A core message emerging from discussions on ethnic affairs is clear: engagement with communities must move beyond slogans and toward meaningful dialogue grounded in the language and lived realities of the people.

The insight was shared during an online forum marking the 80th anniversary of Vietnam’s state management system for ethnic affairs, where policymakers and experts reflected on both progress and ongoing challenges.

Participants included Hoang Xuan Luong, former Deputy Minister and Vice Chairman of the Committee for Ethnic Minority Affairs; Be Trung Anh, a full-time National Assembly deputy at the Committee for Deputy Affairs; and Ha Van Sang, Deputy Director General of the Department of Ethnic and Religious Affairs under the Central Commission for Communication and Mass Mobilization.

Grassroots officials: The “translators” between policy and community life

Mr. Be Trung Anh, in the field of ethnic and religious affairs, the two-tier local government model is expected to make grassroots administrations more proactive, closer to the people, and more effective in serving them. However, the challenges are also significant. How do you view this issue?

Mr. Be Trung Anh: I believe that if policy represents intention, then commune-level officials are the ones who turn that intention into reality.

They serve as translators, as bridges between higher levels of government and local communities, connecting policy with cultural identity and everyday activities. If we call them a bridge, then in essence they are a translation system between two distinct worlds: one is the State, the other is community life.

To be able to translate effectively, they must understand community life, grasp cultural identity, and work alongside the people. At the same time, they must have a clear understanding of policy frameworks and how these are implemented in practice. Achieving this requires a high degree of personalization in their capabilities.

Previously, the Government issued Decision 402, which required that the number of officials and civil servants at each level reflect the proportion of ethnic minorities in the locality. However, during field visits, we found that most places have not been able to meet this requirement. The number of officials from ethnic minority backgrounds remains lower than prescribed.

For many years, we have not found an effective way to fully implement this policy. As a result, officials working in these areas are often not from the local ethnic communities and may not understand the language, culture, customs, beliefs, or religions of the people. This weakens the “translation” between the two systems and, to some extent, constrains the development potential of the communities themselves.

As Mr. Luong mentioned earlier, to unlock the internal strengths of ethnic communities, those positioned at the intersection of these two systems - closest to both the people and the government - must be able to fulfill this role.

At present, I believe grassroots officials must possess three core competencies. First, a sufficient level of cultural understanding. Second, the ability to translate between the two systems. Third, in the context of a two-tier local government model and rapid digital transformation, digital competence. Officials must be able to process data quickly and translate state-level objectives into practical actions at the local level.

Engaging people in their own voice

Mr. Ha Van Sang, in the current context, ethnic and religious affairs are no longer just about policy, but also about strengthening trust, building consensus, unlocking internal resources, and promoting the role of communities as active agents. In your view, how should communication and mass mobilization in ethnic minority areas be reformed to become closer to the people, more relevant, and more effective, especially in communities with rich religious and cultural lives?

Mr. Ha Van Sang: I was born in an ethnic minority area and have spent 16 years working in such communities. To address this question, one can refer to Conclusion No. 236 dated January 15, 2026, issued by the Secretariat on continuing the implementation of Directive 49 on strengthening and renewing the Party’s mass mobilization work in ethnic minority regions. This document provides a comprehensive assessment, identifies bottlenecks, and outlines very specific solutions.

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Mr. Ha Van Sang, Deputy Director General of the Department of Ethnic and Religious Affairs under the Central Commission for Communication and Mass Mobilization.

From my personal perspective and through years of work, I believe the idea of being “closer to the people, more relevant, more effective” is the right direction. But if we are not careful, it can easily become superficial. The issue is not who speaks more eloquently, but how we speak, how far implementation goes, and what concrete results are achieved.

First, we must move from one-way communication to direct dialogue. Without dialogue, how can we understand what people think, what they need, what they aspire to, or what they propose? Only then can we offer sound recommendations and shape policies that truly reflect people’s lives.

Second, the content must be precise and relevant. We cannot go to ethnic minority communities and simply talk about directives or general policies. We must be specific: this road section is supported by the State with cement, while people contribute labor and effort. When people see that the message is relevant and the mobilization is meaningful, they are willing to contribute wholeheartedly, even doing the work more carefully and sustainably.

Third, we must shift from communication to solving real problems. When engaging with communities, we should avoid excessive slogans and instead speak in the language of the people. What people need is clarity and practicality, not references to clauses or regulations. There must also be two-way communication to encourage and motivate them.

Fourth, we must promote the role of insiders - the core local forces. Ethnic minority communities often have strong leadership structures. These include respected figures such as village elders, community heads, and those with influence in cultural or religious practices. They are the nucleus, and when they speak, people listen and trust.

At the same time, technology must be utilized. We cannot rely on outdated communication methods, especially as the two-tier local government model is implemented. In many remote communes, where several communes have been merged, there is no single administrative center; operations are spread across locations, making coordination difficult. Villages may be dozens of kilometers away from commune offices. When direct access is not possible, technology becomes essential.

Platforms such as Facebook and Zalo are widely used. However, technology is only a tool. When using it, communication must be truthful, accurate, relevant, and concise so that people can easily access and understand.

In addition, radio broadcasting and public audio systems should be strengthened, using ethnic languages so that communities can access policies, guidelines, and practical approaches anytime, anywhere, through multiple channels.

Another key point is building a strong grassroots workforce. Officials must understand the people, learn from them, and feel responsible toward them; they must understand the culture, customs, and practices of each community. Even within the same ethnic group, each village may require a different approach. Officials must stay close to the grassroots, immerse themselves in community life, share experiences, and truly understand the people. Only then can communication and mobilization be close to the people, aligned with policy, and effective.

When these efforts succeed, trust among communities will rise significantly. Many ethnic minority areas lie along vast border regions, where hostile forces may seek to exploit vulnerabilities. With strong trust, we can address issues early, from afar, and prevent potential risks. That is the essence of effective mass mobilization work. President Ho Chi Minh once said that those engaged in mass mobilization must “think, observe, walk, listen, speak, and act.” They must truly stay close to the people.

Thai An

(To be continued)