I. BASES FOR FORMULATING THE STRATEGY

• Documents of the 11th, 12th, and 13th National Congresses of the Communist Party of Vietnam;
• Resolution No. 29-NQ/TW dated 4 November 2013 of the 11th Party Central Committee on fundamental and comprehensive reform of education and training to meet the requirements of national industrialization and modernization under a socialist-oriented market economy and international integration; Conclusion No. 91-KL/TW dated 12 August 2024 of the Politburo on continuing to implement Resolution No. 29-NQ/TW dated 4 November 2013 of the Party Central Committee;
• Resolution No. 18-NQ/TW dated 25 October 2017 on a number of issues concerning the continued reform and reorganization of the political system’s apparatus to make it streamlined and operate effectively and efficiently; Resolution No. 19-NQ/TW dated 25 October 2017 on continuing to reform the organizational and management system and improve the quality and effectiveness of public non-business units;
• Resolution No. 27-NQ/TW dated 9 November 2022 of the 13th Party Central Committee on continuing to build and perfect the socialist rule-of-law state of Vietnam in the new period;
• Resolution No. 45-NQ/TW dated 24 November 2023 of the 8th Plenum of the 13th Party Central Committee on continuing to build and promote the role of the intelligentsia to meet the requirements of the country’s rapid and sustainable development in the new period;
• Resolution No. 57-NQ/TW dated 22 December 2024 of the 13th Party Central Committee on breakthroughs in the development of science, technology, innovation, and national digital transformation;
• The Law on Higher Education and its implementing guidance documents;
• Decree No. 60/2021/NĐ-CP dated 21 June 2021 of the Government regulating the financial autonomy mechanism of public non-business units;
• Decision No. 1056/QĐ-TTg dated 13 September 2023 of the Prime Minister approving the “Program to Strengthen Control and Improve the Quality of Bachelor of Laws Training for the Period 2023–2030”;
• Resolutions of the 4th and 5th Party Congresses of Vietnam National University, Hanoi (VNU);
• The VNU Development Strategy to 2030, with a Vision to 2045, issued together with Decision No. 800/QĐ-ĐHQGHN dated 29 March 2021 of the President of VNU;
• Resolutions of the 2nd Party Congress of the Faculty of Law (now the University of Law), for the 2020–2025 term;
• The country’s socio-economic development needs, the domestic and international context, and the resources and actual conditions of the University of Law.

II. DEVELOPMENT CONTEXT

2.1. Domestic Context

At present and in the coming years, Vietnam is identified as having an urgent need for high-quality legal human resources to meet the requirements of continuing to build and perfect the socialist rule-of-law state in the new period, with “a democratic, fair, humane, complete, synchronous, unified, timely, feasible, open, transparent, stable, and accessible legal system that paves the way for innovation and sustainable development, together with a strict and consistent mechanism for organizing law enforcement.”[1] The demand for high-quality legal human resources is increasing in both the public and private sectors, especially the private sector, amid a fluctuating labor market and a rapidly, strongly, and steadily developing market economy after 40 years of Đổi Mới (Renovation). In addition, the Fourth Industrial Revolution and the global and domestic boom in artificial intelligence call for a different, modern approach to human resource training in general and university-level legal training in particular—shifting from an education system heavily focused on knowledge provision to one that develops competencies and fosters innovation, creativity, and adaptability in learners.

However, university-level legal training in Vietnam today still has significant limitations in quality and is marked by scattered resources; the country has yet to establish a research-oriented law school of regional stature capable of meeting the demand for high-quality human resources for the country’s development and integration. The Party and State of Vietnam have therefore set the policy of “strengthening control to improve the quality of Bachelor of Laws training to meet the requirements of building a socialist rule-of-law state, judicial reform, and international integration,”[2] requiring that by 2030, 100% of Bachelor of Laws programs achieve education quality accreditation standards, of which at least 10% achieve accreditation standards set by a reputable foreign accrediting organization operating legally in Vietnam. Moreover, in the course of implementing Politburo Resolution No. 29-NQ/TW dated 4 November 2013 “On Fundamental and Comprehensive Reform of Education and Training to Meet the Requirements of Industrialization and Modernization under a Socialist-Oriented Market Economy and International Integration,” the Party and State continue to promote university autonomy policy. This is placing, and will continue to place, demands on law training institutions to make decisive changes in university governance in order to leverage the advantages of autonomy, while also ensuring education quality accreditation requirements and enhancing accountability to society and employers.

