Luận văn thạc sĩ Quản lý công: Analysis on outcomes of implementing program 135 in Period II (2006-2010) on socio-economic development in communes in specially difficult areas: Comparison of cases of provinces of Cao Bang and Thanh Hoa

UPPSALA UNIVERSITÉT &UNIVERSITY OF ECONOMICS & BUSINESS, VNUH VNU-UEB Subject: “Analysis on outcomes of implementing Program 135 in Period II 2006 — 2010 On socio-economic development in

UPPSALA UNIVERSITÉT &

UNIVERSITY OF ECONOMICS & BUSINESS, VNUH

VNU-UEB

Subject:

“Analysis on outcomes of implementing Program 135 in Period II (2006 — 2010)

On socio-economic development in communes in specially difficult areas;

Comparison of cases of provinces of Cao Bang and Thanh Hoa”’.

Authors: Le Thi Hang

Son Thi Thanh Loc Cam Ba Tuong

Supervisor: Prof PhD Lars — Torsten Eriksson,

Uppsala University, Sweden

Local Supervisor: PhD Nguyen Quoc Viet,

University of Economic and Vietnam National University - Hanoi

Business-MPPM INTAKE 4A - Group 5

During implementing this Subject, our group was supported, paid attention to and

assisted by teachers, local authority We would like to give our deep thanks to Phd NguyenQuoc Viet — University of Economic and Business, Vietnam National University — Hanoi,

Professor PhD Lars - Torsten Eriksson, Uppsala University, Sweden, Cao Bang Province’s

Committee for Ethnology, Thanh Hoa Province’s Committee for Ethnology for helping us

completing this Thesis

Due to our limited time and knowledge of our group of students, this Thesis couldn’t

help having shortcomings It is highly appreciated that the Teachers pay attention to Group

Very truly yours

SUMMARY OF MINOR THESIS

1 Title:

“Analysis on outcomes of implementing Program 135 in Period II (2006 - 2010)

on socio-economic development in communes in specially difficult areas; Comparison ofcases of provinces of Cao Bang and Thanh Hoa”

in comparison of cases of Cao Bang province with Thanh Hoa province”.

2 Level: Final assignment for Master Program in Public Management

3 Students: Le Thi Hang, Son Thi Thanh Loc, Cam Ba Tuong

4 Supervisors:

Dr Nguyen Quoc Viet - University of Economics and Business, Vietnam National

University, Hanoi

Prof Dr Lars — Torsten Eriksson, Uppsala University, Sweden

5 Date when the thesis is presented: April 2", 2012.

6 Aim:

To assess the efficiency as well as outstanding issues of management and operation of

Program 135 to contribute to local socio-economic development (support production development, build facilities, train labour; support legal assistance)

7 Research method:

- The research group learns about theoretical bases, analyses implementation

deployment and conduction methods of Program 135 and assesses Program 135 with poverty

reduction rate at the especially difficult areas of two provinces And then considers practical

application of this theme in implementation deployment and conduction process of policies of

the Party and the State for the ethnic minority region in the next time;

- Uses data of all components of Program 135 Phase II (annual summary reports,

phase summary reports, decisions, circulars on guiding the implementation of ethnic policy, information relating to the implementation of Program 135 from actuality of two provinces) to

serve the research and answer the research questions; at the same time, the group uses the

Provincial Competitiveness Index (PCI) of Thanh Hoa and Cao Bang provinces and some

books, materials on the implementation of ethnic policy of the Party and the State for the

research of the theme;

- Determines information to be analyzed, uses SWOT analysis method to divide

information into 4 parts (consider what relation, reciprocal impact, consequence are );

- Combines using statistic methods, description method combined both qualitative and

quantitative, on that basis, compares theories of reference frame to analyze the issue, find out

a cause why is different efficiency brought from Program 135 by Thanh Hoa and Cao Bang

provinces (compare similarity and difference of two provinces, why are different results withthe same policy?).

8 Result and Conclusions:

The results obtained during research on dissertation topic is to compare and reflect the

actual situation of the development, implementation and results of P135-II in two provinces at

the same time, clarify relationship between governance capacity through the index ofprovincial competitiveness (PCI) with the development of local economic impact to reducethe poverty rate of the communes with special difficulties in two Cao Bang and Thanh HoaProvinces

Basically, our conclusions are findings by comparing the results of the two provinces

P135-II, demonstrate our approach in theory is completely correct, that is public

administration affect the activities of economic development — in general and affect theOutcome of a specific program of local — in particular, program 135.

From these results, the key issues to consider include: Sewingreseach, developmentand promulgation of policies and policy put in to life, capacity issue staff, especially staffgrassroots through training, introduction to public administration; problems of supervision

and monitoring; the coordination of stakeholders in the process of policy implementation

9 Suggestions for future research:

Further studies had better focus on solutions to research, build up, issue and

implement other policies in ethnic and mountainou provinces in Vietnam.

10 Contribution of the thesis:

From the researchers’ experience, they find out practical solutions to implement

Program 135 phase II in Cao Bang and Thanh Hoa Provinces The researchers hope that thisminor thesis will be a reference material for local authorities while applying Program 135 in

Order that other policies will be built with high quality and approaching living standardability

LAYOUT OF THE THESIS

The composition of the thesis is comprised of 4 following chapters:

Chapter |: Preamable.

This chapter includes the rationale, the research situation, the aims, researchquestions, the scope, the method, the design and the implications of the study

Chapter 2: Literature Review.

In this chapter, the researchers provide theoritical background for the thesis This

chapter deals with the general view en public management policies, especiaily Program 135

in the Department of Ethnic Minority in Cao Rang and Thanh Hoa Besides, reports on thecompetitive ability in these provinces (PCI) are mentioned.

Chapter 3: Evaluation of organizing, managing and administering work of program

135 phase II in Cao Bang and Thanh Hoa Provinces

Chapter 3 aims to analyze the implement of CT135-II in 2 provinces, Cao Bang and

Thanh Hoa According to the figure, the results are used to compare basing on 6 aspects, the effectiveness; the economical aspect, the fairness, the solidality and the suitability In addition, analyzing the SWOT and PCI from 2 provinces helps to find out which province is

more successful in implementing Program 135.

Chapter 4: Key solutions for deployment and organization of Ethnic policies during thenext periods

From the evaluation results in chapter 3, we present the major solutions to develop,

implement programs, projects and investment policies in mountainous nation in general, the 135

program its own more effective in next time

SUMMARY OF MINOR THESIS

LAYOUT OF THE THESISTABLE OF CONTENTS

LIST OF ABBREVIATIONSLIST OF TABLES/CHARTS

Chapter 1: PREAMABLE

I Rationale

II Purpose, research questions and target of the thesis

II Scientific and practical significance of the research theme

IV Research method

V Research objective and scope

Chapter 2: LITERATURE REVIEW

I Definitions on public management policies

II A general view on Program 135

II Figures on local competitive ability (PCT)

IV Relation between PCI and local economic development

Chapter 3: EVALUATION OF ORGANIZING, MANAGING AND

ADMINISTERING THE PROGRAM 135 PHASE IT IN CAO BANG ANDTHANH HOA PROVINCES

I A general view on implementing situations of Program 135 phase IT in Cao Bang and Thanh Hoa

II Assessment on process of deploying and organizing implementation CT135-II

in the two Province

IH Compare the effectiveness of the Program 135 phase II in 2 provinces: Cao Bang and Thanh Hoa

