Many procedures are resolved immediately at the commune level
1 year after the revolution in organizational structure, the 3-level government model, including the 2-level local government, has overcome the initial operation phase to move to higher requirements: efficient operation, modern management and better service to the people.
The removal of intermediate levels and promotion of decentralization and delegation of power have helped many administrative procedures to be resolved right at the commune level, significantly shortening processing time, reducing costs and creating convenience for people and businesses.
Initial results show the effectiveness of the new model. The whole country has received over 42.5 million dossiers, of which the online submission rate reached 91.74%; the on-time resolution rate is maintained at over 95%; more than 16.5 million digitalized dossiers (reaching nearly 95%).
Cutting and simplifying 3,466 administrative procedures and 1,754 business conditions, contributing to reducing 53% of implementation time and 54.6% of compliance costs. The level of people's satisfaction reached 83.08%, especially 89.09% of opinions recorded that there is no longer a situation of civil servants harassing and causing trouble.
Assigning commensurate resources to cadres and civil servants
Assoc. Prof. Dr. Do Thi Kim Tien - Academy of Public Administration and Management - shared that the success of the 2-level local government model will not be measured by the streamlining of the apparatus or the number of powers assigned, but by the ability to create economic growth, improve the quality of life of people, promote innovation and increase public value for society.
This is also an important measure reflecting the quality of national governance in the new development stage. Implementation capacity becomes a decisive factor in the quality of operation of the entire local government system.
Therefore, the key requirement is to continue to improve the decentralization and delegation of power institutions and comprehensively improve the implementation capacity of the administrative apparatus in the direction of development creation.
Ms. Dang Thi Hoai - Lecturer at the Institute of State and Law (Ho Chi Minh National Academy of Politics) - said that in the coming period, it is necessary to clarify the mechanism to ensure resources for local authorities after arrangement.
When merging administrative units, it will help streamline the apparatus, create a new development space, but also lead to a much larger workload and pressure, in some places increasing by double, triple, or even many times compared to before.
Therefore, if resources are not allocated commensurately, especially resources for the contingent of cadres and civil servants, it is very difficult to expect a new apparatus to create new capacity.
Resources for localities also need to be identified and allocated more reasonably, associated with the scale of the area, development prospects, key projects and goals established in each locality.
Dr. Doan Van Dung - Head of the General Department - Secretary, Office of the Ministry of Home Affairs - said that the implementation capacity of the administrative apparatus is composed of 6 groups of factors: institutions, organizational apparatus, human resources, financial resources - technology, processes - coordination and leadership - implementation culture - close interaction.
To improve the implementation capacity of local authorities at 2 levels, Dr. Doan Van Dung said that it is necessary to decentralize powers in parallel with ensuring implementation capacity.
The transfer of many powers down to the commune level will only be effective when simultaneously ensuring the corresponding constituent factors: completing the guiding institution, consolidating the organizational structure, supplementing and fostering human resources, ensuring finance and digital infrastructure.
Measuring enforcement capacity at the commune level right from the start of the operation phase helps to detect early the "gap" between authority and capacity to provide timely support.
It is necessary to prioritize overcoming the "bottleneck" of each locality instead of spreading investment. At the same time, promote the professional support mechanism from the provincial level to the commune level as a solution to compensate for capacity in the transitional period.
The results of measuring enforcement capacity need to be linked to assessing the responsibility of the head as well as with emulation, commendation and staff arrangement, thereby creating motivation for substantive improvement.
