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UNIVERSITY OF ECONOMICS AND LAWS ECONOMICS FACULTY PUBLIC ADMINISTRATION TRENDS OF PUBLIC ADNISTRATION REFORMS IN DEVELOPING COUNTRIES Lecturer: Ph.D Trinh Hoang Hong Hue No Student’s name Trần Bảo Ngọc Huỳnh Văn Thịnh Trần Đức Trung Hoàng Gia Tú Ho Chi Minh City, November 2020 Student’s code K174030283 K174030293 K174030299 K174030304 CONTENTS CHAPTER THEORETICAL BASIS OF ADMINISTRATIVE REFORM 1.1 Administrative reform concept 1.2 The goal of administrative reform .4 1.3 Necessity of country administrative reform .4 1.4 The link between administrative reform and other administrative reforms CHAPTER EXPERIENCES IN ADMINISTRATIVE REFORM IN DEVELOPING COUNTRIES 2.1 Current trends in administrative reform 2.2 Administrative reform in some developing countries .11 2.2.1 Malaysia 11 2.2.2 Cuba .12 2.2.3 Indonesia .12 2.2.4 Laos 13 2.2.5 China 14 2.2.6 Oman .15 2.3 Lessons learned for Vietnam 18 CHAPTER GOVERNMENT’S ADMINISTRATIVE REFORM FOR THE PERIOD 2016 2020 19 3.1 Target 19 3.2 Request 19 3.3 Tasks of state administrative reform in the 2016-2020 period 20 3.3.1 Institutional reform 20 3.3.2 Administrative reform 21 3.3.3 Organizational reform of state administrative apparatus 23 3.3.4 To build and improve the quality of the contingent of cadres, civil servants and public employees 24 3.3.5 Public financial reform 26 3.3.6 Administrative modernization .26 3.3.7 The direction and administration of the administrative reform .28 REFERENCES 30 CHAPTER THEORETICAL BASIS OF ADMINISTRATIVE REFORM 1.1 Administrative reform concept According to the administrative dictionary, administrative reform is a system of guidelines and measures to fundamentally improve and complete a system (also called the state administration, the national administration) on the face: Institutions, organizational apparatus, operating mechanisms, public service regimes, civil servant regulations, capacity, qualifications, service qualities of the contingent of civil servants in that apparatus Administrative reform is also understood as a planned change, according to a certain goal, determined by a competent state agency Administrative reform does not change the nature of the administrative system but only makes it more efficient and better for the people; state management institutions are synchronous, feasible, come to life; mechanism of operation is more effective and efficient; functions and tasks of clear apparatus; the quality of the contingent of administrative cadres and civil servants to meet the country’s socio-economic management requirements Administrative reforms are changes intentionally designed to improve fundamentally the various stages of the management of the State apparatus: Planning, institutions, organization, personnel work, financial command coordination; check; information and reviews In a broad sense, the essence of administrative reform is the reform of the State administrative apparatus, the administrative functions and modes of administration, the civil service dividing executive power between central and local levels, but the main key principles, and the mode of operation of the administration that best serves the people’s life and socio-economic development of the country In a narrow sense, administrative reform is a process of change aimed at improving administrative effectiveness and efficiency, improving the organization, old administrative regimes and methods, and building new administrative regimes and modes in the field area under the management of the State administrative apparatus According to documents of the United Nations (1971), administrative reform is the intentional attempt to introduce fundamental changes into the public administration system through systematic reforms or means of improving at least one of the four constituent elements of the public administration: institutions, organizational structure, human resources, and public finances Public administration reform is a problem occurring in all countries and is considered as a factor promoting socio-economic development, and is the focus of state apparatus reform to build a foundation democracy, unity, power and capacity to strictly comply with the Party’s line and the laws of the state, effectively serving the people 1.2 The goal of administrative reform To build and perfect the institutional system in order to free up the production force, effectively mobilize and use all resources for national development To create a fair, open, favorable and transparent business environment to minimize the time and cost costs of businesses of all economic sectors in complying with administrative procedures To build a transparent, clean, strong, modern, effective, efficient system of state administrative agencies, increase democracy and rule of law in executive activities To ensure the practical realization of the people’s democratic rights, protecting human rights, linking human rights with the rights and interests of the nation and the country To build a contingent of cadres, civil servants and public employees who are qualified, capable and qualified to meet the requirements of serving the people and development of the country 1.3 Necessity of country administrative reform The country’s administrative system is always in a dynamic process, ensuring the country management in social fields and finding ways to respond to changes in society and the economy At a certain point, if there are no changes in the administrative elements, the reform will become a hindrance, making the effectiveness and efficiency of the state administration less effective, that is when the administration needs to be reformed holistically or reformed for a number of inadequate factors Existing shortcomings of the administration, failing to meet the requirements of the new management mechanism and the needs of the people, the effectiveness and efficiency of management are not