Quản lý nhà nước về đào tạo, bồi dưỡng cán bộ, công chức, viên chức người dân tộc thiểu số TT TIENG ANH

MINISTRY OF EDUCATION AND TRAINING MINISTRY OF HOME AFFAIRS NATIONAL ACADEMY OF PUBLIC ADMINISTRATION HA TRONG NGHIA STATE MANAGEMENT OF TRAINING AND RETRAING CADRES, CIVIL SERVANTS AND PUBLIC EMPLOYEES TO BE ETHNIC MINORITIES Specialization: Public Management Code: 34 04 03 SUMMARY OF PhD THESIS ON PUBLIC MANAGEMENT HA NOI, 2021 The work was completed at: National Academy of Public Administration Scientific supervisor: Prof, PhD Đinh Van Tien Prof, PhD Tran Trung Reviewer 1: …………………………………………………………… Reviewer 2: …………………………………………………………… Reviewer 3: …………………………………………………………… The thesis will be defended before the Thesis Evaluation Council at Academy level Location: PhD thesis defense room - Meeting room…… House ……, National Academy of Public Administration No: 77 - Nguyen Chi Thanh street – Đong Đa – Ha Noi Duration: at ……… hour … date … month … Year ……… The thesis can be found at the National Library of Vietnam or the library of the National Academy of Public Administration THE AUTHOR’S LIST OF WORKS Ha Trong Nghia (2017), “Solutions to develop the contingent of ethnic minority cadres, civil servants and public employees in the current period”, Journal of State, No 252, January 2017, p 58-61 Ha Trong Nghia (2019), “Solutions for training and retraining ethnic minority cadres in the Northwest to meet the requirements of globalization and international integration in the current period”, Journal of Education, No especially, September 2018, p 73-79 Ha Trong Nghia, Nguyen Duy Dung (2020), “Some solutions to train highquality human resources in ethnic minority and mountainous areas”, Journal of Ethnic Minority, No 229, April 2020 HaTrong Nghia, Nguyen Duy Dung (2020), “Managment of training and retraining ethnic minority cadres, civil servants, public employees in the current period”, Journal of Ethnic Minorities Research, Volume 9, issue 2, June, 2020 INTRODUCTION Rationale of the thesis During the revolutionary leadership process, the Communist Party of Vietnam has had many undertakings and policies to promote the comprehensive development of ethnic minority areas, including building a contingent of ethnic minority cadres During the renovation period, maybe mention to the “Strategy for Ethnic Affairs” with the main task as: continuing to consolidate and strengthen local government in the Northwest, Central Highlands, Southwest regions and implementing the Project on development of ethnic minority cadres in the new period Recently, to be Resolution No 76/NQ-CP dated July 15th, 2021 of the Government: Promulgating the Master Program on State Administrative Reform for the period of 2021-2030 The overall goal of the Program is to continue to build a democratic, professional, modern, streamlined, effective, efficient, capable administration, capable of creating development, integrity, serving the people, the basis of the Party’s viewpoints, policies and guidelines on comprehensively and synchronously promoting the renovation process and building a socialist rule-of-law state of the people, by the people, for the people in the period of 2021-2030 The reality of Innovation needs a contingent of qualified and capable cadres who both represent the quintessence of the masses as well as the link between the Party and the State with the ethnic minorities Ethnic minority cadres, civil servants and public employees are the main responsible force in the socio-economic construction and development of their localities and their peoples More specifically, the requirement “Building a state administration serving the people, democracy, rule of law, professionalism, modernity, purity, strength, publicity and transparency” also requires capacity building, the quality of the contingent of cadres, civil servants and public employees The contingent of ethnic minority cadres, civil servants and public employees are a part of the state contingent of cadres, civil servants and public employees, playing an important role in the implementation of the Party’s undertakings and guidelines and the State’s laws In fact, a part of the cadres, civil servants and public employees is lacking in knowledge and skills related to task performance in ethnic minority and mountainous areas; there are many people who have not received training and retraining in a systematic and methodical manner in terms of professional skills related to task performance in the working areas, have not met the requirements of tasks in the new situation In the current period, the requirement to comprehensively promote the national renewal process and “create clear changes in ethnic minority areas” is posing new problems and new tasks for the whole political system and the training and retraining of cadres Therefore, paying attention to building a contingent of qualified and capable ethnic minority cadres, civil servants and public employees is a regular and very important task Accordingly, training, retraining cadres, civil servants and public employees and state management in this field directly contributes to improving the quality, efficiency of professional activities, and the quality of ethnic minority cadres is an important and urgent task today In fact and through research, we can see many problems and inadequacies in state management in this field; summarized as follows: State management has made great efforts in training, retraining but the quality and quantity of cadres, civil servants and public employees to be ethnic minorities still has a part that does not meet the requirements of work, there is a difference in the quality of cadres, civil servants and public employees among ethnic minority areas State management is showing confused signs between the work of generating resources and the use of ethnic minority cadres, civil servants and public employees who have undergone training: To create a source of staff, one wants to increase “capacity” to meet the actual needs of the administrative apparatus, but the results are used seems to be wasted by the current “managing” mechanism, by the requirement of streamlining the administrative apparatus, by cadres transferred after the training, retraining State management in this field is showing the following manifestations: Confused between standardizing cadres, civil servants and public employees through screening for entrance exams and recruiting in training to address the needs of cadres, civil servants and public employees in ethnic minority areas; to be confused between the mechanism of election and priority with the mechanism of fair competition, democracy, publicity and transparency in appointment; to be confused between the priority of developing ethnic minority human resources with promotion and “recruiting cadres, civil servants and public employees to attract really virtuous and talented people to work in state administrative agencies”;… There are quite a few focal points on state management but the management impact has not yet been agreed, because each entity seems to be pursuing a different criterion Participation in state management in this field is the National Assembly, the Government, the Ministry of Home Affairs, the Committee for Ethnic Minorities with equivalent modules in the province such as the People’s Council, Department, Board Accordingly, the interactions with training institutions and the state management document system on the training, retraining also appear at many levels and criterias, making state management in this field quite confusing How to both ensure the quality of cadres, civil servants and public employees for modern administration, while also ensuring the structure of officials (by ethnicity, region, gender, how to innovate the flexible content of training, retraining in accordance with regional practice and standardized, modern and suitable for particular object? There are many confused expressions, many paradoxes exist in the management of content innovation issues We seem to be regularly adjusting and adding or subtracting the program of training, retraining cadres, civil servants and public employees, but there is a lack of a consistent criterion in the selection of content So the feeling is that everything is needed, everything is lacking, everything is wanted more, and then after a while, it is not necessary and cuts it again Standardization of the process of training, retraining and innovation of the method of training, retraining is also taking place in many directions and according to many criteria The suitability of the object of training, retraining is also sometimes understood as “considering”, “prioritizing” for ethnic minority cadres, simplifying the program, lowering the “output” criteria Therefore, the process of training, retraining