Current Status of Building a Team of Provincial Administrative Civil Servants in the Lao People's Democratic Republic

3.2. CURRENT STATUS OF BUILDING A TEAM OF PROVINCIAL ADMINISTRATIVE CIVIL SERVANTS IN THE LAOS PEOPLE'S DEMOCRATIC REPUBLIC

3.2.1. Current status of implementation of the contents of building a team of provincial-level administrative civil servants

3.2.1.1. On planning the team of provincial administrative civil servants

Determining the planning of civil servants and public employees is a fundamental step in personnel work, aiming to proactively create a source of young human resources, gather many talents, and serve as a basis for training, arranging, using and developing the civil servant team in the political system to ensure quantity and quality, with a reasonable structure and a steady transition between generations.

In recent years, the work of provincial-level civil servants in the Lao PDR has had a human resource development strategy, a short-term and long-term training and development plan for civil servants, but there has been no civil servant planning. It was not until the 8th Congress of the Lao People's Revolutionary Party that the issue of civil servant planning was officially taken seriously. The resolution of the 8th Congress stated, "It is necessary to urgently review and consolidate the civil servant planning and strategy to ensure the building of a synchronous, high-quality and reasonably structured civil servant team to meet immediate requirements, and have a successor civil servant team..." [36, p.48]. The Politburo issued Directive No. 08/BCT, dated August 12, 2007, on the planning of key civil servants for leadership and management. Circular No. 198/BTCTW, dated October 13, 2007, of the Central Party Organization Committee on the planning of leadership and management civil servants.

Based on the above guidance circular, many localities have also issued guidance circulars of the Provincial Organizing Committee on CC planning. According to a survey of provinces in the country, there are some provinces such as Bolykhamxay, the Provincial Organizing Committee has issued guidance circular No. 300/BTC, dated May 16, 2008, on CC planning for leaders and managers of the province from now until 2015. Because this is a major policy and the first time Bolykhamxay province has carried out CC planning, the province has conducted a pilot in departments, branches and sectors at the provincial level, then organized the implementation within the province.

The work of planning civil servants in provincial administrative agencies has only stopped at planning key positions; director, deputy director, head of department, division. Moreover, it is quite common to plan and arrange civil servants in a sequential manner: deputy level succeeds the head level, lower level head succeeds the upper level deputy level... the planning process has no scientific basis because many agencies have not yet built a standard structure of positions.

Up to now, there has been no general planning for the entire provincial-level administrative reform team. The planning work only addresses immediate needs, and has not been scientifically and closely forecasted to prepare a good source of civil servants for long-term orientation. This is clearly shown in the fact that the planning subjects are still young, female civil servants and ethnic minorities are not many, and the planning scope is still closed, mainly in the northern provinces. The planned source of civil servants is mainly incumbent leaders and managers, and the source has not been expanded or discovered.

The assessment of CC for planning, training and use in many cases is not thorough, not really objective and democratic. The planned CC level is still lacking compared to the standards in terms of expertise, foreign languages ​​and IT, so after planning, there must be a training and development plan immediately to be able to meet the requirements of the new tasks.

Many provinces are still confused in their approach, have not introduced and created a wide source of reserve civil servants. Some provinces still do planning work in a formal way, and the source of reserve civil servants is thin. Many new, young talents are trained in basic skills and appear in practical activities, but have not been promptly discovered and have not been boldly included in the planning.

During the planning process, many new problems arose that were slow to be resolved. Civil servants who were not planned for resources had a passive mindset, but some of those in the planning did not strive to improve their qualifications... many units did not pay attention to monitoring and training the planned civil servants. The creation of civil servant resources for a long time has not been given serious attention, so

Rejuvenating the administrative staff is facing many difficulties, the average age is decreasing.

trivial.

Based on the assessment of the current situation of the provincial-level administrative reform team; the Party Committee has proactively developed plans and specific policies to create a source of civil servants, especially grassroots civil servants, ethnic minority civil servants, civil servants in remote areas, and civil servants who are children of families with revolutionary traditions. Provincial-level civil servant planning in Laos has had a clear change in awareness according to the viewpoint of "expansion, democracy, and objectivity". Overcoming the closedness in each sector, locality, and unit; every year, the provinces review, adjust, and supplement civil servant planning, so the quality of civil servants included in the planning source has been gradually improved.

