Building and Perfecting Evaluation Work, Reasonable Compensation and Improving the Efficiency of Inspection and Supervision Work

Code of conduct for health workers, develop action programs, and compete to implement the code of conduct for health workers. There should be inter-sectoral surprise inspection teams or inspection teams established by the unit to check the implementation of the code of conduct at affiliated units, departments, and offices.

Fourth, build a relationship of solidarity, love, mutual support, and health between colleagues and colleagues, between superiors and subordinates. To do this depends not only on the civil servants themselves but also on the efforts of the unit's leaders. Unit leaders need to be pioneers and role models for the civil servants in the unit to learn from and follow. Require the leaders of each unit to be dedicated, have vision, and have the heart to build the unit into a place worthy of dedication. The assignment of tasks and work arrangements must be appropriate to each person's capacity to create fairness in the use of civil servants. Evaluation and rewards must be carried out promptly to create a comfortable and progressive mentality in work, helping civil servants have more motivation to promote their own capacity. Timely resolve and resolve conflicts between individuals in the unit to avoid creating unfortunate consequences.

Fifth, Strengthen propaganda and mobilization work to implement the code of conduct and build a healthy working environment. Develop and promulgate specific regulations and sanctions to have a basis for handling violations.

The task of building a good working environment is a key task in improving the capacity of civil servants of public service units under the Dak Lak Provincial Department of Health.

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3.2.4. Complete the evaluation work, reasonable remuneration regime and improve the effectiveness of inspection and supervision work.

During his lifetime, President Ho Chi Minh once said, "Cadres are the root of all things", "All things succeed or fail due to good or bad cadres".

“Experience tells us that every time we review talent, we find one side of it.

new talents, on the other hand, corrupt people are also revealed. Evaluating civil servants is an important task that forms the basis for other tasks in the use and management of civil servants. It is necessary to have a comprehensive view and comment to be able to evaluate civil servants correctly and accurately. Correct evaluation will contribute to promoting and using the right people. If the evaluation of civil servants is incorrect, it will miss out on incompetent people in the health system. According to the Report at the Party meetings, the evaluation of civil servants is the weakest step in personnel work, which needs to be overcome.

The evaluation of civil servants is a premise for emulation and reward work, and a basis for considering salary and bonus regimes. To evaluate civil servants correctly and accurately, it is necessary to base on the actual workload based on the job description according to the job position of each civil servant. Closely follow the competency framework attached to each specific job position of each civil servant in the health sector, on the basis of: Work, professional tasks, political tasks, basic standard conditions to meet the job position. Clearly defining the basis and content of this contributes to highlighting the advantages, disadvantages, and limitations of each civil servant.

Evaluating civil servants requires leaders and managers to be impartial, objective, democratic and public. Implement well Decree 90/2020/ND-CP dated August 13, 2020 of the Government on evaluating and classifying the quality of cadres, civil servants and public employees. Evaluating civil servants is not only simply considering the aspect of completing assigned work but also including the aspect of moral qualities. Focus on overcoming the current situation of evaluating civil servants in a cursory, general and general manner like every year by closely following the evaluation content of Decree 90/2020/ND-CP. Not being a Party member automatically completes tasks well, must promote the spirit of criticism and self-criticism, find out

those who are capable of doing the job well and those who are limited to find ways to overcome.

Implement the principle of democratic centralism in the work of evaluating civil servants. Civil servant evaluation must be held in public meetings to collect collective opinions from departments, offices to leadership meetings and Party Committee meetings. All must be brought up for public consideration to promote the spirit of democracy within the agency and unit. Avoid evaluation based solely on the subjectivity of managers, factions, localism, and oppression, which confuses the capacity of each civil servant.

Implement policies and regimes on streamlining payroll, retirement, social insurance, emulation, and rewards for civil servants and public employees according to regulations.

