Project management board for investment, construction and land fund development

REGULATIONS

Functions, Duties, Powers, Organizational Structure, and Operations of the Management Board for Investment Projects, Construction, and Land Development in Dong Hoa Town

(Issued together with Decision No. 4500/QĐ-UBND dated August 9, 2023, by the People's Committee of Dong Hoa Town)

Chapter I

POSITION, FUNCTIONS

Article 1. Position and Functions

1. Position

The Management Board for Investment Projects, Construction, and Land Development in Dong Hoa Town (referred to as the Management Board) is a public service unit under the Dong Hoa Town People’s Committee (PC). The Management Board has legal status, its own headquarters, seal, and accounts at the State Treasury and commercial banks to operate in compliance with the law.

The Management Board is directly and comprehensively directed and managed by the Town PC; it also falls under the guidance, inspection, and supervision of relevant specialized government agencies.

2. Functions

• To perform the functions of an investor and organize the management and implementation of construction projects as assigned by the Town PC and in accordance with the law; to provide project management consulting, construction supervision, equipment installation, operation management, and exploitation of completed projects upon being authorized by the investment decision-maker.
• To establish, develop, manage, and exploit the land fund; organize land clearance, compensation, support, and resettlement; act as the investor for technical infrastructure in industrial clusters within the town upon assignment by competent authorities; and perform other public services under the management of the Town PC in compliance with the law.
• To exercise the rights and fulfill the obligations of an investor.
• To accept entrustment for project management and construction consulting for other investors when requested and if adequately qualified, ensuring the completion of the management tasks for the assigned projects.

Chapter II

DUTIES AND POWERS

Article 2. Duties and Powers

The Management Board is responsible for performing duties and exercising powers in project management, land clearance, compensation, support, and resettlement in accordance with the law, including:

1. Responsibilities and Powers of the Investor in Construction Investment:

1. Project Planning: Develop and submit an annual project implementation plan, clearly defining resources to be utilized, project timeline, completion deadlines, quality objectives, and performance evaluation criteria.
2. Organizing Investment Preparation Activities: Collaborate with specialized agencies to propose investment policies; carry out procedures related to construction planning, land use, resource management, technical infrastructure, and the preservation of landscape, environment, and fire protection relevant to the construction project; organize project formulation, assessment, and approval as required by law; manage the receipt and disbursement of investment funds, and perform other relevant preparatory tasks for the project.
3. Project Implementation Duties: Organize construction design surveys and appraisals and approve them; oversee design and cost estimation approval (as per delegated authority); lead coordination with relevant agencies and organizations in carrying out compensation, site clearance, resettlement (if necessary), land recovery, and land handover for project implementation; organize contractor selection and contract signing; handle construction contract payments and other necessary activities.
4. Project Completion and Handover for Operation and Use: Organize acceptance and handover of the completed project; manage trial operations; perform final settlement and contract liquidation, finalize construction investment capital, and oversee project warranty.
5. Financial Management and Disbursement: Receive and disburse funds in accordance with the project timeline and contracts signed with construction contractors; implement financial and asset management of the Management Board in accordance with regulations.
6. Administrative, Coordination, and Accountability Duties: Organize office and personnel management within the Project Management Board; implement policies on salaries, rewards, discipline, and benefits for officials and staff within the management scope; establish an internal information and data storage system; provide accurate and timely information and explanations regarding the Board's activities as requested by the investment decision-maker and competent state agencies.
7. Monitoring, Evaluation, and Reporting Duties: Conduct investment monitoring and evaluation as required by law; regularly assess and report project performance to the investment decision-maker and relevant state management authorities.

