Decision No. 136/2001/QĐ-TTg Approves the Overall Program for Administrative Reform of State Administration for the Period 2001-2010

Pursuant to …;

Approve the Overall Program on Administrative Reform of State Administration for the 2001-2010 Period

Period 2001-2010

__________________

PRIME MINISTER

Pursuant to the Government Organization Law dated September 30, 1992;

Pursuant to Resolution No. 06/2001/NQ-CP dated June 6, 2001 of the Government at the regular meeting of the Government in May 2001;

At the proposal of the Minister, Head of the Organization-Cadre Department of the Government,

Pursuant to …;:

Article 1. Approves the Overall Program on Administrative Reform of State Administration for the 2001-2010 Period.

Article 2. This Decision shall take effect from the date of signing.

The Minister, Heads of Ministries equivalent to Ministries, Heads of agencies under the Government, Chairpersons of People's Committees of provinces and centrally governed cities shall be responsible for implementing this Decision.

OVERALL PROGRAM ON ADMINISTRATIVE REFORM OF STATE ADMINISTRATION FOR THE 2001-2010 PERIOD
(Annexed to Decision No. 136/2001/QĐ-TTg dated September 17, 2001 of the Prime Minister)

I. CURRENT SITUATION OF THE STATE ADMINISTRATION AND OPPORTUNITIES AND CHALLENGES FOR ADMINISTRATIVE REFORM OF STATE ADMINISTRATION IN THE 2001-2010 PERIOD

1. Current situation of state administration

Implementing Resolution VII, Resolution No. 8 (Session VII), Resolution VIII, Resolutions No. 3, No. 6 (Session II) and No. 7 (Session VIII), the administrative reform effort over the past ten years (1991-2000) has made significant contributions to the country's renewal and economic-social development. The notable results of administrative reform during this period include:

- The functions and activities of agencies within the administrative system from the Government, central ministries and sectors to people's committees at all levels have undergone many progressive changes, focusing more on state management;

- Gradual reform of administrative systems in various fields, primarily establishing an economic system suitable for the requirements of developing a socialist-oriented market economy;

- The organizational structure of the Government and administrative agencies at all levels has been adjusted and streamlined; the administrative system from the central to local level operates more effectively;

- Management and utilization of cadres and civil servants have been partially reformed according to the provisions of the Cadre and Civil Servant Law: from selection, evaluation, promotion, rewards, punishments to training and development. The salary system has initially been reformed towards monetization.

However, the state administrative system still bears the marks of centralized management, bureaucratic planning, and does not meet the requirements of new management mechanisms or the needs of serving the people under new conditions; the effectiveness and efficiency of management are still low:

- The functions and tasks of the administrative system in managing the socialist-oriented market economy have not been clearly defined and are not appropriate; the division of responsibilities between sectors and levels is not clear;

- The administrative system is not synchronized, overlapping, and lacks consistency; administrative procedures in many areas are cumbersome and complex; discipline and order are not strict;

- The organizational structure is still cumbersome with multiple layers; the administrative management method is both centralized and bureaucratic, and also fragmented, lacking smoothness; there are no financial mechanisms and policies suitable for the operations of administrative agencies, public service organizations;

- The cadre and civil servant workforce still has many weaknesses in quality, sense of responsibility, professional skills, administrative skills; work style has not been sufficiently modernized; bureaucratic, corrupt, and harassment of the people continue to occur seriously among some cadres and civil servants;

- The administrative system at local and grassroots levels is not truly connected with the people, does not fully grasp prominent issues in their areas, and is hesitant and passive when dealing with complex situations.

The above situation is caused by many factors. First, the understanding of cadres and civil servants about the role and function of state management, about building the state apparatus in general and the state administrative system under new conditions, has not been clear and consistent; many theoretical and practical issues have not been clarified; many policies and regulations established under the centralized, bureaucratic planning mechanism have not been timely revised and replaced. SecondThe implementation of administrative reform tasks has not been carried out in tandem with the reform of the political system led by the Party, and administrative reform has not been closely linked to legislative reform and judicial reform. ThirdAdministrative reform faces significant obstacles due to touching upon the vested interests of many administrative agencies, cadres, and civil servants in the central and local state apparatus; the influence of the centralized, bureaucratic planning mechanism still weighs heavily on the thinking and working methods of many cadres and civil servants; the reform has not been well prepared ideologically. Fourth, the systems and policies regarding organization and cadres, salaries, are still unsuitable in many ways, failing to create incentives for the administrative reform process. Fifth these are shortcomings in the guidance of the Government, central ministries and sectors, and local people's committees in implementing administrative reform; the implementation of policies lacks firmness and consistency.

