Mr. Ho Quoc Dung, Secretary of the Binh Dinh Provincial Party Committee, said that the Standing Committee of the Provincial Party Committee has just finalized a list of key officials of the 58 new communes and wards after the merger of this province.
However, Mr. Ho Quoc Dung also expressed his "very concern", although he "confident" that "Many members of the Provincial Party Committee Standing Committee do not yet know the faces of the new commune chairmen".
Therefore, in addition to "determining that in the immediate future, we must boldly arrange the work of brothers", the Standing Committee of the Binh Dinh Provincial Party Committee also "clearly stated that within 1 year, if we do not achieve the set goals and targets, and do not complete the task, we must transfer it to others to do".
"Many worries" - as the Standing Committee of the Binh Dinh Provincial Party Committee felt towards the new commune and ward leadership team is very real and present. And this can be said to be a common concern of all Standing Committees of provinces and cities across the country at the present time.
In the context of a rapidly changing and expanding apparatus, caution is necessary.
And setting a challenging year for the new commune and ward cadres like Binh Dinh is a reasonable step, which can be expanded to localities to select and perfect the new apparatus with the goal of being more effective and efficient than the old one.
In the coming time, when the administrative area of the new communes and wards is wider, the population is larger, and the workload is larger, the pressure on the grassroots government will certainly increase exponentially.
Therefore, a serious, fair and transparent challenging period is needed for cadres to demonstrate their capacity and suitability in their new roles.
Setting a challenging year is therefore not a condition for cadres, but a necessary cautious stepping stone.
That is the time for the person assigned to the task to demonstrate his capacity, for the Standing Committee to evaluate the reality, and for the new commune government apparatus to have conditions to operate, adapt, and adjust.
The challenge in this case is not a suspicion, but a sharing of responsibility between the person assigning the job and the person receiving the job.
However, along with challenges, there needs to be a clear support mechanism. Organizing training and fostering on digital transformation, public administration, management skills... as Binh Dinh is about to implement is extremely urgent and also necessary in other localities.
It should also not be neglected that those who have been leaders at the upper level are certainly capable enough when moving to the commune; nor should we be prejudiced that young people and those who have just risen are lacking in experience.
Each person needs to be put in the right role, in the right job and have the opportunity to update new tools to work effectively in new conditions.
The 1-year challenge should be understood as an open mechanism, where good people have the opportunity to develop, bad people can be rearranged, and the whole system has the opportunity to re-evaluate themselves.