2. Execution of Construction Investment Project Management Duties:

1. Organize and implement project management tasks as specified in Article 66 of Construction Law No. 50/2014/QH13; manage the project according to the forms specified in Clause 19, Article 1 of the Law amending and supplementing several articles of the Construction Law, and Article 20 of Decree No. 15/2021/ND-CP.

b) Coordinate Activities with Organizations and Individuals Participating in the Project to Ensure Requirements for Quantity, Progress, Quality, Cost, Safety, and Environmental Protection;

c) Perform Additional Project Management Tasks as Assigned or Delegated by the Investment Decision-Maker or the Investor or as authorized;

3. Act as Investor in Industrial Cluster Infrastructure Development, Including:

a) Participate in the formulation and adjustment of the industrial cluster development plan, prepare investment reports for establishing or expanding the industrial cluster; organize and manage detailed planning of industrial cluster construction.

b) Organize and manage the deployment of infrastructure construction for the industrial cluster, ensuring timely investment; propose capital mobilization plans to the competent authority as per regulations.

c) Manage, operate, maintain, and ensure the continuous functioning of the industrial cluster's shared infrastructure systems, providing services and utilities in the cluster as per legal regulations.

d) Promote investment, guide project implementation procedures, and facilitate the relocation of production facilities into the industrial cluster; support and create favorable conditions for organizations and individuals conducting business within the cluster.

đ) Carry out other duties as assigned by the competent authorities and as required by law.

4. Accept Entrusted Project Management According to Contracts Signed with Other Investors Upon Request, in Line with Its Operational Capacity:

Manage projects on behalf of other investors, as contracted and requested, if it has the appropriate operational capabilities.

5. Supervise Construction Work if Operational Capacity Conditions as Required by Law.

6. Exercise Rights and Duties as Stipulated in Articles 68 and 69 of the Construction Law and Other Relevant Legal Provisions (if Applicable)

7. Conduct Compensation, Assistance, and Resettlement Activities; Develop, Manage, and Exploit the Land Fund, Including:

a) Develop plans to recover land as per the annual land use plan of the town for compensation, assistance, and resettlement purposes.

b) Prepare and execute compensation, support, and resettlement plans when land is requisitioned by the state.

c) Prepare investment projects and develop infrastructure on the land to organize land-use rights auctions, as authorized by the provincial People’s Committee.

d) Undertake investments to establish and expand the housing and resettlement land fund to support state land recovery and local socio-economic development, when authorized by the provincial People’s Committee.

đ) Perform the acquisition of land use rights in accordance with the law.

e) Manage the land fund that has been cleared, the land acquired but not yet associated with an investment project or auctioned for land use rights; reclaimed land under the management responsibility of the Land Development Organization as stipulated by the Land Law.

g) Organize land use rights auctions in accordance with legal provisions.

h) Develop utilization plans for the managed land fund that has not yet been allocated or leased.

i) Provide services for compensation, support, and resettlement when the State reclaims land; auction land use rights; offer consultancy services to determine land prices when eligible, as prescribed by law, and determine specific land prices when undertaken by a government agency; supply information on investment locations, land prices, and land funds to organizations and individuals upon request.

k) Receive documents, maps, data, and other information on land, housing, and assets attached to the land as stipulated by law.

l) Partner, collaborate, or cooperate with economic organizations and individuals to perform assigned tasks as stipulated by laws on the management and use of state assets; the law on the autonomy mechanism for public service units, and other relevant legal provisions.

m) Be authorized to contract organizations or individuals for consultancy services or to carry out assigned tasks as provided by law.

n) Collect fees and charges as stipulated by law.

o) Implement reporting regimes in accordance with current regulations on assigned areas of work.

Chapter III

ORGANIZATIONAL STRUCTURE AND STAFFING

Article 3. Organizational Structure

1. The Management Board leadership consists of: a Director and no more than two Deputy Directors.

a) The Director is accountable to the Town People’s Committee, the Town People’s Committee Chairman, and the law for the performance of assigned functions, duties, and powers, as well as for the overall operations of the Management Board;

b) The Deputy Directors assist the Director in supervising specific work areas and are accountable to the Director and the law for their assigned responsibilities. When the Director is absent, a Deputy Director authorized by the Director shall oversee the Management Board's activities;

c) The appointment, reappointment, transfer, rotation, secondment, evaluation, commendation, disciplinary actions, dismissal, resignation, and implementation of other regimes and policies concerning the Director and Deputy Directors are decided by the Chairman of the Town People’s Committee in accordance with legal regulations and staff management decentralization.

