Fourth, the author needs to learn from experience in keeping videos and images of group activities.
4.2. Proposing some solutions to promote group social work activities for orphans at child care facilities
4.2.1. General solutions
4.2.1.1. Solutions for orphans
Maybe you are interested!
-
Solutions for tourism development in Tien Lang - 10
zt2i3t4l5ee
zt2a3gstourism, tourism development
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- District People's Committees and authorities of communes with tourist attractions should support, promote, and provide necessary information to people, helping them improve their knowledge about tourism. Raise tourism awareness for local people.
*
* *
Due to limited knowledge and research time, the thesis inevitably has shortcomings. Therefore, I look forward to receiving guidance from teachers, experts as well as your comments to make the thesis more complete.
Chapter III Conclusion
Through the issues presented in Chapter II, we can come to some conclusions:
Based on the strengths of available tourism resources, the types of tourism in Tien Lang that need to be promoted in the coming time are sightseeing and resort tourism, discovery tourism, weekend tourism. To improve the quality and diversify tourism products, Tien Lang district needs to combine with local cultural tourism resources, at the same time combine with surrounding areas, build rich tourism products. The strengths of Tien Lang tourism are eco-tourism and cultural tourism, so developing Tien Lang tourism must always go hand in hand with restoring and preserving types of cultural tourism resources. Some necessary measures to support and improve the efficiency of exploiting tourism resources in Tien Lang are: strengthening the construction of technical facilities and labor force serving tourism, actively promoting and advertising tourism, and expanding forms of capital mobilization for tourism development.
CONCLUDE
I Conclusion
1. Based on the results achieved within the framework of the thesis's needs, some basic conclusions can be drawn as follows:
Tien Lang is a locality with great potential for tourism development. The relatively abundant cultural tourism resources and ecological tourism resources have great appeal to tourists. Based on this potential, Tien Lang can build a unique tourism industry that is competitive enough with other localities within Hai Phong city and neighboring areas.
In recent years, the exploitation of the advantages of resources to develop tourism and build tourist routes in Tien Lang has not been commensurate with the available potential. In terms of quantity, many resource objects have not been brought into the purpose of tourism development. In terms of time, the regular service time has not been extended to attract more visitors. Infrastructure and technical facilities are still weak. The labor force is still thin and weak in terms of expertise. Tourism programs and routes have not been organized properly, the exploitation content is still monotonous, so it has not attracted many visitors. Although resources have not been mobilized much for tourism development, they are facing the risk of destruction and degradation.
2. Based on the results of investigation, analysis, synthesis, evaluation and selective absorption of research results of related topics, the thesis has proposed a number of necessary solutions to improve the efficiency of exploiting tourism resources in Tien Lang such as: promoting the restoration and conservation of tourism resources, focusing on investment and key exploitation of ecotourism resources, strengthening the construction of infrastructure and tourism workforce. Expanding forms of capital mobilization. In addition, the thesis has built a number of tourist routes of Hai Phong in which Tien Lang tourism resources play an important role.
Exploiting Tien Lang tourism resources for tourism development is currently facing many difficulties. The above measures, if applied synchronously, will likely bring new prospects for the local tourism industry, contributing to making Tien Lang tourism an important economic sector in the district's economic structure.
REFERENCES
1. Nhuan Ha, Trinh Minh Hien, Tran Phuong, Hai Phong - Historical and cultural relics, Hai Phong Publishing House, 1993
2. Hai Phong City History Council, Hai Phong Gazetteer, Hai Phong Publishing House, 1990.
3. Hai Phong City History Council, History of Tien Lang District Party Committee, Hai Phong Publishing House, 1990.
4. Hai Phong City History Council, University of Social Sciences and Humanities, VNU, Hai Phong Place Names Encyclopedia, Hai Phong Publishing House. 2001.
5. Law on Cultural Heritage and documents guiding its implementation, National Political Publishing House, Hanoi, 2003.
6. Tran Duc Thanh, Lecture on Tourism Geography, Faculty of Tourism, University of Social Sciences and Humanities, VNU, 2006
7. Hai Phong Center for Social Sciences and Humanities, Some typical cultural heritages of Hai Phong, Hai Phong Publishing House, 2001
8. Nguyen Ngoc Thao (editor-in-chief, Tourism Geography, Hai Phong Publishing House, two volumes (2001-2002)
9. Nguyen Minh Tue and group of authors, Hai Phong Tourism Geography, Ho Chi Minh City Publishing House, 1997.
10. Nguyen Thanh Son, Hai Phong Tourism Territory Organization, Associate Doctoral Thesis in Geological Geography, Hanoi, 1996.
