Năng lực của người đứng đầu cơ quan chuyên môn thuộc ủy ban nhân dân quận tại thành phố đà nẵng TT TIENG ANH

MINISTRY OF TRAINING MINISTRY OF AND EDUCATION HOME AFFAIRS NATIONAL ACADEMY OF PUBLIC ADMINISTRATION VO CONG CHANH COMPETENCY OF THE HEADS OF THE SPECIALIZED AGENCIES UNDER THE URBAN DISTRICT PEOPLE’S COMMITTEES IN DA NANG CITY Specialization: Public Management Code : 34 04 03 SUMMARY OF THE DOCTORAL DISSERTATION HA NOI - 2021 The doctoral dissertation was completed at: NATIONAL ACADEMY OF PUBLIC ADMINISTRATION Supervisors: Assoc.Prof.Dr Nguyen Thi Hong Hai; Assoc.Prof.Dr Nguyen Minh Phuong Reviewer 1: Reviewer 2: Reviewer 3: The doctoral dissertation is defended before the Doctoral Dissertation Assessment Council at the institutional level Venue: Room for Doctoral Dissertation Defense ……, National Academy of Public Administration 77, Nguyen Chi Thanh, Dong Da, Ha Noi Time: At: On: (day) (month), 2021 The doctoral dissertation can be found at: National Library of Vietnam; Library of the National Academy of Public Administration INTRODUCTION Reason for choosing the topic Firstly, it is the role and importance of leaders and managers for public agencies and organizations Leaders and managers play an important role in public service, ensuring the implementation of public decisions that benefit people and businesses Secondly, the heads of the specialized agencies under the Urban District People's Committees in Vietnam function as representatives of the specialized agencies in state management and delivery of public services in the local sectors and fields Therefore, the heads of the specialized agencies must be competent to advise and propose solutions which promote the potentials and advantages of the locality, thereby creating positive and profound changes in the field they are in charge of Thirdly, there have been shortcomings and inadequacies in development and application of job positions, competency frameworks, and title standards; in training; in the recruitment exams to the leadership position titles of the heads of the specialized agencies under the District People's Committee as well as in enhancing competencies of these civil servants which have not been implemented in a synchronous manner in localities Fourthly, the development of job positions and a competency framework for the heads of the specialized agencies under the Urban District People's Committees in Da Nang city has faced certain difficulties In the context of international integration, explosion of the Industrial Revolution 4.0, requirements of the administrative reforms, piloting the urban government model, it is imperative to enhance the competencies of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city to make them well accomplish the assigned tasks Fifthly, competency and competency framework have been studies in many research works; however, there is absence of a research work on competency, competency framework for the heads of the specialized agencies under the Urban District People's Committees in Da Nang city as well as on solutions to enhance their competencies Research objectives and tasks 2.1 Research objectives Propose solutions to enhance the competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city 2.2 Research tasks - Do a literature review on the domestic and overseas research works related to the research topic to clearly identify the research gaps and research directions of the topic - Systematize and clarify the theoretical issues about the competency of the head of the specialized agency under the Urban District People's Committee in the centrally run cities - Assess the current state of competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city, analyze the strengths, weaknesses and their causes to provide a basis for proposing solutions - Propose viewpoints and groups of solutions to enhance the competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang City in the coming time Research object and scope 3.1 Research object Competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city 3.2 Research scope - Content scope: Studying competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city based on the following elements: knowledge, skills, attitudes, and performance results - Space scope: In the area of six districts in Da Nang City - Time scope: In the 2015-2020 period; solutions proposed to enhance the competencies in the 2021-2025 period, and a vision to 2030 Research methods 4.1 Methodology Methodology of dialectical materialism and historical materialism 4.2 Specific research methods Desk review, sociological survey through questionnaire and indepth interview Research questions and hypotheses 5.1 Research questions - At what level are the competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city against the defined requirements? - What factors influence the competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city? - What solutions should be taken to enhance the competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang City to meet the task requirements in the current context? 