Analysis Of Problems And Countermeasures Of Non-operating State-owned Assets Management In Universities

With the establishment of the public finance system and the higher educationsystem reform, the financial investment of the state universities continue to increase,and the size of the university is also expanding. State-owned assets in universities haveexpanded rapidly. As a result, colleges and universities not only can successfullycomplete the educational and research activities, but also can turn some non-operatingstate-owned assets into the operating state-owned assets through the lease, lend,etc. toachieve the value-added of state-owned assets. Ways of "turning" are: investment, jointventures, equity, lease, lend, and soon.Higher education “accurate communal product” is determined by the nature of thenonprofit. The vast majority of state-owned assets of universities is also a non-profitcolleges and universities state-owned assets, the main task is to ensure that highereducation and scientific research activities, and some basic social activitiessuccessfully carried out. University non-operating state-owned assets management isfacing many problems, coupled with the problem of "non-turning", management ofstate assets is more serious to be solved, urgent.The paper consists of five parts:The first part analyzes the background and significance of the topic, the domesticresearch.The second part introduces the concept of non-operating state-owned assets ofcolleges and universities state-owned assets, colleges and universities operatingconcepts and features of the state-owned assets, and finally an overview of the collegenon-operating state-owned assets management and the management of meaning.The third part analyzes the status of university non-operating state-owned assetmanagement and the problems in the management process, mainly: Assets are nottimely checked unclear family property; The assets have been underutilized, inefficientuse. Poor asset management system, the system is not perfect. Property rights are notclearly defined. Asset loss phenomenon exists, particularly in turning.The fourth part analyzes the reasons of the University non-operating state-ownedasset management problems. The main reasons: poor awareness and lack of knowledge in management, poor comprehensive quality and ability of the management, lack ofsupervision in the process of state-owned asset management.The fifth section presents the suggestions of dealing with non-operating state-owned asset management problems in colleges and universities. First, we want tocreate a series of management system, to carry on the integrated management of state-owned assets of colleges and universities, Including the establishment of the assets ofthe financial budget management system, asset inventory system, asset evaluationsystem, and asset procurement system. The second is to establish a unified universitystate-owned asset management institutions. Management of State Assets implementsthe management model of unified leadership, centralized management, classificationresponsibility and carries on the three-level management to define responsibility of allranks, making all levels achieve mutual supervision and containment. The third is todefine the state-owned universities ownership of its assets, straighten out specificrights and responsibilities at all levels in interior and external part of colleges anduniversities and ensure the integrity and security of the state-owned assets inuniversities. The fourth is to rationalize the principal-agent chain among departmentsat all levels, implement appropriate incentives and constraints, improve the enthusiasmof the asset managers and enhance management responsibility under the use andmanagement of assets. The fifth is to build a comprehensive network informationplatform of university-owned asset management, making the universities of state-owned assets be fully utilized, reduce the idle assets and further improve the efficientuse of assets.