Government Performance Management Implementation Plan
Part 1: Government Performance Management Implementation Plan
In order to thoroughly implement the scientific development concept, accelerate the transformation of government functions and management innovation, and ensure that the county's objectives and tasks and the provincial government performance management pilot tasks are successfully completed, in accordance with the Provincial Opinions on Piloting Government Performance Management, The city's "Notice on Establishing a Joint Meeting of Government Performance Management Work" file requirements, combined with the actual situation of our county, to develop this program.
First, the guiding ideology
Guided by Deng Xiaoping Theory and the important thinking of the 'Three Represents', we will thoroughly implement the scientific development concept, closely focus on the goals and tasks set by the county party committee and the county government, and aim to deepen the management system reform to accelerate development and improve efficiency. The line will further promote government performance management, promote departments and units to improve their work style, take the initiative, pay attention to actual results, continuously improve their execution and credibility, and create a good development environment for the county's economic and social development.
Second, organizational leadership
In order to ensure the effectiveness of government performance management, the county government's performance management work leading group was established. The county party committee member and executive deputy head of the county, Feng Liye, the leader of the county party committee, the county party committee member and organization minister Zhong Yahui, the county party committee member and the county disciplinary committee secretary Wang Jianhua. Deputy team leader, county party committee office, county government office, county party committee organization department, county supervision bureau, county editorial office, county development and reform bureau, county finance bureau, county people's social bureau, county labor bureau, county audit bureau, county statistical bureau, county The Legal Affairs Office is a member unit. The leading group has an office, and the director of the office is concurrently appointed by the deputy secretary of the county disciplinary committee and the director of the county supervision bureau, Liu Guisuo. The Performance Office undertakes daily work.
Third, the scope of performance management
The target of implementing government performance management is the township and township governments, and the county government's work departments and institutions total 48. Performance management objects are divided into two categories: undertaking daily work and undertaking restoration of the ancient city.
Performance management object that undertakes daily work
1. Township and town governments: 7 townships such as Nanniu Township, Xinchengpu Town, Xiping Lexiang, Xin'an Town, Nanlou Township, Quyangqiao Township, and North Morning Township.
2. County government work departments and units: County Government Office, China Merchants Bureau, Industrial and Commercial Bureau, Water Affairs Bureau, Agriculture and Animal Husbandry Bureau, Animal Husbandry and Fisheries Center, Agricultural Machinery Management Center, Forestry Bureau, Commerce Bureau, Agricultural Development Office, Marketing Office, Supply and Marketing Corporation , Education Bureau, Science and Technology Bureau, Civil Affairs Bureau, Human Resources and Social Security Bureau, Finance Bureau, Social Security Bureau, Medical Insurance Center, Employment Bureau, Mine Management Office, Wenguang New Bureau, Health Bureau, Family Planning Bureau, Statistics Bureau, Public Security Bureau, Judicial Bureau, 32 departments and units such as the Environmental Protection Bureau, the Audit Bureau, the Food and Drug Administration, the Safety Supervision Bureau, and the County Administrative Service Center.
Performance management object that undertakes the restoration work of the ancient city
9 units including Planning Sub-bureau, Land and Resources Bureau, Housing Construction Bureau, Development and Reform Bureau, Cultural Management Bureau, Urban Management Bureau, Transportation Bureau, Zhengding Town, and Urban Sub-district Office.
Fourth, performance management content and indicator settings
The setting of the assessment indicators for the daily work performance management object.
1. The setting of assessment targets for township and town governments. The indicator is set to a three-level system, and the first-level indicator is two: economic development and social livelihood.
2. The setting of the county government's work department and unit goals. The indicator is set to a three-level system, and the first-level indicator is three: economic development, business work, and optimal development environment work.
The setting of the evaluation indicators for the performance management object of the restoration of the ancient city style.
The indicator is set to a three-level system, and the first-level indicator is one: the restoration of the ancient city style.
V. Performance indicator evaluation and score
Evaluation of indicators for undertaking daily work in towns and villages.
The combination of qualitative and quantitative methods is used to implement the percentage system assessment, which is carried out by means of indicator evaluation and leadership evaluation.
1. Indicator evaluation. The quantified index is taken as the standard value, and the full score of the standard value is reached and exceeded, and the value below the standard value is converted according to the actual completion ratio.
2. Leadership assessment. The specific scores shall be set. The main leaders of the county party committee and the county government shall sub-contract the leaders of the four townships and towns to score the evaluation objectives of the performance management units.
Indicator assessments and leadership assessments are divided into mid-term assessments and year-end assessments. The weights are all 50%.
Assess the indicators of the daily work departments and units.
The method of combining qualitative and quantitative methods is adopted to carry out the evaluation of the percentage system, and comprehensively using indicators evaluation, public evaluation, and leadership evaluation.
1. Indicator evaluation. The quantified index is taken as the standard value, and the full score of the standard value is reached and exceeded, and the value below the standard value is converted according to the actual completion ratio.
2. Public assessment. Each quarterly assessment, the results of different satisfaction surveys are graded, each grade corresponds to a different score, and the subjective evaluation is converted into a quantitative score. The weights are both 25%.
3. Leadership assessment. The specific scores shall be set, and the main leaders of the county party committee and the county government and the leaders in charge of the county shall score the evaluation objectives of the performance management units.
Indicator assessments and leadership assessments are divided into mid-term assessments and year-end assessments. The weights are all 50%.
Evaluation of the indicators for the performance management objectives of the restoration of the ancient city style.
The combination of qualitative and quantitative methods is used to implement the percentage system assessment, which is carried out by means of indicator evaluation and leadership evaluation.
1. Indicator evaluation. The quantified index is taken as the standard value, and the full score of the standard value is reached and exceeded, and the value below the standard value is converted according to the actual completion ratio.
2. Leadership assessment. Set specific scores, and the leaders of the county party committee and county government and the leaders of the restoration of the ancient city style will score the work done by the department.
The indicator assessment and leadership assessment are evaluated monthly.
Evaluation plus or minus
1, plus points. Due to outstanding work performance, it was commended by the municipal party committee, the municipal government, the provincial party committee, the provincial government, or the party Central Committee and the State Council, or as a typical promotion, with 2, 3, and 4 points respectively; by the department of our city, the department of our province or the ministry of the State Council For the commendation, add 1, 2, and 3 points respectively; other work has outstanding contributions and high social recognition, and it is decided by the county party committee and county government to give extra points. The accumulated points for each unit shall not exceed 4 points. The bonus points are based on official files, certificates, etc., and are provided by the assessed unit, and are awarded points.
2, minus points. Due to lack of work, the province, city, and county have been criticized by the provincial, municipal, and county authorities for deducting 2, 1, and 0.5 points respectively; for the damage to the development of environmental problems, they have been detained and reported for 0.5 points; if the team members are subject to party and political discipline, 1 point is deducted. , subject to administrative accountability deducted 0.5 points; each unit accumulated deduction of no more than 4 points.
Assessment plus or minus points are applicable to townships, departments and units that undertake daily work.
Summary of the evaluation results
overall ratings
1. Calculation method for township comprehensive scores for daily work: comprehensive score = indicator evaluation score + leadership evaluation score +-.
2. The calculation method for the comprehensive scores of departments and units undertaking daily work: comprehensive score = index evaluation score + public evaluation score + leadership evaluation score +-.
3. The comprehensive score calculation method for the department responsible for the recovery of the ancient city features: comprehensive score = indicator evaluation score + leadership evaluation score.
Evaluation grade
1. The performance management object evaluation grades that undertake daily work are divided into three grades: advanced, qualified, and unqualified. The advanced rankings are determined by 25% of the number of units to be evaluated. The advanced evaluation scores of departments and units must be above 90 points and determined according to the comprehensive score from high to low. Among them, 7 performance management advanced units were selected in 7 townships and towns; 8 performance management advanced units were selected in 32 daily work performance management departments and units. The evaluation grades of townships and departments that undertake the restoration work of the ancient city are divided into three grades: advanced, qualified and unqualified. The advanced grades take 3-5, the advanced unit score must be above 95, and the comprehensive score is determined from high to low.