VNU has determined its direction of development to become a multidisciplinary research university complex meeting the criteria of an advanced regional research university, with a number of disciplines and fields reaching leading standards in Asia. In its Development Strategy to 2030, with a Vision to 2045, VNU sets the goal of becoming a highly integrated, multidisciplinary research university center, in which a number of member universities and research institutes in basic sciences, high technology, and key socio-economic fields achieve leading standards in Asia, meeting the country’s development requirements, attracting outstanding scientists and learners from other countries to work and study, and serving as the backbone and pioneer in reforming Vietnam’s higher education system. In line with this orientation, VNU’s member units have also identified the need to focus on the mission of high-level, high-quality training and scientific research; to build a rational structure of training disciplines and specializations, including interdisciplinary fields that leverage VNU’s advantages. In addition, the policy of the Government and VNU to build VNU into a university township in Hoa Lac requires member schools to also plan financial resources and facilities accordingly in order to build spacious, modern headquarters at the Hoa Lac university township in the coming period.

Within this context, the University of Law has been making adjustments to develop and leverage its strengths in reputation and brand, drawing on its tradition and distinct identity as a member university of Vietnam National University, Hanoi. However, the University of Law is also facing considerable challenges arising from issues within its own system. There remains a gap between the reform of university governance thinking, the renewal of curricula content, and training organization methods on the one hand, and practical demands on the other. The faculty resource is strong but not yet large in number, and there is not yet an abundant successor workforce. Financial resources and facilities are currently scattered due to the ongoing transitional period of relocating headquarters from 144 Xuan Thuy to the VNU Hoa Lac Urban Campus, Hanoi. These subjective advantages and difficulties are among the important bases for the University of Law to formulate an appropriate development strategy that meets the objective requirements arising from the domestic and international context.

2.2. International Context

The Fourth Industrial Revolution in the digital era is having a profound impact on all aspects of human life, including education and training. Education systems in various countries are accelerating digital transformation and developing digital education, smart education, personalized education, creative education, and education adapted to the development of artificial intelligence; at the same time, they are equipping learners with essential skills to adapt to learning, work effectively, and stay safe in the digital space. The digital transformation process across all fields is also placing new requirements on legal systems in the context of a developing digital economy and digital society, and consequently placing new requirements on legal education.

Globalization and international integration are advancing ever more strongly across all fields, particularly in education and training, science and technology, and law. The globalization of higher education is oriented toward academic exchange, exchange of lecturers and students, recognition of the value of qualifications, and credit transfer between education systems; the dissemination and publication of joint research results among scientists; and the creation of linkages and cooperation for mutual development among universities in different countries. Globalization also creates many opportunities for higher education in developing countries to rapidly approach international standards under the pressure to improve training and research quality, promote international cooperation, access international resources, and participate in international assessment and ranking. Law schools have opportunities to expand into new areas of training, such as environmental and climate change law, human rights, international trade, intellectual property, and technology and data security law. Complex global issues are also creating demand for legal experts with in-depth knowledge of international law, trade law, and other legal fields related to sustainable development.

Competition in higher education is becoming increasingly fierce amid the technological revolution and globalization, bringing both opportunities and challenges for law schools. Competition drives law schools to innovate in order to maintain and enhance their standing, quality, and appeal on the international stage. However, competition also poses major challenges, particularly for law schools in developing countries. These schools often face constraints in finance, technological infrastructure, and talent retention while having to meet increasingly high international standards. In addition, keeping pace with the rate of innovation in global legal fields, such as data and artificial intelligence law, is also a major pressure. Therefore, to seize opportunities and overcome challenges, law schools need to build flexible development strategies, invest in research and technology, and promote international cooperation and the internationalization of their training programs.