5.2 Research hypothesis - The competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang City is limited and has not met the defined requirements - The factors influencing the competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city are the followings: institutions; management and use; working environment; and the heads themselves - To enhance the competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city to meet the requirements and tasks in the current context, it is necessary to synchronously implement the solutions: raising awareness; completing institutions; management and use of the heads; building a working environment; and promoting activeness of the heads of the specialized agencies in self-improvement New contributions of the doctoral dissertation 6.1 Theoretical contributions Building a theoretical framework for research on the competencies of the heads of the specialized agencies under the Urban District People's Committees in the centrally run cities, specifically: - Clarifying the concept, position, tasks, powers, characteristics, roles, and working relationship of the heads of the specialized agencies under the Urban District People's Committees; distinguishing between the heads of the specialized agencies under the Urban District People's Committees with the heads of the divisions under the provincial departments and the heads of the specialized agencies under the Rural District People's Committees - Building a competency framework for the heads of the specialized agencies under the Urban District People's Committees based not only on the position, functions, tasks and powers of the heads but also on the context, the practical requirements, the suitability with the four groups of heads of the specialized agencies - Developing evaluation criteria for competencies based on the competency components and performance of the heads of the specialized agencies - Identifying the factors influencing the competencies of the heads of the specialized agencies under the Urban District People's Committees 6.2 Practical contributions - Assessment of the current state of the competencies of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city based on the competency components and task performance; an analysis of the factors influencing the competencies of these civil servants - A competency framework for the four groups of heads of the specialized agencies in the sectors of home affairs - general affairs, economic affairs, urban management, and socio-cultural affairs - Proposed specific title standards for each group of heads of the specialized agencies under the Urban District People's Committees in Da Nang city based on the competency components - Proposed four viewpoints and six groups of solutions to enhance the competencies of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city Theoretical and practical significance of the doctoral dissertation 7.1 Theoretical significance The doctoral dissertation is an in-depth study on the competencies of the heads of the specialized agencies under the Urban District People's Committees Its research results contribute to the supplement and clarification of some theoretical issues of public management and human resource management 7.2 Practical significance - The doctoral dissertation is a reference material in proposing to amend, supplement, and complete the Law on Cadres and Civil Servants and regulations of the Central Government; - It is a reference material for the authorities in Da Nang City in issuing and effectively implementing policies to enhance the competencies of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city - It is a reference material for research and teaching on public management in general and human resource management in particular Structure of the doctoral dissertation In addition to the introduction, conclusion, list of the author's publications, references, and appendices, the doctoral dissertation is structured into four chapters, 12 sections, and 40 sub-sections CHAPTER 1: LITERATURE REVIEW 1.1 Review of the related published research works 1.1.1 Research works on competency and competency framework Competency is described in the literature as a combination such as skills, experiences, behaviors or characteristics Current research works define leadership competencies which include behaviors, skills, abilities, knowledge, competencies, attitude, values, and principles 1.1.1.1 Overseas research works Notable Works are Vergleichende Leistungsmessung in Schulen eineumstrittene Selbstverstondlichkeit, In F E Weinert (eds), Denyse Tremblay, F E Weinert, Leistungsmessung in Schulen, Weinheim und Basejl: Beltz Verlag (2001); Competency-Based Human Resource Management: Discover a new system for unleashing the productive power of examplary performers by David D Dubois and William J Rothwell, published in 2004; Competent manager: a model for effective performance by Richaard Boyatzis; research works of the Organization for Economic Co-operation and Development (OECD), Society for Human Resource Management 1.1.1.2 Domestic research works The concept of competency is mentioned in many works such as "Administration Terms" by the Institute of Administrative Studies; works by the consultants of the Project TA 8726-VIE; works by Le Quan, Ngo Quy Nham; by Nguyen Thi Van Huong; and by Nguyen Thi Ngoc Xuan The concept of competency framework is studied in many works, especially in the research by Cao Xuan Thong, Do Xuan Tuat; Human Resources Association; and by Le Quan 1.1.2 Research works on leadership and management competencies of the cadres, leading and managerial civil servants at all levels 1.1.2.1 Overseas research works There are typical works such as Lodge, M., & Hood, C (2005); Symposium introduction: competency and higher civil servants, Mumford et al (2000), Public Administration; Hood, C., & Lodge, M (2004) Competency, bureaucracy, and public management reform: A comparative analysis Governance 1.1.2.2 Domestic research works There are works by Nguyen Huu Hai, Nguyen Thi Van Huong, Tran Anh Tuan, Le Quan, Nguyen Thi Hong Hai 1.1.3 Research works on factors influencing competencies and development of public leadership and management competencies 1.1.3.1 Overseas research works The typical works are Ingraham and Getha-Taylor's "Leadership in the Public Sector Models and Assumptions for Leadership Development in the Federal Government" (2004); Renate Mayntz's “Soziologie der offentlichen Verwaltung”; Dieter Grunow's “Burgernahe Verwaltung”; Linda A Hill's "Becoming a Manager", Tre Publishing House, Ho Chi Minh City; Nguyen Huu Hai's Tìm hiểu hành cơng Hoa Kỳ (trans Understanding American Public Administration) (2009) and many research works by Tan Kim Leng, Lim Swee Kim, Jairo Acuna-Alfaro, Pan Suk Kim, Bennis and Nanus 1.1.3.2 Domestic research works The typical works can be mentioned such as ones of Tran Anh Tuan, Thang Van Phuc, Nguyen Minh Phuong, Nguyen Thu Huyen, Bui Thi Ngoc Mai, Nguyen Duy Thang, Trieu Van Cuong, Ha Quang Ngoc, Nguyen Duc Ha, Trinh Xuan Thang, Tran Luu Hai, Nguyen Duc Hat, Than Minh Que, Dinh Thanh, Pham Van Chinh 1.1.4 Research works on competencies, competency framework and solutions to enhance the competencies of the heads of the specialized agencies under the Urban District People's Committees Notedly are some research works by Le Quan, National Academy of Public Administration, Dang Cong Ngu, Vo Cong Chanh 1.2 Comments on the related research works 1.2.1 Achievements of the research works Firstly, the research works have generalized the most common issues and clarified in many aspects the notion of the concepts of competency and competency framework; leadership and management competencies; building and developing public leadership and management competencies; clarifying the groups of factors influencing the competencies and viewpoints on development of specific leadership and management competencies of the contingent of leading and managerial civil servants in the state administrative agencies Secondly, the above-mentioned research works have studied competency components, competency standards of leaders and managers in the state administrative agencies, and the competency assessment methods to analyze the competency standards These achievements have provided a basis for the dissertation in analyzing the current state, competency standards, and the competency standards levels of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city 1.2.2 Issues that have not been clarified, mentioned There is absence of the works that study in-depth and in a comprehensive manner the concept, position, functions, responsibilities, tasks, and powers of the specialized agencies; the concept, characteristics, and roles of the heads of the specialized agencies; competency, competency framework, title standards, factors influencing competencies, necessary competencies, evaluation criteria of competencies, and the system of solutions to enhance the competencies of the heads of the specialized agencies under the Urban District People's Committee in Da Nang City The above-mentioned issues have revealed a big gap in the research works in Vietnam and in the world 1.2.3 The issues to be further clarified in the dissertation Firstly, clarifying the theoretical issues of competency and competency framework; the concept of the specialized agencies and the head of the specialized agency under the Urban District People's Committee; general issues of the competencies of these civil servants Secondly, building levels of competencies and competency scales as a basis for the survey, analysis of the current state of the competencies of the heads of the specialized agencies under the Urban District People's Committees in Da Nang City; analyzing the causes of the weaknesses concerning competencies of these civil servants Thirdly, proposing a number of viewpoints and feasible, appropriate solutions to improve competencies of the heads of the 11 2.2.3 Bases for determining competency and necessary competencies of the head of the specialized agency under the Urban District People's Committee 2.2.3.1 Bases for determining competency of the head of the specialized agency under the Urban District People's Committee Firstly, competency of leaders and managers in general Secondly, position, functions, tasks, powers, and relationships of the head of the specialized agency Thirdly, the Party's regulations and the State's legal documents on the title standards of the head of the specialized agency Fourthly, requirements of international integration, the administrative reform, the Industrial Revolution 4.0, and the piloting of the urban government model 2.2.3.2 Necessary competencies of the head of the specialized agency under the Urban District People's Committee (1) Advisory competency; (2) Management and leadership competency; (3) Competency of organization of the implementation; (4) Coordination competency; (5) Examination competency; (6) Auxiliary competency 2.3 Evaluation criteria of competency of the head of the specialized agency under the Urban District People's Committee 2.3.1 Evaluation criteria by competency components 2.3.1.1 Knowledge 2.3.1.2 Skills 2.3.1.3 Attitude 2.3.2 Evaluation criteria by task performance First, performance of management of the organization, civil servants, and