Building the contingent of civil servants working on state management of economy in Quang Nam province

nagement functions such as forecasting, planning, organizing, controlling, inspecting, adjusting, ... 2.2. Content of building a contingent of civil servant working on state management of economy at provincial level 2.2.1. Principles for building a contingent of civil servant working on state management of economy Building a contingent of civil servant working on state management of economy is a set of behaviors aimed at orienting the strategy and planning on the development of the contingent of civil servants; building policies for training, using, encouraging and deploying those contingents to promote their capacity for economic development in particular and socio-economic development in general. 2.2.2. General requirements for the contingent of civil servant working on state management of economy at provincial level 2.2.2.1. General requirements for the contingent of civil servant working on state management of economy - On political qualities: The highest manifestation, most concentration on the quality of each civil servant working on state management of economy at provincial level is to firmly grasp the Party's viewpoints and renewal directions. 9 - On moral qualities, lifestyle: living exemplarily and working in accordance with the Constitution and the law are basic ethical standards, always exemplary in front of the people. At the same time, every civil servant working on state management must actively study and follow the example, morality and behavior of Ho Chi Minh. - On professional competence: Having professional knowledge in the field of management; having knowledge of market economy and international economic integration; having knowledge of economic laws, joint stock companies, securities market ...; having modern scientific management knowledge, etc. - On organizational management capacity: Being capable of sensitivity, flexibility and ability to observe tasks from the general to the detail to organize the system in a synchronous and efficient manner. 2.2.2.2. The requirement for the number, structure of the contingent of civil servant working on state management of economy at provincial level - On the number: Annually, depending on the current number and capacity of civil servants to determine the payroll norms, to ensure the right and sufficient number of civil servants to fulfill the assigned tasks. - On the structure: ensuring inheritance, transition generation; ensuring the rational structure of gender, ethnicity, territory... 2.2.3. The content of building the contingent of civil servant working on state management of economy at provincial level 2.2.3.1. Building standards for titles The title of a civil servant is the concept of a civil servant’s title in the administration or the civil service in general, for example: director, deputy director, head of department, deputy head, specialist ... The process of defining the criteria for the title of civil servant working on state management at provincial level, apart from having to depend themselves on the common standards promulgated by the Party and the State, to pay attention to the following requirements: - Determining the criteria for the title of civil servant working on state management of economy at provincial level must be depended on the function of the economic state management apparatus of such provincial/municipal service. - Depending on the requirements of the current practice of the state management apparatus of economy 2.2.3.2. Organizing the recruitment Finally, the recruitment of civil servant working on state management of economy also needs to comply with the following basic requirements: - Deriving from the work needs that recruit appropriate people. - Ensuring the standard job title of the vacancy. 10 - Ensuring fairness, equality and publicity. 2.2.3.3. Planning the contingent of civil servant Cadre planning is generally another important element of cadre work. Requirements of civil servant planning: Firstly, the principles of cadre work of the Party must be adhered to. It is necessary to have a firm grasp of the objectives, principles, standards and major solutions for cadre work in the new era. Secondly, planning to ensure the system between levels, getting lower level planning as the basis for higher level planning, superior planning to facilitate better implementation of subordinate planning. Thirdly, sticking with reality to have a systematic, fundamental and long-term plan for early detection of promising young civil servants. Fourthly, both ensuring scientific, practical, objective characteristic and creating resources to train, build contingent of civil servants and motivate civil servants to strive; it is consistent, scientific but not rigid, closed. 2.2.3.4. Training, fostering Training is the process of influencing people to get them acquainted and mastering systematically knowledge, skills... preparation for their adaptation to life and the ability to undertake an assignment of specific labor, contributing to the development of society. 2.2.3.5. Arranging to use, promoting, rotation On the arrangement of using civil servants, the aim is to maximize the ability of each individual, to help them train themselves, improve their skills in all aspects, fulfill their assigned tasks and help community solve problems to achieve high efficiency. The rotation of civil servants working on state management of economy is an important and meaningful part of the cadre work, contributing to the building of a contingent of qualified cadre who meet the requirements of national industrialization and modernization. Rotation of cadre is a breakthrough because if they do well, the rotation of cadre will promote the cadre assessment, planning and training, fostering the cadres. 