MINISTRY OF EDUCATION AND TRAINING
THUONG MAI UNIVERSITY
HONG HANH, NGO THI
STATE BUDGET MANAGEMENT OF HANOI
DEPARTMENT OF FINANCE
Major: Economic Management
Code: 9.34.04.10
SUMMARY OF ECONOMIC DOCTORAL THESIS
Ha Noi – 2020
THE RESEARCH WORKS ARE COMPLETED AT
THUONG MAI UNIVERSITY
Name of Instructor:
Instructor 1: Associate Professor. PhD. Nhung, Le Thi Kim
Instructor 2: PhD. Binh, Ngo Xuan
Reviewer 1: …………………………
Reviewer 2: …………………………
Reviewer 3: …………………………
The dissertation is defended in front of the Dissertation Examination
Council at Thuong Mai University
At: ………. Date………. Month ……….. Year…………..
The dissertation can be found at::
National Library
Thuong Mai University Library
INTRODUCTION
1. Urgency of research topics.
The State budget consists of all revenues and expenditures of the State and has been
approved by the authorized State agency and is implemented within a certain period of time to
ensure the functional performance of the State. The State budget is the main tool to adjust the
macro economy and plays an important role in mobilizing and distributing resources of the
economy to ensure the operations of the State and at the same time contribute to distributing
resources to promote stable and sustainable economic development; addressing social security
issues, implementing justice as well as ensuring the functions of the political system.
In the comprehensive renovation of the Vietnam economy, shifting to a marketbased
mechanism, the State budget has become one of the most important macroregulatory tools;
plays a key role in mobilizing and distributing resources of the economy in order to ensure the
operations of the State, and at the same time contributes to the distribution of resources to
promote stable and sustainable economic development...
Hanoi Department of Finance is a specialized management agency under the People's
Committee of Hanoi City with the function of advising and assisting the City People's
Committee in performing the state management of local finance and budget, organize the
management of local budget cycles in accordance with the law. In the process of public finance
reform in Vietnam, along with the improvement of the legal environment, the specialized
management agencies in general and the Hanoi Department of Finance in particular have made
many improvements in state budget management activities and have yielded encouraging
results. Beside these successes, the State budget management activity of Hanoi Department of
Finance still has many limitations and shortcomings due to various objective and subjective
reasons. This situation requires an objective study to find suitable solutions to improve the state
budget management activities of Hanoi Department of Finance to meet the practical
requirements. For that reason, the author chose the topic "State budget management of Hanoi
Department of Finance" for the PhD thesis.
2. Research objective, tasks and research question
2.1. Research objective
Through the study of theory, current situation and factors affecting the state budget
management of Hanoi Department of Finance, the thesis proposes scientific and practical
solutions to improve State budget management activities of Hanoi Department of Finance.
2.2. Research task
+ Overview of the research situation related to the topic, from which to find the research
gaps.
+ Systematize theoretical and practical basis for state budget management and local state
budget management.
+ Surveying the curent state of State budget management activities of Hanoi Department
of Finance in the period of 2010 2017, testing and assessing the influence of objective and
subjective factors on budget management of Hanoi Department of Finance, showing the
achieved results, limitations and their causes.
+ Proposing solutions to perfect the State Budget management activities of Hanoi
Department of Finance until 2025, with a vision to 2030.
2.3. Research question
The aim of the thesis topic is to answer the following research questions:
State budget management with the approach from a local specialized management
agency theoretical and practical basis?
The contents of local budget management, factors affecting state budget management
at local level?
Experience of budget management in a local region and lessons for Hanoi Department
of Finance in state budget management?
What is the current state of budget management activities of Hanoi Department of
Finance? Inadequacies and limitations in the State budget management activities of Hanoi
Department of Finance and their causes?
Objectives and directions for state budget management of Hanoi Finance Department
up to 2025 and the following years?
For the state budget management of Hanoi Department of Finance to meet the
objectives set in the new context, what solutions are needed?
3. Object and scope of the study
3.1. Research Object
The research object of the thesis is local state budget management activity at the
Department of Finance.
3.2. Research Scope
Research content: The research approach of the thesis is the state budget management
activity of Hanoi Department of Finance a specialized financial management unit with a
function of budget management over all districts in Hanoi City. The thesis focuses on
researching local budget management activities according to the budget cycle. The thesis does
not research on the management of assets formed from the state budget (public assets).
Research space: The thesis studied the state budget management activities in Hanoi area
tasked to the Hanoi Department of Finance as the specialized financial agency, including
revenue management units, budget expenditure management units under the management of
Hanoi Department of Finance, and local budget beneficiary units in Hanoi City.
The research period: The thesis studies the state budget management activities of Hanoi
Department of Finance in the period of 2010 2017, and proposes solutions to improve the state
budget management activities of Hanoi Department of Finance until 2025, vision to 2030.
4. New contributions of the thesis
Academic and theoretical contributions:
The thesis contributes to systematizing the theoretical basis for state budget
management at the local level.
The thesis proposes a system of criteria for evaluating local budget management
activities
The thesis has built an analytical framework about factors affecting local budget
management activities.
Practical contributions:
The thesis has surveyed and analyzed the practical situation of State budget
management of Hanoi Department of Finance on the following aspects: Advising in local
budget management; Managing budget process according to decentralization (prepare and
allocate state budget estimates; Coordinate management of state budget revenues according to
decentralization; Manage state budget expenditures according to decentralization; Revenues and
expenditures balancing and state budget settlement); Inspection and examination of state budget
compliance; Coordination in state budget management.
Examining the influence of factors on the state budget management activities of Hanoi
Finance Department.
Assessing the achieved results and pointing out the limitations and causes of the
limitations in the state budget management of Hanoi Department of Finance.
Contributions on the solution:
The dissertation proposes solutions to improve the State budget management activities
of Hanoi Department of Finance: (i) Complete the decentralization of State budget
management; (ii) Innovating the process of making and deciding the state budget estimates; (iii)
Strengthen activities in the process of implementing State budget; (iv) Innovation in
implementation of state budget settlement; (v) Effective management and use of state budget
expenditures; (vi) Strengthen inspection, revision and timely handling of violations in state
budget management; (vii) Strengthen facilities and application of advanced technologies in the
management of state budget revenues and expenditures; (viii) Improve the qualifications of
cadres and civil servants to meet the needs of state budget management.
5. The thesis structure
In addition to the Introduction and Conclusion, the thesis is presented in 4 chapters:
Chapter 1: Overview of Research and Methodology.
Chapter 2: Theoretical basis and practical situation of state budget and local state budget
management.
Chapter 3: Current situation of state budget management of Hanoi Department of
Finance.