ethnic minority cadres sometimes contradicts the general criteria of reforming the state apparatus in the direction of “modernity, leanness and diligence”; “building a professional, responsible, dynamic and talented civil service”; “building a contingent of cadres, civil servants and public employees with a reasonable structure, meeting the standards of titles, employment positions and competency frameworks as prescribed”, The situation is that there are quite a few problems of state management that require appropriate solutions to contribute to creating a strong change in the training, retraining ethnic minority cadres, civil servants and public employees This is also a direction to contribute to the implementation of the “State administrative reform master program for the period of 2021-2030” in order to continue building a democratic, professional, modern, streamlined, effective administration, capable of creating development, integrity, serving the people, building a socialist rule of law state in the next 10 years To contribute to solving the above problems, with the idea of contributing to the renovation of state management in training and retraining ethnic minority cadres, civil servants and public employees to meet the requirements and tasks of the period of of the country’s industrialization and modernization and reform the state administration, we chose the topic: “State management in training and retraining ethnic minority cadres, civil servants and public employees” to study Objectives and mission of the research 2.1 Research objectives Building theoretical and practical arguments to contribute to perfecting the state management of training and retraining ethnic minority cadres, civil servants and public employees in the current context 2.2 Research mission The thesis focuses on solving the main missions: - An overview of the research situation related to the topic to clarify the content that can be inherited, the issues need further research - Research, synthesize and build a system of practical and scientific basis for state management of ethnic minority cadres, civil servants and public employees - Survey, analyze and evaluate the current situation of state management of ethnic minority cadres, civil servants and public employees in our country, analyze the achieved results, limitations and identify the main causes - Synthesize the views and orientations of the Party and the State, based on the problems that appear in practice to propose solutions to improve the state management of ethnic minority cadres, civil servants and public employees in our country Subject and scope of research 3.1 Research subject State management of ethnic minority cadres, civil servants and public employees 3.2 Scope of research - In terms of content: This thesis focuses on researching the state management of training and retraining of ethnic minority cadres, civil servants and public employees with basic contents of state management: (1) Completing and implementing institutions and policies; (2) Completing and implementing the staff training and retraining plan; (3) Managing the organizational apparatus and human resources participating in the training and retraining; (4) Managing activities of developing programs and contents of training, retraining; (5) Management of resources for training, retraining; (6) Inspecting and examining the activities of training, retraining ethnic minority cadres, civil servants and public employees - Duration: Since 2011, when the Government’s Decree on the Ethnic Minority Affairs and the policy on training and retraining ethnic minority cadres, civil servants and public employees was issued up to now - In terms of space: The thesis focuses on researching a number of provincial, district and commune level units in ethnic minority and mountainous areas, specificly: Hoa Binh, Son La, Lao Cai, Cao Bang, Thanh Hoa, Nghe An, Dak Lak, Dak Nong, Ca Mau and Can Tho Methodology and research methods 4.1 Methodology The thesis research is based on the Marxist-Leninist methodology on dialectical materialism, the basic principles of Marxism-Leninism; Ho Chi Minh Thought In addition, the views of the Party and the State’s regulations on the training, retraining civil servants in general and the training, retraining ethnic minority cadres, civil servants and public employees in particular are also the basis for orienting specific research 4.2 Research methods The thesis uses some basic research methods as follows: Methods of document research, analysis and synthesis; method of systematizing, comparing and contrasting statistical methods; method of actual survey and forecasting method of forecast, Research questions and scientific hypotheses 5.1 Research questions The thesis raises some questions as follows: - What is the state management of training and retraining ethnic minority cadres, civil servants and public employees? What is features and content? Is the current way of understanding and implementing state management in this field adequate? - What factors affect state management in this field? - What is the current situation of state management in this field? Outcomes, limited causes and problems? - What are the directions and solutions to improve the state management of training and retraining ethnic minority cadres, civil servants and public employees? 5.2 Scientific hypotheses Several problems may have emerged from this field management practice: - The quality and quantity of ethnic minority cadres, civil servants and public employees have revealed many inadequacies in their work, is it due to some inappropriate management concepts? - The system of legal documents related to the training and retraining ethnic minority cadres, civil servants and public employees may be incomplete, inconsistent and inappropriate? - The current situation of organizational structure of the state management apparatus has not been consolidated, the management staff and the teaching staff have not met the requirements - The need to strengthen state management to improve the quality of cadres, civil servants and public employees is a conflict with the concept and the way that we are doing - The support and mobilization of resources is still limited; There are still many shortcomings in the inspection and examination of training, retraining ethnic minority cadres, civil servants and public employees, negatively affecting the quality, process and efficiency of management New contributions of the thesis The thesis aims to achieve some scientific contributions as follows: - Overview of research works related to the thesis topic, draw out some relevant contents that need to be further resolved in the thesis - Clarifying concepts; identify the contents and analyze the factors affecting the state management activities on the training, retraining ethnic minority cadres, civil servants and public employees - Analysis and assessment of the current situation indicates the results, limitations, causes and problems posed in this field - Propose a system of solutions to improve state management in this field Theoretical and practical significance of the thesis 7.1 About the theory The thesis contributes some summarizing experiences on state management in training and retraining ethnic minority cadres, civil servants and public employees 7.2 About practice The thesis can be used as a reference in research, teaching and learning at administrative science training institutions At the same time, it can also be used as a reference for the authorities in the field of management of training and retraining ethnic minority cadres, civil servants and public employees and cadre work in the ethnic minority affairs of our country Structure of Thesis In addition to the introduction and conclusion, the list of references, appendices, and content of the thesis is structured into chapters: Chapter Overview of research situation Chapter Theoretical basis of state management on training and retraining ethnic minority cadres, civil servants and public employees Chapter Situaton of state management on training and retraining ethnic minority cadres, civil servants and public employees Chapter Innovation directions and solutions to improve state management of ethnic minority cadres, civil servants and public employees CONTENT CHAPTER OVERVIEW OF RESEARCH SITUATION 1.1 Foreign research works related to state management of training and retraining cadres, civil servants and public employees The thesis summarizes the content, important and necessary arguments for research through a number of research works of the authors or the experiences that the public administration of other countries has drawn out recently What should be paid attention to through these researchs and reviews is that the trend of innovation in