2.2.3.6. Assessing the civil servant Assessment of civil servants to clarify their political qualities, ethics, capabilities, professional qualifications and performance results of assigned tasks. The assessment results shall serve as a basis for arranging, using, and training, fostering, rewarding, disciplining and implementing policies towards civil servant. The assessment of public servants must be conducted on the principle of democratic centralism; ensure objectivity, science and conclusions by majority on the basis of civil servant standards and results of accomplishment of assigned tasks. 11 2.2.3.7. Policy for civil servants Current civil servant policies include: the policy of recruiting, appointing and dismissing civil servants; Policy on training and fostering of civil servants; Wage policy; Disciplinary Reward Policy; Civil servant protection policy and other remuneration policy for civil servants Depending on the importance, extent and level of regulation of the policy, it must be institutionalized by laws, ordinances, decrees and regulations of relevant state agencies. 2.2.3.8. Organizing the apparatus for managing the contingent of civil servant To ensure that the contingent of civil servants is in terms of quantity, structure and quality, and simultaneously operates in a stable and efficient manner in all stages of the organization and personnel work, it is necessary to have a system of units specializing in organizing and managing civil servants from central to local levels. These units are called Organization agencies. The organizing agency is responsible for advising and assisting the leading and managerial agencies at various levels and branches on organization and personnel work. 2.2.4. Criteria for assessing the work of building the contingent of civil servant working on state management at provincial level Derived from the very important role of the contingent of civil servant working on state management at provincial level and from the realities of the research area, the dissertation based on the following basic criteria to assess the construction the contingent of civil servant working on state management of economy at provincial level in Quang Nam in recent years. -On the planning work, it is necessary to define specific standards together with requirements of localities and units; The planning process ensures the democracy and objectivity; Planning must be closely linked to training, fostering, inspection, review, evaluation and experience. -On the work of recruiting, it must be from work that selects the appropriate person; The recruitment organization must ensure transparency and equality. -The training, fostering, must build planning, careful training, fostering plan; setting up appropriate training and fostering mechanisms and policies. -The use, promotion and rotation must be in accordance with Party's viewpoint and the law of the State; The arrangement of cadres and civil servants must be in line with the standards, skills, capabilities and aspirations of civil servants, creating the best conditions for them to develop their talents; The arrangement of cadre must be derived from the requirements of the job. -Rotation work must be based on cadre planning and intention to arrange, use after rotation; The purpose of the rotation is to develop the cadre rather than the purges of cadres who are not the same team. 12 - On the regime, policy for civil servants is assessed based on the policy of material and spiritual treatment and the policy of rewarding talented people in the province. - On the assessment of civil servant working on state management of the economy at provincial level, based on the set of standards and procedures that ensure the scientific, rational and actual cadre. - The basis for assessing the organizational structure of the civil servant management is based on the level of stability, high rationality in terms of structure, quantity, quality and efficiency of the contingent of civil servant working on state management of economy at provincial level. 2.3. Experience on building civil servants working on state management of economy in some localities and lessons learned for Quang Nam province. 2.3.1.1. Experience of Hanoi Firstly, for cadre planning: the City Party Committee must attach importance to the development of guiding documents in combination with thorough understanding of the purpose, requirements, contents and responsibilities of the collective leaders towards the work of planning cadre to focus on effective implementation. In this work, the role of the leader is very important. Well performing the training and fostering of professional qualifications and skills, politically theoretical qualifications, state management, economic management and foreign language skills; At the same time, appointing, transferring and alternating cadres according to the planning. Secondly, for the rotation of cadres: the Party Committees at all levels should firmly grasp the principles, guidelines, thorough, comprehensive and well-timed preparation, , appropriate procedures, careful and appropriate steps to ensure high feasibility. In the course of organizing the direction, it is necessary to regularly monitor, inspect and periodically review and draw experience and step by step bring the work of rotation cadres into order, with high quality and high efficiency 2.3.1.2. Experience of Da Nang Da Nang pays great attention to the training and fostering cadres and civil servants in the direction of specialized and professional training and fostering of knowledge and skills which are suitable to the job positions, civil servant ranks and criteria, leadership criteria; The management and training of skills according to the positions of employment and the current jobs have contributed to raising the professional qualifications and professional skills and political theories of the contingent of cadre and civil servant working on state management of economy. 