A unit that has one of the following circumstances cancels the pre-qualification: a major production safety accident occurs; a comprehensive warning of social security has a yellow card warning or a one-vote veto; and a member of the team has a corruption case.
2. The qualified unit with a score of 60 or more is a qualified unit;
3. In case of any of the following circumstances, it is a non-conforming unit: the comprehensive score is below 60 points; due to work loss and dereliction of duty, causing major losses and adverse effects, the county performance management agency studies and reports to the county party committee and county government main leaders for validation and determination. To be unqualified.
Regular summary
Townships, departments and units of performance management shall report the completion of indicators to the county performance office every month, and the county performance office shall organize and summarize them in time.
VII. Application of assessment results
1. For the advanced townships, departments and units, the county party committee and the county government shall commend them, and at the same time reward the units for one month's salary, and the reward funds shall be raised by the unit. For those who have taken the key work to obtain advanced units, they will be rewarded on the basis of rewarding one month's salary. For the unqualified units, the county party committee and the county government give criticism.
2. For the comprehensive scores of townships, departments and units undertaking daily work below 60 points and the last three, the county performance office will copy the relevant departments according to the cadre management permission.
3. For those who are seriously dereliction of duty, dereliction of duty and cause significant losses or adverse effects, the supervisory organ of the County Commission for Discipline Inspection shall investigate the responsibility in accordance with relevant regulations.
4. The comprehensive score will be reported within a certain range. At the same time, the performance office will feedback the evaluation results to all units and make suggestions. According to the evaluation results, all units should find out the main problems and weak links in the work and continuously improve the work.
4. The evaluation results are copied to the county assessment office as an important basis for the promotion and use of cadres.
5. All units shall publicize the results of the evaluation of the personnel of the unit, and report the results to the County Performance Office and the Human Resources and Social Security Bureau.
Eight, work requirements
Attach great importance to and enhance the responsibility of the main body. The task of government performance management is heavy and difficult. It is necessary to strengthen leadership, dare to innovate, and implement it. The departments and units that implement government performance management must strengthen organizational leadership, the main leaders are responsible for overall responsibility, and the responsible leaders and relevant departments are responsible for ensuring the smooth implementation of performance management and achieving practical results.
Strengthen measures to improve management. It is necessary to combine the performance of this unit and the system, improve the performance management system, implement performance responsibility, strengthen performance awareness, and implement performance management as a basic system of administrative management, implement it into various internal institutions and specific posts, and continuously improve the performance management level. The performance management unit should adopt the advanced management methods such as fingerprint attendance machine to further strictly implement the commuting system, and start from the work style and work discipline to further improve the performance management level. The county administrative efficiency center should increase the frequency and intensity of inspections, and regularly strengthen inspections of various units, especially performance management units, on a regular basis. Once found, severe accountability.
We will pay close attention to implementation and proceed in a steady and orderly manner. The performance management unit should conscientiously study the spirit of performance management work, and promptly formulate the work plan and assessment indicators of the unit, and report to the county performance office within 7 working days under the “implementation plan”. According to the evaluation index system, combined with the actual work, the performance plan of the department and the unit should be formulated, and the requirements, work measures, time schedules and division of responsibilities should be clearly defined, so that the daily assessment, the stage evaluation and the use of the results can be followed. Responsible units of each data collection should conduct a good assessment of the indicators of each unit in a scientific and rigorous manner, strictly check relevant data and ensure that the data is true, objective, timely and accurate. It is necessary to strengthen publicity and mobilization and education, guide all units and their staff to establish performance concepts, and strive to create a strong atmosphere for government performance management.
Part 2: Government Performance Management Implementation Plan
In order to conscientiously implement the spirit of the Notice of the People's Government of the Autonomous Region on Printing and Distributing the Implementation Plan of the Pilot Work of the Government Performance Management, the pilot work of the government performance management will be fully implemented, and this plan will be formulated in conjunction with the actual situation.
First, the guiding ideology
Guided by Deng Xiaoping Theory and the important thinking of the "Three Represents", we will thoroughly implement the scientific development concept and focus on promoting the leap-forward development of Xinjiang and the long-term stability and long-term strategic tasks, with the core of improving administrative management and enhancing government execution and credibility. Actively explore effective ways and means of government performance management, build a scientific government performance evaluation system and evaluation results application mechanism, further standardize administrative management, improve administrative efficiency, and promote "Xinjiang efficiency" and "Xinjiang spirit". We will work hard to build a service government, a responsible government, a government under the rule of law, and a clean government. We will provide services to protect the county's “five centers, two bases, and one city” and take the lead in achieving the goal of “three transformations”.
Second, the basic principles
Adhere to the eclecticism, reform and innovation, take the lead in the overall and division of labor, steadily advance, step by step implementation, overall consideration and focus on the principle of emphasis;
Adhere to the principles of openness, fairness, fairness and popular recognition;
Adhere to the combination of qualitative assessment and quantitative assessment; adhere to the advantages of excellence, governance, and punishment; adhere to the principles of scientific, rational, guiding and operational, and continuously improve the work.
Third, the overall goal
Through the pilot work of government performance management, establish a basic framework of government performance management from horizontal to vertical and vertical to point, initially form the leadership system and working mechanism of performance management, establish and improve the government performance management system, and build a government overall performance management system to accumulate Performance management experience promotes the improvement of government administrative efficiency and promotes economic and social development by leaps and bounds.
Fourth, the scope of performance management
The township people's government, the county government committees, offices, bureaus, directly affiliated institutions, district and county units, financial institutions and townships, county government departments, district and county units, financial institutions, departments and stations Civil servants and career staff.
Fifth, performance management content
Improve the performance management system
1. Improve the "four-level" performance management system. “Level 1” performance management, namely: self-management assessment of the county people's government, the county people's government shall formulate the management assessment method for the deputy magistrate, and do a good job in organizing and implementing; “secondary” performance management, namely: the county people's government to the township people's government and The county government's departmental units, district and county units, and financial institutions shall be assessed. Among them, the township and town's annual performance appraisal management methods and assessment rules shall be formulated and organized by the county supervision office; the county government departments and districts and districts shall be stationed in the county. The county inspection bureau shall be responsible for the formulation and organization of the annual assessment management measures and evaluation rules for units and financial institutions. "Three-level" performance management, that is, the township people's government and the county government departments, district and county units, financial institutions, their subordinate departments, bureaus, offices, teams, offices, offices management assessment, by the township people's government and county The government departments, district and county units, financial institutions and township people's governments respectively study and formulate the performance appraisal management methods and appraisal rules of their own departments, bureaus, institutes, teams, offices and offices, and do a good job in organizing implementation. "Four-level" performance management, namely: the management assessment of the units and subordinate units cadres of the township people's government and the county government departments, district and county units, and financial institutions. In accordance with the requirements of the personnel department, the township people's government and the county government's departmental units, district and county units, financial institutions, and township people's governments shall separately study and formulate the performance appraisal management measures and evaluation rules for their cadres, and do a good job in organizing implementation.
2. Improve the special performance management system. Special performance management, that is: for the performance management of major projects and counterparts in the project construction units, the Development and Reform Commission shall formulate special performance appraisal management methods and appraisal rules, and do a good job in organization and implementation.
Scientific setting of performance management indicators
1. Indicators for “level 1” performance management. It is determined by the county people's government according to the requirements of the performance management of the Changji Prefecture People's Government.
2. "Secondary" performance management indicators. The indicators of the performance management of the departmental units, district and county units, and financial institutions of the county government include: the annual overall key work indicators, that is, the key work of the county party committee and county people's government to the department, listed by the assessed unit. -3 items; the annual target task indicators are listed by the assessed units according to their job responsibilities and annual work goals. The indicators of institutional work efficiency include administrative administration, public service, agency efficiency, clean government construction, and team building. The indicators are determined by the Office of the Performance Management Leading Group of the County People's Government; public appraisal; special performance appraisal.
