The summary of financial budget performance management is conducive to promoting the construction of budget performance management system. Please read the Summary of Financial Budget Performance Management with me, which I believe will inspire you.
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Chapter 1: Overview of Financial Budget Performance Management In 20xx, our bureau focused on improving the performance of financial funds, guided by achieving performance objectives, used financial expenditure performance evaluation as a means, and ensured the application of evaluation results, established and improved the budget performance management system, and actively promoted the budget performance management of housing and urban-rural construction system. The related work is summarized as follows:
I. Overall Development of 20xx Annual Budget Performance Management
Further strengthen the system construction, improve the quality of self-evaluation, and achieve new results in budget performance management. First, do a good job in preparation for performance goals and submit them in time. The second is to explore performance tracking and monitoring and strengthen process monitoring. For the project expenditure that has been included in the performance target management category of our office, collect the performance operation information of the pilot project in the form of semi-annual report. Third, carry out in-depth financial expenditure performance evaluation, and build some special funds for provincial urban and rural planning and construction and supporting pipe networks for sewage treatment facilities in central towns? For prizes? The fund implements performance self-evaluation and project verification, and forms a self-evaluation report on this basis. Fourth, strengthen the application of evaluation results, organize performance self-evaluation and performance tracking monitoring, give feedback to the problems found on the spot and ask for improvement, and strengthen the connection between evaluation results and project funding arrangements. Fifth, improve the working mechanism of performance management, clarify the division of responsibilities, organize special training, and improve the performance management level of competent departments at all levels and grass-roots units.
Second, the self-assessment of budget performance management
According to the relevant regulations of your office, our office conducted a self-evaluation on the performance management of the 20xx annual budget, and the self-evaluation score was 92 points.
(a) the basic work management score is 20 points, including:
1, leadership attention (4 points). Director Weng Yuyao and Deputy Director Wang Zhirui respectively gave instructions on strengthening budget performance management (3 points, Annex 2), and held a system-wide financial planning work conference on deploying budget performance management (65,438+0 points, Annex 3).
2, clear responsibilities (5 points). The document (Min [20xx] 1 9, Annex 4) is issued to clarify the functions and responsibilities of budget performance management (score 4 points), and the Financial Planning Department will designate a person to be responsible for the daily work of performance management (score1point).
3, system construction (5 points). First, formulate macro guidance on performance management (2 points, Min Ji Jian [20xx] 14, Annex 5); The second is to formulate a series of related systems involving budget performance management or financial expenditure performance evaluation (3 points, Min [20xx] 19, Annex 6; Min Cai Jian [20xx]No. 10, annex 7; Fujian Ji Jian [20xx] No.7, Annex 8).
4, the index system (6 points). First, a comprehensive index system for the construction industry was established (3 points, Min Ji Jian [20xx] No.3, Annex 9); Two, the performance index system should be quantified, detailed and clear (3 points).
(2) The score of performance target management is 13, in which:
1, reporting time (3 points). Our office submitted the new project performance target (Min Han [20xx] No.43, annex 10) and the performance target of urban and rural planning and construction funds in 20 12 (annex1) to your office in time.
2, the declaration format (3 points). The format and content of performance objectives meet the requirements.
3, the number of declarations (4 points). The performance targets submitted by our office in 20xx include scenic spot planning funds, urban and rural planning and construction funds and special funds for village renovation.
4, declare the quality (3 points). Performance objectives are clearly described and well-founded, but it is difficult to set inputs and outputs because the planning itself focuses on social benefits.
(3) The score of performance monitoring management is 10, in which:
1, monitoring system (3 points). Our bureau has formulated the Interim Measures for Project Fund Management (Min [20xx]19, annex 5), improved the mechanism system (Min [20xx]19, annex 3), and requested to strengthen fund performance monitoring.
2, monitoring implementation (3 points). Our bureau implements performance monitoring and process monitoring through the supervision of funds for strengthening agriculture and benefiting farmers (min [20xx]1,annex 12) and on-site verification of financial expenditure performance evaluation (min [20xx]5, annex 13).