13 2.3.2. Lessons learned can be applied in Quang Nam Firstly, in order to build and develop a contingent of cadre and civil servant in general, civil servants working on state management of economy in particular, it is necessary to pay special attention to cadre planning. This is the most important step, since from the new planning can create the plan of training, fostering, alternating, appointing... Secondly, building civil servants must be associated with caring for the Party's grassroots organization, to apply the Party's guidelines, policies to life; Is the place to check and assess and screen the party members and civil servants. Thirdly, in the recruitment, arrangement, use, promotion and rotation of civil servants, it is necessary to ensure the centralized, democratic... principles. Fourthly, the more suitable, satisfactory remuneration policies for civil servants are, the more can they encourage and attract the good civil servants in the localities. Chapter 3 SITUATION OF BUILDING A CONTINGENT OF CIVIL SERVANTS WORKING ON STATE MANAGEMENT OF ECONOMY IN QUANG NAM PROVINCE 3.1. Overview of geographic, administrative and social characteristics of Quang Nam province 3.1.1. Geographic, administrative characteristics Quang Nam Province is located in the central part of the country, the North borders Thua Thien Hue and Da Nang, the East borders East Sea with 125 km of coastline, and the South borders Quang Ngai, the West borders Kon Tum and Lao People's Democratic Republic. Quang Nam has a natural area of 10,406 square km and a population of 1,460,164 (in 2013). Currently, the province has 15 districts and 2 cities and 1 town, of which 9 mountainous districts (Tay Giang, Dong Giang, Nam Giang, Phuoc Son, Bac Tra My, Nam Tra My, Hiep Duc, Tien Phuoc and Nong Phuoc. Paint); 7 districts / towns in the delta and midland (Dien Ban Town, Duy Xuyen, Dai Loc, Thang Binh, Que Son, Nui Thanh and Phu Ninh); The two cities are Tam Ky and Hoi An 3.1.2. Socio-economic characteristics In 1996 Quang Nam province was separated from Quang Nam - Da Nang, the socio-economic situation of the province, as well as the people's life at that time, faced many difficulties, the poverty rate was over 36%, the economic, technical and social infrastructure was weak and backward.After a process of development, with accurate, timely and creative decisions of the party committees and authorities as well as the determination to strive of the 14 whole population, the socio-economic situation of the province Quang Nam has made positive changes up to now.The growth rate of total product in the area in the period 2010 - 2015 is 12% / year; compared to 2005, GRDP in 2015 increased 2.3 times. Economic structure shifted positively: Construction industry from 24% to 39.5%; Services from 35% to 41%; Agri- forestry-fishery decreased from 31% to 21%. The economic strength of the province has been raised, which facilitated to accelerate the development in the coming time. 3.2. Situation of the contingent of civil servants working on state management of economy at provincial level in Quang Nam 3.2.1. On quantity and structure In the period of 2010 - 2015, the number of the contingent of civil servants working on state management of economy at provincial level in Quang Nam remains at an average level of 1,056 people per year. However, due to the need to reduce staffing and improve the machine wasmore streamlined and reasonable, the number of these contingentstended to gradually decrease (despite uneven decrease through years).If the number is 1,128 peoplein 2010, then by 2011 it dropped to 953 people, increased to 999 peoplein 2012; By 2013 it increased to 1,101 people; But from 2014, it was back to the declining trend of 1,090 people and 1,067 people in 2015. - The gender structure of the contingent of civil servants working on state management of economy in Quang Nam Provincewas unreasonable, because female civil servants were relatively low, less than a quarter of the total; Later years tended to increase (27.55% in 2015) - On the ethnic structure, the civil servants working on state management of economywas Kinh accounting for more than 86%; The percentage of civil servants who were ethnic minority people was low, accounting for only 2% of the total number of contingents of civil servants working on state management ofeconomy (while ethnic minorities account for 7.2% of the total population). 3.2.2. On quality In 1996 Quang Nam province was separated from Quang Nam - Da Nang, so the first time, the contingent of civel servants working on state management of the province was both insufficient and weak. The university qualification of the civil servants always had high professional requirements such as Department of Finance (had not reached 50%), Department of Planning and Investment 46%, Department of Industry 52%. However, in the later years, especially in the period from 2006 up to now, the qualifications of the contingent of civil servants working on state management of economy 15 in Quang Nam has made positive changes, particularly from 2011-2015, the number of university graduates and upper university graduates accounted for more than 65%, the ratio of primary-qualificationcivil servants decreased gradually from 10.31% in 2011 to 1.3% in 2015. Table 3.5: Qualifications of civil servants working on state management of economy at provincial level in Quang Nam province Targets 2010 2011 2012 2013 2014 2015 No % No % No % No % No % No % Total 1.128 100 953 100 999 100 1.101 100 1.090 100 1.067 100 Doctor 4 0,35 0,0 0,0 3 3,0 3 0,3 2 0,2 1 0,1 Master 41 3,6 47 4,9 72 7,2 60 5,4 75 6,9 79 7,4 University 756 67 732 76,8 740 74,1 802 72,8 790 72,6 788 73,8 College 18 1,5 4 0,4 5 0,5 38 3,4 9 0,8 9 0,8 Intermediate 261 23,1 183 19,2 184 18,4 186 16,9 186 17,0 176 16,4 Primary 57 5,0 38 4,0 38 3,8 12 1,0 26 2,3 14 1,3 However, compared to the current general requirements of civil servants working on state management of economy at provincial level, Quang Nam still accounted for more than 20% the civil servants working on state management of economy who had not yet reached university qualification( According to the General requirements, university qualification must reach 90-95%).Moreover, the survey on the quality of the contingent of civil servants working on state management