Điện Biên Phủ ward was established through the merger of six former commune‑level administrative units, including five wards, Him Lam, Tân Thanh, Mường Thanh, Thanh Bình, Thanh Trường, and Thanh Minh commune. Managing a large area with a high population means a heavy workload and higher demands on the officials and civil servants. To ensure smooth and efficient operations, the ward has focused on assigning responsibilities to each individual, thereby enhancing self‑discipline and proactivity in performing official duties.

According to Ms. Vũ Thị Tuyết Lan, Deputy Director of the Điện Biên Phủ ward’s Public Administrative Service Center, the assignment of specific, clear tasks to each official and civil servant is carried out strictly, with close monitoring of progress and evaluation of work quality. Each task has a person directly responsible, preventing avoidance, shifting of responsibility, or superficial work. Everything is made public so that everyone can supervise and remind each other. This is an important basis for fair and transparent performance evaluation and commendations.

Thanks to clearly defined tasks and assigned responsibilities, Điện Biên Phủ ward not only ensures smooth handling of routine work but also promptly addresses unexpected tasks within the correct functions and authority.

Thanh Nưa commune was formed by merging five communes, Thanh Nưa (former), Hua Thanh, Thanh Luông, Thanh Hưng, and Thanh Chăn. It now covers a natural area of 176.97km2 and has a population of nearly 29,400. The expanded administrative boundaries and larger population have significantly increased administrative workloads, especially in areas directly related to the people, such as civil status and judicial affairs, and land administration and construction.

To fulfill her duties well, Ms. Phạm Thị Duyên, a judicial officer at Thanh Nưa commune’s Public Administrative Service Center, actively updates herself on new legal documents, exchanges professional knowledge with colleagues to deepen her expertise, and researches independently to improve her skills in receiving and processing applications. She shared: “I always remind myself to work with the highest sense of responsibility. Every application, every signature is not just part of my job, it is also a responsibility to the people and to the trust they place in the administrative system.”

In border communes with poor transportation, scattered populations, and varying educational levels, while facilities, equipment, and working conditions remain limited, the challenges for commune‑level officials and civil servants are considerable. In such situations, each individual must demonstrate a strong sense of responsibility, and be proactive, flexible, and creative in handling public duties, overcoming obstacles to fulfill assigned tasks.

Mr. Lê Xuân Thành, an officer of the Nậm Kè commune Cultural Office, said: “I always define my responsibilities clearly and actively seek solutions to best perform my assigned tasks. I never delay work due to travel difficulties or lack of facilities. Sometimes I have to go directly to people’s homes, even to remote villages, to mobilize them or collect information, but I still try my best and am determined to complete my work.”

After one month of implementing the two‑tier local government model, with systematic, scientific methods, especially the clear assignment of responsibilities to individuals and clarity about who does what, communes and wards across the province have shown marked improvement in organization, administration, and public service delivery. Officials and civil servants now handle work proactively, with greater responsibility, while reducing the tendency to shirk, avoid, or work perfunctorily.

Mr. Lường Văn Quang, a resident of Ten Luống hamlet, Thanh An commune, commented: “I came to the commune to complete land‑related procedures. Although the paperwork was complicated, the officials guided me warmly and quickly. I felt very reassured.”

Initial results show that administrative procedures are being resolved quickly, in accordance with proper processes, and transparently, bringing visible satisfaction to both citizens and businesses. This is not only a measure of the effectiveness of assigning individual job responsibilities but also evidence of a change in mindset and action among commune‑level officials and civil servants. In doing so, it contributes to improving the quality of public service delivery and building a professional administration that places citizens at the center of its mission.