Chapter 4: Solutions to improve state budget management activities of Hanoi
Department of Finance
CHAPTER 1: OVERVIEW OF RESEARCH AND METHODOLOGY
1.1. Overview of studies related to the thesis topic
1.1.1. The studies on state budget management
(1). Foreign studies
Richard Lingensjo (2002) studied the topic "Construction budget management",
California Construction Consultan, United States of America built practical budget
management perspectives based on practical issues and experiences, from which pointed out
solutions to budget management.
Janet M.Kelly William C.Rivenbark (2011), “Performance budgeting for state and
local government”, M.E. Sharpe, Inc, New York
F. Stevens Redburn Robert J. Shea and Terry F. Buss (2008) with the research
“Performance management and budgeting: How governments can learn from experience”,
National Academy of public administration, 2008, M.E. Sharpe, Inc, New York.
Aman Khan W.Bartley Hildreth (2012), with the research “Case studies in Public
Budgeting and Financial Management”
Gerald J. Miller (2012) published the study with title “Government Budgeting and
Financial Management in Practice”, CRC Press – Taylor and Francis Group.
The report of the International Monetary Fund mentioned the problem “Government
financial management, Issues and country studies” 1993, International Monetary Fund,
Publication Services Washington, USA.
The authors of the Council of Europa have developed and proposed “Budgetary
procedures and budget management at local authority level”, Council of Europe Publishing
Editions du Conseil de l’Europe, 2002.
Scientific research work of Abachi and Salamatu (2012) uses overall data on revenue
decentralization and expenditures of Nigeria from 1970 to 2009.
French author Michael Spackman (2002) analyzed the effectiveness of budget and
public investment plans to improve the efficiency of the State budget.
(2). Local studies
Huynh Van Hoai (2001), System of legal documents on State Budget management,
Agriculture Publishing House, Hanoi.
Bui Thi Mai Hoai (2007), Vietnam's State Budget Balance in a Market Economy,
National University Press, Ho Chi Minh City.
Nguyen Ngoc Hung (2015), State Budget Management, Statistics Publishing House,
Hanoi, the author has systematically set up the theoretical issues related to state budget
management such as state budget theory, State budget management cycles, the role of state
budget management, factors affecting state budget management, issues of budget revenue
and expenditure, and state budget balance.
Le Ngoc Chau (2004) studied the doctoral thesis with the topic "Some solutions to
enhance control of state budget spending through the State Treasury system in the condition
of computerization".
Le Hung Son (2003) studied his doctoral thesis with the topic "Solutions to improve
the quality of financial management of investment projects in the State Treasury system in
Vietnam".
Duong Dang Chinh and Pham Van Khoan (2009) stated that the state budget
management process is used to refer to the entire operation of a budget from the beginning
of its formation to the end of the transition to a new budget. .
The author Nguyen Thi Phu Ha (2007) studied her doctoral thesis with the topic
"Improving the efficiency of state budget expenditure management to serve development
needs in Vietnam" at National Academy of Politics Ho Chi Minh, Hanoi.
The author To Thien Hien (2012) studied a doctoral thesis with the topic "Improving
the efficiency of State budget management in An Giang province in the period of 20112015
with vision to 2020", Ho Chi Minh City.
The author Tran Van Hong (2002) studied his doctoral thesis with the topic
"Renewing the mechanism of management of construction and investment capital of the
State" at the Finance Academy, Hanoi.
The author Bui Manh Cuong (2012) studied his doctoral thesis with the topic
"Improving the efficiency of development investment from the state budget in Vietnam",
Hanoi. The study clarified the issues on the theoretical and practical basis of development
investment from the State budget.
Author Nguyen Ngoc Thao (2007) studied the economic management doctoral
thesis: "Promoting the role of the state budget to contribute to Vietnam's economic
development".
1.1.2. Studies on decentralized state budget management
(1). Foreign studies
Allen Schick (2007), in his book "The Federal Budget: Politics, Policy, Process" has
shown that budget allocation affects many different aspects of socioeconomic life, to many
different interest groups.
Kurt M. Thurmaier & Katherine G. Willoughby (2001) in the book "Policy and
Politics in State Budgeting", studied the budget management process in states of the US, the
operation of the State budget management body, the roles, the influences and how they
make budget policy decisions; budget decision making process ...
Author John M. Kim with his research "From Line item to Program Budgeting
Global Lessons and the Korean Case", mentions the innovation of Korea's state budget
management method, analyzes the transition from management budget management by item
to budget management by program.
Muhammad Zahir Faridi (2011) used time series aggregate data on revenue
decentralization and expenditure tasks between central and local governments between 1972
and 2009 to study the impact of fiscal decentralization to economic growth.
Angel de la Fuente (2003), in his article "Secondbest redistribution through public
investment: a characterization, an empirical test and an application to the case of Spain"
clarified the role of redistribution through public investment.
(2). Domestic studies
Assoc.Prof. PhD. Le Chi Mai (2006), Budget decentralization to local authorities
the practical situations and solutions, National Political Publishing House, Hanoi. This
study also provided specific theoretical and practical basis for budget decentralization;
solutions to increase budget decentralization for local governments in our country.
Mai Dinh Lam and Mai Thi Kim Oanh (2015) had scientific research with the topic
"Decentralization of local budgets in Ho Chi Minh City, Achievements and Shortcomings”,
Journal of Information and SocioEconomic Forecasting No. 109110. In this study, the
issue of local budget decentralization has been analyzed specifically with theoretical and
practical basis.
Mai Dinh Lam (2012) with a PhD thesis entitled "Impact of fiscal decentralization on
economic growth in Vietnam", Ho Chi Minh City. The research focuses on the impact of
fiscal decentralization on economic growth in the neoclassical production model.
Nguyen Phi Lan (2009) based on endogenous economic growth theory and fiscal
theory, model of the relationship between economic growth and budget management
decentralization, has found the relationship between decentralization of budget management
and local economic growth in 64 provinces and cities of Vietnam in two separate periods
1997 2001 and 2002 2007.
1.1.3. Studies on factors affecting local state budget management.
(1). The foreign research
French authors including Michel Bouvier, Marie Christine Esclassan, Jean Pierre
(2002) in the study "Finances Publiques" (Public Finance) mentioned many important and
modern contents of public finance, provided data on contemporary financial systems of
France and Europe.
Authors Kurt M. Thurmaier and Katherine G. Wooloughby in the article: "Policy
and Politics in State Budgeting", studied the activities of the budget management agencies
in the states of the US in the following aspects: roles, influence and how the agency makes
budget decisions.
Authors J. Buchanan, with the study "Anarchy, State and Public Choice", the author
was interested in studying the rationality of public spending choices.