public administration is taking place in the fields parallel to the reform of the public administration model in many countries State management in the field of training and retraining cadres, civil servants and public employees also follows that trend Of interest are the trends: following the needs of the new public administration; respond to improving public services according to the trend of modernization, democratization and community service; implement the “participation together” method so that the trained person also participates in the process of content development, method innovation and improvement of state management institutions A number of foreign researchs and reviews have paid attention to the training and retraining cadres, civil servants and public employees for ethnic minority groups China has quite a lot of experience and achievements in this field.Typically, the persistence in training ethnic minority cadres to “sincerely develop people to flourish and enrich the people”; have to “see that the socio-political values from economic achievements are derived from the local cadres”; “central policy-orientation, focusing on investing mainly in people (including leaders and teaching staff); the locality has a long-term and specific plan for recruiting, training and retraining personnel”; “respect and strengthen important steps such as staff selection for training, inspection and supervision of staff at work” 1.2 Domestic research works related to state management of training and retraining cadres, civil servants and public employees The thesis summarizes the researches in areas, namely the training and retraining of cadres, civil servants and public employees and the state management in this field Through the research results of state-level scientific works and researches of scientists, we found that: the field of training, retraining civil servants and state management in this field has been a great concern of the management science During the innovation period, along with summarizing experiences, detecting problems and proposing practical solutions, research on state management in this field has also had many researchs on perfecting mechanism and policies; propose to renovate the management mechanism, including the following steps: creating resources from staff planning, combining recruitment with entrance exams to select students; develop training, retraining content suitable to local and regional practical needs and needs of each student/learner type; innovate management methods both in terms of method content and “extend” the process of participating in management after training In general, through researchs, the basic content of state management on the training and retraining of ethnic minority cadres, civil servants and public employees is determined that: Taking ethnic minority affairs as the highest requirement, attaching importance to reality, especially assessments about cadre quality from working agencies and from the people to determine the effectiveness of training, retraining and management of training, retraining programs; well aware of the characteristics of the training subjects, the working context of the ethnic minority areas in order to well manage the process of program development and implementation of the training and retraining content; prepare resources early from far away, and gradually standardize training according to civil servant titles; diversify forms of knowledge-experience transmission but certificate retraining is key; well prepared human resources for teaching and investment, good management of facilities, reasonable and effective use of trained and retrained human resources 1.3 The thesis issues continue to solve Through the reference, analysis and evaluation of domestic and foreign researchs, it can be seen that the mentioned works have a lot of values for the legacy thesis, but there are still many problems that need to be solved, specificly as: - It is necessary to systematize and supplement a number of concepts and arguments related to state management of ethnic minority cadres, civil servants and public employees At the same time, it is necessary to study deeply the basic characteristics and contents of state management in this field - It is necessary to analyze the current situation to identify the advantages, disadvantages and limited causes of the state management of training, retraining ethnic minority cadres, civil servants and public employees - Synthesize proposals, viewpoints and solutions according to the system of contents to complete the state management of training, retraining ethnic minority cadres, civil servants and public employees SUB-CONCLUSION CHAPTER The research practice of the world and our country shows that there have been many quite extensive research works on the training and retraining of civil servants and public officials in general and the training of ethnic minority cadres, civil servants and punlic employees in particular Although this field of management has been operating for a long time and there have been some summative researchs, however it is well aware of the context and requirements of administrative reform, placing it in the overall construction and improvement of the contingent of cadres, civil servants and public employees to be professional, modern, dedicated to work; directly contribute to building a contingent of civil servants and public servants in ethnic minority areas, implementing ethnic affair programs in the current context to be still essential With the awareness that state management is a necessary and useful activity and it has the ability to change the situation, and positively improve the activity results of 10 2.2.2 Subject manages the training and retraining of ethnic minority cadres, civil servants and public employees According to Decree No 101/2017/ND-CP, there are 04 entities involved in the management of cadre training and training: Ho Chi Minh National Academy of Politics; National Academy of Public Administration; Politics Schools of provinces and centrally cities and institutions for training and retraining cadres, civil servants of ministries, ministerial-level agencies, government-attached agencies and central socio-political organizations In general, these are state agencies that jointly manage training and retraining activities for ethnic minority cadres, civil servants and public employees This is considered a unique feature when compared with other fields of training and human resource development 2.3 State management of training and retraining ethnic minority cadres, civil servants and public employees 2.3.1 Concept of state management and state management of training and retraining ethnic minority cadres, civil servants and public employees State management is often understood in two meanings: Broad meaning, is the organization activity and operation of the entire state apparatus, including state management agencies in all three areas: legislative, executive and judicial In a narrow sense, it is the process of organizing and operating according to the law of the system of state administrative agencies for social processes in order to achieve management goals This thesis studies state management in a narrow sense State management of training and retraining ethnic minority cadres, civil servants and employees is the State’s adoption of a system of policies, laws and the apparatus of specialized management agencies to influence system of training, retraining and related subjects in order to meet the demand for quantity and improve the quality of this team, help them to have sufficient capacity, professional qualifications, professionalism and public service ethics to meet the task requirements of the political system of ethnic minority areas 2.3.2 Features of state management of training and retraining ethnic minority cadres, civil servants and public employees Because it is also a state management activity, so state management in this field also has many common characteristics, similar to other management fields; for example: strategicity, planning; the effect of a system of public power; non-profit nature On the other hand, due to the characteristics of the object and field of activity, the state management in this field also has the following characteristics: Firstly, because of the specific management object, so the state management must have separate policies Secondly,training and retraining an ethnic minority cadre is an elaborate, long-term process and is extended both to the “upstream” side - creating a source, not just post-appointment The program of training and retraining, the content and the way of the training and retraining have differences to suit the subject of training and retraining Thirdly, the management tool also has some own