTION 2.1 Basic theory of not-for-profit private university 2.1.1 Some related concepts According to the Organisation for Economic Co-operation and Development (OCDE), private school is "controlled and managed by a non-governmental organization (such as a church, company or business) in which the majority of the members of the board of management are not appointed by the State but by private organizations” Compared with Higher Education Law 2012 of Vietnam, “PU education institutions are owned by social organizations, socio-professional organizations, private economic organizations or individuals, invested in construction and material facilities by social organizations, socio-professional organizations, private economic organizations or individuals" According to the Regulation on organization and operation of PUs: “Private universities are established, invested in construction of material facilities and funded for operation by non-State budget capital by social organizations, socio-professional organizations, economic organizations or individuals" 2.1.2 Classification of private university model In the past, there were types of non-public schools: people-founded, private, semi-public Currently, the type of semi-public and people-founded university has been abolished in official documents, only one private university for the non-public university type The history of higher education (HE) development in Vietnam created model of people-founded university (PFU) and private university The important differences between PFU model and PU model are way of investment, ownership and administrative principles 2.1.3 Not-for-profit university and for-profit university The concept of for-profit or not-for-profit here is mainly considered for the purpose of investment, economy, economic content in the operation of educational institutions (EI) * Not-for-profit universities: In EIs operating in a not-for-profit mechanism, the profits are not distributed to those who contribute capital (or sponsor) The unit operating in a for-profit mechanism does not mean no profits or not seeking profits, the main issue lies in using those profits for the overall development of the unit At EIs operating in a not-for-profit direction, any income after payment for operating expenses is withheld for program development and educational services without dividing that portion to any entity; meaning that no commercial profits are shared among the members A PU education institution operating in a not-for-profit direction is a higher education institution whose accumulated annual profits are an undivided common property for reinvestment in the development of the higher education institution; shareholders or capital contributing members not receive dividends or receive annual benefits not exceeding the interest rate of Government bonds * For-profit university While the for-profit education institutions make profits and exist under the premise of income and distribution of business income and pay taxes of the shareholders The not-for-profit universities have more social nature and benefits than the for-profit universities, so all countries have preferential policies and mechanisms to encourage the development of the not-for-profit universities 2.1.4 Role of private universities " Build up a full and strong staff of scientific, technical and economic management officers that is increasingly improved in terms of professional qualifications and skills, has good political quality and is absolute loyal with the Party, with the working class, with the people, closely connects with the workers and farmers, at the same time has good scientific and technical qualifications, masters the laws of nature and the laws of society, has organizational capacity and mass mobilization, capable of solving scientific, technical and economic management issues set by our country and capable of keeping up with the world advanced scientific and technical qualifications" Attract the participation of the entire society to contributing resources to the development of higher education; contribute to expanding access to higher education to meet the learning demand at higher levels of population groups; Create a new model of university adminstration; promote healthy competition to improve the quality of training at university level; train high-quality human resources for the country's socio-economic development and international integration goals; create new knowledge to motivate change and social progress 2.2 Content of administration of private universities in a not-for-profit direction The science of management confirms the content of administration includes: Institutional management system, organizational structure adminstration, human resource administration, financial administration This basic theory is applied to the content of adminstration of not-for-profit PUs 2.2.1 Instutional administrative system of management structure of private universities in a not-for-profit direction Board of Directors of the not-for-profit PUs is defined in Article 29 of the Charter The Supervisory Board of the not-for-profit PUs is defined in Article 31 