The international context places new demands on higher education in general and legal training in particular. Universities need to equip students with the knowledge, skills, and qualities appropriate and adaptive to the market and to global issues. Developing high-quality legal human resources is of particular importance to every nation. This legal human resource contributes to the formulation, development, and enforcement of policies and laws, promotes the process of integration, and enables the country’s proactive and active participation in international and regional relations. In particular, high-quality legal human resources play a decisive role in the success of the struggle to safeguard national sovereignty, security, and economic interests, and to protect the legitimate rights and interests of citizens and enterprises amid increasingly fierce economic competition and increasingly complex international disputes today.

Within this context, the University of Law needs to build a development strategy suited to the trends of globalization, international integration, digital transformation, and fierce domestic and international competition, in order to contribute to training high-quality legal human resources that meet the requirements of the international labor market and the demands of sustainable development.

III. DEVELOPMENT PERSPECTIVES

3.1. Develop the University comprehensively and sustainably across all fields, applying breakthrough solutions; invest in and promote scientific research activities; build the University into a research-oriented higher education institution with leading capacity in legal science research, advisory, consultation, critique, and policy evaluation; and form a distinct academic school of thought unique to VNU University of Law.

3.2. Leverage all resources; strengthen the autonomy, social responsibility, and creativity of VNU University of Law; promote linkage, association, and cooperation with units within VNU and with agencies, organizations, and localities; expand cooperation with foreign partners to create added value and enhance and expand the University’s standing both domestically and internationally.

3.3. Pursue modern university governance imbued with the tradition and identity of the University of Law. Build modern information technology infrastructure and a digitization roadmap, and synchronize learning materials and textbooks to ensure high quality with regular updates. Develop and progressively complete the University’s facilities in Hoa Lac and Xuan Thuy, Hanoi; invest in attracting high-quality faculty, especially leading scientists in their fields, while paying attention to and investing in raising the qualifications of young lecturers.

3.4. Focus on improving training quality; ensure all training programs meet national, regional, and international accreditation standards; first develop a number of high-quality, advanced disciplines and specializations on the basis of internationalizing training programs. Strengthen the training of legal thinking, practical knowledge, and professional ethics for learners; connect with enterprises and employers to ensure that graduates can meet job requirements.

3.5. Regard community and social service as one of the University’s three pillars of activity, building on the strength of scientific research and the transfer of new research results and achievements, contributing to perfecting Vietnam’s legal system and to achieving the goal of building the Vietnamese rule-of-law state in the new era. Promote the dissemination of progressive legal thought and culture through training, domestic and international publication, and diversify communication, advisory, and law dissemination activities for the community.

IV. MISSION, VISION, CORE VALUES, AND EDUCATIONAL PHILOSOPHY

4.1. Mission

To train high-quality legal human resources oriented toward becoming experts and leaders/managers with strategic vision and strong adaptability for the State, organizations, and society, making practical contributions to national construction and development; to create and disseminate knowledge; to conduct basic and applied scientific research in law; and to provide high-value advisory, critique, and legal services to the State, organizations, society, and citizens.

4.2. Vision

To become a highly internationally integrated, research-oriented university of law with a strong brand and reputation among law schools in Southeast Asia.

4.3. Core Values

High quality: The University of Law always aims for high quality in all fields and in every activity of each individual, unit, and collective. This is a choice consistent with the University’s mission, vision, and strategic goal of reaching regional and international standards. High quality and efficiency in all of the Faculty’s activities are both a goal and a driving force for the University’s development.

Innovation, creativity, and sustainable development: The University of Law is an environment of free creativity and liberal thought; it consistently supports, encourages, and creates every favorable condition for progressive ideas, innovation, and creativity in teaching, learning, scientific research, and other activities that contribute to the development of the University, of VNU, and of society as a whole. Innovation and creativity must go hand in hand with the goal of sustainable development.

Social responsibility: The University of Law bears a high sense of responsibility to society, committing to provide learners with the best possible training quality and service; to provide society with training and research products and services of the highest quality; and to contribute actively to the country’s development.

4.4. Educational Philosophy

Liberal education; innovation and creativity; lifelong learning; and a sense of responsibility and service to the community.