Anand Rajaram, et al. (2010), in the study "A Diagnostic Framework for Assessing
Public Investment Management", described eight "musthave" features of a good public
investment system.
(2). Domestic studies
Nguyen Thi Bien (2015), "Tax collection management of nonstate enterprises in
Thanh Liem district, Ha Nam", University of Economics and Business, Vietnam National
University, Hanoi, the author has studied in depth the issue of tax management of nonstate
enterprises.
Author Le Dinh Hai and Mai Thi Lan Huong (2018) with the research paper "Factors
affecting the quality of tax administration at the Tax Department of Ung Hoa District
Hanoi". In this study, the authors surveyed 120 subjects including 80 enterprises and 40
individual business households under the management of Ung Hoa District Tax Department.
Author Tran Van Lam (2009) studied the PhD thesis topic "Improving the
management of state budget expenditures to promote socioeconomic development in
Quang Ninh province", this study also stated giving theoretical and practical issues in the
management of provincial State budget expenditures, with practical evidence in Quang Ninh
province.
Author Bui Duong Nghieu (2006) "Regulating budget between central and local
levels", has analyzed the basic theoretical issues about budget management; Vietnam budget
management mechanism; international experiences and solutions to improve the State
budget management mechanism.
The authors Mai Dinh Lam and Mai Thi Kim Oanh (2015) had scientific research
with the topic "Decentralization of local budgets in Ho Chi Minh City". Ho Chi Minh City,
Achievements and Shortcomings”, Journal of Information and SocioEconomic Forecasting
No. 109110.
The author To Thien Hien (2012) studied his doctoral thesis with the topic
"Improving the efficiency of State budget management in An Giang province in the period
of 20112015 and vision to 2020", Hồ Chí Minh City.
Doctoral thesis with the topic "Decentralization of local budget management in
Vietnam", by Nguyen Xuan Thu (2015), National Economics University.
1.1.4. The inherited scientific values and the research gaps.
* Scientific values on theory and practice
The thesis inherited a number of published research results from domestic and
foreign scientists that have scientific values such as:
Theoretical issues related to the state budget and state budget management, fiscal
decentralization applying to the research content of the thesis.
Theoretical issues related to State budget and State budget management.
Characteristics and basic issues of budget revenue and expenditure management as
well as budget decentralization process.
Issues on the organization of the State budget system as well as factors affecting state
budget management.
The methods which local authorities have applied and the experience on managing
the State budget are valuable scientific and theoretical values for providing solutions to
improve the budget management activities of Hanoi Department of Finance in the future.
* Research gaps that needs further study
Firstly, there has not been any specific analysis on the issue of State budget
management of Hanoi Department of Finance, a state management unit with functions and
tasks of state budget management in Hanoi City area.
Secondly, it is necessary to summarize and find out the state budget management
perspectives in accordance with the specific characteristics and circumstances of Hanoi
Department of Finance and Hanoi City.
Thirdly, it is necessary to have a comprehensive solution to improve the efficiency
of State budget management activities of Hanoi Department of Finance to suit the socio
economic conditions of the city, the country today, as well as an appropriate direction for
the future.
1.2. Research process and methodology of the thesis
1.2.1. Research process
The research process is carried out in the following steps: Defining research
objectives, Gathering documents and collecting data; Literature Review; Preliminary
research (phase 1); Researching the practical situation (Phase 2); Qualitative and
quantitative research (Phase 3).
1.2.2. Qualitative research methods
Issues to be considered are: Making annual state budget estimates; Management of
budget revenues and expenditures; Balance and settlement of state budget; Inspection and
examination of state budget compliance; Coordinating in state budget management;
Management of capital and assets formed from the State budget; Factors affecting the state
budget management.
1.2.3. Quantitative research method
1.2.3.1. Research model and hypotheses
The author selected seven factors that affect the state budget management activities
of the Hanoi Department of Finance, thereby building a research model. The model of
reviewing and evaluating factors affecting state budget management. The linear equation is
expressed as follows:
QLNS = α0 + α1X1 + α2X2 +… + α6X6 + ei
1.2.3.2. Design questionnaires and scales
(1) Define the theoretical concept of variables and how to measure variables in the
theoretical model based on the theoretical basis and previous studies.
(2) Develop a Vietnamese version of the questionnaire on the basis of the theory of
variables and how to measure variables.
(3) The questionnaire was forwarded to 3 civil servants currently working at the
Department of Finance and 3 civil servants at the Planning and Finance Division at district
level to read, evaluate and comment to ensure there is no misunderstanding about the
language and the content of the questions. The results were used to correct the sentences in
the questionnaire to be clearer and more comprehensive.
(4) Adjust the original questionnaire and directly send to 5 other civil servants of
Department of Finance and Cau Giay District Finance Department verify the reliability of
the scales.
(5) Form a formal questionnaire to conduct a wide area survey.
1.2.3.3. Sample choosing and data collecting
The questionnaire will include answering options with statements about the attitude
of the respondent with 5 levels: (1). Strongly disagree (2). Disagree; (3). Have no ideas; (4).
Agree; (5). Strongly agree.
The sampling was carried out in combination with two convenient sampling methods
because it was difficult for the author to gather a list of subjects to be surveyed, and the
"snowball" method to find the next subject based on suggestions or recommendations of the
interviewee (Nguyen Van Thang, 2013). In addition to asking for direct opinions, the author
also uses online opinion survey. The author collects emails of civil servants working on
budget management in Hanoi area.
Results of collecting survey data with cadres and civil servants: handed out 520
votes; 512 votes collected, of which 510 valid votes were used as research data; 02 votes
were eliminated due to incomplete responses.
1.2.3.4. Data processing methods
Firstly, summarize and describe the data collected for the survey questionnaires,
thereby giving an overview of the sample size for each survey content.
Secondly: Assess the reliability of the scale to the data from the survey. The
reliability of the scale is assessed through Cronbach's Alpha coefficient.
Thirdly: Verify the value of the scale by EFA factor analysis method.
Fourthly: After the results of factor analysis, the convergence factors will be grouped
and named together.
Fifthly: Correlation analysis and multiple regression
CHAPTER 2: THEORETICAL BASIS AND PRACTICAL SITUATION OF STATE
BUDGET AND LOCAL STATE BUDGET MANAGEMENT
2.1. State budget system and state budget management
2.1.1. Definition, function and the role of state budget
State budget definition
“The State budget is the entire revenues and expenditures of the State, which have
been decided by the authorized State agency and implemented in a year to reflect the
economic relations arising in connection with the process of creating, distributing and
using the centralized monetary funds of the State in order to perform the functions and tasks
of the State on the basis of law ".
The state budget has the following main characteristics:
Firstly, the State Budget is a major part of the national financial system.
