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Quality Assessment Based on Criteria and Activities of Grassroots Level Cadres

The total number of key cadres is 145 comrades with seniority in current positions, 61 comrades, accounting for 42.1%, from 16-30 years, 82 comrades, accounting for 56.5%, over 30 years, 02 comrades, accounting for 1.4%; under 5 years, 86 comrades, accounting for 59.3%, from 5-10 years, 46 comrades, accounting for 31.7%, over 10 years, 13 comrades, accounting for 9%.

2.2.2. Quality assessment according to criteria and activities of grassroots staff

2.2.2.1. Advantages

* On political qualities, ethics and lifestyle

Most of the key cadres at the commune and town levels of the district grew up from the revolutionary movement of the masses, have strong political will, and are steadfast in the goals and path chosen by the Party, Uncle Ho and the people.

Dynamic, creative, enthusiastic in implementing the Party and State's innovation guidelines and policies, with experience in political leadership, mobilizing people to continue innovation. The majority of cadres still maintain ethics, revolutionary qualities, healthy and simple lifestyles, and closeness to the people.

Most of them have a progressive spirit, are positive and willing to learn, explore, be creative and strive to complete assigned tasks.

Most cadres still maintain moral qualities, character and healthy lifestyle, overcoming difficulties in conditions of low salary and large workload.

* About executive leadership capacity:

Classification of commune-level cadres, civil servants and workers 2011-2015:

* In 2011, there were 522 cadres, civil servants and employees; 522 people participated in the assessment, evaluation and classification, reaching 100% . Specifically as follows:

- Excellent task completion: 103 people, rate 19.7%;

- Completed tasks well: 389 people, rate 74.5%;

- Completed tasks: 29 people, rate 5.6%;

- Did not complete the task: 1 person, rate 0.2%;

* In 2012, there were 522 cadres, civil servants and employees; 522 people participated in the assessment, evaluation and classification, reaching 100% . Specifically as follows:

- Excellent task completion: 108 people, rate 20.7%;

- Completed tasks well: 382 people, rate 73.2%;

- Completed tasks: 31 people, rate 5.9%;

- Did not complete the task: 1 person, rate 0.2%;

* In 2013, there were 522 cadres, civil servants and employees; 522 people participated in the assessment, evaluation and classification, reaching 100% . Specifically as follows:

- Excellent task completion: 111 people, rate 21.3%;

- Completed tasks well: 372 people, rate 71.3%;

- Completed tasks: 38 people, rate 7.3%;

- Did not complete the task: 1 person, rate 0.2%;

* In 2014, there were 522 cadres, civil servants and employees; 484 people participated in the assessment, evaluation and classification, reaching 92.7%, 38 did not participate in the classification, reaching 7.3% . Specifically as follows:

- Excellent task completion: 122 people, rate 23.4%;

- Completed tasks well: 323 people, rate 61.9%;

- Completed tasks: 37 people, rate 7.1%;

- Did not complete the task: 2 people, rate 0.4%;

* In 2015, there were 547 cadres, civil servants and employees; 547 people participated in the assessment, evaluation and classification, reaching 100% . Of which, the classification agency:

- Excellent task completion: 48 people, rate 8.8%;

- Completed tasks well: 463 people, rate 84.6%;

- Completed tasks: 36 people, rate 6.6%;

- Mission not completed: 0 people;

Table 2.7. Summary of civil servant classification from 2011 to 2015



Year


SL CC

Do not participate in the review

Civil servant rating

Excellent

Good

HTNV

No HTNV

SL

%

SL

%

SL

%

SL

%

SL

%

2011

522

0

0

103

19.7

389

74.5

29

5.6

1

0.2

2012

522

0

0

108

20.7

382

73.2

31

5.9

1

0.2

2013

522

0

0

111

21.3

372

71.3

38

7.3

1

0.2

2014

522

38

7.3

122

23.4

323

61.9

37

7.1

2

0.4

2015

547

0

0

48

8.8

463

84.6

36

6.6

0

0.0

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Quality Assessment Based on Criteria and Activities of Grassroots Level Cadres

The key cadres of communes and towns in Ninh Giang district are basically sufficient in terms of quantity, educational level, political theory, professional expertise, leadership capacity, and work management at the grassroots level have been raised to a new level. Through practical activities, many cadres have accumulated leadership and management experience, contributing to improving the quality and effectiveness of the political system at the grassroots level. Many grassroots Party organizations have better promoted their role as political cores and leaders of the grassroots political system. The activities of People's Councils and People's Committees in communes and towns have changed, becoming more effective, especially in management, operation, and concretization of resolutions of Party Congresses at all levels into life. The Fatherland Front and mass organizations have made great efforts in mobilizing the masses and participating in solving newly arising problems at the grassroots level. These results have made important contributions to the socio-economic development of the locality.