of the Charter Members who contribute capital to invest in building PUs are defined in Article 32 2.2.2 Adminstration of organization and personnel management of the university in a not-for-profit direction The State granted universities the right to decide almost completely, the organization of its academic apparatus through Decision No 61/2009/ QDTTg This is a new step in state management of private university-college education Many legal documents are outdated, not suitable with the reality but have not been promptly adjusted, causing confusion when handling 2.2.3 Administration of training activities and training quality of private universities in a non-profit direction 2.2.3.1 Management of enrolment Education Law 2005 granted autonomy to organize enrollment to the universities But in fact, the enrollment regulation issued by the Ministry of Education and Training stipulated the responsibility of the Ministry to manage almost the entire enrollment work Starting from the enrollment period in 2012, the Ministry of Education and Training granted the right to schools in a more proactive manner, in particular, still floor score with the above assertion, regulations on floor score that were inherently considered a major obstacle in their enrollment by nonpublic schools would be kept unchaged In the Higher Education Law, educational institutions are autonomous, selfdetermined and self-responsible for determining enrollment criteria, publicizing targets at the same time with conditions to ensure the quality of education 2.2.3.2 Management of training programs The training program is a collection of activities that work together to achieve the school's educational goals All inputs used to support the implementation of the Training Program and the outputs of the implementation process include developed talent, achieved knowledge and skills and improved thinking capacity The Ministry of Education and Training decentralizes schools to organize specialized training upon grasping social demands The Ministry only manages industry groups and training majors 2.2.3.3 Training quality management Regulations on current training quality objectives for private universities must be self-developed, all schools must self-assess and then send them to the Ministry of Education and Training The deployment in some schools has been still formalistic, as a result, the quality of the self-evaluation reports is not high Funding for education quality assurance and accreditation has not met the requirements yet A small number of schools have proactively set aside funding but it is still very limited 2.2.4 Management of science and technology of private universities in a non-profit direction Science and technology activities in the University are aimed at contributing to solving the following issues: Improve the quality of education and training to meet the requirements of highly skilled S&T human resources of the country; Put scientific achievements and technical advances in service of the implementation of the tasks of developing education and training, economic and social development; Foster and improve the professional qualifications of lecturers, researchers and S&T staff, gradually integrate with the modern S&T industry of the region and the world; Generate revenues from S&T activities 2.2.5 Management of financial activities and material facilities of private universities in a non-profit direction Non-public universities apply the accounting regime for small and medium enterprises Private universities operate in the principle of self-financing, not receive funding from the state budget Private universities have a high degree of autonomy in the field of financial activities, take self-responsibility in their operation The basic difference between private and public schools is the source of construction investment and operational funding Here comes a source of equity capital of the investors for private universities or the initial investment of the class organizers for private vocational training classes, the main source of funding for activities is tuition fees In summary, not-for-profit PUs basically operate proactively to the law and society 2.3 Factors affecting administration of private universities in a not-for-profit direction 2.3.1 Internal factors 2.3.1.1 Operational objectives Operational objectives of an organization are fundamental to the organization The operational objectives of universities in general and of the not-for-profit private universities in particular are defined by the functions and tasks of the schools, concretized into quantitative and qualitative requirements for the results of activities of the schools 2.3.1.2 Organizational structure Include: Leadership and Orientation Department, Specialized functional departments (units), Consultancy and advisory departments and Controling department Thus, in the management and administration of not-for-profit PUs, the managing entity must consider the organizational structure as one of the important factors that must be set up in order to determine the management and administrative mechanism for deploying the basic functions of