Secondly, the State Budget is a centralized monetary fund of the State and is
divided into many small funds, having its own effects and being used for certain
predetermined purposes.
Thirdly, the State budget is always closely linked to the State ownership and always
contains the common interests and public interests.
Fourthly, the State Budget is a revenue and expenditure estimate.
Fifthly, the characteristics of the state budget are always associated with class
nature.
* Local budget definitioni
Article 4 of the 2015 State Budget Law states: Local budgets are state budget
revenues that are decentralized to local governments and additional revenues from the
central budget to local state budget and state budget expenditures that fall within the
spending tasks of local level, local state budget.
From a management perspective, local state budget is a budget level within the state
budget system, so the definition of state budget already contains the concept of local state
budget and is understood as follows:
The State budget is the whole State's revenues and expenditures in the estimate,
decided by an authorized state agency and implemented for one year to ensure the
performance of the State's functions and tasks. As such, the local state budget can also be
understood as all revenues and expenditures decided by the authorized State agency and
implemented in one year to ensure the performance of the functions and duties of the State
at local level.
* Local budget characteristics
Firstly: local state budget is a centralized fund of local state authorities.
Secondly: revenue and expenditure activities of local state budget are always
associated with the functions and duties of local governments in accordance with the law,
and are always subject to the supervision of state authorities at the local level.
Thirdly: the revenue and expenditure activities of the local state budget reflect the
relations between the common interests, which is represented by the local local government
and the benefit of other socioeconomic entities (organizations or individuals).
Fourthly: Local budget revenue and expenditure relations are diverse and manifested
in various forms, but these revenues and expenditures are only recognized when approved
by the authorized State agency.
Fifthly: Local budget is both a level in the state budget system and a budgeting unit.
Because local budgets both perform the revenue expenditure task of a general budget
level, and are also the units that receive additional funding from the upper budget and use
that capital.
Function of state budget
(1). Distribution function. The distribution function of the state budget includes the
distribution of income and the distribution of inputs, namely the allocation of financial
resources to the users.
(2). Directing function. Directing function is an inherent objective attribute of the
State Budget. Activities under the directing function are understood as supervision,
checking the use of money, conducted on a regular and continuous basis with the
mobilization process of the state budget distributees.
The role of the state budget
(1). The role of the State budget in the national economy
* State budget is a tool to mobilize financial resources and ensure the spending
needs of the State: Mobilize financial resources; Ensure the spending needs of the State.
* State budget is a macroeconomic regulation tool: State budget macroeconomic
regulation is reflected through financial mobilization tools; through development
investment; supervising and adjusting the economic relations of the state budget.
(2). The role of the State budget in the financial system
State finance is an important part of the financial system linked with the monetary
fund, its activities related to the performance of the State's functions in socioeconomic,
security, national defense and social welfare.
2.1.2. Organizational structure of state budget system
The state budget system is a collection of budgets from the central to local levels,
built in a vertical relationship, based on certain principles to ensure the unified operation
of each level in the entire system and achieve the system goal.
Principles and organizational structure of the State Budget system
(1). Principle of unity, convergence and democracy
(2). Principles to ensure conformity between the budget level and the local
government level.
According to the 2015 State Budget Law, our budget system includes 4 levels:
Central budget, Provincial budget, District budget, Commune budget.
2.1.3. State budget management
State budget management is the operation of State budget management entities
through the deliberate use of management methods and management tools to influence and
control the operation of the State budget to achieve predetermined goals.
The state budget managing subjects include the National Assembly, the Government
and professional agencies under the Government; People's Councils at all levels; People's
Committees at all levels; Department of Finance and local Department of Financial
Planning; the revenue collection agency.
The state budget management objects are budgetusing units; Budget estimation units
assigned to directly manage and use the budget. The objects can be domestic and foreign
economic organizations, both playing the role of paying the budget and acting as budget
spending units; the unions; sociopolitical organizations funded by the budget; Professional
social organizations assigned and funded by the state.
The subjects of management in budget management activities are budget revenues in
cash or papers, precious metals, assets which can be converted into money from sources of
taxes, charges and public funds; expenditures from the budget for recurrent expenditures,
public investment, operating expenses for party organizations, union organizations, socio
political organizations and professional societies.
The intentional management methods in state budget management include:
Administrative methods; Economic method; persuasive educational method.
The tools used by the managing entity to affect the objects in the state budget
management activities include: administrative tools; Financial tools; Propaganda and
education tools.
2.1.4. Decentralization of state budget management
The concept of decentralization of State budget management. Decentralization of
state budget management is the determination of the scope, responsibilities and powers of
governments and budget estimating units at all levels in state budget management process in
accordance with socioeconomic management decentralization.
Principles for decentralization of State budget management. Decentralization of
budget management must be consistent and in accordance with the decentralized
organizational structure of state government; The central budget and local budgets are
allocated with specific revenue sources and spending tasks; In the whole country, ensuring
the leading role of the Central budget and the initiative role of local state budget. At
province level, ensuring the leading role of the provincial budget and the initiative of the
budget levels below; Decentralization of budget management must be in line with socio
economic management decentralization and management level of state authorities at all
levels; Decentralization of state budget management must ensure efficiency;
Decentralization of state budget management must ensure equity; Ensuring to increase the
effectiveness of state budget management and control; Improve local management and
accountability at local levels.
Contents of decentralization of state budget management. Decentralizing the
authority to promulgate policies, standards and limits of State budget; Decentralized
management of revenue sources; Decentralization in budget coordinating and
supplementation; Decentralize borrowings to local governments; Decentralization of budget
spending tasks; Decentralization of management in the implementation of the state budget
cycle; Decentralization in state budget supervision, inspection and audit.
2.1.5. State budget management process
Process of making, approving and delivering budget estimates
According to the provisions of the 2015 SBL, before May 15 every year, the Prime
Minister promulgates regulations on the formulation of socioeconomic development plans
and state budget estimates of the following year.
Before September 20 every year, the Government submits documents of State budget
estimates and budget allocation plans to Standing Committee of National Assembly for
comments.
Before November 15 every year, the National Assembly decides the State budget
estimates and plans for the central budget allocation of next year.
Before December 10, the provincial People's Council decided on the local state
budget estimates, allocating the provincial budget of next year.
Before December 31, ministries, ministeriallevel agencies, governmental agencies,
other central agencies, People's Committees at all levels must complete the assignment of
budget estimates to each agency, attached unit and People's Committee at lower levels.
Budget compliance process
After being assigned the budget estimates by the Government and People's
Committee, levelI budget estimation units at central and local levels shall allocate and
assign budget estimates to affiliated budgetusing units and subordinate budget using units.
Finance agencies of the same level shall check the estimates of levelI budget units
already assigned to budgetusing units.