The performance management indicators of the township people's government include: annual overall key work, determined according to the annual key work of the county party committee and the government; economic development indicators, mainly including the construction of agricultural and livestock product bases, efficient water saving and facility agriculture, science and technology, agriculture, industrial management, Indicators for project construction, investment promotion, income increase for farmers and herdsmen; social development indicators, including indicators for housing and enriching the population, setting up employment, enrollment, employment, informationization, urbanization, population and family planning, and environmental protection; public management The service indicators mainly include indicators such as basic medical and public health, rural social security system construction, culture and sports, comprehensive social security management and social stability; indicators of institutional work efficiency, mainly including administration by law, efficiency of institutions, construction of clean government, and team building Other indicators; special performance appraisal; public comment.
3. “Three-level” performance appraisal management indicators. While inheriting the past mature performance appraisal practices and experiences, the “second-level” units will formulate assessment indicators for “three levels” according to the following assessment contents, and may also be refined and quantified according to actual conditions. It mainly includes the annual overall key work indicators, which are determined according to the annual key work of the township people's government and government departments, district and county units, and financial institutions; the annual target task indicators are determined by the assessed units according to their job responsibilities and annual work goals. Listed 1 to 6; indicators of institutional work efficiency, mainly including indicators of law administration, fair law enforcement, work efficiency, clean government construction, team building, etc.; public comment.
4. “Four-level” performance appraisal management indicators. According to the requirements of the personnel department, the “second-level” units set the “four-level” assessment indicators according to the following contents, including: comprehensive indicators, post-target and task indicators, work efficiency construction indicators, and public comments.
5. Special performance management indicators. Mainly include: project decision indicators, project approval permit indicators, bidding indicators, engineering construction management indicators, project quality supervision indicators, safety production supervision indicators, project fund supervision indicators, project audit supervision indicators, integrity construction indicators, project progress indicators, the public Comment.
Standardized performance appraisal management method
1. Standardize the “four-level” performance appraisal management measures. Performance appraisal score = key assessment score × 90% + public review score × 10% -. The assessment management methods include:
Self-check summary. According to the performance appraisal management methods and appraisal rules at all levels, the “four-level” performance appraisal unit conducts self-examination and self-assessment every six months to form a self-examination and self-assessment report, which reports to the first-level performance before July 10 and December 15, respectively. do.
Visit the verification. The County Efficiency Office shall formulate work plans for the inspection and verification of the township and county government departments, district and county units, and financial institutions, and cooperate with the supervision office and the legal office to conduct sound and unscheduled visits, inspections, and on-site investigations. The performance management operation mechanism, strengthening the style of work, standardizing the operation of administrative power, improving the efficiency of administrative affairs, promoting the openness of administrative affairs, and handling efficiency complaints were investigated and verified, and an annual performance ledger was established. The departments and units of the township and county governments, the district and county units, and financial institutions shall also formulate work plans for the inspection and verification of the next level, and do a good job in organizing implementation. The inspection and verification shall be carried out by deducting points, and the deduction shall not exceed 2 points.
Concentrated assessment. Conduct centralized assessment according to the responsibilities of the “four-level” management system. The centralized assessment is carried out according to the semi-annual evaluation and the final evaluation at the end of the year. The centralized assessment score accounts for 90% of the total assessment scores. Among them, the semi-annual assessment accounts for 30% of the centralized assessment scores, and the year-end total assessment accounts for 60% of the centralized assessment scores. The data collected in the centralized assessment shall be collected by the County Statistics Bureau, the Finance Bureau, the National Development and Reform Commission, the Construction Bureau, the Education Bureau, the Environmental Protection Bureau, the National Statistics Bureau, the Qitai Investigation Team, the Personnel Bureau, the Local Taxation Bureau, the Health Bureau, the Economic and Trade Commission, the Science and Technology Bureau, and the Family Planning Commission. , Comprehensive Management Office, Culture and Sports Bureau, Safety Supervision Bureau, Letters and Calls Bureau, Legal Affairs Office, Court, Procuratorate, Supervision Bureau, Quality Supervision Bureau, Transportation Bureau, Agriculture Bureau, Forestry Bureau, Industry and Commerce Bureau, Agricultural Machinery Bureau, Animal Husbandry Bureau, Water Resources Bureau, Civil Administration Provided by the bureau, the Disabled Persons' Federation and other units.
Public comment. The County Statistics Bureau shall formulate the implementation plan for the performance management of the township and county government departments, district and county units, and financial institutions, and cooperate with the county performance office and the agricultural team before November 15 to the township and county government departments. The state and county units and financial institutions' performance statistics were organized for public comment. The township and town appraisal targets are the leaders of the four groups of the county, the representatives of the county township people's congress, the county CPPCC members, the township party and party members, the village "two committees", the station directors, the government officials, and representatives from all walks of life. The appraisal objects of the county government departments, district and county units, and financial institutions are the leaders of the four groups of the county, the representatives of the county and county people's congresses, the members of the county and county CPPCC, the main leaders of the county departments, the main leaders of the district and county units, and the financial institutions. The main leaders of the organization, county rectification evaluators, performance construction supervisors, corporate legal representative, urban resident representatives. It mainly reviews the implementation of policies, performance status, clean government construction, service quality, and open government affairs of the township and county government departments. The departments and units of the township and county governments, district and county units, and financial institutions shall also formulate implementation plans for the next level of performance management public review, and organize implementation before November 15. The public comment scores accounted for 10% of the total score.
Complaints are investigated. The County Efficiency Office shall formulate a method for deducting points for the effectiveness of complaints and investigations, and investigate and verify the problems reflected by the grassroots and public complaints. The departments and units of the township and county governments, the district and county units, and financial institutions shall also formulate measures for deducting points for performance complaints and investigations, and do a good job in organizing implementation. The investigation and handling of complaints shall be carried out under the deduction system, and the deduction shall not exceed 2 points. The method for deducting points for complaints and investigations shall be formulated by the performance offices at all levels.
2. Standardize the management measures for special performance appraisal. Performance appraisal score = tracking supervision score × 80% + public comment score × 10% + performance appraisal score × 10%. The assessment management methods include:
Self-check summary. The project lead unit will conduct a self-examination once a month from the implementation of the project, based on the performance management of the counterpart aid work and the performance management measures and evaluation rules of the major projects, and form a self-assessment report in writing and report it to the NDRC.
Follow up on the inspection. The National Development and Reform Commission establishes major projects and counterparts for aid projects in Xinjiang, clarifying investment projects, investment quantities, time nodes, and division of responsibilities. It will conduct monthly follow-up inspections on projects included in the special performance appraisal management accounts with relevant departments to form an inspection. Inform, fill out the supervision notice, follow up and supervise the problems in the project performance management, and the project lead unit shall, according to the requirements of the NDRC supervision notice, establish a rectification account and rectify within a time limit. The tracking supervision score accounts for 80% of the total score.
Public comment. In 20XX, the county performance office and the National Development and Reform Commission organized the counterpart Xinjiang headquarters and the beneficiaries to review the project lead units and completed livelihood projects, and timely report the results to relevant departments. The coverage of the review will be gradually expanded from 20XX. The public comment scores accounted for 10% of the total score.
Performance audit. In 20XX, the audit bureau conducted performance audits on completed livelihood projects and timely reported the audit results to relevant departments. The scope of audit coverage will be gradually expanded from 20XX. The performance audit scores accounted for 10% of the total score.
Scientifically determine the performance management evaluation
1. “Four-level” performance appraisal management and other sub-division and scoring methods. The “four-level” performance management assessment is divided into the evaluation of the unit and the assessment of the cadres. Among them, the assessment of the unit is excellent, good, qualified, and unqualified; the assessment of the cadres is: Excellent, competent, basic, and incompetent. For the determination of the unit assessment, the point segmentation method is adopted, that is, the score of the performance management assessment reaches 90% of the total score is excellent, and the unit with the score of 80-89% of the score is good, and the score of the assessment reaches 70%. - 79% of the units are qualified, and the scores of the assessment scores below 70% of the total are unqualified. The “four-level” assessment was conducted under the guidance of the personnel department.