Chapter 4: KEY SOLUTIONS FOR DEPLOYMENT AND

ORGANIZATION OF ETHNIC POLICIES DURING THE EXT PERIODS

I Solutions to planning and policy development issue

II Solutions to implement policy

TIT Solutions to organization of working structure from central to local levels

IV Solutions to checking monitor

V Solutions to the coordination of related partics

VI Miscellaneous solutions

CONCLUSION

REFERENCES

APPENDIX

Appendix No 1: SUMMARY OF PUBLIC POLICY THEORY

Appendix No 2: OVERVIEW OF PROGRAM 135

Appendix 03: PROVINCIAL COMPETITIVENESS INDEX

Appendix No 4: ORGANIZATION CHART OF THE LEVELS PROGRAM 135

ny

I1

12

12 13

38

39

4040

LIST OF ABBREVIATIONS:

Agriculture and Rural Development Office:

Board of Ethnic Minorities:

Cadre training project:

Cadre, public servant:

Cadrc:

Central:

Committee for Ethnic Minorities:

Department of Agriculture and Rural Development:

Department of Labour - Invalid and Social Affairs:

Department of Planning and Investment:

Planning - Finance Office:

Production development project:

DADTCBCBCC

CBTW

CEM

DARDDLISA

DPIDTDPCDr

PTSX

Prof Dr.P135

P135-IIVH-XH

KT-XH

SA P135SB

HSSuB

vc

LIST OF TABLES/CHARTS

Chart 0]: Budget planning index of Program 135 phase II

Chart 02 : Outcomes of implementing Projects on infrastructure construction CT135-II

of the two Provinces

Chart 03: Result of implementing Cadre training project under Program 135 in Cao

Bang and Thanh Hoa

Tabie O1: Result of implementation policy in Cao Bang and Thanh Hoa

Tabe 02: Implementation indicators meeting program targets

Chart 04: increased rate of indicators meeting CT135 targets in 2010 compared to 2006

Tab 03: Implementation indicators not meeting program target

Chart 05: Increased rate of some indicators not meeting CT135 target in 2010 compared

Chapter 1: PREAMABLE

I RationaleVietnam has 54 ethnic groups, of which there are 53 ethnic minorities' withPopulation approximate 11 million persons, making up 13% total population of the wholecountry The ethnic groups live in solidarity, affection, mutual interdependence; create the strength of great solidarity with various and plentiful cultural characteristics in the community

of ethnic groups of Vietnam Area with many ethnic minorities is mountainous, boundary region, with natural area making up 2/3 area of the whole country This is the area with

important position for socio-economic, security and foreign affairs Strategies of the country.

From the establishment up to now, the Communist Party of Vietnam has always

determined: “Ethnic affairs, national unity have long-term Strategic position in our revolution

=

cawse”” Based on viewpoints of Marxism-Leninism and Ho Chi Minh ideology on ethnic

affairs, the Communist Party of Vietnam proposed the ethnic guidelines, policies, with basic

contents of "Equality, unity, mutual assistance, harmony and common prosperity"Ẻ Passing

the revolution periods, ethnic affairs have reached great achievements in significant

contribution to the common revolution cause of the country” Today, Vietnam is in the

international economic integration period, multi-composition economic development in the

market mechanism, the public management sets up new issues for many fields, of which

including the state management in ethnic affairs In order to the international integration

trend, it requires having deep, overall renovation in both formation, institution andmanagement method of investment policies, programs, projects in ethnic mountainous region.Ethnic policies promulgated are aimed at absolutely implementing equity rights at all aspectsbetween ethnic groups, creating necessary conditions to abolish to the every roots of

difference in economic, cultural development level between ethnic minorities and crowded

ethnic groups, to bring the mountainous region to catch up with the lowland, to make allethnic minorities having comfortable, happy life, together developing at all aspects, unity and

common prosperity With the leading viewpoint and guidelines of the Communist Party of

Vietnam, the country has developed more powerful in economy, politics, national defense

-security, the position of Vietnam has improved increasingly in the world field In such

common leadership viewpoint and guidelines, ethnic mountainous regions always receive

Special investment interest at all aspects, including speeding up the socio-economic

development, national defense-security consolidation, social security guarantee

In the fact, only the period 2006 - 2010 the Government of Vietnam promulgatedmany decrees, resolutions, decisions, directions; central ministries, branches also promulgatedmany decisions, instructing circulars to settle difficulties, problems in production and life of

ethnic minority people at every field, as a result they significantly impacted on the

socio-economic development of mountainous regions Such policies have been being implemented,

brought practical efficiency to social life of mountainous people The most transparent

efficiency should mention to the policies such as: Program 135, Decision 134, Decision 167,the compatriots of tie whole country recognize those are the most efficient investmentPrograms, with the most satisfaction to the people Reached achievements from implementingthe ethnic policies of the Party and the State for ethnic mountainous region, the socio-

economic situation of the ethnic mountainous region have basically created significant

changes for localities, especially deep, remote areas with quite, stable growth step; thetransfer of economic structure in direction to goods production, significantly contributed tothe implementing the target of poverty alleviation; remarkable improvement of physical andmental life of ethnic people, the reduction of average poor household rate at especially

difficult communes from 47% in 2006 down to 28.8% at the end of 2010); guarantee of

political security, social order, national border, consolidation and Strengthening of nationalgreat solidarity block However, during the implementation, there were many difficulties at

each place, each time due to many causes, especially classification of difficult region to

propose suitable policies

Through the program on Public Management, to improve actual knowledge level,

through study program on public policies, the research group is very confident, appreciates

the Program 135 Phase II of the Government of Vietnam; this is a correct, satisfactory withthe people, more and more solid belief of the ethnic minority people in the Party and the State

Thank to such policies as Program 135, the face of mountainous rural region has had distinctchanges Infrastructure such as: power, road, school, medical stations, community culture

house, upland market have been built newly, step by step satisfied demands on economic development and life improvement of the ethnic minority people; created emulation

movements in production labour; contributed to leadership, steering capacity of executivecommittee of the party, grassroots authorities and social knowledge of the people: created

opportunities for the ethnic minority people to overcome their poverty statuses The researchgroup is working at Boards of Ethnic Minorities of provinces: Thanh Hoa, Cao Bang and TraVinh, the Boards are assigned by the provincial People’s Committees as Standing agency ofProgram 135 and some other programs, projects This is an Opportunity for the group to

3

Report on Program economic development - economic development in extremely difficult ethnic minority and mountainous areas and the

deeply learn about deploying and conducting implementation of policies, guidelines of the

Party, the State for the Ethnic Minority people, in cluding Program 135.

The reasons why we chose 2 provinces of Cao Bang and Thanh Hoa to compare are:

- Both Provinces are deploying implementing Program CT135, Cao Bang Province is

on the North East of Vietnam sharing border with China; Thanh Hoa Province is on the North

of the Middle of Vietnam sharing border with Laos Both provinces locate in two differentareas in spite of the same political regime;

- There are 12/13 districts, townships in Cao Bang province, which are implementing

CT135, and there are only 11/27 districts, townships, city in Thanh Hoa implemented CT135;

- Both Cao Bang and Thanh Hoa have high rate of hunger and property (2006, Cao

Bang: 53.16%; Thanh Hoa: 67%), many communes subject to being invested in CT 135

(more than 90 specially difficult and more than 140 specially difficult hamlet belong to Area

II), complicated terrain condition, difficult traffic Besides, number of districts in 2 Provinceshaving rate of hunger and poverty higher than 50% subject to being invested in CT 30a of theGovernment, Cao Bang has 5 poor districts/62 poor districts of the whole country, Thanh

Hoa has 7 poor districts/62 poor districts of the whole country.