management and administration 2.3.1.3 Management mechanism Management mechanism (or adminstrative mechanism) of an organization demonstrates the way in which the management and administration of the managing entity to link and coordinate the departments and individuals to perform functions and mission of the organization 2.3.1.4 Human Resources Human resources are the basic factor to ensure the quality of activities Therefore, in managing a not-for-profit PU, the managing entity must consider human resources as the most important factor, in which the position of the head is a prerequisite to ensure quality and efficiency for activities of the schools 2.3.1.5 Material facilities The material facilities of the not-for-profit PU are the necessary means and conditions to ensure the quality of its activities Therefore, in the not-for-profit PU management, the managing entity must pay attention to the management mechanism of material facilities 2.3.1.6 Operating environment The operating environment is one of the necessary conditional factors to ensure the quality of activities of the university 2.3.1.7 Management information Training content is consistent with outcome standard Training content is consistent with outcome standard Training content has clear objectives Training plan is clear and appropriate Lecturers have chance to participate in the development of training program Training content is abundant and updated 3.3.3.3 Actual situation of managing teaching methods The innovation in teaching methods in universities in our country today is sometimes only formalistic Teaching devices such as projector, video are just a means to support the quality of teaching, the most important thing is the awareness that education must be creative, sense of responsibility, which is reflected in the fact that the improvement of methods and curricula hasn’t been focused on Table 3.6: Evaluation of lecturers on teaching method management No Criteria Scoring of lecturer Timetable is organized scientifically and 3.7 appropriately Training plans are public and specifically 3.2 introduced Scientific information of lecturers is 3.1 updated and fully provided to students Students can be flexible to transfer 4.2 majors and faculties (Source: Survey result, 2019) Figure 3.4: Evaluation of lecturers on the teaching management methods Timetable is organized scientifically and appropriately Students can be flexible to transfer majors and faculties plans are public and specifically introduced Training Scientific information of lecturers is updated and fully provided to students (Source: Survey result, 2019) Evaluation of students on teaching methods Table 3.7: Evaluation of students on teaching methods No Criteria Scoring of lecturer Lecturers have teaching methods that 3.3 encourage students to study Lecturers have modern teaching methods 3.2 (highly interactive) Lecturers are able to use modern 2.9 facilities (computer, projector, internet ) (Source: Research result, 2019) According to Circular No 36/2014/ TTLT-BGDDT-BNV on stipulating the codes and standards of professional titles of lecturers, which clearly stipulate that university lecturers must have an IT qualification with a skill standard of using basic information technology In accordance with the provisions of Circular No 03/2014/ TT-BTTTT, the school and lecturers also focused on improving information technology and applying modern teaching methods to lectures However, Circular No 36 only required for public university lecturers, therefore for PUs that haven’t implemented thoroughly, despite using computers and applying modern teaching methods but also only assessed at a good level (2.9 – 3.3) Figure 3.5: Evaluation of students on teaching methods Lecturers have teaching methods that encourage students to study 3.5 2.5 Lecturers are able to use modern facilities (computer, projector, internet ) Lecturers have modern teaching methods (highly interactive) (Source: Survey result,2019) 3.3.3.4 Actual situation of quality management of education and training The quality of education and training is reflected by the quality of new students and graduates every year at PUs in a not-for-profit direction Diagram 3.6: No of newly recruited students, graduates and student scale for the period of 2012-2016 300,000 250,000 200,000 Newly enrolled Tuyển 150,000 Total Tổng 100,000 Tốt nghiệp Graduate 50,000 2012 2013 2014 2015 2016 (Source: Pham Thi Huyen, 2017) Training scale and number of graduates in private universities have tended to decrease slightly; Total number of newly recruited students is not stable and the number of graduates has tended to decrease Adminstration of training service quality should be evaluated based on many criteria with the perspective of many stakeholders Table 3.8: Alumni evaluation on the quality of educational services at USSH No Criteria Training program Teaching staff Service, supportive staff Learning and research environment Material facilities Training support services Scoring of former students 4.3 4.2 4.0 3.8 3.7 3.8 (Source: Survey result, 2019) Figure 3.6: Evaluation of former students on quality of educational