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NATIONAL ACADEMY OF PUBLIC ADMINISTRATION

LÊ NGỌC HỒNG

COMPLETING THE ADVISORY WORK OF THE
CENTRAL STATE ADMINISTRATIVE AGENCIES

Major: Public administrative management
Code: 62 34 82 01

SUMMERY OF THE DOCTORAL THESIS OF PUBLIC
ADMINISTRATIVE MANAGEMENT

HÀ NỘI – 2019


The Thesis is completed at: NATIONAL ACADEMY OF PUBLIC
ADMINISTRATION

Science instructors:

1. ASSOC. PROF. PHD. LƯU KIẾM THANH
2. ASSOC. PROF. PHD. NGÔ THÀNH CAN

The Thesis is defended at Council
…………………………
National Academy of Public Administration
Place: Meeting hall … Building … Hall of Doctoral Thesis protection
National Academy of Public Administration
No: 77, Nguyễn Chí Thanh, Đống Đa, Hà Nội
Time: ...........................................

The Thesis can be found at National Academy of Public
Administration’s library or the graduate school website.


INTRODUCTION
1. The reason for choosing the topic
After joining the WTO, Vietnam must prepare to face many challenges
to improve the State administrative management level, to improve
administrative decisions and the State administrative management capacity,
to strengthen inspection and supervision as well as to build a long-range
strategy to increase the competitiveness index and bring the country through
difficulties and challenges of the big playground. One of the basic conditions
which ensures the improvement of administrative decisions and
administrative management capacity is in the role of counselor. The advisory
apparatus is responsible for proposing solutions in policies and strategies as
well as in deployment, inspection and implementation monitoring.
While, a series of problems which arise in both technical and advisory
organization activities shows the urgency of completing the legal system as
well as ensures technical elements for the advisory apparatus to operate in

line with the tasks in the new period.
The era of knowledge economy requires the enhancement of knowledge
content in socio-political economic activities. Staff position thereby is
enhanced as one of the basic and decisive factors for the development. This is
the reason why the author chose the research direction of “Completing the
advisory work of Central State administrative agencies”
2. Research purposes and tasks
Research purpose of the topic: Proposing solutions to improve the
operational efficiency of advisory work in Central State administrative
agencies.Research tasks: the thesis concentrates on doing the following tasks:
- Systematizing the theoretical basis for: advisory work;
- Carrying out the survey of real situation of advisory management
organization, the real situation and results of advisory activities in Central
state administrative agencies.
- By evaluating the real situation and analyzing the causes, Thesis provides
specific solutions to introduce advisory organization model in accordance with
current requirements and necessary conditions when applying the modernization
model of advisory work.
3. Research subjects and scopes
Thesis researches the completing Solutions of advisory work for the
Central State administrative agencies.
Reseach scopes of the thesis:
To study the advisory work in the State administrative management in
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the period of 2010-2014, the period is short but there are many strong
changes associated with the promotion of administrative reform in the second
stage of Vietnam. The thesis researches real situation of advisory work,
identifies and surveys and evaluates the organization and implementation

elements which ensure advisory work limited in Central state management
agencies’ advisory activities.
4. Methodology and research methods
Methodology: The topic is studied on the basis of the methodology of
Mac Leninism and Ho Chi Minh's thought about building a socialist rule-oflaw state by the people and for the people.
Specific methods are applied to research: Methods of sociological
investigation, statistic, synthesis, comparison, analysis and systematic
method,…
5. Research questions and scientific hypotheses
Research questions:
a, What is the theoretical basis for this study of advisory work of the
Central state administrative agencies?
b, How is the advisory work of the Central state administrative
agencies organized and implemented now? How does the advisory work now
meet the requirements of state administrative management? What advantages
does the advisory work have to promote and what limitations need to be
overcome? How are current core conditions which ensure the quality of
advisory work of the Central state administrative agencies satisfied?
d, What are solutions to improve the advisory work of the Central state
administrative agencies
Scientific hypotheses:
From the perspective of public administration science, the construction
of solutions to complete the advisory work of the Central state administrative
agencies will ensure quality, ensure requirements on the rationality, legality,
consistency and feasibility of Central state administrative management
decisions, and ensure ensure effectiveness for macro directions; Since then,
ensure the efficiency of the state administrative management in general.
6. New contributions of the topic
Systematizing theoretical knowledge about the advisory work, finding
out and learning from Vietnam and Internation’s practical experience about