In reality, the planning is not linked to the current situation of the civil service workforce and the actual needs, human resource development strategies, socio-economic development strategies, lack of practicality, difficult to implement, and low efficiency. These are the issues that the civil service planning work in the coming time needs to be solved.

3.2.1.2. Developing standards and criteria for evaluating the team of provincial administrative civil servants

- Building standards for the provincial-level administrative reform team : The issue of new-period civil reform standards has been pointed out by the Lao People's Revolutionary Party in the Resolution of the 6th Conference of the Party Central Committee (7th tenure) and the Politburo's Decision No. 04/BCT, dated July 22, 2003. The document of the 8th National Congress of the Party (2006) continued to define the standards of the civil reform team as: "In the new period, the Party requires the civil reform team to have ethics, capacity, steadfast political will, be steadfast and loyal to the country, have the spirit of serving the country and wholeheartedly serving the people, have a healthy and progressive lifestyle, constantly strive to improve their qualifications, have a high sense of organization and discipline and a scientific working style" [36, p.51].

In Decree No. 82/CP, 2003 on the CC Charter of the Lao PDR, the CC standards are stipulated in Section 7, Article 39, but they are stipulated in a general manner, not clearly specified. In the Resolutions of the Lao People's Revolutionary Party Congresses up to now, the issue of CC standards has also been considered important. Thus, the political basis for CC standards in the renovation period has been mentioned quite comprehensively. The remaining issue is how to institutionalize those standards into legal standards of CC in the legal system of the state.

Through actual surveys in some provinces, it is found that, up to now, very few sectors and units have developed their own CC standards for their sectors and units. In general, the Party Committees and provincial authorities of provinces nationwide have applied the general standards prescribed by the Politburo, while some sectors have applied the standards prescribed by the ministerial level mechanically, not suitable to the actual conditions of the locality. Therefore, in recent years, the arrangement, use and promotion of CC has fallen into a passive and subjective state without specific standards as a basis, so there is a situation of using CC in the wrong profession or expertise quite commonly. There are even many cases where CC is a leader or manager, so it is okay to arrange CC in any sector, regardless of the standards of that sector. In some provinces of Laos, the majority of CCHC do not meet the standards prescribed by the state for the position they are holding. In fact, the ranks that CCs are currently holding are mainly specialized from the old salary level, which does not accurately reflect the quality requirements of the CC's rank and level. The lack of this standard also partly reflects the situation that many CCHCs are working in fields other than their trained majors, so they are still confused and bewildered, or performing public duties based on their work experience... A problem is that due to the specific circumstances and conditions of the locality, the CC standards have not been applied in a locality. Currently, it is very necessary to have good CCs and achieve at least the general standards prescribed by the Politburo. However, in remote and isolated localities, there are no qualified ethnic CCs, and it is very difficult to transfer civil servants, so most CCs work in the region.

Remote mountainous areas rarely meet the standards of civil servants, especially in the fields of expertise, political theory, foreign languages ​​and information technology. The implementation of standards for some positions is even more difficult to implement, because civil servants with positions and power, working for many years often lack professional qualifications, and theoretical qualifications are mostly acquired through rapid training. Currently, many people are past retirement age but refuse to retire, and the Party Committee and provincial government have no way to solve this.

- Developing criteria for evaluating the provincial-level administrative reform team : Developing criteria for evaluating the administrative reform team in general and the provincial-level administrative reform team in particular is similar to developing standards for civil servants. For a long time, the evaluation of the civil servant team has been mainly based on the general standards of the civil servant team, and specific evaluation criteria have not been developed.

Firstly , according to the circular of the Department of Administrative Organization - Civil Servant Management (now the Ministry of Home Affairs), No. 01/CHC, dated September 22, 2005, on evaluating and quantifying the work efficiency of civil servants. The evaluation of civil servants is based on two main contents:

+ Criteria related to political qualities and revolutionary ethics.

+ Criteria related to the position: knowledge, professional capacity; working style; work efficiency, public personality.

To have a specific assessment of the performance of CC, it is necessary to use unified inspection forms and implement a unified common process nationwide. Develop inspection forms according to the classification of PAR and use assessment criteria and quantification at different levels. Assessment of PAR at provincial level in Lao PDR includes the following criteria:

1. Political qualities, revolutionary ideology, mastering the Party's leadership principles, Party guidelines and policies, steadfastly protecting the people's democratic regime.

