1. Nguyen Duy Mong Ha, Ph.D. USSH, VNU-HCM
DEVELOPING QUALITY CULTURE AND LEADERSHIP AT VIETNAM NATIONAL UNIVERSITY OF HCMC THROUGH THE IQA SYSTEM
Nguyen Duy Mong Ha, Ph.D.
USSH, VNU-HCM

2. Outline Theoretical background
National, regional and international contexts
IQA and EQA in the Vietnamese HE with the case study of IQA at VNU-HCM
Leadership and management competencies
Implications and recommendations for further development of quality culture in the Vietnamese HE through the IQA system

3. Theoretical background
Quality culture (EUA 2006):
organisational culture that intends to enhance quality permanently
two distinct elements:
a cultural/psychological element of shared values, beliefs, expectations and commitment towards quality
structural/managerial element with defined processes that enhance quality and aim at coordinating individual efforts (IQA)
Internal quality assurance (IQA) summarizes all mechanisms, instruments and systems for quality assurance which are within HEI and ensure that the institution or programs are meeting their own standards and objectives (Sanyal & Martin 2007, 5).

4. Global, regional and national contexts
International, regional and national assessment or accreditation agencies
Diversity in national EQA frameworks, many models of QA: EHEA, AQRF, NQFs
IQA: TQM, EFQM, balanced scorecard, ISO 9000 series…
Autonomy and accountability, change management: PDCA

5. Diversity and harmonizationQA
National
Regional
International
Agencies
CEA-HCM, CEA-HN...
ACC, NAAC, PAASCU, ONESQA, MQA...
AUN-QA
Framework
VQF, TQF, MQF, NZQF
EHEA, AQRF
EQF,
Models
EFQM
ISO
Networks
AQAN, APQN,ENQA, AFRIQAN,ANQAHE,
INQAAHE
Criteria/standards
ABET (internationally recognized)

7. IQA and EQA in the Vietnamese HE with the case study of IQA at VNU-HCM

8. Strengths a flexible combination of uniformity and diversity
strong emphasis on PDCA-based system and the alignment with strategies, missions, vision at all levels
the culture of continuous improvement has been increasingly developed
the mechanism of mid-term monitoring/checking (institutional assessment, the strategic plans)
periodical meetings and workshops between the VNU-HCM and the QA units, peer reviews: sharing of good practices

10. Weaknesses
Inadequate set of tools, procedures and policies: KPIs for internal assessment and decision-making, QA handbooks for core areas, survey methodology, credit-based teaching and management…
Accountability has not always accompanied improvement in all QA plans: lack of QA project management skills and strategic plans skills based on the QA activities
Teamwork and collaborative decision-making, smooth coordination among different units…have not been well developed.

11. Opportunities and challenges
Quality commitment
IQA, external requirements, support and guidance (MOET, VNU-HCM regulations and policies)
Globalization: competition and chances for cooperation
ICT development
Economic crisis in the last few years
Lack of incentive measures and awarding system
Accountability has not become “an issue of survival” for all academic units: no equal concern for QA

12. LEADERSHIP AND MANAGEMENT COMPETENCIES

13. Leadership and management competencies
PLAN: Strategic planning, KPIs, job profiles, procedures/ISO
DO: Implementing, mentorship, coaching
CHECK: monitoring
ACT: improving
QA BOARD/COMMITTEE
SWOT analysis
Risk management
Outcome-based management/data-based decision making

14. Competence in building, implementing strategic plans & project management
Build, implement and evaluate the strategic plans for a short-term or long-term period
Logframe and assessment criteria
Project management
Projects in HE: course/curriculum development and revision, building tools and materials for teaching and learning assessment, academic advising, facility investment, exchange and internship programs, research projects,…

15. Competence in designing and developing study programs and curricula
Study programs (main and co/extra-curricular)
requirements of the globalized labor market
stakeholders’ feedback
the well-rounded education
learner-centered approach
Role of deans as heads or chairs of the academic council/scientific or program committee (program managers)

16. Quality management competence
IQA is required by MOET for all the HEIs
Autonomy and decentralization: QA of faculties and programs
Post-accreditation period: improvement plans
Information system and application of ICT
sets of quality assessment or accreditation criteria: by MOET and AUN (at program and institutional levels)
Other international/regional accreditation criteria: ABET, AACSB…

17. Human and financial resource management competence
Human resource: key factor
Challenges: academic freedom and reluctance in teamwork and cooperation (flexible hours)
Common values shared by everyone
Lead the staff to follow the vision and objectives
Interpersonal skills, change management skills and decision-making competence (based on data and information)

18. External relations competence
The internship/ practicing opportunities, career advising for students
International exchanges and internship abroad
chances to get scholarships, financial support for the (programs, facilities…) development projects, chances for staff to improve and update their (professional, management/ leadership...) knowledge and skills…
Domestic and international relations can bring advantages and reputation to the faculties,
USSH, VNU-HCM: faculties of foreign languages have great need for external relations competence

19. Implications for the development of QUALITY CULTURE AND LEADERSHIP THROUGH IQA

20. Tools: policies and guidelines
More clear and effective policies from VNU-HCM:
Motivation and incentive measures, awarding system
Raise awareness of and commitment to QA
Clear regulations on the obligations of the teaching and administrative staff: integration or modification of QA activities and PDCA cycle
More updated and detailed guidelines, regulations and frameworks of IQA:
Information system
Designing and improving guidelines in teams
Decentralization and centralization
The autonomy together with the accountability

21. Training and collaboration
More seminars, conferences for sharing best practices in running IQA
Monitoring of improvement plans
Peer reviews
Sharing best practices and effectiveness
Values of collaboration and continuous improvement:
Clarified and translated into the action plans
Change management and HE project management workshops,
Effective administration competence for the data-based right decision-making
Integration and alignment:
IQA: integral part of all strategies at all level in the HEIs
Clear and systematic alignment of all the QA strategies, missions and visions at all levels

22. Raising the awareness and training
Holding seminars, talks, conferences,…with higher education leadership experts
Offering diversified training courses and materials regularly
Idea of establishing a Deans’ Training Center or Higher Education Governance Center
(practice-based) training courses with certificates of leadership & management, with follow-up coaching and mentoring phases

23. Post-training activities
Sharing best practices in improving leadership skills and other management competences
Clearly defining selection/appointment and assessment/evaluation criteria, promotion plans, role and functions
Setting up awarding system and giving incentive measures to encourage the contributions and eagerness to learn

24. Success in QA: product of the whole team, whole VNU-HCM
Conclusion
IQA as a formal QA process of QC, an integral part of QC, closely related to the commitment part of QC
A long process:
Commitment at all levels
Qualified QA managers: risk management and prioritization
Involvement of experts and stakeholders
Leadership and appropriate strategic plans: PDCA
Continuous efforts in learning and sharing good practices
Specified clearly in each individual’s roles and functions
Investment for sustainable development with priorities
The effectiveness of this process: collaborative work
Context-based & project-based approach in the training programs for deans; Internationalization and staff development policies
Success in QA: product of the whole team, whole VNU-HCM