Officials must pave the way for development.
In recent working sessions with departments, agencies, and localities, the Secretary of the City Party Committee and Head of the City's National Assembly Delegation, Quan Minh Cuong, consistently emphasized the need to accurately assess, utilize, and develop the capabilities of cadres, especially their organizational and implementation skills. This is becoming a crucial requirement in the reform of cadre work in Quang Ninh, where while qualifications remain a necessary condition, practical competence, suitability for the job position, and work results are increasingly valued.
In the new development landscape, where tasks are broader, authority is more strongly decentralized, and fields are increasingly interconnected, officials, especially leaders and managers, cannot simply excel in the work of a single agency or field. The requirement is to view issues holistically, select the right priorities, coordinate resources, and ensure their successful implementation. Leaders must transform policies into concrete tasks, clearly defining responsibilities, responsibilities, timelines, and expected results.
At the grassroots level, the competence of officials is most clearly demonstrated through their ability to translate policies into practice and address the specific needs of citizens and businesses. Nearly 4,000 commune-level officials and civil servants are the direct force operating the administrative apparatus, organizing tasks, and handling daily work at the local level. Therefore, the competence of officials cannot be measured solely by the number of documents issued or meetings held, but must be seen in concrete changes: smoother procedures, thorough handling of requests, resolution of project obstacles, and timely completion of tasks. This becomes even clearer when local governments operate at two levels, with communes being given additional tasks and powers, thus placing higher demands on the competence of their staff. Decentralization and delegation of power are only truly effective when accompanied by the competence, responsibility, and decision-making ability of those entrusted with the authority.
As the scope of development expands, the demands on the capacity of officials increase. A transportation project may simultaneously involve planning, land use, land clearance, public investment, and urban development; an industrial park is linked to infrastructure, electricity, water, labor, housing, and services; border trade involves trade, logistics, and transportation; and tourism requires the connection between infrastructure, environment, urban development, and services. These issues cannot be solved by management thinking focused on each sector separately. Leaders must be able to connect different sectors, coordinate at all levels, identify bottlenecks, and proactively address them within their authority. This is precisely the organizational and implementation capacity that needs to be increasingly important in the evaluation of officials.
This requirement is clearly institutionalized in Resolution No. 09-NQ/TU dated May 28, 2026, of the Standing Committee of the Provincial Party Committee (now the City Party Committee) on improving the quality of grassroots officials in the 2026-2030 period. The Resolution identifies the need to build a team of grassroots officials with strong political convictions, qualities, capabilities, prestige, and responsibility, meeting the requirements of operating a two-tiered local government and the development goals of the new period. At the same time, it sets out the requirement to standardize and professionalize the team, improve management capacity, and link official evaluations to work results and the level of satisfaction of citizens and businesses. The Resolution also sets a target of 100% of commune-level officials and civil servants receiving training and professional development to enhance their expertise and digital skills; and linking official evaluations to work results and the level of satisfaction of citizens and businesses.
Notably, the Resolution sets targets for the period 2026-2030: over 10% of young cadres under 42 years old will meet the qualifications and conditions for nomination to Party committees for the 2030-2035 term; at least 90% of leading cadres from the vice chairman of the People's Council and People's Committee at the commune level and above will have advanced political theory qualifications; and an average of about 20% of cadres will be rotated or transferred annually between the city and commune levels or between communes, wards, and special zones. These figures show that personnel work is being considered not only for immediate operational requirements but also for preparing a leadership pool for a longer development period.
Based on that requirement, training and professional development for officials must be closely aligned with their positions and tasks. Training content should not only aim to improve standards but also help officials better address practical issues such as commune-level governance, digital transformation , land management, finance and budget, public investment, citizen engagement, dialogue, and serving businesses. The important thing is not the number of classes or certificates added, but the ability to translate knowledge into effective work. Officials in charge of land management must be able to handle issues arising from land; officials in charge of digital transformation must transform technology into tools to serve the people; and leaders must know how to organize work, coordinate forces, and be accountable for the progress and quality of assigned tasks.
Along with training comes innovation in the way personnel are used and evaluated. The right person for the right position, the right skills for the right task, the right strengths for the right location, and the right responsibility for the right results must become a unified chain in personnel management. When the measure shifts from "meeting the standards" to "having the capacity to do the job," the selection, training, placement, and evaluation of personnel must also change accordingly. Therefore, reforming personnel management is not just about changing a few steps in the personnel organization process, but about creating a team capable of meeting development requirements. In this new context, personnel are not just implementers of policies, but must contribute to paving the way for those policies to be put into practice. When personnel are placed in the right positions, assigned the right tasks, trained in practice, and evaluated by results, the strength of the system will be transformed into the capacity for action. This serves as a foundation for Quang Ninh to improve the quality of governance, effectively implement decentralization and delegation of power, and transform the advantages of the city's space into concrete results in daily life.
Choose the right people, assign the right tasks.
One of the ways Quang Ninh province is concretizing the requirement to improve the quality of its workforce is by sending capable and experienced officials to the right places where they are needed, linking personnel placement with the actual requirements of each locality. In the second quarter of 2026, Quang Ninh deployed, rotated, and reinforced 27 leading and managerial officials to hold the position of Vice Chairman of the People's Committee of communes, wards, and special zones. The majority are young officials under 40 years old with expertise in land, planning, construction, finance, and digital transformation. The placements are based on competence, strengths, job positions, and the requirements of each locality.