2. Revolutionary ethics, spirit of sacrifice for the country and people, patriotism, diligence, thrift, integrity, impartiality; discipline and respect for the law, compassion, no jealousy or hatred of others...

3. Leadership ability, good manners, knowing how to gather, motivate, and unite; implementing the principle of democratic centralism; working with a plan, with supervision, inspection, and summarizing work experience; being a good role model for everyone.

4. Have a world view, strategic and broad vision, see the trend of progress and development in the work you undertake, and be sensitive to changes in the surrounding environment.

5. Proactive and positive with a high sense of responsibility for assigned work, capable of researching, proposing strategies, policies, and organizing the implementation of those policies into plans, programs, projects, etc.

6. Ability to manage and operate work well, use time effectively, solve work properly, quickly achieve good results, be creative, diligently research, and find appropriate ways to improve awareness and work quality.

7. Ability to make correct, accurate, timely work decisions, dare to take responsibility, perform assigned work proficiently and ensure quality.

8. Have scientific and professional knowledge and experience related to the tasks and work of the unit or agency; have knowledge of the organization, regulations, rules and management of civil servants in the management apparatus; be dedicated to the profession, use one's knowledge and expertise properly, and do not violate the law.

9. The specific volume and quality of work performed by civil servants are effective.

10. Know how to listen to other people's opinions, consider information and public opinion from other individuals and organizations regarding yourself, your agency or unit.

11. Have relationships and coordinate with internal and external agencies and units to serve their work in the best way; have the trust and confidence of the organization, unit and society.

12. There is a level of meeting work requirements and the rationality and uniformity of the administrative civil servant team such as: gender structure, age structure, occupational structure, ethnic structure, level of work efficiency and the system of civil servant degrees received through the training process.

+ Steps to quantitatively assess the provincial administrative reform team:

1. CC self-assessment and evaluation.

2. Evaluation opinions of the organization and party cell where the CC lives and works.

3. Opinions of the collective leadership, the provincial Party Committee considers and concludes (if it is a leading or managing CC, it must consult the opinions of the collective leadership vertically and horizontally and the opinions of the masses and people).

+ CC quantitative level and evaluation score:

To ensure that the quantitative measurement fully reflects the level of CC's work performance, the following 5 levels should be used:

1. Excellent : demonstrated by the fact that the CC must complete work beyond the target, have a creative mind, have comprehensive leadership ability to ensure quality, and a quantitative level of 9.1-10.

2. Good : shows that CC completes work to meet targets, has a sense of responsibility and has the ability to lead comprehensive work, quantitative level reaches 8-9 points.

3. Average : shows that CC performs the job to complete the task, the workload meets the target, but the quality is average, the energy to perform the job is quite good, the quantitative work scores 5-7.

4. Weaknesses : shows that some work tasks are not completed,

not meeting targets, low sense of responsibility, quantitative results 2-4.

5. Unusable : shows ineffective work, lack of responsibility, no respect for discipline and law, no self-improvement, quantitative results score 1-2.

Note, the above scoring method is used for each individual CC. In case we want to evaluate a collective or team of CC, using the percentage calculation method will be more accurate.

To have data, calculate, compare and evaluate, it is necessary to synthesize, process, calculate, sum all the criteria scores and then divide by the total to get the average score. If distributing the survey to evaluate the entire CC team, the quantitative method should be calculated in percentage %. (See table 1)

Table 1: Quantifying the work efficiency of administrative civil servants

Criteria

Level of public servant quantification
Excellent	Good	Medium	Least	Do not use Okay
10-9.1	9-8	7-6-5	4-3-2	1-0
- Criteria related to fish quality like: + Political qualities, revolutionary ideology, mastering the principles of Party leadership, the Party's guidelines and policies to protect the people's democratic regime; + Revolutionary ethics, spirit of sacrifice for the country and people, patriotism, thrift, integrity, impartiality, discipline, respect for the law, compassion, not jealous or hateful of others.
- Criteria related to management capacity: + Criteria from 3rd to 7th.
Average score =	Total/ Total

