THAI NGUYEN UNIVERSITY UNIVERSITY OF EDUCATION THAN THI CHAM

Transcription

1 THAI NGUYEN UNIVERSITY UNIVERSITY OF EDUCATION THAN THI CHAM MANAGING THE OPERATION OF COMMUNITY LEARNING CENTER (CLC) IN HAI DUONG PROVINCE TO MEET THE DEMAND OF HUMAN RESOURCES Major: Educational Administration Code: SUMMARY OF DOCTORAL DISSERTATION IN EDUCATION SCIENCE THAI NGUYEN

2 This work is completed at: THAI NGUYEN UNIVERSITY - UNIVERSITY OF EDUCATION Supervisors: 1. Prof, Dr. Pham Tat Dong 2. Dr. Tran Anh Tuan Reviewer 1:... Reviewer 2:... Reviewer 3:... The dissertation will be defended before the Doctoral Dissertation Examination Board at: Thai Nguyen University of Education on hour minute on date month 2017 The dissertation can be found at: - National Library - Thai Nguyen University Learning Resource Center - Library of Thai Nguyen University of Education

3 LIST OF PUBLISHED RESEARCH WORKS OF THE AUTHOR RELATED TO THE DISSERTATION 1. Than Thi Cham (2015), "Adult Education and Community Learning," Journal of Social Psychology, Issue 1, January 2015, p Than Thi Cham (2016) "Collaboration between community learning centers and units and enterprises to survey human resource needs of enterprises for training and retraining to meet human resource needs in Hai Duong province" Journal of Education, Special Issue, March 2016, pp.58-60, Than Thi Cham (2016), "Learning society, teaching citizen - experience of country and reference values for Vietnam", Journal of Public Administration, Issue 244, May 2016, p

4 1 INTRODUCTION 1. Rationale From the end of the 20th century, mankind entered a new civilization - the knowledge civilization with "learning society". The process of integration and innovation of educational development is taking place on a global scale, creating opportunities for Vietnam's education to quickly approach the trends of world education. To build and develop the country with the industrialization and modernization, Vietnam is required to build and develop continuing education and build the whole country into a learning society. The Party and State have issued a number of guidelines and policies that affirm the position, role and necessity of continuing education and lifelong learning for every people and build a learning society. According to UNESCO, Community Learning Centers (CLCs) are non-formal educational institutions of communes and wards established and managed by the community. They are community-based, non-formal education institution of the community and for the community. "The organization of CLCs in Vietnam has three main purposes: a) Create learning opportunities for all people in the community. b) Create learning conditions in accordance with the motto "learn what is needed, and lifelong learning for all" and lifelong education for everyone. c) Develop a continuing education system at grassroots level. Hai Duong is an agricultural province located in the center of the Red River Delta, which has started developing CLCs ten years ago. So far almost all communes, wards and towns in this province have CLCs. In addition to the results achieved, CLCs in Hai Duong also encounter many difficulties and inadequacies: Only about 30% of the CLCs are actually operating effectively and the quality of labor in Hai Duong province has not met the requirements of socio-economic development. The main reason is that the CLC operation and quality management mechanism is still inadequate. Up to now, there have not been many theoretical studies on the development and operation of CLCs to meet the needs of human resources in general and in Hai Duong province in particular. Therefore, we chose the topic of "Managing the operation of Community Learning Center (CLC) in Hai Duong Province to meet human resource needs" for the dissertation.

5 2 2. Research aims Conduct theoretical research and management of CLC operation in Hai Duong province, and propose solutions to manage CLC operation in the province to meet the demand of the human resources (HR). 3. Research population: CLC operation to meet the demand of the human resources 4. Object of the research Management of CLC operation in Hai Duong province to meet the demand of the human resources 5. Scientific hypothesis If the survey captures the local human resource needs, thereby streamlining CLC organization in a consistent and proper manner; identifies the target for training and innovation of the curriculum and learning content at the CLC; enhances the management of distance learning, and increases funding for CLC operation, then the management of CLC operation in Hai Duong will ensure the ability to meet local HR demand in the current period. 6. Research tasks 6.1. Study the theoretical foundation for managing CLC operation from the perspective of human resource development Evaluate the current situation of CLC operation in Hai Duong from the viewpoint of the local HR needs Propose management solutions and verify their urgency and feasibility in Hai Duong province. 7. Research methodology and research methods 7.1. Methodology Materialist dialectology is the basis of methodology The system-structure view examines the dialectical relationships in the current CLC operational management system in Hai Duong. In terms of historical-logic perspective, the study of the current situation and management solutions and measures must be placed in its specific historical development. From a practical point of view, practicality is the driving force of cognition and the measure of truth. The Marxist-Leninist view of labor force development in production is applied in present conditions Specific research methodology - Research methods for theoretical documents

