Bac Ninh: Tu Son ward develops into a smart, modern industrial-service urban area

Contributing to this broader picture is the pivotal role of grassroots Party committees, which directly translate policies and resolutions into practical actions.

To better understand the innovative approaches in governance and leadership, we spoke with Do Tuan Son, Secretary of the Party Committee of Tu Son Ward, about three core “pillars”: realizing urban planning, operating the two-tier local government model, and shaping the strategic vision for the 2026–2030 term.

As the head of the Party Committee, could you share the breakthrough decisions the Party Committee has made to guide local authorities in translating development planning into reality?

To turn planning into reality and generate tangible value, the first breakthrough decision of the Tu Son Ward Party Committee was to “move one step ahead” in ideological work and infrastructure orientation. We issued specialized resolutions, assigned clear responsibilities to specific individuals, and used the effectiveness of planning implementation as a measure of officials’ performance.

Regarding land clearance, often considered a “difficult and sensitive task,” the locality’s key lesson can be summarized in two words: “integrity” and “consensus.”

First, mobilizing the entire system: We established special working groups led directly by Standing Committee members, who worked with each household in person. Responsibility was not left solely to the local administration. The entire political system, from the Mass Mobilization Bloc and the Fatherland Front to socio-political organizations, participated.

Second, ensuring full transparency: All compensation and resettlement policies were publicly disclosed. We consistently upheld the principle that “people’s rights and interests must be maximally protected within the framework of the law.”

Third, listening and engaging in dialogue: For certain projects, I and the Standing Committee had to meet with residents many times, explaining everything from policy mechanisms to the future opportunities these projects would create for their children. Once residents understood that the land they contributed would be used to build schools, roads and urban areas where their own children could live and work, the bottlenecks gradually disappeared.

In particular, operating the two-tier local government model represents a major reform.

In terms of advantages, the administrative apparatus has become significantly leaner. Administrative directives from the provincial level to the ward level are now more streamlined and efficient, reducing intermediary procedures.

As for challenges, the responsibilities placed on ward leaders and administrative bodies have increased substantially. To address this, the Party Committee has strengthened oversight by Party organizations, the Fatherland Front and the people. We have tightened public service discipline through a dual supervision mechanism: regular monitoring through administrative reports and surprise inspections based on citizen and business satisfaction indicators.

Regarding the implementation of Resolution 68 on supporting and developing enterprises, the Party Committee has directed the ward administration to shift from an “administrative management” mindset to one focused on “service and partnership.”

We have translated this into three core actions:

Establishing a hotline and regular business meetings: Leaders of the Party Committee and local administration directly listen to concerns related to land procedures, environmental issues and public security.

Implementing substantive administrative reform: We have significantly reduced processing time at the one-stop administrative unit and fully applied digital technology so businesses do not have to travel repeatedly.

Creating a mechanism to protect proactive officials: The Party Committee issued clear regulations to support officials in actively resolving difficulties for businesses within their authority, while strictly prohibiting harassment or avoidance of responsibility.

Operating the two-tier local government model is a major institutional shift. How has the Party Committee directed implementation to ensure the new model remains close to the people, responsive to businesses and more efficient in administrative procedures?

Operating the two-tier local government model is not merely about restructuring the apparatus. More importantly, it is about changing governance thinking, shifting strongly from “administrative management” to “serving the people and accompanying businesses.” For Tu Son Ward, this is a major reform that both streamlines the administrative system and places greater responsibility on the ward level.

The Party Committee has focused on assigning responsibilities with clear accountability, clear tasks and clear deadlines. Officials and civil servants are required to stay close to local communities, fully grasp the situation in each residential area and sector, and ensure that work for citizens and businesses is not delayed due to avoidance or shifting responsibility.

A key priority is improving the performance of the one-stop administrative unit, accelerating administrative reform and applying digital technology in receiving and processing documents. Residents are guided clearly and comprehensively to minimize repeated travel. Matters within the ward’s authority must be resolved quickly and in compliance with regulations, while issues beyond its authority must still receive responsible and detailed guidance.

At the same time, the Party Committee has strengthened supervision of public service discipline through Party organizations, the Fatherland Front, mass organizations and the people, using citizen and business satisfaction as the benchmark. The ultimate goal is to build a ward government that is closer to the people, more transparent and more service-oriented.

Looking toward the 2026–2030 term, what strategic priorities has the Party Committee identified to maximize the locality’s internal potential?

Entering the 2026–2030 term, we see this as a pivotal stage for the locality to transform itself and align with Bac Ninh’s aspiration to become a centrally governed city. The Party Committee’s strategic vision can be summarized as: “Strengthening internal capacity – Connecting to a modern future.”

We are focusing on three key priorities:

Shifting the economic structure toward higher quality growth: Maximizing Tu Son’s geographic advantages to strongly develop high-quality services, commerce and logistics that support surrounding industrial zones and clusters. We also encourage digital economy models, night-time economy activities and modern commercial spaces.

Building a smart and ecological urban area: Urban infrastructure planning must be synchronized with the city’s broader infrastructure system. The focus is on digitalizing urban management, increasing green space coverage and comprehensively addressing environmental issues in residential areas and traditional craft villages, creating a more livable environment for both local residents and foreign experts.

Developing human resources and culture: Alongside economic development, we place particular emphasis on improving education and healthcare quality while preserving Kinh Bac cultural identity. The economy may grow rapidly, but culture and people remain the foundation of sustainable development.

The 2026–2030 Party Congress term is not only about setting numerical targets. More importantly, it is about inspiring development aspirations among officials, Party members and the people. With the unity of the entire political system, we are confident that the locality will become one of the province’s bright spots, contributing positively to the prosperity of heroic Tu Son and the culturally rich, dynamic province of Bac Ninh.

Thank you very much!