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• Current status, potential and solutions for developing team building tourism in Hai Phong - 13
• Identify Rating Levels and Rating Scales zt2i3t4l5ee zt2a3gstourism,quan lan,quang ninh,ecology,ecotourism,minh chau,van don,geography,geographical basis,tourism development,science zt2a3ge zc2o3n4t5e6n7ts of the islanders. Therefore, this indicator will be divided into two sub-indicators: a1. Natural tourism attractiveness a2. Cultural tourism attractiveness b. Tourist capacity The two island communes in Quan Lan have different capacities to receive tourists. Minh Chau Commune is home to many standard hotels and resorts, attracting high-income domestic and international tourists. Meanwhile, Quan Lan Commune has many motels mainly built and operated by local people, so the scale and quality are not high, and will be suitable for ordinary tourists such as students. c. Time of exploitation of Quan Lan Island Commune: Quan Lan tourism is seasonal due to weather and climate conditions and festivals only take place on certain days of the year, specifically in spring. In Quan Lan commune, the period from April to June and from September to November is considered the best time to visit Quan Lan because the cultural tourism activities are mainly associated with festivals taking place during this time. Minh Chau island commune: Tourism exploitation time is all year round, because this is a place with a number of tourist attractions with diverse ecosystems such as Bai Tu Long National Park Research Center, Tram forest, Turtle Laying Beach, so besides coming to the beach for tourism and vacation in the summer, Minh Chau will attract research groups to come for tourism combined with research at other times of the year. d. Sustainability The sustainability of ecotourism sites in Quan Lan and Minh Chau communes depends on the sensitivity of the ecosystems to climate changes. landscape. In general, these tourist destinations have a fairly high level of sustainability, because they are natural ecosystems, planned and protected. However, if a large number of tourists gather at certain times, it can exceed the carrying capacity and affect the sustainability of the environment (polluted beaches, damaged trees, animals moving away from their habitats, etc.), then the sustainability of the above ecosystems (natural ecosystems, human ecosystems) will also be affected and become less sustainable. e. Location and accessibility Both island communes have ports to take tourists to visit from Van Don wharf: - Quan Lan – Van Don traffic route: Phuc Thinh – Viet Anh high-speed boat and Quang Minh high-speed boat, depart at 8am and 2pm from Van Don to Quan Lan, and at 7am and 1pm from Quan Lan to Van Don. There are also wooden boats departing at 7am and 1pm. - Van Don - Minh Chau traffic route: Chung Huong high-speed train, Minh Chau train, morning 7:30 and afternoon 13:30 from Van Don to Minh Chau, morning 6:30 and afternoon 13:00 from Minh Chau to Van Don. f. Infrastructure Despite receiving investment attention, the issue of infrastructure and technical facilities for tourism on Quan Lan Island is still an issue that needs to be resolved because it has a direct impact on the implementation of ecotourism activities. The minimum conditions for serving tourists such as accommodation, electricity, water, communication, especially medical services, and security work need to be given top priority. Ecotourism spots in Minh Chau commune are assessed to have better infrastructure and technical facilities for tourism because there are quite complete and synchronous conditions for serving tourists, meeting many needs of domestic and foreign tourists. 3.2.1.4. Determine assessment levels and assessment scales Corresponding to the levels of each criterion, the index is the score of those levels in the order of 4, 3, 2, 1 decreasing according to the standard of each level: very attractive (4), attractive (3), average (2), less attractive (1). 3.2.1.5. Determining the coefficients of the criteria For the assessment of DLST in the two communes of Quan Lan and Minh Chau islands, the students added evaluation coefficients to show the importance of the criteria and indicators as follows: Coefficient 3 with criteria: Attractiveness, Exploitation time. These are the 2 most important criteria for attracting tourists to tourism in general and eco-tourism in particular, so they have the highest coefficient. Coefficient 2 with criteria: Capacity, Infrastructure, Location and accessibility . Because the assessment area is an island commune of Van Don district, the above criteria are selected by the author with appropriate coefficients at the average level. Coefficient 1 with criteria: Sustainability. Quan Lan has natural and human-made ecotourism sites, with high biodiversity and little impact from local human factors. Most of the ecotourism sites are still wild, so they are highly sustainable. 