2. Professional and specialized teams include: the Administration - Accounting Team; the Project Management Team; and the Land Development Team.

The assignment of leadership positions within these professional and specialized teams is decided by the Director of the Management Board.

Based on the projects assigned, circumstances, and task requirements, the Director of the Management Board shall establish specialized teams and groups, and allocate personnel and employees to directly assist the Management Board in managing and implementing compensation, support, and resettlement for each specific assigned project.

The project management director must meet the competency requirements stipulated by construction laws.

Article 4. Staffing of the Management Board     

a) The staffing of the Management Board is set at 36 people, decided by the Director of the Management Board based on the job position plan associated with the functions, duties, organizational structure, scope of operations, and financial autonomy capability of the Management Board as approved by the competent authority.

b) The development of plans and organization of recruitment by the Management Board are based on work needs, job positions, occupational standards for Management Board officers, the allocated wage fund, and relevant legal provisions.

Chapter IV

FINANCE AND ASSETS OF THE MANAGEMENT BOARD

Article 5. Financial Regime

1. The Town’s Construction Investment and Land Development Project Management Board is a public service unit with financial autonomy, ensuring partial self-sufficiency in regular expenditures as per Government Decree No. 60/2021/ND-CP dated June 21, 2021, on the financial autonomy mechanism of public service units.
2. It is authorized to open accounts at the State Treasury and transaction accounts at commercial banks to record revenue and expenditures related to project management and land development activities as prescribed by law.
3. The person assigned to perform accounting duties for the Management Board is responsible for the efficient and economical management and use of allocated funds to implement projects and develop the land fund in compliance with legal regulations.
4. Each year, the Management Board is responsible for preparing revenue and expenditure estimates, maintaining accounting records to track and manage the use of funds as required by law, and submitting comprehensive annual budget estimates and final accounts to the relevant state authorities.

       Article 6. Financial Sources of the Management Board

1. Development capital for projects assigned or entrusted for management and implementation.
2. Funds for carrying out non-regular tasks (if applicable).
3. State budget support in cases of necessity (if applicable).
4. Revenue from project management and land development activities, including:
   1. Revenue from project management fees and construction investment consultancy fees included in the total investment cost of assigned projects, executed as per the decision of the competent authority. These revenues are accounted for in the investment cost of the respective projects, with the amount determined according to current regulations on construction investment cost management.

In cases where the Management Board enters into a project management entrustment contract with another investor, the project management fees to be used will be determined based on the allocation of project management duties between the contracting parties.

1. 2. Revenue from contracts for providing construction investment consultancy services to other investors (if applicable) in compliance with the law on construction investment cost management. These revenues are not included in the investment costs of projects assigned to the Management Board. The fees are as stipulated in the contract, provided they do not contravene legal regulations.

c) Fees and charges derived from performing project management tasks such as organizing tenders, evaluating designs, estimating construction costs, and other lawful sources. The rates for fees and charges allocated to the operations of the Management Board are determined according to regulations by the Ministry of Finance.

d) Revenue from expenses for organizing and implementing compensation, support, and resettlement when the State recovers land, as well as costs for managing construction investment projects in accordance with the law.

đ) Funds for managing and exploiting reclaimed, acquired, created, and developed land funds; funds for managing and exploiting constructed land and housing funds intended for resettlement, according to estimates approved by the competent state authority.

e) Auction fees and proceeds from the sale of auction documentation for land use rights in accordance with current legal regulations and specific regulations of the provincial People's Committee.

g) Interest income from joint ventures, partnerships, and interest on deposits at credit institutions.

h) Advance funds from the state budget, the Land Development Fund, the Development Investment Fund, or other financial funds entrusted to perform tasks as decided by the provincial People’s Committee.

i) Loan capital from credit institutions.

k) Capital from joint ventures or partnerships to carry out programs, plans, projects, and proposals approved by the competent authority.

l) Grants, sponsorships, and other sources according to legal regulations.

m) Other revenues: This includes revenue from the sale of bidding documents and other lawful sources (if any). These revenues are not counted as part of the investment costs of the projects under management. The specific amounts collected must comply with legal regulations.