11. Decision No. 2033/QD – UB on detailed planning of Tien Lang town, Hai Phong city until 2020.
12. Department of Culture, Information, Hai Phong Museum, Hai Phong relics
- National ranked scenic spot, Hai Phong Publishing House, 2005. 13. Tien Lang District People's Committee, Economic Development Planning -
Culture - Society of Tien Lang district to 2010.
14.Website www.HaiPhong.gov.vn
APPENDIX 1
List of national ranked monuments
STT
Name of the monument
Number, year of decisiondetermine
Location
1
Gam Temple
938 VH/QĐ04/08/1992
Cam Khe Village- Toan Thang commune
2
Doc Hau Temple
9381 VH/QĐ04/08/1992
Doc Hau Village –Toan Thang commune
3
Cuu Doi Communal House
3207 VH/QĐDecember 30, 1991
Zone II of townTien Lang
4
Ha Dai Temple
938 VH/QĐ04/08/1992
Ha Dai Village –Tien Thanh commune
APPENDIX II
STT
Name of the monument
Number, year of decision
Location
1
Phu Ke Pagoda Temple
178/QD-UBJanuary 28, 2005
Zone 1 - townTien Lang
2
Trung Lang Temple
178/QD-UBJanuary 28, 2005
Zone 4 – townTien Lang
3
Bao Khanh Pagoda
1900/QD-UBAugust 24, 2006
Nam Tu Village -Kien Thiet commune
4
Bach Da Pagoda
1792/QD-UB11/11/2002
Hung Thang Commune
5
Ngoc Dong Temple
177/QD-UBNovember 27, 2005
Tien Thanh Commune
6
Tomb of Minister TSNhu Van Lan
2848/QD-UBSeptember 19, 2003
Nam Tu Village -Kien Thiet commune
7
Canh Son Stone Temple
2160/QD-UBSeptember 19, 2003
Van Doi Commune –Doan Lap
8
Meiji Temple
2259/QD-UBSeptember 19, 2002
Toan Thang Commune
9
Tien Doi Noi Temple
477/QD-UBSeptember 19, 2005
Doan Lap Commune
10
Tu Doi Temple
177/QD-UBJanuary 28, 2005
Doan Lap Commune
11
Duyen Lao Temple
177/QD-UBJanuary 28, 2005
Tien Minh Commune
12
Dinh Xuan Uc Pagoda
177/QD-UBJanuary 28, 2005
Bac Hung Commune
13
Chu Khe Pagoda
177/QD-UBJanuary 28, 2005
Hung Thang Commune
14
Dong Dinh
2848/QD-UBNovember 21, 2002
Vinh Quang Commune
15
President's Memorial HouseTon Duc Thang
177/QD-UBJanuary 28, 2005
NT Quy Cao
Ha Dai Temple
Ben Vua Temple
Tien Lang hot spring
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Experimental Group Social Work Process for Orphans -
Group of Solutions to Ensure Sustainable Tourism Development from a Social Perspective -
Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
zt2i3t4l5ee
zt2a3gsnon-credit services, joint stock commercial bank
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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).
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Proposing Solutions for Training Management of Bachelor of Information Technology to Meet Social Needs at Vietnamese Universities
To successfully implement social work activities, it not only depends on the role of the facility manager and social workers, but the children's side is considered a very important part for the success of the activities. Therefore, to successfully implement social work activities, it requires factors originating from the children:
Cooperation and willingness to help, willingness to share their needs and difficulties with social workers. Many children today are still shy and do not dare to express their thoughts, feelings and difficulties. They are limited in communication skills and are not bold enough to share. That is a barrier to the support process from social workers.

Identifying their position and situation: many TEMCs do not identify their difficulties, shortcomings and real circumstances in order to strive and improve in life. If children understand their situation, always strive in studying and in life, are willing to open up and share difficulties with NVCTXH and participate in solving problems. Only then can the role of NVCTXH be carried out smoothly and effectively.