6 3 - Practical research methods - Expert opinion method - Pedagogical testing methods - Supporting methods 8. Arguments to defend 8.1. CLC management focuses on activities to meet the needs of human resources The "problem" of CLC management in Hai Duong province is that they have not yet managed leading to ineffectiveness CLC management solutions in Hai Duong province, on the one hand, must ensure the development and proper functioning of the CLCs; on the other hand, it should be suitable with local practical conditions. 9. Contributions of the dissertation 9.1. Regarding theoretical significance - The process of research and development of CLC model as a community-based education institution clarifies the rationale and contributes to the development of CLC management theory. - Describe concepts that can be applied in the management of CLCs Regarding practical significance - Review and evaluate the current situation of CLC management in Hai Duong province. - Propose some solutions to manage CLC operation to meet the HR demands. - Initiate the application of the CLC management model to assess the current situation of the CLC operational management. - Serve as a reference 10. The structure of the dissertation In addition to the Introduction, Conclusions, Appendix and Reference List, the dissertation consists of 3 chapters: Chapter 1: Theoretical foundation for managing CLC operation to meet human resource needs. Chapter 2: Practical basis for managing the CLC operation in Hai Duong province to meet the needs of human resources. Chapter 3: CLC management solutions in Hai Duong province to meet the need of human resources.

7 4 Chapter 1. THEORETICAL FOUNDATION FOR MANAGING CLC ACTIVITIES TO MEET HUMAN RESOURCE NEEDS 1.1. Research overview Regarding adult education and community development In the 21st century, continuing education has become a tool to expand and provide opportunities for people to learn and build a learning society. It enables to build a learning society for people to "just work and study", to study regularly and continuously so as to constantly update their knowledge to raise their education and skills. Countries around the world and international organizations have long been concerned about education for adults. However, many studies have shown that in many countries, education for adults is concerned, but awareness in society is still inadequate About research on CLC development in the world UNESCO as well as many other research organizations and many authors have asserted that: One of the most effective ways to organize learning society and educational programs for adults is to build Community Learning Centers (CLCs), which is an important way to develop communities in each country contributing to reducing the disparity in the intellectual level between urban and rural areas. However, almost no literature and research works that adequately and systematically address the issue of CLC management in the world The direction of the Party, State and CLC studies in Vietnam The Party's and State's guidelines on CLC Building and developing CLCs is a major policy of Vietnam's Communist Party and State. So far, there is a system of many legal documents, which is the legal basis for non-formal education in Vietnam CLC studies in Vietnam With the establishment of a legal basis for CLC operation, a number of CLC studies have also been undertaken to create theoretical foundations and orientation for the operation of these learning establishments. Some authors include: Dang Quoc Bao, To Ba Truong, Thai Xuan Dao, Pham Quang Huan, Nguyen Nhuat and Nguyen Van Nghia, etc.

8 5 Master theses and dissertations on the science of education such as: Tran Manh Cung (2003), Hoang Quoc Huy (2005), Nguyen Xuan Duong (2009), Huynh Duc Dung (2010), Nguyen Van Tuan (2011), etc. Among which we have carefully researched three in-depth dissertations on CLC by Nguyen Xuan Duong (2009), Bui Trong Tram (2015), and Le Thi Phuong Hong (2015) and made the following assessments: Firstly, CLC management is a model of continuing education; Secondly, theses analyze and assess the current situation and point out the constraints in managing CLCs in terms of their effectiveness compared to CLC's tasks and functions. Third, theoretical studies have not shown the theoretical development of the application of development management approaches; Fourth, the authors mainly start with practical experiences in management without realizing the applications of modern educational management theory. We recognize that there are a number of issues, such as management models, management mechanisms and CLC management solutions, which have not been studied. Therefore, they are chosen to solve in this dissertation Basic concepts The following key concepts as research tools have been introduced: Community Learning Center (CLC) CLC Operation Operation Types of CLC operation CLC operation model Human Resources In this dissertation, we refer to local human resources (in a narrow sense) that CLCs must engage in training, retraining and providing with adequate qualification, ethical qualities and working capacity to meet the practical requirements of the local socio-economic development Human resources needs Needs Human resources needs CLC operational management