2. Lessons learned from administrative reform

From the practical experience of administrative reform over the past ten years, based on achievements and shortcomings, several common lessons can be drawn:

- Administrative reform is a broad task involving many areas, which must be carried out comprehensively as part of the overall political system reform, linked to Party building and rectification, and to the reform of the state apparatus in general;

- Closely integrate administrative reform with economic reform in each step and field, creating mutual support and promotion between administrative reform and economic management reform;

- Administrative reform is a sensitive and difficult task requiring consistent viewpoints and principles from guiding bodies, practical action programs in each period; leadership and guidance of the reform must be concentrated, unified, with strong determination and will to reform.

- Administrative reform must be implemented in a coordinated manner from top to bottom and from bottom to top, emphasizing and encouraging local and grassroots initiatives and experiments, identifying breakthrough points at each stage, and finding specific driving forces to promote reform activities.

- Administrative reform must originate from the practical conditions of Vietnam, taking into account its characteristics, traditions, and identity; while also referring to and learning from the knowledge and experience of other countries regarding organizational structures and management activities to apply them appropriately.

3. Opportunities and challenges for administrative reform in the coming period

The first decade of the 21st century will be a period with many opportunities and favorable conditions to further accelerate the process of administrative reform:

- Practical lessons learned from administrative reform over the past ten years form a good basis for new decisions on administrative reform in the future;

- The requirement to build and perfect a socialist-oriented market economy creates a strong impetus for administrative reform linked to economic reform. The process of regional and international integration continues to expand opportunities for cooperation, exchange, and learning about administrative reform between Vietnam and other countries.

However, the administrative reform faces numerous difficulties and challenges:

- The greatest challenge to building a clean, strong, and effective state administrative system is the long-standing weaknesses of the state administrative apparatus, bureaucratic practices, corruption, and moral degradation among some cadres and civil servants;

- The broad scope and scale of administrative reform require it to be carried out continuously with high determination, while conducting research and summarizing experimental models of new organizational and management structures. State administrative agencies must strive to innovate and reform themselves to achieve the goal of building a democratic administrative system and gradually modernize it, fully realizing the people's right to self-determination, strengthening the rule of law and discipline in the socialist-oriented market economy;

- Administrative reform is placed within the overall renewal of the political system and the reform of the state apparatus in general. In reality, there are still many important issues that are decisive for determining the content and methods of implementing state apparatus reform, administrative reform, and building a socialist rule-of-law state, which need to be further studied to reach clear conclusions;

- The inertia of the centralized bureaucratic system still has a significant impact on the thinking and working style of some cadres and civil servants, while the reform is being carried out under conditions of lacking knowledge and experience in managing the state under the new economic mechanism, facing the requirements of building a democratic and modern administrative system.

II. OBJECTIVES OF THE OVERALL PROGRAM FOR ADMINISTRATIVE REFORM OF THE STATE IN THE PERIOD 2001-2010 AND THE APPROACH TO REFORM

1. Objectives

The general objective of the overall program for administrative reform of the state in the period 2001-2010 is: to build a democratic, clean, strong, professional, modernized administrative system that operates effectively and efficiently according to the principles of a socialist rule-of-law state under the leadership of the Party; to build a cadre and civil servant corps with qualities and capabilities that meet the requirements of the country's construction and development.By 2010, the administrative system should basically be reformed to suit the requirements of managing a socialist-oriented market economy.

The specific objectives of the Program are:

1.1. To complete the administrative institutional system, mechanisms, and policies suitable for the period of industrialization and modernization of the country, primarily those concerning the economy, the organization, and operation of the administrative system.

To continue to innovate the procedures for drafting and promulgating regulatory legal documents, overcoming parochialism in preparation and drafting of documents; to emphasize the responsibility of each agency in the process of institutional building; to promote democracy, mobilize the wisdom of the people to improve the quality of regulatory legal documents.

1.2. To eliminate fundamentally bureaucratic and cumbersome administrative procedures that cause inconvenience to businesses and the public; to perfect new administrative procedures in a transparent, simple, and convenient manner for the public.

1.3. Agencies within the administrative system shall have clearly defined functions, tasks, authorities, and responsibilities; some unnecessary tasks and services can be transferred to enterprises, social organizations, and non-governmental organizations.

1.4. The structure of the Government shall be streamlined and rationalized based on the principle of Ministries managing multiple sectors, mainly performing macro-management of society through laws and policies, guidance, and supervision.

The structure of Ministries shall be adjusted based on clearly distinguishing the functions and operational methods of advisory units, policy implementation units, and service-providing units.

1.5. By 2005, the basic framework and implementation of new regulations on the division of administrative management authority between central and local levels, and among different levels of local government, shall be completed; the functions, tasks, authorities, and organizational structures of urban and rural governments shall be clearly defined.

