Reduce 6 specialized departments after merging the Department of Finance and the Department of Planning & Investment of Nghe An
It is expected that after merging the Department of Finance and the Department of Planning & Investment into the new Nghe An Department of Finance, there will be a reduction of 6 departments, equivalent to 35.3%.
Nghe An Provincial People's Committee has just approved the Project to merge the Department of Finance and the Department of Planning and Investment into the Department of Finance.
On February 25, at the 27th Session (Special Session), the People's Council of Nghe An province will consider and approve the Resolution to establish the Nghe An Department of Finance on the basis of merging the Department of Finance and the Department of Planning and Investment.
The merger of the Department of Finance and the Department of Planning and Investment to form a unified financial advisory state management agency ensures a streamlined, suitable, scientific, and tight apparatus structure, promotes connectivity in performing state management tasks between agencies and units; improves the effectiveness and efficiency of operations, in accordance with the socialist-oriented market economy institution and the requirements of socio-economic development in the new period; restructures, improves the quality, and effectively uses the staff, civil servants, and public employees after the merger.
Principles of reorganizing the apparatus and arranging the payroll: Merge departments with similar functions and tasks to reduce duplication and overlap, increasing management efficiency. Keep departments with different functions and tasks, not overlapping functions and tasks with other departments. Adjust departments with overlapping functions and tasks to support or complement each other and will be readjusted when building the functions and tasks of each department.
The organization of the apparatus must ensure the requirements of overall management but also ensure the specialization of sectors and fields to improve the quality of consulting work. In the process of arranging the payroll, depending on the functions and tasks of the departments after the merger, it is possible to adjust and arrange the payroll appropriately and in accordance with regulations.
Reduced 6 rooms after merger
Number of focal points of the 2 agencies before merging: Including 17 departments (of which: Department of Finance has 8 departments; Department of Planning and Investment has 9 departments). After merging, there are 11 departments, a decrease of 6 departments, equivalent to 35.3%.
Accordingly, the Department Office will be merged (merging the Department of Finance Office and the Department of Planning and Investment Office); Department Inspectorate (merging the Department of Finance Inspectorate and the Department of Planning and Investment Inspectorate).
Merging the departments: Investment Department (merging the Investment Finance Department under the Department of Finance and the Bidding, Appraisal and Investment Supervision Department under the Department of Planning and Investment); Budget Management Department (merging the District and Commune Budget Departments and the Provincial Budget Department under the Department of Finance); Sectoral Economic Department (merging the Agricultural Economics and Rural Development Department and the Science, Education and Culture Department under the Department of Planning and Investment); Finance and Enterprise Development Department (merging the Enterprise Finance Department under the Department of Finance and the Investment and Enterprise Development Department under the Department of Planning and Investment).
Maintain the departments, including: General and Planning Department; Administrative and Finance Department; Price and Public Asset Management Department; Business Registration Department; Infrastructure Development Department (Industrial and Service Economic Department).
For affiliated public service units: Number of focal points of 2 agencies before merging: There is 1 unit (Financial Support and Consulting Center under the Department of Finance). Expected after arrangement, merger, consolidation: Keep 1 unit and change the name to the Public Service Center of Finance and Investment Development (receive the task of investment promotion and business development support from the Provincial Investment, Trade and Tourism Promotion Center).
Human resource plan
According to the project, the total number of staff assigned to the Department of Finance is 76 people; the total number of officers and civil servants is currently 75 people. Of which, the Department's leadership includes 1 Director and 3 Deputy Directors; 8 department heads, 13 deputy department heads and 45 civil servants.
In addition, the Financial Consulting Support Center (under the Department of Finance) has a total of 17 assigned staff; the total current staff as of December 31, 2024 is 16 people.
At the Department of Planning and Investment: Total number of employees is 59; total number of employees as of December 31, 2024 is 57. Of which, the Department's leadership includes 1 Director and 4 Deputy Directors; 9 department heads, 11 deputy department heads and 33 civil servants.
For personnel at the head level of agencies and units after the merger: Based on practical conditions and standards, staff capacity, the collective leadership of the agency or unit decides to select those who meet the task requirements of the new agency or organization after the arrangement; selected personnel can be inside or outside the agency or organization that is merged or consolidated into that new unit.
In case the head of the agency or organization implementing the arrangement does not continue to be the head, he/she will be arranged to hold a head position in the vacant places (if any) or at the adjacent lower level and will enjoy policies according to the Government's regulations on organizational arrangement.
Specifically, the selection of senior personnel follows the principles: Prioritizing personnel with higher-level planning; Prioritizing personnel who are not under disciplinary review, review, or are in the disciplinary period; For redundant senior personnel, assigned to agencies and units that do not have another senior with suitable capacity, qualifications, and management experience.
In case of failure to arrange, arrange to a deputy position at the unit after the merger, or prioritize arranging a deputy position in another department that matches the wishes, capacity, qualifications and requirements of the job position but is entitled to the position allowance coefficient of the head and equivalent to a term not exceeding 05 years (or the end of the reappointment term of the current position) from the date of rearrangement of the job position.
Regarding deputy heads of agencies and units after merger: Based on the actual number of deputies of heads of agencies and organizations implementing mergers and consolidations, the collective leadership of the agency or unit decides to arrange them as deputies of the new heads of agencies and organizations after the arrangement or arrange them to other agencies and organizations according to the requirements of the tasks and capacity of the staff.
In the immediate future, the number of deputies of the heads of agencies and organizations formed after the reorganization may be higher than the regulations, but the agencies and units must develop a plan to reduce the number of deputies according to general regulations within 5 years (from the date the competent authority approves the reorganization project).
Specifically: Add up the number of deputies of the heads of agencies and units after the merger (the number is in accordance with the Government's regulations); Until the end of a period not exceeding 5 years (or the end of the term of reappointment to the current position) from the date of rearrangement of work positions, there is no limit on the average number of deputies at the units subject to merger; Do not appoint new deputies of the heads of agencies and units subject to merger or reorganization due to merger until the number of deputies of these agencies and units is guaranteed to comply with the regulations of the competent authority.
Regarding the plan for headquarters, finance, assets, and land: After the merger, the Department of Finance is responsible for coordinating with relevant agencies and units to implement budget management in accordance with current regulations.
In the immediate future, to stabilize the work and arrange the workplace for cadres, civil servants, public employees and workers, maintain the current state of public assets that the two agencies are currently managing. After the merger, calculate the roadmap for transferring to work at one headquarters and advise on other public asset handling plans to ensure compliance with current regulations.