9 Common issues about managing community learning centers Location, organizational structure and tasks of CLCs Location of CLCs in the community The CLC is a non-formal continuing education establishment in the national education system, a commune level center for self-reliant learning of the community, with the management and support of the State, to provide learning opportunities for improving the quality of life for the people; with the participation and contributions of the people under the mechanism of the State and people working together. CLC has its own legal status, seal and bank account. CLC also creates favorable conditions for Party committees and local authorities to directly disseminate policies and laws and transfer scientific and technical knowledge to employees contributing significantly to shaping and improving people's working skills. In addition, CLC contributes to reducing educational barriers in terms of time, space, age, practice and budget, etc About the tasks and organizational structure of CLC According to Regulation on Organization and Operation of Community Learning Centers (issued under Decision No. 09/2008/QD-BGD&DT dated 24 March 2008) Management of community learning centers Functions of CLCs a. Education and training functions b. Information providing and consulting functions c. Community development function d. Connection and coordination functions E. Promotion to, mobilization and attraction of people to CLCs g. CLC development function Thus, CLC has six functions. Depending on the needs, conditions and specific situation of each locality, each community can focus on performing some of these functions or some other function flexibly. Research and full and explicit indication of CLC functions are the basis for identification of CLC operations, thereby defining CLC operational management State management of CLCs According to Regulation No. 09: CLC is directly managed by the People's Committee and subject to the professional direction of the Department of Education and Training (MoET). CLC Director is the person who manages and directs all activities of the center and is

10 7 accountable to the law and the higher management for all CLC operations." CLC Director is both a direct performer of state management and an actor who manages CLC operations Resources of the community learning centers These include all aspects varying from: Human, material, financial and information resources Some theories about managing CLC operation to meet the local human resource needs Objectives and content of human resource development Objectives of human resource development to meet local needs At the local level, the objective of human resource development is to develop reasonable human resources in terms of quantity, structure, qualifications and quality of labor to meet the development needs of localities and organizations and enterprises in the locality. The purpose of training and fostering human resources to meet the needs of local development is to attract, train, foster and create a favorable learning environment in order to raise the qualifications and develop the capacity of laborers and provide human resources to meet the socio-economic development requirements of a locality in the structure, quantity, quality and efficiency of human resource utilization through the operation of a training institution, or a system of education and training in the area Content of management and training for human resource development Among factors influencing human resource development, the dissertation focuses on analyzing basic ones directly related to human resource training and improving the quality of human resources (education, health, culture - ethics and professional style...) Content of managing CLC operation to meet the local human resources needs CLC operation In section 1.2.5, the dissertation has defined the concept: Management of the CLC operation is to carry out the functions of planning, organization, direction and control of managers to mobilize resources to ensure effective implementation of CLC operation and achieve its objectives and task. Then, the content of CLC operation includes: Studying the learning needs of people in the community; propagating and mobilizing people to learn and participate in CLC operations;

11 8 training the application of technology; implementing cultural activities and raising people's intellectual level; community development consultancy and service activities; CLC connection, coordination and development. On that basis, it is possible to determine the content of CLC operational management to meet the needs of local human resources Content of CLC operational management a. Management of activities to survey the learning needs of people in the community and promote and attract learners to the CLCs. b. Management of training activities of technical applications to improve education and increase labor productivity and value c. Management of cultural activities and raising people's knowledge in the community d. Management of community development consultancy and service activities e. Management of connection and co-ordination activities for community development. Management of CLC development activities CLC operational management model to meet the human resources needs Describe the structure of the model So far no research has identified the CLC model. Therefore, the following concept is put forward: CLC model is a model that shows the structure of the types of operations (and each operation) that are implemented according to the specific functions and tasks of CLC. Accordingly, the types of CLC operational management are a structure of six types of activities (Section ). And the operational management model is drawn on a Spider chart/ Radar chat. It is necessary to define the types of operation of CLCs as the basis for determining the mode of using the model to assess the effectiveness of CLC operation, or to make comparisons between CLCs on the basis of determining the scale and criteria under the guidance of MoET Operation components and evaluation criteria Based on the research by Pham Tat Dong, Thai Xuan Dao and the process approach, it is possible to identify the following components: (1) Operation objectives (2) Operation contents

12 9 (3) Methods and means of operation organization (4) Teachers, guides and collaborators of the center (5) Trainees (6) Results of operations Process of managing CLC operation Step 1: Investigate the learning needs of the community Step 2: Determine the purpose of the operation program Step 3: Organize activities, tasks and set priorities Step 4: Organize and adjust work, summarize and draw experience Factors influencing the management of the community learning center operations that respond to local human resources Attention directed by party committees and local authorities CLC management staff Teachers Demand for learning and voluntary participation of people Community resources Conclusions of Chapter 1 In Chapter 1, the dissertation developed the basic concepts of CLC operation and CLC operational management. At the same time, the Dissertation analyzed the content of the views as a basis to determine the content of CLC operational management to meet the needs of human resource development and operational approach. The author also provides a CLC management model that addresses the need for HR development and the applicability of the model to CLC performance management, including their applicability to CLC performance assessments, as well as to the comparison of CLCs by type of operation. These are important theoretical foundations for deepening basic contents of Chapters 2 and 3. Chapter 2. PRACTICAL BASIS FOR MANAGING THE OPERATION OF COMMUNITY LEARNING CENTER IN HAI DUONG PROVINCE TO MEET THE NEEDS OF HUMAN RESOURCES 2.1. Practical research organization Purpose and content of practical research Research aims Focus on collecting practical information, qualitative and quantitative analysis (questionnaire-based surveys) to identify shortcomings in the practice of Hai Duong CLCs and identify the