V. STRATEGIC OBJECTIVES

5.1. Overall Objective

To become a leading research-oriented university of law in Vietnam, meeting the fundamental criteria of a research university in Asia. To create a creative and open academic environment that serves as a workplace for leading experts in legal science, and the choice of talented students aspiring to contribute to the community and society.

5.2. Specific Objectives

5.2.1. Training and Training Quality Assurance

• Train bachelor’s, master’s, and doctoral students in law to become high-quality, highly qualified legal human resources with a solid grasp of foundational knowledge and systematic, creative legal thinking, serving the country’s socio-economic development requirements and international integration.
• Maintain a rational scale across training levels that meets the criteria of a research-oriented university, criteria for innovation, and criteria for training-scale ratios.
• Develop new training disciplines/specializations suited to the University’s strengths and diversify types of training to meet the country’s development needs; focus on developing new, highly interdisciplinary disciplines/specializations, with particular attention to developing internationally linked training disciplines/specializations that meet international standards, working toward mechanisms for credit transfer and exchange with major universities in the region and the world to meet international integration requirements.
• Apply the achievements of modern science and technology in organizing training programs. Innovate teaching methods toward a modern, integrated, “personalized,” learner-centered approach that links theory with practice, helping learners meet output standards in knowledge, skills, competencies, and qualities appropriate to the increasingly high requirements of the labor market, enabling them to continue studying, researching, or working in an international environment.
• Establish and effectively operate an internal quality assurance system; achieve institutional accreditation and complete accreditation of 100% of training programs according to national and international quality accreditation standards.

5.2.2. Science, Technology, and Innovation

• By 2030, science, technology, and innovation will become one of the pillars and driving forces of development, playing a decisive role in affirming VNU University of Law as a high-quality research-oriented university and a leading, prestigious, high-quality center in Vietnam for training, research, policy advisory, knowledge transfer, innovation, community service, and the provision of services in the field of legal science, with a high level of international integration, pioneering in shaping the development trends of modern Vietnamese legal science, ranking among the leading and most prestigious law schools in Southeast Asia, and by 2045, among the prestigious law schools in Asia.
• Build and develop research groups, centers, or research organizations with strong international integration capacity that lead in fields of domestic legal science. Each group, center, or research organization should be capable of producing at least one flagship research product with its own brand and significant social impact, with the potential for commercialization and community service.
• Establish a number of leading, distinctive schools of legal science thought in Vietnam, bringing together prestigious leading experts domestically and internationally, with their own distinct identity, contributing to shaping the development trends of modern Vietnamese legal science and promoting the internationalization of the quality of the University’s law training and research activities.
• Make prestigious international publication a culture and a quality standard for the University’s scientific workforce. The publication capacity of the University’s scientific workforce should consistently exceed the average publication norms for lecturers at reputable domestic law training and research institutions.
• Make learners’ scientific research a culture, an identity, and a quality-assessment standard for training and program learning outcomes—an inseparable component and distinctive feature of the University’s high-quality training products.
• Establish the University and its affiliated research organizations as trusted and reputable addresses for the Party, the State, society, and international organizations in policy advisory and critique, and in providing the country’s high-quality legal science services.
• Develop or participate in reputable domestic and international academic forums so as to genuinely serve as a place that gathers and connects experts, and disseminates knowledge and the spirit of liberal, high-quality legal scholarship. Develop the Autumn Legal Studies Forum (VALF) into a leading academic forum in Southeast Asia that is widely known and attracts the participation of a large number of reputable regional and international experts. Build the Spring Legal Studies Forum (VSLF) into a prestigious forum for law that serves as a gathering and connecting point for young scientists domestically and internationally.
• Ensure that governance in the field of science, technology, and innovation is conducted entirely in a digital environment, implementing smart governance that effectively supports the achievement and development of the University’s strategic goals in science, technology, and innovation.
• Develop the University’s scientific journal into a reputable journal, ranked by reputable organizations among the internationally reputable journal lists in the field of law.
• Ensure sustainable financial autonomy for science, technology, and innovation activities. Revenue from the University’s science, technology, and innovation activities should not only be capable of fully self-financing the University’s development costs in this area, but also contribute to increasing the overall revenue of VNU University of Law.

