Quality of Financial Sector Staff According to Grade Standards for the 2015-2019 Period

People;

+ Other compensation: 285,461 people.

Third, for the development of the industry's staff

Innovating the recruitment process, from the application submission stage to the examination form, in particular, the Ministry of Finance has successfully organized a pilot civil service examination in the form of a computer-based exam at the Ho Chi Minh City Tax Department and has expanded it to the following exams. The total number of civil servants recruited in the period 2015-2019 through the examination form is 2,693 people; recruited through other forms: 129 people. The recruitment process has been improved in the method and content of the examination, ensuring the selection of human resources with good knowledge, thinking, and skills, suitable for the recruitment field and job requirements. Applying the implementation of Special Recruitment of candidates who graduated from university with honors; masters and doctors trained abroad with excellent results according to the provisions of the Law on Cadres, Civil Servants and the Law on Public Employees.

Encourage and create conditions for cadres to study to improve their qualifications (study for a second degree, postgraduate studies) domestically and abroad, update and improve their knowledge, skills and expertise, create conditions for cadres to study and receive tuition support.

Implement the planning of leadership and management positions for the period 2011-2015, the period 2016-2021; based on the planning list, Heads of units have plans to foster leadership and management skills to meet the appointment needs when necessary (In the period 2015-2019, to serve the training of financial officers, schools under the Ministry opened 142 leadership skills training classes with 6,816 students; 126 political theory training classes with a total of 9,421 students).

Thereby, the quality of the Finance sector's staff has been improved through the rate of civil servants holding professional ranks and training levels:

The rate of cadres holding senior specialist, senior specialist and specialist positions increases every year; the rate of holding officer positions decreases.

Table 2. Quality of Finance sector staff according to rank standards for the period 2015-2019

Unit: percentage (%)

STT

Criteria	2015	2016	2017	2018	2019
1	Senior specialist and equivalent present	0.2	0.29	0.42	0.57	0.63
2	Senior specialist and equivalent	5.93	7.58	8.76	10.24	11.53
3	Specialist and equivalent	54.04	56.62	63.03	66.49	64.2
4	Other	39.83	35.51	27.79	22.7	23.64

Maybe you are interested!

Source: Department of Organization and Personnel, Ministry of Finance

2.2.2 Limitations and causes

2.2.2.1 Limitations

Although, in general, the quality of the Finance sector's staff has been improved over the years. However, the number of staff with full capacity to perform tasks related to planning mechanisms and policies is still lacking, mainly meeting the requirements for performing regular professional tasks:

The staff of the Industry is still limited in handling practical problems, and has not improved some soft skills for staff such as teamwork skills and decision-making skills.

The process of implementing the development of specialized professional training programs is still slow and does not meet the needs.

Training content of training facilities for Finance sector officials

Although it has been focused on in recent years, it has not yet covered all the functions and operations of the Finance sector.

Each recruitment period is often prolonged, so many successful candidates wait a long time and then go to work at other agencies, causing waste of both costs and resources.

2.2.2.2 Causes

The field of financial management is very diverse, requiring a team of human resources with deep macro and synthetic knowledge; meticulousness; the ability to be flexible in the face of constant changes in the organization and unpredictable developments in the domestic financial economy and the influence of the world. The staff of the financial sector as well as other sectors are facing challenges in quality. Although it has been

improved, but still not met

suitable for all professions

have working conditions

Professionalism requires high concentration and a stressful work pace, leading to a reduction in labor productivity. Therefore, there needs to be a policy mechanism on income for highly qualified people.

The State's mechanisms and policies related to recruitment, management, use and policies for staff have unreasonable effects on attracting competent and professionally qualified staff, affecting the encouragement of staff to be proactive, creative and responsible in their work.

Although training has been improved, it has not met the requirements. Training content is not student-centered, theory is still mainly focused on theory, knowledge and practical skills are still limited, especially for

experience in work. Due to great work pressure, many staff have not been arranged

have time to attend regular training courses to update knowledge.

The annual budget for training activities still depends mainly on the growth rate of state budget expenditure. Training facilities for industry officials have not been proactive and creative in exploiting revenue sources, and management and use have not been really reasonable.

