Party Congress of the Academy of Finance for the 2025–2030 Term: Solidarity – Discipline – Innovation – Creativity – Development

Dr. Nguyen Van Binh, Party Secretary and Chair of the Academy Council, presents the Political Report of the Academy Party Congress for the 2025–2030 term

At the Congress, on behalf of the Presidium, Dr. Nguyen Van Binh, Party Secretary and Chair of the Academy Council, presented the Political Report of the Party Congress of the Academy for the 2025–2030 term. The report focused on clarifying the core issues, provided an overview, highlighted key priorities and important points for the Congress’s consideration, discussion, and feedback.

RESULTS OF IMPLEMENTING THE RESOLUTIONS OF THE ACADEMY PARTY CONGRESS, 2020–2025 TERM

The Academy’s activities during the 2020–2025 term unfolded against a backdrop of both challenges and opportunities. These included the severe impact of the COVID-19 pandemic; the prolonged global economic crisis and recession following COVID-19; conflicts, wars, and strategic competition among major powers; unexpected natural disasters; negative effects of trade wars and tariff policies; and the urgent need for comprehensive innovation in education and training, greater autonomy, higher quality, accreditation standards, and competition among universities.

In this context, under the leadership of the Ministry of Finance Party Committee and with the united efforts of Party members, staff, and faculty, the Academy Party Committee exercised strong leadership, overcame many difficulties, and demonstrated high political resolve in implementing Party resolutions. It developed a scientific, coherent, and effective action program closely aligned with practical realities. The results achieved in both political tasks and Party-building work during the 2020–2025 term are significant and have left outstanding marks in two major areas: political leadership and Party development.

First, Political Leadership and Mission Execution

• Education and Training underwent comprehensive innovation and development. Despite unprecedented challenges, the Party Committee took strategic steps to reform training activities, expanding scale and diversifying modes, majors, and delivery methods while pursuing accreditation and improving quality and learning outcomes. Curricula were regularly reviewed and updated, gradually modernized to meet national socio-economic needs and approach international standards in key programs.

• Scientific Research and International Cooperation also saw marked progress. The Academy expanded its strategic partnerships domestically and internationally, broke new ground in cooperative training and research, increased both the quantity and quality of scientific outputs, and raised the number of publications in reputable international journals. Research activities contributed actively to economic and financial policy advice, especially on emerging issues and strategic technological products.

• Facilities and Finance received special attention from the Party, State, and Ministry of Finance. The Academy made breakthroughs in infrastructure and finance: four new modern lecture halls were completed and put into use; investment was made in digital libraries and IT systems; financial results and autonomy improved, and staff and faculty incomes rose steadily each year.

Key figures presented in the report included total enrollment (23,875 learners); graduate employment rate (≥98%, with some programs at 100%); accreditation coverage (100% of bachelor’s and master’s programs accredited); new programs launched (from 6 to 18 majors, and from 20 to 41 bachelor’s degree programs); growth in research outputs; strengthened international cooperation; and enhanced financial and infrastructure capacity—collectively elevating the Academy’s domestic and international standing and demonstrating its brand value and development aspirations.

Second, Party Building

Over the past term, Party building was comprehensively and effectively led in political, ideological, ethical, and organizational matters. Party development received strong attention; inspection, supervision, and disciplinary enforcement followed Party regulations; internal political security, mass mobilization, and ideological work were strengthened. Leadership methods evolved positively, maintaining the Party’s comprehensive guiding role.

Under close guidance from the Ministry of Finance Party Committee, the Academy’s organizational structure and key leadership positions were promptly completed, ensuring stable transitions and efficient operations. Organizational reviews streamlined structures for greater agility and effectiveness. Personnel management followed proper procedures, and the quality of faculty and staff improved continuously.

To honor achievements—particularly the Academy’s vigorous efforts over the past term—at the 60th anniversary celebration in November 2023, the Academy received the First-Class Labor Order (third time) from the President. The celebration also reunited thousands of alumni, including leaders and former leaders of the Party, State, and business community—an honor that inspires pride and motivates all generations of the Academy and promotes its academic and research excellence in finance, accounting, and high-quality human resource development.

These successes stem first from the attentive leadership of the Party Standing Committee of the Ministry of Finance, the Ministry’s Party Committee, and related units; and from rigorous oversight of training by the Ministry of Education & Training, alongside active cooperation from various agencies.