Improving the effectiveness of civil servant evaluation contributes to timely detection, reward and salary increase for competent civil servants. Currently, the salary of medical staff is still based on the salary table of Decree 204/2004/ND-CP, the salary table according to the grade, equal to other professions. Compared to the general level, the work of medical staff includes a lot of pressure, on duty, toxic working environment, higher risk of infection. In the face of the complicated developments of the Covid-19 epidemic, many units do not have enough revenue to cover expenses, leading to debts for medicine, supplies, salaries, etc. Therefore, the income of medical staff is getting lower and lower while the work is getting heavier and more stressful. There needs to be a salary and bonus regime commensurate with the contributions that medical staff have made to create development motivation for individuals as well as the whole industry.

At the same time, improving the effectiveness of inspection and supervision work helps the unit tighten its discipline and style, complete assigned tasks well, improve the effectiveness of implementing Party Resolutions, professional targets assigned by superiors and especially promptly overcome existing limitations and weaknesses. In addition to these positive results, the current inspection and supervision work

There are still some limitations such as inspection and supervision are still formal, the effectiveness of operations is not high, there is still a state of favoritism and formality. In reality, the inspection and supervision work is only strictly implemented when there is conflicting public opinion or complaints. Therefore, there needs to be a solution to improve the effectiveness of inspection and supervision work.

Firstly, seriously organize and implement inspection and supervision teams to raise awareness and spirit among civil servants. Help civil servants clearly see the importance of performing assigned tasks and strive to improve their own capacity.

Second, develop inspection and supervision plans for each period, clearly defining the objectives, tasks, objects, and time to specify this work. Issue regulations and rules on inspection and supervision of civil servants.

Third, select a team to do inspection and supervision work seriously, enthusiastically, and have a good understanding of professional and technical rules and regulations. In the inspection and supervision work, boldly point out violations so that there are directions for handling and educating.

Fourth, the subordinate public service units develop a direction for supervision through periodic, regular, comprehensive staff evaluations and departmental and divisional inspections to improve the effectiveness of inspection and supervision at the grassroots level. Proactively prevent and stop violations by staff, including supervision of unit leaders.

Fifth, focus on studying Circulars, Decrees, Decisions, and Policies to be proactive in inspection and supervision. Timely detect and prevent violations by civil servants.

3.2.5. Strengthening training and development for Dak Lak health officials

Solution 1 : Strengthen training for health workers

low level and capacity

Firstly, continue to improve the professional qualifications and skills of health officials. In the current situation, the proportion of available officials with elementary and intermediate qualifications is still high, requiring the Dak Lak provincial health sector to standardize more quickly to improve the professional qualifications of this team. It is necessary to cooperate in opening training courses at the local level, encourage officials to improve their professional qualifications, invest in the budget or have an open mechanism in the form of socialization so that low-level officials have the conditions to improve their skills and professional qualifications. This is also an urgent task in the current situation when the state has a mechanism that by 2025, it will no longer recruit officials with elementary and intermediate qualifications.

Second, innovate, synchronize and improve training programs in the direction of linking with capacity. Currently, the health sector has many programs such as Project 1816, sending specialized staff from upper-level hospitals to support lower-level hospitals to improve the quality of medical examination and treatment, short-term and long-term training programs to improve professional skills, etc. Although the problem has been partly solved, it is still necessary to review all training programs to train the right skills. There is a need for more flexible programs to supplement and perfect knowledge and skills that are more suitable for professional tasks. Training programs need to be linked with the actual needs of civil servants according to each specific job position. Continue to implement and strengthen programs in the direction of technology transfer and advanced training to contribute to improving the capacity of civil servants at lower levels, specifically at the commune and ward levels. Regularly train and transfer techniques to supplement the technical list for doctors at commune and ward levels to avoid losing skills and improve capacity.

