Many headquarters and offices are utilized effectively, limiting vacancies and the wastefulness of State resources while securing operational conditions for the grassroots-level government and better meeting public service demands.

Na Sang commune was established on the basis of consolidating Ma Thì Hồ, Sa Lông, and Na Sang communes alongside the old Mường Chà town. Post-merger, Na Sang commune took over the entire infrastructure and headquarters of the former Mường Chà district. Regarding the old communal headquarters, they were handed over to the Education and Training sector. Many office rooms were renovated into classrooms, administrative blocks, and functional rooms, while several other items had their utilities converted into boarding houses.

Trần Hồng Quân, Chairman of the Na Sang commune People’s Committee, stated: “Converting and reusing public headquarters for educational purposes is a plan that aligns with practical realities. Many previously cramped school sites now have the conditions to expand, enabling students to study in more spacious and safer environments. Concurrently, State assets are effectively exploited to serve the people in the long run. For the communal administrative center, receiving and utilizing the headquarters system synchronously also facilitates the locality to deploy a modern administrative management model, closely linked to the effective operation of the electronic one-stop system and the population database.”

In Búng Lao commune, the puzzle of utilizing public headquarters was carefully calculated immediately after the provincial policy was issued. Trương Hồng Bách, Chairman of the commune People’s Committee, noted that with three former communal headquarters including Ẳng Tở and Búng Lao from the old Mường Ảng district alongside Chiềng Đông from the old Tuần Giáo district, the locality relied on practical conditions and usage demands to arrange them appropriately.

Accordingly, the old Búng Lao headquarters was selected as the administrative center, serving as the workplace for the Party Committee, People’s Council, People’s Committee, and key specialized departments. The Ẳng Tở headquarters was rearranged for the commune Military Command, while the Chiềng Đông communal headquarters was assigned to mass organizations and certain sections under the Inspection Committee and the commune People’s Council.

Trương Hồng Bách added that this layout helps maximize the utility of the structures, limits wastefulness, and creates favorable conditions for mass organizations and specialized units to maintain operations close to the grassroots level to serve citizens better. For remote villages, retaining community meeting locations for associations and unions right within the area also helps minimize travel distances and effectively maintain public movements.

Not uniquely to Na Sang and Búng Lao, prior to executing the rearrangement, district-level and commune-level People’s Committees completed handing over the current state of assets - including houses, land, structures attached to land, and equipment for general operations - to receiving units in accordance with regulations. On that basis, the provincial People’s Committee enacted comprehensive plans regarding the arrangement, layout, and processing of public assets, ensuring compliance with the requirements of apparatus reorganization. Up to now, the restructuring and handling of public headquarters and assets after implementing the two-tier local government model have been basically finalized.

The entire province has processed 2,612 housing and land facilities. The vast majority were allocated to serve as educational facilities or cultural and sports institutions, while some continue to be utilized as workplaces, career operation facilities, official residences, or to serve the healthcare sector. The deployment process was executed synchronously, publicly, and transparently in accordance with regulations, thereby not only limiting loss and wastefulness but also contributing to ensuring that the operations of local governments take place smoothly and continuously.

Following the restructuring, the housing and land facilities have been allocated and exploited in a direction tailored to practical demands. Specifically, 1,902 facilities are utilized as schools, 423 units serve cultural and sports institutions, 210 locations continue to function as working office headquarters, and 58 facilities support career activities. A number of sites were also flexibly converted into official residences or medical facilities, contributing to upgrading the general utilization efficiency of public assets.

Evidently, the restructuring and transfer of public headquarters post-merger have been deployed methodically and realistically. This approach does not only save the budget and prevent wastefulness but also ensures that the value of State assets is promoted to serve the public practically, contributing to building a streamlined, valid, and effective local administration.