1. Introduction

Vietnam’s healthcare system is undergoing a profound transformation to meet rising demands for service quality, equitable access, and operational efficiency. The 2025–2030 period marks a pivotal phase focused on building a modern, integrated, and patient-centered hospital network. Key priorities include regionalization of care, clinical specialization, and strengthening primary care. Simultaneously, targeted investments in infrastructure, medical technology, and workforce capacity will be made. Policies to promote private-sector participation and public–private partnerships will mobilize diverse funding sources. This strategy aims not only to elevate healthcare quality but also to ensure sustainable health development, social welfare, and inclusive economic growth.

2. Legal Framework & Policy

2.1 Core Legal Foundations

• Law on Medical Examination and Treatment (No. 15/2023/QH15), effective 1 January 2024, governs all clinical activities. It expands care modalities (outpatient, mobile, telemedicine), adds pre-hospital emergency care, and reassigns licensing authority to provincial health departments. Public facilities gain financial autonomy, must publish service prices, and apply basic—and encourage higher—quality standards. The law also defines professional training/assessment, socialization mechanisms, and mandates implementing guidelines.
• Decree 96/2023/ND-CP details governance tiers, financing mechanisms, and responsibilities of all administrative levels in organizing health services.
• Resolution 20-NQ/TW (2017) sets a long-term policy direction, emphasizing socialization and diversified funding for health.
• National Digital Transformation Strategy to 2025, Vision to 2030 (Decision 749/QD-TTg 2020) underpins “smart hospitals” using e-health records, AI-driven diagnostics, and digital management.

2.2 Key Policy Directions

• Decentralization & Autonomy: Provincial and district hospitals will gain greater financial and organizational autonomy (Law 15/2023, Art. 108).
• Health Sector Socialization: Encourage non-public investment via PPPs, equitization, and joint ventures, as endorsed by Resolutions 20-NQ/TW and 19-NQ/TW (2017).
• Quality Improvement: Implement national hospital quality criteria and link training, recruitment, and professional management (Directive 06/CT-BYT).
• Smart Health & Digitalization: Roll out e-health records, electronic medical records, online appointment systems, and epidemiological surveillance nationwide.

3. Strategic Planning Factors

3.1 Geographic Distribution

Under Decision 201/QD-TTg (2024), each region must host at least one general hospital with a designated catchment area, alongside specialist centers embedded within these hospitals. Specialized hospitals are sited according to local disease burden, population, and socio-economic conditions—e.g., tuberculosis centers in high-TB provinces, oncology centers where cancer incidence is highest.

Primary care expansion in rural, mountainous, and disadvantaged areas will reduce tertiary-level overload. Per Resolution 139/NQ-CP (2017), investment in commune health stations, district clinics, and district hospitals is prioritized in the most underserved zones.

3.2 Population-Density Considerations

Aligned with Decision 201/QD-TTg and Resolution 81/2023/QH15 (National Master Plan to 2030, Vision to 2050):

Bed-to-population ratios:

• 2025 target: 33 beds per 10,000 population (3.3 per 1,000)
• 2030 target: 35 beds per 10,000 population (3.5 per 1,000)
• 2050 vision: 45 beds per 10,000 population (4.5 per 1,000)

Forecast models account for demographic shifts, aging, and urbanization to periodically adjust bed capacity, workforce mix, and equipment inventories.

4. Implementation Roadmap

4.1 Phase I (2025–2027)

• Infrastructure Upgrades: Renovate and standardize facilities to ensure regional–local integration and digitalization per Decision 201/QD-TTg.
• Workforce Development: Scale advanced specialty training and continuous professional development in line with Resolution 81/2023/QH15.
• Targeted Investments: Establish or upgrade at least one zonal general hospital per region and strengthen provincial specialty hospitals to deliver advanced services locally.

4.2 Phase II (2028–2030)

• E-Health Systems: Deploy national electronic medical record platforms, hospital management software, and integrated data frameworks to streamline patient flow and clinical coordination.
• Advanced Technologies: Invest in high-resolution imaging, surgical robotics, and cutting-edge diagnostics to reduce unnecessary referrals and improve outcomes.
• Urban Network Expansion: Increase bed capacity and establish satellite facilities in major urban centers, aiming to develop several flagship high-tech specialty hospitals comparable to regional benchmarks.

5. Challenges & Solutions

5.1 Challenges

• Limited Investment Capital: Government health budgets are constrained relative to infrastructure modernization, digitalization, and equipment procurement needs.
• Shortage of Skilled Professionals: Rural and remote areas face critical deficits of specialist physicians and trained nurses.
• Regional Service Disparities: Urban hospitals are well-resourced, while rural and mountainous zones lack adequate facilities and personnel, overburdening higher-level centers.

5.2 Solutions

• Public–Private Partnerships: Leverage private capital, technology, and management expertise to supplement public funding and accelerate project delivery.
• Talent Development & Retention: Offer scholarships, bonded training programs, and enhanced benefits to attract and retain healthcare workers—especially in underserved regions.
• Digital Management & AI: Utilize AI, big data analytics, and integrated information systems to optimize workflows, reduce bureaucracy, and boost operational efficiency.

6. Future Prospects

As articulated in Resolution 81/2023/QH15 and Decision 201/QD-TTg/2024, the 2025–2030 hospital network strategy envisions a modern, equitable, and efficient healthcare system that meets rising public health needs. Expected outcomes by 2030 include:

• 35 beds and 19 physicians per 10,000 population; 4.0 pharmacists and 33 nurses per 10,000. Private beds to account for 15% of total capacity.
• Reduced overload at central hospitals via strengthened primary care and satellite hospital networks.
• Enhanced quality of care at grassroots level through targeted equipment upgrades, workforce augmentation, and digital management.

7. Conclusion

The 2025–2030 hospital network planning strategy represents a major leap forward for Vietnam’s health system. With committed leadership and broad stakeholder engagement, the vision of a technologically advanced, efficient, and equitable healthcare network will become reality, safeguarding public health and facilitating socio-economic development.

Harley Miller Law Firm

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