3.2.1.6. Results of DLST assessment on Quan Lan island a. Assessment of the potential for natural tourism development  For Minh Chau commune: + Natural tourism attractiveness is determined to be very attractive (4 points) and the most important coefficient (coefficient 3), so the score of the Attractiveness criterion is 4 x 3 = 12. + Capacity is determined as average (2 points) and the coefficient is quite important (coefficient 2), then the score of Capacity criterion is 2 x 2 = 4. + Exploitation time is long (4 points), the most important coefficient (coefficient 3) so the score of the Exploitation time criterion is 4 x 3 = 12. + Sustainability is determined as sustainable (4 points), the important coefficient is the average coefficient (coefficient 1), so the score of the Sustainability criterion is 4 x 1 = 4 points + Location and accessibility are determined to be quite favorable (2 points), the coefficient is quite important (coefficient 2), the criterion score is 2 x 2 = 4 points. + Infrastructure is assessed as good (3 points), the coefficient is quite important (coefficient 2), then the score of the Infrastructure criterion is 3 x 2 = 6 points. The total score for evaluating DLST in Minh Chau commune according to 6 evaluation criteria is determined as: 12 + 4 + 12 + 4 + 4 + 6 = 42 points Similar assessment for Quan Lan commune, we have the following table: Table 3.3: Assessment of the potential for natural ecotourism development in Quan Lan and Minh Chau communes Attractiveness of self-tourismof course Capacity Mining time Sustainability Location and accessibility Infrastructure Result Point DarkMulti Point DarkMulti Point DarkMulti Point DarkMulti Point DarkMulti Point DarkMulti CommuneMinh Chau 12 12 4 8 12 12 4 4 4 8 6 8 42/52 Quan CommuneLan 6 12 6 8 9 12 4 4 4 8 4 8 33/52 b. Assessment of the potential for humanistic tourism development  For Quan Lan commune: + The attractiveness of human tourism is determined to be very attractive (4 points) and the most important coefficient (coefficient 3), so the score of the Attractiveness criterion is 4 x 3 = 12. + Capacity is determined to be large (3 points) and the coefficient is quite important (coefficient 2), then the score of the Capacity criterion is 3 x 2 = 6. + Mining time is average (3 points), the most important coefficient (coefficient 3) so the score of the Mining time criterion is 3 x 3 = 9. + Sustainability is determined as sustainable (4 points), the important coefficient is the average coefficient (coefficient 1), so the score of the Sustainability criterion is 4 x 1 = 4 points. + Location and accessibility are determined to be quite favorable (2 points), the coefficient is quite important (coefficient 2), the criterion score is 2 x 2 = 4 points. + Infrastructure is rated as average (2 points), the coefficient is quite important (coefficient 2), then the score of the Infrastructure criterion is 2 x 2 = 4 points. The total score for evaluating DLST in Quan Lan commune according to 6 evaluation criteria is determined as: 12 + 6 + 6 + 4 + 4 + 4 = 36 points. Similar assessment with Minh Chau commune we have the following table: Table 3.4: Assessment of the potential for developing humanistic eco-tourism in Quan Lan and Minh Chau communes Attractiveness of human tourismliterature Capacity Mining time Sustainability Location and accessibility Infrastructure Result Point DarkMulti Point DarkMulti Point DarkMulti Point DarkMulti Point DarkMulti Point DarkMulti Quan CommuneLan 12 12 6 8 9 12 4 4 4 8 4 8 39/52 Minh CommuneChau 6 12 4 8 12 12 4 4 4 8 6 8 36/52 Basically, both Minh Chau and Quan Lan localities have quite favorable conditions for developing ecotourism. However, Quan Lan commune has more advantages to develop ecotourism in a humanistic direction, because this is an area with many famous historical relics such as Quan Lan Communal House, Quan Lan Pagoda, Temple worshiping the hero Tran Khanh Du, ... along with local festivals held annually such as the wind praying ceremony (March 15), Quan Lan festival (June 10-19); due to its location near the port and long exploitation time, the beaches in Quan Lan commune (especially Quan Lan beach) are no longer hygienic and clean to ensure the needs of tourists coming to relax and swim; this is also an area with many beautiful landscapes such as Got Beo wind pass, Ong Phong head, Voi Voi cave, but the ability to access these places is still very limited (dirt hill road, lots of gravel and rocks), especially during rainy and windy times; In addition, other natural resources such as mangrove forests and sea worms have not been really exploited for tourism purposes and ecotourism development. On the contrary, Minh Chau commune has more advantages in developing ecotourism in the direction of natural tourism, this is an area with diverse ecosystems such as at Rua De Beach, Bai Tu Long National Park Conservation Center...; Minh Chau beach is highly appreciated for its natural beauty and cleanliness, ranked in the top ten most beautiful beaches in Vietnam; Minh Chau commune is also home to Tram forest with a large area and a purity of up to 90%, suitable for building bridges through the forest (a very effective type of natural ecotourism currently applied by many countries) for tourists to sightsee, as well as for the purpose of studying and researching. Figure 3.1: Thenmala Forest Bridge (India) Source: https://www.thenmalaecotourism.com/(August 21, 2019) 3.2.2. Using SWOT matrix to evaluate Quan Lan island tourism General assessment of current tourism activities of Quan Lan island is shown through the following SWOT matrix: Table 3.5: SWOT matrix evaluating tourism activities on Quan Lan island Internal agent Strengths- There is a lot of potential for tourism development, especially natural ecotourism and humanistic ecotourism.