the advisory activities of effective policy.
Stating real situation of quality results of the advisory work in Central
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state administrative management, requirement meeting levels of the advisory
work about state administrative management in Central State Agencies.
Proposing solutions to improve effect for the advisory work in the
Central state administrative agencies, turning them out the bases for reference
and applying to the state administrative advisory work at all levels and
sectors.
Setting up assessment tools, assessment standards for advisory
activities. Applying incentive with money or gifts to creat incentives for
advisory activities. Building a flexible advisory organization process.
Building a systematic model of information support center for
interdisciplinary advisory, strategic policy institute, socialization of advisory
work. Establishing conditions for applying managing methods of
innovations regularly, continuously and periodicly.
Organization and advisory activities will be developed and carried out
flexibly, gathering the collective and social intellect.
The theoretical and practical significance of the thesis:
a, Theoretical significance,
The thesis clearly defines position, tasks and role of the advisory work on
state administrative management activities; defines contents, theories about
organiztion of advisory activities, advisory process and advisory methods.
b, Practical significance,
The thesis has the following contributions:
- Evaluating the real situation of organization and state administrative
advisory staff at the Central, determing influence scopes of subjective
conditions on advisory performance

- Contructing solutions on all aspects to ensure a gathering of social
intellect and make legal bases as well as technical bases for the policy
proposal.
7. Thesis structure
The thesis is divided into 4 chapters:
Chapter 1. Overview of research situation on advisory work of the
Central state administrative agencies
Chapter 2. Theoretical bases on advisory work of the Central state
administrative agencies
Chapter 3. The real situation of advisory work of the Central state
administrative agencies
Chapter 4. Direction opnions and solutions to complete advisory work
of the Central state administrative agencies
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Chapter 1
OVERVIEW OF RESEARCH SITUATION
General assessment of research documents on technical and
technological factors in the advisory work can be considered under the
following angles:
Concept of advisory work and related terms
Domestic and foreign researches on advisory work include doctoral
thesis, master thesis, scientific research topic from ministerial level,
monographs, research articles in magazines, seminars, or posted on the web
forum… The documents include a few doctoral theses of Party advisory
skills, ministerial scientific research topics of Ministry office advisory
apparatus and most of articles in seminars, monographs, scientific articles.
The documents introduced the concept of advisory work, substance of
the advisory work in relation to other terms such as consaltation. However,

the documents have not analyzed the position and role of administrative
advisory work in the new stage yet. This concept only mentions to advisory
concept from an individual's operational perspective without mentioning to
advisory activities of an organization.
1.2. Skill, process, technical means of advisory work
Group of skills of collecting and processing advisory information of the
Central Party agencies: has many limitations in proactively covering
information from different channels. Specially the information is detecting
and forecasting. In addition to, there is still a lack of other contents such as
using professional techniques to check, verify, systematize information,
protect information secretly ...
Domestic and foreign documents verified the contents of advisory
skills, stages of advisory activities but they haven’t established an advisory
process in the office, administrative organization’s activities as well as they
haven’t built a method of organizing and operating the advisory apparatus,
coordination of parts and individuals in the advisory apparatus.
1.3. Research and organization of advisory work
The authors have paid attention to the factors that influence the
advisory skills. About organization, to pay attention to requirements of the
advisory process, appraisal ... However, the comments are only the proposals,
no specific researches.

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Documents only mentioned to advisory works of the Central Party
agencies. About government office staffs, there are only reviews and
evaluations to the practically advisory work of armed services such as police,
military. There are no comprehensive documents on the specific situations of
advising the government as well as no general researches on advisory

organization, the documents only assess advisory activities of the individual
staff.
1.4. Conditions and factors influence advisory activities
Especially, the authors stress on political and cultural factors in
advisory work. In addition, the authors also mention some issues related to
technical factors in requirements for the advisory work. According to the
authors, besides subjective factors of capacity and quality of the advisory
team, the following factors must be considered to make the advisory work
highly effective: the convenient environment for advisory staffs to collect,
circulate, process, exchange, compare, publish ... information.
Objective factors: Mechanisms, recruitment policies, remuneration
policies for specialists; training and cultivating the professional advisoory
expertise; conditions to ensure the consolidation and development of
advispry skills and organizations.
The research articles show the basic factors influenced the
effectiveness of advisory activities, but there are no research works which
could systematize these factors as well as no deep evaluations and full
analyses of correlation level among these factors and the quality of advisory
work
1.5. Solutions, technologies to complete the advisory work
In terms of practice, the documents survey advisory skills of the Central
Party officers, the Ministry office advisory apparatus. These documents focus
on reasearching the real situation of the officers’ advisory skills. These
documents only mention to advisory work of the Central Party agencies; in
terms of government office staffs, there are only reviews and evaluations to
the practically advisory work of armed services such as police, military.
There are no comprehensive documents on the specific situations of advising
the government as well as no general researches on advisory organization, the
documents only assess advisory activities of the individual staff.
Proposals for solutions are only specific solutions to improve the