5.2.3. Community Service

Promote community service activities based on high-quality training and research products, focusing on increasing the number of scientific publications with high citation indices; promoting policy advisory activities and soliciting expert opinions on draft laws; and focusing on expanding community-oriented projects from centers and specialized faculties.

Increase the quantity and effectiveness of legal advisory services for organizations and individuals in need, ensuring that the number of consultations increases year on year, with particular attention to legal advisory services for policy-target groups. Expand the scale and forms of legal dissemination, information, and education, and strengthen charitable projects serving the community: organizing direct advisory sessions for disadvantaged communities and vulnerable groups, and on fan pages and websites that share legal knowledge.

Enhance the legal advisory capacity of the Center for Legal Research and Support: the Center serves as the focal point for organizing students to provide legal advice while practicing law under the guidance of lecturers, ensuring that every student has participated in at least one advisory session by the time they graduate. Facilitate the trade union, Youth Union, Student Association, and other mass organizations within the University in launching and effectively, substantively implementing movements and programs directed toward disadvantaged and policy-target groups.

5.2.4. Organizational Apparatus and Human Resources

• Build the University’s organizational and personnel apparatus in accordance with State and VNU regulations, in a streamlined, efficient manner suited to the University’s tasks and circumstances in each period, on the basis of autonomy over organization and staffing as prescribed.
• Develop a faculty with professional ethical qualities, competence, high professional qualifications, practical capacity, and international integration capacity.
• Ensure a leadership and management team with good ethical qualities, leadership and management competence, and international integration capacity that meets task requirements.
• Ensure a team of specialists and support staff with a modern, civilized, and professional working manner, capable of effectively using software and applying information technology in management.

5.2.5. International Cooperation

International cooperation activities are aimed at forming and developing high-quality teaching and research cooperation opportunities. Establish a diverse network of domestic and international partners, including reputable training institutions, agencies and organizations in the field of law, legal professional associations, and enterprises. Expand opportunities for academic exchange, linking teaching content with practical issues on a global scale.

Increase the quantity and quality of international cooperation activities through signing cooperation agreements with reputable domestic and foreign universities, and with agencies and organizations in the legal field, thereby implementing specific activities to enhance the professional capacity of the University’s staff and lecturers. Expand the scale and diversify the forms of cooperation between the University and its partners, including plans to open long-term and short-term training programs, organize international conferences, conduct professional exchanges, cooperate on scientific publication, and exchange students, lecturers, and experts between parties. Aim to increase the number of lecturers and students participating in exchange programs each year; increase the number of long-term and short-term courses for international students; participate in or host a number of moot court competitions for students; and increase the number of foreign students coming to study and exchange at the University.

Enhance the international integration capacity of the University’s lecturers, staff, and students by improving foreign language proficiency and strengthening experience-sharing activities and training in skills for working in an international academic environment. Support the University’s staff and lecturers in accessing opportunities for short-term training in foreign languages and their specialized fields. Encourage the participation of units within the University, such as the Youth Union, Student Association, and other mass organizations, to implement diverse cooperation activities.

5.2.6. Finance and Facilities

a) Financial resources

Effectively implement the mechanism of autonomy over regular expenditure by increasing and diversifying revenue sources, creating financial resources that basically meet the requirements for building and developing the University toward full autonomy over both regular and investment expenditure; increase the income of officials and employees by a minimum of 10%–20% per year.

b) Facilities

• Build the University of Law at the VNU Hoa Lac Urban Campus in accordance with VNU’s overall plan, aiming that by 2030 approximately 50% of the University’s full-time undergraduate students will be trained at Hoa Lac.
• Ensure well-planned, modern technical infrastructure and equipment both in the inner-city area and at the VNU Hoa Lac Urban Campus, particularly lecture halls, offices, libraries, and other community facilities, so that staff, lecturers, and learners can work, live, and study in the friendliest and best possible environment.
• Accelerate digital transformation, aiming that by the end of 2025 the University will have built and put into use a number of software applications and IT solutions in management, training, and scientific research; in addition, focus on building and developing synchronized, unified, highly interconnected IT infrastructure that meets the requirements of modern university governance according to an appropriate roadmap in the coming years.