services at not-for-profit PUs Scoring of former students Training program Teaching staff Training support services Scoring of former students Material facilities Service, supportive staff Learning and research environment (Source: Survey 2019) Figure 3.7: Evaluation of former students on level of working satisfaction Easy to find jobs after graduation 4.5 Trained knowledge is consistent with current job Satisfied with current job Series Have promotion change in job Trained skills are consistent with current job (Source: Survey result, 2019) Table 3.10: Recruiter's evaluation on the level of response of PU students in a not-for-profit direction No Criteria Trained specialty Good working attitude Good working skills Highly practical knowledge Desire to be progressive and eager to learn Good job adaptability Scoring of former students 3.5 3.8 3.1 3.8 3.2 3.8 (Source: Survey result, 2019) Recruiters have not really appreciated the training expertise as well as the working attitude and skills of graduates of PUs Figure 3.8: Evaluation of recruiters on satisfaction level of students of PUs in a not-for-profit direction Trained specialty Good job adaptability Good working attitude Desire to be progressive and eager to learn Good working skills Highly practical knowledge (Source: Survey result, 2019) Diagram 3.7: Knowledge and skills needed to foster non-public university students Unit: % 60.0 50.9 50.0 43.9 40.0 34.2 42.1 28.9 30.0 20.0 10.0 6.1 3.5 0.0 g ỡn d m ôn m ôn i ên ên uy uy bồ h h c c ầ n No ng Specialty ức Specialty gc ă h n t knowledge fostering n ô skills n Kỹ kh needed kiế TT CN IT ữ ềm ng i m g o n Ng nă ỹ ForeignK Soft language skills ác Kh Others (Source: Pham Thi Huyen, 2018) 3.3.4 Actual situation of adminstration on science and technology activities Many leaders of universities in Vietnam in general and PUs in particular have not really paid attention to S&T activities and attached S&T service activities The universities are not correctly aware that innovation in S&T is the driving force for the development of the school and the revenue source of the school when it comes to autonomy3 3.3.5 Actual situation of administration of finance and material facilities Private universities have the financial resources as stipulated in Article 64 of the Law on Higher Education, but unlike public universities, private universities not have revenue from the state budget The revenues of private universities are mainly in the following categories: - Tuition fees and enrollment fees; - Revenues from activities of training cooperation, science and technology, production, business and service; - Sponsorship, aid, gifts and donations of domestic and foreign individuals and organizations; - Investment by domestic and foreign organizations and individuals; By using the financial different portion between revenues and expenditures in private universities, the surveyed private universities shall also comply with the provisions of Article 51 of the University’s Charter as follows: - Fulfill obligations to the state budget, contribute taxes in accordance with the applicable law - Divide profits to capital-contributing members in the proportion of contributed capital after fulfilling their obligations toward the state budget, set aside (Source: https://moet.gov.vn/giaoducquocdan/khoa-hoc-va-cong-nghe, on 307/2017: Promotion of scientific and technological activities in higher education institutions) funds under the applicable regulations and under internal financial regulations and organization regulations and activities of the school - The level of income payment for employees and the level of dividend sharing for capital contributors and other expenditures comply with the internal financial regulations and organizational and operational regulations of the school However, Actual surveys of funding sources for training show that: The current revenue of private universities mainly come from tuition fees Revenues from scientific research, production labor, social services at private universities has not accounted for a high proportion of the university's revenues yet As surveyed, the methods of capital contribution of some schools are as follows: Some private universities mobilize for capital contribution from initial shareholders in two forms: Shareholders bear risks and shareholders don’t bear risks Besides, raising capital in the way that shareholders initially contribute capital follows two forms: founding shareholders contributing capital and owning shareholders Revenues from schools include fees and charges; regular tuition fees; part-time tuition; revenue from enrollment; revenue from the center; revenue from re-learning; revenue from production and business activities; revenue from stay-in and other revenues Expenditures include operating expenditures; expenditures for production and business and other expenditures The ratio of total profits to total expenditures of private universities reaches 143% Structure of revenues and expenditures In general, the structure of revenues and expenditures of PUs is relatively similar Tuition fee revenue is still the main source of