Specialized agencies under provincial and district People's Committees shall be reorganized to be more streamlined and perform their state management functions according to the tasks and authorities specified in the Law on Organization of People's Councils and People's Committees (amended). The nature, organizational structure, and work systems of village-level governments shall be clearly defined.

1.6. By 2010, the cadre and civil servant corps shall have a reasonable number and structure, professionalism, and modernization. The overwhelming majority of cadres and civil servants shall have good qualities and sufficient capabilities to perform their duties, dedicated to serving the country's development and the people.

1.7. By 2005, the salaries of cadres and civil servants shall be fundamentally reformed, becoming a driving force for the civil service, ensuring the livelihood of cadres, civil servants, and their families.

1.8. By 2005, the financial mechanism shall be reformed to suit the nature of administrative agencies and public service organizations, public services.

1.9. The state administration shall be modernized significantly. Administrative agencies shall be equipped with relatively modern facilities to serve the timely and smooth management requirements of the state. The electronic information system of the Government shall be put into operation.

2. The administrative reform shall be carried out within the framework of the viewpoints and policies of the Communist Party of Vietnam on reforming the political system and streamlining the state apparatus.

- Reforming and perfecting the state administration shall be closely linked to building and rectifying the Party, innovating the content and methods of the Party's leadership over the state in general and the administration in particular, aiming to maintain and promote the essence of the working class, build a socialist rule-of-law state of the people, by the people, for the people, under the leadership of the Party.

- The administration must be organized into a unified and stable system, operating smoothly, based on clear division of responsibilities and hierarchical authority, with strict discipline, administrative agencies and state civil servants shall be subject to close supervision by the people. Effective mechanisms and measures shall be applied to prevent undemocratic, arbitrary, bureaucratic, corrupt, harassment, and burdensome actions against the people.

- Policies and solutions for administrative reform must be closely linked to steps in economic reform, meeting the requirements for national development during industrialization, modernization, and international economic integration, forming and perfecting the elements of a socialist-oriented market economy, maintaining order and discipline in economic activities, promoting economic growth, and improving the living standards of the people.

- Administrative reform is a broad and complex task requiring a comprehensive vision with synchronized solutions, closely combining administrative reform with legislative innovation and judicial reform.

- Administrative reform must be carried out steadily, with focus and key points, selecting breakthroughs in each specific phase.

III. CONTENT OF THE OVERALL PROGRAM FOR STATE ADMINISTRATIVE REFORM PERIOD 2001-2010

1. Institutional Reform

1.1. Building and perfecting institutions, primarily those of the socialist-oriented market economy, and the organization and operation of the state administrative system.

In the next five years, emphasis shall be placed on the following key institutions:

- Institutions related to capital and currency markets, securities markets, real estate markets, science and technology markets, labor markets, and service markets.

- Institutions regarding the organization and operation of the administrative system, primarily that of the Government, Ministries, ministerial-level agencies, government-affiliated agencies, and local people's committees at all levels.

- Institutions concerning the relationship between the State and the people, such as collecting opinions from the people before deciding on important policies and programs, holding referendums, handling illegal acts by state agencies and civil servants while performing their duties; the authority and responsibility of administrative agencies and courts in resolving citizens' complaints.

- Institutions governing state management over enterprises in general and state-owned enterprises in particular; clearly distinguishing the rights of owners, administrative management rights of the state, and business autonomy of enterprises.

1.2. Reforming the process of drafting and promulgating regulatory legal documents

- Reviewing and systematizing regulatory legal documents by field, eliminating outdated or overlapping provisions. Enhancing the effectiveness of the national database on regulatory legal documents.

- Strengthening the capacity of central and local state administrative agencies in drafting and promulgating regulatory legal documents. Addressing the issue of laws and ordinances awaiting decrees and circulars for implementation guidance.

- To improve quality and avoid subjective and parochialism in drafting regulatory legal documents, it is necessary to study reforms in the method and process of lawmaking from the initial stage to the final stage where the Government examines and decides or submits to the National Assembly for approval.

- Issuing regulations to ensure effective participation of the people in the lawmaking process, organizing well the collection of contributions from various strata of the people and those affected by the document before promulgation.

- Regulatory legal documents must be published in the Official Gazette or announced through mass media immediately after issuance so that citizens and organizations have the opportunity to understand and implement them.

1.3. Ensuring strict enforcement of laws by state agencies and civil servants

- Providing civil servants with full information about state policies and laws to apply and resolve tasks within their responsibilities and authorities.

- Implementing democratic regulations at the grassroots level, informing the people openly about state policies and local government policies; the system of key leaders in central and local sectors regularly meeting and dialoguing with businesses and the people to address issues raised by them.