2.3 CURRENT STATUS OF FINANCIAL MANAGEMENT OF FINANCIAL STAFF TRAINING INSTITUTIONS

2.3.1 Innovation in financial mechanisms and policies for training activities

2.3.1.1 Innovation of State management mechanism

Along with the roadmap for state administrative reform in the period 2001-2005, the state's policy mechanism for the public service sector has gradually changed to suit the reality and requirements of state administrative reform. The birth of the Decree

number

10/2002/NDCP dated January 16, 2002 of the Government on the regime

financial pressure

The issuance of management regulations for public service units with revenue is considered a breakthrough to "untie" the finances and personnel of public service providers such as education, health, culture and sports... The issuance of management regulations for public service units has gradually distinguished more clearly the mechanism

State management of units

public career with the facility

home management

State management agencies do not act on behalf of or deeply interfere in the internal operations of the unit. Through the process

implementation process and on the basis of assessment of the implementation status of the applicable financial mechanism

applied to revenue-generating public service units... to ensure compliance with changes in practice, promote advantages and overcome shortcomings and difficulties in implementing Decree 10. The Government promptly issued Decree No. 43/2006/NDCP dated April 25, 2006 on the mechanism of autonomy and self-responsibility for performing tasks, organizational structure, and staffing for public service units (replacing Decree No. 10/2002/NDCP dated January 16, 2002 of the Government on the financial regime applicable to revenue-generating public service units). Decree 43 clearly and specifically stipulates the right to autonomy and self-responsibility in performing tasks, organizational structure, staffing, and finance for public service units.

Accordingly, the basic objective of issuing this new mechanism is: Strengthening

autonomy of public service units in arranging the organizational structure, proactively using financial resources to carry out professional activities, promoting all capabilities of the unit to provide increasingly better services to the people and society, increasing revenue; improving income based on the results of employees; gradually reducing subsidies from the state budget; revenue from fees and charges increased rapidly and gradually became an important source of funding for public service activities, with some areas ensuring 60-80% of regular expenditure; service activities have also made an important contribution to the development of public service activities.

At the same time, the Ministry of Finance has issued Circulars guiding the implementation of Decree 43 such as Circular No. 71/2006/TTBTC dated August 9, 2006 of the Ministry of Finance and Circular No. 113/2007/TTBTC dated September 24, 2007 amending and supplementing a number of articles of Circular 71 along with Circulars guiding the implementation of the fields of education and training, health, etc. In addition, the Ministries and branches managing each field have also reviewed and gradually improved the state management mechanisms to suit the reality and the process of international economic integration.

After nearly 10 years of implementation, Decree 43/2006/NDCP has shown that the expansion of autonomy for public service units has contributed to improving the quantity and quality of public services; creating conditions for people to have more opportunities to choose and access public services with increasingly high quality, while at the same time contributing to gradually improving the income of employees at public service units. On a broader scale, Decree 43 has contributed to the implementation of the reform of the public service sector.

public service sector and implementation of public financial reform content

The overall program of state administrative reform for the period 2011-2020 according to Resolution 30c/NQCP dated November 8, 2011 of the Government.

However, during the implementation process, Decree 43 has revealed

Limitations and shortcomings that need to be amended: public service units have not been given full autonomy; units with conditions have not been truly encouraged.

conditions to strive for higher levels of autonomy... In addition, during the operation process, many units have joint ventures, partnerships, and expanded public service provision that have not been regulated in legal documents. Therefore, the promulgation of Decree 16/2015/NDCP dated February 14, 2015 of the Government regulating the autonomy mechanism of public service units [5], has promptly met the requirements of innovation and development.

development of socialist activities.

industry in the economy

market

Orientation field

Decree 16/2015/NDCP regulating operating and financial mechanisms

for public service units in the direction of increasing autonomy and self-responsibility, encouraging units with conditions to strive for high levels of autonomy. Decree 16 has a number of new points compared to Decree 43/2006/NDCP

Firstly, the classification of public service units is based on the level of financial autonomy of the units in both regular and investment expenditures. Accordingly, based on the level of self-sufficiency in investment and regular expenditures, public service units are divided into 4 types: (i) public service units that self-guarantee regular and investment expenditures, (ii) public service units that self-guarantee regular expenditures, (iii) public service units that partly self-guarantee regular expenditures, (iv) public service units whose regular expenditures are guaranteed by the State.

