Originated from people who dare to act for the people
Reform cannot go far without committed people - and a civil service ecosystem that retains, empowers and inspires them to continue to shine for the Fatherland and the people.
Right from the grassroots, many models have proven that when trusted, talented people will find ways to create value. For example, in Hong Linh town ( Ha Tinh ), the initiative "Legal Q&A Forum" initiated by a young Head of the Justice Department not only helps people access the law, but also enhances accountability and improves public services. A small change - but reflects a big thing: when given the opportunity, dedicated officials not only complete their tasks, but also inspire confidence in reform.
From such people, we can clearly see that reform is coming to life - through responsibility, creativity and a spirit of being close to the people. But for that reform to be sustainable, it is necessary to reconstruct a new public service reference system - with four pillars of values: dedication is an honor - demonstrated through concrete improvements; being close to the people is political ethics - measured by trust from the grassroots; efficiency is the basis for arrangement - by clear results; transparency is the organizational principle - every decision has a reason and can be criticized. This is a system of living values for the apparatus to select people by ability, retain people by value and strengthen trust from practice.
The 5-year period after the merger is the “golden time” to raise the standards of the team. A generation of young cadres is ready to innovate, needs to be discovered, trusted, and given the opportunity to contribute. But keeping good people is not just keeping young people. Reform needs both “growing green shoots” and “roots that have created value”. Along with that, there needs to be transparency in screening those who do not meet the requirements - based on actual results, with dialogue, with social feedback, but definitely fair. At that time, the public service environment is not only a place where talented people want to stay - but also a system capable of self-adjusting, self-improving - for the people.
Empower - motivate - inspire
Retaining talent is not only about policies, but also about an ecosystem that nurtures trust and aspiration. That is where talented people are developed and inspired to spread value.
Honor - so that talented people can shine: provinces and cities can organize the annual "Outstanding Reform Cadres" Award; establish a "Golden Board of Action Cadres" and select bright examples to form a "Collection of Reforms from the Grassroots" - to create a model to inspire the system. Empower - so that talented people can be promoted: allow outstanding reform cadres to participate in policy review councils, provincial administrative reform groups, or prioritize inclusion in special planning - if their work efficiency is outstanding, even if they do not meet administrative requirements. Create force - so that talented people have the means to act: pilot the "Grassroots Cadre Initiative Fund", provide financial, technical and communication support for innovative models originating from practice - as seen in a border commune, where young cadres designed an application to track petitions or visually map out the "one-stop" process.
Inspire - to spread the good people: Organize "Young reform cadres forum", communicate about dedicated people, close to the people, dare to innovate - to multiply good images in the eyes of the community.
More than anything, it is necessary to institutionalize by making the development of public service culture a separate goal in the Administrative Reform Program 2026 - 2030; promulgating the "3-close Code of Conduct": Close to people - close to practice - close to innovation.
Responsibility - transparency - efficiency
Reforming the apparatus is not just about restructuring, but about rebuilding trust. Retaining talented people through results, transparency, and specific mechanisms for them to be recognized, developed, and inspired to continue contributing. A system is only truly innovative when it attracts people who can do the job - and makes those who are not qualified see the need to change. At that time, streamlining the apparatus is not just about reducing quantity - but also increasing the quality of public service.
Imagine: a newly merged border commune is breathed new life when young cadres who dare to think and dare to do are given opportunities. A province announces the index of “retaining good people” as a political commitment to the people… That future comes from concrete, responsible, time-bound, and evaluated actions. Each locality can start with things that do not cost the budget: publicizing the staff competency scorecard; giving the right to criticize personnel to the Front and independent councils; assigning the target of “retaining good people” as a reform KPI to the leader.
Keeping talented people and giving them the opportunity to contribute and serve is lighting the fire and spreading the "heartbeat" of the apparatus, strengthening the belief in an administration that is changing strongly for the Fatherland and the people.
Quang Ninh is a typical example. The Public Administration Service Center here operates on the principle of “living achievements” - each record is monitored in real time, transparently showing who did it, what, for how long, and what the results were. Leaders do not need to ask “who did it well”, because the data speaks for itself. “I do not need to present achievements anymore - because they are displayed every day on the system”. - shared by an administrative officer, showing the power of transparency.
In some districts in Ho Chi Minh City, when people come to fill out documents, they are invited to evaluate the staff: service attitude; level of guidance; processing time; overall satisfaction. Most importantly, the results of this evaluation are made public, compared with rewards and emulation. Thanks to that, the staff are forced to change their service attitude. The apparatus gradually shifts strongly to transparency - responsibility to society. When people are given the right to rate, they are not only beneficiaries, but also become companions in retaining good staff.
Hai Phong City is testing a staff competency scorecard in a number of departments and administrative units. This scorecard measures: quantitative work results (records, initiatives, feedback); competition points according to the evaluation organization; level of coordination, reform spirit; application of technology, process innovation. The entire scorecard is made public internally. Those who do well know where they are - have the motivation to move forward. Those who do not do well also know what they lack - have a reason to strive. "Since having a personal scorecard, I feel I have the opportunity to be recognized with clear numbers" - shared by a young civil servant in Ngo Quyen district.
That thinking needs to be extended to higher levels. Local leaders also need to be judged by concrete reform results, retention rates of talented people, and genuine levels of citizen satisfaction.
We are facing a unique opportunity - to create a new administration : Responsibility - transparency - efficiency . As General Secretary To Lam emphasized: "Personnel work is very important, now it is even more important in the face of new requirements". Because retaining talented people - is not only an immediate solution, but also a solid foundation for the era of strong growth of the nation.
Source: https://daibieunhandan.vn/bai-cuoi-vi-mot-nen-hanh-chinh-phung-su-nhan-dan-post411360.html
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