Article 7. Expenditure Categories

a) Regular expenses include: Operational costs for routine functions and duties as assigned by competent authorities, regular operational costs for fee and charge collection activities, including: salaries; wages; salary allowances; social insurance, health insurance, unemployment insurance contributions, and trade union fees as per current regulations; public services; office supplies; professional service expenses; regular repairs of fixed assets; and other expenses as stipulated by regulations.

b) Service activity expenses include: Salaries; wages; salary allowances; social insurance, health insurance, unemployment insurance contributions, and trade union fees as per current regulations; raw materials and fuel; depreciation of fixed assets; repair of fixed assets; taxes payable in accordance with the law; and other expenses (if any).

c) Non-regular expenses include:

Expenses for tasks assigned by competent state authorities or for emergency tasks assigned by competent authorities. For tasks with established technical economic norms and authorized unit prices, these will be based on the prescribed unit prices and actual volume completed. For tasks without technical economic norms or unit price estimates, spending will follow current state financial expenditure regulations and be approved by competent authorities.

Expenses for capital construction, procurement of equipment, and major repairs of fixed assets to support the unit’s operational activities according to approved projects.

Other expenses.

Article 8. Use of Annual Financial Results

Each year, after covering expenses, taxes, and other required contributions, any surplus of revenue over expenses (if any) will be used by the Management Board in the following order:

a) Allocation to the Development Fund: A minimum of 15%.

b) Allocation to the Income Supplement Fund and additional income distribution:

• While awaiting a new wage policy as per Resolution 27-NQ/TW, allocate up to twice the amount of the base salary fund, wage grade, job rank, contributions based on salary, and state-prescribed allowances to the Income Supplement Fund.
• Once the wage policy defined by the Government under Resolution 27-NQ/TW takes effect, implementation will proceed as follows

The unit's average additional income is not to exceed 0.5 times the basic wage fund of its officers and employees.

c) Allocations to the Reward Fund and Welfare Fund: The maximum allocation is equivalent to two months' salary and wages earned by the unit within the year.

d) Use of the Management Board’s Funds:

Development Fund: Used to invest in infrastructure construction, purchase equipment and work facilities, and support the training and skill enhancement of officers and employees.

Income Stabilization Reserve Fund: Used for expenses in cases such as: providing advance payments for regular expenses when funding has not yet been allocated at the beginning of the year, revenues are not yet available, or budgets have not been approved. Once funding is allocated, budgets are approved, or revenues are collected, the advance is reimbursed to the Income Stabilization Reserve Fund to ensure employee income stability.

Reward Fund: Used for regular or special rewards for teams and individuals within or outside the unit based on work performance and contributions to the unit’s operations. The reward amount is determined by the Director of the Management Board following the unit’s internal spending regulations.

Welfare Fund: Used to build and repair welfare facilities and fund collective welfare activities for employees within the Management Board, as well as for emergency financial assistance. The Director of the Management Board decides on the use of the fund according to the unit’s internal spending regulations.

Article 9. Management of Assets, Supplies, and Equipment

The Management Board is permitted to equip assets to support project management and land fund development in accordance with the law. The Management Board’s assets must be used for the correct purposes, in a cost-effective and efficient manner. Leasing, lending, gifting, donating, and using Management Board assets for personal purposes are strictly prohibited.

Asset, supply, and equipment management is to be conducted by the Management Board in compliance with current state regulations and the law.

Chapter V

WORKING REGIME

Article 10. Working Principles of the Management Board

1. For the Board of Directors:

a) The Board of Directors operates under a head-of-agency regime, with the Director serving as the highest leader within the unit and holding responsibility to the People’s Committee of the town and to the law for all activities of the Management Board.

b) The Director is responsible for overall management and directly oversees certain specific tasks concerning the unit's operations.

The Director may review the work assigned to the Deputy Director, with the Director's decision being the final one.

c) The Deputy Director assists the Director in managing operations based on the tasks assigned and authorized by the Director. The Deputy Director has the authority to sign documents related to their assigned areas of responsibility. For decisions beyond their authority, the Deputy Director must report to the Director and obtain approval before proceeding.