13 10 issues that need to be addressed in managing CLC operation to meet needs of local human resources Research content - Identify the development direction and review practices of CLC operational management in Vietnam in recent years as a basis for an assessment of the situation in Hai Duong province. - Survey and assess the current situation of managing CLC operation in Hai Duong to meet the needs of human resources, including: Quantitative assessment of CLC operation in Hai Duong and factors affecting the management of CLC operation to meet the needs of human resources + Find out the causes leading to this situation, form a practical basis for managing CLC operation in Hai Duong province Practical research area Due to limited conditions, we only survey typical representatives of each region in the province: Hai Duong City with 17 wards and 4 communes; Kinh Mon District: 3 towns and 22 communes; Tu Ky District: 1 town and 26 communes Survey method for the current situation - Summarize practical experience in CLC operational management. - Survey on current situation of operation and operational management. Due to the actual requirements, the survey was conducted in two phases. a. Phase 1, from June 2014 to March 2015: A comprehensive survey of the current situation and operations of CLCs in the area. b. Phase 2, additional survey, from September to October The dissertation uses a combination of different research methods to collect information: Anket survey, observation, interview, product analysis and use of SPSS 20.0 program to process data and results Sample for the current situation survey a) The first survey (from November 12, 2014 to May 10, 2015): There were 600 questionnaires (300 for teachers, 150 for Management staff and 150 for relevant objects). The actual number of questionnaires collected is 453/600 (75.5%).

14 11 Table 2.1. Summary of survey questionnaires collected No. Number of Total number of questionnaires collected N = 453 District/ city / communes/ CLC Management Teachers Local leaders & town wards (CLCs) staff CLC Local enterprises 1 Kinh Mon District Hai Duong Tu Ky District Total b) The second survey (from September to October 2016): There were 54 questionnaires (20 for teachers, 12 for Management staff and 22 for relevant objects). The actual number of questionnaires collected is 43/54 (79.6%). Table 2.2. Summary of survey questionnaires collected No CLC Kinh Mon Center Phuc Thanh Commune Quang Trung Commune That Hung Commune Total number of questionnaires Collected / Delivered Total number of questionnaires collected N = 43 CLC Teachers Local leaders & Management CLC Local enterprises staff 11/ / / / Total 43/ Summarize practical experience in CLC management in Vietnam About CLC operation Some results achieved About growth: Table 2.3. Number of CLCs in Vietnam currently Year Number of Percentage of communes, Number of people CLCs wards, and towns with CLCs trained , , , , ,355, , ,698, , ,297, , ,217, , ,285, , ,992, , ,598, , ,689, , ,751,777

15 12 On CLC operational management: Review of CLC operation and positive effects: CLCs have been organized extensively with a wide variety of activities. The activities of the centers have been highly appreciated and very practical for the people. CLCs have been very effective in supporting the implementation of local projects to improve the quality of life of people and contribute to fostering local human resources. CLCs have been operated effectively: About expertise: CLCs receive instructions from the Department of Education and Training and help from continuing and vocational education centers in districts and cities. About connection and coordination: CLCs have been active in coordinating with departments, unions, and units inside and outside the province to organize thematic workshops. About the role: CLCs are also highly valued in community development activities. CLC operation is closely linked to villages and hamlets that organize activities and come from the needs of the workers Limitations and difficulties of community learning centers a) More emphasis should be placed on locally-based HR training. The activities of many CLCs are monotonous and unattractive to people, even when there are actual learning needs. The local area is still confused in implementing CLC activities. b) Many local authority leaders do not yet understand the role and purposes of CLCs. The quality of CLC operation is still not high and synchronized. c) CLC operational management is poor in terms of developing and implementing action plans. d) The planning of CLC activities is not really tied to the labor demand of local people, and there is a lack of useful activities to attract people to participate. e) There is a lack of regular and effective coordination between the various levels and sectors to provide shared support to promote the effectiveness of CLCs. f / In terms of operating expenses, CLCs have not been invested by the State budget Some lessons and experience: Firstly: Awareness of the party committees and authority leaders as well as staff in the system of local institutions.

