Building and Deploying Planning and Economic Development Plan for Tourism in Hanoi Capital

There must be specific guiding documents for legal documents, amended and supplemented laws related to tourism to set out the correct steps for the whole industry, but these documents are issued much later than these legal documents. For example, the 2005 Tourism Law was passed by the National Assembly on June 14, 2005, effective January 1, 2006, but it was not until June 1, 2007 that Decree No. 92/2007/ND-CP detailing the implementation of a number of articles of the Tourism Law was issued. And it was not until December 31, 2008 that Circular 88/2008/TT-BVHTTDL guiding issues on tourist accommodation was issued by the Ministry of Culture, Sports and Tourism. This has caused great difficulties not only for state management but also for businesses in complying with legal regulations on tourism business activities in the first stages of development of the entire tourism industry.

2.3.2. Develop and implement plans and projects for economic and tourism development in the capital city of Hanoi.

The Party Committee and authorities at all levels of the city have closely followed the guidelines and policies of the Party and the State to perceive and thoroughly grasp the viewpoint of developing sustainable tourism economy into a spearhead economic sector on the basis of the overall planning for socio-economic development of the capital, closely linked to the strategy for developing the key economy of the Northern region as well as the overall tourism development strategy of the whole country. The Party Committee and the authorities of Hanoi city have determined that sustainable tourism development is the cause of the whole society, therefore, it is necessary to mobilize all classes of people.

The work of planning and planning the implementation of the development plan of the Hanoi Department of Tourism (based on separation from the Hanoi Department of Culture, Sports and Tourism in 2015) has been increasingly innovated in terms of content, methods and implementation organization. The content of the planning has been increasingly innovated and clearly specified, correctly assessing the potential and current status.

develop Hanoi's tourism; develop a scientific and highly feasible plan for the city's tourism economy, in line with the Strategy and master plan for socio-economic development of Hanoi and the Master Plan for the construction of the capital to 2030, with a vision to 2050, as a basis for developing an annual tourism economic development plan.

The Hanoi City Tourism Development Plan to 2020, with a vision to 2030, has identified general and specific goals to guide the development of tourism in the future. In addition, the Plan has also been more specific in clearly identifying development axes and types of development that need to be prioritized in each period.

To ensure that the Plan is effectively implemented in practice, it is necessary to develop specific development projects for each target set out in the Plan, aiming at the overall development of Hanoi's tourism economy. In recent years, especially after more than 9 years of implementing the Hanoi Tourism Development Project for the period 2007-2015 of the City Party Committee (term XIV), the capital's tourism industry has strived and achieved positive results. To promote and create a breakthrough in the comprehensive development of Hanoi's tourism economy, making tourism a key economic sector for the period 2016-2020 and the following years, the Hanoi Party Committee has issued Resolution No. 06-NQ/TU on tourism development in Hanoi in the period 2016-2020 and the following years. The Resolution has detailed the goals from general to specific, along with the main tasks and solutions to ensure the achievement of the set goals, continuing to promote further development of Hanoi's tourism economy in the next period.

However, the reality is that the implementation of tourism economic development projects is still slow compared to the set plan. Most of the development and implementation of tourism economic development projects in the area

Hanoi city has clearly defined the implementation period from 2012 to the following years. However, the construction of the project outline always takes a long time. For example, the outline of the "Community Tourism Development Project in some communes in Ba Vi area" took more than a year to complete and by the beginning of 2013, the project outline was submitted for approval to proceed with the construction of complete content, while according to the plan, the time to implement this project is only limited to three years from 2012 to 2014. Thus, the actual time to implement and overcome the shortcomings in this project is only nearly two years. This makes the effectiveness of the project not high, the set results will be difficult to achieve the success as originally expected.

Since restructuring the management apparatus with the establishment of the Hanoi Department of Tourism on the basis of separation from the Hanoi Department of Culture, Sports and Tourism, the orientation and strategy of Hanoi tourism has had new changes but also raised many issues that must be calculated and handled in the process of rebuilding the planning to continue to effectively exploit tourism potential and move towards sustainable development.

In recent years, the Hanoi Department of Tourism has coordinated with the Hanoi Department of Planning and Investment and relevant sectors to review planning, make a list of investment projects to build new tourism products, organize conferences with investors in eco-tourism projects, and organize weekends, compile a list to submit to the City People's Committee for decision, introduce locations, and invest in building projects to create new tourism products in the area.

2.3.3. Organizing the state administrative apparatus for tourism economy in Hanoi city

The tourism economy in Hanoi is a large industry with many diverse and complex fields of operation. The State management apparatus for the tourism economy in Hanoi has been gradually arranged and streamlined, with smooth coordination between levels and sectors in management work.

Clearly identifying the important position of tourism in the economy of the capital Hanoi, the Hanoi Department of Tourism was established on the basis of separation from the Hanoi Department of Culture, Sports and Tourism with functions, tasks, powers and departmental structure specifically stipulated in Decision No. 18/2015/QD-UBND dated July 28, 2015 on the establishment of the Hanoi Department of Tourism. The Hanoi Department of Tourism is a specialized agency under the Hanoi People's Committee, assisting the Hanoi People's Committee in performing all state management tasks for the tourism economy in the city, public services under the management of the Department and performing a number of tasks and powers as assigned or authorized by the Hanoi People's Committee. In other words, all activities of the Hanoi tourism industry are managed and professionally directed by the Hanoi Department of Tourism. This has shown the streamlining of the organizational structure by concentrating all management on one specialized agency, avoiding duplication and overlap that hinder development.

