Improve the effectiveness of farmers' associations at the village and hamlet level.

Keep the movements going.

The consolidation of farmers' association branches, in parallel with the merger of hamlets, villages, and communes, is a key task to ensure the unified leadership of the Party at the grassroots level. Guidance No. 03-HD/HNDT of the Standing Committee of the Nghe An Provincial Farmers' Association stipulates a rigorous five-step process for reorganizing new branches. By August 2026, in Nghe An, the personnel reorganization of farmers' associations at all levels had been largely completed, especially in hamlet and commune branches. Following the mergers, the branches at all levels have continued to implement their work, creating positive shifts in production and business activities at the grassroots level.

In My Son hamlet, Tam Dong commune, along with the expansion of the area, the scale of economic models and the number of members of the farmers' association have also increased. Mr. Nguyen The Thang - Secretary of the My Son hamlet Party branch - said that after the merger, the hamlet's size increased to 459 households, and the number of farmers' association members also increased to more than 350 people. Therefore, the farmers' association branch officials must gather more information about the households and economic models in their assigned area. Regarding personnel selection, to maintain stability, the local authorities unanimously agreed to retain the same team of farmers' association branch officials from the old My Son hamlet.

Not only in My Son hamlet, but also in Tam Dong commune, Mr. Duong Duc Thang, Chairman of the Farmers' Association, said that the entire commune currently has 13 hamlets, corresponding to 13 farmers' association branches, which still maintain the old staff after the merger. In reality, thanks to keeping the old "organizational structure," all activities remain effective despite the increased workload.

In the mountainous commune of Huoi Tu, the reorganization and merger process has reduced the scale to only 8 villages, corresponding to 8 farmers' association branches. Mr. Ho Ba Xong, Chairman of the Farmers' Association of Huoi Tu commune, said that the personnel plan here is handled flexibly according to the reality: where many villages are merged, completely new people are appointed; where two villages are merged into one, the arrangement is flexible based on exchange and consensus among individuals to choose the optimal solution.

Similarly, Mon Son border commune, after merging 25 villages, now has 13 villages; correspondingly, 13 farmers' associations with over 4,200 members have also stabilized their organizations and begun operating with expanded coverage and geographical area. Ms. Ngan Thi Ha, Chairwoman of the Mon Son Commune Farmers' Association, affirmed that after the merger, the associations have increased both in the number of members and the scale of their cultivated land. The commune's Farmers' Association is directing the villages to establish cooperatives according to the new regulations.

Overcoming difficulties, improving High operational efficiencymovement

By August 2026, the basic structure of farmers' associations at the block, hamlet, village, and commune levels will have been fully established. As for the staff of farmers' associations at the commune level, in lowland and coastal areas, they will basically meet all the criteria and requirements in terms of numbers.

Only a few high-altitude mountainous localities are still lacking a Standing Vice Chairman; in some places, the organization has only managed to appoint one person, such as in Huoi Tu commune, where the Farmers' Association currently only has a Chairman, Mr. Ho Ba Xong. Mr. Xong shared: When he goes on business trips, attends training courses, or attends meetings, the Farmers' Association office has to close because there is no one to work. In addition, due to his additional duties with the Fatherland Front, Mr. Xong is even busier and finds it difficult to closely monitor the grassroots level.

Based on local experience, Mr. Ho Ba Xong shared that the shortage of personnel is not unique to the farmers' association; many other departments and organizations in the commune also lack staff. Therefore, people like Mr. Xong have to make every effort and support each other in their work. "Whenever we encounter difficulties, we contact higher levels for support and guidance, and gradually overcome them. However, we also hope that in the future, the commune will be restructured and have sufficient personnel to ensure effective and efficient operation," Mr. Xong said.

Furthermore, Mr. Xong also expressed that, at the village level, the current heads and deputy heads of the Farmers' Association branches are facing a workload that has doubled, but their responsibility allowances remain limited or non-existent! This reality makes it difficult to maintain enthusiasm as branch officials have to deal with the burden of making a living and caring for their families and children. Therefore, the commune's Farmers' Association must constantly encourage village branch officials to remain committed to the movement.

Alongside organizational restructuring, the core objective of farmers' associations at all levels is to accompany and support members in economic development. However, economic development in some mountainous areas currently faces many "bottlenecks" regarding the scale of cultivated land and the quality of farming models.

In Chau Tien commune, Mr. Lo Van Giap, Chairman of the Farmers' Association, stated that after reviewing the models submitted for the "Excellent Farmers in Production and Business" competition, none met the set standards. Meanwhile, the medicinal plant cultivation model, while promising, suffers from fragmented land areas, lacking the necessary concentrated scale for trademark registration. Therefore, to ensure the effectiveness of farmers' production and business activities, significant efforts are still needed from officials and members alike; and more guidance and support from higher levels of government are required, especially in the development of production models and projects.

According to the provincial Farmers' Association leaders, the restructuring of the farmers' association after the merger cannot be done solely through mechanical numbers. It requires understanding the sentiments of grassroots officials, flexibility in personnel placement to suit each locality, and above all, practical support policies regarding benefits and work tools to encourage creativity. Only when the association's officials at all levels are further motivated, empowered with a sense of responsibility and flexibility in their activities, will the farmers' association branches truly be strong and worthy of being a reliable "pillar" for members in the construction of new rural areas.