A bright spot in administrative reform.
In a general assessment of administrative reform and the results of implementing the one-stop mechanism over the past five years, the Nghe An Tax Department was concluded by the Director of the Nghe An Department of Internal Affairs to be one of the three most exemplary units among provincial-level agencies. A survey of businesses showed that 85% of respondents were very satisfied, and 15% were satisfied with the tax officials.
(Baonghean)In a general assessment of administrative reform and the results of implementing the one-stop mechanism over the past five years, the Nghe An Tax Department was concluded by the Director of the Nghe An Department of Internal Affairs to be one of the three most exemplary units among provincial-level agencies. A survey of businesses showed that 85% of respondents were very satisfied, and 15% were satisfied with the tax officials.
In Nghe An Province, 19 out of 21 units (91%) currently have operational one-stop service centers (excluding two mountainous districts). All units are fully equipped with necessary equipment and facilities, and staffed with qualified personnel to meet the job requirements. Over the past five years, the one-stop service centers of the Tax Department have processed an average of over 120,000 applications annually, with a 99.12% on-time processing rate and only 0.88% delayed processing (due to applications involving other departments).
Regarding the implementation of the integrated one-stop mechanism since 2012: The Tax Department has coordinated with the Department of Planning and Investment and the Nghe An Provincial Police to organize an integrated one-stop service for business registration, tax code issuance, and seal certificate issuance. Since its implementation, 3,487 applications have been received and processed, with 100% of applications processed on time, reducing processing time from 10 days (in 2010) to 5 days (in 2012). Data between agencies is fully and promptly updated and interconnected, ensuring convenience for both businesses and relevant management agencies. At the district tax offices, staff have been assigned to closely coordinate with district-level departments to handle administrative procedures (mainly land-related applications) according to the centralized one-stop mechanism at the district level and the guidelines in Joint Circular No. 30/2005/TTLT/BTC-BTNMT of the Ministry of Finance and the Ministry of Natural Resources and Environment.
The above results can be attributed to the collective role of the agency, especially the head. The head of the agency must genuinely care about directing, setting goals, and striving to achieve those goals. The head must regularly inspect, monitor, and evaluate the results of activities periodically, and immediately correct any shortcomings. In addition, the head must also focus on training human resources and assigning civil servants appropriately, because it requires not only interpersonal skills. Another factor is the availability of equipment, especially IT equipment, which must be standardized, linking administrative reform with the implementation of the ISO quality management system.
Chau Lan
