With the goal of achieving double-digit growth, Dak Lak is shifting from a management mindset to a development-oriented approach, placing people and enterprises at the centre while accelerating institutional and administrative procedure (AP) reforms as well as removing bottlenecks hindering investment, production and business activities.

From “management” to proactive “partnership”

Dak Lak has identified the enterprise development and the private sector as key growth drivers. Enterprises are not merely subjects of management but increasingly recognised as key actors in the development process. AP reform has been identified as a key lever for improving the investment along with business environment.

Improved transport connectivity and expanding urban space giving Dak Lak greater room for development while helping turn potential into a driving force for growth.

After one year of implementing Resolution No. 68-NQ/TW, the rate of dossiers processed on time reached 100%; the public service index for people and enterprises reached 89.31 points, ranking 20th among 34 provinces coupled with centrally governed cities; satisfaction with the handling of feedback and petitions reached 97%; alongside satisfaction with AP processing stood at 93.54%. The province has also approved 100% of APs that are not tied to administrative boundaries, accelerated the provision of fully online public services, and digitised 100% of received dossiers.

These outcomes reflect a shift in governance, with government agencies moving from waiting for enterprises to proactively providing information, guidance as well as support to facilitate smoother project implementation.

In the provincial eastern part, this proactive approach is clearly reflected in the way the Dak Lak Economic Zones (EZs) and Industrial Parks (IPs) Management Board supports investment projects. According to Mr. Huynh Lu Tan, Member of the Standing Committee of the Provincial Party Committee and Head of the Dak Lak EZs together with IPs Management Board, many projects under the agency's management are being processed through a “green lane” mechanism. Instead of waiting for enterprises to complete each stage before taking action, the management agency proactively monitors progress and identifies bottlenecks at an early stage for timely resolution.

Creating a foundation for enterprise growth

According to the Department of Finance, in the first eight months of 2026, approximately 2,500 new enterprises were established across the province, with total registered capital of around 21.5 trillion VND, while an estimated 510 enterprises resumed operations, indicating that business confidence is gradually strengthening. The conversion of household businesses into enterprises is also creating opportunities to expand operations, strengthen management capacity as well as improve access to capital, technology and markets across the private sector.

The completion and operation of the Khanh Hoa - Buon Ma Thuot Expressway project will create favourable conditions for attracting investment.

To create a foundation for this process, institutional reform has been carried out alongside APR. In recent years, the Department of Justice has appraised and advised on the issuance of numerous mechanisms combined with policies covering land, online public services, agriculture, industrial clusters and investment, while strengthening the review and inspection of legal documents to promptly address overlapping together with inadequate regulations that create difficulties for enterprises.

Mr. Pham Dong Thanh, Chairman of the Dak Lak Provincial Business Association, said the business community has increasingly recognised the shift in the approach of government agencies from management towards partnership, support and problem-solving. Dak Lak's efforts to reform APs, improve the investment coupled with business environment alongside support for enterprise development have helped enhance the provincial image and attractiveness to the business community along with investors.

However, improving the investment environment is not a short-term task but must become a continuous process. What enterprises want is an continuous improvement mechanism capable of listening their concerns and responding promptly to issues arising in practice.

Translated by KHUONG THAO