high, reflected in the aspects: Functions, the tasks of the administrative apparatus in the economy have not been clearly and appropriately defined; the assignment and decentralization between branches and levels is not so clear The administrative institutional system is not uniform, still overlapping and inconsistent; administrative procedures in many fields are still cumbersome and complicated; not strictly order and discipline Organizational apparatus is still cumbersome, multi-storey The contingent of cadres and civil servants still has many weaknesses in terms of quality, sense of responsibility, professional capacity, administrative skills; working style is slow to innovate The use and management of public financial resources are not strict, wasteful and ineffective The process of globalization and international integration has a profound effect on all countries This process makes the countries all over the world become closer together, more closely related and the osmosis, more interdependent on each other The countries are facing many opportunities but also facing many new challenges at the international level International integration is a requirement for countries to take advantage of opportunities, and at the same time, limit the challenges of globalization in order to develop The administrative apparatus of countries must move more quickly to increase their competitiveness in the process of global integration and division of labor That requires administrative institutions and staff to adapt to international laws and practices, while maintaining independence, autonomy, and protecting national interests The effects of the technical - technological revolution have affected all aspects of social life, including management activities These changes put in front of the traditional administration with new challenges, requiring administrative reform, rearrangement of the apparatus, innovation of human resource management methods to keep up with the general progress of the world The demands of citizens and society towards the State are higher and higher The doi moi process has achieved many achievements, raising the living standards and awareness of the people In that context, the demands of the people for state activities are higher and higher The people demand and want to fully exercise their legal ownership, to live and business in a secure, orderly and democratic environment, without being troublesome, harassing, and guaranteed guarantee to provide adequate and quality public services That requires the state to promote democracy, attract the participation of the people in state management and be open and transparent in its activities 1.4 The link between administrative reform and other administrative reforms The administrative reform has not a self-purpose because it’s purpose is serving, promoting the stable and dynamic development of the whole society, mainly implementing the basic goal of: Developing the economy socialist orientation and perfect socialist democracy Economic reform is economic institutional reform The essence of economic reform is the reform of the economic management institution of the Government This is also one of the contents of administrative reform Administrative reform is a key factor, ensuring the success of economic reform is always associated with achievements in economic reform, reform of the political system, legal and judicial reforms Administrative reform is first of all the institutional reform of the public administration, which has a close interdependence with the legal and judicial reforms Changes in administrative reform need to be ensured by the legal system and judiciary, only legal reform can create a legal basis for successful administrative reform Administrative reform is also the operating institution of the State in general and directly the government - an important constituent part of the political institution Administrative reform is one of the steps contributing to the renewal of the political system, but still obeying, serving the political system, and maintaining political stability CHAPTER EXPERIENCES IN ADMINISTRATIVE REFORM IN DEVELOPING COUNTRIES 2.1 Current trends in administrative reform Based on research on administrative reform taking place in developed administrative countries such as the UK, Australia, USA and some OECD countries, this essay presents six trends in administrative changes public in the current period To use a results-oriented work execution management system Public administrative institutions include legal documents, administrative procedures and organizational institutions, as a basis for regulating the behavior of civil servants in particular and citizens in general Institutional reform and legal regulations to create conditional business for managers to be more proactive and flexible in managing and executing public duties, applying competition, creating motivation to work for the public civil service, implementing public service based on the needs of citizens, increasing the participation of the people This reform trend also aims to remove obstacles in the operation of state administrative agencies, due to That performance will be improved The regime also includes the basic administrative procedures that govern public service operations, finance and the budget Institutional reform allows managers to be more flexible in their management based on operational procedures and more efficient and appropriate public service delivery With this reform, managers have increased responsibility in public service The activeness and flexibility of managers has been increased thanks to the loosening of control by central agencies over input resources (especially human and financial resources) and operational procedures and through goal-driven management Goals are clearly defined, managers are given personal and organizational responsibility to proactively achieve goals Changes in human