After a session of active, urgent and highly responsible work, the Workshop completed the entire proposed program. The Workshop received many articles and presentations from central and local agencies, experts, scientists and businesses. The Workshop recorded the participation of more than 300 delegates representing agencies of the National Assembly, ministries, branches and localities, along with the participation of scientists, experts and managers.
Politburo member, Permanent Vice Chairman of the National Assembly Tran Thanh Man delivered the closing speech at the Workshop.
The workshop listened to the introductory report of Professor, Doctor Nguyen Xuan Thang, Politburo member, Director of the Ho Chi Minh National Academy of Politics, Chairman of the Central Theoretical Council; speech by comrade Tran Hong Ha, Party Central Committee member, Deputy Prime Minister; central report by comrade Nguyen Van Hung, Party Central Committee member, Minister of Culture, Sports and Tourism; welcome speech by comrade Nguyen Xuan Ky, Party Central Committee member, Secretary of Quang Ninh Provincial Party Committee. The opinions and discussions of the delegates were very responsible, profound, with high theoretical and practical basis; the content of the comprehensive exchange of issues related to policies and resources for the development of cultural and sports institutions.
Politburo member, Permanent Vice Chairman of the National Assembly Tran Thanh Man delivered the closing speech at the Workshop.
Accordingly, Permanent Vice Chairman of the National Assembly Tran Thanh Man emphasized: The workshop acknowledged the results achieved in the work of building and developing cultural and sports institutions.
In recent years, the National Assembly, the Government, ministries and branches have issued many legal documents regulating the organization and operation of the system of cultural and sports institutions; gradually institutionalizing the Party's major policies and viewpoints and the State's laws on the right to enjoy and access cultural values; creating a legal corridor for cultural and sports institutions to be consolidated and improve the quality of their operations.
Currently, the Master Plan for the cultural and sports facilities network for the period 2021-2030, with a vision to 2045, is being submitted to competent authorities for promulgation. Based on central documents, localities promulgate Master Plans for the development of cultural and sports facilities in specific stages, suitable to the conditions of each locality. Many related plans continue to be reviewed, supplemented, and integrated into the planning system of the cultural and sports sector, national master plans, regional plans, and provincial plans.
The system of cultural and sports institutions has been invested in, developed, and formed a network from the central to the grassroots level. Cultural and sports institutions at the central level are quite diverse in types; some are large-scale, high-quality, and modern. Some institutions have achieved the goals set in the specialized planning. The rate of provinces, districts, communes, and villages (hamlets) with all types of grassroots cultural and sports institutions has been raised. Non-public cultural and sports institutions have been gradually invested in and built.
The management model is quite diverse: state agencies, public service units, socio-political organizations, and community management. In general, activities have closely followed the functions, tasks, and regulations of the law; basically meeting the needs of the people and political tasks. State policies have encouraged organizations, individuals, and businesses to invest heavily in cultural and sports facilities. Some non-public institutions have achieved effectiveness, contributing to meeting the increasingly diverse cultural and sports enjoyment needs of the people.
Regarding the allocation of funding for investment in the construction of cultural and sports institutions. The State budget invests in the construction of cultural and sports institutions mainly through targeted supplementary programs and national target programs. The implementation of the financial autonomy mechanism for cultural and sports institutions is carried out in accordance with regulations and has achieved some positive results.
The organizational structure and staff of public cultural and sports institutions management units continue to be streamlined and improved in a streamlined manner. The Ministry of Culture, Sports and Tourism has strictly implemented the regulations of the Party and the Government, proactively reviewing, arranging and reorganizing public service units under the Ministry. Provincial, district and commune cultural and sports institutions have also been reorganized in the direction of being directly under the Department of Culture, Sports and Tourism, and the People's Committees at the district and commune levels. Network of research and training facilities Human resources increased in both quantity and scale; diversified in organizational forms.
Delegates chairing the workshop
The Standing Vice Chairman of the National Assembly also said that the Workshop clearly pointed out the difficulties and shortcomings in the implementation process.
The content of "cultural and sports institutions" has not been clearly defined. Regulations on types of cultural and sports institutions are not complete. Some regulations on incentives are not connected with specialized laws; regulations on socialization policies have not really created motivation and attracted social resources; regulations on management, use of assets, and financial autonomy mechanisms of public service units are not suitable for practice.
The plan for the cultural and sports network for the 2021-2030 period, with a vision to 2045, has been slow to be issued. The integration of cultural and sports institutional plans into national, regional, and provincial planning has not been implemented in a unified, synchronous, and cohesive manner; it has not ensured comprehensiveness and balance between types of institutions and between localities. Some localities have not yet implemented land fund planning, or have had planning but the locations are not favorable.
Some targets set out in strategies and plans for the construction of national cultural facilities have not been achieved; there are few large-scale, modern cultural and sports facilities that are qualified to host international events. Investment in the construction of cultural and sports facilities in some economic zones, industrial zones, and urban areas has not received due attention.