advisory skills for the Central Party board. The documents haven’t studied
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solutions for advisory activities for the government or solutions for
organizing the advisory work. There are only individual solutions for
training, and specific remuneration policies for the advisory officers, there
are no overall solutions which have a macro level for the all and the one;
there are only linked solutions for the organization of policy advisory
apparatus but no specific solutions which have development of supporting
technology and application of specific calculation tools.
1.6. International experience on innovation of advisory work
In the world, some countries build the advisory process in the direction
of strengthening the responsibility in appraisal the legalilty of texts. Models
of the United States and Western countries are about organization and
construction of policies; models of Asian countries (India, China) are about
developing policy institutes; Experience in some countries like France, they
recruit strictly with the rate is 200/thousands people; Organization model of
independently advisory mechanism; innovation model of organization,
activity of government.
Thus, the completion of the advisory work in the central state
administrative agency is a new issue, not thoroughly studied and fully in the
scientific works and reference documents.

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Chapter 2
THEORETICAL BASES FOR ADVISORY WORK OF CENTRAL
STATE ADMINISTRATIVE AGENCIES

2.1. Concept, function, characteristics, role of the advisory work of
Central state administrative agencies
2.1.1. Concept of advisory work and related terms
Through synthesis we see that: the advisory work in state administrative
management is the particular work in the field of state administrative
management in order to give ideas, propose solutions for for individuals and
competent authorities to consider and use in the decision-making process.
Subjects of the activity are individuals and organizations who have
specilaized responsibility in system, are legally responsible for contents and
results of advisory work by implementing the tasks of information, analysing
and propsing right and effective solutions in their specialized fields.
By extensively generalizing the advisory function in administration, we
can see that the advisory work is not only an activity of an individual or an
apartment, it is also an organization or an office who has specialized
responsibility to consult for a leader organization in case the ministries
consult for the Government in constructing policies, issuing decisions and
implementing decisions
2.1.2. Functions and duties of the advisory department
With such an understanding, the advisory department is characterized
by being in a position to help a subject that may be a leader or a manager.
That the characteristics and new requirements of the leading subjects will
determine characteristics of the advisory staffs. In terms of advisory content,
we can divide into two types: general consultation and specialized
consultation. The advisory object is an organization from the point of view of
consultation, we can understand that they are powered leaders who have
rights to issue and implement management decisions.
In learning about subjects of advisory work of the central state
administrative agencies, we can say that they are individuals, organizations
who do the advisory work for leader objects who are the central state
administrative agencies.

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Departments do the advisory work in the central state administrative
agencies can be understood as ministries, ministerial-level agencies that
consult for Government and ministry affairs that consult for ministry leaders.
Therefore, the products of the advisory work may be specific
management decisions or consultation for construction of the macro policies.
2.1.3. Characteristics and scope of objects of advisory work in central
state administration
First, the advisory work is a supportive activity, means that it is always
associated with management activities of leaders in which the leading
management is the center, the object served by consultation.
Second, advisory work is professional, associated with a specific field
and a specific profession and it is the deep expertise activity.
Third, the advisory work is specialized, that is, staffs who carry out the
advisory work must be a full-time team in the organization, responsible for
consulting and implementing this activity regularly, responsible for the
advisory results, for the effectiveness that the advisory methods bring in.
Fourth, the advisory work served leaders is always associated with tasks
of information. Assigned responsibility demands the advisory department to
ensure information in all aspects, promptly and fully.
Served objects of advisory work in central state administration are
activities of management, leadership in central state administration. The
characteristic of state administrative management is the activity which
directly affects all aspects of social life and citizens. In terms of the scope of
influence, State administrative activities in center create a direct impact on
many objects of a sector or field in the area of the whole sector, nationwide,
many locals, especially the fields related to foreign activities, the activities

have foreign elements.
2.1.4. Responsibilities, rights and obligations of advisors
Advisors have following responsibilities:
- Supplying managers contents of information fully, bases, necessary
data about managing objects and other information related to
management process;
- Analysing, explaining, persuading managers for choosing the best one
from proposed solutions suitably with management target; having
responsibility for reviewing and evaluating managers’ decisions effectly,