resource management take place in both scope and quality of human resource management activities in state administrative agencies These changes are associated with the mindset and character of “Strategic human resource management” People are considered to be an organization’s expense, with this change, they are considered assets, and are the “capital” of the organization Managers are proactive in recruiting, firing, promoting, transferring, retaining and paying civil servants The salary of civil servants is linked to the process of public service execution and job performance results However, doing this is not easy because if the salary system for the job is not designed correctly, science will affect the motivation and working psychology of civil servants, thus affecting the overall performance and efficiency of the organization The most important issue is that the faction has developed clear criteria and tools to measure civil service performance of civil servants In addition, in the management of civil servants, all countries try to change their organizational culture towards work efficiency In public financial management, the major changes focus on the following: adoption of successful private sector management practices; focus on perfecting an effective audit system; pay attention to the execution process, not just the input; control operating costs of state administrative organizations; Powerful application of information technology in financial management To apply market factors to the operations of state administrative agenciesApply market factors to the operations of state administrative agencies For results-oriented management, public administrations must develop strategic plans that align the organization’s development goals with the organization’s performance The way the management focuses on “doing the job” and the “results of the work” causes policymakers to shift from looking at the “how to do” process to the outcome Results and from considering how the state bureaucracy spends to the problem of what the state administrative apparatus can The managers are responsible for the performance of the group Their dedication is recognized and rewarded Managing and monitoring the most effective work of the organization and of the organization in general and leadership, from focusing on “whether the goal is met” to “how to achieve it” Objectives, objectives, strategies and measures must also pay attention to the responses of different groups to promptly adjust Members of the appointed upper house, the Council of State (Majlis ad-Dawla) and a lower chamber, the Shura Council (Majlis al-Shura) whose members are elected for three year terms, by universal suffrage from 2003 However, there remain strict curbs on civil society assessment of political change in Oman is that it demonstrates ‘a policy of gradualism, firmly rooted in local tradition’ In addition to the Basic Law, reform and modernization is also directed by the promotion of national economic goals The Oman 2020 policy was launched in 1995 with the expectation that Oman would have a diversified economy by 2020 It contains four major strategies: sustainable development, human resource development, diversification of the economy, and development of the private sector (Ministry of Development, 1997) It is clear that the leadership was sufficiently worried about a projected decline in oil revenue to address development needs The rapid expansion of public services had also led to increased dependence on oil revenues, while inhibiting private sector growth In addition, ‘Omanization’ was given renewed impetus, culminating in the creation of a Ministry of Manpower in December 2001 with this specific remit It was reported that while the government employs 65 percent of working Omanis, the private sector employs 95 percent of non-Omani workers (UNDP, 2003: 8) In a critique of the Omanization policy, contends that problems have been delayed by using the public sector as a safety valve In particular, they (senior officials) tolerated a high degree of nepotism in the bureaucracy positions’ which results in recruitment into a particular ministry or agency from the senior official’s own tribe The author observed this during a visit to the Ministry of Civil Service in July 2004 Officials confided that nearly 50 percent of their working day was occupied by either personal visits or telephone calls from people from particular villages or tribes pleading for employment, or on behalf of relatives Al-Ghailani concludes in his study of human resource management reform in the Omani public sector that modernization may be interpreted as the establishment of Weberian bureaucratic principles based on the kind of rational public administration promoted by the UNDP in the Arab region The bureaucratic problems identified by 18 Jreisat and Jabbra and Jabbra earlier in the article remain and have not been directly addressed by legislation covering the civil service This inertia may be explained by the clientelistic culture within the ruling elite, which is less willing to pursue longterm, pragmatic goals and blur the divide between government and business Oman’s reform history can be briefly summarized as rapid expansion, and the production of administrative rules and regulations to formalize and govern that expansion There is little evidence to suggest that elements of NPM are taking root Although POGAR’s influence in Oman is less discernible than in Bahrain, policymakers are otherwise exposed to international public management reform ideas However, as Valeri points out, Oman is ruled by a single person, rather than a royal family Sultan Qaboos is also prime minister, defence minister, finance minister, foreign affairs minister, and chair of the central bank If Omani policy-makers are exposed to new initiatives and ideas from overseas, it is clear that any proposed changes as a result of policy learning will ultimately