2.2.2.2. Limitations

The strong development of the market economy has made economic and social issues increasingly complicated, beyond the leadership and management capacity of communes and towns. On the other hand, the negative side of the market mechanism has had a negative impact on the ethics and lifestyle of cadres, causing some cadres to waver, lose faith, have a vague understanding of Marxism-Leninism and socialism, and doubt the Party's guidelines.

A number of cadres have degenerated in terms of morality and lifestyle, taking advantage of their positions to commit corruption, illegally enrich themselves, waste public resources, become bureaucratic, oppress the people, and are authoritarian. They have personal ambitions, are local, opportunistic, compete for position, have a poor sense of organization and discipline, speak and work arbitrarily, causing serious internal disunity. It is noteworthy that these negative manifestations are tending to develop, eroding the revolutionary nature of the cadre team in general and grassroots cadres in particular, reducing the prestige of the Party and reducing the people's trust in the regime.

Many leaders do not seriously self-criticize and accept criticism. They have poor fighting spirit, are deferential, avoidant, do not speak frankly and honestly with each other, and are not in agreement.

Local and clan ideology still occurs a lot in communes. Especially when it comes to elections, ideology has more and more opportunities to manifest. The lack of democracy or formal democracy is still very clearly manifested in the cadre team. Manifestations of opportunism, individualism, and selfishness tend to increase. Some evils such as "buying positions, buying power, buying crimes, buying degrees" are still manifested in the cadre team in general and in the key cadre team at the grassroots level in particular.

The age of key cadres at the grassroots level of Ninh Giang district is still too high, so the thinking of innovation is too slow. They still have the mindset of the period of centralized planning and bureaucracy, which has been deeply rooted in them, so it is very difficult to approach the period of innovation, integration, and market economy mechanism. There is a sense of jealousy towards the flexibility and maturity of the young cadres. Therefore, they do not care about young cadres, the young cadre force is very small, so it cannot create momentum for the innovation process.

In general, the current core staff of Ninh Giang district in terms of structure and quality are not up to par with the requirements of industrialization and modernization of rural agriculture. The level of knowledge, leadership capacity and economic and social management are still limited, lacking in knowledge.

State management knowledge, legal knowledge, administrative skills, and information technology have not kept up with the requirements, so labor productivity and efficiency are still low, not meeting the requirements of new tasks, especially market economy management. Many cadres are lazy to study and research. Some cadres are not qualified enough to understand the directives and resolutions of superiors, so they are very confused when implementing. There is still a situation of both surplus and shortage of cadres. There are many cadres, but there is a serious shortage of cadres who are truly competent: good at professional expertise, good at management, good at organization and operation, and knowledgeable about the law to work. In reality, there is still a large number of cadres with poor professional expertise and management capacity, very confused in running the work. Some cadres lack the will to improve, lack responsibility in their work, have degraded moral qualities, are bureaucratic, arrogant, authoritarian, corrupt, wasteful, etc., causing discontent among the people.

Because of their advanced age, the male-dominated ideology is still very evident. In the whole district, only 3/145 key leaders are female, and there is not enough attention paid to female leaders. That structure and age are very much related to the capacity of the key grassroots cadres.

The arrangement and use of cadres still has many shortcomings: The arrangement and use of cadres is not according to their strengths, so it is difficult to promote their capacity. The situation of "choosing jobs for people" still occurs a lot at the grassroots level due to kinship relationships, because there is still a strong ideology of factionalism, localism, and regionalism.

The level of qualifications is far different from the actual level, so a number of key cadres at the grassroots level are not fully equipped with knowledge of law, administrative management, and economic management. Therefore, they manage and operate not based on the law but mainly based on their own feelings and experiences.

In summary, the quality of the key leadership team at the commune and town levels of Ninh Giang district still has many weaknesses, the structure is not reasonable, many are of old age,

The proportion of female cadres is too low, the level of capacity in all aspects is still limited, not meeting the requirements of the cause of industrialization and modernization of agriculture and rural areas. The ability to forecast and orient development is still weak. There is a lack of strategic cadres. Most local leaders are old, so the ability to adapt to market mechanisms and integration is limited, not meeting the requirements of the country's innovation.