specialized activities Second, results of the annual assessment and rating of the quality of civil servants Third, the Urban District People's Council's confidence in the middle of the term Fourth, Urban District Party Standing Committee's rating at the end of the term Fifth, people's satisfaction 2.4 Factors influencing competency of the head of the specialized agency under the Urban District People's Committee 12 2.4.1 Factors relating to the institutions on the head of the specialized agency under the Urban District People's Committee 2.4.1.1 Legal provisions on position, functions, responsibilities, tasks, and powers of the head of the specialized agency under the Urban District People's Committee 2.4.1.2 Regulations on job positions, competency framework and title standards for the head of the specialized agency under the Urban District People's Committee 2.4.2 Factors relating to the management and use of the head of the specialized agency under the Urban District People's Committee 2.4.2.1 Assessment, succession planning, use, training, secondment, rotation, appointment 2.4.2.2 Recruitment examinations to the leadership and management positions 2.4.2.3 Salary, honor and commendation policy 2.4.2.4 Examination, inspection, and supervision 2.4.3 Factors relating to the working environment 2.4.3.1 Social and economic conditions 2.4.3.2 Characteristics of the state management of the urban areas 2.4.3.3 Workplace culture 2.4.3.4 International integration and the Industrial Revolution 4.0 2.4.4 Factors relating to the head of the specialized agency under the Urban District People's Committee 2.4.4.1 Health 2.4.4.2 Management experience 2.4.4.3 Leadership qualities (heart-head-hand) 2.4.4.4 Self-study ability 2.4.4.5 Motive, motivation, passion 2.4.4.6 Innovative thinking Conclusion of Chapter Chapter THE CURRENT STATE OF THE COMPETENCY OF THE HEADS OF THE SPECIALIZED AGENCIES UNDER 13 THE URBAN DISTRICT PEOPLE'S COMMITTEES IN DA NANG CITY 3.1 Natural and socio-economic characteristics of Da Nang city influencing the competency of the heads of the specialized agencies under the Urban District People's Committees 3.1.1 Natural and socio-economic characteristics 3.1.1.1 Natural characteristics 3.1.1.2 Socio-economic characteristics 3.1.2 Influences of the natural and socio-economic conditions on the competency of the heads of the specialized agencies under the Urban District People's Committees 3.2 The current state of the factors influencing the competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang City 3.2.1 The current state of the factors relating to the institutions on the heads of the specialized agencies under the Urban District People's Committees 3.2.1.1 Regulations on position, functions, tasks, and powers of the heads of the specialized agencies under the Urban District People's Committees 3.2.1.2 Regulations on job position, competency framework, and title standards of the heads of the specialized agencies under the Urban District People's Committees 3.2.2 The current state of the factors relating to the management and use of the heads of the specialized agencies under the Urban District People's Committees 3.2.2.1 Assessment, succession planning, use, training, secondment, rotation, appointment, recruitment examinations to the leadership and management positions 3.2.2.2 Salary, honor and commendation policy 3.2.2.3 Examination, inspection, and supervision 3.2.3 The current state of the factors relating to the working environment 3.2.3.1 Socio-economic conditions 14 3.2.3.2 Social and economic conditions 3.2.3.2 Characteristics of the state management of the urban areas 3.2.3.3 Workplace culture 3.2.3.4 International integration, administrative reforms, and the Industrial Revolution 4.0 3.2.4 The current state of the factors relating to the heads of the specialized agencies under the Urban District People's Committees 3.2.4.1 Health 3.2.4.2 Management experience 3.2.4.3 Leadership qualities (heart-head-hand) 3.2.4.4 Self-study ability 3.2.4.5 Motive, motivation, passion 3.2.4.6 Innovative thinking 3.3 The current state of the competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city in the 2015-2020 period 3.3.1 Competency standards and the rated level of the competency standards of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city 3.3.1.1 Competency standards of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city More than 95% of the surveyed Chairpeople of the Urban District People's Committees, the heads and the deputy heads of the specialized agencies stated that the competency of the heads of the specialized agencies is at the standard level 3.3.1.2 The rated level of the competency standards in the competency framework for the heads of the specialized agencies under the Urban District People's Committees in Da Nang city The evaluation rating is based on a 5-point scale from to The questionnaire results show that most of the respondents give or points, some give points or points, no one gives point Based on the percentage of rating of 2, 3, 4, and points, the average score of each competency is calculated The final average scores are calculated 15 with the weight given to the three groups of respondents, specifically a weight of 40% given to the scores rated by the chairperson of the Urban District People's Committees, 30% to the ones by the heads of the specialized agencies, and the rest of 30% to the ones by the deputy heads of the specialized agencies 3.3.1.3 