need to be sanctioned by the Sultan 2.3 Lessons learned for Vietnam Some lessons learned from public administration reform can be drawn as follows: First, the scale of reform, i.e the reform content, if compared with Vietnam, is at a modest level That is explained from the administrative systems themselves that are relatively reasonable, in the development process only arise some problems that need to change, reform and therefore focus on research to implement to revolutionize Second, once the reform contents and tasks have been selected and clearly defined, there are programs approved by the Government for implementation Thus, the reform is determined at the level of Government The Government is committed to reform through Government resolutions and programs Third, in the past ten years, the administrative reforms of countries have shown the following two characteristics: Research, application of advanced management issues, values from the private sector to the public sector and improvement how to 19 focus on people People are identified as customers of administrative agencies This is a huge change in awareness and attitude of civil servants towards people in handling people’s affairs in accordance with the law Fourth, all countries focus on the establishment of agencies and organizations to assist the Government and the Prime Minister in directing the implementation of the reform 20 CHAPTER GOVERNMENT’S ADMINISTRATIVE REFORM FOR THE PERIOD 2016 - 2020 3.1 Target Continue to promote the implementation of the State Administration Reform Master Program for the 2011-2020 period under the Government’s Resolution No 30c, ensuring the completion of administrative reform objectives and tasks state in phase II (2016 - 2020) In which, focusing on implementing administrative reform focuses in the 2016-2020 period are: Institutional reform; building and improving the quality of the contingent of cadres, civil servants and public employees; to attach importance to reforming the wage policy in order to create a real motivation for the high quality and efficiency of public officials, civil servants and public employees; improve the quality of administrative services and the quality of public services Overcoming shortcomings, limitations and shortcomings in the implementation of the 2011-2015 period of the State Administration Reform Master Program according to Resolution No 30c dated November 8, 2011 of Goverment Combining administrative reform of ministries, branches and localities; to increase the responsibility of individuals, agencies, units and heads of state administrative agencies at all levels in the implementation of administrative reform tasks Improve the quality and efficiency of the administrative reform to serve the socio-economic development of the country up to 2020 3.2 Request To improve the comprehensive quality of administrative reform implementation at state administrative agencies at all levels from central to local to meet the requirements of the new era Closely linking the implementation of administrative reform tasks, schemes and projects; strengthening direction and coordination among ministries, branches and localities in the implementation of administrative reform tasks in the 2016-2020 21 period, ensuring quality and efficiency on the basis of fully implementing groups of regulatory solutions Decree 30c dated 8/11/2011 of the Government Urge the successful implementation of key tasks in administrative reform in the 2016-2020 period, ensuring the improvement of capacity, skills in public service execution, sense of responsibility, public ethics, and professional ethics Karma; administrative reform associated with legislative and judicial reforms; and improving the investment and business environment Clearly define the responsibilities of the heads of water administrative agencies in ministries, branches and localities in the process of implementing PAR tasks Inheriting and promoting good experiences in administrative reform in the country in the past period, at the same time, actively researching advanced experiences of other countries to apply in practice in Vietnam 3.3 Tasks of state administrative reform in the 2016-2020 period 3.3.1 Institutional reform To promote and implement synchronously administrative reform, legislative and judicial reform, building a real socialist rule of law of the people, operated by the people and for the people effectively and effectively, well perform the function of development creation in terms of developing a market economy and building a democratic society Continue to improve the system of socialist-oriented market economy institutions, ensure the observance of popular standards of the modern market economy and international integration Complete the legal and institutional system of the administration in accordance with the 2013 Constitution To step up the improvement of the law on the protection of human rights, the basic rights and obligations of citizens according to the 2013 Constitution and international standards, to expand and promote socialist democracy 22 By 2020, basically complete the task of building a synchronous, unified, feasible, open, transparent, stable, accessible Vietnamese legal system with low compliance costs, based on the Policy system has been planned in each area in accordance with the goals of socio-economic development Institutionalizing the principle of assignment, coordination and control of state power; Anti-corruption; enhancing efficiency of state governance; enhance openness, transparency, accountability in the organization and operation of state agencies, institutions in the political system Continue to renew and perfect institutions on ownership and state-owned enterprises; clearly defining the management role of the State over the role of the owner of the State’s assets and capital; completing institutions on organization and state capital business Continue to