policies For example: Both the entrance exam and the election, the priority policy for ethnic minority cadre 11 It should also be seen that, in terms of state management manipulation, these specific management tools on the one hand are supportive, on the other hand, they themselves can also complicate the management of training and retraining ethnic minority cadres, civil servants and employees 2.3.3 The role of state management in training and retraining ethnic minority cadres, civil servants and public employees Firstly, directly contribute to improving the efficiency of cadres for ethnic minority areas to meet the requirements of the Ethnic Minority Affair Program in the new period; Secondly, contribute to meeting the requirements of state administrative reform 2.3.4 Contents and basic factors regulate the effectiveness of state management in training and retraining ethnic minority cadres, civil servants and public employees Building, promulgating and implementing institutions, policies on training and retraining ethnic minority cadres, civil servants and public employees Develop and implement master plans and plans on training and retraining ethnic minority cadres, civil servants and public employees Organize the apparatus and human resources in service of training and retraining ethnic minority cadres, civil servants and public employees Develop training, retraining programs and contents for ethnic minority cadres, civil servants and public employees Managing resources for training and retraining ethnic minorities cadres, civil servants, public employees Inspect and examine training and retraining ethnic minority cadres, civil servants and public employees 2.4 Criteria for assessing state management on training and retraining ethnic minority cadres, civil servants and public employees 2.4.1 Ensure compliance with political and administrative regulations State management activities must ensure the correct political orientation State management activities must ensure compliance with administrative regulations 2.4.2 Institutions - policies for state management activities Firstly, institutions and policies stipulate standards of political quality and professional capacity of ethnic minority cadres, civil servants and public employees; Secondly, institutions - policies stipulate conditions and activities, training models, objectives, program content, form and duration of training, retraining ; Thirdly, institutions - policies on treatment and use of cadre to participate in training and retraining ethnic minority cadres, civil servants and public employees 2.4.3 Management of facilities - human resources Firstly, managing the budget for activities of training and retraining ethnic minority cadres, civil servants and public employees Secondly, managing human resources to participate in activities of training and retraining ethnic minority cadres, civil servants and public employees 12 SUB-CONCLUSION CHAPTER State management of training and retraining ethnic minority cadres, civil servants and public employees is a very important content contributing to improving the quality of cadres, civil servants and public employees in general and ethnic minority cadres, civil servants and public employees in particular State management activities in this field have specific characteristics due to the regulation of the object of training and retraining (ethnic minority cadres) and by the field of work area (ethnic minority area) In addition, the characteristics of the the object of training and retraining also require state management to pay more attention to equipping knowledge and skills for ethnic minority cadres, civil servants and public employees Like all other areas of state management, this field is standardized by the general legal documents of the state However, in Vietnam today, there are many other legal documents to support this work in the direction of prioritizing ethnic minority areas or specific policies to develop from the “upstream” of human resources such as schools for Boarding ethnicity, election policy In the end, training and retraining activities, management of training and retraining activities must achieve the common goal of contributing to the political, economic and social development of ethnic minority areas This is a practical measure to evaluate both of these steps It is the specific characteristics and requirements of the activities of training, retraining for cadres, civil servants and public employees and for ethnic minorities and mountainous areas, which make state management activities in this field both have specific nuances and specific requirements Research on state management in this field cannot help but pay attention to those issues CHAPTER THE SITUATION OF STATE MANAGEMENT ON TRAINING AND TRAINING ETHNIC MINORITY CADRES, CIVIL SERVANTS, PUBLIC EMPLOYEES IN VIETNAM NOW 3.1 Basic factors for state management of training and retraining ethnic minority cadres, civil servants, public employees 3.1.1 Overview of current guidelines and policies related to state management of training and retraining ethnic minority cadres, civil servants, public employees i) About the direction of management activities Prioritize training cadre for ethnic minorities is one of the important policies of our country’s ethnic minority affairs in the renovation period The orientations for management innovation in this field are: “Perform well in planning, training, retraining and employing ethnic minority cadres ” Specific requirements and development of specific policies to train and retrain cadres for some ethnic minority areas Assign specific tasks when the subjects participate in state management ii) Policies related to the management activity of training and retraining ethnic minority cadres - Regulating the specific objectives of the training and retraining: 13 Firstly, traning and retraining ethnic minority cadres, civil servants, public employees to meet the requirements of consolidating and improving the efficiency of the state management apparatus in ethnic minority areas; Secondly, the content of training and retraining must be updated according to the standards of ranks of civil servants, standards of professional titles of public employees and management leadership positions; Thirdly, focus on training, retraining skills in performing tasks and public duties to contribute to building a contingent of professional ethnic minority cadres, civil servants, public employees capable of building an advanced, modern administration and for the people - Contents of management of tranining and retraining: Firstly, ensure that the program is full of contents of training and retraining on political qualities for cadres, civil servants, public employees; Secondly, ensure professional content so that ethnic minority cadres, civil servants, public employees are proficient in the work they undertake; Thirdly, ensure the capacity of legal knowledge, knowledge and skills of state management and specialized management; Fourthly, retraining necessary knowledge for work such as informatics, foreign languages; Fifthly, retraining contents suitable to titles and ranks 3.1.2 Specific management regulations on training and retraining ethnic minority cadres After an overview of management documents, The thesis focuses on analyzing the specific provisions of Decree No 101/2017/ND-CP, which are: Regulations on assignment of specialized units; on compiling programs and documents for cadres retraining; on the appraisal and approval of retraining programs and documents In general, from the perspective of state management, the existing legal documents have clearly defined the subject of management and the content of management of training and retraining cadres, civil servants, public employees This is an important basis for this operation to take place normally The subjects involved in the management of the training and retraining Clause 1, Article 22 of Decree No 05/2011/ND-CP dated January 14th, 2011 clearly states: “The Government performs the unified state management of ethnic affairs”; In addition, there are other management entities participating, namely “Ministries, branches and localities are responsible for planning, training, retraining, appointing and employing ethnic minority cadres” Including: Firstly, the Ministry of Home Affairs is directly responsible for state management of the training and retraining; Secondly, central agencies are responsible for coordinating management, including: Committee for Ethnic Minority, Ho Chi Minh National Academy of Politics, National Academy of Public Administration and provinces, cities On the implementation of criteria for selecting cadres to be trained and retrained The current system of criteria for selected subjects usually includes: cadre