Construction Plan for Budget Indicator Management Systemcatalogue1 Budget indicator management 51

Construction Plan for Budget Indicator Management System
catalogue
1 Budget indicator management 5
1.1 Business Description 5
1.2 Business Process 8
1.3 Functional Structure 8
1.4 Data Standardization Integration and Data Process Transformation 13
1.4.1 Interface Display and Input/Output Modification 13
1.4.2 Data Definition Design and Data Exchange Transformation 14
1.4.3 Synchronization of Basic Data and Platform 14
1.4.3.1 Functional Account Maintenance 14
1.4.3.2 Maintenance of Economic Subjects 16
1.4.3.3 Unit Information Maintenance 17
1.4.3.4 Project Category Maintenance 19
1.4.3.5 Maintenance of Fund Nature 20
1.4.3.6 Maintenance of Centralized Departments 22
1.4.4 Synchronization of Business Data and Platform and Process Transformation 23
1.4.4.1 Budget Control Number Import Indicator Management 23
1.4.4.2 Writing Indicator Data to the Platform 24
1.4.4.3 Plan and Payment Data Entry into Indicator System 24
1.5 Integration and Transformation to Support Centralized Deployment 24
1.5.1 Integration and Transformation with Portal 24
1.5.1.1 Users of this system maintain and manage uniformly through the portal 25
1.5.1.2 Implementation of Single Sign On through Portal 25
1.5.1.3 Integrating this system's to-do tasks through the platform 25
1.5.2 Database Deployment and Migration Renovation 25
1.6 Integrated Transformation Function Requirements and Preliminary Design 26
1.6.1 Transformation Content 26
1.6.2 Entering the Business Phase 27
1.6.3 New Indicators 28
1.6.4 Modifying Indicators 29
1.6.5 Deleting Indicators 29
1.6.6 Indicator Freeze 29
1.6.7 Index Thawing 29
1.6.8 Plan Import 29
1.6.9 Payment Import 29
1.6.10 Source of Adjustment Indicators 29
1.6.11 Special Business Processing 30
1.6.12 Revised and Approved Indicators 30
1.6.13 Indicator Source Redirection 30
1.6.14 Indicator Cancellation Review 30
1.6.15 Formal Indicator Switching 30
1.6.16 Renovation Plan 31
1.7 New Business Requirements and Preliminary Design 38
1.7.1 Automatic generation of indicator question marks 38
1.7.2 Add indicator distribution function 38
1.7.3 Adding filter conditions for indicators 40
1.7.4 Modifying Existing Project Selection Methods 40
1.7.5 Text Import Indicator Optimization 41
1.7.6 Indicator Query Support Right Click Refresh 41
1.7.7 Add sorting method for indicator management interface 41
1.7.8 Requirements related to indicator interface operation 42
1.7.9 Indicator Import Interface Related 43
1.7.10 Indicator Automatic Production Plan 44
1.7.11 Requirements related to indicator review 45
1.7.12 Indicator Extension Usage Direction 45
1.7.13 Indicator Extension Document Nature 46
1.7.14 Batch production of indicators with multiple sources added 46
1.7.15 Indicator caliber management 47
1.7.16 Project Management Added Auxiliary Information Entry 50
1.7.17 Imported indicators support automatic allocation 51
1.7.18 Extension Field Inheritance and Modification Control Issues 51
1 Budget indicator management
1.1 Business Description
Indicator management is a continuation of budgeting, formerly known as budget adjustment, and can also be included in the scope of budget management in business division. As indicator management is the starting point of the entire budget execution business, it is the initial indicator control basis for each budget unit to use fiscal funds, such as submitting departmental budgets, receiving payment plans, and actual/centralized payments. It is now customary to include it in the scope of budget execution.
The main content of indicator management is:
Management of control indicators at the beginning of the year
The annual budget indicators need to be approved by the National People's Congress before they can be officially issued, and the National People's Congress usually holds meetings in March and April. From the beginning of the year until the National People's Congress approves the indicators, budget units also need to use funds. In order to ensure that the units can use funds normally before the official indicators are issued, a control indicator for the beginning of this year needs to be determined based on the budget indicators and usage situation of the units using funds from the previous year, to control the amount and progress of the units using funds at the beginning of the year.
Due to the short duration of using control indicators at the beginning of the year, and the main purpose of preparing control indicators at the beginning of the year is to ensure the basic expenditure of the budget unit at the beginning of the year, the control indicators at the beginning of the year are mainly composed of personnel and public indicators. Although the control number at the beginning of the year has no legal effect and the data is not comprehensive, it still needs to be managed. If there are abnormal situations during the allocation process at the beginning of the year, or if the official indicators issued are inconsistent with the original control number at the beginning of the year in terms of budget accounts, types, etc., the reasons for the errors can be found based on the retained control number at the beginning of the year, and it can also serve as the original basis for indicator error changes.
