As institutions, civil-service capacity, and digital transformation continue to improve, the two-tier local government model is expected to deliver more visible results.

Associate Professor Dr. Nguyen Thuong Lang, senior lecturer at the Institute of Trade and International Economics under the National Economics University, spoke with VietNamNet about the two-tier local government model after one year of operation.

After a period of implementation, how do you assess the effectiveness of the two-tier local government model?

Based on both observation and my own recent experience handling administrative procedures, I can see that the number of processing layers has been reduced compared with the previous system. Citizens no longer have to go through so many intermediary levels.

This is a sound policy that aligns with modern administrative reform trends, strengthening the role of grassroots government and bringing the administrative system closer to citizens.

Reducing intermediary steps helps save time and social costs while narrowing the distance between government, citizens, and businesses.

Many localities report heavier workloads in the context of reduced staffing. Is this a major challenge?

This is a genuine challenge and one that is occurring in many places.

When the two-tier government model was designed, significant expectations were placed on digital transformation and online processing. However, reality shows that many digital systems are not yet operating as effectively as expected. Numerous procedures still require a combination of online processing and paper documentation.

As a result, while the number of officials has declined, workloads have increased. At the same time, working methods in many localities have not changed sufficiently to meet the new requirements.

Streamlining the administrative apparatus must go hand in hand with improving productivity through process innovation, technology adoption, and more efficient work organization. If old working methods remain unchanged, overload is unavoidable.

Some observers argue that part of the pressure comes from citizens' unfamiliarity with digital platforms. What is your view?

This is a reality that must be assessed objectively. We cannot assume that all citizens possess the same level of digital literacy.

When citizens are unfamiliar with digital tools, officials must spend considerable time providing guidance. In some cases, helping people navigate the system takes longer than processing the application itself.

In addition, many technology-related and technical terms remain unfamiliar to the public. If these concepts are not explained in simple and accessible language, citizens will face difficulties using online public services.

Therefore, digital transformation is not only about investing in technology. It also requires investment in digital-skills training for both government officials and citizens.

Some people say grassroots government personnel are experiencing staff surpluses and shortages. How does this affect the effectiveness of the two-tier model?

I believe there is some truth to that assessment.

Not every locality lacks personnel, but many lack officials with the appropriate expertise or practical experience.

Newly assigned staff need time to become familiar with local conditions, documentation, and management requirements. Areas such as land administration, civil registration, and population management require years of accumulated experience. It is unrealistic to expect newly assigned officials to master these responsibilities immediately.

In my view, this is a form of “transition shock” during the initial phase. As the system becomes more stable, these shortcomings will gradually be solved.

Some observers comment that a number of officials remain reluctant to take responsibility. What do you see as the root cause?

The primary reason lies in the regulatory framework and implementation processes.

In practice, many situations are complex. Strictly following regulations may not always fit real-world circumstances, but excessive flexibility can expose officials to legal risks.

Many existing regulations still lack sufficiently detailed guidance for unexpected situations. Therefore, the legal framework should continue to be reviewed and refined, while clearer implementation guidelines should be developed so that officials can carry out their duties with greater confidence.

In your opinion, what are the key bottlenecks that should be addressed in the current digital-transformation process?

The biggest bottlenecks are digital infrastructure and digital capacity.

The first priority is to accurately assess the digital-transformation status of each locality. Simply using a smartphone does not automatically make someone a digital citizen. We need to understand where each locality stands, what gaps remain, and what support is required.

At the same time, greater investment is needed in digital infrastructure, end-to-end digital platforms, and digital-skills training for both officials and citizens.

In addition, official support centers or online advisory systems should be established to provide timely assistance when issues arise.

Vu Diep