The article analyzes the organization and operation of public service organizations under the central city government. Based on the analysis of legal norms, inter-urban comparisons and case studies, we point out four persistent bottlenecks: (i) the blurred authority boundaries between the inner city level and the departments/sectors and districts, (ii) the autonomous bidding mechanism is not synchronized, (iii) the measurement of output/outcome is still formal, and (iv) financial and human resource data is not connected. The article proposes an effective contract-based governance model (performance contract) linked to program-based budgeting, along with a set of KPI/KRI indicators publicly available in real time and a matrix of classifying public service units according to four levels of autonomy (AD). Expected results: reducing organizational duplication, increasing public spending productivity, shortening service time and increasing people's satisfaction. The main contribution is to combine the current legal framework with measurable results management tools, along with an 8-step process for pilot implementation in 6-12 months. The consistent spirit: maintaining traditional discipline but shifting from input management to results-based management with clear tasks, clear people, clear money, clear data as the foundation for sustainable reform at the central level.
Manh et al. (Mon,) studied this question.