Performance Evaluation Management System for Fiscal Budget UnitsRequirement specification sheetcat

Performance Evaluation Management System for Fiscal Budget Units
Requirement specification sheet
catalogue
1 Introduction 3
1.1 Purpose of Writing 4
1.2 Document Agreements 4
1.3 Business Terminology 4
1.3.1 Performance Objective 4
1.3.2 Performance Operation Monitoring (Performance Tracking) 4
1.3.3 Performance Evaluation 5
2 System Use Case Analysis and Explanation 7
2.1 Basic Information Management 7
2.1.1 [01-01] Basic Data Management 7
2.1.2 [01-02] Indicator Establishment Management 16
2.1.3 [01-03] Indicator Review Management 24
2.1.4 [01-04] Data reporting management 30
2.2 System Settings Management 34
2.2.1 [02-01] Data Object Management 34
2.2.2 [02-02] Interface Template Management 45
2.3 Performance Goal Management 51
2.3.1 [03-01] Performance Target Declaration 51
2.3.2 [03-02] Performance Target Adjustment 63
2.3.3 [03-03] Performance Objective Review 73
2.4 Performance Operation Monitoring and Management 84
2.4.1 [04-01] Screening of Performance Operation Supervision Projects 84
2.4.2 [04-02] Screening and Review of Performance Operation Supervision Projects 90
2.4.3 [04-03] Performance Operation Supervision Project Filling 96
2.4.4 [04-04] Performance Operation Supervision Project Filling and Review 101
2.4.5 [UC-PA-04-05] Performance Target Inspection Registration 107
2.4.6 [04-06] Performance Objective Inspection Registration Review 114
2.5 Performance Evaluation Management 120
2.5.1 [UC-PA-05-01] Unit Performance Self Evaluation 121
2.5.2 [05-02] Unit Performance Self Evaluation Review 128
2.5.3 [05-03] Performance Task Filling 135
2.5.4 [05-04] Performance Task Filling Review 143
2.6 Application Management of Evaluation Results 149
2.6.1 [UC-PA-06-01] Problem Rectification Management 149
2.6.2 [UC-PA-06-02] Implementation and Management of Problem Rectification 156
2.6.3 [06-03] Confirmation of Problem Rectification Results 163
2.6.4 [06-04] Disclosure of Performance Evaluation Information 170
2.7 Performance Task Management 176
2.7.1 [07-01] Performance Task Management 176
2.8 Expert Database Management 188
2.8.1 [08-01] Expert Database Management 188
2.9 Intermediary Warehouse Management 198
2.9.1 [09-01] Intermediary Library Management 198
2.10 Expert Review Management 208
2.10.1 [10-01] Performance Expert Review 208
3 Other Requirements Description 216
3.1 Security Requirements 216
3.1.1 NFR-ZB-01-01: Encryption and Decryption Requirements 216
3.1.2 NFR-ZB-01-02: Data Storage Security (Backup/Recovery) 216
3.1.3 NFR-ZB-01-03: Identity authentication and logging 216
3.1.4 NFR-ZB-01-04: User Authorization and Authentication 216
3.1.5 NFR-ZB-01-05: Safety Isolation 216
3.2 Software Quality Requirements 216
3.2.1 NFR-ZB-02-01: Validity Requirements 217
3.2.2 NFR-ZB-02-02: Interoperability Requirements 217
3.2.3 NFR-ZB-02-03: Flexibility Requirements 217
3.2.4 NFR-ZB-02-04: Robustness Requirements 217
3.2.5 NFR-ZB-02-05: Availability Requirements 217
3.2.6 NFR-ZB-02-06: Maintainability Requirements 217
3.2.7 NFR-ZB-02-07: Reusability Requirements 218
3.3 System Operating Environment Requirements 218
3.3.1 NFR-ZB-03-01: Equipment and Network Environment Requirements 218
Introduction
Since 1998, the focus of China's fiscal reform has gradually shifted to the reform of the budget system. At this time, a new basic budget system has been preliminarily constructed with departmental budgeting, centralized treasury payments, government revenue and expenditure classification reform, and government procurement system as the pillars. However, it must be recognized that in terms of establishing a new budget management model, these achievements still belong to infrastructure construction, and the subsequent superstructure still needs to be built. Therefore, the academic community and decision-making departments in China are based in China and have a global perspective, gradually exploring the introduction of new budget concepts and budget management methods into practice.