revenue for universities, accounting for over 90% of total revenues of the universities Revenues from scientific research or technology transfer and business consultancy are almost absent or account for a negligible proportion in the revenue structure Figure 3.9: Revenue structure of private schools 2016 Part-time tuition fee 2016; 4.4% Full-time tuition fee 2016 52.6% Other; 9.3% Charges, fees 2016; 38.1% Charge for enrollment 2016; 0.2% Revenue from centers, hospitals 2016; 0.3% Revenue from re-learning 2016; 0.5% Revenue from score improvement 2016; 0.2% Revenue from production and business activities 2016; 1.3% Other revenues 2016; 2.0% Charge for stay-in 2016; 0.5% (Source: Report on research results of non-public universities made by the Ministry of Education and Training, 2017) In the opposite direction, the non-public schools mainly spend on the regular activities of the school such as salaries for employees, charges for electricity and water, maintenance of material facilities The expenditures on scientific research, supporting students, unions, upgrading the system account for a very small proportion in the expenditure structure Figure 3.10: Expenditure structure of private schools 2016 Other expenditure, 7% Chi khác 2016; 7.18% Chi cho hoạt động sản xuất kinh doanh 2016; 30.21% Expenditure for production and business activities 2016, 30% Chi phí hoạt động 2016; 62.60% Operating expenditure 2016, 62% (Source: Report on research results of non-public universities made by the Ministry of Education and Training, 2017) Regarding material facilities: Non-public schools orientate the actual learning program quite a lot, so they are very interested in investing in material facilities for students to practice Regarding physical education and defense works: Among 60 non-public universities, there are 16 schools without material facilities for physical education and defense activities The remaining non-public schools are very active in investing in this facility, some schools have multi-purpose sports halls, including golf courses, stadiums and swimming pools 3.4 General evaluation of the curent situation of adminstration of private universities in a not-for-profit direction in Vietnam 3.4.1 Advantages 3.4.1.1 Policy of the Party and State Policy on developing PUs * Education is the leading national policy * Building the education for the people, nation and modern education in the socialist orientation * Organic link between educational development and economic development * Restructuring the national education system * Diversifying types of education-training * Socialization of education work 3.4.1.2 Legal documents governing the operation of private universities and not-forprofit private universities In 1988, Decision No 1687/KH-TV dated December 15, 1988 of the Ministry of Higher Education, Professional Secondary Education and Vocational Training on the Piloting of Model of PU at Thang Long University In 1993, the Primie Minister issued Decision No 240/1993/QD-TTg on Regulation of Private Universities In 1998, the National Assembly issued the Education Law, Decree No 43/2000/ND-CP dated August 30, 2000 on detailing and guiding the implementation of a number of articles of Education Law1998 Decision No 86/2000/QD-TTg attached to Regulations of people-founded universities According to the Education Law 1998 and Decree No 73, the school of higher education level includes types: public, semi-public, people-founded and private In 2000, the Prime Minister issued Decision No 86/2000/QD-Ttg on promulgating the Regulations of People-founded Universities on the Regulation on stipulating the regulations of People-founded universities In 2005, Decision No 14/2005/QD-TTg dated January 17, 2005 of the Prime Minister was promulgated Decision No 14 detailed the organization and operation of private universities In 2009, Decision No 07/2009/QD-TTg dated January 15, 2009 on specifying conditions for establishment, splitting, dissolution and suspension of operation of higher education institutions was replaced by Decision No 64/2013/QD-TTg dated November 11, 2013 with regulations on gradually increasing charter capital and reducing land requirements Decision No 61/2009/QD-TTg of the Prime Minister on promulgating “the Regulations on organization and operation of private universities instead of Decision No 14/2005/QD-TTg In 2011, Decision No 63/2011/QD-Ttg on amending and supplementing a number of articles of the Regulations on organization and operation of PUs Decision No 63 had new following points: (i) The General Meeting of Shareholders has the ultimate decision right; (ii) Joint ownership includes: gifts and operation results of people-founded university converted to PU (if any) are undivided shared assets, and assets increased from the PU's performance are jointly owned and divided The revised Education Law 2009 stated that "it is forbidden to take advantage of educational activities for seeking gain" In 2012, the Law on Higher Education was established Decree No 141/2013/ND-CP dated October 24, 2013 on detailing and guiding the implementation of a number of articles of the Law on