VI. IMPLEMENTATION SOLUTIONS

6.1. Training and Training Quality Assurance

• Build an environment of academic freedom that encourages creativity. Continue to innovate educational methods toward a learner-centered approach; ensure that teaching, testing, and assessment activities closely follow the output standards of training programs; concentrate all resources on helping learners develop comprehensively in thinking, competencies, skills, and qualities. Pay attention to and research societal needs and development trends in order to update and complete training programs that serve the country’s socio-economic development needs and international integration.
• Improve and enhance the quality of admissions; strengthen promotion to attract domestic and international learners.
• Review and develop additional new, highly interdisciplinary, multi-field training disciplines with high social demand, meeting regional and international standards; develop internationally linked training programs, adopting advanced training programs from developed countries; on that basis, strengthen learner and credit exchange with major universities in the region and the world.
• Accelerate digital transformation in the organization and management of training, diversify training methods; continue to develop learning material services and an open resource system serving teachers and learners.
• Regularly review and self-assess the quality of training programs and courses. Continue quality accreditation and periodic re-accreditation for all training programs according to national and international quality accreditation standards, with particular priority given to accrediting training programs to international standards; strictly implement post-accreditation activities; synchronously deploy quality assurance solutions to improve output quality and the employability of graduates.

6.2. Science, Technology, and Innovation

• Build and effectively implement the University’s Science, Technology, and Innovation Development Strategy to 2030, with a vision to 2045.
• Continue to improve the system of policies, regulations, and implementation mechanisms for promoting reputable international publication in a manner that promotes high-quality international publication, encouraging international publications from research groups and from learners.
• Improve mechanisms and policies for developing high-quality human resources with international integration capacity. Establish appropriate mechanisms and policies to attract reputable international experts to work and collaborate with the University.
• Improve mechanisms and policies for developing research groups and strong research groups in a de-administrated direction, ensuring autonomy and self-accountability, and strengthening support for creating branded final products aligned with each group’s development orientation and with commercialization potential.
• Develop a project to establish new centers and research organizations within the University. Reorganize, classify, and establish appropriate financial, personnel, and facilities policies so that each affiliated center or research organization can produce a branded final product with high integration capacity and commercialization and transfer potential.
• Adopt policies encouraging the development of basic research and research serving policy advisory to the Party and State in the new development context and serving the community.
• Improve the University’s intellectual property management regulations. Build mechanisms and policies for managing, protecting, and developing the University’s intellectual property assets, and establish mechanisms to encourage and support the exploitation and commercialization of the University’s intellectual property assets.
• Decisively implement and concretize new policies and regulations regarding lecturer benefits, and new policies and regulations on developing science, technology, and innovation.
• Establish a Science, Technology, and Innovation Development Fund with appropriate mechanisms and regulations to ensure financial autonomy and the reasonable attraction and allocation of financial resources for developing science, technology, and innovation.
• Innovate governance, apply technology in management, and pursue digital transformation in science, technology, and innovation research activities. Reform governance thinking toward an outcome-based approach, with specific plans and roadmaps to achieve strategic goals in science, technology, and innovation.
• Establish mechanisms and policies to promote international cooperation in science and technology, particularly supporting and encouraging participation in international academic forums and developing cooperation on science, technology, and innovation with reputable international partners.
• Effectively, promptly, and properly implement the Project to Develop the Scientific Journal of VNU University of Law, oriented toward developing it into a reputable international journal.
• Strengthen communication about the strategy and goals for developing science, technology, and innovation, building consensus and mobilizing overall resources to achieve key research goals and directions that produce breakthrough, strongly branded products.
• Innovate communication activities on science, technology, and innovation in a manner that affirms the University’s brand as the country’s leading academic, policy advisory, and legal science service center, with the capacity to lead and guide academically, with a spirit of liberal thought and strong social responsibility among the University’s scientists, helping the University’s scientific research products and activities become widely known and effectively supporting the commercialization of the University’s scientific and technological products.
• Establish mechanisms and policies for developing learners’ science, technology, and innovation activities, regarding the activities, quality, and products of learners’ science, technology, and innovation as an important component of the University’s overall Development Strategy toward becoming a high-quality research-oriented university, actively supporting learners in meeting output standards, and actively contributing to building a capable, visionary successor generation that helps promote the development of the University’s research schools of thought.