- Leveraging the effectiveness of inspection, prosecution, and adjudication systems to ensure the effectiveness of state management and social discipline. Clearly defining the responsibilities of inspection agencies and administrative courts in resolving citizens' complaints against state agencies and civil servants.

- Expanding legal advisory services for the people, the poor, policy beneficiaries, ethnic minorities, remote areas. Creating conditions for lawyers to effectively provide advisory services according to the law.

1.4. Continuing to streamline administrative procedures

- Continue to reform administrative procedures to ensure their legality, effectiveness, transparency, and fairness in handling administrative tasks. Eliminate cumbersome and overlapping procedures that can be exploited for corruption and cause difficulties for citizens. Expand administrative procedure reforms across all fields, promptly abolishing unnecessary regulations on licensing, inspection, supervision, quarantine, and appraisal.

Standardize nationwide models of documents that citizens or businesses need to prepare when requesting resolution of production, business, and daily life matters.

- Enact mechanisms to inspect civil servants who receive and resolve citizens' tasks; strictly handle those with harassment, abuse, or irresponsibility behaviors; reward those who excellently complete assigned tasks.

- Expand implementation of the "one-stop-shop" mechanism in resolving individual and organizational tasks at state administrative agencies at all levels. Administrative agencies at all levels must publicly display all procedures, processes, fees, and schedules at their workplaces.

- Clearly define individual responsibilities while performing public duties. Determining the authority and responsibility of civil servants during public service must be linked to their evaluation, rewards, and disciplinary actions.

2. Reform the administrative machinery

2.1. Adjust the functions and tasks of the Government, Ministries, ministerial-level agencies, and government agencies, and local authorities at all levels to suit new national management requirements.

- The Government, Ministries, and ministerial-level agencies focus on formulating, issuing systems, plans, policies, macro-management for socio-economic development, directing, and supervising implementation.

- Clearly define the authority and responsibility of the Government, Prime Minister, and Ministers, Heads of ministerial-level agencies, and government agencies; collective and individual responsibilities within administrative agencies at all levels.

- Define the role, function, and responsibility of local authorities at all levels suitable for the requirements of administrative decentralization between central and local governments, tied to steps in economic reform.

2.2. Gradually adjust tasks undertaken by the Government, Ministries, ministerial-level agencies, and local authorities to eliminate functional and task overlaps. Transfer non-essential service tasks to social organizations, non-governmental organizations, or businesses for direct implementation by state administrative agencies.

2.3. By 2005, basically complete and apply new regulations on central-local decentralization, decentralization among local government levels, enhance the authority and responsibility of local authorities, strengthen ties and accountability of local authorities before local people. Link task decentralization with financial, organizational, and personnel decentralization. Clearly define matters fully decided by localities, matters requiring central opinion before local decision-making, and matters implemented according to central decisions.

2.4. Reorganize the structure of the Government

- Establish the Government's organizational structure comprising Ministries and ministerial-level agencies for state management functions. Based on determining and adjusting the functions of the Government, Ministries, and ministerial-level agencies in line with national management requirements in politics, economy, culture, society, defense, security, and foreign affairs, and inter-industry and inter-sector relations in the new situation, redefine the number and structure of Ministries and ministerial-level agencies, making the Government's machinery leaner, responsibilities clearer, working scientifically, and operating effectively. Adjust the organization of agencies with state management functions to fit the Government's structure. Rename some Ministries and ministerial-level agencies to match their content and scope of state management responsibilities.

- Significantly reduce government agencies and organizations directly under the Prime Minister. Only maintain a few specialized government agencies serving the Government's macro-management work.

- Clearly define the nature and operation methods of advisory organizations established by the Prime Minister. Only establish these organizations when the Government directs important tasks involving multiple sectors and areas. These organizations do not have dedicated staff structures and are placed at the Ministry or ministerial-level agency most relevant.

- Based on correctly defining each Ministry and ministerial-level agency's state management functions and scope, separate the Ministry and ministerial-level agency's state management function over the entire industry or field nationwide from directing and managing subordinate public service organizations; accordingly, separate administrative organizations from public service organizations to operate under different effective mechanisms.

2.5. Adjust the internal organizational structure of Ministries, ministerial-level agencies, and government agencies

- Separate the state management function of Ministries and ministerial-level agencies over the entire industry or field nationwide from directing subordinate public service organizations; thereby, separate administrative organizations from public service organizations to operate under different effective mechanisms.

- Reorganize the internal structure of Ministries, ministerial-level agencies, and government agencies, making the machinery leaner and more rational, commensurate with each agency's management functions and tasks; clearly define the nature and types of subordinate organizations for policy advice and law enforcement.

2.6. Reform the organizational structure of local government

- Specify specific criteria for each type of administrative unit in the country to achieve stability and end excessive division as seen recently.