Second, the autonomy of units in performing tasks, organizing personnel and finance is regulated corresponding to each type of public service unit, on the principle that the more self-sufficient the units are in operating costs, the higher the level of autonomy is to encourage units to increase revenue, gradually reduce subsidies from the state budget, including additional salary subsidies to gradually shift to types of units that self-guarantee regular expenditures, units that self-guarantee regular expenditures and investment expenditures.

Specifically: public service units that self-insure regular and investment expenditures are given quite broad autonomy, such as deciding on the number of employees, borrowing preferential credit capital from the state or receiving interest rate support.

Investment projects using loans from credit institutions according to regulations are allowed to decide on the level of income supplementary fund deduction without being restricted by the level of income supplementary fund deduction like other types of public service units (units that self-guarantee regular expenses are restricted to no more than 3 times the salary fund, rank, position and salary allowances prescribed by the State; units that self-guarantee a part of regular expenses are restricted to no more than 2 times, units whose regular expenses are guaranteed by the State are restricted to no more than 1 time).

Third, the price of public career services is stipulated in Section 2, Chapter II of the Decree, including regulations on prices, fees for public career services, methods for determining prices of public career services not using state budget funds and prices of public career services using state budget funds. Accordingly, for public career services not using state budget funds, they are determined according to the market mechanism; for public career services using state budget funds, they are determined on the basis of technical and economic norms, cost norms according to regulations and the price calculation roadmap according to regulations in Decree 16/2015/NDCP. At the same time, the roadmap for calculating prices of public career services for public career services using state budget funds is specifically stipulated. This provision aims to create conditions for gradually calculating the full price of public career services into costs.

Rank

about

Transitional provisions, Decree

regulations while not yet promulgated

promulgate or amend the Decree regulating the autonomy mechanism of public service units in each field. Public service units in each field shall continue to implement the autonomy mechanism according to the provisions of Decree No. 43/2006/NDCP and current Decrees on autonomy in the fields.

With the innovation of the State's management mechanism and the efforts of relevant ministries and branches... many new services with high quality have been provided more, meeting the needs of the people. Units implementing the mechanism of autonomy and self-responsibility in managing and using financial resources from the State budget and having the opportunity to exploit and increase revenue sources in the unit have contributed to

Using resources effectively and economically, the State budget has the conditions to prioritize the use of

Social policy beneficiaries, ethnic minorities in remote, isolated and particularly disadvantaged areas are provided with increasingly better services according to regulations.

2.3.1.2 The

financial policy innovation for

work

compensation

Finance staff training

Circular No.: 139/2010/TTBTC

To guide Decree No. 18/2010/NDCP dated March 5, 2010 of the Government

on training and fostering civil servants, Ministry

Finance has issued Circular

number:

139/2010/TTBTC dated September 21, 2010 regulating the preparation of estimates, management and use of funds from the State budget for training and fostering civil servants, replacing Circular No. 51/2008/TTBTC.

Regarding the principle of using funds, the Fund for training cadres is used to carry out the task of regular annual training for cadres in knowledge of: State administrative management, expertise, profession, politics, foreign affairs.

language… for cadres

under the management of the Ministries

agency

Ministry, Government agency, local

Based on the allocated funding source for staff training and other funding sources, agencies and units decide to partially support the costs for the subjects.

The statue is a nursing officer.

authorized by the competent authority to decide to appoint

go to refresher courses

Staff training funds are used to cover direct activities.

serve

for staff training

at the Ministries and agencies

central

local

Direct management activities of staff training of training facilities or agencies and units assigned to open staff training classes.

Do not use staff training funds for the operations of training facilities under ministries, central and local agencies, or invest in building facilities for staff training facilities.

Comment