Higher Education, stipulated that: The educational institution of not-for-profit PU is the higher education institution that the annual accumulated profits are non-divided shared property to reinvest in the development of higher education institution; shareholders or capitalcontributing members who not receive profits or receive annual benefits not exceeding the interest rate of Government bond (Clause 7, Article 4) Therefore, private universities or non-public universities, especially the Board of Directors, must consider it as a basic principle to organize and manage the activities of their establishments In Decision No 70/2014/QD-Ttg on the promulgation of Charter of the university, applicable to PUs, it was also clearly stated in section 4, “The management organization of non-profit private universities” Accordingly, the school's properties are collective ownership, members working in the school and equal investors 3.4.1.3 Financial contribution to the state budget Firstly, the financial situation of private universities is highly appreciated by workers and stakeholders, contributing positively to the state budget Secondly, the structure of revenues and expenditures of private universities are relatively homogeneous Tuition fees are the main source of revenue for schools (accounting for over 90% of total revenue) 3.4.1.4 Contribution to human resources Firstly, the human resources of private universities have been formed and developed in terms of both quantity and quality, forming a full-time staff who can basically undertake the teaching and management role Secondly, the quality of senior staff of non-public universities is highly appreciated, especially members of the Board of Directors and the School Board Thirdly, the quality of lecturers at non-public universities is assessed at a good level Fourthly, private universities established for the past 10 years have had better quality of human resources than people-founded universities 3.4.2 Limitations and reasons 3.4.2.1 Limitations a Difficulties in converting from PU to not-for-profit PU b Regarding material facilities The library is poor, the system of learning materials has been still lacking, the support services for learning activities such as area of physical activites, practice workshops have been still inadequate and poor, the canteen food is not unsecured and the toilet area is not clean Secondly, the training facilities of non-public universities have been still fragmented and scattered Thirdly, long-established schools have poorer material facilities than recently established schools c Regarding finance Firstly, schools with large capital investment have been still facing many difficulties in operating their activities Therefore, the key issue is effective financial adminstration in the university Secondly, some schools with many shareholders are having financial problems as well as internal conflicts Thirdly, the structure of revenues and expenditures of non-public universities is relatively homogeneous Tuition fees are the main source of revenue for schools Fourthly, the biggest weakness in financial activities of the schools is the role and operation of the control board Fifthly, the financial situation, revenue and expenditure mechanism of the newly established private universities for recent years have been better evaluated than the long-established private universities d Regarding human resources Firstly, senior management personnel and lecturers with ranks of professor and associate professor are mostly retired officers with high age, health and ability to update current scientific knowledge are limited Secondly, the quality of senior staff of non-public universities is well evaluated Thirdly, the quality of lecturers at non-public universities is assessed at a good level e Regarding training Enrollment is difficult in all academic levels due to enrollment mechanisms and policies, resulting in insufficient enrollment of students in terms of quantity and quality, thereby affecting the financial situation, training and scientific research The program framework is mainly theoretical, not up to date with the world, and hasn’t met the needs of the labor market yet Training support services have been still inadequate such as quality evaluation and testing system; learning management software for students; Teaching management and payment software for lecturers f Regarding scientific and technological activities  Lack of strategies for scientific research activities, not focused and invested properly for scientific research activities  The administrative and financial mechanism has ben not clear and has not created a motivation resulting in creating barriers for the development of scientific research activities  Difficult to access scientific research projects at national, ministerial and provincial level because there is no opportunity to bid on the topic  Scientific research activities of students have not been focused, have not been widely implemented and become a movement in non-public universities g Regarding international cooperation - International cooperation activities of non-public universities