- Process of implementing CT 135, Provinces had exchanges with each other, therefore, we saw: In spite of the same policies of State, each locality had its own method of deploying and applying differently Therefore, their outcomes were not the same, rate of hunger and poverty varied rather largely, in other word, Provincial Competitiveness (PCI)

between localities was not the same, in which Thanh Hoa and Cao Bang are two localitiesbeen deploying, organizing implementation of C135 of Government

Thus, with this study subject, we hope to find out reasons for the same and thedifference in deploying, organizing implementation of 135 between provinces Since thensolutions will be proposed to implement Vietnam State’s policy in coming time, which isextremely necessary and practical to policy researchers, makers and localities in applyingsuch policies in actual situation of our own locality

II Purpose, research questions and target of the thesis2.1 Purpose:

To assess the efficiency as well as outstanding issues of organization, management

and operation of Program 135 in general and each part of the program in particular incontribution to socio-economic development to localities (Support production development?;

Build infrastructure?; Train grassroots and community cadre capacity improvement?; Support

Service improvement and legal assistance for the people?)

2.2 Research questions:

How are similar and different results of implementation between Cao Bang province

What is cause of difference? From the common issue, detailed questions for researchdeployment are:

+ Which norms are to assess results of implementation of Program 135 at localities?:

+ Which factors are objective (external factors)? Which factors are subjective (internal

factors)? of all factors impacting on implementation process of this program,

+ What is relation between impact factors with achieved norms? Compare 2provinces?;

+ What is cause of difference from factors as well as achieved norms between two

these localities?

2.3 Targets:

From the analysis results, the thesis shall propose some main solutions possible toapply in the implementation deployment and conduction of policies of the Party and the State

for the ethnic minority region in the next time.

III Scientific and practical significance of the research theme:

- The research theme is to provide necessary knowledge, tools and procedures for

public policy assessment; advantages and disadvantages of implementation deployment of Program 135; impacts of investment in Program 135 on economy, mental cultural life,

Political security and social safety order in the ethnic minority region in mountainous area in

general, in Thanh Hoa and Cao Bang provinces in particular;

- The research theme shall help learners, students grasping, more thoroughly

understanding policies of the Party and the State for the ethnic minority people;

- As a basis for reference of ethnic policy makers during making socio-economic

development strategies of the country in general, the ethnic mountainous region in particular,

it must originate from actual requirements, legitimate aspirations of the people; policies must

be suitable with geographical position, economic, environment conditions of each locality

if applicable, insufficiencies between policies and practice shall be overcome; bring thepolicies of the Party and the State more and more significantly, efficient in the life, graduallyabolish to the every roots of difference from economic, cultural development between ethnicgroups, between regions in the whole country.

IV Research method:

- The research group learns about theoretical bases, analyses implementation

deployment and conduction methods of Program 135 and assesses Program 135 with poverty

reduction rate at the especially difficult areas of two provinces And then considers practical

application of this theme in implementation deployment and conduction process of policies of

the Party and the State for the ethnic minority region in the next time;

- Uses data of all components of Program 135 phase II (annual summary reports,

Information relating to the implementation of Program 135 from actuality of two provinces) toServe the research and answer the research questions; at the same time, the group uses the

Provincial Competitiveness Index (PCI) of Thanh Hoa and Cao Bang provinces and some

books, materials on the implementation of ethnic policy of the Party and the State for the

research of the theme;

- Determines information to be analyzed, uses SWOT analysis method to divideinformation into 4 parts (consider what relation, reciprocal impact, consequence are ):

- Combines using statistic methods, description method combined both qualitative and

quantitative, on that basis, compares theories of reference frame to analyze the issue, find out

a cause why is different efticiency brought from Program 135 by Cao Bang and Thanh Hoa

Provinces (compare similarity and difference of two provinces, why are different results withthe same policy?)

RESEARCH PROCEDURE

Building draft research

Building theory frame

V Research objective and scope:

- Research object: Implementation deployment and conduction of all components of

Program 135 Phase IT;

- Research scope: 2 provinces: Cao Bang and Thanh Hoa

Chapter 2: LITERATURE REVIEW

I Definitions on public management policies:

1.1 Policy is a plan of actions agreed and chosen by a political party, a business, and

so on",

1.2 Public Management Policy is a plan which a Government chooses’.

1.3 Public Management Policy includes all the actions of the Government (directly or

indirectly) which influence local people’s life”.,

1.4 Public Management Policy analysis is the process of researching, critically

evaluating, and transforming information in order to understand and improve these policies’ The aim of analyzing these policies is to see whether they are practical, feasible, and suitable

or not Besides, these public management policies are clarified to have a general view on the

whole system, if they are spread in every aspect of the life Last but not least, people’s lifebefore and after implementing public management policies is also reported to assess the

effectiveness of these policies

(See the appendix 01)

II A general view on Program 135°;

2.1 The definition of Program 135:

Program 135 is the program which is used to develop economy and society in poormountainous societies according to the Decision No135/1998/QD-TTg approved by thePrime Minister of Vietnam on July 31", 1998 (named 135) This policy aims to foster thematerial as well as spiritual living standard for mountainous peoples and help them escape

from poverty in order to intergrate with the development of the whole country.

2.2 The objectives of the Program 135

This program is aimed to increase productivity, change the economy in the agricutural

way into industrial one, and shorten the space between ethnic areas and other ones in thecountry.

By 2010, there will be no hungry households, poor families will decrease under 30%

according to the national standard quoted in the Decision No 170/2005/QD-TTg on July 8",

The subjects of this program consists of:

- Extremely poor provinces,

- The border communes,

- Poor Villages (according to dimarcation criteria approved by the Government)

2.4 The scope of the program

The program is applied in all the mountainous and ethnic provinces in the South ofVietnam

2.5 The components in Program 135 phase II

- The project on supporting production,

- The project on developing facilities,

- The project on training staff,

- The policies to support services, to improve the living standard, and to educatepeoples about law

(See the appendix No 2)

III Figures on local competitive ability (PCI):

ability, property using stablility, transparency and approaching information ability, time cost,

unofficial costs, authority’s activeness, supporting business services, labor training service,and law establishment These figures are put into levels, very good, quite good, good, normal,

low and very low

(See the appendix No 3)

IV Relation between PCI and local economic development:

PCI is a helpful basis for leaders of provinces to identify more clearly their strength,weaknesses Province may improve performance of private economic sector and develop economy through initiatives in order to improve the lowest components of the index.

Innovations for improving quality of labor, quality of basis services, increasing transparencyand creating favorable conditions for the local management apparatus to be able to adapt

flexibly demand of investors are especially useful innovations

It is required to pay attention to economic regulation, not merely efforts focused oneconomic management Score of PCI affects thriving development of each province.

Provinces with high PCI, living standard was also high That is the provinces better managed(higher PCI), it may create higher living standard This means the same traditional conditions,

province will improve living standard more through improving managing quality This

analysis proved clearly responsibility of local authority in a manner of applying the best

management reality so that the economic growth and development may bring about optimalbenefits to people

PCI are widely used by local authority in order to establish solutions of economic

innovation as well used as measurement to evaluate, compare efforts and progress of our own

Province with other provinces

Public management affects socio - economic development of a nation in general, alocality in particular These effects are shown through series of basis factors reflected in

Provincial Competitiveness Index (PCI) of Vietnam It is seen from that, good public

management will contribute to create socio- economic achievements in general and outcomes

of a socio- economic program in particular (CT135)

Chapter 3:

EVALUATION OF ORGANIZING, MANAGING AND ADMINISTERING THE

PROGRAM 135 PHASE II INCAO BANG AND THANH HOA PROVINCES

i A general view on implementing situations of Program 135 phase II in CaoBang and Thanh Hoa:

1.1 Typical features of Cao BangCao Bang is a mountainous, highland border province with a variety of specific

characteristics on geography, economy and society The province has a high rate of hungerand poverty with 119 especially difficult communes and 146 especially difficult hamlets

belonging to region II under the investment priority of Program 135 The whole district has

hunger and poverty rate over 50% according to the Program 30a of Government.