Currently, the organizational structure of the Department includes a Director and three Deputy Directors, along with specialized and professional Departments: Office; Travel Management Department; Accommodation Management Department; Planning - Research and Development Department. The head office is located at 17 Dien Bien Phu, Dien Bien Ward, Ba Dinh District, Hanoi.

The Hanoi Department of Tourism is responsible for providing professional guidance on tourism to the Department of Culture and Information under the People's Committees of districts, towns and professional positions under the People's Committees at the commune level.

Basically, the organizational chart of the State management apparatus for tourism economy in Hanoi city can be understood as follows:

People's Council

Hanoi City

People's Committee

Hanoi City

Department of Tourism

Hanoi City

District People's Committee,

District, town

Office

chemical- information

People's Committee

Commune level

Title

Expertise

Diagram 2.5. Organizational chart of the State management apparatus for tourism economy in Hanoi city at present

Note:

: Organizational Management

: Professional management

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To ensure unified management from central to local levels, the Hanoi Department of Tourism always coordinates with the General Department of Tourism at the central level. In the work of inspecting, checking and supervising the quality of operations of tourism businesses in Hanoi, the Department has also closely coordinated with other agencies such as the Department of Health, the Inspectorate of the Ministry of Culture, Sports and Tourism, Hanoi City Police, etc. to ensure transparency and obtain

comprehensive view of the activities of tourism businesses in particular and Hanoi tourism in general. From there, it is easy to propose measures to overcome weaknesses and promote development.

After the administrative boundary merger from 2008 to present, the area and management volume have become wider, the professional guidance on state management of tourism economy between the Hanoi Department of Tourism and districts has only been initially implemented, not really specialized in the field of state management of tourism economy. In fact, the professional guidance of the Hanoi Department of Tourism has only stopped at sending decisions of the Hanoi People's Committee, documents guiding the implementation of legal regulations, and official dispatches directing activities, but lacking guidance and direction in practice, lacking understanding of the actual situation of the locality, the ability and level of implementation of directive documents of each locality. Therefore, although under the professional guidance and direction of the Hanoi Department of Tourism, the Department of Culture and Information in districts and towns quickly added the function of tourism management, these localities are still confused in implementing documents, and activities lack close coordination with higher levels.

In addition, under the direction of the Hanoi People's Committee and based on the actual situation, within its organizational structure, the Hanoi Department of Tourism continues to maintain a tourist support department with the role of providing information related to Hanoi tourism and resolving complaints and feedback from tourists. During its operation, this department has truly become an important support department of the Hanoi Department of Tourism in gradually improving the tourism environment in the area, creating a good image of Hanoi tourism and being highly appreciated by many tourists, especially international tourists.

2.3.4. Current status of state management of tourism business sectors in Hanoi capital

2.3.4.1. State management of enterprises and establishments operating in tourism business

As the tourism industry grows rapidly, investment and participation in tourism business activities are attracting a lot of capital and economic sectors to participate. In recent years, the Hanoi Department of Tourism has assessed and granted domestic and international travel business licenses to more than 1,425 enterprises.

Since the Law on Enterprises in 2005, the number of foreign-invested enterprises in the tourism sector has increased and actively participated in the Vietnamese tourism market, contributing significantly to the professionalization of tourism services in the capital Hanoi.

State management of travel agencies, tourist transportation, and tour guides has achieved many positive results. Travel agencies in the area operate relatively stably and strictly comply with current legal regulations. Tour-route connection has received due attention and investment. The work of building and diversifying products, investing in improving service quality to ensure that it meets the needs of the tourist market has been focused on.

2.3.4.2. State management of businesses and accommodation establishments

To ensure the normal operation of the tourist accommodation system, in recent years, the Hanoi Department of Tourism has focused on implementing state management of tourism economy in the following aspects:

- The activities of appraisal, re-appraisal, and ranking decisions for the system of tourist accommodation establishments in Hanoi city have been and are being carried out.

take place in accordance with legal procedures, ensuring transparency and publicity.

- The Hanoi Department of Tourism has coordinated with relevant management agencies at the central and local levels to carry out a number of highly practical management tasks, closely monitoring the activities of accommodation establishments in the area to quickly grasp the quantity and quality, thereby proposing measures for future operations.

- The inspection and examination work has been carried out openly, transparently and comprehensively throughout the entire system. Many violations and shortcomings have been quickly detected and thoroughly handled in accordance with current legal regulations.

- Tourism promotion and tourism accommodation system promotion have been gradually focused on and invested in. Many programs and events have been successfully organized and coordinated; the Hanoi Department of Tourism has proactively and effectively implemented the coordination and linkage to promote tourism development.

- State management activities on ensuring environmental hygiene, food hygiene and safety, security, safety, and prevention of social evils in tourist accommodation establishments in Hanoi are carried out seriously, with close coordination between relevant sectors, agencies, and units.

In recent years, besides the positive results achieved, the monitoring and management of the activities of accommodation establishments in the city still has the following shortcomings and weaknesses:

- The management of the quality of operations of accommodation establishments, especially 1-2 star hotels and below and some other types (motels) is still local, management activities are loose, and the specific operations of these establishments are not really grasped.

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