Competency gaps of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city The dissertation surveyed 128 specific competency items in three competency components of knowledge, skills, and attitude of the heads of the specialized agencies who rated level for 15 competency items (11.7% of the respondents), near-level for 107 competency items (83.5% of the respondents), rated under 3.5 points for competency items (4.8%) 3.3.2 Competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang City assessed by competency components 3.3.2.1 Knowledge First, fundamental knowledge; second, specialized knowledge; third, knowledge of organization of the implementation of the specialized activities; fourth, practical knowledge 3.3.2.2 Skills 3.3.2.3 Attitude 3.3.3 Competency of the heads of the specialized agencies under the Urban District People's Committees assessed by task performance 3.3.3.1 By the annual rating of civil servants 3.3.3.2 By the Urban District People's Council’s confidence in the middle of the term 3.3.3.3 By the Urban District Party Standing Commission's rating at the end of the term 3.3.3.4 By management of the organization, civil servants, and specialized activities (a) Management of the organization; (b) Management of civil servants; (c) Management of specialized activities ; (d) Impact 16 3.3.3.5 By people's satisfaction 3.4 General assessment of the current state of the competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang City 3.4.1 Strengths 3.4.1.1 Regarding competency components a) Knowledge: In terms of fundamental knowledge, most of the heads have got the required training, have had appropriate professional qualifications, and basically met the theoretical framework proposed in Chapter b) Skills: The dissertation surveyed 22 skills which were divided in four groups; average score of which reached level (95.5% of the respondents) c) Attitude: The attitude of public duty performance is increasingly improved; working style is renewed to better serve people's needs 3.4.1.2 Regarding the task performance (a) Management of the organization; (b) Management of civil servants; (c) Management of specialized activities ; (d) Impact 3.4.1.3 Factors influencing the heads of the specialized agencies under the Urban District People's Committees The promulgation of regulations on position, roles, tasks, and powers of the heads of the specialized agencies has been gradually completed; the projects for job positions and competency framework as a basis for management, appointment, and assessment of the heads of the specialized agencies have been approved; the training has been renewed and these civil servants have been sent to various training courses; the management and use of these civil servants have been increasingly professional These factors have positively influenced the competencies of the heads of the specialized agencies 3.4.2 Weaknesses 3.4.2.1 Relating to the competency components a) Knowledge: In some cases, these civil servants not possess the required management knowledge of specialized areas and general practical knowledge 17 b) Skills: These civil servants' leadership and management skills are not on par with the assigned tasks and requirements Some of them are not proactive in advising and coordination, which has reduced work quality and effectiveness Their auxiliary skills are still limited c) Attitude: Some heads of the specialized agencies are not determined and lack creativity Administrative discipline is not strict in some specialized agencies 3.4.2.2 Relating to the task performance of the heads of the specialized agencies (a) Management of the organization; (b) Management of civil servants; (c) Management of specialized activities ; (d) Impact 3.4.2.3 Relating to the factors influencing the competency of the heads of the specialized agencies under the Urban District People's Committees (a) Institutions on the heads of the specialized agencies; (b) The management and use; (c) Working environment; (d) The heads of the specialized agencies 3.4.3 Reasons 3.4.3.1 Reasons of the achievements The regulations on the position, functions, tasks, and powers of the heads of the specialized agencies have been increasingly completed Job positions, competency framework, and title standards of leading and managerial civil servants have been developed Examination, inspection, and supervision have been focused Da Nang is dynamic in socio-economic development; people have a high education level The piloting of the urban government model has required the heads of the specialized agencies to improve themselves at work and study to enhance their qualification to meet the requirements and tasks There is a positive change in awareness of workplace culture among leaders and civil servants The heads of the specialized agencies have made great efforts to study and improve themselves and their work style 3.4.3.2 Reasons of the weaknesses (a) Reasons relating to the institutions on the heads of the specialized agencies; (b) Reasons relating to the management and use 18 of civil servants; (c) Reasons relating to the working environment; (d) Reasons relating to the heads of the specialized agencies Conclusion of Chapter Chapter VIEWPOINTS AND SOLUTIONS TO ENHANCE THE COMPETENCY OF THE HEADS OF THE SPECIALIZED AGENCIES UNDER THE URBAN DISTRICT PEOPLE'S COMMITTEES IN DA NANG CITY TO 2025, VISION TO 2030 4.1 Viewpoints to enhance the competency of the heads of the specialized agencies under the Urban