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Chongqing Agriculture Bureau financial information system project case

Industry: government supplier: UFIDA government software Co., Ltd. Release time: 26-2-27 17:15:31

Lv Chunqiu? Shang Nong said: The reason why the ancient sage king guided his people was to serve agriculture first. China has been a big agricultural country since ancient times. With 7% of the world's arable land, it supports 22% of the world's population, and its position in agricultural economy is self-evident. However, today when the world economy has entered the information age, modern information technology is also infiltrating into the agricultural field, and agricultural economic management must also be innovated and developed by means of information technology.

A new chapter of financial management tree for agriculture in mountain city

-Case study of financial information system project of Chongqing Agriculture Bureau

Chongqing has become an industrial and commercial center in the upper reaches of the Yangtze River since the Han Dynasty, relying on the "golden waterway" of the Yangtze River, and now it has developed into an economic, political and cultural center city integrating heavy industry, light industry and trade. There are 4 districts, counties and autonomous regions under the jurisdiction of Chongqing, with a total population of 3.6 million, of which the rural population accounts for 8.2%. She is both a big city and a "big countryside", with a large rural area and a large population, and the tasks of immigration and poverty alleviation are heavy. The basic market situation of multi-ethnic groups dominated by Han nationality not only determines that Chongqing is a special municipality different from Beijing, Tianjin and Shanghai, but also determines the special important position of agriculture and rural economy in the city's economic development, and also determines that Chongqing's agriculture must expand new ideas, take new steps and reach a new level.

new municipality directly under the Central Government, new agriculture and new management

In 1997, Chongqing became the youngest municipality directly under the Central Government of the People's Republic of China. The municipal divisions have been re-divided, the Three Gorges resettlement work is being carried out, and a lot of work needs to be raised to a higher level, and Chongqing's agricultural economic work has also begun to seek new breakthroughs. At that time, the internal financial management of agricultural system in Chongqing was in the manual operation stage, with heavy workload and low efficiency, which seriously affected the improvement of financial management level of agricultural bureau. In 1998, under the personal leadership of the bureau leaders, a new way of agricultural financial management and informatization was set out. In this year, Chongqing Agriculture Bureau chose UFIDA government financial software to carry out basic accounting computerization management, which basically solved the financial accounting automation of municipal bureau, lower budget units and some agricultural bureaus in districts and counties.

The dilemma of agricultural financial management is highlighted

The computerization reform has been carried out, and the workload of financial personnel has been reduced. Financial personnel and managers freed from basic accounting have more time to think about financial management issues. However, due to the use of basic financial software, the financial management personnel of the Agricultural Bureau quickly found new problems ... < P > 1. Internal control of financial data dispersion failed < P > Although the Agricultural Bureau and lower budget units have realized computerized accounting, each unit has its own way, and data between units and between superiors and subordinates cannot be transmitted. Agricultural Bureau can only know the financial situation of subordinate units through the paper reports submitted by subordinate units every month, but this way can't know the real financial situation of subordinate units in time and clearly. Is the report data true? Is the reported data accurate? These problems have always plagued the management personnel of the Agricultural Bureau, but because they can't see the basic accounting data of the subordinate units, the management personnel of the Agricultural Bureau are helpless.

2. The whereabouts of agricultural funds are confusing.

In addition to compiling and implementing the departmental financial budget and completing the financial accounting of the bureau, the Finance Department of the Municipal Agriculture Bureau is more important to guide the financial accounting work of the agricultural industry and subordinate units and manage various agricultural funds. Due to the large number of agricultural projects, large amount of funds and complicated budget allocation, the simple accounting and basic computerization in the past can no longer meet a large number of fund management needs. Many times, the Municipal Agriculture Bureau can't track the follow-up use of funds after allocating funds. Where did the money go? How did you spend it? Which subordinate unit spent how much? Financial managers and bureau leaders can't clearly understand these situations.

3, manual summary analysis is miserable

In the past, every year at the end of the year or the end of the quarter, the financial staff of the Municipal Bureau were as busy as a bee, and the report format submitted by the secondary unit was not standardized, and the data was inaccurate, so it was necessary to summarize it manually, so the workload was huge. Financial personnel are complaining, and the speed of manual operation is slow, and there are always some errors in the process, which seriously affect the timeliness and accuracy of summary data.

4. The isolated island of budget accounting and final accounts

In addition to the internal financial management of the Bureau, the Finance Department of the Agricultural Bureau is also responsible for submitting the budget and year-end final accounts data to the Finance Bureau. In addition to the financial accounting software, the Agriculture Bureau also uses the budget software and final accounts software issued by the Finance Bureau. In practical work, budget, accounting and final accounts are a complete set of processes, and they are inextricably linked. However, in operation, due to the use of different software at different stages, this continuous process is artificially separated, and the data at each stage cannot be shared and controlled by each other, thus forming an information island within the Finance Department.

financial informatization reform GRP centralized management has made great contributions

While these problems have troubled the leaders of the Agriculture Bureau, the government has intensified its reform and development, and the requirements of agricultural tax and fee reform for agricultural financial management have gradually increased. Increasing investment in e-government information construction, strengthening the monitoring of project funds and special funds, and establishing perfect internal control of the industry have become the only way for the development of agricultural financial information. The leaders of the Agricultural Bureau realized that it was time for change!