6.3. Community Service

• Be proactive and active in identifying and organizing research projects, seminars, and scientific workshops for policy advisory and critique, providing theoretical and practical bases for draft laws, precedents, and the Party’s and State’s guidelines and policies; focus on scientific activities aimed at perfecting the judicial model, institutions, and apparatus in order to build and perfect the socialist rule-of-law state of Vietnam in the new period.
• Adopt policies encouraging centers and faculties to actively participate in knowledge transfer activities and to attract projects and non-project activities that both serve the community and enhance research capacity and international publication. Facilitate lecturers and research groups in participating in bidding and implementing packages on policy advisory and critique, and legal impact and effectiveness assessment.
• Encourage lecturers and students to participate in advisory and legal practice activities coordinated by the Center for Legal Research and Support. Take the lead in, and coordinate the organization of, training and refresher courses according to societal needs, with practical, topical content, focusing on target groups such as law practice organizations, socio-professional organizations of legal practitioners, enterprises, and the foreign community wishing to learn about Vietnamese law.
• Expand digital communication and legal advisory channels, such as the University’s official information portal and the system of supporting websites and fan pages of specialized faculties, centers, and youth/student organizations, applying information technology and artificial intelligence to diversify and enliven forms of legal dissemination, information, and education.
• Promote socialization, mobilizing support from enterprises, law practice organizations, and the alumni network to enhance research capacity, knowledge transfer, and the sustainable development of community service projects.

6.4. Organizational Apparatus and Human Resources

• Complete the University’s organizational structure according to an advanced, rational, and professional research-oriented university model. Maintain a streamlined administrative management apparatus with clearly assigned functions and duties to achieve high operational efficiency; organize faculties, departments, institutes, and centers appropriately to training specializations and strategic orientations for developing science and services, leveraging the University’s traditional strengths while also focusing on developing new, interdisciplinary, cross-field disciplines/specializations that link scientific research with training and services, meeting Vietnam’s requirements and international integration, especially in the context of Industry 4.0.
• Plan the workforce in line with development requirements for 2030 and 2035 in terms of quality and scale. Build and develop a synchronized team of management and scientific staff with a rational structure across disciplines/specializations, professional expertise, qualifications, age, and gender, ensuring continuity and development, with particular attention to the teaching staff resource and overcoming the shortage of high-level, leading scientific personnel. Develop a team of teaching, research, and management staff with sufficient capacity to fulfill the University’s mission and strategic goals.
• Build a system of criteria and standards for each type of staff as a basis for standardizing the University’s workforce; implement staffing and labor norms appropriate to human resource development requirements for each stage of the University’s development.
• Build recruitment, attraction, and appropriate-use policies for staff, especially highly qualified scientific staff and capable managers.
• Attract international scientists and international doctoral candidates to teach and conduct research.
• Establish regulations for managing labor discipline compliance among staff and lecturers, and a system of criteria for evaluating and classifying labor performance for the purpose of paying salaries and additional income beyond salary; implement measures to improve labor productivity and strengthen unity and consensus throughout the University.
• Strengthen and improve the quality of planning, training, retraining, and human resource development work.
• Organize regular training and retraining for civil servants, public employees, and workers according to their titles and plans; enhance professionalism, responsibility in performing public duties, and integrity.
• Improve staff members’ quality of life by creating high-income jobs, improving a friendly working environment, and applying policies that provide opportunities for development and contribution for staff and public employees.

