LIBRARY NETWORK AT VIETNAM NATIONAL UNIVERSITY – HO CHI MINH
CITY: A SUCCESSFUL MODEL OF COOPERATION AND RESOURCE SHARING
Ms. Nguyen Hong Sinh, PhD
Chairman of the Library Committee - the VNU-HCM Library Network
Vice Director - Central library – Vietnam National University – Ho Chi Minh City
Email: nhs1601@yahoo.com
Mr. Pham Van Trien
Vice Director - Central library – Vietnam National University – Ho Chi Minh City
Email: pvtrien@vnuhcm.edu.vn
Abstract:
Cooperation and consolidation are the real needs as well as real challenges facing many
libraries nowadays. Vietnam National University, Ho Chi Minh City (VNU-HCM) has been
constituted of 6 universities and several affiliated institutions. Each university has had its own
library. From 2003, a Library Network that links these university libraries has been initiated. The
paper describes and analyzes the process of establishing and developing the Library Network.
This process includes determining an appropriate model and laying the foundation for the
Library Network, looking for financial support and establishing the Library Network, developing
and maintaining the Library Network.
Concurrently, the paper identifies and analyzes the resolutions and experiences from
implementing the process of establishing and developing the Library Network, as well as the
results obtained from the current practice. Several significant experiences have been drawn from
the process including: all actions should base on the contextual factors and genuide needs,
compassion and support from the leadership and consensus from all members, realistic benefit
for all member, ability and reputation of the managers are vital, and “snowball effect”
development is a sensible approach. Experiences from establishing and developing the VNUHCM Library Network that reflect the mutual respects for the characteristics of each individual
library and the common benefits of the Network, as well as the results of the compromise
between give and take are worth sharing.
Keywords: Library network, Library cooperation, Resource sharing,
BACKGROUND
Vietnam National University - Ho Chi Minh City (VNU-HCM) is one of the two leading
public university networks in Vietnam. It reports directly to the Prime Minister of the country. It
was established in 1995 by grouping the elite public universities in the city, which have long
traditions, great reputations and specific professional specialties. From then on, the number of
members has steadily grown. Currently, VNU-HCM has 6 university members and several
affiliated institutions. Each member has its resources and is independent in its operation, yet each
member shares VNU-HCM resources.
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From 1996 to 2003, each VNU-HCM member university had its own library that mostly
served its own students and teaching staff. There were no communications, cooperation or
sharing of library resources. As a consequence, there were many obvious weaknesses such as: (1)
the information resources did not meet users’ needs, particularly materials in foreign languages
and electronic form, (2) services assisting teaching and research only consisted of lending
requested materials and had limited ability to advise or provide users with updated and selected
materials, (3) there was no conditions for librarians and users’ interactions, (4) advanced
technologies helping services and technical works were very limited, and (5) standards in
cataloging, in OPAC and other search tools were not synchronized. Consequently, it was difficult
for the libraries to meet the needs of their users and it was even more difficult for the libraries to
achieve their mission of promoting high quality in education and research for each university as
well as for VNU-HCM as a whole.
In 2003, VNU-HCM Board of Directors decided to enhance the role of their libraries to
help improve the quality of teaching and research at VNU-HCM by investing a robust library
resource serving all VNU-HCM users. To reach this goal, the VNU-HCM was planned to
establish the Central Library to embrace new library technologies, take bold initiatives, create a
role model and coordinate the activities of the member libraries. Subsequently, one of the
primary requirements was to establish the VNU-HCM Library Network to share all capitals and
potentials including technology applications, information resources, information services,
facilities and manpower.
In 2005, the Central Library was official inaugurated. On the one hand, it has served
users of all VNU-HCM member universities. On the other hand, it has launched a process to
develop the VNU-HCM Library Network.
PROCESS OF DEVELOPING THE LIBRARY NETWORK
From 2006, in addition to the mission of playing a model library, the Central Library has
concentrated on the development of the Library Network that consisted of 3 main stages:
1. Determining an appropriate model and laying the foundation for the Library Network
2. Looking for financial support and establishing the Library Network
3. Developing and maintaining the Library Network
Stage 1: Determining an appropriate model and laying the foundation for the VNU-HCM
Library Network
Goals:
A task force was established to conduct an investigation to determine an appropriate
model and lay the foundation for the Library Network whose operational components included
administration, technology and professionalism. The model would promote the cooperation,
uniformity, and synchronization in infrastructure as well as in all activities among member
libraries. At the same time, it was necessary to ensure that each member can develop its specific
characteristics, be independent to enlarge its activities and explore its possibilities. By doing so,
each member will benefit all resources from VNU-HCM, from other members and from itself.