- Clearly define the functions, tasks, powers, and responsibilities of local authorities based on a clear and reasonable division of power between the central government and localities, distinguishing the functions and tasks of urban administrative authorities from those of rural administrative authorities; organize the People's Council and People's Committee at each level according to the provisions of the amended Constitution and the amended Law on Organization of People's Councils and People's Committees.

- Reorganize and restructure specialized agencies under the People's Committees at all levels towards clear accountability, distinct division of labor, streamlined organizational structure, enhanced professionalism, and faster resolution of individual and organizational matters.

2.7. Improve management methods and work styles of administrative agencies at all levels.

- Clearly define working principles and coordination regulations in the operation of the administrative apparatus. Specify duties, authority, and responsibility of heads of agencies and units for the results of the apparatus they oversee.

- Eliminate formalistic practices without substantial effectiveness, reduce meetings, and decrease administrative paperwork. Enhance the responsibility and capacity of administrative agencies in resolving individual and organizational matters.

2.8. Gradually modernize the administrative system.

- Implement the application of information technology in the directive and operational activities of the state administrative system; apply advanced management tools and methods in state administrative agencies.

- Increase investment so that by 2010, administrative agencies have relatively modern equipment, ensuring that administrative agencies at the commune level nationwide have offices and working facilities suitable for their management tasks; establish a wide-area computer network of the Government reaching down to the commune level.

3. Reform and improve the quality of the cadre and civil servant workforce.

3.1. Reform cadre and civil servant management work.

Reform cadre and civil servant management work to be consistent with economic and social development and administrative reform:

- Conduct a comprehensive survey and evaluation of the cadre and civil servant workforce to accurately determine the quantity and quality of the entire cadre and civil servant workforce, on this basis plan and build training and development plans for the cadre and civil servant workforce. Establish a cadre and civil servant database to gradually shift to managing cadres and civil servants through a computerized system in central and local state administrative agencies;

- Amend and supplement the current system of ranks, grades, and regulations on professional standards and titles of cadres and civil servants. Complete a system of job standards appropriate to Vietnam's reality and the professional requirements of each category, serving as a basis for evaluating the capabilities of cadres and civil servants;

- Determine a reasonable cadre and civil servant structure linked to functions and tasks in central and local state administrative agencies, serving as a basis for staffing and building and developing the cadre and civil servant workforce. Improve the staffing method as a basis for deciding the number, quality, and structure of cadres and civil servants in accordance with the workload and quality of work of each administrative agency;

- Perfect the recruitment system for cadres and civil servants, implement new regulations on assessment, rewards, and disciplinary measures for cadres and civil servants to enhance the quality of public service activities. The examination mechanism must ensure democracy, transparency, and the selection of qualified individuals into the state apparatus, paying attention to ensuring an appropriate proportion of female cadres and civil servants in different sectors and fields;

- Develop uniform regulations on staff reduction in administrative agencies and public institutions at the central and local levels to regularly remove from the apparatus cadres and civil servants who lack capability and qualifications, those who violate laws and professional ethics, creating conditions for renewal, rejuvenation, and enhancement of the cadre and civil servant workforce;

- Reform and enhance the capabilities of agencies and personnel responsible for managing cadres and civil servants, public service activities, in line with the requirements and tasks of the period of industrialization and modernization;

- Amend the division of responsibility for managing cadres and civil servants. Expand the rights and responsibilities of local authorities in managing cadres and civil servants. Personnel management decentralization should go hand in hand with task decentralization and financial decentralization.

ư3.2. Reform salary and incentive policies.

Reform salaries based on the view that salaries are a direct form of investment in people, contributing to economic and social development, enhancing the quality of cadres and civil servants and public service activities. The main tasks are:

- Raise the minimum wage for cadres and civil servants to a living wage. Reform the wage scale system based on the nature and characteristics of labor for various types of cadres and civil servants; adjust the multiple and wage coefficients in the scales;

- By no later than 2005, complete the basic reform of the salary system for cadres and civil servants, fully monetize salaries, and adjust salaries in line with the pace of income growth in society;

- Amend and supplement regulations on allowances outside wages based on rank, grade, and professional and vocational levels of cadres and civil servants working in difficult, dangerous, and harmful conditions;

- Issue and implement bonus systems for cadres and civil servants who excel in their tasks and other non-wage incentive systems for cadres and civil servants.

3.3. Training and retraining of cadres and civil servants.

- Review the training and retraining of cadres and civil servants, develop and implement training and retraining plans for cadres and civil servants in the state administrative apparatus according to categories: policy advisory cadres and civil servants; administrative and public service cadres and civil servants; and grassroots administrative cadres.

- Continue to reform the content and methods of training and retraining, focusing on enhancing administrative knowledge and skills for the cadre and civil servant workforce according to their responsibilities and tasks. Each type of cadre and civil servant has a corresponding training and retraining program and content.

