The core value

After one year of operating under the two-tier local government model, the most notable achievement is not merely the restructuring of the administrative apparatus. More importantly, the reform has established a new principle in public governance: the capability of officials must be assessed by the effectiveness of their work.

Under the two-tier local government system, success is not measured by how many administrative units have been streamlined or how many intermediate layers have been removed. Its greatest value lies in making accountability clearer and enabling officials' competence to be evaluated more objectively.

As authority is more strongly decentralized, responsibility is also assigned directly to each level of government and each position. The gap between those who implement policies and the outcomes of their implementation has been significantly narrowed. This means officials are no longer judged primarily by the process they follow, but by the final results they deliver. Whether tasks are completed or left pending, handled on time or delayed, and whether they satisfy the public or generate dissatisfaction have all become direct indicators of an official's capability.

One year of implementation has demonstrated that even under the same institutional framework and decentralization mechanism, localities can achieve markedly different results. The difference does not lie in the organizational model itself, but in the quality of implementation. Where leaders are decisive, officials are proactive, and coordination is effective, the administrative system operates smoothly. Conversely, where there remains a mindset of dependence, avoidance of responsibility, or weak implementation capacity, work is delayed and governance effectiveness declines.

This is precisely why work performance must become the central criterion for evaluating public officials. Capability cannot be demonstrated through impressive résumés, lengthy reports, or the number of meetings held. The only truly convincing measure is the tangible results delivered to citizens and businesses. Applications processed on time, obstacles resolved promptly, resources effectively mobilized, and public confidence strengthened - these are the real indicators of a high-performing public service.

Every reform aims to enhance the effectiveness and efficiency of governance. However, reform can only be regarded as truly successful when it establishes a new standard: public officials are recognized not by their positions, but by the value they create through effective performance. This is not only the benchmark of capability, but also the core value of the reform itself.

Thien Thanh