3, monitoring governance (4 points). Put forward rectification requirements for the problems found in the on-site inspection of funds and performance evaluation projects for strengthening agriculture and benefiting farmers, and put forward rectification opinions in the form of written notification after inspection (Min [20xx] 12, annex 14).
(four) the performance evaluation management score is 25 points, including:
1, project management (14 points). (1) The performance evaluation of urban and rural planning and construction funds and supporting pipe network of sewage treatment facilities in central towns in 20xx is closely related to the functions of our bureau (2 points). The supporting pipe network of sewage treatment facilities has strong livelihood (1 min) and great social influence (1 min). (2) The above evaluation items are increased by 1 item compared with the financial regulations (4 points). (3) In 20xx, the capital scale of urban and rural planning and construction was 2.8 million yuan, accounting for 12. 17% of the total capital, and the capital scale of supporting pipe network of sewage treatment facilities in central town was 35.76 million yuan, accounting for1.35% (2 points). (4) The above assessment work is independently organized by our office in the whole province (2 points). 20xx In April, your bureau came to our bureau to conduct a performance survey, and our bureau cooperated closely and made a work report (2 points, attachment 15).
2. The report quality is 1 1 (minutes). Ji [20xx] No.6 document (attachment 16), the self-evaluation score of our office is 90 points, and the score is 9 points, so the score is 2 points because the provincial finance has not conducted spot check or re-evaluation on our office.
(5) Results The score of application management was 13, in which:
1, budget management (6 points). Improve the system, strengthen management, clarify the division of responsibilities (4 points, Min [20xx] 19, annex 3), and apply the evaluation results to budget implementation (2 points, annex 17).
2, the implementation of the rectification (4 points). Submit the rectification in time (Min Han [20xx] No.83, annex 17).
3, the results of public (3 points). The evaluation results (Min Han [20xx] No.34, attachment 18) are published on the construction information website.
(6) Yu-Shang publicity and guidance score 1 1, in which:
1, publicity (2 points). Use the Construction Information Network and Fujian Construction Information Briefing to publicize the trends of budget performance management (attachment 19), and the provincial finance "Budget Performance Management work briefing" (attachment 20) announced the work practices of our office.
2. Theoretical research (1 min). Organize the theoretical research of budget performance management, and the performance evaluation paper of Zhangzhou Planning Bureau (Annex 2 1) was exchanged at the working meeting of systematic financial planning. Taking budget performance management as the research topic 20 12 (Annex 22).
3 conference training (6 points). Actively participate in your budget performance training and meetings, hold systematic financial planning work meetings, and deploy budget performance management; Organize systematic budget performance management training (Min Han [20xx] No.82, Annex 23).
4, information exchange (2 points). Five copies of all kinds of budget performance management documents are submitted to your bureau, of which 1 is issued by your bureau.
Third, the budget performance management problems and causes analysis
First, ideological understanding should be improved. At present, some places do not pay enough attention to the evaluation work, mainly because the evaluation results are not closely linked with the budget arrangement, and the grass-roots understanding of improving budget performance management is not in place. Second, the operability needs to be enhanced. Performance evaluation form? What is the arrangement and use of project funds? The reporting caliber of individual indicators is not clear enough, and the timeliness of reporting performance targets is affected by the time when funds are released. Third, work measures need to be refined. There are many industries in the construction system and the management system is complex. Completing the project self-evaluation requires timely coordination and supervision. Fourth, the application of results needs to be strengthened. As an important basis for budget allocation or adjustment, performance evaluation results have not been implemented so far.
Four. Ideas and suggestions for the next step.