Time limit for allocation of state budget estimates: For budget estimates assigned
under the authority of People's Committees at all levels, the allocation and assign of
estimates to affiliated budgetusing units must be completed before 31 December the
previous year.
The revenuecollecting agencies have the duty to coordinate with the related State
agencies in organizing the rightfully, fully and timely collection according to the provisions
of law; under the direction and inspection of the Ministry of Finance, the superior
management agency, the People's Committee and the supervision of the People's Council on
the collection of local state budget.
The State Treasury is allowed to open accounts at the State Bank of Vietnam and
commercial banks to collect the State budget revenues; fully and promptly account the
revenues to the budget, regulate revenues to the budget at all levels in accordance with
regulations.
The spending tasks arranged in the estimates are guaranteed with funding according
to the implementation schedule and within the assigned estimates.
Based on the assigned budget estimates and task performance requirements, the
heads of the budgetusing units shall decide to send expenditures to the State Treasury for
implementation; The State Treasury shall check the legality of necessary documents
according to the provisions of law and make budget expenditures when the prescribed
conditions are met.
Budget settlement
Agencies, organizations, units and individuals related to state budget revenues and
expenditures must organize the state budget accounting, reporting and settlement according
to regulations.
The State Treasury shall organize the accounting of the State Budget; aggregate data
on state budget revenues and expenditures, report to financial agencies of the same level and
relevant agencies according to the prescribed regime.
At the end of the budget year, agencies, organizations, units and individuals related
to budget revenues and expenditures shall close the accounting book and make a report on
the final settlement of the State budget.
The local financial agencies at all levels shall periodically report to the People's
Committees of the same level and relevant agencies on the collection and spending of local
state budget; report to the superior financial agency on the use of targeted additional
expenditures from the superior budget as prescribed by law.
People's Committees at all levels in the locality report to the Standing People's
Council at the same level; report to the People's Council at the same level on the
implementation of local state budget at the yearend session and additional evaluation report
at the midyear meeting next year.
The lowerlevel People's Committee shall periodically report to the superior financial
agency on the collection and expenditure of local state budget, the provinciallevel People's
Committee shall periodically report to the Ministry of Finance on the situation of state
budget revenune collection, the situation of the collection and expenditure of local state
budget .
The Ministry of Finance shall periodically report to the Government and relevant
agencies on the collection and expenditure of the State budget according to the provisions of
law. The Government reports to the National Assembly Standing Committee; report to the
National Assembly on the implementation of state budget revenues and expenditures at the
yearend session and additional evaluation report on the situation of budget revenues and
expenditures at the midyear meeting next year.
Public transparency of budget
State budget estimate reports must be publicized within 5 working days after the
Government sends to the National Assembly delegates and People's Committees send to
People's Council deputies.
Reports on state budget estimates already decided by the authorities, state budget
settlement reports already approved by the authorities, results of state budget audits, results
of implementation of state audit recommendations must be be made public within 30 days
from the date the document is issued.
Halfyearly, quarterly reports on implementation of the State budget must be made
public within 15 days after the end of the quarter and half year.
The annual state budget implementation situation report is publicized when the
Government submits to the National Assembly at the midyear meeting next year.
2.2. Content of state budget management at local level
Advise activities for superior agencies in budget management. At the local level, the
provincial People's Committee is responsible for advising the People's Council at the same
level, submitting to the People's Council for approval the annual budget estimates, and the
provincial People's Committee also advises the Government on policies in state budget
management through specialized agencies such as the Ministry of Finance. According to the
regulations on organization of professional agencies under the People's Committee of the
province or city directly under the Central Government, the professional consultancy for the
provincial People's Committee in state budget management is assigned to the Department of
Finance. The department is an agency of the provincial People's Committee; perform the
function of advising and assisting the provincial People's Committee in state management of
sectors and fields in the local area in accordance with the law and as assigned or authorized
by the provincial People's Committee and the Chairman of the provincial People's
Committee.
Management of making state budget estimates. The provincial People's Committee
shall base on the Prime Minister's Directive, the Circular guiding and inspection numbers on
the budget estimate of the Ministry of Finance, based on the socioeconomic development
orientation, specific requirements and tasks, based on the ability to balance the local budget,
guide and notify the inspection number on the budget estimate to the affiliated units and the
People's Committee of the lower level.
Management of state budget revenues. State budget revenue is defined as the state's
use its power to collect part of the national financial resources to form the state budget fund
to meet the state's needs.
Management of state budget spending. State budget spending is the process of
redistributing financed funds in the state budget and directing them to their intended use.
Balance of revenues and expenditures and settlement of the state budget. The
balance of State budget represents the balanced relationship between total revenue and total
State budget expenditure, in other words, making the total State budget revenue and
expenditure balanced.
Inspection and examination of state budget compliance. Strengthened financial
inspection and examination will ensure the effectiveness and efficiency of state
management; maintain the discipline and financial discipline, contribute to stability and
socioeconomic development of the country.
Coordination in state budget management. The coordination between Department of
Finance, Department of Taxation, Customs Department, State Treasury, departments,
branches and People's Committees of districts, towns. In particular, the Department of
Finance shall assume the prime responsibility, together with the relevant units, to advise,
guide and inspect the district People's Councils in organizing the performance of tasks and
powers in approving the settlement reports of state budget of their levels in accordance with
the State Budget Law.
2.3. Evaluation criteria for state budget management at local level
Revenue budget completion rate
Revenue budget
completion rate
=
Total revenue according to the settlement
Total revenue according to the budget
x 100%
Expenditure budget completion rate
Expenditure budget
completion rate
=
Total expenditure according to the
settlement
Total expenditure according to the budget
x 100%
Budget balancing capability:
Surplus of local budgets = Total revenues of local budgets Total expenditures of local
budgets
Compliance with regulations on budget execution:
Comply with decentralization in preparing and allocating budget
Adjust the allocation rate between budget levels
Balance between budget revenues and expenditures
2.4. Factors affecting local budget management
Socioeconomic conditions of the local area. Each local area has different socio
economic characteristics, conditions of facilities, natural resources, and different
geographical locations. As a result, budget revenue and expenditure are also different.
Provisions on decentralization of state budget management. Decentralized
management of the state budget is the settlement of relationships between levels of
government from the central to local levels in state budget management.
Process in state budget revenues and expenditures. The budget process is
a threestage process: budget preparation and approval, budget implementation
and budget settlement.
Provisions on inspection and examination of state budget compliance. Financial
inspection is a very important task of the Finance sector, especially in the state budget
management.
Policies to encourage and ultilize state budget resources. The
requirement is to nurture and make use of all sources of domestic tax revenue
such as personal income tax, excise tax, natural resource tax and real estate...