have not been implemented in a uniform and unified manner in terms of strategic orientation, financial resources, training environment, training programs, etc h Regarding business connection Very few schools have a department of co-operation with enterprises to help find jobs for students 3.4.2.2 Causes of shortcomings and limitations a Legal corridor has not been complete b The State management of the private university education sector has not kept up with the development requirements of private university education c There is no experience in developing the non-public education system in the context of market economy and increasingly deep and wide international integration Sub-conclusion of chapter Chapter ORIENTATIONS AND SOME MAJOR SOLUTIONS TO IMPROVE THE ADMINISTRATION OF PRIVATE UNIVERSITIES IN A NOT-FOR-PROFIT DIRECTION IN VIETNAM 4.1 Development trend of private universities in a not-for-profit direction in Vietnam In response to the inevitable development of the not-for-profit PU in the world, Vietnam has begun to have a model of shool operating in a not-for-profit direction following Resolution No 05/2005 of the Government According to Resolution No 05, the State encourages the development of the not-for-profit model The not-for-profit non-public universities in Vietnam focus on the goal of serving the community and serving students of the University Most of the profits are for investing in material facilities to develop the school 4.2 Some solutions to improve the administration of private universities in a not-for-profit direction in Vietnam 4.2.1 Institutional solution group 4.2.1.1 Supplement of legal regulations, macro policies to create conditions for private universities operating in a not-for-profit direction to develop 4.2.1.2 Innovation of school and State relations 4.2.2 Solution group of apparatus organization 4.2.2.1 Application under the operating model and corporate adminstration 4.2.2.2 Conversion of operating mechanism 4.2.3 Solution group of human resources 4.2.3.1 For domestic lecturers 4.2.3.2 For international experts and lecturers 4.3 Soluation group of adminstering not-for-profit private university activities in Vietnam 4.3.1 Solutions for training activities 4.3.1.1 Innovation of teaching content and method administration 4.3.1.2 Innovation of administration of science and technology activities towards internationalization 4.3.1.3 Innovation of adminstration of quality inspection and evaluation 4.3.1.4 Strengthening of relationship between the school and enterprises 4.3.2 Solutions for managing lecturers and learners 4.3.3 Solutions for finance and material facilities Sub-conclusion of chapter CONCLUSION Based on the theories on university adminstration, the experiences of countries on university adminstration; evaluations and analyses on the current situation of administrative activities in the private universities in a not-for-profit direction in Vietnam and suggestions for solutions to renovate adminstration in the private universities in a not-for-profit direction in Vietnam, the author concludes as follows: The thesis has provided the theoretical bases and international experiences on not-for-profit PU adminstration to serve the research and clarify: concept of administration in the not-for-profit PUs; the role and benefits of adminstration in the not-for-profit PUs; the content of adminstration in the not-for-profit PUs; identify criteria to measure university adminstrative efficiency and learn from lessons for Pus in a not-for-profit direction in Vietnam Literature review of topics at home and abroad about university adminstration has helped clarify the research subjects of the thesis as adminstration of PUs in a not-for-profit direction under the following criteria: adminstration of education and training quality; content adminstration, method of teaching management, teaching content administration; adminstration of training activities; enrollment administration; administration of science and technology activities; administration of international cooperation activities; administration of lecturer quality; administration of finance and material facilities Investigation and research of current situation of adminstration in not-forprofit private universities in Vietnam has assessed the positives, achievements, limitations and shortcomings in administration of the schools and found the cause of those achievements and shortcomings for giving appropriate solutions; identified the need for innovation, innovative content and proposed innovative solutions to improve the quality of adminstration in the not-for-profit private universities in Vietnam The thesis has clarified that the adminstrative renovation in not-for-profit private universities is the core issue to improve the quality of education and the quality of human resources The renovation must ensure: 4.1 Systematic, holistic, synchronous, not patched up, has scientific bases, long-term vision, focus, take appropriate steps as required and under the practical circumstances; Innovation must ensure feasibility and not avoid difficult problems; Innovation does not mean remaking