1.2 Typical features of Thanh Hoa

There are 27 provinces, districts and cities with the natural area of 1.112.033 ha(111.203,3 squkm) The geography here is varied into 3 particular fields: mountainous and

midland, delta, coastal areas The implementation of the Program 135 consists of 11

mountainous provinces, 26 communes belonging to 7 Deltal provinces with the natural areas

of over 8000 kmsq which equals to three quarters of the whole province This area has 223

towns, 1.877 villages among which 93 towns are in the area type II, 196 villages areextremely poor, and 7 districts have more than 50% vulnerable families which share the sameborder line with Laos The areas where the program 135 is applied have complicated

geography with many high and rough mountains, hills and the transportation is very difficult.

1.3 The organization performance

Cao Bang and Thanh Hoa Province established a committee on Program 135 in 3

grades (provinces, districts, communes) under the Central Governmental instruction as below:

- Provincial grade: Provincial Program 135 Committee headed by 01 Vice-Chairman

of People’s Committee, the head of Committee for Ethnic Minority is Deputy Head ofNational Standing Committee Committee for Ethnic Minorities is a representative of theprogram (delivered to Planning Department is responsible for generalizing, monitoring andreporting) and the members are departments, committees, industries including Planning and

Investment and Labor, War Invalids and Social Affairs, Finance, Construction, Agriculture

and rural development, the provincial State Treasury, Transportation;

- District grade: Board Program 135 managed by 01 Vice-Chairman of district People’sCommittee, head of Ethnic Department or head of National Industry and Commerce

Department works as Deputy Head, its members include the industries: Planning - Finance;Labor, War Invalids and Social Affairs; Industry and Trade; Agriculture; Treasury The

Management Board is responsible for advising and assisting the People Committee’s

managing, organizing and directing the implementation of programs in the area.

- Commune grade: Establishing the project management board, supervisory board in

communes, helping investors (where the commune is an investor) to hold direci, implement

and oversee the investment of the program

(See appendix no 04)

1.4 Some indexes:

1.4.1 Budget index:

Chart 01: Budget planning index of Program 135 Phase II”

Cao Bang (Million VND) Thanh Hoa (Million VND)

® Project on infrastructure

construction

@ Project on infrastructure

construction

© Projects on traning, foster

and improving competenc cadres of base and comm

® Project on supporting production development

@ Projects on training, foster

and improving competence:

cadres of base and comme

# Expenditure for repair and

awareness for compatriot

& Expenditure for repair anc

maintenance maintenance

31.108

# Expenditure of managing ® Expenditure of managing

program program

1.4.2 Specific each component index and performance o f 2 province!°:

1.4.2.1 Project on developing infrastructure:

Phase II finished, most infrastructure works were completed and handed over to

communes for managing, exploiting and use These works were insured quality and brought

investment results into full play

Chart 02 : Outcomes of implementing Projects on infrastructure construction CT135-11 of the two Province

Summary report of 135 program in phase MW of Cao Bang and Thanh Hoa

82% Completed Investment works

Capital disbursement investment works iN progress

(Source: Summary report on P135- II of province Cao Bang and Thanh Hoa, 2010)

In which, Cao Bang has disbursed capital by 88% of the plan for the capital assigned

Province still has existed the outstanding Works Because the demand for investment of some Works are more significant than the total expenses supplied, or some Works have

accomplished volume but have not finished the procedure of paying capital, checking and

taking over and using the Works.

1.4.2.2 Project of training, improving cadre in bases and communities:

This project is implemented in order to not only equip, supplement the specialxnowledge of reducing poverty, improve the knowledge of law, investment management and

skills for local authorities but also upgrade observing ability to make conditions for people to

oin effectively in the observing activities Basing on the annually allowed budget and the

lumber of objects, projects on authority training will be implemented according to each

subject

Chart 03: Result of implementing Cadre training project under Program 135 in Cao

3ang and Thanh Hoa

Capital disbursement 56758

60000 50000

1.4.2.3 Project of supporting development produce:

This prject has received the support of crowded people due to the direct support andpeople are directed to take part in selecting, commenting objectives

In both Cao Bang and Thanh Hoa have implemented support of ration-trees breed,

[ruit-trees, forestry trees, cattles, poultry, types of fertilizers, machines for produce -basically

have obtained 100% capital plan for the entire period

1.4.2.4 Policies on supporting services, ameliorating and improving people's lives,

assisting legally advance legal awareness;

Table 01: Result of implementation policy in Cao Bang and Thanh Hoa

CAO THANH

No CONTENTS Unit

| "ă | BANG | HOA |

Supporting pupil and student school are the poor

+ Times to support the mobilizing legal

+ Material books delivered free to people Supporting to make WC and move breeding

facilities holds

Assisting cultural activities Times

Performing constituently in comparison with m

C

L assigned plans

The implementation of policies has been primarily settled urgent matters of the ethnic

minority people like: Building cultural lifestyle assuring environmental hygiene; consulting

law freely, keeping numbers of students in schooling ages alive; maintaining and promoting

the healthy fine traditional cultural character of nation

1.4.2.5 Preservation work of Works after investing:

The districts of both provinces had been intensified disbursement work and checkingthe preservating work for projects expired warranty and having to maintain until the end of

2010 Having accomplished the disbursement 100% plan of assigned capital.

1.4.2.6 Program management costs:

Costs for activities of Steering Board assure to comform to law, principles and

according to the ratified limits correctly

1.4.2.7 Implementation result of Decision no 938/QD-UBND by Cav Bang province

on assigning bodies to assist the especially difficult communes under Program 135 phase II:

After complishing the Program, the whole province has 127 agencies, units,enterprises supporting assisting 110 the especially difficult communes of materials and

method to implement the hunger eliminate and poverty reduce (making plan, building the

agricultural — forestry mode, consulting eco-social development, training staff in communes,

hamlets, training vocation for community creating belief of people for authority

II Assessment on process of deploying and organizing implementation CT135-II

in the two Province:

Chart 04: increased rate of indicators meeting CT135 targets in 2010 compared to

2006:

Rate of communes having rural traffics

roads for motored vehicles from centralcommune to hamlets, villages

Rate of secondary pupils going to school in

right age

Rate of cadres of grassroots’ level and

community having demand for training

@ Cad Bang

0%

@ Thanh Hoa

Rate of Communes Rate of secondary

having rural traffics pupils going to roadsfor notored school n right age

vehicles from

certral commu 1e

to hamlets, villages

Outcomes ( %)

CT135-H

NO INDICATOR Cao Bang

Overall target: rate of poor households in

2010 of areas subject to this Program Rates of households meeting average

income per head of more than 3.5 million

/year in 2010.

Rate of communes having small irrigationworks

Rate of communes having enough schools

5 Rate of _ communes having standard 22 25 54

medical clinics meeting

Rate of hamlets, villages having national

Rate of Rate of Rate of Rate of

communes communes Communes hamlets, having small having enough having villages having

irrigation schools standard national

“an medical cline electrical grid

national electric 6 ; having

grid , Funning water sanitation privy

pit

Chart 06: Rate of poverty reduction in 2 provinces of Cao Bang and Thanh Hoa in

2010 compared to 2006:

30 25 20 15

Rate of poor households ‘Rate of households

in 2010 for areas subject meeting average income

to Program per head of 3.5 million

dong/year in 2010

The results of table 02 and table 03 above points out that the Program has a positive

mpact on the lives of people in the location; the economic structure is directed correctly and

10SitIvely, the lives of people have been improved in both material and spiritual aspects The

‘ale of hunger and poverty, especially in poor communes went down by about 5.0% each year

target of Program to 2010, this ratio was under 30%) Besides, the specific results of

‘onstructing infrastructures, activities of culture, education, health care medical for the

nountainous ethnic people increased apparently, the political system in bases was

consolidated, cadre ability in communes, hamlets were improved.