elaborate and improve legal provisions on the relationship between the State and the people, focusing on ensuring and promoting the people’s mastery, collecting people’s opinions before deciding on owners important policies and policies and on people’s right to supervise the activities of state administrative agencies Implementing a strategic direction shift from focusing on law formulation and completion to law completion and implementation, ensuring the strictness of the law, cohesion, and close cohesion between construction work and law enforcement organization Renovate the inspection, examination and supervision in the process of advising and promulgating legal documents in order to eliminate the situation of partial interests in the process of promulgating legal documents 3.3.2 Administrative reform Organize the effective implementation of the 2015 Law on Promulgation of Legal Documents; implementing strict control over administrative procedures right from the drafting stage; seriously implementing the responsibility of the leader in 23 administrative procedure reform in accordance with Directive No 13 dated June 10, 2015 of the Prime Minister Organize the effective implementation of the 2015 Law on Promulgation of Legal Documents; implementing strict control over administrative procedures right from the drafting stage; seriously implementing the responsibility of the leader in the administrative procedure reform in accordance with Directive No 13 dated June 10, 2015 of the Prime Minister Promote the simplification of administrative procedures, cut costs of compliance with administrative procedures in all fields of economy, culture and society; give priority to administrative procedures for international economic integration, administrative procedures in a number of key areas: investment, land, construction, house ownership, tax, customs, export, import, health care, access to electricity, market management, ensuring favorable conditions for the development of all economic sectors in an open and equal business environment, contributing to the release of social resources Association, improve national competitiveness Satisfaction level of people and businesses in resolving administrative procedures will reach over 80% by 2020 Strengthen the development and completion of forms of publicity and transparency in all administrative procedures; to attach importance to the publication of administrative procedures under the management scope or competence of the ministries, branches and localities; publicize administrative procedures on the national database on administrative procedures and on websites; post up administrative procedures at the office of the agency or unit where the administrative procedure is directly handled Establish and put into operation the information system to receive, reflect and propose administrative regulations and the situation and results of administrative procedures settlement at all levels of authorities Develop a scheme to simplify the reporting regime in the operations of state administrative agencies; research and replicate good models and new ways in implementing the administrative procedure reform nationwide 24 Continue to organize and effectively implement the Master Project to simplify administrative procedures, citizenship papers and databases related to population management in the period 2013 - 2020 To focus on reforming administrative procedures within state agencies, public non-business organizations, public services and inter-coordinated administrative procedures among state administrative agencies at all levels; implement synchronously and effectively the one-door mechanism, the inter-agency one-door mechanism at local state administrative agencies 3.3.3 Organizational reform of state administrative apparatus Research, review and adjust the functions, tasks, powers and organizational structure of agencies, organizations and units (including administrative agencies and public non-business units), rearrange agencies and organizations ensure streamlining, effectiveness, efficiency and meeting development requirements The administrative agencies are classified as the basis for determining the appropriate organization and apparatus for management requirements and improving the quality of service delivery to meet the basic and essential needs of the people Tasks that state agencies not need to be directly performed or are not effectively performed are transferred to non-state organizations Research, build and apply organizational evaluation models Complete regulations on decentralization of central-local management in the fields of state management on the principle that superior state administrative agencies perform things that lower-level state administrative agencies not effect fruit Clearly and transparently define the objectives, requirements, principles, conditions and sanctions of decentralized regulations Continue to reform and implement on a large scale the autonomy and selfresponsibility mechanism of public service agencies; to ensure personal satisfaction with services provided by public non-business units in the fields of education and health to reach over 80% by 2020 25 Complete the network planning of public non-business units by industry and field Categorize non-business units to implement appropriate forms of transformation (operating under the business model, equitization, public-private partnership ) Promote the socialization of public non-business units capable of covering all operating costs (universities, academies, research institutes, vocational training institutions, hospitals ) in the next direction customs to promote the assignment of autonomy and self-responsibility in performing tasks, finance and personnel and encourage the establishment of public service delivery organizations from non-state sectors, especially in the field of education education - training, health, science and technology