First, the main task? Around the overall goal of standardized performance management, establish standardized performance with "five systems and one platform" as the core? Management system framework, that is, to establish a post responsibility system with coordinated powers and responsibilities, complete system and standardized operation? Systematic, scientific and reasonable performance indicators and evaluation system, effective result application system, development and online operation of standardized performance management information platform, and gradually form a relatively perfect standardized performance management model.
(A) optimize business processes and improve the post responsibility system
Focusing on financial reform and development, based on improving management quality and efficiency, we will comprehensively sort out and optimize business processes and standardize operational links and standards. Further rationalize the division of responsibilities, clarify post tasks, refine work content, establish a post responsibility system with clear responsibilities and matching powers and responsibilities, and consolidate the foundation of standardized performance management.
(2) Establish and improve a standardized performance management system.
Study and formulate standardized performance management methods and implementation rules, implementation methods of responsibility inspection and assessment of party style and clean government construction, Deloitte assessment methods, standardized performance management methods of city and county financial work and other institutional documents, determine the scope, content, methods, procedures and requirements of standardized performance management, and realize the institutionalization, scientificity and standardization of standardized performance management.
(C) establish and improve the standardized performance management operation system
Study and establish a standardized performance management process with performance planning, performance monitoring, performance evaluation and performance improvement as the basic links and performance communication as the main line, determine the main tasks, division of responsibilities and technical methods of each link, and realize the smooth and efficient operation of standardized performance management.
(D) establish and improve the performance indicators and evaluation system
Study and establish a performance index system covering all employees and the whole process and a scientific, reasonable, objective and fair evaluation system, study and establish a performance index system for financial work in cities and counties, and determine the evaluation content, evaluation cycle, evaluation subject and evaluation object. The quasi-sum evaluation method should be clear in objectives, quantitative in tasks, measurable in indicators and available in results.
(V) Establish and improve the comprehensive application system of performance achievements.
Adhere to positive incentives, take the performance results of units (offices) as the main basis for departmental assessment and annual assessment, and take personal performance results as an important basis for selection and appointment, rotation exchange, assessment and annual assessment, and study and formulate institutional measures for selecting and employing people.
(six) to establish and improve the standardized performance management information platform.
Study and build an integrated information platform of administrative office, standardized management and standardized performance management, so as to realize the scientific, simple and efficient standardized performance management process and the relatively objective, true and credible performance results.
Second, the implementation steps
According to the overall planning of standardized performance management, the main tasks are divided into five stages:
(1) Preparatory stage (20 1 to July 04)
Establish a standardized performance management reform leading group and office, formulate the overall plan, and do a good job in publicity and training. Optimize business processes and improve post responsibility system. Establish a standardized performance management system, operation system, index evaluation system and achievement application system. Develop standardized performance management information platform and organize simulation operation. Select some districts, cities and counties directly under the jurisdiction to carry out standardized performance management pilot projects.
(2) Trial operation stage (2065438+August to September, 2004)
Organize the trial operation of standardized performance management information platform, and complete the connection and follow-up of standardized performance management related support systems. Summarize the trial operation of standardized performance management in time and improve the framework of standardized performance management system. Through full participation in the trial operation, a "soft environment" for learning performance, participating in performance and promoting performance will be constructed.
(3) Formal operation stage (20 14 to 10)
Formally implement standardized performance management for the financial work of all units (departments) and cities and counties in the hall, and improve the performance meter? Plan, strengthen performance monitoring, organize performance evaluation and carry out performance improvement. Guide the formal implementation of the pilot units (offices)? Standardized performance management.
(4) Improve the promotion stage (from 20 15 to 10 to 12)
Combined with the operation of 20 14 years, further improve the standardized performance management system and comprehensively improve the standardized performance? Management level. Guide the cities and counties under their jurisdiction to fully implement standardized performance management.
(5) Optimization promotion stage (20 16, 1 to 12)
Strengthen the practical innovation and theoretical research of standardized performance management, further promote the construction of performance culture, and create a more perfect standardized performance management system and a more stable operating mechanism.
Third, organizational guarantee.
In order to effectively strengthen organizational leadership, a leading group for standardized performance management reform was established, and the party secretary and director of the office? Comrade Gao Zhili is the team leader, and other team members are the deputy team leaders, including the office, personnel and education department, budget management bureau, and? The supervision office and the information center are member units (offices), which are responsible for the planning, organization, guidance and scheduling of standardized performance management. ?
Establish a standardized performance management reform leading group office, with Du Yanqing, a member of the party group and deputy director of the office, as the director, and the main responsible comrades and relevant responsible persons of the leading group member units (offices) as the deputy directors. The office of the leading group for standardized performance management reform is subordinate to the office and is responsible for organizing and promoting the daily work of standardized performance management reform.