planning, qualifications and working seniority, titles, ranks of civil servants - public employees and health It is interesting to see how these regulations have been implemented by the management agencies and how are the participants of the training and retraining evaluated? The thesis has conducted quantitative and qualitative analysis on the above issue 14 In general, the criteria for selecting cadres, civil servants, public employees to participate in training, retraining courses is a necessary and indispensable condition in the regulations of agencies, units and localities for the training and retraining cadres, civil servants, public employees However, one problem is gradually becoming clear: the criteria for selecting cadres to go to training, retraining to being managed at different levels From that, the “input” of the process of training, retraining will be uneven and obviously the quality and the target will be difficult to achieve the expected targets On the management of training and retraining methods The combination of recruitment and selection examination is the characteristic of this object’s training and retraining program Accordingly, managing to the right subjects, ensuring public service requirements and supporting the development of human resources in ethnic minority areas is an objective requirement The most important thing is that, regardless of form, ensuring the content of training, retraining and meeting the requirements of the job position is still the most basic thing that state management needs to master Focusing on retraining rather than training is also a feature that state management needs to pay attention to The state has many regulations that focus on retraining more than training The retraining program is divided into small pieces, teaching in depth each content, in the direction of concretization These forms are still considered suitable for ethnic minority cadres About time and place management of training and retraining About time for training and retraining: There is a diversity in assessing the appropriateness of the corresponding time for each course training and retraining, but the time that is considered reasonable still accounts for a high proportion About the location of training and retraining: although it is not a problem directly related to the quality of training and retraining, but management needs to pay attention because this is the common aspiration of many students Accordingly, it is necessary to pay attention to the local training plan About languages, training and retraining materials About language, state management needs to pay attention to the following two issues: Firstly, improve the ability of cadres, civil servants, public employees to use ethnic languages to mobilize the masses; Secondly, Mandarin and the capacity to use Mandarin of ethnic minority cadres currently need to be improved 3.2 Current situation and issues in state management of training and retraining ethnic minority cadres, civil servants and public employees 3.2.1 Current subject and issues in state management of training and retraining ethnic minority cadres, civil servants and public employees Currently, there are many entities participating in the state management of training and retraining ethnic minority cadres, civil servants, public employees The current outstanding problem is that there are many subjects involved, but the coordination of responsibilities is unclear and there are signs of overlap in the functions and tasks of state management of training and retraining ethnic minority cadres, civil servants, public employees 15 This multi-dimensional relationship makes the management activities of superiors and receiving management directives of subordinates, sometimes in a state of confusion and lack of unity Each subject pursues a different criterion: The Ministry of Home Affairs orients the training and retraining program according to the titles of civil servants and public employees The Committee for Ethnic Minority shall base itself on the needs of local cadres and on-going programs and projects in ethnic minority areas Different requirements from many management documents also appear at many levels and make state management in this field quite confused The Government is only the highest state management agency, but it is not the agency in charge of the issue of training and rẻtaining The Ministry of Home Affairs and the Committee for Ethnic Minority Affairs are specialized agencies in each field but not have decision-making permission; In addition, many other rather complicated problems also appear: How to ensure the quality of cadres for modern administration, while also ensuring the structure of cadres (according to ethnicity, region, gender, age ) how to innovate the content of the training and retraining flexibly in accordance with regional practice, standardization, modernity and administrative reform? Thus, the lack of a specialized and competent lead agency to unify management is a problem that the reality of training and retraining ethnic minority cadres, civil servants, public employees are posed 3.2.2 The current situation of building and implementing institutions and policies on training and retraining ethnic minority cadres and issues raised 3.2.2.1 The work of training and retraining ethnic minority cadres, civil servants and public employees has had basic orientations and policies, but has not been specifically institutionalized for key regions: the Northwest, the Central Highlands, the Southwest, and the Central Coast The thesis conducts analyzing state management documents and finds that: In general, both the general and specific goals of the training, retraining is closely followed and associated with ethnic minority cadres, requirement of ethnic minority areas But it can also be seen quite clearly that these goals have not yet been concretized into the needs of training and retraining for some strategic regions, as the spirit of the 11th, 12th, and 13th Party Congresses mentioned to be: “to create strong and clear changes in the Northwest, Central Highlands, SouthWest, West Central Coast ” The slow institutionalization of the Party’s line is a limitation in the orientation of state management in this area 3.2.2.2 The task of training and retraining ethnic minority cadres, civil servants, public employees has been thoroughly understood and concretized into object groups, but there is no unified awareness among recruitment, training and employment agencies Analysis of the text shows that some issues about training subjects are not clear, not suitable for each ethnic minority region and with the agencies and organizations directly doing the ethnic minority affairs The survey of cadres and civil servants also added that many localities have not 16 yet had guidelines - institutionalized institutions and policies on training and retraining ethnic minority cadres, civil servants, public employees Thus, in terms of institutions, the outstanding issue is the need to institutionalize a number of specific policies for strategic regions and policies to link the processes of training and retraining ethnic minority cadres 3.2.3 Development and implementation of training and retraining planning current status and issues The reports of the agencies with state management function show that: Specific programs and plans for each period and each year, the work of training and retraining cadres, civil servants, public employees of the provinces in the ethnic minority and mountainous areas in recent years has been carried out quite active, favorable Through each year and each period, lessons learned and innovations are organized; The quality of the training and retraining has made positive changes, and the objectives have been achieved, on schedule and according to the plan However, the evaluation of participants of the programs of training and retraining gave some other opinions The situation of arbitrariness or irregularity when sending cadres to training, retraining still occurs Surveys in the provinces have 55% of the opinion that the locality has not yet developed and guided the implementation of the program of training and retraining according to the cadre planning 3.2.4 Current status and problems of organizational apparatus and human resources for training and retraining The organization of the apparatus for training and retraining has generally been designed quite synchronously among state management agencies from central to local levels Functional responsibilities are also clearly defined The activity of the apparatus is quite effective, serving the goal of training and retraining cadres However, there are still some problems that are raised: 1/ There has not been a separate apparatus for state management activities in terms