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proactively make suggestions and warnings ... to help managers adjust
timely and direct the implementing of decisions;
- Predicting all abilities, warning incidents timely, possibility of
incidents on management objects, the impact from the objective
environment to the management objects for managers;
- Coordinating with higher-level agencies and units, as well as lowerlevel professional departments, to ensure the professional consistency in
the whole state administrative management system;
- Coordinating with the executing agency at the same level in sharing
and capturing practical information belong to the field that they have
responsibility for;
- By the provisions of the Decree 110/2004 and Decree 09/2010, The
current law stipulates the responsibility of the advisors with the role of:
bear joint responsibility before the law for contents and quality of
policies
2.2. Contents, skills, process and affected factors to advisory activity
of Central state administrative agencies.
2.2.1. Contents of advisory work of Central state administrative

agencies.
Contents of advisory work maily focus on supporting tasks for
management as following:
- Collecting, processing, synthesizing, analyzing information, providing
information
- Developing drafted decisions and submitting to leaders to promulgate
- Managing the database that served planning activities
- Developing and implementing a control system for objects of
management, statistics, analysis and reporting;
- Helping the managers manage and control changes, resolve conflicts,
resolve problems and prevent risks
- Managing initiatives;
- Helping managers in making speeches, communicating, PR and
communication activities;
- Hold connected activities between leaders and subordinate
departments;Tổ chức các hoạt động kết nối giữa lãnh đạo và các bộ
phận cấp dưới trực thuộc;
2.2.2. Advisory skills and advisory process.
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Researches focus on introducing contents of advisory skills and process
of carrying out advisory staffs’ activities, process of finding out solutions,
includes:
Determining problems;
Analysing problems
Exploiting alternative solutions
Finding out the best solution
Giving an effective decision.
2.2.3. Conditions, factors affected the advisory activities.

Because that policy is associated with benefits, advisory activities are
influenced by many subjective and objective factors, even those that are
beneficial, sensitive, formal and informal. The factors that influence advisry
activities, ability of advisory officer includes both subjective and objective
factors.
The factors such as the aspects of mechanisms and policies on
remuneration, recruitment, professional training and conditions for advisory
activities are hindering advisory officers to strengthen and develop their
professional skills.
Conditions of politics, development bases of socio-economic,
technology foundations: in which the improvement of technology foundation
helps to ensure a profound innovation of organizational methods and
advisory activities, works of managing information; The economic
foundation helps concretise maximum the self-control direction in socioeconomic development, establish cooperative relationship, foreign relations;
reduce dependence on policy making, reduce political pressure from outside
forces …
2.3. Requirements, principles for organizing advisory activities of
the central state administrative agencies
2.3.1. Requirements on capacity and organization of advisory
apparatus
The advisory work must meet requirements and tasks of managing,
directing and administering the works of the state administrative apparatus;
ensure the quality of advices and proposals; Ensure feasibility and reality of
the advisory work; Meet the requirements of administrative reform.

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We need to determine clearly relationships of function, power, structure
and authority, and to determine a coordination model to improve efficiency

and avoid overlapping waste.
2.3.2. Main principles in advisory work of the Central state
administrative agencies.
Ensure the right current regulations of the law, the regimes and policies
of the state; have the scientific, objective and honest foundations; highly
appreciate the responsibility in advisory work; the comprehensive, integrated
principles
2.4. Organizing advisory apparatus and staffs in the Central state
administrative agencies.
2.4.1. Organizing advisory apparatus in the state administrative
agencies.
Issues of building a system of legal documents on advisory work,
identifying advisory positions, isolating functions of consultation and
performance; designing, analyzing and assigning tasks in the advisory apparatus.
In terms of the scale and position of the manager subject, the objects of
the advisory work, we can see that the scale of the advisory team may be
different.
There are 3 levels in the scale of the advisory aparatus: from the
smallest to the largest. In terms of contents of the advisory field, we can
divide into general consultation and specialized consultation.
In addition, organizing a process of advisory technique to ensure a base
determining the advisory responsibilities.
2.4.2. Organizing and managing the administrative advisory staffs.
Contents of advisory specialist staff’s skill in the state administrative
agencies: are involved in skills of collecting, processing the information,
analysing and synthetising the information, finding out the problems,
proposing, building and stating the ideas… as well as the soft skills which are
involved in such as the ability of communication and coordination… in terms
of the real situation of the advisory staff, we need to think of the quality and
quantity. In terms of organizing an advisory staff: the advisory personnel

organization focuses on the duties: planning, implementing, checking,
evaluating for the contents: training, appointment, recruitment, force
building; assigning tasks, assessing, ensuring policies, regimes, building the
implementation processes, implementing coordination methods.
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Improving abilities for advisory staffs in the organization who work
with the leaders.
2.5. Technical and technological facilities of advisory work
2.5.1. Concept of technique and technical methods.
The advisory staff carries out the tasks of processing the information,
building proposed solutions and submitting to leaders through systems of
technical and technological facilities, include: systems of eqiupments,
technical foundations for the consultation; organizing databases, information
and documents as well as the basic facilities to carry out the advisory tasks.
2.5.2. Advisory Technical equipments
As the same as positions in administrative apparatus, the basic technical
equipments for advisory work often include:
- The technical equipments and machines served the advisory work in
the organization which help process information, share data
- The technical equipments and machines which served conferences,
carry out the advisory tasks;
- Equipments are associated and coordinated in advisory activities;
- Equipments are used for controlling the systems;
- Technical services in the advisory work;
- Tools belong to machinery and technical features such as computers,
specialized software, communication devices,…
2.6. Process and method of carrying out the advisory work.
2.6.1. Method of determining problems