The office of the leading group consists of four working groups: comprehensive group, index group, city and county group and technical group. The comprehensive group is responsible for the overall construction, coordination and promotion of the standardized performance management system; The indicator group is responsible for establishing performance indicators and evaluation system; City and county groups are responsible for formulating standardized performance management measures for financial work in cities and counties, establishing performance index system for financial work in cities and counties, and guiding cities and counties to carry out standardized performance management; The technical team is responsible for the development, optimization and daily maintenance of the standardized performance management information platform.
Fourth, the job requirements
Carrying out standardized performance management is an important measure for the party group of the office to comprehensively deepen reform and enhance its ruling ability. The whole hall? Next, we should stand at the height of promoting the scientific development of financial undertakings and go all out to implement it with a strong sense of political responsibility and mission.
(a) to strengthen leadership and vigorously promote.
All departments and units (offices) should earnestly strengthen organization and leadership, carefully plan and implement them. Leading cadres at the departmental level should take the lead in setting an example, actively mobilize the participation enthusiasm and work enthusiasm of the broad masses of cadres and workers, and make concerted efforts to promote Qi Xin? Enter. All responsible units (offices) should implement detailed measures one by one according to the requirements of the plan.
(2) Strengthen responsibilities and strictly reward and punish.
According to the plan, arrange detailed responsibilities, incorporate standardized performance management into performance targets and indicators, and increase assessment efforts. Evaluate strength. Commend and reward units (offices) with strong measures, rapid progress and obvious effects; Yeah, perfunctory? Seriously criticize the units (offices) and individuals that shirk their responsibilities, fail to advance and make slow progress; If it cannot be completed on time, the responsibility should be strictly investigated to ensure the smooth implementation of standardized performance management.
? (3) Strengthen guidance and create an atmosphere.
Adhere to the typical guidance, take the collective typical and individual typical emerging in standardized performance management as the focus of excellent tree selection, strengthen commendation and publicity, and give play to the demonstration effect. Through the preparation and distribution of special materials and special briefings, we can sum up our experience and communicate with each other. Through work scheduling, training exchange and other forms, we can learn from each other and improve together to create a strong standardized performance management atmosphere.
Attachment: 1 Standardized performance management reform leading group and its office members and division of responsibilities
2. Standardized performance management system framework
3. Standardized performance management reform task division and completion schedule
Attachment 1
Standardized performance management reform leading group and its office members and division of responsibilities (20 13)
Leader of the leading group: Gao Zhili.
Deputy Head: Li Dianjing, Gao Du, Yanqing, Niu Yaoshaoxue
Xu Lian Zhong Shi Peng Shu Zhao Jianguo
Member unit (office): Director of Information Center Office of Supervision Office of Budget Administration Bureau of Personnel Education Office: Du Yanqing.
Deputy Director: Li Jiegang, Jin Xue Zhendong, Zhang Lie
Liu Xinjun (in charge of daily work)? Staff: Cheng Xiuming, Yu Ma Guisheng and Wu Yicheng
(Other staff will be transferred according to the work progress and the division of responsibilities of each unit (office))
There are four working groups under the office:
1. comprehensive group
Main responsibilities: responsible for the framework design, liaison and coordination and overall promotion of standardized performance management system. Specifically, it includes making overall arrangements for all work, grasping the overall situation of work, and reporting to the office leaders; Research and design the framework of standardized performance management system; To study and draft the implementation opinions, implementation plans, institutional measures and practices of standardized performance management. Detailed implementation rules; Organize mobilization meetings, dispatch meetings, summary meetings, training, centralized research and other important activities; Contact the coordination office? All units (offices) and financial departments in cities and counties: keep records of office activities (video recording is required for major events).
2. Indicator group
Main responsibilities: responsible for establishing performance indicators and evaluation system. Specifically, it includes sorting out standardized management system documents and establishing performance target indicator templates; Study and determine the evaluation criteria, scoring methods, data sources of weight distribution and other rules of performance indicators; Organize all units (offices) to set performance targets and establish performance indicators.
3. City and county groups
Main responsibilities: responsible for formulating standardized performance management measures for financial work in cities and counties, establishing performance index system for financial work in cities and counties, and guiding cities and counties to carry out standardized performance management.
4. Technical Group
Main responsibilities: responsible for the development, optimization and daily maintenance of comprehensive information platform, standardized management and standardized performance management of administrative office.
List of members of standardized performance management reform leading group and its office (adjusted on 20 16)
Leader of the leading group: Gao Zhili.
Deputy Head: Gao Niu Yao Shaoxue Li Jiegang
Xu Lianzhong Jin Haizeng Li Hongguang Zhao Jianguo Golden Forest
Members: Office, Personnel and Education Department, Budget Management Bureau, Treasury Payment Bureau and Financial Supervision Bureau.
Information center of supervision room of organ party Committee
Director of Performance Office: Li Jiegang? Deputy Director: Zhang Zhenchuan, New Army of Gao Zhao Duan.
Zhao Zhidong, Xue Wangming and Yu Chengjun.
(Responsible for daily work)
Staff: Juck Zhang Chen Jian Li Bowen Liu Zhanhu Zhang Zhenlong
Attachment 2: