Therefore, alongside decisive leadership solutions, the province publicly discloses disbursement progress on a weekly and monthly basis, clearly highlighting well-performing units and lagging ones. This approach not only generates accountability pressure, but also fosters emulation momentum, enhancing the responsibility of unit heads and expediting project implementation progress.

In 2026, total State budget investment expenditure across the province exceeded VND 6,554 billion. Of this amount, investment capital under provincial-level public investment plans assigned by the Prime Minister reached nearly VND 4,938 billion. A large volume of capital entails immense disbursement pressure. As of July 20, 2026, the province completed detailed allocations of more than VND 4,722 billion. Cumulative disbursement of State budget investment capital reached nearly VND 2,690 billion, equivalent to 57.46% of actual funds allocated to units, surpassing the national average. Public investment capital disbursement alone reached nearly VND 2,418 billion, corresponding to 58.79% of the plan.

Practical realities demonstrate that public investment capital disbursement consistently remains a primary bottleneck. Numerous projects lag behind schedule due to site clearance snags, investment procedures, execution capacity, or unsynchronized coordination among agencies. Given heavy workloads and multi-stage investment procedures, standard progress monitoring struggles to generate significant breakthroughs. Consequently, the provincial People’s Committee directed the periodic publication of disbursement progress for each project developer, commune, and ward.

As of mid-July, 5 out of 15 provincial-level units achieved disbursement rates exceeding the provincial average: provincial Political School, the Department of Finance, the Department of Science and Technology, the Project Management Board for Civil and Industrial Construction Works, and the Department of Education and Training. Seven out of 15 units disbursed funds below the provincial average: the provincial Police, the provincial Military Command, the Project Management Board for Traffic Works, the Project Management Board for Agriculture and Rural Development Works, Điện Biên College, the Department of Health, and the Department of Culture, Sports and Tourism. Three units recorded zero disbursement: the Department of Agriculture and Environment, the Department of Ethnic and Religious Affairs, and the Economic-Defense Unit 379.

In 2026, the provincial Project Management Board for Traffic Works was assigned over VND 520 billion (including extended capital). As of July 16, the unit’s disbursement rate reached only 46.03%, ranking 7th out of 15 provincial-level project owners. This underperformance stems mainly from compensation and site clearance bottlenecks, alongside certain projects lacking actual land-related revenues for disbursement. In particular, the Dynamic Road Project remains delayed despite multiple deadline extensions, negatively impacting the unit’s overall disbursement progress.

At the commune level, 6 out of 20 communes achieved disbursement rates above the provincial average: Na Sang, Thanh Yên, Mường Nhé, Tuần Giáo, and Mường Pồn communes, as well as Mường Lay ward. Seven out of 20 communes recorded disbursements below the provincial average: Mường Phăng, Nà Hỳ, Thanh Nưa, Quảng Lâm, Thanh An, and Nà Bủng communes, along with Điện Biên Phủ ward. Seven out of 20 communes registered zero disbursement: Mường Toong, Mường Tùng, Nậm Kè, Chà Tở, Si Pa Phìn, Sín Thầu, and Mường Ảng.

Experience indicates that existing bottlenecks stem not from capital shortages, but primarily from investment preparation, site clearance, and procedural finalization. Wherever authorities proactively resolve difficulties, stay on-site, and assign clear responsibilities, disbursement progress improves markedly. For instance, the People’s Committee of Thanh Yên commune was assigned VND 2.166 billion and has achieved 100% disbursement. According to the commune People’s Committee, to attain this result, clear duties were assigned to individual cadres from early in the year, progress was reviewed regularly, documentation was prepared proactively, and arising problems were untied promptly, ensuring full disbursement of assigned funds.

Conversely, across several projects, limited contractor capacity and loose supervision by project owners significantly hamper disbursement schedules. A case in point is the Bắng Chộc suspension bridge project in Na Son commune, invested by the provincial Project Management Board for Agriculture and Rural Development Works under Decision No.1846/QĐ-UBND dated August 17, 2025, of the provincial People’s Committee (an urgent disaster prevention project). The project carries a total investment exceeding VND 9.9 billion with a 4-month implementation timeline from its September 1, 2025 ground-breaking date, yet by July 20 it had achieved only 43.85% of construction volume. A primary cause is that the contractor’s capacity failed to meet contract requirements. Consequently, the project owner proposed extending the execution timeline to the end of 2026 and selecting a replacement contractor to resume construction.

Publicly disclosing disbursement progress across individual units is not intended to exert negative pressure, but to build a culture of accountability that enhances transparency, stimulates healthy emulation, and reinforces responsibility in public investment management. When information is transparent, well-performing units receive recognition, while lagging entities gain a clear basis to reflect and adjust. Pressure is thus transformed into motivation, and competition becomes healthy emulation toward shared goals.

To further elevate capital disbursement efficiency, the Provincial People’s Committee requires project owners and localities to track each project and milestone closely, focusing on immediately removing bottlenecks regarding site clearance, material sources, investment procedures, and payment settlements. In parallel, field inspections must be intensified to promptly reallocate capital from delayed projects to projects with strong disbursement capacity, while strictly handling delays caused by subjective factors, especially regarding project owners, management boards, and contractors failing to meet schedule and quality requirements.

Against the backdrop of the province targeting a GRDP growth rate of 11.02% in 2026, public investment disbursement serves as a critical growth engine. Every fund disbursed on time generates jobs, stimulates production, consumes construction materials, completes infrastructure networks, and exerts widespread spillover effects across economic sectors. Therefore, alongside capital reallocations, replacement of underperforming contractors, site clearance solutions, and procedural streamlining, publicly disclosing disbursement progress for each project owner and locality has become an effective governance mechanism that elevates implementation responsibility.

Making progress public avoids superficial fault-finding or target-chasing, aiming instead to establish a culture of responsibility in public investment management. When disbursement figures are updated regularly, quantifying the performance of each agency and unit head through concrete metrics, bottlenecks are identified early for prompt intervention, while successful units gain added momentum to excel. Transparency-driven pressure transforms into constructive emulation, shifting mindsets from mere duty completion to proactive, decisive public service execution.