First, strengthen publicity and training, exchange research work, plan to hold training on budget performance management of housing construction system in the whole province, revise and improve the budget performance evaluation index system, and carry out budget performance research. The second is to carry out in-depth performance evaluation of fiscal expenditure, and select special funds for urban and rural planning and construction and scenic spot planning subsidy projects to carry out performance self-evaluation in the first half of the year. Third, it is suggested to coordinate and clarify relevant policies. At present, the fund management and budget documents for the construction of affordable housing and urban sewage treatment facilities all mention performance evaluation, but there are no implementation rules, and the suggestions are coordinated and clear. The fourth is to revise the performance evaluation index system. It is suggested that the evaluation index system of our province should be revised according to the new regulations of the Ministry of Finance [20xx] No.285.
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Chapter II: Overview of Budget Performance Management 1. Development of Budget Performance Management in 20xx
(A) to strengthen the research on the budget system and performance evaluation system.
Carry out budget performance management with the in-depth study of the system as the key link. I studied the PPT courseware of budget performance management taught by the Budget Performance Management Office of the Finance Department, and studied the design and selection of performance indicators of AIIB projects, the relevant performance evaluation index database formulated by the Ministry of Finance or other provincial financial departments, and the business guide of financial expenditure performance evaluation. Through the study of relevant courseware and regulations, we understand the basic concepts, main contents and core requirements of budget performance management. Broaden your horizons and lay a solid foundation for the follow-up work.
(B) the establishment of budget performance management evaluation work flow chart.
Through the in-depth study of relevant systems, combined with the requirements of the manuscript work of the firm, the work flow chart of budget performance management evaluation is formulated, and the corresponding working papers are formulated for each step in the flow chart, so that the process is intuitive and the papers are clear. It lays a foundation for the standardized management of budget performance management evaluation.
(C) gradually explore the establishment of performance evaluation index database.
The difficulty of budget performance management evaluation lies in formulating a reasonable evaluation index library suitable for project characteristics. By studying the relevant design and selection ideas of performance indicators of AIIB projects, a reasonable performance evaluation index is designed for the performance evaluation projects implemented by our unit, which provides a guarantee for truly evaluating the actual situation of related projects.
(four) the dynamic management of the index database.
The horizontal comparison indicators in the indicator database will change with the passage of time and the release of new national data, so the relevant indicators of dynamic supervision must become the norm, especially the selection and comparison of * * * indicators, and new data must be cited to avoid wrong evaluation results.
Second, the existing problems
Generally speaking, although our unit has made some achievements in budget performance management, there are still some problems to be solved and deficiencies to be improved, both general problems and personality problems encountered in practical work.
First of all, the number of budget performance management projects needs to be further expanded. Although the performance evaluation of our unit has been carried out, the number of evaluation projects and the amount of funds are not high in the total number of projects in the province, which will inevitably lead to the one-sidedness of our unit's project evaluation and the inability to understand our overall situation.
Second, the evaluation index system needs to be further improved. There are many industries involved in the evaluation of fiscal expenditure, and there are great differences between projects. Although the central government has issued the * * * index at present, the personality index that can truly reflect the effect of the project can no longer meet the needs of the current work because of the difficulty in setting it.
Third, the quality of personnel needs to be further improved. Due to the short development time of budget performance management and the lack of systematic training, some staff members are not fully aware of budget performance management, unfamiliar with budget performance management business and unable to grasp the focus of work, which leads to the performance evaluation work has not yet got rid of the influence of financial evaluation or completion acceptance.
Fourth, there is no online communication platform for budget performance management in the whole province, so it is impossible for peers to discuss business effectively, and some index systems cannot be realized.
Third, the next step plan and suggestions
(1) Strive to improve professional quality. Budget performance management is a new business of enterprises. Although some working methods are similar to the existing audit business, the work objectives and evaluation contents are quite different, which requires the personnel involved in budget performance management to strive to improve their professional quality and ensure the quality of performance evaluation.
(2) Strengthen the construction of evaluation index system. The first is to summarize and sort out previous years.