However, most indicators have not achieved the goal of the program in place, can becaused by the following key:

* Subjectvie causes: Primarily focusing on organizing machine and staff, people:

- In the terms of organizing machine and staff:

+ Steering Board in the province grade assigned tasks for its members was

unapparently, the decision of establishing Steering Board was writing names and titles of

members, not expressing the mission of each person Therefore, there were members who did

not catch the annual activity plan of Steering Board so they were not positive enough to

coordinate activities, particularly for coordinating to check bases or the preparation of data tomake reports on presentations for the provincial People’s Council or reporting Centre They

had data but were so afraid of accessing leading that they lacked precise;

+ Guidelines for the operation of executive committee and authority in district gradewas done irregularly, there have not been fierce; awareness of tasks and roles of program In

addition, the policies have not been profound; therefore, there were the lacks of checking,

Monitoring, supervising and speeding due to the limit of time.

+ Some Steering Boards from district to commune operate weakly, lack of closing,

lead generally, not close to regulation criteria of Centre, of province or graded Party Committee Decisions, so they embarrass processing arising in bases Some Supervisory Board

in commune operate inefficiently, do not detect the incorrect jobs, while Management Board

Program 135 phase II frames full components, notwithstanding some members almost are notassigned tasks so that they do not operate (police, communal detachment);

+ Provincial and district grade: Lacking confidential staff with bases, be afraid ofclosing people; the provincial and district grade are short of substainably professional staff;

some staff (in 3 grades) are still bureaucratic;

+ Propaganda work particularly for those in bases are not acctually wide and deep for

“people to know, people to discuss, people to do, people to check supervising”, therefore,making plan has involvement of people sometimes featured form;

- For people: Having existed a organ having the expecting, relying ideas in support of

State and community, have not made rising effort to escape poverty

the actual demand so that can not accomplish at a given moment the components of project

according to the given plan.

2.2 Efficiency:

Generally, both provinces have developed implementation of Program 135 phase II

quite well, basically completed the annually assigned plans

- Infrastructure construction project:

In the process of performing investment, the managerial, the executive work of theproject assures the principle, the order and the investment procedure regulated by the State;

Progress, work quality are assured more and more Selecting work has been developed

Performing from bases, people are participated from the portfolio selection stage totermination of investment, are involving in monitoring, taking part in work parts like

smoothing the surface, digging foundation, pathing the way, exploiting available material inlocal

However, owing to demand for investment is large while total of capital supplied still

limits, so that still many regions can not be invested settling the most pressing demand of

People (traffic, living electricity, irrigation, running water ) Influence surrounding local hasNot carried out well management, usage exploitation of work due to shortage of knowledge

and protective awareness of Work

- Project of training staff in bases and community:

Practised knowledge has been upholded its good effect and supported by crowded

People, staff in bases By being trained, practiced knowledge and qualification of cardes in

communes have been enhanced, many communes assure the role of Investor, deploying theactiveness, positive factor, creativeness in the eco-social development in local, reducing theexpecting relying idea, at the end of phase II, 100% of communes 135 of Thanh Hoa have

been assigned to be investors

Despite of being practiced many times, but ability, qualification of few staff incommune, hamlet grades still constrain; professional expertises of managing program of somestaff are weak, particularly for basically constructing, managing finance and making plan of

investment, on the other side, general knowledge level of staff in bases and community of

Especially difficult communes is low so that acquiring and applying fact still limits.

- Project of supporting development produce:

Performance of project along with miscellaneous programs, policies in the area has

contributed positively in transiting the agricultural producing structure, moving gradually

from producing self-subsidization to producing commodities, upholding strengths of

mountainous area are developing raising and forestry careers After 5 years of perpormance,

the project has had profound impact on awareness, basic change of thinking way, the way to

do of people; people have applied the advanced technology in produce, contribute to reduce

the poverty ratio annually Notwithstanding, in the process of performing this project also

remains many disadvantages like: slowly instructing, having to correct many times; low

Capital source is not enough to create motives for farmers escaping poverty

- Policy on supporting services, improving lives of people, assisting law:

Primarily settling the imperative issues for the ethnic minority people in the aspects of:

facilitating pupils being the poor households’ children to set their minds at rest to go to

School, contribute to reduce ratio of quiting school of all 4 grades; Helping people in the

region have demand for assisting law are assisted law freely, advance legal knowledge;

Assisting people more expenses to construct WC and remove breeding facilities far away from home, to prevent from epidemic deseases, protecting living environment in inhabitant

community

However, support limit is low, funding is not in time, guiding of performing policy is

slow, not united, cumbersomes in defining objectives so that having obstacles in deploying.

2.3 Economic feature:

Besides expenses supported by the State, provinces have upholded people to work

partially like: razing surface, pathing the way, digging foundation, exploiting availablematerials in local, dedicating land for releasing surface, purchasing materials, breedinganimals, machinery Privately for Cao Bang has promoted to contribute 17,343 millionVND.

2.4 Equality:

In investment process, although communes were funded equally by Center, when

funds arrived provinces, the two provinces allocated differently Thanh Hoa implemented

pursuant to the Central’s instruction and Cao Bang allocated fund by method of markingpoints for each commune with criteria (population, number of hamlet, natural land area, rate

of poverty, geographic condition, and particular condition) regulated in Resolution of

provincial People’s Council According to this method, in spite of difficulty in establishing

investment plan pursuant to approved projects and approving portfolio, people subject of

beneficiary had equal right (in Cao Bang, Provincial People’s Council promulgated

Resolution No.: 38/2006/NQ-HDND dated 08" December 2006 about approving content of

implementing 135 program phase II of Province)

2.5 Sustainable feature:

Generally, policies have positive impacts specifically like project invested on the rightPurpose, right objectives and right place; many projects, construction works have actualmeanings responded enthusiastically by people like: living electricity, traffic road, irrigation,school, medical station, work supplies running water, supporting Production development

Mentioned organizing implementing only featured holding concurrently so that only keeping operation in implementing time of Program, and sill dissolve when terminating

Program 135

2.6 Compatible feature:

Projects, policies under Program 135 express the concerns of Party and the State of

Vietnam for the ethnic minority people, supported enthusiastically by people Along withmiscellaneous programs, Program 135 has contributed to speed up transiting economicStructure of commodity produce orientation, people’s lives continue to improve, primarily

Solve difficulties, imperative issues in Especially difficult ethnic people areas, goes down the

ratio of the poor households in areas

However, as above-mentioned, departure point of mountainous areas was too low, and

demand for investment was too high Therefore, in order to solve absolutely the hunger and

Poverty of this especially difficult area, it is required time for studying, examining deepcauses of hanger and poverty In addition, the investment should be satisfactory with

sufficient capital resources and allow inserting into many other programs and projects.