- The unskilled labor force is relatively abundant.- resource environmentunpolluted, still Weaknesses- Poorly developed infrastructure, especially traffic routes to tourist destinations on the island.- The team of professional staff is still weak.- Tourism products in general quite wild, originalintact general and DLST in particularalone is monotonous. External agents Opportunity- Tourism is a key industry in the socio-economic development strategy of the province and Van Don economic zone.- Quan Lan was selected as a pilot area for eco-tourism development within the framework of the green growth project between Quang Ninh province and the Japanese organization JICA.- The flow of tourists and especially ecotourism in the world tends toincreasing Challenge- Weather and climate change abnormally.- Competition in tourism products is increasingly fierce, especially with other localities in the province such as Ha Long, Mong Cai...- Awareness of tourists, especially domestic tourists, about ecotourism and nature conservation is not high. Through summary analysis using SWOT matrix we see that:  To exploit strengths and take advantage of opportunities, it is necessary to: - Diversify products and service types (build more tourism routes aimed at specific needs of tourists: experiential tourism immersed in nature, spiritual cultural tourism...) - Effective exploitation of resources and differentiated products (natural resources and human resources) div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s1 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13pt; } div.maincontent .s3 { color: #0D0D0D; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s4 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s5 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s6 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; vertical-align: -3pt; } div.maincontent .s7 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; vertical-align: -2pt; } div.maincontent .s8 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; vertical-align: -1pt; } div.maincontent .s9 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s10 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s11 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s12 { color: black; font-family:Symbol, serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s13 { color: black; font-family:Wingdings; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s14 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: 5pt; } div.maincontent .s15 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: 5pt; } div.maincontent .s16 { color: black; font-family:Cambria, serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s17 { color: #080808; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s18 { color: #080808; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s19 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 11pt; } div.maincontent .s20 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10pt; } div.maincontent .s21 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 11pt; } div.maincontent .s22 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 11pt; } div.maincontent .s23 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s24 { color: #212121; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; tex
• Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015 zt2i3t4l5ee zt2a3gsnon-credit services, joint stock commercial bank zt2a3ge zc2o3n4t5e6n7ts At that time, the Branch had to set aside a provision for credit risks, which reduced the Branch's income. Chart 2.2. Pre-tax profit of BIDV Tien Giang in the period 2011-2015 Unit: Billion VND 140 120 100 80 60 40 20 0 63.3 80.34 89.29 110.08 131.99 2011 2012 2013 2014 2015 Profit before tax (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) However, through chart 2.2, it can be seen that BIDV Tien Giang's profit is still increasing continuously, and its operating efficiency is currently leaking. This is a contribution of non-credit services, and this service segment will be increasingly focused on growth by BIDV Tien Giang to ensure the highest profit safety because credit activities have many potential risks. At the same time, focusing on developing non-credit services is consistent with one of the contents of restructuring the financial activities of credit institutions in the project "Restructuring the system of credit institutions in the period 2011-2015" approved by the Prime Minister in Decision No. 254/QD-TTg dated March 1, 2012 [14]: "Gradually shifting the business model of commercial banks towards reducing dependence on credit activities and increasing income from non-credit services". 2.2. Current status of non-credit service development at BIDV Tien Giang. 