Public schools after restructuring in need of a shift in mindset from management to school governance

Dong Nai has completed the restructuring of 453 public educational institutions before August 20, 10 days ahead of the deadline set by the Ministry of Education and Training. The early completion of the process demonstrates the considerable efforts made by the Dong Nai Department of Education and Training (DoET) and local authorities, particularly under the decisive direction of the City People's Committee.

Loc An Primary School in the Loc An-Binh Son resettlement area in Long Thanh ward has completed its restructuring.

For Dong Nai's education sector, completing the restructuring of public educational institutions is only the first step. A more important and challenging task ahead is to ensure that the restructured institutions quickly stabilize their operations, strengthen school governance and improve teaching and learning quality to meet the city's growing demand for high-quality human resources.

Efforts to streamline the system

Dong Nai City previously had 1,112 public educational institutions, including preschools, general education schools, and vocational education and continuing education centers. Following the restructuring, the city now has 659, a reduction of 453 institutions, or more than 40%. The process has not only streamlined the network of public educational institutions but also significantly reduced the number of managerial and support staff, including accountants and cashiers, creating opportunities to redeploy personnel to other suitable positions.

According to local authorities, completing the restructuring within such a short period demonstrated strong determination, as the process required careful planning to ensure substantive results. The restructuring was not simply about reducing the number of institutions and staff, but also about ensuring more effective and efficient management afterward. The reassignment of school managers and staff was another major challenge.

Nguyen Viet Hoai, Standing Deputy Secretary of the Xuan Phu commune Party Committee, said the commune had completed the restructuring of public educational institutions in the area. The process was carried out under the Party Committee's close leadership and direction, with careful consideration and thorough planning. Managers and staff affected by the restructuring were consulted, with their concerns, feelings and aspirations taken into consideration. As a result, managers, staff and teachers expressed their support for the restructuring and felt more confident about the changes. Notably, a school principal in the commune who still had seven years before reaching retirement age volunteered to return to teaching, helping facilitate the restructuring process.

Hoang Thi Minh Hiep, former principal of Nguyen Binh Khiem Primary School in Xuan Phu commune, said she had spent 23 years in school management before deciding to step down and return to teaching. Hiep said the move was necessary to help the locality consolidate its organizational structure, make more effective use of its workforce and ensure that restructured educational institutions operate stably and efficiently.

“Twenty-three years in management gave me valuable experience and opportunities to contribute to the education sector. Returning to the classroom is also a personal aspiration driven by my love for the profession. I want to continue contributing to education, working alongside my colleagues and supporting my students,” Hiep said.

Le Truong Son, Vice Chairman of the Dong Nai City People's Committee: “It’s necessary to strengthen oversight and support for schools to ensure that they operate stably and effectively after restructuring”

Following restructuring, public educational institutions must give the highest priority to thorough preparations for the 2026-2027 academic year. At the same time, they must pay particular attention to maintaining stable operations and fostering solidarity across their management boards and teaching staff. As schools become larger following the restructuring, with more classes, teachers, staff and students but fewer managers, greater use should be made of information technology and digital transformation to strengthen school governance and improve teaching and learning quality. The DoET and local authorities must strengthen oversight and provide timely support to ensure that restructured schools operate stably and effectively.

Improving quality after restructuring

Completing the restructuring of public educational institutions has been a major challenge, particularly because it had to be carried out within a very short period. However, an even greater challenge lies ahead: ensuring that restructured institutions quickly stabilize their operations, maintain orderly and effective management, and, more importantly, achieve clear improvements in teaching and learning quality. Managers appointed to new positions at restructured schools must play a central role in fostering solidarity among teaching staff while shifting their mindset from school management to school governance.

Trang Dai ward People's Committee has merged two secondary schools to establish the new Trang Dai Secondary School, with nearly 9,000 students. Photo: Cong Nghia

Le Kim Huong, Chairwoman of the Trang Dai ward People's Committee, said the restructuring had reduced the number of public educational institutions in the ward by three, from nine to six. As part of the process, Truong Sa Secondary School was merged into Trang Dai Secondary School, bringing the new school's enrollment to around 9,000 students and making it one of the city's largest schools. Following the merger, student enrollment increased substantially, while the management team was reduced to one principal and two vice principals. Therefore, the ward carefully considered each case to ensure that those retained in management positions were capable of taking on greater responsibilities and more demanding tasks.

Meanwhile, Pham Thi Hai Anh, who was appointed principal of Trang Dai Secondary School following the merger, said the new management board met immediately after the ward announced the establishment of the new school and the personnel arrangements. The board began consolidating the school's operations and preparing for the 2026-2027 academic year. The school has also assigned specific responsibilities to vice principals and professional teams to enhance individual accountability.

“With more than 300 teachers and staff coming together from two different schools, building strong internal solidarity is extremely important,” Hai Anh said.

Hong Tien Vien, Secretary of the Chon Thanh ward Party Committee, said the ward Party Committee and People's Committee would strengthen their leadership, direction and support to help Party organizations and schools’ management boards fulfill their responsibilities. First and foremost, the new management board and teaching staff at each school must build and maintain strong solidarity. Each member of the management board should be attentive to teachers' concerns, listen to their views and promptly and appropriately address issues, even those arising from the smallest matters, in order to create a positive educational environment. Most importantly, schools’ management boards must regard the shift in mindset from management to school governance as a key task in improving the overall quality of teaching and learning.

By C.Nghia – Translated by M.Nguyet, Thu Ha