of training and retraining ethnic minority cadres, civil servants and public employees, especially for some strategic areas of the ethnic minority affairs, to be areas with special needs for training and retraining of ethnic minority cadres The lecturers includes: Full-time lecturers of training, retraining institutes and visiting lecturers There are still some shortcomings and limitations as follows: Fulltime lecturers have not been regularly updated and improved their capacity and qualifications Some part-time lecturers lack teaching skills and expertise The outstanding problem is that there is no facility with a team of lecturers who are trained specifically for the training and retraining of ethnic minority cadres 3.2.5 Developing content and programs posed Although the content of the program training and retraining has been improved, there are still many shortcomings, some subjects are still heavy on theory, lack administrative skills, social management and risk handling Program development, implementation of content of training and retraining is still slow to update The coordination in program implementation among ministries and branches is still slow 17 Not “personalized” - many subjects just “integrated” content of training and retraining for ethnic minority cadres; does not reflect the specificity of each ethnic minority region 3.2.6 Current status and issues from resources for training and retraining Apart from funding from the state budget, there are no other resources for the training and retraining activitis of ethnic minority cadres, civil servants, public employees In some specific cases, there are additional funding sources from units of the state economic sector In general, funding for the training and retraining of ethnic minorities is still low, there is no separate policy for training and retraining programs for ethnic minorities 3.2.7 Inspect and examine training and retraining and problems raised Currently, inspection and examination activities for this field are often integrated into the inspection of the implementation of ethnic policies There are a few problems here: Firstly, the public resources used in this field are quite large, and there are many complex management clues; but inspection and examination activities are not regular, strict and timely Secondly, inspection and examination in some places are still formal and perfunctory, and have not actively contributed to improving the effectiveness and efficiency of state management Thirdly, the coordination of inspection and examination between relevant ministries, branches and provincial agencies is still not close and effective 3.3 Achievements, limitations and causes from the current state of state management in training and retraining ethnic minority cadres, civil servants and public employees 3.3.1 Achievements in management of training and retraining of ethnic minority cadres, civil servants and public employees The institutional and institutional system for state management in training and retraining ethnic minority cadres has been built Shown in: issued many policies on training and retraining for ethnic minority cadres; planning and training plans for training and retraining of cadres in the locality have been paid attention to develop; the organization of the apparatus and human resources in service of training and retraining has basically been shaped; program and content management has been concerned; there have been some regulations on human resources and inspection activities State management activities in the field of training and retraining have made an important contribution to building and developing the contingent of ethnic minority cadres Management has made a positive contribution to improving cadre capacity and increasing the efficiency of state management, administrative reform in many ethnic minority areas The actual operational efficiency of the political system has confirmed that: The situation of “lack of qualified cadres to meet tasks” has initially been overcome The grassroots political system has also been developed and strengthened after the cadres were trained and retrained The training and retraining itself has also received positive signals from the supply and demand of human resources for the political system and administrative reform, and since then strives for self-improvement in management 18 Successful lessons can be drawn: Before heavy tasks, with limited resources, institutions are not very suitable; so creativity and innovation in management can overcome difficulties to complete the task of training and retraining cadres for ethnic minority areas 3.3.2 Some limitations and causes in state management of ethnic minority cadres, civil servants and public employees About institutional building and improvement, it can be seen in fact: there are not many specific policies on training and retraining ethnic minority cadres and if there are, some documents are not consistent Lack of legal documents on subjects being ethnic minority cadres who are trained and retrained There is a lack of specific guidance on financial sources for training and retraining activities The planning and training, retraining plans of local cadres only focus on titles, not on the expertise and profession of civil servant cadres, civil servants and public employees The use after the training and retraining is still wasteful and inappropriate There are two shortcomings in the organization of the apparatus and human resources to serve the training and retraining of ethnic minority cadres, civil servants and public servants: Firstly, from the central to local levels, there is no separate state management agency and no full-time management cadres Secondly, lecturers who are not professional, have irregular knowledge and lack pedagogical skills are often rotated, changed positions Developing programs and contents of environmental training and retraining have not been concretized suitable for each object and each ethnic minority region Funding is still lacking and there is no separate policy for training and retraining this team There is no specific regulation on inspection activities and use of human resources for ethnic minority cadres, civil servants and public employees SUB-CONCLUSION CHAPTER From the above situation, there are a number of issues of state management that need attention: Firstly, awareness of the importance of training and retraining for ethnic minority cadres, civil servants and public servants is not uniform among comanagement entities from provinces to ministries and branches Quite a few provinces not have planning and plans for the training and retraining ethnic minority cadres, civil servants and public employees The concept of training and retraining for ethnic minority cadres is also being shared or confused among the trends and requirements: How to both ensure the quality of cadres for modern administration, and at the same time give priority to the ethnic minority areas by ensuring the structure of cadres (acording to ethnicity, region, gender, age ) how to both innovate and flexibly renew training content in accordance with the reality of ethnic minority areas and at the same time standard modernized, in line with the requirements of administrative reform? Secondly, the duties of ethnic minority cadres are very large and heavy, but the 19 capacity of some cadres, civil servants and public employees is not on par with the assigned tasks Being trained and fostered is currently the work demand of many cadres, but some management inadequacies have made that need unmet The most prominent is that the recruitment regulations for training and retraining cadres, civil servants, public emplyees are being developed in different directions and levels: Training cadres for the political system of ethnic minority areas or standardizing cadres, civil servants, public emplyees according to titles of the state apparatus - not clearly defined, etc Thirdly, the management of the training and retraining of ethnic minority cadres, civil servants, public servants is important, necessary and has specific characteristics from the target group of training and retraining and due to the provisions of their tasks and working areas; but those characteristics have not been well understood and resolved by all levels of state management in accordance with reality Therefore, state management activities in this field are still “submerged” in other management activities Fourthly, the system of state management documents on the training and retraining of cadres, civil servants, public employees is quite numerous, but it has not directly mentioned the specific requirements and conditions for this activity to take place normally Some of the Party’s major orientations on strategic areas of the ethnic minority