Liaoning Provincial Performance Management Implementation Details "Seven in One"
Source: China Business News Release time: 2019-12-09
Liaoning's "Provisional Rules for the Implementation of Provincial Budget Performance Management (Trial)" (hereinafter referred to as the "Detailed Rules") was recently issued, which is the implementation of the Provincial Finance Department's earnest implementation of the "Opinions of the Liaoning Provincial Government of the Communist Party of China on the Comprehensive Implementation of Budget Performance Management" , And actively promote new measures for provincial budget performance management.
The detailed rules cover the entire process of performance evaluation in all aspects and coverage, and consider the two levels of provincial and provincial transfer payments, the four key links of budget performance management throughout the process, and the budget performance standards as a basic guarantee. The seven aspects, such as the system, have changed the previous practice of separately formulating a management system for each aspect, and integrated the work requirements of the seven aspects into one institutional approach. "Seven in One" realizes the interoperability of all levels and links, forming a panoramic guide to budget performance management, which facilitates all units and regions to more directly and clearly understand the entire closed-loop process of budget performance management. Accurately grasp the specific content and requirements of various tasks, and promptly and effectively promote the development of various tasks.
The detailed rules focus on six key areas, and strive to create a budget performance management system with Liaoning characteristics.
The first is to establish and improve a closed-loop chain of budget performance management. The detailed rules require organic integration of budget preparation, execution, supervision, final accounts, etc. with performance target management, operation monitoring, evaluation, etc., so as to "establish a project, have goals," "implementation, dual monitoring," "implementation, evaluation." Improve sound life-cycle performance management. At the same time, the performance threshold will be moved forward, and all new projects should be evaluated in advance for performance, and the evaluation results should be used as the basis for government decision-making and a prerequisite for applying for a budget.
The second is to achieve full coverage of the overall performance management of departments (units). The detailed rules specify that all provincial budget units should formulate overall performance targets, incorporate all revenues and expenditures into budget performance management, implement operational monitoring and evaluation, comprehensively and objectively measure the performance of units, and improve the quality of public services.
The third is to improve performance management methods. The detailed rules stipulate that for basic expenditures and performance guarantee projects, the implementation effect is evaluated through the overall performance of the department (unit); the whole process performance management is implemented for public policy, engineering and other career development projects.
The fourth is to implement performance evaluation by category. Performance evaluation adopts three methods: self-evaluation, key evaluation and re-evaluation. The key evaluation focuses on evaluating the performance of the department's performance, project output and effectiveness, and the re-evaluation focuses on checking and verifying the standardization of the evaluation work and the accuracy of the results.
The fifth is to strengthen the application of results. Focus on strengthening budget performance management from four aspects: optimizing budget arrangements, improving policy design, revising public service standards, and improving project management to achieve "incentives and constraints."
Six is to strengthen the application of the budget performance indicator database. The detailed rules propose that to establish and improve a budget performance indicator database, and that budget performance management needs to use performance indicators, in principle, must be selected from the indicator database.
In addition, for each job, the detailed rules clearly specify the specific work content, work procedures, time requirements, etc., and designed the corresponding indicator system, form, work report and other templates to improve the operability and standardization of budget performance management work Sex.
The promulgation of the detailed rules further standardized the Liaoning provincial budget performance management process, clarified management responsibilities, will strongly promote the integration of budget and performance management, and build a budget performance management mechanism that "expends money to be effective and accountable to invalidity" .