A precise method of determining problem must base on the
construction of information resources, information channel to ensure the
timeliness of information. Specially, we need to highly appreciate the
precision and completeness of information and a further requirement is a high
prediction of management information, to have a database of development,
history process of problems to determine an unavoidable extent that the
problem may arise, make the proplem solving effective without waste. The
finding out problems must be also timely for the managers to proactively
respond.
2.6.2. Organizing systems of database and infrmation for advisory work.
According to the characteristics of administrative management
activities, activities to ensure information in advisory work also include the
following contents: Organizing information sources, building a database
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system, information providing services, management of records and
documents in the advisory work. The contents of information processing in
the advisory work include:
- Collect, evaluate, classify, check, select and arrange;
- Build a system of database, filing and looking up
- Synthesize, analyze, develop plans;
- Build and organize information resources
- Analyze situations
Timeliness and security: two of the most important things in information
processing that an advisor must ensure are timeliness and security. The
advisory information is particularly important because it serves for proposing
the direction and administration strategy. The working principle of the
advisory apparatus should be built on the basis of a security mechanism. The
security mechanisms are required personally but need to be combined

optimally with information sharing solutions between sectors and fields.
2.6.3. Methods, developing solutions, strategies, plans and projects.
The next step in the advisory process is the developing a plan in the
advisory work. This step is after the activities of identifying problems and
processing information in the advisory work.
Developing a plan in advisory work means that giving a solution in
order to solve a defined problem. The developing a plan in advisory work
must ensure the requirements for objectivity, rationality, feasibility,
timeliness, in accordance with the management objectives, savings,
efficiency, right bases, right competence and other specific requirements.
2.6.4. Method of stating proposals and working with leaders:
Group of skills that work with leaders may have two aspects:
Skills to work directly with leaders
- Skills to work indirectly with leaders, through implementing the duties
served leaders
2.7. Experience of advisory work in the world.
Experience in some countries like France, they recruit strictly with the
rate is 200/thousands people; Organization model of independently advisory
mechanism; innovation model of organization, activity of government.
In the world, some countries build the advisory process in the direction
of strengthening the responsibility in appraisal the legalilty of texts.
Models of developing policy institutes (the United States and Asia)
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Chapter 3
THE REAL SITUATION OF ADVISORY WORK OF THE
CENTRAL STATE ADMINISTRATIVE AGENCIES
3.1. Overview of the Central state administrative agencies
The thesis introduces generally operational organization, organizational

structure, functions and tasks of the state administrative agencies at the
central level, including the Government, ministries, ministerial-level
agencies, agencies and non-business units belong to the ministries.
3.2. Systems of current regulatory documents and the real situation
of organizational structure of state administrative advisory
apparatus
3.2.1. Systems of current regulatory documents of the state about
advisory work
In the last time, the contents of above documents were applied and
brought the huge effect in issuing practical policies in accordance with
integration criteria.
But, requirements on apparatus reform and institutional establishment
in the new situation of deep integration into the world economy, on breaking
the current difficulties and stagnations as well as confusions in applying
policies to build an administration with a high level of knowledge are
designed to make institutional reform more flexible, especially in building
expert teams, attracting talented people in administrative civil servant
apparatus and in their responsibility for the quality of advisory work.
There are still many shortcomings in contents of the current current
regulatory documents such as: not clearly defined and competent,
responsibility for managing decentralization at the central and responsibility
mode of the heads in the system of the state administrative offices
3.2.2. The real situation of the state administrative advisory apparatus
structure.
The last time, the Government reviewed the functions, tasks, powers and
responsibilities of each agency and unit to continue to construct, modify and
supplement documents, such as the Law on Organization of the Government
and the Law on Local Government Organization. The government has issued
decrees defining the functions, tasks, powers and organizational structures of
ministries, ministerial-level agencies and agencies belong to government.