2. Special performance appraisal management and other sub-division and scoring methods. The performance evaluation of special performance is divided into advanced, good, general and poor, and the assessment is equal. The integral segmentation method is adopted, that is, the unit whose performance management assessment score reaches 90% or more is advanced, and the score of the assessment reaches the total score. 80-90% of the units are good, the units with an assessment score of 70-79% of the total score are general, and the units with an assessment score of less than 70% of the total score are poor. The special performance appraisal scores account for 10% of the performance appraisal scores of the township, county government departments, district and county units, and financial institutions. If you get "excellent" in the special assessment and other times, the total score of the unit performance appraisal is calculated according to the score of 10%; if it is "good" in the special appraisal, the unit performance is included in the score of 8-9%. The total score of the assessment; if the "general" is obtained in the special assessment, the total score of the performance appraisal is calculated according to the score of 5-6%; if it is assessed as "poor" in the special assessment, it is not scored.
3. Determination of performance appraisal management. The “level 1” performance appraisal is determined by the county people's government in accordance with the performance appraisal of each deputy magistrate. For the determination of “secondary” performance appraisal and special performance appraisal, four working groups under the county performance office will conduct the performance appraisal, and the performance office will take the lead to form the appraisal results and seek performance appraisal. After the opinions of the members of the leading group, the county people's government examined and approved. The determination of the “three-level” and “four-level” assessments by the departmental units of the township and county governments, the district/county units and financial institutions shall be carried out in accordance with the above-mentioned methods.
Strengthen the use of assessment results
1. The use of “level 1” assessment results. The assessment of the deputy magistrate in charge of the government is based on the performance appraisal of the sub-management level. The sub-gates are awarded “excellent” and “good” in the performance appraisal, as the basis for the appraisal of the deputy magistrate during the year. If the customs clearance is “qualified” and below in the performance appraisal, it will not participate in the evaluation and evaluation first.
2. Assessment rewards. For the evaluation of excellent and good "two-level" units, the county people's government shall commend and reward them. Among them, those who have obtained "excellent" and other times shall be given a one-month basic salary performance award to the civil servants of the "second-level" units; If you get "good" and other times, you will be given a half-month basic salary performance award for the incumbent civil servants of the "second-level" unit; no reward will be awarded for the "qualified" equals and below, and the "unqualified" and "second" will be cancelled. The “level” unit is the leader of the annual evaluation and evaluation. The “second-level” units that have obtained “excellent” and “good” times are rewarded for the performance of the civil servants in the unit. The bonuses are raised by the “secondary” units. The cadres who have been rated as “excellent” in the performance appraisal of “second-level” units shall be rewarded according to the civil servant and institution cadre evaluation and reward methods. The “second-level” units can refer to the “three-level” and “four-level” incentives.
2. Assessment and punishment. The units that were rated as poor were notified and criticized in the county, and the main leaders made written inspections at the government plenary meeting. At the same time, they canceled the annual “eligibility” of the administrative “top leader”; they were rated as poor units for two consecutive years. The administrative "top leader" is proposed to organize the treatment and report to the county party committee for research. It is the district-level county-level unit or financial institution, and proposes organizational treatment opinions to its upper level. The “second-level” units may refer to the “three-level” and “four-level” penalties.
3. The use of public satisfaction assessment results. In the “four-level” evaluation of public satisfaction, the satisfaction rate reached less than 60% of the units, and the annual evaluation qualifications of the principals at all levels were abolished, and the rectification was ordered. If it is a district or county financial institution, it shall submit a handling opinion to its superior.
4. To implement the ineffective implementation of major decision-making by the central and district/county party committees and governments, as well as decision-making mistakes, dereliction of duty, and ineffectiveness, they shall be held accountable in accordance with the accountability methods of party and government leading cadres, and typical cases will be announced to the public in due course. Planned childbirth, comprehensive social security management, major safety responsibility accidents, and engineering quality and safety liability accidents are all subject to “one-vote veto”.
Seven, establish a long-term mechanism to improve performance management
Establish and improve the performance process management mechanism. Establish and improve the self-evaluation mechanism of townships, departments, departments, and stations, and report the results of self-evaluation at the corresponding levels. Corresponding to the establishment and improvement of the "four-level" supervision and inspection mechanism, timely regulation of performance management, and the formation of the "four-level linkage" overall effect. Establish and improve the “three-set” function of the departments and units and the post responsibility system of the cadres of the organs, and clarify the responsibilities of the departments and units. Establish and improve the special performance appraisal management inspection and evaluation mechanism, and strengthen the supervision of the implementation process of major projects.
Improve the performance check and assessment methods. Integrate supervision and supervision, unify and coordinate all kinds of assessment and evaluation, cancel unnecessary assessment and evaluation, avoid repeated assessment, long assessment, and reduce the burden on the grassroots. Improve supervision methods and improve the quality and efficiency of supervision. Improve the evaluation and acceptance mechanism to improve the accuracy, fairness and authority of the evaluation results.
Improve the leadership of the county government to contact townships and departments. Establish county-level township and township performance management contact points, research and guidance contact points to carry out performance management work, help contact points to solve difficulties and problems in the work, and improve the working level of contact points.
Improve the accountability mechanism. We will conscientiously implement the "Regulations on Accountability of Party and Government Leading Cadres in Qitai County" and increase the investigation of administrative inaction, slow action, chaos, and dereliction of duty, misconduct, and production safety accidents to ensure the seriousness of performance management.
Improve the administrative effectiveness mechanism of the organs. We will improve the dynamic clean-up and supervision and inspection mechanisms for administrative examination and approval projects, implement relevant systems for efficiency-building of institutions, establish e-government and electronic surveillance systems, deepen open government affairs, promote administration according to law, establish public participation in social management mechanisms, and improve the level of administrative efficiency.
Improve the external supervision and evaluation mechanism of government performance
1. Improve the mechanism for people to report and investigate complaints. Increase the effectiveness of complaints by the Performance Complaint Center, set up a performance complaints page, improve the effectiveness of the complaints center mechanism, timely handle and feedback results, and at the same time, increase the effectiveness of complaints and improve the quality of complaints.
2. Improve the administrative effectiveness supervision mechanism. Employing NPC deputies, CPPCC members, industry experts, enterprise representatives, and grassroots representatives to form an administrative effectiveness supervisor, determine administrative effectiveness monitoring points, conduct regular unannounced visits and special inspection activities, and participate in activities such as democratic evaluation of administrative efficiency.
3. Improve the satisfaction assessment mechanism. A variety of forms are adopted to conduct a wide range of departmental job satisfaction assessments. A public comment window is set up on the portal website, and the service quality evaluation equipment is installed in the approval window, and the evaluation of the service object is accepted in time.
4. Establish an information monitoring platform. Relying on the government portal, the public supervision and evaluation network, the government performance evaluation system, the major project supervision and evaluation system, the government performance management website, the statistical investigation system, the decision support system, and the civil service performance evaluation system are established.
Eight, implementation steps
The pilot work is divided into three phases:
Consolidate the foundation and start the pilot. Formulate a pilot program for government performance management, set up a leading group and office, convene a pilot mobilization meeting, deploy and arrange pilot work, do a good job in publicity and training, and solve staffing, office space and funding. The tiered formulation of the “four-level” special performance management assessment methods and rules for 2019 and the special performance management assessment methods and rules. Carry out major project efficiency monitoring and conduct surveys on satisfaction of townships, departments and units.
Full implementation, and implement it. Fully implement the supporting measures for performance management appraisal, implement the six major measures for the administration of administrative efficiency, improve the four mechanisms of social management, improve the three systems of external monitoring and evaluation of performance, establish six information platforms, and improve the quality and level of performance management. Conduct “four-level” performance management and special performance management assessment work, and use the performance evaluation results.
