20 19 effectiveness and experience of asset management of public institutions

The effectiveness and experience of asset management in government agencies and institutions The first part is to thoroughly implement the Political Bureau of the Central Committee's eight regulations on improving work style and keeping close contact with the masses. According to the requirements of the Interim Measures for the Administration of State-owned Assets in Administrative Institutions (Order No.35 and No.36 of the Ministry of Finance), under the strong guidance of the Provincial Department of Finance and the active support of the Changzhi Municipal Party Committee and Municipal Government, on the basis of doing a good job in the use and disposal of state-owned assets, property registration, asset inventory, asset statistical report and supervision and inspection, Changzhi Municipal Finance Bureau firmly grasped the key link of asset allocation management in administrative institutions and strengthened asset import supervision. We have made active explorations in improving the management system, scientifically formulating standards and innovating management methods, which has effectively promoted the standardized operation of asset allocation and greatly improved the overall level of asset allocation management in this city. At the same time, it provides scientific and effective management experience for standardizing the allocation behavior of state-owned assets in administrative institutions and improving the efficiency of the use of state-owned assets, and also plays a very important role in reducing official consumption expenditure and stopping extravagance and waste.

Main practice

First, improve the asset allocation management system of administrative institutions.

In order to further standardize the asset allocation management of administrative institutions, the bureau first started with improving the management system, and on the basis of Decree No.35 and Decree No.36 of the Ministry of Finance, issued the Interim Measures for the Administration of State-owned Assets Allocation of Municipal Administrative Institutions in Changzhi City, which was drafted by the Changzhi Municipal Finance Bureau and approved by the Changzhi Municipal Government. This method highlights two key points: first, strict examination and approval procedures for asset allocation, insisting that asset allocation should meet the needs of administrative institutions to perform their functions;

Second, adhere to the combination of asset management and budget management, and the combination of asset allocation and budget preparation. Its main content is embodied in five aspects:

(1) Defining the responsibilities and authorities of the financial departments, competent departments and administrative institutions in asset allocation management;

(two) adhere to the principle of combining asset management with budget management;

(3) Adhere to the principle of giving priority to asset allocation and adjustment.

(four) to clarify the provisions of the asset allocation standards of administrative institutions;

(5) Standardize the approval procedures for asset allocation of administrative institutions. This method provides institutional guarantee for the asset allocation management of administrative institutions, makes the asset allocation management of this city have rules to follow, and improves the operability of the system.

Two, scientifically formulate asset allocation standards for administrative institutions.

With the help of the database of administrative assets management information system, Changzhi Finance Bureau has made a comprehensive and detailed calculation and analysis on the distribution and use of existing stock assets. On this basis, referring to the national, provincial and municipal asset allocation standards, combined with local actual research and formulation, with the approval of the municipal government, Changzhi Municipal Finance Bureau issued the Interim Standards for the Allocation of State-owned Assets in Municipal Administrative Institutions, which mainly stipulated the allocation standards for office buildings, building decoration, official vehicles, office equipment and office furniture.

Three, standardize the asset allocation management operation system of administrative institutions.

The main responsible comrades of the bureau organized special meetings for many times, fully communicated with relevant departments, conducted in-depth discussions on the asset allocation management methods of administrative institutions, solicited opinions and suggestions from relevant departments in various ways, and formulated a scientific and effective management and operation system.

(1) standardizes the workflow of combining new asset allocation with departmental budget. First of all, when preparing departmental budgets, administrative institutions should fill in the Budget Form for New Assets Allocation of Administrative Institutions in the budget software according to the actual demand for assets and the existing assets, and report it to the Assets Section of Changzhi Municipal Finance Bureau after approval by the higher authorities. Secondly, according to the number of internal institutions, functions and the number of employees in the establishment approved by the Municipal Office, as well as the status of unit assets, the Assets Section of the Bureau conducts an audit in accordance with the Interim Standards for the Allocation of State-owned Assets of Municipal Administrative Institutions in Changzhi City, and gives the recommended allocation number from the perspective of whether it should be allocated, and submits it to the Department Budget Office for audit. Thirdly, according to the principle of "only reducing without increasing", the department budget department should review whether it can be allocated and adjust the allocated quantity from the perspective of capital guarantee ability. If the plan is increased or decreased, it should be rescheduled after consultation with the asset department. Finally, the department budget office submits it to the budget office for review, and after the approval of the bureau leaders, the budget office approves the department budget to the budget unit.