III Compare the effectiveness of the Program 135 phase II in 2 provinces: Cao Bang and Thanh Hoa:

3.1 Achievements:

3.1.1 Similarities:

- -Project development infrastructure: made the investment, planning, location selection,construction works on the basis of the opinion of the majority of the local population through

meetings and was established specifically to thereon through the PEOPLE society before the

DPC approved category in accordance with the regulations Local people are involved

comments in meetings planning participation in construction, supervision of works during the

organization doing, from which people response positively represented through participation

On the contribution of labor rules, reciprocal purchasing supplies, hatchling, machines

The Department has authorized DPC is the level of investment decisions for the public

works infrastructure and the decentralized communal mastery of investment for the project to

build the infrastructure The district has established the project appraisal organization helpsdistricts have the basis for approval of the project, from which local initiative and reduce time

in sewing up the procedure, the profile construction, actively organizing implementation, the

district election officer interest professional support for the commune should progress

accomplished was pushing faster than phase I.

-Projects for training, fostering capacity building of community and facility staff: staffhas helped to raise awareness about the basis and significance of pro 135-II, enhancedCapacity management and administration of projects; through the training has helped people

raise awareness, boldly than in the process of taking ideas to choose the category works

investments as well as in the Review Conference on the average benefit audience selection,Participation in the process of monitoring community, raise awareness of ethnic policy,religious, peaceful strategy happenings of the hostile powers, knowledge of Economicshouseholds, said applying scientific and technological advances to produce effectively

-Project support production: overall, the Organization of average reviews, choose thebeneficiary objects locally made sure the principle of publicity, democracy, support for the

right audience, the right content as specified The Organization of a meeting to vote object to the beneficiary and the selection of content need support investment MANAGEMENT project

social collaboration program with the 135 organized mass of social and MANAGEMENT

BOARD rural areas made publicly, so avoid questions complaint Many poor households was State support like food crops, fruit trees, trees and forestry, cattle, poultry, fertilizers,

machinery and serve

.-Policy support services, improving and enhancing the lives of people, legal aid: legal

awareness policy deployment was taken seriously, there have been many attempts toOvercome difficulties, actively implemented immediately in case the Central slow level of

capital, contribute to fulfilling the plan

3.1.2 Differences:

From the results (section 1.4.2 The specific component and the results of the 2Provinces) over here, we see with 4 main components of CT135-II (project development

infrastructure; Project support PTSX; Project training, fostering capacity building of

community and grassroots cadres; Policy support services, improving and enhancing the lives

of people, legal aid law awareness) end stages, Cao Bang province has 3 components

complete plans and 1 component is making the unfinished, meanwhile, Thanh Hoa provinceare completed 100% planned

results which may be due to other causes of subjective and objective as follows:

* on the subjective: the results of the mission depends greatly on the pro 135 fiercely

in the direction of the leader of the provincial and district level or levels; the capacity of team

facilities, draw for business and regulationprocess, Shu made (problems of reform politics,

etc.) depending on the use of each locality

* On the objective: by natural conditions (geographic location, topography, climate,weather, etc.) of the two provinces have differences On the other hand, works in the pro 135are all small buildings are scattered in the region road going back too hard, invested for little,

big businesses don't want to do that only small businesses, lack of experience orunprofessional conduct should influence the progress and quality of works.

3.2 Limitations:

In the process of organizing implementation project development infrastructure alsorevealed some drawbacks such as: Not building the blueprint for both stage for level, should

plan every year not correctly, to change the list multiple times (when it was central and the

allocation of capital, the new local civil organizations meetingselected opinions, portfolio

each year); sewn test, urge, monitoring and solutions directed done yet deep observationShould progress accomplished a number of projects have not reached under the plan; somePlaces after trials completed in service but only stitch preserved, yet good tu done should themau degradation; implementation guideline "has works, people have jobs, increase more

revenue" not be concerned, participation in implementation of the program of people in manylocal insignificant; the mainstreamed programmes, projects and policies on not sync very

difficulty payment settlement; Although trained every year but the professionalism of staff

limited basis should also embarrassing in sewn up records, basic construction procedures;

Support, coordination between investment decisions and the owner has not sewn up tight sothe profile, the procedure lasts some time should the construction not completed according toplan

A number of difficulties, restrictions in the process of implementation of the project

training, fostering enhanced capacity for the facility and the community, such as: the local hasnot built up a long-term training plan the competent approval, not statistics, classification

levels, specialized capacityobject classification, training and aspirations training rules

Training content is also heavy on theory, have not made other forms of training such as:

learning the typical production models, visit the learning patterns of production within andoutside the Department Mode support for students is the object database and community

officials still low, so many training institutions did not meet as indicators on the number

of students.In the organization implementing the project supports development of productionalso revealed some drawbacks such as the text of the guidelines issued by the Central slowand was modified several times so the locals have to adjust, adding back the project several

limes, causing difficulties in organizing the project; due to the new town be decentralized asinvestor for project support production in Pro135-II should also embarrassing, some leadersand cadres establish project, accounting is changed due to implement rotating officers; theplanning of the project relatively long but the capital often change should have to adjust theproject many times; the support of professional provincial, district for the town is still limited;funding support for the project is still low compared with the actual needs of the local

people The implementation of student support policy is the poor attendance by decision 112

of Prime also some difficulties exist, such as: the work of coordination between the school,the District Education Office, the Treasury with the town lacks the tight, should the allocatedmoney for the students also slow or missing objects enjoy norm in support of student supportPolicy is the poor attendance, poor support policies to improve sanitation policies in support

of cultural activities of information and legal assistance still required

3.3 Using SWOT model to analyze result of implementing Program 135 in over two

Provinces Cao Bang and Thanh Hoa:

- Having a common | - Having a common | In

border line with | border line with Lao | process of Program | district grade has

People’s Republic of | People’s Democratic | CT135-II, a few] structure with full

China; Republic; people has not been | components, but

- Having 12/13|)- Having 11⁄27 | participated some members have

districts, towns | districts, towns | democratically; not assigned tasks so

implemented implemented propaganda work has | that it has not

Program CT135-II; Program CT135-II; not efficient so that | activated (police,

there have been many | communalpeople not understand | detachment)

L clearly CT135.

| Both the province all have national

boundaries should all get the attention of

investment support of the Government of

Vietnam, but different level;

-Pro 135-II (2006-2010) are now going into

the lives of the people, especially the poor,

households ethnic DBKK in the commune,

Both provinces had weaknesses similar:

-process, appraisal, approval procedures ofdrawing and implementing slow due to the

regular market price fluctuations, to adjust to

some of the content project accordingly;

-Some places after completed, testing put into

use only tu but sewn preserved, yet good

rural areas far from the fellow

-Central has issued many text tutorials create

conditions for local development, the

Organization made the project component of

pro 135-H;

-Both the uniform alignment of text

instructions of central to make sewn in pro

135-II, such as: the management made pro

135-II was established right from the start of

program execution, statute activities and

assigned responsibility for members; The

coordination between departments and

localities in the development, organization,

implementation of Pro135-II; The district

was formed UNDER the project of district

and 135 evaluation project to help districts

have grounds for approving the project;

Implement hierarchical workflow for the

mastery of investment by circulars No.