Combine regular training with non-formal training methods, domestic training, and overseas training. Encourage civil servants to self-study with the support of the State.

- Reorganize the system of training institutions for cadres and civil servants; adjust the division of labor among training institutions. Create conditions for the National Academy of Public Administration, cadre training schools of provinces and cities to be able to proactively train a portion of human resources serving the central and local state administrative machinery.

3.4. Enhance the sense of responsibility and ethics of cadres and civil servants

- Strengthen measures to educate cadres and civil servants about their sense of responsibility, dedication, and loyalty to their work. Establish professional ethics standards for cadres and civil servants. Promote the profession and honor of cadres and civil servants.

- Enact and strictly implement the Code of Conduct, linked to implementing democratic regulations within state administrative agencies, thoroughly implementing the principle of transparency in public service activities, especially those directly related to citizens, in financial and budgetary areas; ensure the implementation of discipline in the machinery, enhance responsibility, and organizational discipline awareness among the cadre and civil servant workforce.

- Vigorously combat bureaucracy and corruption within the state apparatus. Implement audit systems and mechanisms to protect state assets and the national budget.

4. Financial Reform

4.1. Reform the mechanism for分级划分管理和预算, ensuring the unity of the national financial system and the guiding role of the central budget; at the same time, promote the initiative, dynamism, innovation, and sense of responsibility of localities and sectors in managing finance and the budget.

4.2. Ensure the decision-making power over local budgets by People's Councils at all levels, creating conditions for local authorities to proactively handle local affairs; the decision-making power of Ministries, Departments, Committees, and sectors regarding the allocation of the budget to subordinate units; the autonomy of budget-using units within the approved budget framework in accordance with regulations and policies.

4.3. On the basis of clearly distinguishing between administrative agencies and public service organizations, in the two years 2001 and 2002, reform the budget allocation mechanism for administrative agencies, abolish the system of funding based on the number of staff positions, replace it with calculating funding based on results and quality of operations, focusing on output control, quality of expenditures according to the objectives of administrative agencies, reforming the expenditure standard system to be simpler, increasing the autonomy of budget-using agencies.

4.4. Fundamentally reform the financial mechanism for the public service sector

- Establish the correct concept of public services. The State has the responsibility to care for the material and cultural life of the people, but this does not mean that all public service tasks must be directly undertaken by state agencies. In each field, clearly define the tasks that the State must invest in and directly implement, and those tasks that need to be transferred to social organizations.

The State has policies and mechanisms to create conditions for enterprises, social organizations, and the people to directly provide production and living services under the guidance, support, and supervision of state administrative agencies.

- Abolish the financial distribution mechanism based on the "request-grant" model, issue mechanisms and policies to implement the self-financing system for public service units such as universities, hospitals, research institutes, etc., based on determining the tasks to be performed, the level of financial support from the state budget, and the remainder to be covered by the units themselves.

4.5. Pilot the implementation of some new financial mechanisms, such as:

- Leasing public service units, leasing land for building educational facilities, hospitals; social insurance and health insurance systems for cadres and civil servants transferring from public to private units;

- Mechanisms to encourage domestic and foreign investors to develop vocational training institutions, universities, postgraduate institutions, high-quality medical facilities in cities and industrial zones; encourage joint ventures and direct foreign investment in this area;

- Implement a contracting system for certain types of public services such as urban sanitation, water supply and drainage, park greenery, agricultural water supply, etc.;

- Implement a contract system for certain public services within administrative agencies.

4.6. Reform auditing work for administrative agencies and public service units to enhance responsibility and efficiency in the use of funds from the state budget, eliminate multiple inspection, audit, and review bodies for administrative agencies and public service units. Implement democracy, transparency, and clarity in public finance, all financial indicators are publicly disclosed.

IV. IMPLEMENTATION

1. Major Solutions

1.1. Strengthen leadership and management

Administrative reform requires profound changes in thinking and understanding about the organization and implementation of reform. Based on deep lessons learned from administrative reform in recent times, it is necessary to strengthen leadership and implementation of administrative reform from the central level in a resolute manner. To implement the overall program of administrative reform for the period 2001-2010, there needs to be political determination from the highest Party and State leaders, and the heads of administrative agencies at all levels.

1.2. Synchronize administrative reform with the renewal of the political system

The overall program for administrative reform of the State for the period 2001-2010 must be organized and implemented in a coordinated manner with the renewal of the political system. The Party leads all activities of the State, among which the executive apparatus is an important tool to implement the Party's policies and guidelines. The renewal of the organization and operation of the Party, primarily the renewal of the content and methods of leadership of the Party, is extremely important for administrative reform. The guidance on administrative reform must be closely linked to the guidance on the renewal of legislative activities and judicial reform.