Organizational structure and capacity of civil servants. The streamlined
and effective budget expenditure management mechanism will prevent losses
and bring efficiency to activities from the state budget.
Facilities for state budget management. The infrastructure, especially the
information system and information technology, has become increasingly important, greatly
affecting the management of revenue and expenditure, and budget balancing.
2.5. Managing state budget in some local region and lessons for Hanoi city
From researching and evaluating experience in budget management activities of four
major cities: Ho Chi Minh City, Da Nang City, Thua Thien Hue Province, Quang Ninh
Province. The thesis has pointed out 6 issues that are considered lessons for Hanoi
Department of Finance in State budget management.
Firstly, uphold the sense of autonomy in budget management.
Secondly, promoting propaganda to call for investment, nurture revenue sources to
ensure adequate or exceeding annual spending.
Thirdly, allocating the budget in the direction of increasing the proportion of
development investment and reducing recurrent expenditure.
Fourthly, thoroughly practice saving in State budget spending management.
Fifthly, develop detailed and specific state budget process with coordination regulations,
forms, index system, measurement criteria and evaluate outputs suitable to each industry
and each field.
Sixthly, strengthen inspection and examination of revenue and expenditure settlement;
focus on solving the situation of tax evasion, loss of revenue in the sectors and fields that
are considered as the focus.
CHAPTER 3: CURRENT SITUATION OF BUDGET MANAGEMENT OF HANOI
DEPARTMENT OF FINANCE
3.1. Overview of the socioeconomic situation in Hanoi City
The thesis has summarized the natural and socioeconomic characteristics of Hanoi
City the capital of the country; It is a key locality where investment in special construction
is concentrated, prescribed a number of specific policies in the field of socioeconomic
development, construction and management of the Capital.
3.2. Organizing the state budget management system of Hanoi City
Currently, the state budget consists of the central and local budgets. Local budgets
include provincial budgets, district budgets and commune budgets. In this budget system,
the National Assembly only assigns revenue sources and specific spending tasks to the
central budget, and determines the total revenue and expenditure in the budget year for local
budgets, while the government multiplies People at each local level will decide their
distribution of revenues and expenditures.
3.3. State budget management activities of Hanoi Department of Finance
Advise activities in state budget management. To advise in financial budget
management, reform administrative procedures, resolve difficulties for enterprises...; Advise
and coordinate the effective implementation of revenue expenditure management in the
area; Advisory work for effective public asset management.
Managing the making and allocation of state budget estimates. The Hanoi Finance
Department shall assume the prime responsibility for aggregating and making state budget
revenue estimates in the area, the City budget revenue and expenditure estimates, the City
level budget allocation plan and report it to the City People's Committee for submission to
the People’s Council to decide.
Coordinate management of state budget revenues according to decentralization.
The current system of revenue collection is assigned mainly to the Tax Office; Customs
office; There are also a number of other agencies that are also tasked with collecting.
Management of state budget expenditure according to decentralization. To ensure
the full and timely payment of principals and interests on mobilized capital for cities for
development investment; Strict management of loans.
Balance of revenues and expenditures and settlement of the state budget.
Department of Finance of Hanoi is tasked with reviewing and reorganizing spending tasks
that are not yet really urgent, minimizing the organization of conferences, festivals,
seminars, festivals and foreign travels.
Table 3.2. Summary of state budget revenues in Hanoi in the period of 2010 2017
Unit: billion dong
Year
2010
2011
2012
108.301 121.919 145.701
TOTAL REVENUE
94.422 105.179 121.245
I. Domestic revenue
5.742 15.320
II. Revenue from crude oil 3.317
III. Revenue from
10.562 10.998 9.136
customs
IV. Revenue from
dividends and remaining
profits
2013
2014
2015
2016
2017
164.050 130.100 225.528 179.054 206.435
142.189 112.200 145.129 160.171 185.590
10.972
6500
3.750
1.938
2.334
10.889
11.400
15.681
16.945
18.165
60.968
346
Source: Hanoi Statistical Yearbook 2017
Figure 3.3. State budget expenditure in Hanoi period 20102017
Unit: billion dong
Year
TOTAL (A+B)
A. Local budget balancing
expenditure
I. Expenditure on development
investment
2010
2011
2012
2013
2014
2015
2016
2017
72.622 81.689 93.137 80.617 52.509 111.678 130.578 126.099
70.524 79.199
21.468 23.758
90.009 76.735 52.509
26.575 29.449 21.798
108.587 127.157
98.511
26.967 28.409
34.163
In which: Expenditure on capital
22.734 24.364 28.803 20.567
construction
20.780
26.503
II. Payment of debt (principal and
10
11
746
1.249
577
interest)
18.652 22.661 29.669 32.297 30.701 35.358
III. Concurrent expenditure
IV. Supplementing financial
11
10
10
10
10
10
reserve fund
23.437
17.576 20.692 20.360 14.880
V. Source transfer expenditure
82
22.069
11.569 11.501 13.361
VI. Nonbudget expenditures
B. Expenditure from revenue managed
3.128 3.882
through the budget
2.098 2.490
3.091
28.156
30.945
4.439
595
35.695
39.497
10
10
34.339
24.246
24.265
…
3.421
…
Source: Hanoi Statistical Yearbook 2017
Management of capital and properties formed from the state budget. Hanoi
Department of Finance requires Departments, Boards, Branches, unions, People's
Committees of districts, towns... to have purchased asset management software for units in
the area, directs agencies and subordinate units to review and collect files and information.
Inspection and examination of state budget compliance. Hanoi Department of
Finance has issued regulations on inspection and compliance with laws at the state budget
management agencies in Hanoi. Annually set up intersector inspection teams to review
some enterprises with the contents of observing the price declaration, price listing and
implementation of declared prices.
Coordination in state budget management. Hanoi Department of Finance is the
focal point to receive and follow the direction of the City Party Committee, People's
Council, City People's Committee and Ministry of Finance in implementing financial
budget tasks.
3.4. Budget management results of Hanoi Department of Finance
3.4.1. Revenue budget completion rate
In recent years, the results of Hanoi's budget revenues have all reached and
exceeded the estimates. Not only that, the revenue structure has shifted in a positive
direction, increasing revenues from domestic sources.
3.4.2. Expenditure budget completion rate
In the period of 2010 2017, the actual expenditures in the total local budget
expenditure of Hanoi tend to exceed the estimate but balanced with the revenue exceeding
the estimate, we can see that the balance of revenue and expenditure of Hanoi is maintained.
In recent years, Hanoi's budget expenditure structure has also shifted in a positive direction.
Specifically, increasing the proportion of budget expenditure for development investment,
reducing the proportion of recurrent expenditure.