Second, from the unity and consensus among the Party Committee, the Academy Council, and the Executive Board, combined with the creativity, responsibility, and collaborative spirit of all staff, faculty, Party members, and learners.

Third, in leading and implementing tasks, the Party Committee and Executive Board strictly adhered to higher-level Party resolutions and State regulations, translating them into specific action programs, work plans, regulations, and procedures suited to the Academy’s reality.

Fourth, during implementation, the Party Committee and Inspection Committee consistently strengthened inspection, supervision, monitoring, and evaluation—upholding principles, especially democratic centralism in Party activities and organization.

Despite these strengths, the Party Committee candidly acknowledged several limitations to address in the next term.

OBJECTIVES, DIRECTIONS, AND TASKS FOR THE 2025–2030 TERM

Development Objective:
In response to the demands of the nation’s new development era and in line with key directives—such as Resolution No. 29-NQ/TW on fundamental, comprehensive renovation of education and training; the National Education Development Strategy to 2030 with a 2045 vision; the National Financial Inclusion Strategy to 2025 with orientation to 2030; the Academy’s own 2021–2030 strategy with a 2045 vision; and recent resolutions on science and innovation, international integration, lawmaking, and private sector development—the Party Committee aspires by 2030 to enhance its leadership and combat effectiveness, transforming the Academy into Vietnam’s leading autonomous, multi-disciplinary university with integrated basic and applied research, digital operations, and international accreditation; a professional, modern governance structure; contributions to a sound, secure national finance system; and a talent hub nurturing high-quality human resources in economics, finance-banking, accounting-auditing, and management.

Key Directions and Targets:
To achieve this, the 2020–2025 Executive Board identified nine strategic directions for 2025–2030 across political missions and Party building, and set the following principal targets by 2030:

1. Party Building:

   • 100% of Party members to study and grasp all directives and resolutions of higher-level Party committees and the Academy Party Committee.

   • ≥95% of members classified as “Good” or “Excellent.”

   • ≥90% of Party organizations classified as “Good,” with ≥20% of branches rated “Clean and Strong.”

   • Annual Party Committee rating of “Good” or higher.

   • Enroll 600–750 new Party members (10–15% increase over the previous term’s 681 members).

2. Political Missions:

   • Maintain enrollment at 27,000–37,000 learners, with 10% postgraduate and doctoral students.

   • 100% of bachelor’s graduates employed in their field within one year of graduation.

   • 100% of bachelor’s and master’s programs accredited domestically; 15 programs accredited internationally.

   • Average 0.4 international journal articles per faculty member per year (WoS/Scopus).

   • Deliver at least three strategic scientific products for community transfer.

   • Develop one journal into Scopus database.

   • Host 12 faculty exchanges abroad and 100 student exchanges annually; successfully launch five international projects.

   • Annual growth of full-time faculty by 3%; 15% of faculty to hold professorial titles; ≥75% researchers/faculty; 80% to hold doctorates; 5% of teaching by foreign faculty; 80% of faculty able to teach in English; 100% of faculty using digital tools and active learning methods.

   • Increase annual career-activity revenues by ≥8%.

   • Fully utilize existing facilities: 100% of offices and classrooms matched to enrollment; 100% of management processes digitized.

Major Tasks and Solutions:
To realize these objectives and targets, the Party Committee has outlined five major task groups and solutions for political missions, and five for Party building:

1. Continue comprehensive reform of training:

   • Rationally expand scale; update and perfect curricula; adjust program structure toward more international orientation; enhance practical and hands-on experience; innovate teaching and diversify assessment methods.

2. Strengthen research, innovation, and international publication:

   • Form strong research groups linked to training quality improvement and policy advisory; focus on technology transfer for national economic development.

3. Develop international cooperation in training and research:

   • Leverage international joint-training programs; expand partnerships; promote student and faculty exchanges; host international conferences.

4. Enhance infrastructure and sustainable finance:

   • Improve policies, financial management standards, and asset management; increase career-activity revenues; prioritize investment in modern facilities; complete campus expansion at 69 Duc Thang and branch campuses; effectively exploit public assets and other resources.

5. Uphold and strengthen Party leadership:

   • Continue Party building in politics, ideology, ethics, and organization; boost mass mobilization, ideological work, and leadership of unions; innovate leadership methods; streamline organizational structure; clarify roles and responsibilities; develop faculty with strong expertise, integrity, and creativity; intensify Party inspection, supervision, internal control, and auditing; practice thrift, combat waste, and prevent corruption and negativity.