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Accordingly, all libraries can better satisfy users’ needs and effectively contribute to the
education and research strategic plan of VNU-HCM.
Objectives:
1. Identify specific characteristics, possibilities and needs of each library at VNU-HCM.
2. Suggest relevant operational model, investigate its feasibilities and determine a VNU-HCM
Library Network.
3. Build strategic plan for the VNU-HCM Library Network for 2006-2015 with a vision
projected until 2020 based on the selected model.
4. Create human resource to operate the Network according to the strategy plan by different
means including sending staff to visit and do internship in advanced international libraries.
5. Enhance the knowledge and recognition of features and necessities of the Network by
involving managers and key staff from all member libraries in the execution of the above
objectives.
Participants of the task force:
The task force included 3 kinds of members:
- Directors of member libraries – these members were able to understand the needs and provide
SWOT analyses of their libraries. They also were able to propose new ideas and solutions for
network establishment to promote the unity of the network and maintain their own specific
characteristics.
- Researchers – some senior faculty members on Library and Information field were invited to
join the team. They had profound knowledge on library cooperation and rich experience in
conducting research. They contributed greatly in reviewing relevant knowledge and experience
on issues concerning international cooperation and the progress.
- Leaders from VNU-HCM – The Vice-Director and the Head of Human Resource Department
of VNU-HCM were also part of the team. These leaders were in charge of VNU-HCM finance
and human resources. They were able to give advice on these aspects for the Network
establishment. Moreover, they were able to obtain the recognition and support the Network
among leaders in all universities at VNU-HCM.
Achievements:
After 2 years 2005-2006 the following achievements were obtained:
1. Establish an operational model for VNU-HCM Library Network with the following main
characteristic: member libraries operated in a semi-centralized model including two management
levels – network level (central level) and member level (individual library level). The
management structure, functions, missions, main activities and responsibilities at each level and
the connections between two levels were transparent and well defined. The Central Library
played the coordination role of the Network. It took into account activities of the network level.
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These aspects were officially accepted by Directors of all member libraries, approved by the
VNU-HCM Director and became legal regulations. These regulations ensured the cooperation,
synchronization and stabilities and effectiveness in library activities.
2. Release officially a set of legal documents on regulations, policies and guidelines for
establishment, operation and development of the VNU-HCM Library Network. These documents
included (a) regulations on structure and operation of the Library Committee, (b) regulations on
organization and operation of the Library Network, (c) policies on human resources, information
resources, library-information services, technology infrastructure, and other facility resources,
(d) policies and guidelines on users’ services, professional and technical standards, and (e)
guidelines on developing some particular activities and services.
3. Create human resource for the Network.
Significance:
1. The investigation contributes to the knowledge and practice regarding library cooperation and
sharing resources in Vietnam.
2. The operational model of VNU-HCM Library Network accompanied with documents on
strategy plan, regulations, policies and guideline constitutes a practical example on how to
establish and operate the cooperation and resource sharing among libraries in Vietnam.
3. The results of this investigation lay a foundation for establishing and developing a library
network that optimizes and strengthens the synergy power at VNU-HCM. Accordingly, the
libraries can provide high quality services to their users and reach VNU-HCM strategic goals in
education and research.
Stage 2: Looking for finance supports and establishing the VNU-HCM Library Network
Goals:
The operational model and foundation for the Library Network were established. The
next stage was to obtain the funding to implement the model into practice. The project entitled
“Improving library competence to support VNU-HCM’s strategic goal for academic excellence”
was submitted to Work Bank and received its funding of one million USD. This project was part
of the finance support packet from Work Bank for Vietnamese education during 2007-2011.
Objectives of the project:
Organize a management system for the Library Network to manage and optimize the
resources and potentials of all member libraries, particularly:
1. Establish a Library Committee (its members are all directors of member libraries) to manage
and operate all activities of the Network
2. Revise and complete the legal documents, regulations and guideline released during the first
stage.
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3. Implement the coordination and sharing of users and technical services including: (a) change
the service concept of every member library from serving its users to serving those of VNUHCM, (b) launch inter-library loan service among all members, (c) create and enlarge library and
information services for the whole Network.
4. Equip professional software that all members can use.
5. Subscribe e-resources that all members can use.
6. Increase the ability of human resource by: (a) Sending practitioners (library manager and staff)
to international advanced libraries for training and doing internship, (b) Sending practitioners to
take professional education programs in the universities abroad and eventually obtain
professional higher degrees, (c) Invite international experts to be instructors for specific topic
training sections, and (d) Conduct in-house workshops and seminars to share experiences among
practitioners of the Network.