Management of departmental budget indicators
For departmental budgets approved by the National People's Congress, the finance department needs to organize and archive them, draft formal documents, and distribute them to the budget units under its jurisdiction.
After issuing the department budget, in the process of indicator execution, the department budget will replace the control number at the beginning of the year to monitor the use of budget unit funds. In specific execution, certain detailed and small expenditure indicators need to be merged and executed (for example, in personnel expenses, the department budget is subdivided into basic expenses, allowances, bonuses, welfare fees, social security fees, etc., but only major items such as personnel expenses and unified salary are merged during execution).
In the process of implementing indicators, it is basically achieved that budget units must have indicators in order to use funds, the actual amount used cannot exceed the indicators, and the use of funds must be dedicated and cannot be diverted for other purposes. Once there is inconsistency in the use of funds, the finance department can verify the departmental budget with the budget unit based on the retained original data.
Management of additional indicators by superiors
Except for the central finance, all levels of finance need to receive additional budget indicators from higher-level finance during the annual expenditure process. For these additional indicators, it is necessary to save the formal issuance documents and make detailed records in order to verify the status of the additional indicators with the higher-level finance.
Some of the indicators added by superiors may need to be refined, and the process of refining indicators also needs to be recorded in detail to correspond with the execution of the indicators.
Management of adding subordinate indicators
At the beginning of the year, in addition to preparing the income and expenditure situation of the local financial budget, the departmental budget also includes special funds for lower level governments. These special fund indicators are rough data at the beginning of the year. During the process of using funds, these indicators need to be detailed and the scope of fund use needs to be confirmed. At the same time, a formal document is formed and distributed to lower level governments as additional budget indicators for lower level governments. For these indicators, it is necessary to record the refinement trend of each indicator and record the relevant issuance documents, so that the lower level finance can verify the situation of additional indicators
Special pending indicator management
At the beginning of the year, the department budget includes some rough budget indicators that are not clearly defined to the budget unit or to the underlying accounts. These indicators are called pending indicators and are generally special indicators. Before actual allocation of funds, it is necessary to allocate and refine these indicators, clarifying the budget unit, budget subjects, and determined projects to be used. After refining the indicators, a formal document will be formed and distributed to the budget unit, with additional budget indicators for the budget unit. For these indicators, it is necessary to record the refinement trend of each indicator and record the relevant issuance documents, so that the budget unit can verify the situation of additional indicators.
Adjustment and management of indicators
In the process of departmental budget execution, it is inevitable that there will be adjustments to indicators, mainly due to the following reasons: (1) errors in the preparation of indicators at the beginning of the year due to factors such as not considering comprehensiveness and errors in the work of business personnel; (2) During the execution process, there may be some special circumstances (such as adjusting accounts, insufficient budget funds at the beginning of the year, and adjustments between special funds) that require adjustments to these indicators based on the departmental budget at the beginning of the year; (3) Inconsistencies between the control amount at the beginning of the year and the official departmental budget indicators issued, as well as errors in fund execution.
The adjustment of indicators is related to the subsequent allocation situation, so it is necessary to record the situation of each adjustment of indicators as the original basis for expenditure adjustments. These adjustments can also provide necessary reference for the next year's budget preparation.
Indicator transfer (year-end indicator processing)
At the end of the year, based on the actual allocation data of this year, the remaining situation of the statistical indicators will be reported to the leadership indicators, and the direction and year-end processing method of the remaining indicators will be determined.
The year-end indicators are divided into the following states:
(1) Overallocation indicators
In general, it is not allowed to exceed the quota. Once the quota is exceeded due to work negligence or other special circumstances, it must be leveled during the year-end quota processing.
(2) Metrics for completion of execution
This type of indicator will not be further processed at the end of the year.
Indicator account management (inquiry, verification)
Record all types of indicators and their adjustments and changes to form a detailed budget indicator ledger (some items can be extracted to form a separate indicator ledger, such as the "Basic Construction Project Indicator Ledger"). The formed indicator account needs to be reconciled multiple times from multiple parties. Multiple reconciliations (conducted regularly or irregularly) can promptly detect anomalies in the issued indicators and make timely corrections. Multi party reconciliations (with each level of finance and superior finance, budget departments and other responsible business departments, and local finance and subordinate finance separately verifying the indicator accounts) can ensure data consistency and check whether there are omissions, duplicates, errors, and other situations in the indicators.
The indicator management department regularly (usually monthly) provides the verified and correct indicators to the fund disbursement department to ensure the correctness of the indicators during the execution process.
The verification of indicator accounts can ensure the timeliness and accuracy of fiscal fund disbursement, and fully record the changes in annual indicators throughout the year, laying a solid foundation for more accurate departmental budget preparation and more timely and accurate fiscal fund disbursement in the next year.
