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VISION - STRATEGIC DEVELOPMENT OF THE FACULTY OF MEDICINE

1. GENERAL ORIENTATION

Developing a workforce that ensures both quantity and quality, completing the educational infrastructure and ecosystem to meet the demands of undergraduate and postgraduate training. Maintaining and improving undergraduate programs, implementing postgraduate programs aligned with trends in developed countries, aiming for even higher quality to meet labor market demands. Simultaneously, intensifying scientific research efforts; enhancing and expanding domestic and international collaborations.

2. EDUCATION AND QUALITY ASSURANCE

  • Enhancing management capabilities and responsibilities for programs under the School. Maintaining and improving medical education programs according to competency standards supported by BIDMC/HAIVN. Introducing postgraduate programs including Specialist Doctors in Internal Medicine and Specialist Doctors in Surgery.

  • Finalizing plans to launch new postgraduate programs, specifically Specialist Doctors in Obstetrics, Specialist Doctors in Pediatrics, Internal Medicine Residents, Surgical Residents, followed by a Master's program in medicine.

  • Regularly reviewing and improving education quality assurance activities. Enhancing teaching quality of faculty (expertise and teaching skills). Aiming to complete the second accreditation cycle for medical education programs by 2027.

3. SCIENTIFIC RESEARCH

  • Conducting scientific research at international standards. Increasing the quantity and quality of scientific research and technology development outputs.

  • Ensuring quality of scientific conferences, with a focus on enhancing workshop quality and effectiveness. Regular participation in reputable national conferences.

  • 100% faculty participation in scientific research.

  • Effectively publishing research results on the school's website and utilizing valuable references for education and research purposes.

  • Having members capable of research participating in at least one strong research group.

4. INTERNATIONAL RELATIONS

  • Sustaining and developing current domestic and international collaborative relationships.

  • Closer coordination in education and scientific research between the school and hospitals to utilize each other's strengths more effectively.

5. COMMUNITY SERVICE

  • Continuing community service activities undertaken by faculty and students of the School, while enhancing community service initiatives to improve professional expertise.

6. DEVELOPMENT OF HUMAN RESOURCES

  • Standardizing faculty academic qualifications. Ensuring all faculty members meet professional title standards, with a minimum qualification of a Master's degree. By 2025, aiming for 1 Associate Professor and 3 PhD holders as permanent faculty, increasing to 8 by 2030.

  • Standardizing the human resources team, including supporting staff within the School's management, ensuring all are trained and regularly updated on professional skills, with operational quality rated from above average to excellent.

  • Enhancing personnel according to approved job position plans. Increasing School positions to align with new developments and the University's growth.

 
 

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