2. For Employees:

a) Employees are responsible for developing work plans and executing assigned tasks, being accountable to the Board of Directors for their assigned duties.

b) They must fully meet quality, volume, and progress requirements for their work, holding accountability to the leadership for performing their assigned tasks.

c) Employees contribute to and help build programs and operational plans to support the Management Board’s activities and are responsible for safeguarding the Board's assets.

d) They must fulfill their rights and obligations as stipulated by law regarding employees and regulations set forth by the Management Board.

Article 11. Meeting and Reporting Regime

Meetings with the Town People's Committee, the Chairman of the Town People's Committee, Contractors, and Internal Briefings within the Management Board:

1. Meetings with the Town People's Committee and the Chairman of the Town People's Committee:

These are held periodically per town regulations and may include ad hoc meetings (if necessary) to resolve complex or urgent matters involving multiple departments.

2. Meetings with Contractors and Local Authorities:

These meetings are regularly organized throughout project execution, land fund development, compensation, and resettlement support, covering activities such as contract signing, progress review, interim and final acceptance inspections, land origin assessment, public disclosure of compensation plans, resettlement support, land use rights auction, and resolving issues arising during project phases, from investment preparation to implementation and completion, as well as compensation and resettlement activities. Other necessary meetings are arranged based on actual needs.

3. Internal Meetings and Briefings within the Management Board:

• Weekly, monthly, or quarterly meetings or ad hoc briefings are held, chaired by the Director. If the Director is unavailable, the Deputy Director chairs the meeting to ensure tasks are completed according to the established program and plans.

• The Director organizes and chairs the agency’s interim and summary meetings. The Director decides on the content, participants, and timing of these conferences.
• The Deputy Director convenes and chairs meetings and conferences in their area of expertise with relevant teams, per a plan approved by the Director, and subsequently reports the results to the Director.

2. Regular and Periodic Reporting Regime of the Management Board, Teams, and Groups:

Specialized departments must adhere to the regular and periodic reporting regime with the Management Board’s leadership as specified. They also provide advisory reports to departments, agencies, and the Town People’s Committee upon request or as required.

Deputy Directors, staff, or employees assigned by the Director to attend meetings on behalf of the Director must report back on the outcomes to the Director.

Article 12. Inspection and Supervision Regime

1. Inspection and Supervision Regime for Managed Projects:

Regularly organize and conduct inspections and supervision of construction methods, safety measures, environmental hygiene, and quality management in construction to align with the project management form and construction contract.

Inspection and Supervision Regime for Land Fund Development Work under Management:

2. Inspection and Supervision Regime for Land Fund Development Work under Management:

Regularly organize and conduct inspections and supervision of activities related to compensation, support, resettlement, land use rights auctions, and other services per contracts signed with relevant entities.

3. Inspection and Supervision of Internal Activities within the Management Board:

Inspect and supervise adherence to office work regulations, professional ethics, resolutions of employee and labor meetings, operational management practices, asset management and financial expenditure activities, procedures for investment management in construction, land fund development, compensation, support, resettlement, land use rights auctions, assigned political tasks, and compliance with laws and directives from higher authorities within the Party and government.

Article 13. Coordination Regime

1. Within the Management Board:

Specialized departments handle tasks proactively according to their assigned functions, duties, and authorities. When dealing with matters involving other departments or individuals, the primary department or individual must actively coordinate, and related departments or individuals are responsible for cooperating. In case of differing opinions, the matter is referred to the Management Board for consideration and resolution, following the Management Board's working regulations.

2. Between the Management Board and Agencies, Units, and Investors:

Actively coordinate closely and regularly with departments, agencies, unions, and project investors to ensure timely resolution of tasks. The Management Board is accountable to the investment decision-maker and the project owner for project management, land fund development, compensation, support, resettlement, land use rights auctions, and other matters related to contracts for projects managed or advised by the Management Board.

3. Between the Management Board and Related Organizations and Individuals:

Coordinate closely with the People's Committees of communes and wards, contractors, and consulting units to address related tasks, aiming to expedite project implementation, compensation, support, resettlement, and land use rights auctions.

