Larger population scales, broader administrative boundaries, and pre-merger differences have introduced numerous new requirements in local management and community life. However, thanks to the proactive approach of grassroots cadres and public consensus, the new units are steadily entering regular order.

Following the reorganization, Điện Biên province reduced its village, hamlet, and residential group count from 1,446 to 888 units. Population sizes in many units doubled or tripled compared to before, leading to an increased workload for grassroots cadres, where residential management, situation monitoring, communication, mass mobilization, and organizing community activities all required adjustments to align with practical conditions.

Nậm Nèn village in Nậm Nèn commune was established by merging three villages, namely Nậm Nèn 1, Nậm Nèn 2, and Phiêng Đất B, comprising 227 households with over 800 residents. The immediate challenge lies in community activity venues failing to accommodate the new population scale. The village possesses two cultural houses from the former units. However, during operations under the two-tier local government model, due to infrastructure shortages at the commune level, local residents agreed in 2025 to let the commune People’s Committee borrow one cultural house as an office headquarters, while the remaining facility was arranged for use by military forces. Consequently, village meetings must currently be organized at residents’ private homes according to specific residential groups from the old villages.

Màng Văn Hải, Head of Nậm Nèn village, stated that previously, holding a joint meeting for a single village at a private house provided sufficient space, but with three villages merged, no individual household possesses adequate conditions to host a general meeting. Holding meetings by separate residential groups serves as a temporary solution while the village management board actively mobilizes residents to gradually transition from old habits toward centralized management and activities under the new village setup.

Nậm Nèn commune carried out restructuring from 18 down to 15 villages, with merger and personnel decisions officially announced on July 16. Immediately afterward, party cells, village management boards, Front Work Boards, and socio-political organizations focused on stabilizing apparatuses, assigning duties, and maintaining regular operations. Đặng Anh Tuấn, Chairman of the People’s Committee of Nậm Nèn commune, stated that prior to the reorganization, local authorities listened to public thoughts and aspirations while conducting outreach to help residents understand the objectives, significance, and benefits of the restructuring policy. Consequently, the transition to new units received broad consensus, facilitating grassroots organizational activities.

While infrastructure and community meeting formats pose immediate challenges in Nậm Nèn, forging cohesion among residents from former units is prioritized in Núa Ngam. For instance, Na Sang village in Núa Ngam commune was established through the merger of Na Sang 1 and Na Sang 2 villages, currently hosting 214 households with 943 residents. Inhabitants of both former villages belong to the Lào ethnic minority, providing favorable conditions for community building; however, according to Vì Văn Uân, Head of Na Sang village, a certain psychological distance and differing daily habits remain among residents. Locals require more time to integrate fully and share collective responsibility for the new village. An expanded population scale has also increased the workload for the village head and the management board, while the local cultural house has deteriorated and lacks sufficient space for large gatherings. Strengthening solidarity and unity across the community is therefore defined as a core task moving forward.

Cao Văn Toàn, Vice Chairman of the People’s Committee of Núa Ngam commune, noted that following the restructuring, the number of villages across the commune decreased from 33 to 18 units. Among them, eight villages were retained intact because they satisfied prescribed criteria or possessed specific characteristics regarding terrain, population, and geographic isolation. Despite certain initial difficulties, local villages have stabilized their organization and operations, with village leadership boards progressively demonstrating their roles and executing tasks effectively.

Emerging grassroots realities demonstrate that reorganizing residential units is not merely a change of names, boundaries, or household numbers. When new units are formed, the imperative is to swiftly consolidate organizational setups, innovate administrative methods, and build close cohesion among residents. This process requires time and sustained companionship from the entire grassroots political system. Through the dedication of cadres and public consensus, new units are focusing on organizational stability, forming disciplined living habits, and establishing a firm foundation for long-term development.