16 13 Secondly: There should be active participation of key local officials, cadres, civil servants and officials at educational institutions in the education and training sector and mass organizations in the locality. Thirdly: Build up a network of cadres, civil servants and parttime teachers to take part in the implementation of CLC operations. Fourthly: Ensure the facilities necessary for CLC operation. Fifthly: There is a need for operational management measures at CLCs to improve the quality of operations and meet the needs of local human resources Assess the current situation of CLC operation in Hai Duong province to meet the human resources needs Overview of the natural, socio-economic, cultural and educational conditions of Hai Duong Natural and socio-economic conditions The development situation of education and training The development of CLCs in Hai Duong - Implement the direction of the Standing Committee of Hai Duong Party Committee on "Promoting the strength of the entire people, building a learning society from the grassroots level"; people's committees of districts, towns and cities have developed plans to build and develop CLCs at commune and ward levels. Education and Training Offices, Centers for Education and Training at Districts, Towns and Cities have actively advised leaders, departments, unions to establish CLCs in communes and wards. Many hamlets and residential areas have successfully developed conventions, studious families and cultural residential areas. On May 28, 2010, the People's Committee of Hai Duong province issued Decision No. 1350/ QD-UBND on funding support for each most effectively operating CLC in the past with VND30,000,000/ center. Up to the end of 2015, there were 265 CLCs in the communes and wards of the province. Each year from 2012 to 2015, CLCs organize 3,041 thematic classes for 237,350 people. - CLC models are readily accepted when deployed in wards and communes. Organizational and directional work is strictly implemented in accordance with MoET regulations. In general, CLCs have organized a number of thematic and practical subjects that are appropriate to the practical situation, contributing to the socio-economic development and stabilization in the locality.

17 The current situation of CLC operation in Hai Duong province to meet the human resources needs Situation of CLC operation in Hai Duong - Since 2001, districts, towns and cities throughout the province have established Steering Committee for CLCs, in which permanent Vice-Presidents of the People's Committees of districts, cities and towns are Head of the Steering Committee; the Deputy Head is a leader of the City Department of Education and Training; members are the heads and deputy heads of departments, unions of the city assigned to take charge of one or a number of wards and communes. The provincial People's Committee has a policy on responsibility allowance for CLC Director and Deputy Director and annual funding support for the organization. - Wards and communes have decided to establish centers; Decision on the appointment of the Board of Directors including a Vice Chairman of the Ward/ Commune People's Committee as the Director of the Center; Deputy Directors are principals of primary or secondary schools or vice-presidents of study encouragement associations; members are heads of departments, unions, principals and deputy principals of schools in such wards/ communes. Remarks: CLCs in Hai Duong province have contributed significantly to the local HR development, but overall CLC operational management has not been highly effective and diversified at organizing classes for knowledge improvement. Management of vocational training to meet local HR needs has not met the aspirations of people Survey results on CLC operational management in Hai Duong according to the local human resource needs The data presented in Table 8 (from Table ) and the author's comments show the current situation of Hai Duong CLCs. Table 2.5: Survey results on CLC operation No. Components Highly suitable Level (%). N= 455 Suitable Relatively suitable Less suitable Not suitable Order 1 Operational objectives Operation content Operation method Assurance of resources Implementation of policies Remarks: The figures in Table 2.5 show that: Most of the comments fully agree that CLC operational management components are suitable and

18 15 highly suitable. Of these two components, the Operation mode of CLC (4.50) and assurance of resources for CLC operation (4.48) are the most important ones, followed by the following factors: Management of objectives and implementation of policies. The lowest rated and also the biggest difficulty is CLC operational management (3.61) Assessment of the current situation of the management of CLC operation in Hai Duong province to meet the human resources needs General assessment a. Advantages Over the past years, CLCs in Hai Duong province have achieved encouraging results. CLCs have taken effective measures to develop and organize activities that are increasingly effective; basically achieved the objectives set out and had positive influence on economic, political, social and cultural situation, contributing to the maintenance of social order and safety, constantly raising people's intellectual level. b. Weaknesses - In some communes, wards and towns, a part of the leaders and people are not fully aware and the activities of the CLC are still unrealistic and do not attract the participation of people. - CLC managers have no experience in operation, limited capacity with a lack of training on management and operation of the center. - The time spent and intellectual resources of the CLC staff are limited and passive in organizing activities. - The content and mode of operation of CLCs have not been reformed and their programs are not suitable with the development of human resource in the locality. - The physical infrastructure of many CLCs is very difficult and inadequate. - There is no coordination mechanism between CLCs and enterprises to provide vocational training for trainees in the locality Causes of limitations - CLC is a new model. - The direction and interest of all levels are not regular and adequate. - No full-time staff. - Failure to coordinate with local mass organizations. - The system of legal documents has not kept pace with CLC development trend.