Chapter VI

WORKING RELATIONSHIPS

Article 14. Working Relationship with the Entity Establishing the Management Board and the Investment Decision-Maker (People’s Committee of Dong Hoa Town):

1. The Management Board operates under the direct guidance, inspection, and supervision of the People's Committee of Dong Hoa Town and the investment decision-maker regarding the assigned functions and responsibilities.
2. Submit the Management Board's operational regulations (including any adjustments or additions) for approval to the People's Committee of Dong Hoa Town.
3. Present the content under the project owner's responsibilities for approval by the People's Committee of Dong Hoa Town, based on assigned tasks and legal requirements.
4. Provide regular or ad-hoc reports on the status of assigned project implementation, compensation, support, resettlement, land fund development, and land use rights auctions, as well as propose coordination measures for issues beyond the Board’s authority.
5. Coordinate with the agencies and units of the People’s Committee of Dong Hoa Town and the investment decision-maker in carrying out project management tasks, compensation, support, resettlement, land fund development, and land use rights auctions.

Article 15. Working Relationship with Project Owners Delegating Project Management, Facility Managers, and Other Investors:

1. Fulfill rights and obligations to other project owners per project management delegation contracts and agreements for compensation, support, and resettlement.
2. Coordinate with facility managers in developing and approving building design tasks, selecting contractors, inspecting, accepting, and handing over completed construction projects for operation and use (including warranty services as per regulations).

3. Transfer completed construction projects to the investor or facility manager in accordance with legal regulations. Manage the completed construction works during periods when the facility management unit has not yet been designated, as per the requirements of the investment decision-maker.
4. Hand over the construction site to the investor once the compensation, support, and resettlement process has been completed, either partially or entirely.

Article 16. Working Relationship with Contractors

1. Organize the contractor selection process for project packages managed by the Board as the investor or delegated manager; negotiate, sign, and execute contracts with selected construction contractors as per legal requirements.
2. Fulfill all rights and obligations towards the construction contractor according to the construction contract and relevant legal regulations.
3. Receive and address contractor proposals and issues within the Board’s authority or recommend solutions to higher authorities when necessary.

Article 17. Working Relationship with Government Agencies According to Authority Levels

1. Perform (or by authorization) all procedures related to project preparation and construction readiness as required by law.
2. Submit project designs and construction estimates for evaluation by specialized construction authorities as assigned by regulatory authority levels, in line with construction laws.
3. Lead and collaborate with town and commune-level agencies in compensation, support, and resettlement processes when a project requires land acquisition.
4. Work with local authorities to ensure administrative management, public security, and community safety during project implementation and upon handover of completed works.
5. Provide reports and explanations on project management, land fund development, compensation, support, resettlement, and land use rights auctions, and address construction safety and incident management to authorized government agencies. Propose measures to coordinate resolution of issues beyond the Board’s authority.
6. Adhere to inspections and supervision conducted by relevant government authorities as stipulated by law.

Chapter VII

IMPLEMENTATION

Article 18. Based on these Regulations, the Director of the Investment and Construction Project Management Board for Land Fund Development in the town is responsible for formalizing them into the operational program of the Management Board. Organize the organizational structure and assign personnel in alignment with requirements and tasks; issue internal regulations and rules to facilitate management and ensure the effective execution of functions and duties.

Article 19. During implementation, if issues arise that are beyond their authority, the Director of the Investment and Construction Project Management Board for Land Fund Development in the town, along with heads of relevant agencies and units, shall propose and recommend amendments and additions to the regulations for consideration by the town’s People's Committee to ensure suitability./.

DECISION
On the issuance of regulations regarding the functions, duties, powers, organizational structure, and activities of the Investment and Construction Project Management Board for Land Fund Development in Dong Hoa Town.