District People's Committees 4.1.1 Strictly following the Party and State’s viewpoints on building a contingent of cadres and leading and managerial civil servants 4.1.2 Being commensurate with the characteristics and requirements of the urban development management in the new context 4.1.3 Responding to the requirements of international integration, the administrative reform, the Industrial Revolution 4.0, and transformation of operations of the urban government 4.1.4 Developing a synchronous system of solutions commensurate with the actual situation of the locality 4.2 Solutions to enhance the competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang city 4.2.1 Solutions relating to awareness raising 4.2.1.1 Purpose and significance of the solutions 4.2.1.2 Solution content Firstly, renewing the perception of competency of the heads of the specialized agencies under the Urban District People's Committees Secondly, making officials under jurisdiction of the Urban District People's Committees fully understand and comply with the Party's guidelines and legislation, public policies on enhancing the 19 competency of the heads of the specialized agencies for better coordination and implementation 4.2.1.3 Conditions for implementing the solutions 4.2.2 Solutions relating to the institutions on the heads of the specialized agencies under the Urban District People's Committees 4.2.2.1 Purpose and significance of the solutions 4.2.2.2 Solution content First, completing the regulations on position, functions, responsibilities, tasks, powers, and roles of the heads of the specialized agencies Second, completing the competency framework and job positions for the heads of the specialized agencies Third, completing regulations on title standards of the heads of the specialized agencies under the Urban District People's Committees 4.2.2.3 Conditions for implementing the solutions 4.2.3 Solutions relating to transformation of the management and use of the heads of the specialized agencies under the Urban District People's Committees 4.2.3.1 Purpose and significance of the solutions 4.2.3.2 Solution content Firstly, improving the assessment of leading and managerial civil servants Second, transformation of the placement and use Third, transformation of the succession planning Fourth, transformation of training in alignment with the succession planning, placement, and use Fifth, continuing rotation of the heads of the specialized agencies in alignment with the succession planning, placement, and use Sixth, improving the appointment quality Seventh, piloting leadership and management apprenticeship Eighth, promoting examinations to the leading and managerial positions Ninth, reforming salary and honor, commendation policies 4.2.3.3 Conditions for implementing the solutions 4.2.4 Solutions relating to examination, inspection, supervision, and promotion of public participation in in building a contingent of civil servants 20 4.2.4.1 Purpose and significance of the solutions 4.2.4.2 Solution content Firstly, renewing the content and methods of the supervision activities of the Standing Commission, committees, and groups of delegates of the City People's Council; renewing the examination activities of the Chairperson of Da Nang City People's Committee and provincial specialized departments Second, strengthening the examination and supervision of the Urban District’s Party Committee Third, strengthening the examination activities of the Urban District People's Committee Fourth, promoting supervision and criticism of the Fatherland Front Committee, the district politicosocial organizations Fifth, promoting the supervision and examination activities of the Party Committees of the neighborhoods and employing organizations Sixth, strengthening the supervision activities of the mass media Seventh, carrying out the satisfaction survey 4.2.4.3 Conditions for implementing the solutions 4.2.5 Building a professional, friendly, and modern working environment 4.2.5.1 Purpose and significance of the solutions 4.2.5.2 Solution content Firstly, raising awareness of building a working environment Second, training the heads of the specialized agencies on knowledge of building a working environment Third, perfecting the legal framework for building a working environment Fourth, continuing e-government development, strongly promoting informatics technology application and digital transformation in localities 4.2.5.3 Conditions for implementing the solutions 4.2.6 Promoting activeness of the heads of the specialized agencies in improving their competency 4.2.6.1 Purpose and significance of the solutions 4.2.6.2 Solution content The heads of the specialized agencies should strengthen their political stance, overcome challenges to realize the vision, promote 21 their strengths and talents, and handle well their relationship with the collective leadership of the agency as well as with the provincial departments, with provincial, urban district, ward agencies 4.2.6.3 Conditions for implementing the solutions Conclusion of Chapter CONCLUSION The Thirteenth National Party Congress has stated that there will be complicated, unpredictable developments, especially the unpredictable developments of the COVID-19 epidemic in the world, in the region, and in the country; opportunities, advantages, difficulties, and challenges will be intertwined Therefore, more than ever, the most important, "key" task is to build a contingent of leaders and managers