Compile the established indicators into a personalized indicator library that meets the current budget performance management requirements and industry management characteristics; Second, organize personnel to collect and sort out the indicators formulated by advanced provinces and cities, and further enrich and improve the personality index database; The third is to establish an index database, and incorporate the indicators formulated every year into the index database in time so as to update and improve them at any time.
(3) Strengthen communication with the industry. Take online case display, industry study and training, strengthen interaction with financial departments and industry experts, further unify their understanding and enrich their business knowledge.
Take this opportunity to give some suggestions to the leaders of ministries and agencies for reference.
First, multi-organization exchange and study. It is suggested to organize training according to the difficulties and key points of budget performance management to improve the professional level of employees in an all-round way.
The second is to build an online communication platform. Hold forums, follow posts, etc. Organize everyone to discuss problems, exchange professional issues such as working methods, working procedures and manuscript collection, and promote the standardized operation of the industry.
The third is to * * * enjoy the achievements of index database construction. Establish a * * * index database for implemented projects, and relevant members can enjoy the index database, which is convenient for everyone to compare and gradually explore a scientific and reasonable index system.
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Chapter III: Overview of Financial Budget Performance Management In order to further implement the performance principle of the budget law and strengthen budget performance management, according to the spirit of the document Notice on Doing a Good Job in the Assessment of 20xx Annual Budget Performance Management, the performance management of our unit's 20xx annual budget is summarized as follows:
First, the overall development of annual budget performance management
In 20xx, guided by the achievement of performance goals, our unit further strengthened the system construction, improved the quality of self-evaluation, and achieved new results in budget performance management. First, do a good job in preparation for performance goals and submit them in time. The second is to explore performance tracking and monitoring and strengthen process monitoring. The third is to carry out in-depth performance evaluation of fiscal expenditure, implement performance self-evaluation of special funds and project verification, and form a self-evaluation report on this basis. Fourth, strengthen the application of evaluation results, organize performance self-evaluation and performance tracking monitoring, improve the problems found in time, and strengthen the connection between evaluation results and project funding arrangements. Fifth, improve the working mechanism of performance management, clarify the division of responsibilities and strive to improve the level of performance management.
Second, the self-assessment situation
(1) Basic work management. The leaders of our school attach great importance to budget performance management, give strong support and guidance to this work, and are very concerned about the instructions of superiors and the budget wholesale issued. In some aspects of system construction, we have some shortcomings, which need to be improved and perfected.
(2) Performance target management. Our school submits performance targets within the specified time in strict accordance with the requirements of superiors, such as timely payment of wages every month, timely and accurate payment of provident fund and medical insurance, and no arrears.
(3) Performance monitoring management. Our school has no project income and expenditure for 20xx years, and started to have a budgeted project, which has been adjusted in time in the later period.
(4) Performance evaluation management. In 20xx, all the revenues and expenditures of our school's basic expenditure management were completed according to the budget target. The financial income of our school includes the salaries of employees and retirees and public funds. Expenditure shall be paid to employees according to the wage standard stipulated by the state. All public funds are used to buy office supplies, office equipment, etc. For example, our school bought drinking fountains, computers, electronic screens, desks and so on. In 20xx, the external walls of the campus were painted and the teaching environment was improved. Public funds have been put into practical use and the teaching environment in schools has been improved. The main expenditure of the three public funds is the maintenance fee for official vehicles, * * * expenditure 14666 yuan, which is lower than the previous year. Project expenditure is carried forward from 20 14, and there is no project income this year.
(5) Results management. Under the leadership of the superior departments, our school successfully completed the performance management in 20xx, laying the foundation for the next year's work. In the new year, our school will go to a new level as always.
Third, the budget performance management problems
There are still many shortcomings in the work, especially the use of funds needs better communication with higher authorities to prevent some unreasonable expenses.
Four. Work plan for the next stage
The new year is about to begin, and our school will do a good job in budget performance management and re-compile the budget according to the requirements of superiors to ensure the accuracy of the budget. I hope we can do better in the new year.
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