Strengthen the inspection and supervision of state agencies and the people over the activities of public non-business units Strictly regulating the conditions and criteria for the establishment, dissolution and merger of administrative units at all levels in the direction of encouraging the merger of communal administrative units, ensuring basically no increase in the number of administrative units in the locality Phuong 3.3.4 To build and improve the quality of the contingent of cadres, civil servants and public employees Continue to promote reform of civil service regimes, civil servants, build a contingent of cadres, civil servants and public employees with a reasonable number, structure, qualifications and capacity for public service execution, serving the people and for the development of the country By 2020, the contingent of cadres, civil servants and public employees will have a reasonable quantity, structure, have sufficient qualifications and capacity to perform public service, serve the people and serve the development of the country; 100% of state administrative agencies have a structure of cadres and civil servants according to working positions To uphold the responsibility and ethics of public service, social responsibility, tighten discipline and discipline in directing, administering and executing public duties of cadres and civil servants 26 Supplement and perfect titles, professional standards of civil servants and public employees Renewing methods of recruitment of civil servants and public employees in terms of process, competence, responsibility and regulations on handling of violations; pilot organization of renewal of leadership and management recruitment methods Renew the work of statistics, reporting and management of civil servants and public employees’ records Effectively implement the Politburo’s Resolution 39 dated April 17, 2015 on staff streamlining and restructuring the contingent of cadres, civil servants and public employees and Decree No 108/2014 dated 20 November 2014 Government on staff streamlining policy Improving the quality of training and retraining, public servants and public employees Review ministries managing training programs, functions, employees; Eliminate duplicate training content, so that the training and retraining will bring practical benefits, without wasting Create a strong change in the quality and effectiveness of training and retraining, contributing to building a contingent of professional cadres, civil servants and public employees who have full qualifications, qualifications and capabilities, to meet requirements people, the development of domestic and international imports Edit, perfect the training and retraining mechanism, civil servants and public employees, in accordance with Vietnam’s conditions and international integration requirements; There is a set of incentives for the system, public servants and employees and automatically learns, constantly improving their qualifications and capacity to perform assigned tasks and jobs Organize the management of the system and training and retraining institutions, light and scientific civil servants and public employees, in accordance with the objectives, requirements of training and retraining tasks, ensuring centralized management, system most in training and retraining 27 Organize the evaluation and classification of cadres, civil servants and public employees according to the provisions of law, in association with other contents of the management of cadres, civil servants and public employees Apply information technology, models, methods, and modern technologies in the recruitment, rank promotion, promotion, evaluation of cadres, civil servants and public employees Focus resources to give priority to reform of salary policy, social insurance regime and preferential treatment for people with meritorious services; By 2020, the salary of cadres, civil servants and public employees will be fundamentally reformed, ensuring the lives of cadres, civil servants, public employees and their families at an average level in society 3.3.5 Public financial reform Strict control of the state budget for recurrent expenditure and public investment Continue to renew the financial mechanism for administrative and nonbusiness units Continue to renew financial mechanisms and policies for state enterprises, especially economic groups and corporations; strictly manage foreign borrowing and debt repayment; keep government debt, national debt and public debt within safe limits Fundamentally renovate the mechanism for the use of state funds and the mechanism of building and implementing science and technology tasks in the direction of targeting and application efficiency as the top standards Development of science and technology enterprises; to formulate a synchronous policy of training, attracting, appreciating and rewarding scientific and technological talents Continue to renovate the budget allocation mechanism for state administrative agencies, effectively implement the budget allocation mechanism based on results and quality of operations, with a focus on output control and spending quality targets and tasks of state administrative agencies 28 Promote socialization, improve institutions and strengthen public - private investment (PPP) incentives for public service delivery in health, education - training, culture, sports, infrastructure projects Standardize the quality of education, training and medical services; reviewing, amending, supplementing or issuing new quality criteria, standards, and mechanisms for monitoring, evaluating and verifying the quality of public non-business services; performance of public units 3.3.6 Administrative modernization To perfect and promote the Government’s electronic administrative information network; to build a National Public Service Portal to integrate all online public services of ministries, branches and localities