This approach both supplements resources at the grassroots level and creates an environment for staff to gain practical experience. Because each locality has different requirements, staff must be placed in positions that match their expertise, strengths, and the tasks they need to address. Areas needing to resolve land-related and planning issues require staff with specialized knowledge; areas with a large volume of work related to finance and public investment require personnel with organizational and control skills; and areas promoting digital transformation require staff capable of integrating technology into the regular operations of the system.
For Nguyen Duc Duong, Vice Chairman of the Cam Pha Ward People's Committee, being seconded from the province to the grassroots level was also a transition from specialized work to direct management in the area. He said: "When I came to work in the locality, I determined that the first thing I had to do was quickly grasp the area, understand the actual situation, and be close to the people. This is also a very good environment for officials to be trained, challenged, and develop their abilities through practical experience."
In a new position, specialized knowledge only truly becomes valuable when it is translated into the ability to handle the work. Officials must understand the local area, grasp the issues that concern the people, and know how to coordinate with various departments and forces to resolve issues completely. This process also provides the Party committee with a basis for evaluating officials not only through their resumes, qualifications, or job title standards, but also through their ability to undertake and complete assigned tasks.
In Khe Su area, Yen Tu ward, the story of young cadres reveals a different approach to personnel placement. Following the reorganization, Dang Van Khoi, born in 1998, a graduate of the Vietnam Youth Academy and Deputy Secretary of the Ward Youth Union, was appointed Party Branch Secretary and Head of the area; Dang Thi Ha Giang, a law graduate, assumed the position of Deputy Party Branch Secretary and Head of the Front Committee. Transitioning from Youth Union work to directly managing the area, these young cadres quickly grasped the local situation, innovated methods of propaganda and mobilization, and applied digital technology in management. The area's social media channels became a two-way communication tool, both conveying policies and receiving feedback from the people.
According to Ms. Hoang Thi Ha, Standing Committee Member of the Party Committee and Head of the Party Building Committee of Yen Tu Ward, after the reorganization, 34 villages and neighborhoods were restructured into 14; 70 Party members participated in the Party committees of the branches, of which 40 had professional qualifications from intermediate level upwards and 9 were under 40 years old. The bold decision to assign young cadres with professional skills and capabilities to the grassroots level both met immediate work requirements and created a pool of successor cadres for the locality.
From specific cases, it can be seen that the value of personnel rotation and strengthening lies not only in addressing staffing needs at a particular point in time. More importantly, it is the process of placing cadres in different work environments to be assigned tasks, challenged, and proven by results. Through this, cadres have the opportunity to grow, and Party committees have more basis for training, assigning, and utilizing them appropriately.
At the grassroots level, this requirement is clearly demonstrated through the quality of daily work. In Quang Duc commune, the digitization of documents from the initial reception stage, the implementation of a 5-step electronic process, digital signatures, and cashless payments are consistently maintained. In the first eight months of 2026, the commune processed 4,547 out of 4,557 documents correctly and ahead of schedule, achieving a 99.8% success rate. Behind these figures lies the requirement for officials to change their working methods, master the new processes, and take responsibility for the progress and quality of their work.
Not only meeting immediate needs, Quang Ninh also focuses on preparing a pool of cadres from an early stage and from afar, paying attention to young cadres, female cadres, cadres from ethnic minorities, and promising individuals; while ensuring continuity and stability in the key leadership team at the grassroots level. Along with this is the requirement to assign cadres with appropriate expertise in key areas such as finance, planning, resources, environment, agriculture , transportation, construction, and land management. In June 2026, the Standing Committee of the Provincial Party Committee (now the City Party Committee) coordinated with the Ho Chi Minh National Political Academy to organize two training courses to update knowledge for 90 incumbent cadres holding leadership and management positions under the management of the Standing Committee of the Provincial Party Committee. The training content aimed not only to update theoretical knowledge but also to enhance leadership and management capacity in the new context. In the 2026 plan, Quang Ninh province expects to organize 122 training courses for over 10,700 officials, civil servants, and public employees; in the 2026-2030 period, it is expected to organize 574 courses with 38,482 participants, including 88 courses at the commune level with over 10,000 participants.
From selection and placement to training and evaluation, personnel management is increasingly focused on the need for competent performance. Officials in charge of a particular field must demonstrate competence within that field; leaders must be judged by their ability to correctly identify issues, organize implementation, coordinate resources, and take responsibility for results. This is also a condition for innovating leadership methods to enhance effectiveness. Greater decentralization and delegation of authority require grassroots officials to possess sufficient decision-making and accountability capabilities; digital transformation demands that officials master new tools, data, and processes. When officials are appropriately selected, assigned the right tasks, trained to meet specific needs, and evaluated based on results, the capabilities of each individual will be transformed into the operational capacity of the entire system.
Quang Ninh has entered a new development space with higher demands on governance and implementation. Therefore, personnel management should not only focus on ensuring "meeting the standards," but also aim to build a team with sufficient capacity to work, sufficient courage to make decisions, and sufficient responsibility to see things through to the end. This is the human foundation for new leadership methods to be put into practice and for the advantages of the new development space to be transformed into concrete results.
Source: https://baoquangninh.vn/bai-2-khau-then-chot-phai-vung-chac-post3422696.html