everything, restarting from scratch but inheriting and developing positive aspects and overcoming the limitations of each school under the Party's guiding viewpoints and solutions set out by the Government and education sector 4.2 The principle of innovation and the goal is to continue implementing the viewpoints of the Party and the State: (i) Education is the top national policy, investment in education is investment for development, and is prioritized the most; learning goes hand in hand with practice, school education is closely linked to family and social education ; (ii) Develop public services in parallel with proactively applying market mechanisms, maintaining socialist orientation in education and training; (iii) Develop harmoniously and equally between public and non-public education and education among regions The goal is to build Vietnamese people that are honest, humane, autonomous and creative; have basic and necessary skills of nature, society, professionalism, foreign language and informatics; have ambition, ideal for serving the country and community, actively adapt to the rapid changes of the surrounding environment; able to collaborate with people to live and work effectively The thesis has presented the synchronous innovation solutions from the Central to higher education institutions LIST OF RESEARCH WORKS BY AUTHORS RELATED TO THE THESIS * ARTICLES Thai Van Ha (2013), Innovation of training and fostering work of cadres, civil servants and public employees in the new situation State Management Review, ISSN 08682828, No 209-6/ 2013 Thai Van Ha (2013), Cause of illegal and unreasonable management decisions State Management Review, ISSN 0868-2828, No 211-8 / 2013 Thai Van Ha (2019), Administration of not-for-profit private university Journal of Corporate Finance, ISSN 1859-3887, No 9/2019 Thai Van Ha (2019), Administration of private universities in a not-for-profit direction Asia-Pacific Economic Review, ISSN 0868-3808, No 548-9/ 2019 Thai Van Ha (2019), Development of private universities in Vietnam: current situation and recommendations Finance Magazine, ISSN 2615-8973, No 712-9 September 2019 Thai Van Ha (2020), The relationship between higher education and entrepreneurial intention among Vietnamese students Growing Science ISSN 1923-9343 (Online) ISSN 1923-9335 (Print) January 2020 (Scopus) Thai Van Ha (2012), Some ideas to help students successfully make presentation of scientific reports Workshop of Management Faculty – National Academy of Education Management, 2012 Thai Van Ha (2013), Innovation of teaching and learning methods in order to promote positivity, initiative, creativeness and apply knowledge, skills, mindset and self-study, lifelong learning of the learners to meet the requirements of radical and comprehensive innovation in education and training Workshop of Management Faculty – National Academy of Education Management, 2013 Thai Van Ha (2013), Some solutions to improve the effectiveness of the quality of scientific research for students of the Management Faculty – National Institute of Education Management Workshop of Management Faculty - National Academy of Education Management, 2013 10 Thai Van Ha (2014), Self-learning, self-study and the issue of managing self-learning time of students in credit-based training Workshop of Management Faculty – National Academy of Education Management, 2014 11 Thai Van Ha (2015), Teaching by situation-based method for the subject of "State administrative management" in order to achieve the goal of "Actual learning and actual career" in higher education Workshop of Management Faculty – National Academy of Education Management, 2015 12 Thai Van Ha (2016), Management of activities of fostering elementary school principals in the period of education renovation Workshop of Management Faculty – National Institute of Education Management, 2016 13 Thai Van Ha (2017), Fostering of educational administration officers in the trend of innovation and integration Workshop of Management Faculty - National Institute of Education Management, 2017 14 Thai Van Ha (2018), Management of material facilities - high school education equipment in Hanoi City Summary record of the National Science Conference 2018, 2018 * BOOKS: 15 Thai Van Ha (2014), Basic contents of Public Management (Monograph) Bach Khoa Publishing House, 2014 16 Thai Van Ha (2016), Management Science (Monograph) Labor Publishing House, 2016 17 Thai Van Ha (2016), State management of public finance (Textbook) Labor Publishing House, 2016 ... using basic information technology In accordance with the provisions of Circular No 03/2014/ TT- BTTTT, the school and lecturers also focused on improving information technology and applying modern... not-for-profit direction in Vietnam today" has a duty to fill such a gap Chapter THEORITICAL BACKGROUND OF ADMINISTRATION OF PRIVATE UNIVERSITIES IN A NOT-FOR-PROFIT DIRECTION 2.1 Basic theory of not-for-profit... notfor-profit direction in Vietnam today Chapter Orientations and some solutions to improve the admistration of private universities in a not-for-profit direction in Vietnam in Vietnam Chapter LITERATURE