3.4.3. Budget balance capability
In the period of 2010 2017, Hanoi always ensures its budget balance according to
the principle of revenueexpenditure offset and increase the balance over the years.
3.4.4. Compliance with regulations on budget execution
Hanoi Department of Finance has implemented operations to ensure compliance
with the regulations in: Compliance in the preparation and allocation of budgets; Adjust the
allocation rate between budget levels; Balance between budget revenues and expenditures.
3.5. Assessing the influence of factors on state budget management activities of Hanoi
Department of Finance
Seven factors in the model are assumed to positively influence the state budget
management activities of Hanoi Department of Finance.
In particular, the factors have been encrypted according to the following table:
Factor
Number of scales
Code
State budget management activities
7
HQ1 => HQ6
Socioeconomic conditions of Hanoi
5
DK1 => DK5
Provisions on decentralization of state budget management
5
PC1 => QT5
Procedures and procedures in state budget revenues and
expenditures
Provisions on inspection and examination of state budget
compliance
Policies to encourage and ultilize state budget resources
5
QT1 => QT5
6
KT1 => KT6
5
KK1 => KK5
Organizational structure and capacity of civil servants
6
BM1 => BM6
Facilities for state budget management
5
VC1 => VC5
Testing results
Cronbach’sAlpha reliability test. Cronbch’s Alpha analysis results show that there
are independent variables QT4; QT5; KK1; BM6 and VC5 have Cronbach's Alpha
coefficient if Item Deleted > Cronbach’s Alpha coefficient, these variables do not guarantee
reliability, so they are excluded and not included in the next analysis. The remaining
variables are reliable and are included in the EFA factor analysis.
EFA factor analysis. The condition for analyzing the discovery factor is to satisfy the
following requirements: Factor loading factor > 0.5; KMO coefficient: 0.5 ≤ KMO ≤ 1:
KMO coefficient (KaiserMeyerOlkin) is an indicator used to consider the suitability of
factor analysis. A large KMO value means that factor analysis is appropriate.
According to the research model, there are 07 groups of factors with 37 research
variables affecting the efficiency of state budget management. Cronbch’s Alpha analysis
results shows that 05 observed variables are not reliable enough, the remaining 32 observed
variables were analyzed using the EFA discovery factor analysis method with Varimax
rotation. Use the verification method (KaiserMeyerOlkin) and Bartlett to measure the
compatibility of the sample.
KMO and Bartlett's tests in factor analysis showed that KMO coefficient is 0.804 (>
0.5) with significance level of sig = 0.000 (<0.05) proving the hypothesis H0 “The variables
are not correlated in total” to be rejected. This means that the observed variables are
correlated with each other in the population and an EFA factor analysis is appropriate.
Correlation analysis. The Pearson correlation method is used to evaluate the linear
correlation between variables in the model. The results show that the coefficient Sig = 0.00
<0.05 allow the conclusion that the independent variables in the model have a linear
correlation with the dependent variables. Correlation (r) has values > 0, showing the
variables are positively related to each other. In addition, | r | → 1: show the close
relationship between variables.
Regression analysis. The regression results show that the determination coefficient
R2 = 0.897, the value of R2 indicates that the independent variables in the model can
explain 89.70% of the change of the dependent variable. To test the suitability of the overall
regression model, we consider the value of F from ANOVA variance analysis table, value F
= 625,545; sig value = 0.000, initially showing that the multiple linear regression model is
suitable for the data set and has an overall inference.
From the results of multivariate regression analysis, we have a linear regression
equation:
QLNS = 0.038DK + 0.272PC + 0.147QT + 0.184KT + 0.269KK + 0.224BM + 0.311VC
Testing model conformance and hypothesis
Factor
State budget management activities
The level of influence on the state budget
management of Hanoi Department of
Finance
3,8%
Socioeconomic conditions of Hanoi
27,2%
Provisions on decentralization of state budget management
14,7%
Procedures and procedures in state budget revenues and
expenditures
Provisions on inspection and examination of state budget
compliance
Policies to encourage and ultilize state budget resources
18,4%
26,9%
Organizational structure and capacity of civil servants
31,1%
22,4%
The regression analysis results show that the determination coefficient R2 = 0.897,
the value of R2 indicates that the independent variables in the model can explain 89.70% of
the change of the dependent variable.
Additional qualitative research
Socioeconomic conditions of Hanoi, this factor influences both revenue and
expenditure budgets. Socioeconomic stability, large city area, and industrial development
play a major role in budget revenue. The survey results also show that Hanoi's population is
large, so the budget expenditure is also large.
The decentralization of state budget management has relatively high impacts. In
which, the decentralization of state budget management plays a role in helping
organizations make budgets, make disbursement and settlement more autonomously and
balancing budgets easier.
The procedure of State budget management affects the State budget management
activities of the Department of Finance on the principle of ensuring strictness, accuracy,
practicality, transparency, quickness, efficiency in state budget revenue and expenditure.
Regulations on inspection and examination of state budget compliance of this factor
have both negative and positive effects. Provisions on inspection and examination
contribute to preventing loss and waste of the state budget, ensuring timeliness,
professionalism, transparency and effectiveness, are only evaluated at the average level.
This factor is also expected to affect the operation of the subject of inspection.
The policy of encouraging and exploiting state budget resources has a high
influence on the state budget management activities of Hanoi Department of Finance.
Current tax policy is assessed at a fairly good level with criteria of sustainable revenue,
ensuring fairness, ensuring transparency and clarity.
Organization structure and capacity of civil servants: the influence of this factor is
highly appreciated. The superior management agency has facilitated subordinates and
ensured appropriate, methodical and responsible criteria.
Facilities for state budget management: the influence of this factor is highly
appreciated. The facilities at the state budget management agencies of Hanoi are assessed to
be relatively sufficient and effective. IT equipment and technology systems at the State
budget management agencies allow for quick, accurate information updates, allowing
effective coordination.
3.6. General assessment
3.6.1. The achievements
Hanoi city always maintains the momentum of economic growth, reasonable GDP
growth.
Hanoi Finance Department has performed well the task of advising and proposing
the Hanoi People's Committee to continue implementing administrative procedure reform.
Hanoi Department of Finance has well implemented the work of estimating budget
revenues and expenditures of the City.
Hanoi Finance Department and Hanoi State Treasury in coordination with Hanoi
Tax Department; The Hanoi Customs Department and local administrations organize the
collection of budgets in Hanoi to ensure proper and sufficient revenue collection for the
budget.
Hanoi Department of Finance has strengthened the control of budget expenditures
in all stages and areas in Hanoi.