of economy in many areas of Quang Nam had not met the requirements of 12-19%, concentrated on the group of civil servants working on state management in the Agriculture; Trade in Services; Finance...). Table 3.6. Quality of civil servants working on state management of economy in Quang Nam province UNIT: % State management of economy on the fields Civil servants did not meet requirements Civil servants met low requirements Civil servants met high requirements - Finance and currency 16,0 78,0 6,0 - Agriculture 19,0 76,0 5,0 - Industry 14,0 80,0 6,0 - Trade in Services 18,0 78,0 4,0 - Manage the types of businesses in the area 12,0 82,0 6,0 - Land Management 12,0 82,0 6,0 16 3.3. Situation of building the contingent of civil servants working on state management of economy in Quang Nam province in the period of 2010 - 2015 3.3.1. Content of building and achieved results 3.3.1.1. Construction of development strategies and planning The Department of Home Affairs coordinated with the provincial Party Committee to carry out the development strategy for the contingent of civil servants working on state management of economy. Specifically: from 2010, Quang Nam has set up a development strategy for civil servants from the Departments to work on state management of economy. For example, with the Department of Finance, the development strategy took into account that the retirement age from 2010-2015 was 10 people and the replacement strategy was 15 people, of which on-the-job training was 8 People, the strategy of attracting competent cadres in this field are 8 people including students with good academic performance at Hanoi Finance University ....Or the development strategy for civil servants in the field of state management on agriculture and rural areas has brought about remarkable results, from the starting point of lacking quantity and having weak capacity, the contingent has been improved both quantity and quality up to now. On the work of development planning for the contingent of civil servants working on state management of economy at provincial level, especially on the planning of key cadres at the departments and agencies working on state management of economy, the province has planned overall development of these civil servants on each route (tenure) for 5 years. Over the past five years (2009 - 2013), the province had planned more than 250 key cadres to be appointed to leadership positions in departments, and 195 people have been appointed by the province in accordance with the plan up to now. 3.3.1.2. The work of recruitment Prior to the requirement of building a contingent of civil servants working on state management of economy, the province had proposed the recruitment project for this contingent as requirement of the Central. The recruitment process ensured the rules; The recruitment project for civil servants basically met the requirements, specifically: + The province had announced widely on the mass media to recruit civil servants on the field of state management of economy throughout the province; posted publicly at the place of receiving the records of the agency or recruitment unit. + The Department of Home Affairs issued documents to define requirements and criteria for recruitment of civil servants in this field specifically; provided legal regulations for recruiting such as: regulating council’s function and council members... 17 +The process of organizing the recruitment took place in accordance with the State regulations to ensure the legitimacy, to select equally the right candidates. 3.3.1.3. Arrange, use and rotation the cadres - The arrangement and use of the contingent of civil servants working on state management of economy in Quang Nam province had always been paid special attention by Quang Nam's leaders. Most civil servants working on state management in the departments were laid, arranged according to their trained profession. In the process of arranging and using the contingent of civil servants, leaders of the province had many solutions based on the criteria of the principle "treasure talents", inquired about the aspirations and personalities of civil servants to detect and streamline according to each person’s forte. The arrangement and promotion of civil servants were qualified according to the principle of "placing people", "having up, having down", "having in, and having out". - Some departments / agencies well implemented the work of cadre’s rotation. However, many places had not fully realized the effect of rotation in practice, not properly evaluated how the rotation of the cadres had been over time; the perception and determination of the committees and leaders were not truly consistent, leading to the difference between organization and results in the local areas. Many places were awkward to distinguish the rotation and movement of cadres... 3.3.1.4. The work of training and fostering Over the past five years (2009-2013), more than 400 cadres and civil servants had been trained, some of whom had been sent to formal training courses at Da Nang University of Economics, Quang Nam University and National Academy of Public Administration, including the areas of finance and banking, economic management, economic development, tourism management. There were more than 170 civil servants following in-service training. About 250 people were sent to distance learning. In general, these subjects basically met the required content requirements after 5 years of study. The re-training of civil servants working in state management of economy in Quang Nam in the past five years, with an average of 40-50 people per year, mainly focused on the banking and finance sector, state management of agriculture industry, trade services. On the work of fostering civil servants working on state management of economy in the past five years, Quang Nam province had organized over 80 classes in different fields with the number of over 100 people per class. Thus, in the past 5 years there had been nearly 10,000 people participating in fostering. 18 3.3.1.5