6.5. International Cooperation

• Develop a long-term, comprehensive, and feasible international cooperation development strategy that clearly identifies goals, prospective partner groups, and specific programs to leverage the strengths and capabilities of lecturers, staff, and students in implementing the plan. Establish and strengthen stable, in-depth partnerships with reputable training and research institutions in the region and the world; propose cooperation options suited to the University’s actual conditions and partners’ strengths, to exchange expertise and effectively use all resources toward sustainable, mutually beneficial development.
• Establish appropriate incentive mechanisms to motivate staff, lecturers, and students to participate actively and proactively in international cooperation activities. Seek opportunities to enhance professional capacity, foreign language proficiency, and international cooperation project management capacity for the University’s personnel, thereby creating a foundation for receiving, managing, and developing cooperation activities at the University.
• Expand channels for seeking, connecting, and building domestic and international partnerships, including VNU’s shared connection channels, the University’s communication channels, and the professional relationships of the University’s lecturers and experts. Take active and appropriate measures to promote the University’s image and brand at law forums and domestic and international higher education events in order to introduce the University’s professional capacity, connectivity, and goodwill for cooperation.

6.6. Finance and Facilities

a) Financial resources

• Build and complete mechanisms and policies to encourage diversification of financial resources;
• Develop high-quality, advanced, talent-track, standards-compliant training programs to charge tuition fees commensurate with training quality and learner demand;
• Promote joint training with domestic and foreign training institutions that meet higher education quality requirements; adopt advanced training programs from around the world; attract and receive international students to increase revenue from training, scientific research, and international cooperation activities;
• Increase resources in the direction of university autonomy, developing a financial plan that uses part of non-business funding, socialized capital, and commercial bank loans to build the new facility at Hoa Lac in line with VNU’s overall plan;
• Practice thrift and combat waste of financial resources, increasing the savings ratio for future development investment.

b) Facilities

• Develop a plan and roadmap for building the University of Law at the VNU Hoa Lac Urban Campus in accordance with VNU’s direction and overall plan;
• Proactively manage and effectively use existing facilities resources; strengthen investment in modern, synchronized equipment from legitimate revenue sources to serve training and scientific research, with particular attention to investing in developing management, training, and scientific research applications and software in line with the digital transformation plan and an appropriate roadmap. Certain applications and software need to be built and put into use, such as those for managing training, scientific research, administration and personnel, finance, and assets;
• Strengthen the effective use of facilities and other resources shared within VNU.

VII. IMPLEMENTATION ORGANIZATION

• Disseminate and thoroughly convey the Development Strategy of VNU University of Law to 2030, with a Vision to 2045, to all units, public employees, workers, and learners throughout the University; publicize and widely introduce it to the University’s stakeholders.
• The University’s Development Strategy shall be implemented through five-year plans and specified into the University’s annual academic-year plans and tasks.
  • The University Council shall develop the five-year plan and issue resolutions directly serving the implementation of the Strategy; mobilize and concentrate resources for implementing the Strategy.
  • The Rector shall organize the development of the University’s detailed annual academic-year plans and tasks in close alignment with the Strategy’s orientations, goals, and solutions, based on the University Council’s five-year plan; allocate and effectively use resources to implement the Strategy.
• Each year, units within the University shall develop their unit-level annual academic-year plans and tasks based on the University’s overall plan and tasks, and organize their implementation. The Trade Union, Youth Union, and Student Association shall proactively and creatively develop and implement action plans to carry out the Strategy.
• At the end of each academic year, based on the results of units’ implementation of their plans and tasks, the University shall evaluate the results of implementing its Strategy, forming a basis for determining goals and plan targets for the following academic year. Within each five-year term, the University shall conduct a comprehensive review and evaluation of its Development Strategy, forming a basis for adjusting, formulating, and implementing the Development Strategy for the next five-year period.
• Organizing the implementation of the University’s Development Strategy is the responsibility of the University’s collective leadership and all organizations, units, and individuals within the University, specifically: the Party Committee shall exercise general oversight; the University Council shall assign tasks to and oversee the Rector in organizing implementation of the Strategy; the Department of Personnel Organization and Legal Inspection shall be responsible for regularly monitoring, inspecting, and urging the implementation of annual academic-year plans and strategic tasks by the University’s units, consolidating results, and reporting to the Rector as a basis for commending or disciplining relevant units and individuals in implementing the Strategy./.