01/2007/TT-UBDT, the district has

incrementally boldly hierarchy for the society

as the owner Thanh Hoa to own 100% of

2010 there were social hierarchies do owner

works done should lick down-The management of a few districts, lack ofdepth, not sticking to the criteria specified Anumber of social activities are not efficientBGS, doesn't work properly yet Assigningtasks to members of the unknown, not

actively prepare proposals;

-Capacity, level of some officials haslimitations, lack of professional expertise onthe management of the program;

-Level rural areas lack experience in selecting

priority planning

OPPORTUNITIES —T— THREATS

Cao Bang Thanh Hoa Cao Bang Thanh —=

Cao Bang is a | Thanh Hoa has CPI] Still having 12/13 | Still having 11/27

province in highland | index higher than | districts under | districts under

border area; having | those of Cao Bang; | investment of | investment of

majority of the ethnic | Thanh Hoa has many | Program CT135, in| Program CT135, in

minority people more | large enterprises | which there are 5| which there are 7than those together | having positive | districts/62 poor | districts/62 poor

living in the area so | impact on the

socio-that maybe, it will be | economic

taken priority and | development of the

districts of the whole | districts of the whole

under | nation under

of

nation

investment investment of

_get more concern | province generally | Program CT30a by|Program by the

from multi laterals and area 135 | the Government This | Government The

privately shows that difficult | gap of over 300 km

level of province is | from Centre of city to

very significant many mountainous

districts

a Besides differences of — opportunities | Both provinces are experiencing the samementioned above, both two provinces have

the same opportunities of mountainous and

ethnic problem as below:

|— Party and our State has many advocates,

solution driven KT

- Economic society of mountain development

and has issued many policies on development

of society-economy in fellow mountainous

areas;

-International friends are also very interested

in the problems of the nation and had the

project investment in mountainous ethnic

Vietnamese;

-The authorities in ethnic work system has

been equipped with additional knowledge,

expertise, business deployment, monitoring,

management of works;

-Projects, policy program Center, 135

matches the aspirations of the people, are the

-Level of support from the program still far

compared to actual requirements, which

granted not timely, policy implementationguide

slow;

- Works in the pro 135 are all small buildings

are scattered in the region road going backtoo hard, invested for less should notparticipate in large enterprises that are mostly

businesses, lack small low capacity or

professional involved with making;-Although training several times but theprofessionalism and competence of personneland facilities not evenly; actual work abilities

of some officers at the base is still limited;

-Geographical activities have harsh natural

conditions, economic and social difficulties,

the level of position not corresponds to

common ground

Ác

3.4 Competitive ability of two provinces in the implementation process of Program135:

Chart 07: Result of summary PCI in period of 2006-2010 of Cao Bang& Thanh Hoa:

Summary points /100 points Result of rank/63 provinces, cities

Year 2006 Year 2007 Year 2008 Year 2009 Year 2010 Year 2006 Year 2097 Year 2008 Year 2009 Year 2010

(Details of component index through years of two provinces, seeing appendix no 03)

Via PCI index of 2 provinces through the years shows that the work of the economic

Operator, the local authorities have considerable progress, results ranking and executive team

of Cao Bang province and Thanh Hoa province are improved The distance on the

competitiveness of other provinces compared to the 2 has also been on a narrowing This

shows, environmental, institutional, public administration is no better then the local poverty

reduction results in local gheo that

better.In particular, the period 2006-2010 is also the phase in which 135 program

implementation phase II In 135, transparency and access to information is when the

Organization implementing the policies of the program, this also increases the index on

transparency and access to information of PCI Or for training workers, project training

officers and community development organizations annual all training, refresher classes,

especially vocational training for ethnic minority youth, creating abundant labour source for

locally in particular and for the whole province (the average annual indicators of High PCI is

of Thanh Hóa is 3.95 3.68;) in spite of the change, a decrease of the index component of the

basic quality of the PCI but operating capacity of Cao Bang provincial emulate and Thanh

Hoa has progress Via PCT assessment, help each year for each of the see were its strengths,

weaknesses, thereby overcoming the weakness, promote strengths further contributes to the

implementation of the programme, projects on the area (namely program 135), shortening the

distance, socio-economic development of the localat the same time keep up the development

of national.

In summary, public management in Thanh Hoa better than that in Cao Bang, it means

that fierceness of guideline, support for private economy and development services of thelocal authority in Thanh Hoa can be better than that in Cao Bang Therefore, result of

Program CT 135 in Thanh Hoa is higher than that in Cao Bang, in term of overview objective

for eradicating hunger and alleviating poverty, Thanh Hoa gains better achievements,

although some component indexes increase at the end of the phase are not as good as at thebeginning of phase like Cao Bang Rates of households get the average income of 3.5 millionVND per capital increasing more than that in Cao Bang (Thanh Hoa makes up 28,7%, CaoBang makes up 12%), hunger and poverty rates in Thanh Hoa decreases by 22,3% meanwhile

Cao Bang decreases by 21,5%.

Chapter 4:

KEY SOLUTIONS FOR DEPLOYMENT AND ORGANIZATION

OF ETHNIC POLICIES DURING THE NEXT PERIODSThe results of the Program 135 and the national policy period from 2006 to 2010 showthe right policy of the Party perspective about ethnic issues which are long-term strategic, alsourgentin the present revolutionary period The — systemnational policies have

created significant changes in mountainous areas, ethnic minority areas However, these areSUII the regions with the highest poverty ratein the country, with low educational

level, poor infrastructure; land shortage production, water serious qualifications

of inadequate facilities and general life of the people is more difficult compared with other

regions of the country!".

From the evaluation of the implementation process, implementation and results of the

Program 135 phase II in chapter 3 above, to develop, implement programs, projects andPolicies in general, the Program 135 in particular more effectively in the future, we areSupposed toimplement comprehensive solutions to the following (these solutions wererooted from the researchers’ practical experience and recorded during the researchers’

working process We have been working in Department of Ethnic Minority for 5 to 20 years.)

I Solutions to planning and policy development issue:

To make general policy as well as regional policy for ethnic minorities in particularbecome really well qualified, easy to understand, easy to implement and bring aboutpractically-easy to come to life,get consensusof the people, the planningand building policies issued in the coming period are supposed to be:

- There should be thoroughly research from real life It is necessary to figure it outwhat people expect from the makers of development and promulgate policies It is necessary

to have a team of researchers, the staff working in planning and policy development are

knowledgeable about professional health and also are genuinely concerned with the work,sticking with the base, close tothe people, for the people that serve andto understand

the actual (local, customary, the cultural identity of each region, each ethnic group) To get ateam like that,on the basis of strategic planning and training staffto use the central

government, the local industry and every year there should be careful to review the optionsfor staff training expertise, physically fit, have good moral qualities, have real power to

continue fostering training through practical work and ensure good resolution the relationshipbetween "theory of defense cold" and the fact at the same time, promote the implementation

of policies to attract leading experts (both domestic and international) to join to create a breakthrough in planning and policy formulation for development purposes - economic social and accelerate the regional poverty ethnic minority and mountainous areas,gradually integrating into the world economy; Focus on promoting the survey research from

time to actually propose additional amendments or promulgation mechanisms and policies

suitable to each region, each ethnic group at the same time, to predict economic trends to set

the direction for human resources, the level of investment so as not to be "backward", avoidcapital shortage The determination of capital, employment capital is extremely important in

planning, construction and issuing policies, must be reasonable capital structure, capital must

be strong enough, focused, avoid spread to done definitely are the goals of the programs and

projects of the proposed policy;

- The policy issued must promptly promulgate documents guiding the implementation,

the system documents must be complete, uniform, easy to read, easy to understand, easy to

remember, easy to implement When there are changes needed to guide the transfer of thework is done under old text tomew documents how, avoiding issued policy guidanceshould slow but difficult to implement at the same time there must be sanctions for those

ministries and branches assigned to build and slow to issue guidance, instructions in

consistent, difficult to implementorto modify several times For example, dated

10/01/2006 The Prime Minister issued Decision No 07/2006/QD-TTg approving the program

but only 135 on 09/15/2008 to contact the Information Ministry issued new joint Circular

No 01/2008/TTLT-UBDT-KHDT-TC-XD-NNPTNT guiding the implementation of Program

135 phase II, in which some of the content of documents to guide development assistance has

not produced appropriate to modify multiple structure of investment capital for production

development project is not reasonable’.