19 16 Conclusions of Chapter 2 Based on the survey of the current situation of CLC operational management and the results presented in the tables, we examined and analyzed each component and criterion for assessing the performance of CLCs in Hai Duong province to meet local human resource needs. Surveying the situation, assessing the strengths and weaknesses, as well as finding the right reasons are important to propose management solutions to build and sustainably develop CLCs in Hai Duong Province. The results of Chapter 2 are an important practical basis for combining with the theoretical foundations of Chapter 1 to help develop solutions for managing CLC operation in Hai Duong province to meet the HR needs. Chapter 3. OPERATION MANAGEMENT SOLUTIONS FOR HAI DUONG COMMUNITY LEARNING CENTERS TO MEET THE NEEDS OF HUMAN RESOURCES 3.1. Human resource development orientations and principles to propose solutions The overall needs of the human resources Decision No. 112/2005/ QD-TTg dated May 18, 2005 of the Prime Minister on the approval of the project "Construction of socialeconomic development for period " states that: One of the objectives of the scheme is that by 2010 more than 80% of communes, wards and towns throughout the country will have successfully developed their CLCs. The Socio-Economic Development Strategy for identified the construction of a learning society as a task and a solution Some principles to propose solutions Principle 1: Be in line with the guidelines on education of the Party and the State CLC operation must implement the Party's policies and guidelines on education and educational management. Principle 2: Ensure inheritance and development Measures must determine the current developmental trend of CLCs and it is necessary to implement the educational development strategy, in which the development of CLCs is a must. The strengthening of management measures aimed at developing CLCs

20 17 must be appropriate at each stage, avoiding rampant and stereotypical manner. At the same time, inheriting and promoting fine traditions, overcoming shortcomings and inadequacies in the past are the requirement of development in logical and scientific thinking. Principle 3: Ensure practicality, feasibility and effectiveness This principle requires that the proposed solutions be applicable in practice to the management of Hai Duong CLCs to meet the HR needs. The measures are required to fit the needs and aspirations of the people, be in accordance with circumstances, conditions and resources, on the basis of strict compliance with the regulations of the Ministry of Education and Training. At the same time, they are required to demonstrate the benefits of solutions to the community through the need for continuing learning and lifelong learning. Principle 4: Ensure synchronization of solutions Ensuring synchronization of management measures must pay attention to the factors that influence management measures to promote the strength of each measure in improving the quality of CLC activities. At the same time, the synchronization of the conditions for implementation in Hai Duong must be ensured Solutions to manage CLC operation in Hai Duong province to meet the human resources needs Solution 1: Raise awareness of party committees and authorities about the importance of managing Hai Duong CLC operation to meet human resource needs Objectives To strengthen the management responsibility of all levels in managing CLC operation to meet the HR needs Content Party committees, authority leaders and local mass organizations should be well aware of the roles, functions and responsibilities of CLCs, and at the same time be responsible for participating in the CLC operation to improve the effectiveness and quality of CLCs to meet the need for the development of human resources Measures to be taken Measure 1: Strengthening the dissemination of the Party's guidelines and policies and State laws on roles, duties and responsibilities of CLCs in the locality. Measure 2: Enhancing management responsibility of Party leaders and local authorities for CLC operation

21 18 Measure 3: Creating a consensus of broad, synchronous and effective participation of mass organizations, political organizations and population communities Conditions of implementation - Proactively develop enough funds to implement - Local leaders, cadres and civil servants of education and training should be well aware of the need to improve the effectiveness of CLC operation to meet the needs of human resource development. - Agencies and units need to be in close and effective cooperation with each other Solution 2: Finalize CLC organizational structure, management staff, teachers, reporters and collaborators structurally and sufficiently in terms of quantity and quality assurance Objectives To ensure that managers and teachers are qualified, meet the requirements; capable to fulfill assigned tasks with high efficiency and highly responsible for developing the CLCs sustainably To build a workforce of regular and effective CLC teachers, collaborators, reporters and instructors to ensure that CLC operation is maintained in a consistent and effective manner Content - To select the development of CLC management staff; organize professional training and capacity building for CLC management staff to avoid shortages of CLC staff. - To determine the proper functions and tasks of CLCs; develop a staff from the locality and form the connection between CLCs and vocational schools in the area. - To expand the network of teachers, strengthen teachers with intensive practice. - To connect teachers at CLCs and vocational training institutions Measures to be taken Measure 1: Develop and improve the management team and teachers, collaborators, reporters and instructors in a stable manner from the local staff resources. Measure 2: Develop a contingent team of teachers, reporters, collaborators and instructors in the direction of alignment and coordination

