Research On The Implementation Of The Comprehensive Budget Management Of The G Branch Of The People's Bank Of China

In recent years,with the continuous deepening of the reform of budget management system,such as the quota of budget,budget performance evaluation,etc.,the concept of public finance has received people's recognition increasingly,and the people pay more and more attention to the implementation of public budget,and more and more attention is paid to the standardization and refinement of budget preparation,the standardization of budget implementation and the scientification of budget assessment.As the central bank of the People's Republic of China,the People's Bank of China has always attached great importance to the financial budget management,in 2016,the headquarters of the accounting department issued "The People's Bank of China accounting financial work transformation plan(2016-2020)".In the plan,the People's Bank of China is going to improve his financial budget management,to meet the need of ability of execution of modern central bank's duty and the characteristics of modern central bank's financial budget system.The plan also emphasizes that the People's Republic of China should gradually establish a norm standardization system and performance evaluation mechanism,implement the whole process of budget performance management.G sub-branch is the basic institution of the people's bank of China,under the authority of N branch.N branch has issued the "implementation plan for the transformation of accounting and financial work of N branch",which puts forward a specific timetable for the budget management of its branches.For G sub-branch,its strategic goal is to perform its duties with high quality and become the benchmark sub-branch of N branch.However,there are many problems in the current budget of G branch:the disconnection between budget management and unit strategy,the unsound budget organization system,the randomness of budget preparation,the risk and loopholes of violation in the implementation process,and the absence of budget performance evaluation mechanism.The budget status of G branch cannot meet the requirements and strategic needs of the superior bank,so it is so much necessary and important to implement comprehensive budget management.In the other hand,G sub-branch has clear strategic planning,matching management mechanism and personnel allocation,and successful pilot cases,so it is feasible for G sub-branch to implement comprehensive budget management.As the central bank of China,the people's bank of China's financial budget management level is related to the performance of its functions.The budget management level of the people's bank of China and other financial regulatory branches is relatively low,and the informatization level is also relatively low,lacking necessary theoretical and institutional support.Therefore,the current financial budget management research on the people's bank of China and other financial institutions is not enough,there is a lot of room for improvement.In this paper,on the basis of the theory of comprehensive budget management,refer to the practical experience at home and abroad,according to the strategic needs of G sub-branch and the problems existing in the budget management,based on the scheme of the difficult point,to build a set of detailed,strong operability of the comprehensive budget management implementation plan,embodies the four principles in "the management accounting basic guidelines"——strategic,integration,adaptability and cost benefit.The design ideas are as follows:first and foremost,establishing a comprehensive budget management and organization system,clarify the responsibilities of each department,establish the overall awareness of the unit budget;in the next,establishing the budget system,taking the strategic goals of G sub-branch as the starting point,using the thought of balanced score card,decomposing the strategic planning of G sub-branch according to the output-the benefits-service object-budget four dimensions,determining the budget targets,and then analyzing for the realization of the goal to which activities,applying the idea of operating budget formulation budget quota standards establishment expenses budget;thirdly,the budget implementation system should be established,including the release,implementation,adjustment and difference analysis of indicators,focusing on the three public expenditure;finally,establishing a budget assessment system,using the analytic hierarchy process to empower performance indicators,evaluate the degree of achievement of performance goals,and implement a reward and punishment system to ensure the efficiency of capital use and achieve accurate performance.The establishment of a comprehensive budget management system is a gradual process.In order to ensure that the implementation plan can be properly implemented,G sub-branch needs to make overall planning.In combination with the work schedule of the superior bank and the actual budget situation of the bank,it will be piloted by business,subject and stage within five years.In addition,a whole-process budget information platform and other supporting measures can be built to realize the systematization and refinement of budget management,and finally a comprehensive budget management system with full participation,financial business coordination and strategic orientation can be built.