at all levels with "qualities, competencies, and prestige on par with the assigned tasks, and of proper quantity, quality, and structure to serve the strategies for socio-economic development and national defense and to ensure a continuous, stable transition between generations” By 2025, regulations, rules, and processes on personnel work will have been completed, standardized, and implemented in a synchronic manner; a contingent of cadres at all levels meeting the title standards, job positions, competency framework as prescribed will have been developed By 2030, a reasonably sized, structured contingent of professional, high-quality, cadres at all levels will have been developed; a transition of generation of employees will have been ensured Based on that orientation, in its four chapters, the doctoral dissertation has studied: A literature review of domestic and overseas publications to provide a theoretical framework on competency, expression and components of competency; a specific competency framework for four groups of heads of the specialized agencies in the sectors of internal affairs – general affairs, economic, urban management, and socio-cultural affairs; system of factors influencing competency; concept of the specialized agency; position, functions, tasks, and powers of the specialized agency; concept of the head, the head of 22 the specialized agency; characteristics, role, and working relationship of the head of the specialized agency under the Urban District People's Committee The natural, socio-economic characteristics of Da Nang city that influence the competency of the heads of the specialized agencies under the Urban District People's Committee A sociological survey and desk review were conducted to analyze and assess the current state of the competency of the heads of the specialized agencies under the Urban District People's Committee in Da Nang city, the factors influencing the competency of the heads of the specialized agencies The Party Central Committee for Organization, the Government, and the Ministry of Home Affairs has directed the development, approval, and application of job positions and competency framework; however, there are still different approaches and various difficulties in the implementation Competency framework does not become a tool for human resource management in the public sector Leaders of Da Nang City have given attention on development of job positions and title standards, a focus on assessment, succession planning, training, appointment, and implementation of the salary, honor and commendation policies in order to enhance the competency of the heads of the specialized agencies under the Urban District People's Committee However, this contingent of civil servants has not completely met the job requirements in the new context of piloting the urban government model, which is due to various reasons Therefore, they should be further trained and it is necessary to improve the factors influencing their competency Four viewpoints proposed to enhance the competency of the heads of the specialized agencies under the Urban District People's Committees, including: Strictly following the Party and State’s viewpoints on building a contingent of cadres and leading and managerial civil servants; being commensurate with the characteristics and requirements of the urban development management in the new context; responding to the requirements of 23 international integration, the administrative reform, the Industrial Revolution 4.0 and transformation of operations of the urban government; developing a synchronous system of solutions commensurate with the actual situation of localities On that basis, six groups of solutions to enhance the competency of the heads of the specialized agencies under the Urban District People's Committee in Da Nang city have been proposed, specifically: renewing the perception of competency of the heads of the specialized agencies; completing the institutions on the heads of the specialized agencies; perfecting the management and use of the heads of the specialized agencies; renewing the examination, inspection, supervision; building a professional, friendly, and modern working environment; and promoting activeness of the heads of the specialized agencies in improving their competency Based on analysis of the solutions, the author has made recommendations to the Party’s Central Committee for Organization, the Government, the Ministry of Home Affairs, the Standing Commission of the City Party Committee, the City People's Committee, and relevant agencies of the city, the Standing Commissions of the District Party Committees and Urban District People's Committees in Da Nang City New contributions of the doctoral dissertation: - Systemization of domestic and overseas research works on the theoretical framework for competency, expression and components of competency; system of factors influencing competency; building and enhancement of public leadership and management competency; concept of the specialized agency; position, functions, tasks, and powers of the specialized agency; concept of the head, the head of the specialized agency; characteristics, role, and working relationship of the heads of the specialized agency under the Urban District People's Committee - Assessment of the current state of the competency and the factors influencing the competency of the heads of the specialized agencies under the Urban District People's Committee in