- After finishing the implementation of the policy period, institutions should review

and evaluate objectively and comprehensively from central to local levels and must beevaluated, honest feedback, relevant of subject policy beneficiaries - the people

II Solutions to implement policy

- How well the dissemination of the contents of the guidelines, policies, resolutions,

decisions and other documents related to all branches and all levels of people through various

means, through the mass media of the Central, provinces such as: Newspaper, Radio TV,

website, or in magazines, flyers, posters making all classes of people to understand

and know the content of guidelines and policies, So as toenhance the sense of

12

¬

Nep.rton Program economic development - economic development in extremely difficult ethnic minority and mountainous areas and the

responsibility of each level, cach sector and community participation during the

implementation of local policies and management areas;

- Implement democratic regulations, public facility in accordance with the

motto: "People know, people discuss, people do and people supervise" But note the ability to

acquire and the level of awarenessof the peopletohavethe forms and methods

of propagation, the exercise of democracy, open and consistent For Program 135, the exercise

of democracy is to publicize and promote the power of collective wills communities in

building projects, select objectives, investment plans

The Annual plan must be implemented the formula 2 to lon: when is the policy of

the competent authorities deployed from central planning to Provincial, District andCommune The villages selected portfolio, as well as determine the contents of the

project investment through open meetings in the villages to choose Based

On the investment provisions of the State and the urgent needs of the people to determine the

right investment porfolio should thus commune, district organizationsportfolio selection in

order of priority Technical staffin the district and commune project management

units to check the actual location, size, feasibility and effectiveness of

the protection works prior to submission to planning and decision-making authority and

inform the portfolio to the investors based implementation of investment preparation This

Process needs tobe done from the very early years of the early months of the year.How well the plan will make little change on the list, less expensive in time and repeat

survey design plan and cost estimates;

- Must be built forthe apparatusto direct and implement policies really strongenough and coordinated from centralto — provincial, _ district and commune ‘The

implementation of national policies is the responsibility of all sectors and all levels of

society, but without a specialized agency not strong enough, then the implementation will

be difficult;

- Strictly reporting regime in both directions: To provide timely information fromcentral to provincial to grassroots level and vice versa timely reports from the grassroots to

the district, provincial and central;

- Theannual allocation of capitalin timetothe right,a sufficient number

of requirements in accordance with the approved plan, with new so easy to implement andpromote capital efficiency Example: In the Program 135 phase II, support

projects Production developmentend of 2006 are arrangedto camy out capital,

Supporting cultural activities, new 2008 legal allocation of capital, supporting poor

households to improve protection environment in 2009):

- Increasing and regular training classes, training capacity, level of state management,administrative and professional staff, civil servants and the community

III Solutions to organization of working structure from central to local levels:

An apparatus complete, stable, sufficient force is necessary and

Sufficient conditions for all organizations Therefore, for the system working people from

central to local levels must constantly be strengthened both in terms of organization, both in

quantity and qualty ofcivil servants as prescribed by the Government to haveSufficient energy level and resources to meet mission requirements in the new era - the period

of global economic integration To do so, on the one hand, theGovernment proposed increased staffing for the industry on the other hand, has stable levels

of organization of the provincial to the following directions:

At the provincial level Provincial Ethnic Minorities Committee at — district

level has room for Nationalities of district People's Committees at commune-level officials in

Charge of the nation (as Vice Chairman or Member of the Committee at commune level )

Once stable organizational structure from the provincial to grassroots level, suggest the Committee at district level assigned additional annual payroll for a sufficient number of

Committee for Nationalities and People's Committees of provinces and districts to develop

project plans, recruitment plans, training, retraining and employment of ethnic affairs for thePeriod 2011 - 2015 and 2015 - 2020 On the basis of planning projects approved

and assigned to the payroll every year, the National Committees

of provinces and districts shall review, planning to take training and retraining for staff andrecruiting new civil servants Recruitment process is the process of finding, attracting andSelecting people with strong professional, have good moral qualities, ability to undertake the

position that organizations need to recruit

Therefore the recruitment process to Ensure open and broad democracy for People to

supervise the implementation, avoid "familiar" Recruitment process has greatly

influenced the quality of human resources and performance of the latter organization,

because ifthe recruitment processopen to the public, broad democracy will be those

Selected in accordance with standard Vacancies and hence the quality of personnel is

also more secure

13

=

Report on Program economic development - economic development in extremely difficult ethnic minority and mountainous areas and the

The head of the Provincial Committee for Ethnic Minorities and the Committee atdistrict level must clearly identify the objectives and tasks of the nation to be built for long-

term plans and short-term in detail foreach activity in each time period, which focuses

On issues of organizational structure and staff, building the organization

chart clearly associated with monitoring the operation andstrict implementation of

information and reporting regime on a regular continuous basis within the agency

Periodically each period (1 year or 2 years, 3 years to 5 years) conducted preliminary to draw

experience for the implementation process at the same time review and adjustment,supplement and perfect the plan has developed as a basis to perform better in the future Focusonthe assessment and review staffto ensure democracy, exactlyas a _ basis for

implementation arrangement, reorgarnization or close conformity the nature of work

and professional capacities, strengths their opportunity for all civil servants were trained in

the agency, or academictraining to raise professional standards on the basis of each title, each specific job Since then motivate civil servants to encourage and

attract their passion for the job, commitment to the organization

IV Solutions to checking monitor:

Regularly do a good inspection and supervision in the implementation of the

general tasks and policies in particular, from the formulation of action plans, implementation

of plans annually if there are qualitative indicators and quantitative, work item through the

mechanism and management system to strengthen inspectation and _ supervisor

For Program 135 tasks are done to strengthen the social hierarchy as an investor, the

inspection and supervisioneven moreto be done more often The purpose of the inspection and supervision isto detect problems in time, process isto remove, adjust

or propose additional policies as appropriate; same time, redress the distortions

in the implementation of the policy; serious processing and mistakes and violations

as well as check andcontribute to improvingthe management capacity ofthe rolling direction of the, especially the local officials This is a very necessary, need to be

considered frequent, serious, objective and quality to the implementation of better policies

However, forthe inspection and supervision of high efficiency,on one hand,there must be teams of staff engaged ininspection and testing firm with expertise,experience, health , high sense of responsibility and honestly the other hand, along with thedecentralization ,empowering people to do the inspection, testing, need attention and

help create conditions of time, facilities and adequate funds for the inspection and

examination

V Solutions to the coordination of related parties:

Accomplishing the task in general as well as the particular ethnic policies effectively

always require the close — coordination, — synchronization andenhanced sense of

responsibility of the organizations,all levels, sectors and political _ organizations

-social, which clearly assigned responsibilities, specific for each ofdepartment, the operating performance of individual organizations from centralto

grassroots level In particular, the agency assignedto Permanent Program staff must

actively coordinate with building regulations approved by the superior, —_ avoidinggeneral direction, or there are overlapping phases, the part that no one is responsible for

Concretizing policy is a crucial stage in the coordination process of related parties as itrelates to the formulation and promulgation of documents guiding the implementation of themethod orthe way of doing policy relevant the characteristics of each local situation to

bring to life the policies which can meet people's expectations From the specific policies,

external coordination mechanism, the sector with specialized agencies in charge need to

build programs and be signed in accordance with its own coordinate local work condition,professional content subjects of each branch helps to make in-depth, each with specifictasks more efficiently.

VI Miscellaneous solutions:

Besides the above overall solutions, Group also propose some measures that can beadopted soon, gain achievements like: improving ability of cadre through training,recommending public management; having strategy to increase Provincial CompetitivenessIndex — overcoming weak indexes; support programs of CP must be paid attention to make a

competent managerial institution; enhancing ability to lead and anti-corruption