affairs have not been institutionalized into policies, including cadre policy and training, retraining cadres Fifthly, some ethnic minority cadres, civil servants, public employees themselves have not shown the will to rise up to improve their qualifications through Participating in formal training and retraining and self-study The phenomenon of being afraid to go to school or participate in training and retraining in a formal way, get a “certificate” for promotion, appointment has appeared Therefore, state management in this field is quite complicated and still encounters many difficulties arising from the subject of training and retraining Solving the above problems is an important practical basis for the thesis to propose solutions to improve state management in this field in the coming time CHAPTER NEW DIRECTIONS AND SOLUTIONS FOR FINISHING STATE MANAGEMENT ON TRAINING AND RETRAINING OF ETHNIC MINORITY CADRES, CIVIL SERVANTS, PUBLIC EMPLOYEES 4.1 Applying the current viewpoints, lines and policies of the Party on ethnic minority affairs to innovate state management of training and retraining ethnic minority cadres, civil servants and public employees Based on the viewpoints and policies of the Party on the Ethnic Minority affairs and the training and retraining of ethnic minority cadres, we believe that, in order to perfect the state management in this field, we should focus on the following directions: Firstly, the training and retraining of ethnic minority cadres, civil servants, public employees is to contribute to the development of human resources; creating 20 cadre resources to serve the strategy of ethnic minority affairs and developing ethnic minority areas should also be considered a priority direction This strategy needs to be thoroughly grasped in political awareness and determination at all levels of state management, especially in localities Directly and in the immediate future, it is associated with the implementation of the “State administrative reform master program for the period of 2021-2030" which the Government has just approved on July 15th, 2021 in Resolution No 76/NQ-CP Secondly, innovating the content and method of training and retraining ethnic minority cadres, civil servants, public employees needs to be recognized as a regular work of all levels of state management in this field The leading innovation direction is to institutionalize the regulations of state management in this field associated with the reform of the civil service regime in the spirit of Resolution No 76/NQ-CP Innovating state management in this field is to seriously carry out the task: “Innovating the contents and methods of training and retraining to improve the capacity, skills and quality of the contingent of cadres, civil servants, public employees attached to the job position Reviewing, amending and supplementing the content of the state management knowledge training program according to the standards of civil servant ranks, public employee professional titles and requirements of the job position, ensuring that there are no duplications, savings, effectiveness; review and cut unnecessary retraining certificates.” Thirdly, before, during and after the process of training and retraining, it is necessary to pay more attention to the planning, training and arranging use of cadres, so that this work is more practical and more suitable to the needs of the local practice It is advisable to avoid the situation of investing in large quantities, training human resources quite thoroughly, but the “product” of the process of training and retraining is not used In many localities, there has been a situation of “redundancy” of cadres in this way Therefore, it is necessary to develop a roadmap for reforming state management in terms of planning, training, retraining and employing ethnic minority cadres from now to 2030 4.2 Solutions to improve state management in training, retraining ethnic minority cadres, civil servants, public employees 4.2.1 Perfecting institutions and policies to create resources Firstly, supplementing regulations on beneficiaries of training and retraining and coordination in the process management of training and retraining Secondly, adjust and supplement the incentive mechanism and reasonable treatment regime for ethnic minority cadres, civil servants, public employees participating in the program of training and retraining 4.2.2 Unifying cadre planning with training and retraining plans Firstly, unifying the cadre planning work with the training and retraining to serve the tasks of the leading and management agencies Secondly, unifying cadre standards with the standards of training and retraining 4.2.3 Improve the organization of the management apparatus and human resources for training and retraining On perfecting the state management apparatus 21 Firstly, clearly define the functions, tasks, powers and responsibilities between the Committee for Ethnic Minority Affairs and the Ministry of Home Affairs in the state management of training and retraining ethnic minority cadres, civil servants, public employees Secondly, it is advisable to arrange a specialized managed cadre to monitor the training and retraining of ethnic minority cadres, civil servants, public employees in a number of functional agencies such as the Organizing Committee of the Provincial Party Committee, the Department of Home Affairs About human resources for traning and retraining activities Firstly, create a source of lecturers and reporters The direction of creating sources for training and retraining institutions in the province should pay more attention to part-time lecturers, reporters who are experienced cadres For higher training and retraining levels, it is advisable to create sources of lecturers from experts Secondly, professional improvement retraining for lecturers must be carried out regularly Thirdly, develop a plan to develop, attract and have a reasonable structure for lecturers 4.2.4 Completing training, retraining programs and contents Firstly, it is necessary to pay attention to training from the “upstream” of cadres of ethnic minority areas Secondly, continue to renew the content of training and retraining for ethnic minority cadres in each group Thirdly, renew the method of training and retraining cadres who are ethnic minorities 4.2.5 Mobilize additional funding sources for training and retraining Firstly, supplementing funds for training and retraining activities for ethnic minority cadres Secondly, there should also be a direction to seek, mobilize and coordinate nonbudget resources through programs and projects to further support the training and retraining facilities 4.2.6 Strengthening inspection and examination of training and retraining The following contents should be focused on: Firstly, to step up the inspection and examination of the training and retraining activities Secondly, to avoid causing trouble, the inspection and examination need to organize inter-sectoral coordination Thirdly, combine periodic inspection with unexpected inspection, in order to ensure objectivity in the content of inspection results 4.3 Proposals to improve state management of training and retraining ethnic minority cadres, civil servants and public employees 4.3.1 Proposals to the Committee for Ethnic Minorities Affairs 4.3.2 Proposals to the Ministry of Home Affairs 4.3.3 Proposals to the Ministry of Finance 22 4.3.4 Proposals to provinces and cities directly under the Central Government 4.3.5 Proposals to Vietnam Academy of Ethnic Minorities and training and retraining institutions of central ministries and branches; provinces and cities directly under the Central Government SUB-CONCLUSION CHAPTER On the basis of research on theory and practice, the current situation and inadequacies in state management activity of training and retraining ethnic minority cadres, civil servants, public employees, the thesis has identified orientations and proposed solutions to improve this field next time These solutions focus on the following issues: perfecting institutions and policies; formulating master plans and plans for the activity of training and retraining ethnic minority cadres, civil servants, public employees; improve the capacity of management cadres, civil servants, public employees and lecturers of training and retraining ethnic minority cadres, civil servants, public employees; develop programs and contents of training and retraining training and retraining ethnic minority cadres, civil servants, public employees; renovating the financial mechanism and mobilizing resources for the training and retraining of training and retraining ethnic minority cadres, civil servants, public employees and strengthening the autonomy and selfresponsibility associated with the inspection, examination