Since the cooperation with UFIDA has been very pleasant, the Agriculture Bureau has given UFIDA the responsibility of this reform under the condition of fully affirming the software quality, scheme planning ability, implementation level and service quality of UFIDA. Entrusted by the Agricultural Bureau, Chongqing UFIDA Government Affairs Company provided a set of solutions for centralized financial management according to the specific conditions of each unit and the requirements put forward by the Finance Department of the Municipal Bureau. After many arguments, Chongqing Agriculture Bureau adopted the centralized management solution of UFIDA government affairs and finance, reformed the business process according to UFIDA government GRP management thought, and uniformly used GRP/R9 products as the management tools of financial departments of all units in the world.

With the efforts of UFIDA, the project delivery of Chongqing Agricultural Bureau was realized quickly, and good results were achieved, which helped the Agricultural Bureau get out of the predicament and helped its management to a higher level, which made the Agricultural Bureau praise from top to bottom.

1. Unify the basic data and improve the internal system

The above picture shows the organization chart of Chongqing Agriculture Bureau. All budget units have their own independent accounting account sets, as well as other sets of accounts such as capital construction account sets. In the single computerized accounting stage, the accounting methods are fragmented, and the Municipal Bureau cannot accurately grasp the financial situation of each unit. Under the centralized management mode, the Agricultural Bureau has copied the accounting methods of subordinate units. When each subordinate budget unit establishes accounts, it introduces the basic accounting data set by the Municipal Bureau in the data import and export module, which unifies the accounting subjects and report formats, and facilitates the monitoring and unified management of the financial accounting of subordinate units by the Municipal Bureau. Through the application and implementation of GRP financial software system, the Agricultural Bureau itself has also established a set of standard operating norms, making financial work more standard and strict, and establishing a scientific and standardized accounting system.

2. Distributed centralized summary and upgrade management

Due to the traditional report transmission mode, the Municipal Agriculture Bureau can't fully and timely understand the financial situation of subordinate budget units, especially the incomplete and untimely data on the use of funds for various agricultural projects that the Municipal Bureau is concerned about, which easily leads to poor monitoring and data analysis ability, and can't provide reliable basis for leaders and decision makers.

According to the hardware and network environment of Chongqing Agriculture Bureau, UFIDA Government Company has designed a data distribution and centralized application mode for it: establish subordinate unit account sets through GRP accounting system, and collect, summarize and merge data regularly, so as to obtain reliable and comprehensive financial decision-making information. Subordinate units regularly submit basic financial data to the Agricultural Bureau, so that the Agricultural Bureau can comprehensively analyze the operation status of subordinate units and effectively supervise the business operation of subordinate units; On the other hand, according to the summary information, the municipal bureau can trace the arrangement of project funds layer by layer, realize automatic summary of reports, and greatly improve the efficiency.

3. Tracing the origin of agricultural fund management

In order to solve the problem of unclear whereabouts of agricultural funds, UFIDA government proposed a management scheme of centralized fund management and ventilation. In the application of UFIDA GRP financial software, user-defined supplementary accounting items are added in addition to setting the category of funds, and cross-statistics are made on the appropriation units, allocation forms and special projects respectively, which can plan and manage the expenses and fund allocation of units and directly affiliated stations and institutes in a planned way, effectively utilize government funds, ensure the development of agricultural work, achieve effective control of special funds and expenses, further strengthen financial management, and well realize its functions as a competent department.

Take a sum of money as an example. When the municipal bureau allocates a sum of money, it first allocates it from the municipal bureau. The finance department first determines the nature of the money in the subject, then determines which unit the money is allocated to through department accounting, and then determines the use of the money through project accounting and auxiliary accounting. Finally, it prints out the voucher for each secondary unit as the basis for collection. Each secondary unit directly earns income according to the voucher, and the subjects are allocated by the superior unit. The secondary unit determines the payee of each payment through current accounting, and determines which fund is used and the specific purpose through the project and auxiliary accounting projects. Thus, the city bureau can accurately know how much money has been allocated by each secondary unit, and the whereabouts of these allocated funds can be effectively earmarked.

4. Step-by-step implementation of budget accounting and final accounts

In order to solve the separation of budget, accounting and final accounts, UFIDA proposed a step-by-step implementation method according to the current situation of Chongqing Agricultural Bureau. The first step is to solve the integration of accounting and final accounts within financial software; The second step is to solve the overall integration of budget, accounting and final accounts.

Step 1: You can set the budget account (category fund) through the basic data and link it with the accounting account. When the voucher is entered, the financial personnel should not only enter the accounting account, but also specify the corresponding budget account. At the end of the period, the system can automatically extract the budget account data and issue the final statement, thus forming the integration of accounting and final accounts.

Step 2: UFIDA assists Chongqing Agriculture Bureau in establishing the overall application of budget, accounting and final accounts, striving for the free flow of data in several stages, reducing the workload of personnel and creating the optimal business process. Realize the integrated management of budget, accounting and final accounts, and the system will automatically issue final accounts, thus reducing the workload and completely eliminating information islands.