Budget performance refers to the output and results achieved by budget funds. Budget performance management is an important component of government performance management, which is a budget management model guided by expenditure results. It strengthens the concept of government budget serving the people, emphasizes the responsibility and efficiency of budget expenditure, and requires more attention to the output and results of budget funds in the entire process of budget preparation, execution, and supervision. It requires government departments to continuously improve service levels and quality, spend as little money as possible, and do as many practical things as possible to provide more and better public products and services to the public, making government behavior more practical and efficient. Budget performance management, as an important means of promoting government efficiency construction, has received high attention from the Party and the government. It has been repeatedly emphasized to deepen the reform of the budget system, strengthen budget performance management, and improve the efficiency of the use of budget funds and government work. The Ministry of Finance vigorously promotes the entire process of budget performance management and has issued the "Guiding Opinions of the Ministry of Finance on Promoting Budget Performance Management" and the "Budget Performance Management Work Plan (2012-2015)" to achieve an organic combination of performance management and budget preparation, execution, and supervision.
Meanwhile, budget performance management is still in its early stages and there are some urgent issues that need to be addressed:
1. The entire process of budget performance management has just been implemented, and there has been no substantial breakthrough in performance target formulation. Budget arrangements and performance evaluation results cannot be organically combined, and the idea of "heavy allocation, light management, heavy expenditure, and light performance" still exists to a certain extent;
2. There is a relative lack of laws and regulations on performance, a unified work plan has not been formulated, the management system is still not sound, the relevant measures are not specific, detailed, or systematic, and the support for budget performance management is not strong;
3. The basic management work is relatively weak, and the indicator system, information system, personnel team, and professional performance evaluation institution construction are relatively lagging behind, which restricts the in-depth development of performance management work;
4. The performance evaluation subject is single, third-party evaluation is lacking, subjective evaluation is more frequent, accuracy is poor, and the credibility and authority of performance evaluation need to be improved;
Overall, there is still a certain gap between budget performance management and the requirements of the national government and the expectations of various sectors of society. In order to promote the standardization and scientificization of financial budget performance management, improve budget management level, enhance unit expenditure responsibility, improve public service quality, optimize public resource allocation, save public expenditure costs, and achieve an efficient management mechanism with clear rights and responsibilities, coordination and cooperation, and shared responsibilities between finance and budget departments (units), finance and business, it is urgent to establish a budget performance management information system. Through system construction, we will strengthen top-level design, enhance performance concepts, improve management quality, scientifically improve the evaluation index system and evaluation standard construction, integrate and analyze financial data more intelligently, standardize business operations more effectively, and provide technical support for comprehensive and scientific performance management of fiscal budgets.
1.1 Purpose of Writing
This document forms the requirement use case model and user interface model of the budget performance management system based on the business model described in the budget performance management business proposal. It provides a detailed explanation of the use case event flow and user interface requirements, and provides relevant information for the detailed design phase.
The expected readers of this manual are: requirement proposers, project managers, requirement analysts, system analysts, and software developers.
1.2 Document Agreements
The drawing style of the use case activity diagram, sequence diagram, and state diagram in this document is consistent with that of the business proposal.
The encoding format for system use cases is: 01-01
1.3 Business Terminology
1.3.1 Performance Objectives
The project performance goal is the output and effect that the budget department (unit) plans to achieve within a certain period of time using financial funds. The budget department (unit) should set project performance goals when applying for project approval; When applying for project budget, performance goals should be declared simultaneously according to regulations.
1.3.2 Performance operation monitoring (performance tracking)
Performance monitoring (performance tracking) is an important aspect of budget performance management throughout the entire process. The main body of budget performance management tracks the completion status of various related contents and target requirements of project management through dynamic or regular collection of project management information and project performance operation information based on undetermined project performance goals. Based on induction and analysis, it timely and systematically reflects the operation status and achievement degree of project performance goals in the budget execution process, corrects performance operation deviations, and promotes the achievement of project performance goals in management activities.
1.3.3 Performance evaluation
Performance evaluation is an important means of budget performance management throughout the entire process. The main body of budget performance management objectively and fairly evaluates the economic, efficiency, and effectiveness of fiscal expenditures based on the set performance goals, using scientific and reasonable performance evaluation indicators, standards, and methods.
1.3.3.1 Performance evaluation indicators
Performance evaluation indicators refer to assessment tools that measure the degree of achievement of performance goals.. The determination of performance evaluation indicators should follow the following principles:
1. Principle of relevance. It should be directly related to performance goals and appropriately reflect the degree of achievement of the goals.
2. Principle of importance. Priority should be given to using the core indicators that are most representative of the evaluation object and can best reflect the evaluation requirements.
3. Principle of comparability. Common performance evaluation indicators should be set for similar evaluation objects, so that the evaluation results can be compared with each other.
4. Systematic principle. Quantitative indicators should be combined with qualitative indicators to systematically reflect the social, economic, environmental, and sustainable impacts generated by fiscal expenditures.