Tracking and statistics of indicator execution
The indicator management department needs to monitor the allocation of funds during the indicator execution process, track the execution process of each budget indicator, and make overall indicator adjustments based on the execution dynamics of the indicators to achieve control over the entire budget financial resources. Therefore, timely statistical verification of the implementation of indicators is an essential task.
1.2 Business Process
1.3 Functional structure
The following table shows the functional structure of indicator management.
Number Function Name Remarks
1 System settings
1.1 Definition of indicator documents
1.1.1 Print Settings
1.1.2 Filtering conditions
1.1.3 Implied Documents
1.2 Definition of Appropriation Documents
1.2.1 Print Settings
1.3 Definition of Common Phrases
1.4 Basic Information Management
1.4.1 Source Type Definition
1.4.2 Definition of payment methods
1.4.3 Project Category Definition
1.4.4 Project Definition
1.4.5 Unit Information Maintenance
1.4.6 Unit Account Maintenance
1.4.7 Bank Information Maintenance
1.4.8 Subject Definition
1.4.9 Economic classification
1.4.10 Nature of Funds
1.5 Security Management
1.5.1 User Unit Management
1.5.2 Common Unit Settings
1.5.3 Document Type Permissions
1.5.4 Indicator Amount Authorization
1.5.5 User Authorization
1.5.6 Data Lock Management
1.6 Legitimacy maintenance
1.6.1 Departmental units
1.6.2 Department subjects
1.6.3 Department unit subjects
1.6.4 Types of Department Sources
1.6.5 Source types of departments and units
1.6.6 Department projects
1.6.7 Department unit projects
1.6.8 Indicator Document Unit
1.7 Other Settings
1.7.1 Definition of indicator hierarchy
1.7.2 Indicator Extension Field Management
1.7.3 Document numbering rule settings
1.7.3.1 Numbering rules for indicator sheets
1.7.3.2 Allocation Order Numbering Rules
1.7.4 Write-off Order Setting
1.7.5 Indicator Element Display Settings
1.7.6 Message mechanism settings
1.7.7 Other message settings
1.7.8 Management of Public Statistical Standards
1.7.9 Private statistical caliber management
2 Budget conversion indicators
2.1 Budget Data Import
2.1.1 Importing Basic Information
2.1.2 Setting Correspondence Relationships
2.1.3 Set import method
2.1.4 Importing Department Budget Data
2.2 Budget Project Modification
2.2.1 Modifying Project Information
2.2.2 Merge budget items
2.2.3 Split Project
2.2.4 Viewing Original Budget Data
2.3 Generate temporary data for indicators
2.3.1 Set import method
2.3.2 Setting Fund Source Combination Methods
2.3.3 Set Source Type Corresponding Project+Fund Combination Method
2.3.4 Government Procurement Payment Method Setting
2.3.5 Set Payment Method Corresponding to Project+Fund Combination Method
2.3.6 Generate temporary data for indicators
2.4 Generate indicator documents
2.4.1 Setting Indicator Document Types
2.4.2 Generate indicator documents
2.4.3 Input Document Number Remarks
2.4.4 Recovery indicators
2.4.5 Temporary data for external import indicators
2.4.6 Merge indicator data
2.5 Draft Budget View
3 Indicator Management
3.1 Index caliber details query
3.2 Summary Query of Indicator Calibers
3.3 Query Indicators by Project
3.4 Query of Index Details Corresponding to Calibers
3.5 Index caliber classification query
3.6 Indicator buffer processing
3.7 Control of indicator element display sequence
3.8 Indicator Extension Field Display Control
3.9 Indicator Document Maintenance
3.9.1 Input of indicator document content
3.9.2 Input of indicator details
3.9.3 Hidden Document Processing
3.9.4 Extension Field Content Editing
3.9.5 Source Indicator Query
3.9.6 Batch Input of Indicators
3.9.7 Processing of New Projects
3.9.8 Automatic Allocation Information Entry
3.9.9 Extension Field Entry Processing
3.9.10 Source of Indicator Redefinition
3.10 Special modifications to indicators
3.10.1 Special Modification Query of Indicators
3.10.2 Special modifications to indicator details
3.10.3 Special modifications to indicator documents
3.10.4 Special Modification Log for Indicators
3.11 Management of Original Indicators
3.12.1 Index Original Query
3.12.2 Maintenance of original indicators
4 Data Review
4.1 Audit Definition
4.1.1 Definition of audit steps
4.1.2 Definition of audit conditions
4.1.2 Step Data Copying
4.2 Indicator Review
4.2.1 Viewing Original Documents
4.2.2 Viewing Source and Destination
4.2.3 Concise review
4.2.4 Adjustment Review Steps
4.2.5 View Document Description