and supervision of training and retraining ethnic minority cadres, civil servants, public employees to ensure compliance with reality in Vietnam and the trend of international integration The solutions are proposed to solve the problems posed in the state management of the training and retraining ethnic minority cadres, civil servants, public employees in Vietnam today with the aim of improving the quality of the training and retraining ethnic minority cadres, civil servants, public employees to meet the quantity and quality requirements for ethnic minority affairs Innovating the state management of Vietnam’s training and retraining ethnic minority cadres, civil servants, public employees in the coming time should be a transformation of the management system, including clearly defining the functions and powers of state management entities participating in this field and the institutions that regulate the relations between those subjects CONCLUSION Researching the theoretical and practical basis of state management of ethnic minority cadres, civil servants and public employees in the current period, the thesis has shown: Like all other areas of state management, this field is standardized by general legal documents of the State However, in Vietnam today, there are many other legal documents to support the training and retraining of ethnic minority cadres, civil servants and public employees Accordingly, state management activities in this field have specific characteristics due to the regulations of the training and retraining subjects (ethnic minority cadres and their working areas In addition, the characteristics of the operation field (ethnic minorities and mountainous areas, border areas ) and the characteristics of human resources also require the state 23 management of training and retraining to pay more attention to equipping knowledge and skills for cadres, civil servants and public employees Therefore, state management with the process of training and retraining for ethnic minority cadres, civil servants and public employees is the current field of activity with many specific requirements; the field of ethnic minority affairs in our country today also has many pressing and difficult problems Accordingly, state management in this field is not only more effort but also needs more reforms in both management thinking and most management operations and stages Analyzing and assessing the current situation of state management in training and retraining ethnic minority cadres, civil servants and public employees in our country presently, we find that: Our Party and State are very interested in this field of training and retraining and have had many guiding lines and policies State management activities have also acquired basic “toolkits” such as institutions, policies, apparatus, human resources, and resources to conduct the training and retraining of ethnic minority cadres, civil servants and public employees The operational efficiency of the political system in the same ethnic minority and mountainous areas also confirms that cadres and training, retraining of cadres have contributed to many renovation achievements However, the current situation of state management in this field also has a number of limitations and shortcomings, typically the following major issues that need attention: Firstly, the awareness of the importance of training and retraining of ethnic minority cadres, civil servants, public employees and state management with this work is not uniform from the central government to the ministries, branches and localities It is very necessary to renew management thinking and improve the awareness of the whole political system in this field Secondly, the duties of ethnic minority cadres, civil servants, public employees are very large and heavy, but they have not been adequately trained, retrained and on a par with their assigned tasks Therefore, the cadre’s own efforts and the support of the state management are important steps that need attention Thirdly, the management of training and retraining ethnic minority cadres, civil servants, public employees is important, necessary and has specific characteristics because of the training and retraining subjects and regulations of the tasks, fields and working areas; However, at present, these characteristics have not been well understood and resolved by all levels of state management in accordance with the reality of management in terms of institutions, policies, apparatus, human resources and resources Fourthly, the system of state management documents on the training and retraining of cadres, civil servants, public employees is quite numerous, but does not directly mention the specific requirements and conditions for normal management activities State management of ethnic minority cadres, civil servants, public employees are still being “submerged”, “verlapping” with other subjects As a result, state management is still inadequate and the effectiveness of training and retraining cadres is not high 24 Fifthly, some ethnic minority ethnic minority cadres, civil servants, public employees themselves have not shown the will to rise up to improve their qualifications through participating in training, retraining and self-study Therefore, state management in this field is quite complicated and ongoing encountered many difficulties arising from the training object In order to improve the capacity and efficiency of state management, it is impossible not to raise awareness of the management subjects - here is the aspiration for development, the will to rise up of ethnic minority ethnic minority cadres, civil servants, public employees Directions and solutions for reforming state management of ethnic minority cadres, civil servants and public employees From the viewpoints, goals and tasks of the Communist Party and State on ethnic minority affairs to 2030 and the following years; Based on the current situation and problems from the current situation of state management of the training and retraining of ethnic minority cadres, civil servants, public employees in Vietnam, we develop some orientations and propose solutions to improve state management in this field as follows: Before the situation and requirements of ethnic minority affairs in the new period, it is necessary to strengthen the state management of training and retraining ethnic minority cadres, civil servants, public employees in the direction of synchronization and standardization in order to build a contingent of ethnic minority cadres, civil servants, public employees in the political system with political qualities, with professional qualifications, competence, professional skills Innovating and perfecting state management in this field will actively contribute to improving the quality and efficiency of building and organizing the implementation of the Communist Party and State’s ethnic policy, promoting socio-economic development in ethnic minority areas In the immediate future, it is necessary to improve institutions and policies on training and retraining; develop master plans and plans for the training and retraining activities of ethnic minority cadres, civil servants, public employees, which are more closely linked with the actual needs of the apparatuses in the local political system; develop programs and contents of training and retraining of ethnic minority cadres, civil servants, public employees; improve the capacity of the management team and the lecturers participating in the training and retraining of ethnic minority cadres, civil servants, public employees; renovating the financial mechanism and mobilizing resources for the training and retraining of ethnic minority cadres, civil servants, public employees and strengthening the autonomy and self-responsibility associated with inspection, examination and supervision Among the groups of solutions mentioned, it is advisable to focus first on the group of solutions on reforming policy institutions the training and retraining of ethnic minority cadres, civil servants, public employees This is a macro impact on management, without which the whole system will not be smooth and effective as expected ... and retraining, but management needs to pay attention because this is the common aspiration of many students Accordingly, it is necessary to pay attention to the local training plan About languages,... public employees in a number of functional agencies such as the Organizing Committee of the Provincial Party Committee, the Department of Home Affairs About human resources for traning and retraining... develop a plan to develop, attract and have a reasonable structure for lecturers 4.2.4 Completing training, retraining programs and contents Firstly, it is necessary to pay attention to training from