In the field of public asset management, Hanoi Department of Finance has proposed
and advised the Hanoi City People's Committee to make policies to save expenditures for
the budget.
Hanoi Department of Finance advised the City People's Committee to implement
many measures to support and nurture revenue resources but also ensure maximum
ultilization for the State Budget.
Hanoi Finance Department has continuously improved the organizational structure,
strengthened the training and retraining for civil servants.
Hanoi Department of Finance always focuses on promoting the application of
information technology in professional activities
3.6.2. Shortcomings
Unreasonably decentralized budget management is still heavy in allocating, assigning
targets from the top down, not following the socioeconomic situation in each district.
The planning of revenue sources has not been properly considered, and the
construction of budget revenue estimates has not had a solid basis.
Revenue management activities are still not good, and the situation of tax revenue
loss still exists, although the total annual revenue exceeds the assigned estimate.
The advance and payment of budget capital according to the approved estimates is
still slow, the procedure is still quite complicated, not close to reality.
The coordination between units in revenue and expenditure management activities,
the state budget balance also revealed some limitations.
The procedures in the settlement of the state budget are still quite complicated and
rigid.
The effectiveness of inspection and examination work in state budget management is
not high.
3.6.3. Causes of shortcomings
Subjective causes
Regulations in state budget management, especially regulations on state budget
revenue and expenditure are complicated, unclear, and lack transparency.
There is no synchronized coordination among functional management agencies
such as land management, environmental resources, investment management; payment
management, import and export management, business registration management ...
The qualifications of budget revenue management staffs is still lacking, some
officials in charge of state budget collection have limited professional knowledge and sense
of responsibility, failing to meet the current revenue management requirements and
requirements in administrative reform in revenue management.
The coordination between Hanoi Finance Department and functional agencies in the
same area is not tight and inconsistent.
There are no measures to foster and expand revenue sources appropriately.
The City People's Committee and the Hanoi Department of Finance have not
regularly reviewed, supplemented the list and adjusted the fee collection levels on the area
periodically.
Objective causes
The state budget management system has not timely redirected to adapt to the
increasingly volatile economic environment.
Sanctioning when violations in the field of investment and construction are
insufficient.
The propaganda activities to improve understanding of the State Budget Law to the
budgetusing units is not profound and has not reached the set targets.
Capacity of investors, especially commune and ward groups, is uneven and weak.
Not performing well the work of inspection, examination and strictly handling cases
when seeing signs of wrong payment to financial principles.
CHAPTER 4: SOLUTIONS FOR IMPROVING STATE BUDGET MANAGEMENT
ACTIVITIES OF HANOI DEPARTMENT OF FINANCE
4.1. Objectives and directions for the State budget management of Hanoi until
2025, with vision to 2030
4.1.1. Objectives of State budget management of Hanoi City
Thoroughly save recurrent expenditures, saving 10% on recurrent expenditures.
Strict management of public investment projects, ensures efficiency, avoiding
spreading projects.
Implement the management of state assets in accordance with the Law on
Management and Usage of Public Assets in the City in a timely and uniform manner.
Implement synchronously solutions to manage and ultilize financial resources from
land and state assets, increase the mobilization of social resources for the Capital's socio
economic development investment.
Further promoting administrative reforms, especially reforming administrative
procedures on land, focusing on resovling obstacles in the organization and implementation
process.
Continue to accelerate the implementation of the financial autonomy mechanism of
public nonbusiness units under the Government's Decree No. 16/2015 / NDCP of February
14, 2015 and the City People's Committee's Plan.
All levels and sectors of the city work closely with the tax and customs authorities to
strengthen the management of revenues, combat revenue losses, smuggling, trade frauds and
transfer pricing.
4.1.2. Direction of Hanoi city budget management
Organizing the implementation of the State Budget Law, the ammended Tax Law,
the task of collecting the State budget under the decision of the Government and the
Resolution of the City Council to ensure the correct, sufficient and timely collection of
taxes, charges, fees and other revenues into the state budget.
Operating and allocating the budget estimate from the beginning of the year within
the estimate approved by the competent authority and in accordance with the prescribed
regime.
Financial agencies at all levels shall coordinate with relevant units to advise the
City People's Committee, People's Committees of rural districts, urban districts and towns in
managing the state budget expenditure according to the prescribed regime, within the
assigned estimates, ensuring strictness, economical and effectiveness.
In case the local state budget revenue is expected to decrease compared to the
assigned estimate, coordinate with all levels and sectors to actively advise the City People's
Committee, People's Committees of districts, towns to develop a balancing management
plan.
Department of Finance presides and coordinates with Department of Planning and
Investment and related units to advise the City People's Committee to focus on
implementing the Restructuring stateowned enterprises scheme in the 20162020 period.
4.2. Solutions to improve State budget management activities of Hanoi
Department of Finance
4.2.1. Complete the decentralization of State budget management
The higherlevel administrative agencies do not assign targets on budget revenue
expenditure estimates to their subordinates.
When setting revenue sources spending tasks and setting limits for budget
allocation, attention should be paid to specific factors of localities.
Assigning districts in Hanoi with autonomy in deciding and managing revenue
sources and spending tasks.
Expand local autonomy in spending decisions
Need to specify more clearly and clearly the tasks, powers and responsibilities of all
levels of government in the budget process.
4.2.2. Innovating the process of making and deciding state budget estimates
Continue to promote administrative procedure reform in the field of state budget
management in general and budget expenditure management in particular
Renewing the process of making, allocating, implementing and settling budgets
Publicizing budgets of budget drafting units and organizations supported by the
state budget.
4.2.3. Strengthen activities in the process of implementing State budget
Strengthen and improve the supervisory effectiveness of People's Councils on
budget estimation, execution and settlement.
Organize and set up an independent department with the financial management
department to plan and organize internal inspection.
Strengthen the supervision of State budget implementing process at the units using
the State budget.
Understanding the problems and causes of shortcomings that make it difficult to
achieve estimates.
Improve the efficiency of financial officials in districts, communes and wards
4.2.4. Innovation in the implementation of the State budget settlement
Department of Finance is the focal point to coordinate and direct subordinate units
to publicly organize the state budget implementation situation.
Department of Finance gives advice to the Hanoi City People's Committee
specifying the role of People's Committees at all levels, specialized financial management
units in vertical order.
Strengthen the evaluation and approval of the State Budget settlement at the
Department of Finance and units.
4.2.5. Effectively manage and use State budget expenditures
The development of annual investment plans must strictly comply with the State's
regulations on investment and construction management.
It is necessary to focus on reviewing and evaluating the efficiency of investment in
projects using the State budget annually.
4.2.6. Strengthen inspection, examination and timely handling of violations in State
budget management
The inspection and control must ensure accuracy, honesty and objectivity.