2.2.1. BIDV Tien Giang has deployed the development of non-credit services in recent times. Along with the development of the Head Office, BIDV Tien Giang's products and services are constantly improved and deployed in a diverse manner to ensure provision for many different customer groups in the area: individual customers, corporate customers, and financial institutions. Typical services are as follows: Payment services, treasury services, guarantee services, card services, trade finance, other services: Western Union, insurance commissions, consulting services, foreign exchange derivatives trading, e-banking services,... 2.2.1.1. Payment services: In accordance with the Prime Minister's Project to promote non-cash payments in Vietnam [15], banks in Tien Giang province have continuously developed payment services to reduce customers' cash usage habits through card services and electronic banking services such as: salary payment through accounts, focusing on developing card acceptance points, developing multi-purpose cards, paying social insurance by transfer, paying bills through banks, etc. Chart 2.3. Net income from payment services in the period 2011-2015 Unit: Million VND 6000 5000 4000 3000 2000 1000 0 3922 4065 4720 5084 5324 2011 2012 2013 2014 2015 Net income from payment services (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) Along with the technological development of the entire system, BIDV Tien Giang has a payment system with a fairly stable transaction processing speed, bringing many conveniences to customers. The results of observing chart 2.3 show that the income from payment services that the Branch has achieved has grown over the years but the speed is not high and the products are not outstanding compared to other banks. Domestic payment products such as: Online bill payment, electricity bills, water bills, insurance premiums, cable TV bills, telecommunications fees, airline tickets, etc. bring many conveniences to customers. Regarding international payment, this is an indispensable activity for foreign economic activities, BIDV Tien Giang is providing international payment methods for small enterprises producing agriculture, aquatic food and seafood that have credit relationships with banks in industrial parks in Tien Giang province such as: money transfer, collection, L/C payment. 2.2.1.2. Treasury services: BIDV Tien Giang always focuses on ensuring treasury safety and currency security, always complies with legal regulations, and minimizes risks in operations such as: counting and collecting money from customers, receiving and delivering internal transactions, collecting from the State Bank (SBV) or other credit institutions, receiving ATM funds, bundling money, etc. BIDV Tien Giang's treasury service management department is always fully equipped with modern machinery and equipment such as: money transport vehicles, fire prevention tools, money counters, money detectors, magnifying glasses, etc. to ensure absolute safety in treasury operations, immediately identifying real and fake money and other risks that may affect people and assets of the bank and customers. In addition, implementing regulation 2480/QC dated October 28, 2008 between the State Bank of Tien Giang province and the Provincial Police on coordination in the fight against counterfeit money, in the 3-year review of implementation, BIDV Tien Giang discovered, seized and submitted to the State Bank of Tien Giang province 475 banknotes of various denominations and was commended by the Provincial Police and the State Bank of Tien Giang province [17]. Chart 2.4. Net income from treasury services in the period 2011-2015 Unit: Million VND 350 300 250 200 150 100 50 0 105 122 309 289 279 2011 2012 2013 2014 2015 Net income from treasury services (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) However, as shown in Figure 2.4, income from treasury operations is not high and fluctuates. Specifically, in the period 2011-2013, net income increased and increased most sharply in 2013, then in the period 2013-2015, there was a downward trend. This fluctuation is due to the fact that fees collected from treasury services are often very low and can even be waived to attract customers to use other services. 2.2.1.3. Guarantee and trade finance services: BIDV Tien Giang, thanks to the advantages of the province and the favorable location of the Branch, has continuously focused on developing income from guarantee services and trade finance. Chart 2.5. Net income from guarantee and trade finance services in the period 2011-2015 Unit: Million VND 14000 12000 10000 8000 6000 4000 2000 0 5193 5695 2742 3420 8889 3992 11604 12206 5143 5312 2011 2012 2013 2014 2015 Net income from guarantee services Net income from Trade Finance (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) Through chart 2.5, we can see that BIDV Tien Giang's income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giang's corporate customers, the construction industry is the industry with the highest proportion of customers after the trading industry, this is a group of customers with potential to develop guarantee services. The second group of customers is corporate customers in the fields of agricultural production, livestock and seafood processing with high import and export turnover in the area. are the target of trade finance development. In addition, BIDV Tien Giang also focuses on continuously developing these customer groups to increase revenue for many other products and services in the future. 