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Basically, although the administrative advisory apparatus has been
restructured relatively, there are still many unresolved problems. This raises
the task for the next time.
3.2.3. The real situation of advisory staff of the central state
administrative agencies.
The survey results show that there are characteristics of administrative
staff that have many positive changes in the direction of administrative
reform. These changes are directly related to innovations in recruitment and
arrangement of advisory staffs. Besides the achievements, the issue of
capacity of the advisory staffs also raises many shortcomings. Since, we need
to innovate more strongly the recruitment and arrangement of advisory staffs.
3.3. The real situation of implementation process of the state
administrative advisory work at the central.
3.3.1. Skills of finding out problems
The problems found out by advisors are often solved through standard
meetings, meetings with representatives of departments to enforce: The
departments report cases of unresolved, slow resolution, obstacles caused by
legal regulations which are not clear and complete. The implementation of
these contents has many shortcomings such as the determination of the
problem is not yet successful, not deep, not timely.
3.3.2. The real situation of information synthesis and analysis
According to the preliminary survey, in the last 3 years, almost all
policy proposals and issuance of legal documents were consulted. However,
the level of implementation is different. In this issue, the advisors are
responsible for not making a system list of organiztions or individuals who
need to get opinions. The records of impact assessment in the recent 1-2

years have been ensured to be implemented, but it is still formal and sketchy.
3.3.3. Constructin of reported contents
In fact, the reports of state administrative agencies are not really
adequate because they lack the analysis of effectiveness. The statistics in the
reports are not sufficient as a basis or data to objectively and fully evaluate
situation and capacity of the state managing of all levels.
3.3.4. Real situation of application of statistic-forecast formula
A further problem is that the formula for statistics must be accurate,
consistent and practical. There are many decisions based on the right data but
the wrong advisory formula or a too old formual can be harmful.
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3.3.5. Developing and proposing plans for leaders
The thesis has evaluated the effectiveness of the application of mediumlevel thinking methods: Outline, build up an idea system, the ability to link
general issues, forecast developments of the advisory staffs; evaluated the
advisory staff’s approachability to leaders, ability of stating his ideas, ability
of persuading, PR ways for policies.
3.4. Evaluating advisory activity quality of central state
administrative agencies.
3.4.1. Real situation of evaluating advisory products
Content of the thesis tittled introduction of summary table of survey and
assessment of advisory products through years.
Through reported results of reviewing legal documents that are
defined as a score on a scale of 100 and through the survey of satisfaction
assessment from the leaders, the subjects use the advisory staffs, through the
synthesis of the average score, we can see that the assessment of advisory
staffs’ capacity and quality increase from average to good over the years but
not increase regularly.
The rapid increase or slow increase can be seen due to the impact of

the socio-economic environment which is increasingly high for the quality of
advisory work. Improving the quality of advisors if not more drastic and with
specific strategies will not meet the rapid change of society.
3.4.2. Real situation of assessment of advisory staffs
The assessment is easy, sometimes not assessing the ability of each person
and creating a depressed psychology for good, capable and enthusiastic people
in the apparatus. The criteria for evaluating the annual work results for the
advisory team are not clear. Lack of information on the actual effectiveness of
the plan proposed by the general advisory staffs.
In the past time, we also understood certain improvements of the State
administrative agencies in the management of qualified personnel, with written
regulations and measures to implement, to help advisory team have an
adjustment, purification, have a more serious work attitude.
3.4.3. Pricing advisory products
Calculating costs and evaluating policy proposals are two different activities
with different objectives. Calculating the cost to pay for the proposals. Strategic
decisions and case resolution are also not evaluated to the quality of the advisory

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work. The thesis builds a method of valuing advisory products, making a premise
to build the idea market.
3.5. Conditions ensure effectiveness for advisory work of the central
state administrative agencies.
3.5.1. Real situation of the advisory human resource work.
The recruitment method of the technical requirements is relatively
consistent with the background criteria for the professional team, but the
recruitment of source civil servants has not been creative and flexible yet, and
there have not assessment the capacity for creativity, experience, bravery.

