International Education Institute (Vietnam National University Ho Chi Minh City), and Center for...

International Education Institute

(Vietnam National University Ho Chi Minh City), and

Center for Higher Education Evaluation and Research

(Nguyen Tat Thanh University, Vietnam)

Managing Quality and Expansion:

Current POLICY CHALLENGES & the Role of Private Institutions and International Participations

Ly T. Pham

Overview

A snapshot on Vietnamese HE system development between 1993-2014

The current state of private HEIs and policy issues

The roles of international participations

Ly Pham, Langkawi, Malaysia 13-14 November, 2014

Overview


Vietnamese HE system: growing dramatically


Vietnamese HE system: enrolments decreasing recently



Cabinet

55 Public HEIs80 Private HEIs

159 Public HEIs

127 Public HEIs(of which 54 universities)

6 Universities members & 33 Affiliations

VNU HCMVNU HN

Ministry of Edu.&Training

(MOET)

Line Ministries(13 other Ministries)

Provincial government

Grouping by supervision authorities

6 Universities members & 24 Affiliations

Vietnamese HE system: diverse and complex


Public HEIs Non-public HEIs

Traditional HEIs

Self-financed HEIs

Fully Private

Not-for profit For-profit

People Founded

UNIVERSITY &COLLEGES

Semi-Public


Grouping by ownership


Grouping by tuition fees

Section Tuition feeNumber of HEIs

ExamplesNon-public Public

A+ 30,000 USD 2RMIT, British University Vietnam (BUV)

A 8,500 USD to 15,000 USD 5

University of Economic and Finance (UEF), FPT, Tan Tao, Hoa Sen, and Saigon International University.

B+ 5,000 USD to 8,400 USD 2

International University-VNUHCM,VGU

B 3,000 USD to 4,500 USD 10Van Lang, Thang Long, Duy Tan, Nguyen Tat Thanh

C 1,600 USD to 2,500 USD 20Van Hien, Hai Phong, Dong A, Binh Duong

D 1,000 $USD to 1,500 $USD 12 338Quang Trung, Kinh Bac, Ha Hoa Tien, and most public HEIs.


Private HEIs: Policy Challenges

For profit by default Mix between not-for-profit and for-profit Consequence:

Uncontrollable power in executive people Conflicts between the owners and the executive

administrators



Regulatory has not been responsive enough Quality assurance is ineffective Consequence:

Enrolment far exceeds the capacity Huge disparity in quality of education



Ly Pham, Langkawi, Malaysia 13-14 November, 2014 Source: Author adapted from PROPHE data (2010)

International Participations


Non-institutional

Studying abroad

- Partnership programs

- Faculty and student

exchanges

Institutions

Public= government join projects

(New Model Univ)

Private=

- FDI business

- Foreign owned not-

for-profit

International Participations- GOVERNMENTAL JOINT PROJECTS

Vietnam German University (VGU) University of Science and Technology Hanoi

(USTH) as known as Vietnam France University

Vietnam Japan University project approved 2014

Vietnam British University project approved 2011


International Participations- GOVERNMENTAL JOINT PROJECTS

Heavy investment Enrolments are limited to a very small

number Financial sustainability is in question


International Participations- FOREIGN DIRECT INVESTMENT BUSINESS

2000-2014 – from 200 to 6000 students. Highest tuition fee (30,000 USD)

Decent campus = 20 m. USD International learning environment High-end quality of education and service Professional management

= NEW FRESH AIR TO THE VN’S HE SYSTEM


RMIT Vietnam

International Participations- FOREIGN DIRECT INVESTMENT BUSINESS

Established 2009: campus under construction 400 m. USD investment Not an offshore campus but a newly establish

institution in partnership with Univ. of London and Staffordshire in UK

20 students in first cohort


British University Vietnam

International Participations- FOREIGN OWNED NOT-FOR-PROFIT HEIs

Approved 2014 Based on Fulbright Economic Teaching

Program (joint between Harvard Kennedy School and Univ. of Economic HCMC)

A clear regulatory framework is unavailable


Fulbright Vietnam University

International Participations- FOREIGN OWNED NOT-FOR-PROFIT HEIs

Approved July 2014, located at Hung Yen (North)

210 m. USD investment by Japanese individuals

Partnership with Medical Institute of Waseda


Tokyo Vietnam University of Medicine

Managing the quality and expansion

2004 =landmark for issuing new policies on quality management

QA agencies largely depend on state – top down process

“Improvise” mode rather than self-improvement


Vietnamese HE system: enrolments decreasing recently


Vietnamese HE system: studying abroad increasing


Conclusions

Maintaining quality in the context of expansion has been a major challenge.

A strong message to all HEIs about the need for improvement of their services.

QA system is important, but more important is institutional self-improvement and a culture of transparent accountability


Thank you!

www.lypham.net www.cheer.edu.vn

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