2.2.1.4. Card and POS services: As a service that BIDV Tien Giang has recently developed strongly, it can be said that this is a very potential market and has the ability to develop even more strongly in the future. Card services with outstanding advantages such as fast payment time, wide payment range, quite safe, effective and suitable for the integration trend and the Project to promote non-cash payments in Vietnam. Cards have become a modern and popular payment tool. BIDV Tien Giang early identified that developing card services is to expand the market to people in society, create capital mobilized from card-opened accounts, contribute to diversifying banking activities, enhance the image of the bank, bring the BIDV Tien Giang brand to people as quickly and easily as possible. BIDV Tien Giang is currently providing card types such as: credit cards (BIDV MasterCard Platinum, BIDV Visa Gold Precious, BIDV Visa Manchester United, BIDV Visa Classic), international debit cards (BIDV Ready Card, BIDV Manu Debit Card), domestic debit cards (BIDV Harmony Card, BIDV eTrans Card, BIDV Moving Card, BIDV-Lingo Co-branded Card, BIDV-Co.opmart Co-branded Card). These cards can be paid via POS/EDC or on the ATM system. In addition, with debit cards, customers can not only withdraw money via ATMs but also perform utilities such as mobile top-up, online payment, money transfer,... through electronic banking services. In order to attract customers with card services, BIDV Tien Giang has continuously increased the installation of ATMs. As of December 31, 2015, BIDV Tien Giang has 23 ATMs combined with 7 ATMs in the same system of BIDV My Tho, so the number of ATMs is quite large, especially in the center of My Tho City, but is not yet fully present in the districts. Basic services on ATMs such as withdrawing money, checking balances, printing short statements,... BIDV ATMs accept cards from banks in the system. Banknetvn and Smartlink, cards branded by international card organizations Union Pay (CUP), VISA, MasterCard and cards of banks in the Asian Payment Network. From here, cardholders can make bill payments for themselves or others at ATMs, by simply entering the subscriber number or customer code, booking code that service providers notify and make bill payments. Chart 2.6. Net income from card services in the period 2011-2015 Unit: Million VND 3500 3000 2500 2000 1500 1000 500 0 687 1023 1547 2267 3104 2011 2012 2013 2014 2015 Net income from card services (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) Through chart 2.6, it can be seen that BIDV Tien Giang's card service income is constantly growing because the Branch focuses on developing businesses operating in industrial parks, which are the source of customers for salary payment products, ATMs, BSMS. Specifically, there are companies such as Freeview, Quang Viet, Dai Thanh, which are businesses with a large number of card openings at the Branch, contributing to the increase in card service fees [25]. Table 2.6. Number of ATMs and POS machines in 2015 of some banks in Tien Giang area. Unit: Machine STT Bank name Number of ATMs Cumulative number of ATM cards POS machine 1 BIDV Tien Giang 23 97,095 22 2 BIDV My Tho 7 21,325 0 3 Agribank Tien Giang 29 115,743 77 4 Vietinbank Tien Giang 16 100,052 54 5 Dong A Tien Giang 26 97,536 11 6 Sacombank Tien Giang 24 88,513 27 7 Vietcombank Tien Giang 15 61,607 96 8 Vietinbank - Tay Tien Giang Branch 6 46,042 38 (Source: 2015 Banking Activity Data Report of the General and Internal Control Department of the Provincial State Bank [21]) Through table 2.6, the author finds that the number of ATMs of BIDV Tien Giang is not much, ranking fourth after Agribank Tien Giang, Dong A Tien Giang, Sacombank Tien Giang. The number of POS machines of BIDV Tien Giang is very small, only higher than Dong A Tien Giang and BIDV My Tho in the initial stages of merging the BIDV system. Besides, BIDV Tien Giang has a high number of cards increasing over the years (table 2.7) but the cumulative number of cards issued up to December 31, 2015 is still relatively low compared to Agribank, Vietcombank, Dong A (table 2.6). div.maincontent .content_head3 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s1 { color: black; font-family:"Courier New", monospace; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; 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• Management Status of Tcm Results Evaluation Through NCBH Form Table 2.9: Current Status of Evaluation of Professional Team Performance Results Through Form
• Directions for Promoting Traditional Ethical Values ​​for Building a New Lifestyle for Students in the Current Context of Globalization

Second , the current construction of evaluation criteria is not synchronous and complete, mainly for evaluating individual CC, and has not yet built criteria for evaluating the entire CC team.