(2) Establish a standardized budget execution supervision system. In order to ensure the seriousness and effectiveness of the budget preparation of new assets, the Bureau mainly adopts the following three monitoring measures: First, once the budget of new assets is approved, in the process of government procurement, the procurement office and procurement center must strictly follow the prepared budget and must not purchase beyond the budget standard;

Second, in the process of implementing the budget for new assets, if it is found that an administrative institution arbitrarily changes the use of assets or misappropriates funds for asset purchase, it shall reduce or stop the financial allocation and impose penalties in accordance with relevant regulations;

Third, if the new asset allocation budget needs to be adjusted, it must be reported to the Assets Section of the Finance Bureau for examination and approval in advance before it can be adjusted according to the procedure.

(3) Improve the performance appraisal mechanism of the new asset allocation budget. After the implementation of the asset budget, the Assets Section of the Municipal Bureau, in conjunction with the departmental budget section, will make a comprehensive evaluation of the implementation of the unit asset project, the budget overrun or balance, the use effect of the budget funds, the asset operation and the allocation effect with reference to the new asset budget, and take the evaluation results as an important basis for arranging the annual asset allocation budget of the unit in the future.

work efficiency

The asset allocation management of administrative institutions in Changzhi City has been running for nearly one year, initially controlling the increment of assets from the source, standardizing asset management, improving the efficiency of asset use, reducing administrative costs, and improving the scientific and refined level of departmental budgeting.

First, improve the asset allocation management system of administrative institutions. In 20 13, Changzhi city issued a series of corresponding management systems such as management methods and management standards for asset allocation management of administrative institutions, which achieved a milestone breakthrough in system construction and gradually improved the corresponding supporting systems. At the same time, standardize the management of each process of asset allocation, strengthen the monitoring of each process, realize the dynamic management of asset allocation from declaration to use, and form a three-level supervision system of "asset allocation budget preparation, asset allocation budget execution and asset allocation effect", which improves the efficiency of asset allocation management and raises the asset allocation management level of administrative institutions to a new level.

The second is to improve the level of refinement of departmental budgets. Through the implementation of asset allocation budget, the budget preparation is further refined. During the preparation of Changzhi 20 13 budget, all expenditure budgets involving assets, no matter what kind of expenditure, should be clearly marked with asset allocation items, and asset budgets should be audited separately. In particular, project expenditures, such as projects with assets, should be clearly stated in the project declaration, and Changzhi Municipal Finance Bureau should strictly review the asset allocation standards and the necessity of allocation to avoid the rough and uncontrollable departmental budget.

Third, the use efficiency of assets has been improved. After the implementation of asset allocation management, the asset section adheres to the principle of allocation priority when auditing the asset allocation budget of the unit. Through the analysis of the existing assets of the unit, fully understand the current situation of assets, and put forward the asset allocation scheme according to the existing assets. If it can be solved through asset allocation, it is not recommended to buy again in principle. 20 13 transferred 2 168 sets of assets, involving an amount of 5.3 million yuan. In this way, the existing assets are revitalized, repeated allocation is effectively avoided, and the use efficiency of state-owned assets is improved.

Fourth, it saves limited financial funds. Through the special audit of asset allocation, the demand of departments or units for assets is reasonably determined, and then the demand for funds is determined, which provides a scientific basis for the fund arrangement of departmental budget departments, ensures the rational and effective use of funds, prevents repeated and over-standard procurement, reduces unnecessary waste and effectively reduces administrative costs.

On the premise of fully ensuring the normal business operation of the unit, through the asset allocation audit of the Assets Department, the administrative institutions directly under the municipal government purchased 9,297 units (pieces and sets) in 2065,438+03 compared with the previous year, saving 6,454 yuan. 7 1 10,000 yuan, of which: the purchase of official vehicles decreased by 1.88 units, saving 2,360 yuan. 790,000 yuan;

The procurement of office equipment such as computers decreased by 3,807 sets (pieces and sets), saving money 1722. 630 thousand yuan.

The Effect and Experience of Asset Management in Institutions and Institutions (2)

Since the establishment of the county asset resource management service center in May last year, through major measures such as asset inventory, system construction and standardizing asset disposal procedures, the asset management system of the county's administrative institutions has been continuously improved, the management level has been continuously improved, and the management of state-owned assets has achieved initial results.

* * * Check the operating assets18.69 million yuan.

It is understood that in order to fully grasp the operating and idle assets of administrative institutions in the county, the center set up a clean-up working group in September last year to conduct an inventory of the operating and idle assets of administrative institutions in the county. The inventory results show that as of September 23rd last year, there were 9 administrative institutions 109 in the county, and 57 houses1were inspected (including 32 idle houses with an area of16,321). 49 square meters), 96 cases of land (including 24 cases of idle land, with an area of 23 1, 865. 34 square meters), the township governments have identified * * * operating assets 180 cases, real estate 9/kloc-0 cases (including idle houses1/kloc-0 cases, with an area of 38 19 square meters), and land 43 cases (including idle land/kloc) ), the total income of administrative institutions (including towns and villages) in the county is 18693374 yuan.