There are still lack of assessment criteria for the independently working
ability, the methods of analysing and processing the information to develop
solutions.
About the contents, programs, class opening and class management:
applying results the training knowledge and skills for the professional work
of the advisory team has also breakthrough although they are remain
sporadic, not extensive and popular, and not been upgraded to the
application level of technology. The thesis introduces the summary table of
assessment of the opening of classes which trained advisory staffs.
3.5.1. Ensuring real situation of conditions, information organization,
document management in advisory work.
The thesis introduces the summary table of information characteristics
served the policy advisory work. The contents of assessment show that:
The organization of information has not been applied evenly, the
management of records, paper documents are careless and disorderly (In many
places, there is a lack of a list of records, the selection of unspecific titles, a
time-limit for preservation of documents, and a limited filing, unclassified
information);
Especially, the applying the information technology for storing and
synthesizing and analyzing information in departments is not strong. The thesis
introduces characteristics of practical information resources and actual travel
activities of the advisory work.
3.5.3. Synthesis of conditions and organizations to ensure effective
advisory work
The thesis introduces the summary table that determines relationship
between the advisory quality and conditions, affected factors to the advisory
work and the content analysis . The thesis points out the satisfaction of
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practical requirements of organizational conditions that have not solved the
challenges for advisory activities in the next period.
3.6. General assessment and annalysis of causes and quality of
advisory activities.
The general assessment in characteristics of the advisory staffs shows
that basically, the advisory staffs can meet the general requirements and
principles of this work. However, in comparison with the tasks and
requirements of administrative reform in the new situation, the team can’t
meet actually innovation requirements, specially, the requirements for
flexibility, intellectual focus, timely information processing and giving longrange forecasts.
Subjective causes in the organization, management, training the
advisory apparatus and advisory personnels:
The team of advisors has not made much improvement in the operation
derived from that the capacity of this team, starting from recruitment, training
and using staffs. Standards of using, evaluating the capacity of advisory team
are still general, and then we have not had bases for innovating the
recruitment anad training as well as have difficulty in building a special
incentive mechanism for this team.
About organizational structure, research institutes are still dispersed, or
formally, have not promoted the effectiveness of applied scientific research
into the policy-making practice.
The above causes have an organic relationship with each other that
requires building a synchronous solution, having immediate and long-term
plans to strengthen the capacity of the advisory team.

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Chapter IV
DIRECTION OPINIONS AND SOLUTIONS TO COMPLETE

ADVISORY WORK OF CENTRAL STATE ADMINISTRATIVE
AGENCIES

4.1.

Direction opinions and solutions solutions to institutionalize,
renovate mechanisms and organize advisory apparatus
4.1.1. Direction opinions to renovate advisosry work in Central state
administrative agencies
The opinions in completing the advisory work must be determined
from the awareness that this is the key content in the state administrative
reform
The organization of advisory activities should aim at the goal of the
Party's development line in the current period of ensuring the service of the
interests of the people, enhancing democracy, properly doing the nature of
the state administrative agency is to serve the people.
Completing the advisory work, ensuring technical factors for advisory
work served leaders in state administrative management. Since then, we can
affirm the prestige of public authorities and bring confidence to the people.
4.1.2. Solutions to institutionalize, renovate advisory mechanisms
Determining clearly the authority and responsibilities of the Prime
Minister and the Government;
Strictly regulate the responsibility regulations of the head of the
administrative system.
Building assessment tools, maximizing the assessment criteria for
advisory activities.
Develop incentive mechanism with money or gifts, create motivation
for advisory activities.
Develop a flexible organization process
To build a system of inter-branch advisory information support

centers, strategic policy-setting institutes and socialization of advisory
work. Technicalization, standardardize and process some advisory
activities.
4.1.3. Solutions to reform the organization of the advisory apparatus
The organization of the team should also have innovations in accordant
with requirements such as: having an evaluation mechanism of advisory
products, evaluation mechanism of the advisory staff’s capacity,
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encouragement of high quality personnels and have flexible mechanism for
recruitment, appointment to staffs and a well-schooled training program.
Along with authority, the appointment process in the expert mechanism
is the payment mechanism. In addition to calculating salary for civil servants,
the ministry leaders can build themselves a regime, self-assess, invite, decide
on the mechanism of remuneration and benefits for senior experts. In addition
to salary and bonus, the remuneration may be further calculated on the basis
of specific advisory product reviews, through valuation of policy research
works.
Need to build a center of linking and sharing information or a policy
consulting center.
4.2. Solutions to organize advisory staff
4.2.1. Renovating the organizational mechanism of advisory staff
It is necessary to build a legal mechanism in which there is a proportion
between powers and responsibilities of the leaders, to use the advisory
products for effective construction of the advisory apparatus.
Build a professional mechanism for the advisory staffs. About the
responsibility for the advisory effect: it is necessary to bind responsibility in
the effective use of the advisory apparatus with the administrative leadership
team using the results of the advisory work.