2.2.3. Causes of limitations in capacity and quality of key grassroots leadership staff

2.2.3.1. Objective causes

Party committees and organizations of Ninh Giang district have not yet properly recognized the meaning and importance of cadre strategy and the urgency of building cadre teams in each new period.

The process of implementing the cadre strategy has not been carried out simultaneously with the process of innovation and organization of the Party and State agencies at all levels, creating a synchronous change in both organization and cadres.

Because the intellectual level of the people in communes and towns is still low, it is very difficult to select highly qualified people to create a source of key cadres at the grassroots level. On the other hand, the policies for the grassroots cadre team still have many shortcomings, low income does not meet the minimum needs, so those with capacity will never accept to stay in the locality to work as cadres or are working and ask to quit to do private business (farms, labor export...). During the work process, they always contact with the people to resolve conflicts between personal interests and collective interests, which gives rise to hatred towards cadres. Therefore, only when they have no other choice will they have to stay. This greatly affects the capacity of commune cadres.

The key cadres are elected by the people, the standards are still general, not specific, so the selection of cadres is still based on emotions, not really objective. On the other hand, due to the impact of village culture, clan culture

leading to competition and division of key positions in the commune. The negotiation to select representatives as well as the election process is also a compromise between villages and clans.

The ideology of tenure is still very heavy, they think that tenure is only 5 years, this term holds this position, next term may not hold it so there is no need to study, the main thing is how much can be earned or how much leisure.

The people's control mechanism for key officials is not strong enough to restrain the violations of the cadres. The assessment of the cadres' capacity is still general, formal, respectful, and evasive. When cadres make mistakes, they are still resolved emotionally, lacking strict sanctions, leading to the mentality that before the election, they find every way to please the people, and when they are elected, they distance themselves from the people, freely doing as they please to meet the requirements of the assigned tasks, in the style of whoever waves the flag, waving it according to their will.

The negative side of the market mechanism has a significant impact on social ethics in general, including the key grassroots cadres. The actual income of grassroots cadres is still low, so it is difficult to avoid taking advantage of their positions for corruption.

2.2.3.2. Subjective causes

The Resolution of the 5th Conference of the 9th Central Committee clearly pointed out the cause of the weakness of the grassroots political system: " The weakness of the grassroots political system is partly the responsibility of the grassroots political system itself, partly the responsibility of the entire political system. An important cause is that from the central to the sectoral levels, the position and role of the grassroots have not been properly recognized, the bureaucracy is not close to the grassroots, close to the people, and it is not timely to discuss and propose policies to consolidate and build grassroots organizations and cadres [19]

Personnel work in general and personnel work of Ninh Giang district in recent years still have many shortcomings.

Firstly , the work of evaluating cadres is not thorough and is still formal.

Pursuant to Decision No. 50/QD-TW dated May 3, 1999 of the 9th Politburo, the Standing Committee of Hai Duong Provincial Party Committee issued Regulation No. 05/QC-TU dated April 20, 2003 on cadre evaluation.

Party committees and grassroots Party organizations have specified and developed standards for each type of cadre as a basis for cadre evaluation. Cadre evaluation has basically been carried out according to public procedures and regulations based on the principle of democratic centralism, the principle of the Party's unified leadership of cadre work and management of cadres. Cadre evaluation is considered the most important prerequisite but still the most difficult and weakest step in localities. The most difficult is to evaluate the "heart", "reach" and political capacity of cadres.

The work of evaluating cadres of communes and towns in Ninh Giang district is still formal, not reflecting the true nature of cadres, not taking work efficiency as the main measure in evaluating cadres, still emotional, formal, superficial, lacking in fighting spirit, lacking in constructive spirit in evaluating cadres.

The evaluation of cadres in many communes is still arbitrary, undemocratic, even undemocratic, and is still jealous and does not properly evaluate the capacity of young and female cadres.

The reality is that the quality of grassroots cadres is poor and work efficiency is very low, but the annual evaluation results are still very high, usually over 70% of cadres excellently complete assigned tasks, 20% complete tasks well, 10% complete tasks, less than 1% or no cadres fail to complete tasks.

Obviously, the evaluation results and the actual situation of the team are completely contradictory. Because the evaluation is inaccurate, the staff cannot see their strengths to promote and their weaknesses to overcome, which greatly affects the team.

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