Internal management of some agencies and units is still weak, service quality and efficiency are low. The implementation of the autonomy and self-responsibility mechanism for public service units is still slow. Socialization of the public service sector has not met the requirements. Exploitation of assets at cultural and sports institutions has not been really effective. At the local level, the direction, guidance and organization of activities at grassroots cultural and sports institutions in some places have not been focused on; the content and methods of operation are not diverse and rich. The quality and efficiency of many cultural and sports institutions are limited, not really meeting the needs of use.
State budget investment in construction and management of cultural and sports institutions is still low, scattered, and does not meet requirements. The implementation of financial autonomy for many public service units, funding for new construction, repair or upgrade, and purchase of equipment for cultural and sports institutions is very difficult, especially in localities that are not financially self-sufficient. Policies to mobilize social resources are not attractive, making it difficult to attract investors, especially in mountainous areas, islands, border areas, remote areas, and ethnic minority areas.
The arrangement and consolidation of cultural and sports institutions at all levels still have many shortcomings. The names and organizational structures of the units after the merger lack consistency. The merger of professional art units, Palaces, and Children's Houses is still mechanical, without taking into account specific factors.
The staff, civil servants and workers working in many institutions do not meet the requirements in terms of structure, quantity and quality. Many art units lack qualified professional human resources. The remuneration regime for staff and workers working in the cultural and sports institutions is still low, not really meeting practical requirements, making it difficult to attract talent.
The training and development of human resources for cultural and sports institutions has not met the requirements of new tasks. The development of specific policies and mechanisms for training high-quality human resources and developing talents, especially for traditional arts, is still limited.
Conference Scene
According to Mr. Tran Thanh Man, the Workshop identified, discussed and agreed on solutions to perfect institutions, policies and ensure resources for the development of cultural and sports institutions, focusing on 5 groups of issues:
One is Regarding the improvement of institutions and policies: Develop appropriate goals and roadmaps to improve the system of legal documents regulating cultural and sports institutions to ensure consistency, unity and feasibility. Review legal documents, supplement and amend relevant legal provisions to clarify the concepts and connotations of "cultural and sports institutions", "cultural and sports establishments" as a basis for developing and applying investment, management, exploitation, operation policies and facilitating the construction and integration of planning for the network of cultural and sports institutions nationwide. Research and improve investment policies for the development and operation of the system of cultural and sports institutions, including public investment policies, investment policies under the public-private partnership model and socialization policies; Preferential policies and investment support, especially in terms of land, taxes, and credit capital in the construction of cultural and sports facilities to encourage economic sectors to participate in investment and development.
Second, regarding the planning of cultural and sports institutions: Complete the planning in a synchronous, modern, unique, effective direction, ensuring fairness and meeting the needs of the people; arrange land funds for cultural and sports institutions in convenient locations, suitable to actual conditions; pay attention to building and developing cultural and sports institutions for youth, children, workers, people with disabilities, and the elderly. Add specific indicators on the development of cultural and sports institutions to the content of the overall planning for local socio-economic development. Continue to effectively implement the indicators in strategies, plans, and projects related to cultural and sports institutions.
Third, strengthen leadership, direction and guidance; innovate content and methods of organization, improve quality and efficiency of activities. Build and replicate typical models of organizing activities, suitable for regions, subjects and ages. Develop priority policies in mountainous areas, islands, border areas, remote areas, ethnic minority areas. Strengthen inspection, examination, auditing and supervision of public assets in general and public assets in cultural and sports institutions in particular.
Fourth, prioritize budget allocation with focus, key points, according to specific roadmaps and goals. Gradually increase the level of state budget expenditure for cultural development in general, and the development of cultural and sports institutions in particular. Promote joint activities in the use of facilities invested by the State. Respect and implement socialization with the motto "State and people work together"; mobilize resources to participate in the construction of grassroots cultural and sports institutions.
Five is to continue reviewing and perfecting regulations on criteria and conditions for rearranging and reorganizing the apparatus, ensuring streamlining, improving quality and efficiency of operations. Research and amend the remuneration regime for artists and actors participating in traditional art forms. Implement planning, recruitment, training and fostering of civil servants and public employees to meet task requirements. Innovate and improve the quality of training and fostering human resources; encourage training and development of high-quality young human resources.
It is known that after the workshop, the Organizing Committee will compile a full summary report on the workshop content and recommendations to send to the Party Central Committee, Politburo, Secretariat, National Assembly, Government, and relevant ministries and branches./.
Source: https://toquoc.vn/vice-chairman-of-the-national-congress-tran-thanh-man-5-group-of-discussions-on-the-improvement-of-the-political-system-and-protection-of-resources-for-development-of-cultural-and-sports-20240512122242095.htm
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