PEOPLE'S COMMITTEE OF DONG HOA TOWN

Pursuant to:

The Law on Organization of Local Government dated June 19, 2015; the Law amending and supplementing several articles of the Law on Organization of the Government and the Law on Organization of Local Government dated November 22, 2019;

The Land Law dated November 29, 2013;

The Construction Law dated June 18, 2014; the Law amending and supplementing several articles of the Construction Law dated June 17, 2020;

The Public Investment Law dated June 18, 2019;

Decree No. 68/2017/ND-CP dated May 25, 2017, of the Government on the management and development of industrial clusters;

Decree No. 106/2020/ND-CP dated September 10, 2020, of the Government on the positions and number of employees in public non-business units;

Decree No. 115/2020/ND-CP dated September 25, 2020, of the Government on the recruitment, use, and management of public employees;

Decree No. 120/2020/ND-CP dated October 7, 2020, of the Government on the establishment, reorganization, and dissolution of public non-business units;

Decree No. 43/2014/ND-CP dated May 15, 2014, of the Government detailing several articles of the Land Law;

Decree No. 47/2014/ND-CP dated May 15, 2014, of the Government on compensation, support, and resettlement when the State recovers land;

Decree No. 01/2017/ND-CP dated January 6, 2017, of the Government on amendments and supplements to several decrees detailing the implementation of the Land Law;

Decree No. 10/2023/ND-CP dated April 3, 2023, of the Government on amendments and supplements to several articles of decrees guiding the implementation of the Land Law;

Decree No. 15/2021/ND-CP dated March 3, 2021, of the Government, providing detailed regulations on several aspects of managing construction investment projects;

Decree No. 60/2021/ND-CP dated June 21, 2021, of the Government, regulating the financial autonomy mechanism of public non-business units;

Joint Circular No. 16/2015/TTLT-BTNMT-BNV-BTC dated April 4, 2015, from the Ministry of Natural Resources and Environment, Ministry of Home Affairs, and Ministry of Finance, guiding the functions, duties, powers, organizational structure, and operational mechanism of the Land Development Center under the Department of Natural Resources and Environment;

Circular No. 28/2020/TT-BCT dated November 16, 2020, of the Ministry of Industry and Trade, providing regulations and guidance on implementing certain provisions of Decree No. 68/2017/ND-CP dated May 25, 2017, on managing and developing industrial clusters and Decree No. 66/2020/ND-CP dated June 11, 2020, amending and supplementing several provisions of Decree No. 68/2017/ND-CP on managing and developing industrial clusters;

Circular No. 56/2022/TT-BTC dated September 16, 2022, of the Ministry of Finance, guiding certain aspects of the financial autonomy mechanism for public non-business units, as well as asset and financial management when reorganizing or dissolving public non-business units;

Decision No. 677/QD-UBND dated June 4, 2023, by the People’s Committee of Phu Yen Province, delegating authority to district-level People’s Committees to determine specific land prices within Phu Yen Province;

Decision No. 2361/QD-UBND dated April 28, 2023, by the People’s Committee of Dong Hoa Town, regarding the merger of the Dong Hoa Town Construction Investment Project Management Board and the Dong Hoa Town Land Development Center into the Dong Hoa Town Construction Investment and Land Development Project Management Board;

According to the proposal of the Director of the Dong Hoa Town Construction Investment and Land Development Project Management Board in Submission No. 133/TTr-BQL dated July 26, 2023.

DECIDES:

Article 1. Issued together with this Decision are the regulations on the functions, duties, powers, organizational structure, and activities of the Dong Hoa Town Construction Investment and Land Development Project Management Board.

Article 2. This Decision takes effect from the date of signing and replaces the Decisions of the People’s Committee of Dong Hoa Town: No. 1897/QD-UBND dated April 11, 2023, on issuing regulations regarding the functions, duties, powers, organizational structure, and activities of the Dong Hoa Town Construction Investment Project Management Board; and No. 278/QD-UBND dated May 7, 2012, on issuing the organizational and operational regulations of the Dong Hoa District Land Development Center.

Article 3. The Chief of the Office of the People’s Council and the People’s Committee of Dong Hoa Town, the Director of the Dong Hoa Town Construction Investment and Land Development Project Management Board, heads of relevant agencies and units of the town, and the Chairpersons of the People’s Committees of communes and wards, as well as individuals and organizations involved, are responsible for implementing this Decision./.