Demonstrate a sense of responsibility towards oneself and the Children's Village/Center: in life, the responsibility of each individual is the key to creating success and comprehensive, sustainable development for an organization or agency. Especially at TEMC care facilities - where many children are raised, each child has a different personality, perspective on life and circumstances. Therefore, for the Children's Village/Center to develop, each young individual needs to demonstrate their sense of responsibility, not be afraid of difficulties, always cooperate with the team of social workers in all activities and circumstances to overcome difficulties and develop together.
In addition, actively learning and proposing one's own needs and wishes are also considered important factors that help NVCTXH successfully complete social work activities. Currently, most children, especially older children, have the same concerns.
worry about their jobs when they grow up. However, not all children are bold enough to express their desire to learn about careers and propose group activities and career counseling sessions. Therefore, each child needs to actively study and improve their knowledge about careers through books, newspapers and the Internet at the Children's Village/Center library. In addition, it is necessary to propose to the Social Worker to organize group activities for children who have the same concerns about career orientation and jobs right from their junior high school years, in order to help them discover their strengths and interests as well as gain certain understanding of the labor market.
Actively participate in activities organized by the facility. These activities can be regular extracurricular activities or social work intervention activities. The activity will be successful if the child actively participates and shows a willingness to learn, share and understand.
In addition, many children do not know how to face difficult problems and try to avoid them, which is not a good solution. If they face them themselves and seek help from social workers, the difficulties will be resolved well.
In addition, compliance with the rules when participating in CTXHN intervention sessions is also considered a factor that needs to be changed. Because, for CTXHN intervention activities to be successful, children need to follow the requirements of the coordinator; participate in all intervention processes; contribute their opinions to group meetings; propose solutions if they find them reasonable; actively interact with group members; strive together and perform well the activities and goals set by the group.
Children should proactively seek information related to psychology, puberty, economic, cultural, social knowledge as well as law and knowledge of self-care and self-safety.
4.2.1.2. Solutions for social workers working in facilities
Social workers play an important role and are a catalyst to help the activities of the facility operate effectively and optimally. However, the current reality shows that social workers at childcare facilities have not yet fully promoted their capabilities and roles in supporting TEMC. Therefore, specific solutions are needed to promote the role of social workers in intervention and support for TEMC groups at childcare facilities. These are requirements such as:
Knowledge: improve professional knowledge of social work in general and childcare in particular. In reality, the team of social workers working at childcare facilities does not have enough expertise in social work when all 3 facilities have a total of 152 employees but only 26 social workers have expertise in social work, most of whom are retrained, short-term trained, only 4 social workers have bachelor's and master's degrees in social work. That has a significant impact on intervention and support strategies when groups of children encounter difficult problems as well as difficulties in the process of discovering and discovering the needs that children encounter but do not dare to share with others.
Cultivate knowledge about life skills education activities to support children to have the luggage to enter life. Life skills education activities will be more effective if NVCTXH organizes teaching according to age, problem, need and especially needs to organize in groups. Only when organized in groups and complying with the requirements of initiative, voluntariness as well as principles when participating in groups, then the effectiveness of life skills education activities will be truly effective.
Cultivate knowledge about career guidance/career value orientation, grasp the interests and abilities of each child, group of children as well as labor market needs, support resources for children, thereby helping them grasp the needs of the labor market, discover their own abilities and interests as well as prepare for their future plans. Having basic knowledge about career value orientation is the premise and basic condition, necessary and sufficient for support.
In addition to specialized knowledge of social work, social workers also need interdisciplinary knowledge of: Psychology; Sociology; Special Education; Law... to apply flexibly in the process of assisting individuals and groups of children.
Skills: Each social worker has basic skills such as: listening skills; empathy; collecting, analyzing and synthesizing information; coordination; skills working with children... In the process of intervening and assisting TEMC groups, social workers need to flexibly apply skills to approach, explore problems, difficulties and recognize the needs that children need support. However, in reality, the number of social workers who are mothers, aunts and people without professional qualifications and skills to work with TEMC is a barrier to social work activities at child care facilities. Therefore, the problems children encounter will be
not resolved and significantly affect children's learning, life, activities and future.