Da Nang City; four 24 viewpoints and six groups of solutions proposed to enhance the competency of these civil servants - A proposed competency framework for four groups of heads of the specialized agencies in the sectors of internal and general affairs, economic, urban management, and socio-cultural affairs that consist of 95 items of knowledge (of which: 38 items of specialized management knowledge, 35 items of knowledge of organization of specialized activities, 22 items of practical knowledge), 22 items of skills, and 11 items of attitude - Proposed specific title standards of the heads of the specialized agencies under the Urban District People's Committee in Da Nang city by competency components The Standing Commission of Da Nang City Party Committee is developing Project "A number of solutions to enhance the leadership competency and combating capability of the City Party Committee and to build a contingent of cadres to serve the rapid, sustainable development of the city by 2025 and in the coming years" The research results of the doctoral dissertation are expected to partly contribute to the reform of the personnel work in general and the solutions to enhance the competency of the heads of the specialized agencies under the Urban District People's Committees in particular In addition, the research results of the dissertation will be a reference material for other localities in building competency frameworks, title standards, and in improving leadership and management competency for the contingent of civil servants LIST OF PUBLICATIONS Dang Cong Ngu (Team Leader), Nguyen Duy Nhat, Vo Cong Chanh (2007), Research Project Solutions for management and development of the contingent of cadres, civil servants, and public employees in Da Nang City until 2015, City-level scientific project, Da Nang Dang Cong Ngu, Vo Cong Chanh, Dang Cong Chuc, et al (2012), Training material on knowledge and skills in the personnel work in state agencies, Da Nang Department of Home Affairs, appraised by the Ministry of Home Affairs, and approved by Da Nang City People's Committee in Decision No 1709/QD-UBND dated 07/3/2013, Da Nang Vo Cong Chanh (2014), "Da Nang’s policies to attract human resources", Journal of SocioEconomic Development (No 54), pp - Vo Cong Chanh (2015), "A breakthrough in the recruitment exam to the leadership and management positions in Da Nang City", Journal of State Organization (No 01), pp.15-19 Vo Cong Chanh (2015), "Promoting training, succession, and human resources development in Da Nang", Workshop Proceedings Human resources training in the home affair sector in the Central and Central Highlands provinces, Hanoi University of Home Affairs, pp.133 140 Hoang Sy Nguyen (ed.), Vo Cong Chanh et al (2015), Research Project Human resources training in the home affair sector in the Central, Central Highlands provinces: Actual situation and solutions, Ministerial - level research project, Code: ĐT.05/15, (Decision 150/QĐ-BNV dated March 13, 2015 by Minister of Home Affairs on appointment of the team leader of the ministerial - level research project in 2015) Vo Cong Chanh (2016), "Application of informatic technology in the public administrative reform and work", Journal of Science and Development (No 189), pp.7-9 Vo Cong Chanh (2016), “Da Nang’s practice of attracting human resources”, Workshop Proceedings Da Nang: 20 years of construction, development and orientations towards the future, Da Nang City People's Committee, pp.161-165 Vo Cong Chanh (2016), “Practices and solutions of downsizing in Da Nang City”, Workshop Proceedings Downsizing - Challenges and solutions, National Academy of Public Administration, The Gioi Publishing House, pp 128-136 10 Vo Cong Chanh, Duong Truc Tien (2017), "Job position-based training in Da Nang City", Workshop Proceedings Managing civil servants based on job-positions in Viet Nam: Current situation and solutions, National Academy of Public Administration, Bach Khoa Publishing House, Hanoi, p.109 – 117 11 Hoang Sy Nguyen (ed.), Dang Thi Dao Trang, Vo Cong Chanh et al (2017), Human resources training for the home affair sector in the Central and Central Highlands provinces, Hue University Publishing House, Hue 12 Nguyen Thi Linh Giang (Team Leader), Nguyen Huy Hoan,Vo Cong Chanh et all (2019), Office culture in state administrative agencies in Da Nang City, Institutional-level research project of the Academy of Politics Region III, Ho Chi Minh National Academy of Politics 13 Vo Cong Chanh (2020), "Factors influencing the competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang City and the arising issues", Journal of Socio-Economic Development (No 126) , pp.27 – 32 14 Vo Cong Chanh (2020), “Training to improve the competency of the heads of the specialized agencies under the Urban District People's Committees in Da Nang City”, State Management Review (No 293), June 2020, p 82 - 85 ... under the Urban District People's Committee 2.1.1.1 Concept Specialized agency under the Urban District People's Committee is the advisory unit, assisting the Urban District People's Committee in... the Urban District People's Committee is the highest-authority holder in the specialized agency under the Urban District People's Committee, who assumes the highest responsibility to the Urban... under the Urban District People's Committee 2.1.2.5 Working relationship of the head of the specialized agency under the Urban District People's Committee (a) With the People's Committee of Da