Deploying the development of e-Government and e-government according to the Government’s Resolution 36a dated October 14, 2015 and Decision No 1819 dated October 26, 2015 of the Prime Minister approving the National Program on application of information technology in the operation of state agencies in the 20162020 period Promote the application of information and communication technology in the work-handling process of each state administrative agency, among agencies state administration with each other and in transactions with organizations and individuals Developing, integrating and connecting information systems of national scale, creating a network environment, and sharing information widely among state agencies Developing essential information systems for information technology application to people and businesses; ensure the synchronous deployment with the development of national-scale information systems and databases; unify the application of information technology effectively and comprehensively at the results receiving and returning departments according to the one-stop shop mechanism, the interconnected one-door mechanism; enhancing connection, sharing information, exchanging and processing online records 29 Improve service quality and openness and transparency in operations of state administrative agencies through promoting the provision of online public services to people and organizations; providing basic online public services at level 4, meeting real needs, serving individuals and organizations anytime, anywhere, based on many different means To apply information technology to reduce the time and number of times a year individuals and organizations must directly go to state agencies to carry out administrative procedures Specific objectives in the period 2016 - 2020: 30% of administrative procedures will be processed online at level 4; 95% of corporate tax returns are filed online; 90% of businesses pay taxes online; 90% of agencies and organizations conduct electronic transactions in implementing procedures for participating in Social Insurance; the rate of online business registration is 20%; rate of investment certificates online reached 10% Closely combine with the implementation of administrative reform contents for the application of information technology in the operations of state agencies to have a real effect on administrative reform Effective application of information technology in the operations of state agencies in order to speed up work processing and reduce operating costs Improve the quality of directing and administering activities of administrative agencies through the effective use of administrative electronic information networks 100% of non-confidential documents shall be submitted to the People’s Committees of provinces and centrally-run cities, ministries, ministerial-level agencies, governmentattached agencies, and the Prime Minister in electronic form; 80% of documents exchanged between state agencies are in electronic form Developing and applying the quality management system in administrative agencies according to the national standard TCVN ISO 9001: 2008, giving priority to the implementation of electronic ISO Summarize and evaluate activities of centralized administrative center, model of public administrative center of some localities Continue to invest in building offices of administrative agencies, especially at communal level 30 3.3.7 The direction and administration of the administrative reform To increase the capacity of directing and administering in association with promoting advisory, synthesis and implementation of the contents and tasks of the Government’s PAR Steering Committee Strictly implementing the Prime Minister’s Directive 07 dated May 22, 2013 on accelerating the implementation of the master program on state administrative reform for the 2011-2020 period and the Prime Minister’s directives on accelerating administrative procedure reform in a number of focus areas Strengthening the monitoring, evaluation, collecting opinions of the people and organization on administrative reform results Identify and publish the annual PAR index of ministries, ministerial-level agencies, People’s Committees of provinces and centrally-run cities Determine and publish the Administrative Service Satisfaction Index; Satisfaction index for the quality of public health; Satisfaction index for the quality of public education Strengthening the capacity of public servants in charge of administrative reform Strengthen the work of information, propaganda and administrative reform inspection On the basis of the State Administration Reform Plan for the 2016-2020 period, Ministers, Heads of ministerial agencies, Heads of Governmental agencies, and Presidents of the People’s Committees of provinces and cities directly under the Central Government The central government and related agencies concretize the tasks in the annual work plan to implement in accordance with the actual requirements of the ministries, branches and localities 31 REFERENCES Ministry of the Interior Documentation of fostering civil servants implementing ministerial administrative reform Julia P, 2019 Consolidating lean, strong and practical-appropriate apparatus in Laos Do Ngoc Phu, 2020 Decentralization, decentralization and administrative reform in Vietnam Doan Van Dung, 2020 Looking back on 10 years of implementing state administrative reform in the period 2011-2020 Le Anh Tuan, 2018 New public management: Reform trends Resolution No 30c dated November 8, 2011 and Resolution No 76 dated June 13, 2013 on amending and supplementing a number of articles of Resolution 30c of goverment Le Minh Dang, 2012 Comments on reform in India Pham Minh Hien, 2018 Trends in administrative reform of some countries in the world today Pham Anh Tu, 2017 Indonesian experience in administrative reform in anticorruption 10 Truong Gia Huy, 2013 Myanmar's Democratic Reform 32