Attitude: To develop effective and professional social work activities, not only do we need the knowledge and skills of the social work staff, but we also need their attitude and responsibility. Currently, although the social work staff at the facilities have been working very dedicatedly, they also need to further enhance their sense of responsibility and always put the interests of children first. In addition, they need to set challenges and goals for themselves to organize social work activities to help children study well, develop their personalities and strengths, as well as participate in consulting, advising and orienting children's careers/career values... to help them develop most comprehensively and prevent possible difficulties.
NVCXTH needs to have many activities suitable for their interests and ages to attract TEMC to participate in the CTXHN intervention process. When children find the activities attractive, they will be more proactive and participate in activities more enthusiastically.
Social workers need to organize intervention activities interspersed with recreational activities to increase the fun of group activities, helping members enjoy participating in group activities more.
NVXTXH also needs to organize group activities at times when most members are free to help them have the most comfortable mindset to participate in group activities.
Thus, the specialization of the social workers is considered an important solution in developing social work intervention activities. Therefore, the problem is that the social workers need to improve their knowledge and skills in social work in general and social work in particular, along with a serious professional attitude and always put the interests of children first. Each social worker needs to regularly participate in short-term training courses to update the latest knowledge on methods and ways of intervention and support for TEMC, especially the social work method - a method that has not been effectively and widely applied in Vietnam, but it is very necessary in the working process for social workers, especially in current child care facilities.
4.2.1.3. Management solutions for orphanage facilities
Based on the results of a survey at current childcare facilities, the team of social workers at childcare facilities have professional qualifications in social work.
are still limited, which affects the CTXHN intervention activities for groups of children with common difficulties. There are many factors affecting the application of CTXHN methods with TEMC in child care facilities such as: factors related to mechanisms and policies; factors from the facility's leadership; factors from the team of social workers; factors from the children; factors related to facilities; factors related to the social community... Based on the above aspects, the author proposes a number of solutions to promote CTXHN activities in TEMC care facilities.
It is a recognized fact that in order for CTXHN activities with TEMC at TEMC care facilities to be effective and suitable to the needs and characteristics of each group of children, leaders of child care facilities need to:
- Coordinate with all levels to promote and further develop professional social work activities at the grassroots level, not just stopping at caring for and meeting basic needs for children. In addition to meeting those needs, there should be specific regulations on the duties of social workers in intervention and support activities for individuals and TEMC groups with common problems and difficulties;
Improve the quality of social workers at the facilities. In reality, the number of staff working at facilities with social work expertise is still limited. That has a significant impact on the quality of social work intervention activities in general and social work intervention in particular for TEMC groups.
Organize exchanges and share experiences on intervention and support activities for TEMC subjects. Through sharing and exchange sessions, facilities can create a network and learn management experiences as well as promote social work activities for TEMC subject groups.
Organize thematic discussions for the social workers themselves. The topics should be planned and flexible to suit the needs of children as well as the practical demands of society and can fill the gaps in knowledge and skills for the social workers. For each topic, it is necessary to invite experts with in-depth knowledge and skills to share and guide the discussion, especially topics on social work activities. Because social work is a fairly developed method and is well applied and popular in countries around the world, however, in Vietnam it has not been implemented effectively and popularly, while the effectiveness of this method is very good.
145
There is a selection of staff when working directly with children, prioritizing and using staff with knowledge and skills in social work. For staff who do not have expertise in social work in general, especially social work in particular, they need to be given the opportunity to attend in-service classes and short-term training.
There is specialization in the activities of the facility. Currently, in the Children's Villages, the number of mothers and aunts is common, while in reality, it requires social workers with knowledge and skills in social work in general and social work in particular. Currently, mothers and aunts are mainly people with a 9/12, 12/12 educational level and almost do not deeply understand and apply social work knowledge and skills to detect problems and intervene to support children. That has a significant impact on the social work activities of the facility. Therefore, the problem is that there needs to be specialization of tasks in the facilities, each family needs a mother or aunt who is in charge of managing, caring for, and raising children and a social worker with expertise in performing intervention and support tasks for individuals and TEMC groups.
- Provide information technology knowledge to mothers and aunts at childcare facilities. Because when mothers and aunts have basic knowledge of information technology, they can search for information on the Internet related to the psychological and physiological characteristics of children of different ages as well as learn about the role of social workers, thereby participating in supporting, advising and consulting children in a timely manner.