1.3. Implementing comprehensive administrative reform from central to local levels

Implementing comprehensive administrative reform across sectors and levels; prioritizing strong efforts at central ministries and agencies, thereby creating a foundation to motivate and promote administrative reform in local governments. It is necessary to overcome the passivity and lack of urgency of central ministries and agencies in amending systems that are no longer appropriate; in decentralizing authority to local governments.

Clearly defining the responsibility of heads of state administrative agencies in organizing the implementation of administrative reform tasks within their jurisdiction. From the Government, the Prime Minister to ministers, heads of ministerial-level agencies, and chairpersons of people's councils at all levels must genuinely devote effort to guiding and implementing the administrative reform tasks already set out, considering these as key and ongoing tasks in the entire process of directing and managing by state administrative agencies at all levels.

1.4. Ensuring adequate financial and human resources

To implement the overall program for administrative reform of the State for the period 2001-2010, it is necessary to mobilize and allocate sufficient capable personnel for preparing and implementing the assigned tasks. Enhancing the research and guidance capabilities of agencies responsible for assisting the Government and people's councils at all levels in organizing the implementation of administrative reform tasks.

Allocating necessary financial resources from the state budget to build and implement specific action programs that have been determined.

1.5. Strengthening information and propaganda work

Administrative reform is not only the work of the administrative system but also a common requirement of the whole society. Therefore, it is necessary to strengthen propaganda and information dissemination so that all cadres, civil servants, and citizens can correctly understand the reform of the state apparatus and administrative reform. Practical measures should be taken to ensure the public's right to supervise the activities of the administrative apparatus.

2. Stages of Implementation of the Overall Program for Administrative Reform of the State for the Period 2001-2010

The ten-year overall program is divided into two stages:

- Stage 1 (2001-2005): The main task is:

+ Clearly defining the functions, responsibilities, authorities, and duties of administrative agencies from the Government, ministries, ministerial-level agencies, and agencies under the Government to people's councils at all levels;

+ Completing basically the decentralization of functions and authorities in state management between the central and local levels; between different levels of local government;

+ Reforming the operational mechanisms and public financial management of administrative agencies and public service units;

+ Completing basically the reform of the salary system for cadres and civil servants according to the spirit of the Ninth National Congress Resolution of the Party.

Main solutions in the years 2001-2002:

+ Continuing to perfect the institutional framework of the state apparatus through amendments to the 1992 Constitution and laws on the organizational structure of the state apparatus;

+ Central ministries and agencies, provincial people's committees continue to implement the review of functions and responsibilities, determine organizational structures, and implement staff reduction according to the Prime Minister's Decision No. 207/1999/QD-TTg dated October 25, 1999, and the Government's Resolution No. 16/2000/NQ-CP dated October 18, 2000;

+ Having policies to satisfactorily resolve the excess personnel;

+ By the end of 2002, completing the draft for the basic reform of the salary system for cadres and civil servants to be able to implement from 2003;

+ Building and implementing new mechanisms for the organization and operation of universities, hospitals, and scientific research institutes;

+ Submitting to the new National Assembly (XI) in 2002 for approval of the organizational structure of the Government that has been reformed in accordance with the spirit of administrative reform.

- Stage 2 (2006-2010): Based on the results achieved in Stage 1, continuing to adjust and complete the machinery of the Government and the entire administrative management system of the State to meet the requirements of economic and social development, achieving the overall goals of the overall program for administrative reform of the State for the period 2001-2010.

3. Action Programs to Implement the Overall Program

The overall program for administrative reform of the State for the period 2001-2010 shall be implemented through the following specific action programs:

3.1. Program to renew work on drafting, promulgating, and improving the quality of regulatory legal documents

- Main contents:

+ Renewing procedures and processes for preparing and promulgating regulatory legal documents, as well as methods of cooperation and division of labor among relevant agencies in preparing and promulgating such documents;

+ Mobilizing the participation of experts, the public, and key stakeholders related to the provisions in the documents during the process of drafting and approving the documents;

+ Amending and supplementing the Law on Drafting Regulatory Legal Documents 1996 and related Decrees; drafting and promulgating the Law on Drafting Regulatory Legal Documents for local authorities;

+ Enhancing the capacity of agencies and organizations in drafting and promulgating regulatory legal documents.

- Timeframe for implementation: 2001-2010, divided into two phases: 2001-2005 and 2006-2010.

- Lead agency: Ministry of Justice and Government Office.