Focus on in-depth, innovative mechanisms. Focus on the “Performance Improvement Year Activity”. The main objectives and tasks are to standardize performance management and evaluation, establish and improve a comprehensive information platform for performance management, implement financial budget performance management, conduct department performance audits, and evaluate work effectiveness.
Nine, work requirements
increase awareness. The implementation of performance management is an important measure to comprehensively implement the scientific development concept and the major decision-making arrangements of the district party committees and governments, and is a powerful starting point for accelerating the reform of the administrative management system and the construction of a service-oriented government. All townships, departments, and units should further raise their awareness of the importance of performance management, and use this work as an important guarantee to promote leap-forward development and long-term stability, and earnestly grasp the results.
Strengthen organizational leadership. All townships, departments, and units must attach great importance to the pilot work and establish and improve the leadership system and working mechanism in accordance with the government's work deployment and requirements. In order to strengthen the leadership of the pilot work, the government performance management leading group headed by the county magistrate is established, and the leading group has an office. The county performance office is set up in the supervision bureau, the director is concurrently the deputy magistrate, and the deputy director is the director of the government office. The director of the supervision office, the director of the supervision bureau, the director of the National Development and Reform Commission, and the director of the statistical bureau. Under the Performance Office, the key work supervision and evaluation team, the agency performance supervision and inspection team, the key project construction supervision and evaluation team, the public appraisal working group and the three guiding groups, the deputy directors of the performance office and related部門領導兼任，分別負責鄉鎮、各部門、各單位重點工作實施情況督查考核、機關效能建設情況查訪核驗、重點項目建設督查考核、公眾評議工作組織實施。縣勞動人事社會保障局對各鄉鎮、部門單位機關工作人員績效考核進行指導。縣財政劃撥專項經費，確保績效管理工作順利開展。各鄉鎮、各部門、各單位也要成立績效管理領導機構和辦事機構，確定專門人員專門負責本鄉鎮、部門和單位績效管理日常工作，同時，各部門之間要通力協作，按照分工做好相關工作。
Strengthen publicity and education.縣績效辦要會同宣傳部制定周密的宣傳方案，創新宣傳模式，宣傳黨中央、國務院關於加快推行政府績效管理制度的部署和要求，宣傳做好試點工作及推進政府績效管理工作的重要性和緊迫性，為推進政府績效管理工作創造良好的輿論氛圍。各鄉鎮、各部門、各單位也要通過組織學習、製作宣傳板面等方式進行宣傳。
加大培訓力度。縣績效辦要儘快制定培訓計畫，加強對縣績效辦、鄉鎮、部門單位績效管理人員培訓工作，各鄉鎮、各部門、各單位至少確定3名績效管理人員參加縣績效辦組織的培訓，確保本鄉鎮、部門單位至少有2-3名掌握政府績效考核管理理論、工作方法的幹部。縣績效辦要會同公務員培訓部門制定全縣績效管理培訓計畫，力爭2年內初步建立一支覆蓋全縣的績效管理專業人才隊伍，更好地推動政府績效管理工作。
推進制度創新。要從全縣發展和管理的實際出發，認真研究我縣推進政府績效管理的重大問題，逐步制定完善績效管理的制度體系，確保績效管理工作標準統一。各鄉鎮、各部門、各單位要立足實際，勇於實踐，建立符合自身實際的管理體制和機制，不斷提高績效管理水平。
發揮示範效應。分層建立績效管理示範點，樹立績效管理的典型，適時召開績效管理推進會，以點帶面、推動整體，提升全縣績效管理的整體水平。
認真總結經驗。要緊密結合當前經濟社會發展的實際，認真研究推進政府績效管理的新情況，新問題。堅持邊實踐，邊規範，邊總結，積極推廣好的經驗和做法，推動政府績效管理工作全面協調發展。
篇三：政府績效管理實施方案
為認真貫徹落實長治市人民政府辦公廳《關於印發政府績效管理試點工作實施方案的通知》精神，全面做好政府績效管理試點工作，結合實際，特制定本方案。
First, the guiding ideology
以鄧小平理論和“三個代表”重要思想為指導，深入貫徹落實科學發展觀，緊緊圍繞以改善行政管理、增強政府執行力和公信力為核心，積極探索開展政府績效管理的有效途徑和方式方法，構建科學的政府績效考評體系和考評結果運用機制，進一步規範行政管理，提高行政效能，倡行“一爭天下無難事”的武鄉精神，最佳化發展環境，努力建設服務政府、責任政府、法治政府和廉潔政府，為我縣率先轉型跨越、實現脫貧翻番建設目標提供服務保障。
Second, the basic principles
堅持兼收並蓄、改革創新，牽頭抓總、分工負責，穩步推進、分步實施，統籌兼顧、突出重點的原則；
堅持公開、公正、公平和民眾公認的原則；
堅持定性考評與定量考評相結合；堅持獎優、治庸、罰劣；堅持科學性、合理性、導向性和可操作性相結合，持續改進工作的原則。
三、總體目標
通過開展政府績效管理試點工作，建立橫向到邊、縱向到底的政府績效管理基本框架，初步形成績效管理工作的領導體制、工作機制，建立完善政府績效管理制度，構建政府整體績效管理體系，積累績效管理經驗，推動政府行政效能提升，促進經濟社會跨越式發展。
四、績效管理範圍
各鄉鎮人民政府，縣政府各委、局、辦，直屬事業單位，條管單位和鄉鎮、縣政府部門單位、條管單位所屬科室、站所及其在職公務員、事業編制工作人員。
五、績效管理內容
完善績效管理體系。完善“四級”績效管理體系。“一級”績效管理，即：縣人民政府自我管理考核，由縣人民政府制定副縣長管理考核辦法，並抓好組織實施；“二級”績效管理，即：縣人民政府對鄉鎮人民政府和縣政府所屬部門單位、條管單位管理考核，年度績效考核管理辦法和考評細則的制定和組織實施由縣考核辦負責。“三級”績效管理，即：鄉鎮人民政府和縣政府所屬部門單位、條管單位對其下屬科室、局、所、隊、處、辦管理考核，由鄉鎮人民政府和縣政府所屬部門單位、條管單位分別研究制定本單位科室、局、所、隊、處、辦的績效考核管理辦法和考評細則，並抓好組織實施。“四級”績效管理，即：鄉鎮人民政府和縣政府所屬部門單位、條管單位對本單位和下屬單位幹部職工的管理考核，由鄉鎮人民政府和縣政府所屬部門單位、條管單位按照人事部門的要求，分別研究制定本單位幹部職工的績效考核管理辦法和考評細則，抓好組織實施。
建立部門聯動機制。成立縣政府績效管理工作聯席會議，充分發揮紀檢監察、考核辦、組織、發改、編辦、人社、財政、審計、統計、法制等部門的職能作用，做到績效管理工作機構統籌協調和各責任單位各負其責相結合，在建立績效制度、確定績效目標、加強過程管理與監督檢查、採集績效數據、運用績效結果等方面形成合力，確保試點工作取得明顯成效。
強化績效管理。根據工作目標和職能任務，制定年度績效計畫和考評指標體系，明確工作分工、進度安排、基本程式、標準規範等；加強節點控制和過程管理，定期對工作進展情況進行評估和核查，注重雙向溝通，及時發現問題、糾正偏差，推動工作改進；完善績效考評辦法，實行百分制考核，堅持內部考核評價與外部考核評價相結合，在本單位自評的基礎上，邀請上級領導，組織考評職能部門、同級單位、管理相對人和服務對象進行評估評價，以適當形式引入民眾評議，主動接受人大代表和政協委員的評價監督，保證考評結果客觀公正；在指標考核、民主測評、現場評價、公眾評議、察訪核驗等傳統考評形式的基礎上，積極運用現代科技方法特別是電子信息技術，建立健全績效考評系統和信息平台，加強實績分析、即時監控和民意調查，使考評工作更直觀、更快捷、更科學；建立定期評估制度，按月、季度、半年評估檢查工作進度、目標完成情況，及時溝通反饋並督促整改發現的問題，推動工作及時改進、持續改進；制定完善考評工作流程和操作規程，嚴肅執行考評紀律，考評過程要嚴格按照程式進行，能公開的儘量公開，避免人為干擾和隨意性，防止弄虛作假和違規操作。
整合考評資源。理順綜合考評與專項考核的關係，統一協調管理各類考核評比，在調查清理的基礎上，制定各類檢查考核和評比表彰的管理辦法，明確設定條件和基本要求，規範日常管理和年終集中檢查考核行為，嚴格控制年終各類檢查考核項目，避免重複考核、多頭考核，努力減輕基層負擔。
綜合運用考評結果。積極探索考評結果運用的渠道和手段，把考評結果作為評價政府部門及其領導班子工作實績、公務員獎懲的重要依據，加大獎優治庸罰劣力度，發揮績效考核的導向和激勵約束作用。
In order to thoroughly implement the scientific development concept, accelerate the transformation of government functions and management innovation, and ensure that the county's objectives and tasks and the provincial government performance management pilot tasks are successfully completed, in accordance with the Provincial Opinions on Piloting Government Performance Management, The city's "Notice on Establishing a Joint Meeting of Government Performance Management Work" file requirements, combined with the actual situation of our county, to develop this program.