Solution 2 : Focus on training civil servants according to job position

Based on the specific job position, civil servants are sent for training to improve their professional skills, meeting the increasing needs of society. In the health sector, the organizational structure and civil servants are very diverse, including: leaders, managers, civil servants such as doctors, pharmacists, nurses and administrative staff. Each type of civil servant and each job position has different requirements for qualifications and skills, so the training needs are also different.

To do this we need to have specific directions as follows:

Firstly, it is necessary to continue to improve the job position system, build a competency framework system as well as job descriptions for each position and job title. It is necessary to pay more attention to building criteria for positions requiring specialized expertise such as doctors, nurses, pharmacists, technicians, and midwives.

Second, agencies and units sending officials to attend training courses need to do a good job of statistics and planning officials to develop a reasonable training plan. Determine training needs according to job titles and job positions based on a clear understanding of the foundations that officials already have, the shortcomings and weaknesses in skills and knowledge required by that job position. Only appoint officials who meet the standards to leadership and management positions. Focus on training knowledge of political theory, legal knowledge, professional knowledge, and professional ethics so that each official is equipped to meet the job position they are undertaking.

Third, review the units that have links to train civil servants, innovate the content of civil servant training in the direction of integration and connection between training programs. Build a system of qualified lecturers, with sufficient theoretical and practical capacity, fully equipped with advanced skills to impart knowledge according to the requirements for each

Job position. Develop training content and programs associated with each specific job position.

Fourth, renewing awareness of the function of training for civil servants according to job positions. Up to now, training for civil servants has only been carried out so that each civil servant fully meets the criteria and standards without focusing on acquiring and developing knowledge. There needs to be a plan to renew awareness of the function of training, disseminate it to each unit so that all civil servants can grasp and implement training to improve their capacity associated with performing assigned expertise and tasks.

Fifth, there should be a step to evaluate the results of training according to job positions, and an initial evaluation when the training process is completed. There should be tests and scorecards to measure the actual quality of the training to see if it meets the needs of the job position. At the same time, the training process should be strictly controlled to avoid the situation where employees only perform superficially, lack the spirit of learning, and do not grasp the content.

Solution 3 : Focus on training political theory for health sector officials

In addition to training professional skills, training political theory for civil servants is also an important task. Currently, the number of civil servants who have not undergone political theory training in the Department of Health is 95.95%, a high number compared to the general level. The number of management officials who have not met the standards of political theory is very large, not suitable for the process of standardizing civil servants. Therefore, it is necessary to strengthen the work of training political theory for civil servants.

Firstly, raise awareness of organizations, units and officials in the work of political theory training. Political theory training must be considered as important as training in professional skills and expertise. Information

Through political theory training courses to improve revolutionary ethics, build a team of officials with strong political ideology, and the ability to persuade, educate, and motivate the masses to contribute to building a strong Party and State. Thereby, units develop reasonable training plans to gradually standardize officials with the current situation.

Second, lead and direct units to seriously implement the Party's Directives and Resolutions on political theory training. Develop targets and plans to improve the political theory level of officials in units, especially the management staff and officials in the planning source who still lack political theory level.

Third, there is coordination between state agencies, Party agencies and public service units to strengthen the organization of political theory training classes. Units need to promptly grasp the recruitment times to provide a list of qualified officials to be considered for training to improve their political theory level.

Fourth, reform the policies when being sent for training to improve political theory. Because the Central Highlands has a remote terrain and transportation in many places is not yet developed, sending officials for political theory training still faces many difficulties. There should be additional policies and allowances to create favorable conditions for officials when they go for training.

3.2.6. Improve morale, improve attitude towards patient care and service

The public health sector is gradually moving towards the goal of providing services and serving the people, so it is necessary to pay attention to improving morale and improving attitudes towards patient care. There should be measures to positively impact the awareness of civil servants. The innovation and modernization of medical facilities and equipment contribute to positive changes in the morale of medical staff who are directly performing their duties. Therefore, it is necessary to invest more funds in the health sector.

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