22 19 Measure 3: Improve management capacity and professional skills for CLC managers, teachers, reporters, collaborators and instructors Conditions of implementation - Local authority leaders at all levels direct CLC personnel affairs associated with personnel affairs of the locality. - Education authorities as well as education and training establishments consider increasing the quality of the CLC staff and teachers as their political tasks. - The investment by the State to ensure sufficient resources for CLCs to fulfill their assigned functions and tasks is a must Solution 3: Coordinate CLCs in the province and agencies, units and enterprises to survey the needs of enterprises to train and meet local human resources Objectives - To provide effective support to CLC operation - To conduct HR survey in the community and understand the labor potential of the locality to have a suitable recruitment plan and training program; to create favorable conditions for trainees to find stable jobs in their localities after the training Content To coordinate or associate the benefit of each party within the legal framework For enterprises: It is possible to select employees according to their specific requirements and create the ability to attract employees from other localities and reduce labor re-training costs. For CLCs: To be more advantage in enrollment; adjust the curriculum and training contents; coordinate with the use of a number of equipment and technologies of enterprises; understand the human resource needs of the enterprises. For the society: To avoid the waste of opportunities for learning and labor of the people, reduce the need to retrain; contribute to reduce negative phenomena in the society Measures to be taken Measure 1: To coordinate in enhancing and promoting the quality assurance conditions of CLC activities with the role of fostering and training human resources Measure 2: CLCs coordinate with the enterprise to survey and determine the specific needs of human resources of local enterprises. Measure 3: To create jobs for post-trainees towards the development of commitment between CLCs and enterprises

23 Conditions of implementation - Enterprises must consider vocational training in CLCs as the main factor for improving quality and efficiency of production and business. - Human resources training program must be strictly committed. - Trainees have the need to work in local enterprises Solution 4: Identify the training objectives; renew the curriculum and content of the learning plan at CLCs to meet the needs of training local human resources Objectives - Develop CLC training programs and plans that meet the needs and suitability of HR training. - Adjust vocational training to keep up with market fluctuations. - Provide local staff with the knowledge to have appropriate life skills for the community Content - Identifying the right target is the first step in developing CLC programs and plans. - Identify the basic training content to be implemented at CLC to meet human resources requirements. - Develop training plans that include objective setting, program development and specific steps. - Select training method suitable for the industry and major Measures to be taken Measure 1: Develop the objectives, contents, programs and plans for learning at the CLC to meet the needs, conditions and abilities of trainees. Measure 2: Develop the objectives and contents of training programs and methods in line with the industries in which enterprises need labor Conditions of implementation - Ensure the local socio-economic conditions must be appropriate to the needs of trainees. - CLCs must be adequately and promptly provided with necessary and basic materials, new and advanced technological equipment suitable for training majors Solution 5: Strengthen the sources of investment funds and facilities for CLC operation Objectives Develop mechanisms for management, regimes and policies to secure financial resources and facilities for CLC operation

24 Content - Finalize the legal document system; create a legal framework for the development, organization, management and operation of CLCs from the perspective of local development. Develop and increase various sources of capital to invest in building facilities of CLCs Measures to be taken Measure 1: Establish management mechanism, policies, regime and increase financial resources for CLC operation Measure 2: Strengthen the financial resources and infrastructure of CLCs to ensure training and development of human resources Measure 3: Promote the socialization of education and investment support from agencies and units using human resources of all levels Conditions of implementation - Local leaders are responsible for investing in the development of necessary and appropriate funds to ensure CLC operation. - Sector managers consider the task to ensure CLC facilities as the responsibility of their CLCs Solution 6: Enhance distance learning management at CLCs to meet the human resource needs and learning needs of Hai Duong people Objectives - Put Decision No. 1559/ QD-TTg of the Prime Minister and the "Distance Development for period " Project into effective practice. - Promote and improve the learning quality of the people in an open, flexible and diversified way of learning at CLCs. - Ensure satisfaction with the learning needs of the local community Content - Distance learning helps trainees gradually improve their selflearning ability. - Create collaboration between CLCs and educational institutions abroad Measures to be taken Measure 1: Exploit the experiences of local universities participating in online training to apply this training type to CLCs of localities Measure 2: Support tuition fees and create an advantageous environment for individuals to participate in