First, the guiding ideology
Guided by Deng Xiaoping Theory and the important thinking of the 'Three Represents', we will thoroughly implement the scientific development concept, closely focus on the goals and tasks set by the county party committee and the county government, and aim to deepen the management system reform to accelerate development and improve efficiency. The line will further promote government performance management, promote departments and units to improve their work style, take the initiative, pay attention to actual results, continuously improve their execution and credibility, and create a good development environment for the county's economic and social development.
Second, organizational leadership
In order to ensure the effectiveness of government performance management, the county government's performance management work leading group was established. The county party committee member and executive deputy head of the county, Feng Liye, the leader of the county party committee, the county party committee member and organization minister Zhong Yahui, the county party committee member and the county disciplinary committee secretary Wang Jianhua. Deputy team leader, county party committee office, county government office, county party committee organization department, county supervision bureau, county editorial office, county development and reform bureau, county finance bureau, county people's social bureau, county labor bureau, county audit bureau, county statistical bureau, county The Legal Affairs Office is a member unit. The leading group has an office, and the director of the office is concurrently appointed by the deputy secretary of the county disciplinary committee and the director of the county supervision bureau, Liu Guisuo. The Performance Office undertakes daily work.
Third, the scope of performance management
The target of implementing government performance management is the township and township governments, and the county government's work departments and institutions total 48. Performance management objects are divided into two categories: undertaking daily work and undertaking restoration of the ancient city.
Performance management object that undertakes daily work
1. Township and town governments: 7 townships such as Nanniu Township, Xinchengpu Town, Xiping Lexiang, Xin'an Town, Nanlou Township, Quyangqiao Township, and North Morning Township.
2. County government work departments and units: County Government Office, China Merchants Bureau, Industrial and Commercial Bureau, Water Affairs Bureau, Agriculture and Animal Husbandry Bureau, Animal Husbandry and Fisheries Center, Agricultural Machinery Management Center, Forestry Bureau, Commerce Bureau, Agricultural Development Office, Marketing Office, Supply and Marketing Corporation , Education Bureau, Science and Technology Bureau, Civil Affairs Bureau, Human Resources and Social Security Bureau, Finance Bureau, Social Security Bureau, Medical Insurance Center, Employment Bureau, Mine Management Office, Wenguang New Bureau, Health Bureau, Family Planning Bureau, Statistics Bureau, Public Security Bureau, Judicial Bureau, 32 departments and units such as the Environmental Protection Bureau, the Audit Bureau, the Food and Drug Administration, the Safety Supervision Bureau, and the County Administrative Service Center.
Performance management object that undertakes the restoration work of the ancient city
9 units including Planning Sub-bureau, Land and Resources Bureau, Housing Construction Bureau, Development and Reform Bureau, Cultural Management Bureau, Urban Management Bureau, Transportation Bureau, Zhengding Town, and Urban Sub-district Office.
Fourth, performance management content and indicator settings
The setting of the assessment indicators for the daily work performance management object.
1. The setting of assessment targets for township and town governments. The indicator is set to a three-level system, and the first-level indicator is two: economic development and social livelihood.
2. The setting of the county government's work department and unit goals. The indicator is set to a three-level system, and the first-level indicator is three: economic development, business work, and optimal development environment work.
The setting of the evaluation indicators for the performance management object of the restoration of the ancient city style.
The indicator is set to a three-level system, and the first-level indicator is one: the restoration of the ancient city style.
V. Performance indicator evaluation and score
Evaluation of indicators for undertaking daily work in towns and villages.
The combination of qualitative and quantitative methods is used to implement the percentage system assessment, which is carried out by means of indicator evaluation and leadership evaluation.
1. Indicator evaluation. The quantified index is taken as the standard value, and the full score of the standard value is reached and exceeded, and the value below the standard value is converted according to the actual completion ratio.
2. Leadership assessment. The specific scores shall be set. The main leaders of the county party committee and the county government shall sub-contract the leaders of the four townships and towns to score the evaluation objectives of the performance management units.
Indicator assessments and leadership assessments are divided into mid-term assessments and year-end assessments. The weights are all 50%.
Assess the indicators of the daily work departments and units.
The method of combining qualitative and quantitative methods is adopted to carry out the evaluation of the percentage system, and comprehensively using indicators evaluation, public evaluation, and leadership evaluation.
1. Indicator evaluation. The quantified index is taken as the standard value, and the full score of the standard value is reached and exceeded, and the value below the standard value is converted according to the actual completion ratio.
2. Public assessment. Each quarterly assessment, the results of different satisfaction surveys are graded, each grade corresponds to a different score, and the subjective evaluation is converted into a quantitative score. The weights are both 25%.
3. Leadership assessment. The specific scores shall be set, and the main leaders of the county party committee and the county government and the leaders in charge of the county shall score the evaluation objectives of the performance management units.
Indicator assessments and leadership assessments are divided into mid-term assessments and year-end assessments. The weights are all 50%.
Evaluation of the indicators for the performance management objectives of the restoration of the ancient city style.
The combination of qualitative and quantitative methods is used to implement the percentage system assessment, which is carried out by means of indicator evaluation and leadership evaluation.
1. Indicator evaluation. The quantified index is taken as the standard value, and the full score of the standard value is reached and exceeded, and the value below the standard value is converted according to the actual completion ratio.
2. Leadership assessment. Set specific scores, and the leaders of the county party committee and county government and the leaders of the restoration of the ancient city style will score the work done by the department.
The indicator assessment and leadership assessment are evaluated monthly.
Evaluation plus or minus
1, plus points. Due to outstanding work performance, it was commended by the municipal party committee, the municipal government, the provincial party committee, the provincial government, or the party Central Committee and the State Council, or as a typical promotion, with 2, 3, and 4 points respectively; by the department of our city, the department of our province or the ministry of the State Council For the commendation, add 1, 2, and 3 points respectively; other work has outstanding contributions and high social recognition, and it is decided by the county party committee and county government to give extra points. The accumulated points for each unit shall not exceed 4 points. The bonus points are based on official files, certificates, etc., and are provided by the assessed unit, and are awarded points.
2, minus points. Due to lack of work, the province, city, and county have been criticized by the provincial, municipal, and county authorities for deducting 2, 1, and 0.5 points respectively; for the damage to the development of environmental problems, they have been detained and reported for 0.5 points; if the team members are subject to party and political discipline, 1 point is deducted. , subject to administrative accountability deducted 0.5 points; each unit accumulated deduction of no more than 4 points.
Assessment plus or minus points are applicable to townships, departments and units that undertake daily work.