Achievements:
After 5 years (2007-2011) the following achievement were obtained:
1. The Library Network was established with the participation of all libraries within VNU-HCM.
All member libraries adapted similar management and operational mechanisms, and cooperated
and shared all their resources. This Network illustrates the power of synergy and stimulates more
actions for collaborations between libraries of VNU-HCM and domestic as well as international
universities.
The members of VNU-HCM Library Network
2. The abilities of library practitioners were significantly improved to handle the management
and implementation of cooperation activities.
3. Technical infrastructure and value scientific information resources for the Network were
established and met the needs of VNU-HCM users. These achievements are the foundation for
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further investment in the next stages on e-resources, technology applications and new services to
the users.
4. The effectiveness of the operational model was valued by the VNU-HCM leadership who
provided more support and gave priorities to the library investments in infrastructure, annual
budget and policies for the Network growth.
Stage 3: Maintaining and constantly developing the VNU-HCM Library Network
Until 2011, the VNU-HCM Library Network was entirely established. The next task is
maintaining and constantly developing the Network. This requires endless efforts from library
practitioners and other stakeholders. The main challenges are obtaining relevant budget,
increasing the effectiveness and quality of the services as well as launching new activities. Based
on the principle of semi-centralized level management aforementioned, we implement all actions
for a sustainable development of the Network at both levels (at the network and at the member
level). The particular objectives are:
1. Ensure the cooperation of human resource: Each member library sends one of its practitioners
to join the expert teams including cataloguing team, user service team and collection
development team. These practitioners work together in their teams to share information and
experiences, coordinate cooperative activities related to their areas, and assist individual
members as needed. The Library Committee organizes annually training workshops and social
events for all members of the Network.
2. Ensure the uniformity of professional standards: The expert teams and Library Committee are
in charge of reviewing and compiling professional standards, guideline, and workflows. The
Library Committee is in charged of approving and issuing these documents. All member libraries
comply with these in their daily works.
3. Synchronize technology infrastructure for retrieving and using information resources: The
Central Library is in charged of investing and managing basic technology applications for the
whole Network.
4. Enhance the cooperation and sharing of information resources: The Central Library is in
charged of subscribing online databases and serving the whole Network; all member libraries
provide inter-library loan among them. Each library prioritizes the development of their specific
collections that respond to the needs of its university.
5. Heighten the cooperation and sharing of library-information services: Each library organizes
relevant services for its own users and provides them to outside users as well. The Central
Library provides its services to all users of VNU-HCM. All information on services is available
on the websites of libraries.
EXPERIENCES TO SHARE
Experiences from the procedure of establishing and developing the VNU-HCM Library
Network showed the following facts:
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1. Basic contextual factors and genuine needs: To organize the Network, it is necessary to
investigate and deeply understand the contextual factors and genuine needs. They are the
evidences to convince stakeholders to give support and commitments. Also, they are steppingstone to develop relevant resolutions to ensure the effectiveness and to limit the errors of the
Network activities.
2. Compassion and support from the leadership and consensus from all members: To be able to
establish and develop the Network, the two most important elements are to obtain the support
from university leadership and the consensus from all members; without these two elements
nothing would happen. To obtain them, the key persons of the Network must champion its
causes, need to be convincing, persuasive, and master all aspects of the initiatives to explain and
accept compromises.
3. Realistic benefits for all members: Skeptic and fear about cooperation are common in library
community in Vietnam since cooperation often requires compromising and sacrifice. To
overcome this prejudice, all Network actions should focus on serving the real needs of the
members. When a member has a chance to contribute and gets real benefits from the Network
activities it will stay in the Network.
4. “Snowball effect” development: Cooperative and sharing services should be implemented in a
small scale in the beginning. Once they aresuccessful, a roadmap will be followed. This way,
practitioners can fearlessly learn how to work with colleagues from other libraries, and how to
handle new tasks and new situations while still keeping the situations under-controlled. For
instance, in the beginning, many member libraries only agreed to offer services to teaching staff
from other universities. After a little while, they opened their services to senior students, then to
all.
5. Ability and reputation of the Network managers: The ability and reputation of the Network
managers are vital. The Network managing team should include people with different skills
which include fundraising, budget managing, professional managing, human resource managing.
Cooperation and consolidation are the real needs in almost libraries; however, finding a
suitable model for cooperation and implementing the cooperation activities are challenges for not
only libraries in Vietnam but also in other countries. The procedure and solutions in establishing
and development the VNU-HCM Library Network is practical example that worth to share
among library community.
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