5. Economic principle. It should be easy to understand, simple and practical, and the acquisition of data should consider practical conditions and operability, in line with the principle of cost-effectiveness.
1.3.3.2 Performance evaluation index standards
The performance evaluation index standard refers to the scale used to measure the degree of completion of financial expenditure performance targets. The selection of performance evaluation index standards adheres to the principles of objectivity, fairness, standardization, and effectiveness. Select different evaluation criteria based on the characteristics of the evaluation object. The performance evaluation index standards mainly include:
1. Planning standards, using predetermined goals, plans, budgets, quotas, and other data as evaluation criteria.
2. Industry standards, evaluation standards formulated based on industry indicator data published by the state.
3. Historical standards refer to evaluation standards developed based on historical data of similar indicators.
4. Other standards.
1.3.3.3 Performance evaluation methods
The methods of performance evaluation mainly include cost-benefit analysis, comparative analysis, factor analysis, minimum cost method, public evaluation method, and other evaluation methods. The selection of financial performance evaluation methods follows the principle of simplicity and effectiveness. According to the specific situation of the evaluation object, one or more methods are used for performance evaluation.
1. Cost benefit analysis method. The cost-benefit analysis method refers to the comparative analysis of expenditures and benefits over a certain period of time to evaluate the degree of achievement of performance goals. It is suitable for project performance evaluation where both costs and benefits can be accurately measured.
2. Comparative method. Comparative method refers to the comprehensive analysis of the degree of achievement of performance goals through the comparison of performance goals and implementation effects, historical and current situations, and similar expenditures in different departments and regions.
3. Factor analysis method. Factor analysis method refers to the comprehensive analysis of internal and external factors that affect the achievement and implementation of performance goals, and the evaluation of the degree of achievement of performance goals.
4. The lowest cost method. The lowest cost method refers to comparing the implementation costs of multiple similar objects with determined benefits but difficult to measure, and evaluating the degree of achievement of performance goals.
5. Public evaluation method. The public evaluation method refers to the evaluation of the effectiveness of fiscal expenditure through expert evaluation, public questionnaires, and sampling surveys, to evaluate the degree of achievement of performance goals.
6. Other evaluation methods.
2. System Use Case Analysis and Explanation
2.1 Basic Information Management
2.1.1 [01-01] Basic Data Management
Figure 2-1 Basic Data Management Use Case View
Role Description:
Use Cases for Role Description Execution
The operator maintains the entry, modification, and deletion of basic data
Table 2-1 List of System Role Description
Use case description:
Case Number Case Name Case Description
01-01 Basic Data Management Maintenance Basic data, which can be added, modified, deleted, and queried
Table 2-1-2 System Use Case List
2.1.1.1 Event Flow
2.1.1.1.1 Addition of indicator categories
Figure 2-1-2 Event Flow Diagram for Adding Use Cases to Basic Data
Abnormal event flow, abnormal operation location, abnormal description, and subsequent operation sequence number
Basic data save exception 5: Error message prompted when saving exception 4: Enter basic data
Table 2-1-3 List of Abnormal Event Flows
2.1.1.1.2 Basic data modification
Figure 2-1-3 Basic Data Modification Case Event Flow Diagram
Abnormal event flow, abnormal operation location, abnormal description, and subsequent operation sequence number
Basic data modification exception 6: Prompt error message when confirming save exception 5: Modify content
Table 2-1-4 List of Abnormal Event Flows
2.1.1.1.3 Basic data deletion
Figure 2-1-4 Event Flow Diagram of Basic Data Delete Case
Abnormal event flow, abnormal operation location, abnormal description, and subsequent operation sequence number
Basic data deletion exception 4: Error message prompted when deleting and saving exception 3: Select the record to be deleted
Table 2-1-5 List of Abnormal Event Flows
2.1.1.2 Special requirements
None.
2.1.1.3 Preconditions
1) Personnel with access to enter basic data must log in to the system correctly.
2) The input personnel have business element permissions.
2.1.1.4 Post conditions
1) After entering the basic data, it is in a pending state.
2.1.1.5 System constraints
1) When adding and saving basic data, check if all key elements have been correctly filled in, otherwise it cannot be saved.
2) When adding or modifying basic data, you can select the parent level and save it by level.
3) Cannot save when the required data item is empty.
2.1.1.6 Business data
Refer to the interface requirements section for data items;
2.1.1.7 Interface requirements
2.1.1.7.1 Interface Flow Diagram
2.1.1.7.2 Main interface
The interface description is as follows:
Button toolbar area:
#Button Function Description
1. New Open the Basic Data New Interface
2. Modify the pop-up basic data modification interface
3. Delete