"Through the asset inventory, the total amount and structure of operating and idle assets of existing administrative institutions in the county have been basically mastered, which provides real and reliable basic data for the establishment of asset management information system, promotes the rational and effective allocation, use and disposal of state-owned assets, and also provides decision-making basis for improving the efficiency of existing assets." Li Xiulin, deputy director of the county finance bureau and director of the county assets and resources management service center, said.

Introduce management measures to standardize asset disposal

According to reports, in order to improve the management level of state-owned assets in administrative institutions, the center has carried out a series of explorations, including formulating the Interim Measures for the Management of Operating Idle Assets in Administrative Institutions in Longmen County and the Interim Measures for the Overall Planning of County-level Non-tax Revenue and the Guarantee of Funds for Self-raised Non-staff Personnel in Longmen County. Through the implementation of proportional sharing, the enthusiasm of all units has been mobilized. In addition, standardized asset disposal procedures have been formulated, and assets are disposed of openly, fairly and justly relying on social intermediaries. Effective system construction and standardized asset disposal procedures have standardized the management of operating income of administrative institutions from the source, promoted the maximization of the benefits of state-owned assets, and increased the county's fiscal revenue.

XXX said that it will strengthen the management of state-owned resources in administrative institutions through a number of measures. First, change the management mode of operating assets, from decentralized management entrusted to the original unit to centralized management, and give full play to the scale benefits of assets. Second, in terms of business methods, flexible and diverse business methods are adopted according to different assets, mainly by entrusting open leasing, openly recruiting powerful and well-run operators for the society, and implementing entrusted management and target management to ensure stable income growth. The third is to change the income use of operating assets and establish an asset maintenance fund system for administrative institutions to ensure the normal operation of administrative institutions and give full play to asset benefits. Fourth, further establish and improve asset allocation standards, incorporate new asset allocation into departmental budgets, form a working mechanism that effectively combines asset management with budget management and financial management, and provide institutional guarantee for building a resource-saving government, optimizing resource allocation, and saving financial funds.

Effectiveness and Experience of Asset Management in Institutions and Institutions (3)

In order to further strengthen the management of state-owned assets in administrative institutions, rationally allocate and improve the efficiency of the use of state-owned assets, and promote the refined, standardized, standardized and scientific construction of asset management. Since June last year, Zhongshan Finance Bureau has organized 20 1 municipal administrative institutions to carry out asset inventory. By establishing an information management system, combining unit self-examination with key spot checks, the assets stock of administrative institutions has been comprehensively ascertained, and four achievements have been made.

First, fully grasp the dynamics and lay a solid foundation for strengthening asset management. This paper focuses on the inventory statistics of general equipment, special equipment, transportation equipment, land, buildings and other 1 1 assets. The data shows that the total value of movable property assets of administrative institutions in Zhongshan is about 19. 9.3 billion yuan, including electronic products and communication equipment about 6. 900 million yuan, transportation equipment is about 3. 800 million yuan, and the land and building area is about 20 million square meters. Through the inventory, we have basically found out the assets of municipal administrative institutions, consolidated the foundation of state-owned assets management of administrative institutions, and provided substantive support for the basic management of financial work and grassroots construction.

The second is to highlight innovative methods and means and build a platform to promote asset management reform. In order to ensure the accuracy and efficiency of asset inventory, the Municipal Finance Bureau has specially developed a real-time management platform for administrative assets, which integrates the functions of registration, statistics, disposal and approval. All units can conduct real-time asset management and disposal operations in a unified mode, effectively standardize the unit asset disposal management process by means of information technology, improve the unified examination and approval procedures, improve the efficiency and quality of asset management, and build a new platform for promoting the standardized, refined, scientific and standardized reform of asset management.

The third is to effectively realize management linkage and further expand the connotation of asset management. The basic data formed in asset inventory provides a reliable audit basis for the budget preparation, asset management and government procurement of municipal administrative institutions, expands the connotation and function of asset management, and makes it an important means to effectively control expenditures, initially realizing a good interactive situation of combining asset management with budget management, asset management with financial management, and physical management with value management.

Fourth, pay attention to finding existing problems and further strengthen the awareness of asset management. In view of the problems in the asset management of municipal administrative institutions exposed in the inventory process, such as the large stock of assets in individual units, the low attention paid by individual departments to daily asset management, and the backward management methods, the municipal finance department adopted the method of quantitative assessment, and took the opportunity of holding a summary meeting of inventory work to commend 26 units that have done well in asset management, notify the existing problems, clarify the rectification measures, clear the ideological burden and misunderstanding of asset management, and further strengthen asset management.