3.2. Program to research the role, functions, and organizational structure of agencies within the State administrative system

- Main contents:

+ Determining the roles and functions of the Government, Ministries, and equivalent agencies with a focus on macro-level state management across society;

+ Reviewing the functions and tasks of central ministries and sectors to address overlapping and duplication issues; gradually eliminating unnecessary tasks that do not need to be performed by state agencies;

+ Researching and redefining the organizational structure of the Government, Ministries, equivalent agencies, and government bodies;

+ Streamlining government agencies with state management functions;

+ Redefining the organizational structure of Ministries, equivalent agencies, and government bodies to be more efficient and streamlined;

+ Determining the roles and functions of local authorities at all levels, distinguishing clearly between urban and rural management characteristics and methods;

+ Studying and implementing decentralization between central and local authorities in various sectors and fields;

+ Defining an appropriate organizational structure for local authorities at all levels.

- Timeframe for implementation: 2001-2010, divided into two phases: 2001-2005 and 2006-2010.

- Lead agency: Government Organizational Affairs and Cadres Board and Government Office.

3.3. Program to streamline staffing

This program will continue to be implemented from 2001 to 2002 based on Resolution No. 16/2000/NQ-CP dated October 18, 2000 of the Government on streamlining staffing in administrative agencies and public service units.

Leading agency: Government Organization and Cadre Board.

3.4. Program to build and improve the quality of cadres and civil servants

- Main contents:

+ Reassessing and amending cadre classification and standard-setting;

+ Implementing decentralized personnel management;

+ Reforming training and development methods for cadres and civil servants;

+ Determining appropriate training and development content and programs for cadres and civil servants, focusing on administrative civil servants and grassroots authority cadres;

+ Developing and implementing training and development plans for cadres and civil servants, including the Government's general plan, sectoral plans, and local authority plans;

+ Reorganizing the training and development system for cadres and civil servants based on reasonable delegation and decentralization;

+ Building human resource management tools with the assistance of information technology.

- Timeframe for implementation: 2001-2010, divided into two phases: 2001-2005 and 2006-2010.

- Lead agency: Government Organizational Affairs and Cadres Board and National Academy of Public Administration.

3.5. Program to reform salary systems

- Main contents:

+ Increasing the minimum wage level;

+ Reforming the salary scale system to suit administrative civil servants and public service staff;

+ Rationalizing grades and ranks;

+ Implementing non-wage incentive systems;

+ Rewarding civil servants who excel in their duties.

concerning the classification and determination of state management authority in the field of crop production- Timeframe for implementation: 2001-2005.

- Lead agency: Government Organizational Affairs and Cadres Board.

3.6. Program to reform financial management mechanisms for administrative agencies and public service units

- Main contents:

+ Establishing new criteria for budget construction and allocation for administrative agencies based on output results, activity quality, and task completion levels;

+ Implementing cost-sharing systems in administrative agencies;

+ Developing financial mechanisms suitable for organizations performing public service functions and public service units to ensure relative independence and autonomy in operations, reducing reliance on state budget funding towards self-financing.

- Timeframe for implementation: 2001-2005.

- Lead agency: Ministry of Finance.

3.7. Program to modernize the administrative system

- Main contents:

+ Reforming the management methods of the administrative system;

+ Modernizing offices, ensuring relatively modern equipment and working conditions for administrative agencies;

+ Applying information technology in the activities of administrative agencies and public service units;

+ Continuing to upgrade and expand the wide-area computer network of the Government to four levels of authority;

+ Commune-level authorities having offices and working facilities meeting the requirements of management tasks.

- Timeframe for implementation: 2001-2010, divided into two phases: 2001-2005 and 2006-2010.

- Lead agency: Government Office.

4. Responsibilities for organizing and implementing the overall program for administrative reform of the State for the period 2001-2010

4.1. The Prime Minister shall provide overall guidance on the implementation of the overall program for administrative reform of the State for the period 2001-2010.

4.2. The Government Administrative Reform Steering Committee shall assist the Prime Minister in providing guidance and direction on the implementation of the overall program for administrative reform of the State for the period 2001-2010.

4.3. Agencies responsible for leading specific action programs shall be responsible for developing the programs, submitting them to the Prime Minister for approval, serving as the focal point for coordinating with relevant agencies to implement them.

4.4. The Government Organizational Affairs and Cadres Board shall lead and coordinate with the Ministry of Planning and Investment, the Ministry of Finance, and the Government Office to develop plans for mobilizing domestic and foreign resources according to the requirements of the overall program for administrative reform of the State for the period 2001-2010.

4.5. The ministries, central agencies, and provincial and municipal people's committees directly under the central government shall base themselves on this overall program and the guidance of the Government Administrative Reform Steering Committee to develop and implement five-year and annual administrative reform plans, and report annually to the Prime Minister and the Government Administrative Reform Steering Committee.

The Government Organization and Cadres Department and the Government Office are responsible for monitoring the progress of implementation, regularly reporting the situation and results of implementation to the Government and the Prime Minister.