About the restructuring of the advisory apparatus, it is possible to pilot
implementation of research institutes under the advisory departments.
Regulate standards for public servants, for policy ideas. Develop
remuneration policies for the advisory team.
4.2.2. Develop capacity framework for advisory staff
The thesis introduces the form with the assessment coefficient of
advisory capacity.
About training, it is necessary to pay attetion to the training for the
advisory apparatus in the direction of individual needs on training topics and
training levels. First of all, to build a standard of civil servants for some
advisory positions. On that basis, to determine the need for training and
develop training plans.
The current advisory apparatus needs to be supplemented with soft skills
in creative thinking, planning, statistics, information analysis, presentation of
ideas, and persuasive skills. It is very important to cooperate in training and
learning experiences.
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4.3. Applying automation technology, interoperability
intergration models of information in advisory work

and

As same as any activity in the management apparatus, raising the
effectiveness of advisory activities should be ensured according to the
increase the quantitative nature in organizing and evaluating the work,
calculating and providing facilities of materials, techniques and technologies
to meet the requirements of advisory activities; build up the processes and
standards through quantifying advisory activities, ensure professionalism

from organization to content of advisory techniques.
Innovating the advisory methods in meetings and conferences; methods
and skills to work with leaders in executing the advisory duties
4.3.1. Automating the classification and handling of errors, ensuring
the quantitative of advisory information
Application of information technology: using services, software to
check and process statistics to check and verify information, remove data
with insufficient reliability or too large errors. Evaluating information,
building relationships between quantitative and qualitative information in the
advisory;
4.3.2. Automation in surveying statistics and processing data.
Innovating technical methods in storing and organizing information
sources and transmitting information for advisory work, organization of
information sources in advisory work.
4.3.3 Building an interoperability model and an intergration system of
advisory information.
In order to save, create effective collection, synthesis and timely
analysis of information sources, we have the solution that is to build a linkage
model in information organization. Building a common database system.
These centers will be responsible for supplying, checking and systemize
information according to requirements from the agencies.
4.3.4. building an an intergration system of information in advisory work.
Building the structure of management information system for the
advisory work; proposing the application of Information Technology for the
information organization, statistics served the advisory work; Constructing
facilities and equipment to build information integration system for industry
management.
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4.4. Innovating methods and strategic advisory processes
4.4.1. Innovating method of determining problems, resolving assignment
Hoạt động phát hiện vấn đề được tổ chức một cách có hệ thống chuyên
nghiệp với các chuyên gia nghiên cứu, có trách nhiệm phân tích thông tin thu
thập được một cách thường xuyên và thực hiện tốt chế độ báo cáo định kì
cung như đột xuất.
Problem detection activities are organized systematically and
professionally with research specialists who are responsible for analyzing the
collected information regularly and well performing periodic and irregular
reporting regime
4.4.2. Innovating technical methods in developing solutions,
managing strategies and plans.
Identifying macro management system and micro-management
organization, in which: for each leader has his own opinion and style to
implement management objectives. Develop strategic plans: Analysing
SWOT is one of five steps to form an organization's operational strategy.
4.4.3. Innovating methods of presenting advisory results
In addition to the written summary report submitted to the leader, the
adviser should directly state to leader the project intentions, outstanding
issues, possible reactions. Especially, stress on scientific bases and evidences
to protect the methods of choosing, analysing and processing information
about managing objects.
Especially, reports must ensure objective requirements, do not make
subjective, emotional assessments, but there must be specific data to make a
base. Another problem is that there should be persuasive solutions if leaders
need being consulted to choose a decision. With such work nature,
information technology can be applied to "automate" this activity.
4.4.4. building a working method with the leaders
The thesis introduces skills of working with leaders; The process of
organizing activities with leaders, assessing the capacity of the advisory staff

when working with the leaders and proposing methods to build working
skills with leaders.
The thesis that builds research tools is a test table of attitude to
determine the time and state when working with leaders; Process of adjusting
personal style.

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4.5. Solution of evaluating, pricing advisory product, constructing
the idea market.
4.5.1. solutions of evaluating advisory product
The thesis introduces a sample table of general evaluation criteria. The
evaluation results should be included in the system of annual official index
rankings of the state administrative agencies (for example, the administrative
reform index ranking). Evaluation of advisory products is conducted before
and after the promulgation of policies.
4.5.2. Pricing advisory products
The thesis introduces a sample of criteria for advisory product pricing
and product pricing process. The proposed assessment is carried out firstly by
the advisory team who builds ideas. The team itself will have a mechanism to
evaluate and propose ideas. Besides, the evaluation of ideas can be through
an external appraisal mechanism (from a team of experts, research institutes,
independent research organizations). This appraisal also needs to be
submitted to the leaders before issuing and approving the policíe and is a
formal step in the policy making process.
4.5.3. Solutions to build the market of ideas and advice
Market construction poses the problem of pricing ideas. In order to
value the idea, it is necessary to develop the evaluation process and price
reference framework. Of course, officials and advisory apparatus still

perform the task of directly producing ideas.
In addition, the advisory staff and apparatus provide professional
support to social organizations in the process of producing ideas so that forms
and objectives are best suited to the state policy system, increasing the
feasibility and suitability for the implementation process of the state
apparatus system.

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