Summary of the evaluation results
overall ratings
1. Calculation method for township comprehensive scores for daily work: comprehensive score = indicator evaluation score + leadership evaluation score +-.
2. The calculation method for the comprehensive scores of departments and units undertaking daily work: comprehensive score = index evaluation score + public evaluation score + leadership evaluation score +-.
3. The comprehensive score calculation method for the department responsible for the recovery of the ancient city features: comprehensive score = indicator evaluation score + leadership evaluation score.
Evaluation grade
1. The performance management object evaluation grades that undertake daily work are divided into three grades: advanced, qualified, and unqualified. The advanced rankings are determined by 25% of the number of units to be evaluated. The advanced evaluation scores of departments and units must be above 90 points and determined according to the comprehensive score from high to low. Among them, 7 performance management advanced units were selected in 7 townships and towns; 8 performance management advanced units were selected in 32 daily work performance management departments and units. The evaluation grades of townships and departments that undertake the restoration work of the ancient city are divided into three grades: advanced, qualified and unqualified. The advanced grades take 3-5, the advanced unit score must be above 95, and the comprehensive score is determined from high to low.
A unit that has one of the following circumstances cancels the pre-qualification: a major production safety accident occurs; a comprehensive warning of social security has a yellow card warning or a one-vote veto; and a member of the team has a corruption case.
2. The qualified unit with a score of 60 or more is a qualified unit;
3. In case of any of the following circumstances, it is a non-conforming unit: the comprehensive score is below 60 points; due to work loss and dereliction of duty, causing major losses and adverse effects, the county performance management agency studies and reports to the county party committee and county government main leaders for validation and determination. To be unqualified.
Regular summary
Townships, departments and units of performance management shall report the completion of indicators to the county performance office every month, and the county performance office shall organize and summarize them in time.
VII. Application of assessment results
1. For the advanced townships, departments and units, the county party committee and the county government shall commend them, and at the same time reward the units for one month's salary, and the reward funds shall be raised by the unit. For those who have taken the key work to obtain advanced units, they will be rewarded on the basis of rewarding one month's salary. For the unqualified units, the county party committee and the county government give criticism.
2. For the comprehensive scores of townships, departments and units undertaking daily work below 60 points and the last three, the county performance office will copy the relevant departments according to the cadre management permission.
3. For those who are seriously dereliction of duty, dereliction of duty and cause significant losses or adverse effects, the supervisory organ of the County Commission for Discipline Inspection shall investigate the responsibility in accordance with relevant regulations.
4. The comprehensive score will be reported within a certain range. At the same time, the performance office will feedback the evaluation results to all units and make suggestions. According to the evaluation results, all units should find out the main problems and weak links in the work and continuously improve the work.
4. The evaluation results are copied to the county assessment office as an important basis for the promotion and use of cadres.
5. All units shall publicize the results of the evaluation of the personnel of the unit, and report the results to the County Performance Office and the Human Resources and Social Security Bureau.
Eight, work requirements
Attach great importance to and enhance the responsibility of the main body. The task of government performance management is heavy and difficult. It is necessary to strengthen leadership, dare to innovate, and implement it. The departments and units that implement government performance management must strengthen organizational leadership, the main leaders are responsible for overall responsibility, and the responsible leaders and relevant departments are responsible for ensuring the smooth implementation of performance management and achieving practical results.
Strengthen measures to improve management. It is necessary to combine the performance of this unit and the system, improve the performance management system, implement performance responsibility, strengthen performance awareness, and implement performance management as a basic system of administrative management, implement it into various internal institutions and specific posts, and continuously improve the performance management level. The performance management unit should adopt the advanced management methods such as fingerprint attendance machine to further strictly implement the commuting system, and start from the work style and work discipline to further improve the performance management level. The county administrative efficiency center should increase the frequency and intensity of inspections, and regularly strengthen inspections of various units, especially performance management units, on a regular basis. Once found, severe accountability.
We will pay close attention to implementation and proceed in a steady and orderly manner. The performance management unit should conscientiously study the spirit of performance management work, and promptly formulate the work plan and assessment indicators of the unit, and report to the county performance office within 7 working days under the “implementation plan”. According to the evaluation index system, combined with the actual work, the performance plan of the department and the unit should be formulated, and the requirements, work measures, time schedules and division of responsibilities should be clearly defined, so that the daily assessment, the stage evaluation and the use of the results can be followed. Responsible units of each data collection should conduct a good assessment of the indicators of each unit in a scientific and rigorous manner, strictly check relevant data and ensure that the data is true, objective, timely and accurate. It is necessary to strengthen publicity and mobilization and education, guide all units and their staff to establish performance concepts, and strive to create a strong atmosphere for government performance management.
Part 2: Government Performance Management Implementation Plan
In order to conscientiously implement the spirit of the Notice of the People's Government of the Autonomous Region on Printing and Distributing the Implementation Plan of the Pilot Work of the Government Performance Management, the pilot work of the government performance management will be fully implemented, and this plan will be formulated in conjunction with the actual situation.
First, the guiding ideology
Guided by Deng Xiaoping Theory and the important thinking of the "Three Represents", we will thoroughly implement the scientific development concept and focus on promoting the leap-forward development of Xinjiang and the long-term stability and long-term strategic tasks, with the core of improving administrative management and enhancing government execution and credibility. Actively explore effective ways and means of government performance management, build a scientific government performance evaluation system and evaluation results application mechanism, further standardize administrative management, improve administrative efficiency, and promote "Xinjiang efficiency" and "Xinjiang spirit". We will work hard to build a service government, a responsible government, a government under the rule of law, and a clean government. We will provide services to protect the county's “five centers, two bases, and one city” and take the lead in achieving the goal of “three transformations”.
Second, the basic principles
Adhere to the eclecticism, reform and innovation, take the lead in the overall and division of labor, steadily advance, step by step implementation, overall consideration and focus on the principle of emphasis;
Adhere to the principles of openness, fairness, fairness and popular recognition;
Adhere to the combination of qualitative assessment and quantitative assessment; adhere to the advantages of excellence, governance, and punishment; adhere to the principles of scientific, rational, guiding and operational, and continuously improve the work.
Third, the overall goal
Through the pilot work of government performance management, establish a basic framework of government performance management from horizontal to vertical and vertical to point, initially form the leadership system and working mechanism of performance management, establish and improve the government performance management system, and build a government overall performance management system to accumulate Performance management experience promotes the improvement of government administrative efficiency and promotes economic and social development by leaps and bounds.
Fourth, the scope of performance management
The township people's government, the county government committees, offices, bureaus, directly affiliated institutions, district and county units, financial institutions and townships, county government departments, district and county units, financial institutions, departments and stations Civil servants and career staff.
Fifth, performance management content
Improve the performance management system
1. Improve the "four-level" performance management system. “Level 1” performance management, namely: self-management assessment of the county people's government, the county people's government shall formulate the management assessment method for the deputy magistrate, and do a good job in organizing and implementing; “secondary” performance management, namely: the county people's government to the township people's government and The county government's departmental units, district and county units, and financial institutions shall be assessed. Among them, the township and town's annual performance appraisal management methods and assessment rules shall be formulated and organized by the county supervision office; the county government departments and districts and districts shall be stationed in the county. The county inspection bureau shall be responsible for the formulation and organization of the annual assessment management measures and evaluation rules for units and financial institutions. "Three-level" performance management, that is, the township people's government and the county government departments, district and county units, financial institutions, their subordinate departments, bureaus, offices, teams, offices, offices management assessment, by the township people's government and county The government departments, district and county units, financial institutions and township people's governments respectively study and formulate the performance appraisal management methods and appraisal rules of their own departments, bureaus, institutes, teams, offices and offices, and do a good job in organizing implementation. "Four-level" performance management, namely: the management assessment of the units and subordinate units cadres of the township people's government and the county government departments, district and county units, and financial institutions. In accordance with the requirements of the personnel department, the township people's government and the county government's departmental units, district and county units, financial institutions, and township people's governments shall separately study and formulate the performance appraisal management measures and evaluation rules for their cadres, and do a good job in organizing implementation.