25 22 distance learning at community learning centers to improve the quality of human resources Conditions of implementation - Trainees must be aware that distance learning is a way to learn with high effectiveness and self-awareness. - Examination of trainees' learning results must be managed strictly and accurately Survey the necessity and feasibility of CLC management solutions to meet human resource needs Purposes of the survey Gathering assessment information on the necessity and feasibility of proposed solutions; adjusting inappropriate content and further confirming the reliability of the proposed solutions Survey content and methods a. Survey content: Necessity and feasibility for the management of Hai Duong CLC operation to meet human resource needs. b. Survey method: Questionnaire exchange. The criteria are based on five-point Likert scale (Appendix 2) Survey respondents There is a total of 123 people, including: 52 CLC management staff, 46 commune leaders and 25 leaders of the Party, authority, mass organizations and education and training sector at district and provincial levels Survey results Necessity and feasibility of proposed solutions Results of the survey are shown in 14 tables. After each table, the author provides specific comments on the necessity and feasibility of the proposed solutions. Table 3.1: Assess the necessity of the proposed solutions (n = 123) No. Solutions Highly needed Raise awareness of party committees and authorities about 1 the importance of managing Hai Duong CLC operation to meet human resource needs. Finalize CLC organizational structure, management staff, teachers, reporters and collaborators structurally and sufficiently in terms of quantity and quality assurance Coordinate CLCs in the province and agencies, units and enterprises to survey the needs of enterprises to train and meet local human resources. Identify the training objectives; renew the curriculum and content of the learning plan at CLCs to meet the needs of training local human resources. Necessity level (%) Need Little need No needed Strengthen the sources of investment funds and facilities

26 23 for CLC operation Enhance distance learning management at CLCs to meet 6 the human resource needs and learning needs of Hai Duong people Table 3.2: Assess the feasibility of the proposed solutions (n = 123) No Solutions Raise awareness of party committees and authorities about the importance of managing Hai Duong CLC operation to meet human resource needs. Finalize CLC management structure, management staff, teachers, reporters and collaborators structurally in terms of quantity and quality assurance. Coordinate CLCs in the province and agencies, units and enterprises to survey the needs of enterprises to train and meet local human resources. Renovate the training and development methods, objectives, curricula and contents of the learning plan at CLCs in accordance with HR training Strengthen the sources of investment funds and facilities for CLC operation Enhance distance learning management at CLCs to meet the human resource needs and learning needs of Hai Duong people Feasibility level (%) Less feasible Very feasible Feasible Not feasible Testing solutions to manage CLC operation in Hai Duong province to meet the human resources needs Testing purpose To determine the effectiveness, feasibility and conditions necessary to implement the proposed solutions Testing objects and period Testing in mountainous area of Kinh Mon District (including 3 towns and 22 communes) which is one of the localities where enterprises have less demand for labor than some other localities. Testing period: from November 2015 to April Testing content Only the third solution is tested: Coordinate CLCs in the province and agencies, units and enterprises to survey the needs of enterprises to train and meet local human resources Testing method Testing according to our proposed content and process Testing process 1) Preparation phase: Determining the purpose, content, scope and method of testing; Selecting testing area and objects; Testing planning. 2) Trial implementation phase:

27 24 - Phase 1: Collaborating with CLCs throughout Kinh Mon district to investigate the learning needs of CLCs. - Phase 2: Implementing trial vocational training for trainees at CLCs under registration of enterprises and CLCs. - Phase 3: Checking and evaluating trial results. 3) Processing and analysis of testing results - Phase 1: Processing testing results. - Phase 2: Conclusions on the test Analysis of test results The results of the test are shown in 8 tables after each of which the author gives comments on the contents tested. Conclusions of Chapter 3 In Chapter 3, we have developed the most basic principles as the basis for proposing important measures to manage the operation of CLCs in Hai Duong province to meet HR needs. From there, operational management solutions have been proposed to meet the HR needs of Hai Duong Province. In each solution, we determine what objectives to implement, what to do and how to organize them in practice, and set conditions for effective implementation. The content of the solution is very specific, easy to understand, easy to implement when implemented in accordance with the psychology and ability of the learners, to facilitate everyone to participate and implement effectively. The survey and testing results confirm the necessity and feasibility of proposed solutions which shows that solutions are needed for the management of CLC operation to meet the human resource needs of Hai Duong province. CONCLUSIONS AND RECOMMENDATIONS 1. Conclusions The CLC is currently a new model of education, organized in communes/ wards/ towns and equivalents. Activities of CLCs are able to meet the lifelong learning needs of people and the whole community, contributing to the training of human resources for the socio-economic development of the country. - Hai Duong CLCs have come into operation and achieved positive initial results. Therefore, the management of Hai Duong CLC operation to meet human resources needs is a necessity. - Based on theoretical research, the legal bases of the Party and State; as well as the actual situation of the CLCs in Hai Duong province, six measures are proposed to manage CLC operation to meet the HR needs of the province. -Survey and testing results have shown that these solutions are highly effective.