It is necessary to encourage the team of mothers, aunts, and social workers at the facility to improve their knowledge of career guidance and life skills education to teach TEMC. In fact, most children have difficulty in choosing a career, have not yet determined their abilities, interests, and labor market needs. Therefore, if they receive career advice and counseling from the social workers, it will help children make appropriate choices. Therefore, each facility needs to orient and require the social workers to supplement basic knowledge about the professions in today's society, the system of universities, colleges, and vocational schools to support children promptly.
Further develop social work activities in terms of life skills education by group, age, and children's needs through the assistance of the social work team.
Institutions should organize regular competitions in various forms to help social workers participate and learn about different aspects related to social work.
146
The role of social workers in general and social workers in particular in supporting TEMC groups. Through the competitions, social workers will understand the difficulties and psychological and physiological characteristics that children often encounter as well as assess the needs of children, thereby proactively researching and learning to improve their professional level of social workers and find the most appropriate intervention and support directions.
4.2.1.4. Solutions for perfecting policies and laws
Currently, policies and laws for TEMC in general and TEMC being nurtured and cared for at childcare facilities have been and continue to be well implemented. Therefore, the State needs to continue implementing those policies and laws to protect and support TEMC groups. In particular, the construction and development of models providing social work services for TEMC in general and for TEMC at childcare facilities in particular is still considered an optimal and necessary solution and needs to be replicated with more models, especially the models providing social work services of SOS Children's Villages, Birla and Social Protection Centers.
There should be a legal framework that clearly regulates the provision of socialized social services for TEMC. It is necessary to strengthen the role of organizations and individuals in providing support services for TEMC in general and TEMC in childcare facilities in particular.
Building community houses under the management of the state but the investment capital is from organizations and individuals. Community houses act as miniature Children's Villages and Social Protection Centers, which receive and support children with special needs, especially TEMC. Community houses also act as a bridge to help TEMC live in suitable alternative families that meet their needs, reducing the burden on the Children's Villages and Social Protection Centers system.
Currently, the basic salary of social workers at childcare facilities is still not commensurate with the amount of work and dedication they put in due to the nature of their work, which is to support TEMC with working hours not limited to 8 hours/day, but they have to do more, especially in emergency cases or night shifts. Therefore, there needs to be specific support policies for social workers working at childcare facilities today. When their lives are secured, they will be more dedicated to care and support activities.
TEMC, thereby helping to improve and apply social work methods, especially social work for TEMC, more effectively.
In addition, the State needs to have more investment policies for TEMC care facilities at child care facilities, focusing on individual intervention rooms, group intervention rooms as well as facilities serving intervention activities of social workers such as: machines to support TEMC rehabilitation therapy; equipment for social workers to intervene with children with developmental disorders...
In addition, it is a recognized fact that TEMC living in SOS Children's Villages currently follow a closed model, living and studying in the Children's Village, which more or less limits their contact and integration with the outside world, thereby leading to children having certain limitations in life skills, communication skills and difficulties in the process of community integration. Based on this reality, it is necessary to have policy solutions to help TEMC living in Children's Villages to study and integrate with other children in the community.
Employment policies for TEMC when they grow up also need to be focused on and have more prominent features. The biggest difficulty for TEMC when they grow up is the ability to support themselves. Meanwhile, the job market is increasingly demanding on the qualifications and abilities of workers, while TEMC is a subject with many limitations in those aspects as well as a lack of understanding of the labor market. From there, it is necessary to have policies connecting with facilities, companies... on employment, creating a premise to help TEMC have the opportunity to find jobs that suit their abilities, interests and can support themselves, reducing the burden on the State's social policy system.
Not only that, the State needs to create regulations and incentive policies for agencies and companies that employ workers to receive and create conditions for TEMC to have job opportunities suitable to the children's abilities.
4.2.1.5. Infrastructure solutions
Through survey and research, the author found that the facilities of the facilities basically ensure and meet the requirements for children. However, the specific requirements for CTXHN intervention activities are still not well guaranteed.
If each facility has group intervention rooms and equipment for age-specific group activities, it will promote the success of social workers.




![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 Branchs 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 Giangs 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 Giangs 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 Ministers 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 Giangs 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 Giangs income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giangs 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 Giangs 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).
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