2. Improve the special performance management system. Special performance management, that is: for the performance management of major projects and counterparts in the project construction units, the Development and Reform Commission shall formulate special performance appraisal management methods and appraisal rules, and do a good job in organization and implementation.
Scientific setting of performance management indicators
1. Indicators for “level 1” performance management. It is determined by the county people's government according to the requirements of the performance management of the Changji Prefecture People's Government.
2. "Secondary" performance management indicators. The indicators of the performance management of the departmental units, district and county units, and financial institutions of the county government include: the annual overall key work indicators, that is, the key work of the county party committee and county people's government to the department, listed by the assessed unit. -3 items; the annual target task indicators are listed by the assessed units according to their job responsibilities and annual work goals. The indicators of institutional work efficiency include administrative administration, public service, agency efficiency, clean government construction, and team building. The indicators are determined by the Office of the Performance Management Leading Group of the County People's Government; public appraisal; special performance appraisal.
The performance management indicators of the township people's government include: annual overall key work, determined according to the annual key work of the county party committee and the government; economic development indicators, mainly including the construction of agricultural and livestock product bases, efficient water saving and facility agriculture, science and technology, agriculture, industrial management, Indicators for project construction, investment promotion, income increase for farmers and herdsmen; social development indicators, including indicators for housing and enriching the population, setting up employment, enrollment, employment, informationization, urbanization, population and family planning, and environmental protection; public management The service indicators mainly include indicators such as basic medical and public health, rural social security system construction, culture and sports, comprehensive social security management and social stability; indicators of institutional work efficiency, mainly including administration by law, efficiency of institutions, construction of clean government, and team building Other indicators; special performance appraisal; public comment.
3. “Three-level” performance appraisal management indicators. While inheriting the past mature performance appraisal practices and experiences, the “second-level” units will formulate assessment indicators for “three levels” according to the following assessment contents, and may also be refined and quantified according to actual conditions. It mainly includes the annual overall key work indicators, which are determined according to the annual key work of the township people's government and government departments, district and county units, and financial institutions; the annual target task indicators are determined by the assessed units according to their job responsibilities and annual work goals. Listed 1 to 6; indicators of institutional work efficiency, mainly including indicators of law administration, fair law enforcement, work efficiency, clean government construction, team building, etc.; public comment.
4. “Four-level” performance appraisal management indicators. According to the requirements of the personnel department, the “second-level” units set the “four-level” assessment indicators according to the following contents, including: comprehensive indicators, post-target and task indicators, work efficiency construction indicators, and public comments.
5. Special performance management indicators. Mainly include: project decision indicators, project approval permit indicators, bidding indicators, engineering construction management indicators, project quality supervision indicators, safety production supervision indicators, project fund supervision indicators, project audit supervision indicators, integrity construction indicators, project progress indicators, the public Comment.
Standardized performance appraisal management method
1. Standardize the “four-level” performance appraisal management measures. Performance appraisal score = key assessment score × 90% + public review score × 10% -. The assessment management methods include:
Self-check summary. According to the performance appraisal management methods and appraisal rules at all levels, the “four-level” performance appraisal unit conducts self-examination and self-assessment every six months to form a self-examination and self-assessment report, which reports to the first-level performance before July 10 and December 15, respectively. do.
Visit the verification. The County Efficiency Office shall formulate work plans for the inspection and verification of the township and county government departments, district and county units, and financial institutions, and cooperate with the supervision office and the legal office to conduct sound and unscheduled visits, inspections, and on-site investigations. The performance management operation mechanism, strengthening the style of work, standardizing the operation of administrative power, improving the efficiency of administrative affairs, promoting the openness of administrative affairs, and handling efficiency complaints were investigated and verified, and an annual performance ledger was established. The departments and units of the township and county governments, the district and county units, and financial institutions shall also formulate work plans for the inspection and verification of the next level, and do a good job in organizing implementation. The inspection and verification shall be carried out by deducting points, and the deduction shall not exceed 2 points.
Concentrated assessment. Conduct centralized assessment according to the responsibilities of the “four-level” management system. The centralized assessment is carried out according to the semi-annual evaluation and the final evaluation at the end of the year. The centralized assessment score accounts for 90% of the total assessment scores. Among them, the semi-annual assessment accounts for 30% of the centralized assessment scores, and the year-end total assessment accounts for 60% of the centralized assessment scores. The data collected in the centralized assessment shall be collected by the County Statistics Bureau, the Finance Bureau, the National Development and Reform Commission, the Construction Bureau, the Education Bureau, the Environmental Protection Bureau, the National Statistics Bureau, the Qitai Investigation Team, the Personnel Bureau, the Local Taxation Bureau, the Health Bureau, the Economic and Trade Commission, the Science and Technology Bureau, and the Family Planning Commission. , Comprehensive Management Office, Culture and Sports Bureau, Safety Supervision Bureau, Letters and Calls Bureau, Legal Affairs Office, Court, Procuratorate, Supervision Bureau, Quality Supervision Bureau, Transportation Bureau, Agriculture Bureau, Forestry Bureau, Industry and Commerce Bureau, Agricultural Machinery Bureau, Animal Husbandry Bureau, Water Resources Bureau, Civil Administration Provided by the bureau, the Disabled Persons' Federation and other units.
Public comment. The County Statistics Bureau shall formulate the implementation plan for the performance management of the township and county government departments, district and county units, and financial institutions, and cooperate with the county performance office and the agricultural team before November 15 to the township and county government departments. The state and county units and financial institutions' performance statistics were organized for public comment. The township and town appraisal targets are the leaders of the four groups of the county, the representatives of the county township people's congress, the county CPPCC members, the township party and party members, the village "two committees", the station directors, the government officials, and representatives from all walks of life. The appraisal objects of the county government departments, district and county units, and financial institutions are the leaders of the four groups of the county, the representatives of the county and county people's congresses, the members of the county and county CPPCC, the main leaders of the county departments, the main leaders of the district and county units, and the financial institutions. The main leaders of the organization, county rectification evaluators, performance construction supervisors, corporate legal representative, urban resident representatives. It mainly reviews the implementation of policies, performance status, clean government construction, service quality, and open government affairs of the township and county government departments. The departments and units of the township and county governments, district and county units, and financial institutions shall also formulate implementation plans for the next level of performance management public review, and organize implementation before November 15. The public comment scores accounted for 10% of the total score.
Complaints are investigated. The County Efficiency Office shall formulate a method for deducting points for the effectiveness of complaints and investigations, and investigate and verify the problems reflected by the grassroots and public complaints. The departments and units of the township and county governments, the district and county units, and financial institutions shall also formulate measures for deducting points for performance complaints and investigations, and do a good job in organizing implementation. The investigation and handling of complaints shall be carried out under the deduction system, and the deduction shall not exceed 2 points. The method for deducting points for complaints and investigations shall be formulated by the performance offices at all levels.
2. Standardize the management measures for special performance appraisal. Performance appraisal score = tracking supervision score × 80% + public comment score × 10% + performance appraisal score × 10%. The assessment management methods include:
Self-check summary. The project lead unit will conduct a self-examination once a month from the implementation of the project, based on the performance management of the counterpart aid work and the performance management measures and evaluation rules of the major projects, and form a self-assessment report in writing and report it to the NDRC.
Follow up on the inspection. The National Development and Reform Commission establishes major projects and counterparts for aid projects in Xinjiang, clarifying investment projects, investment quantities, time nodes, and division of responsibilities. It will conduct monthly follow-up inspections on projects included in the special performance appraisal management accounts with relevant departments to form an inspection. Inform, fill out the supervision notice, follow up and supervise the problems in the project performance management, and the project lead unit shall, according to the requirements of the NDRC supervision notice, establish a rectification account and rectify within a time limit. The tracking supervision score accounts for 80% of the total score.
Public comment. In 20XX, the county performance office and the National Development and Reform Commission organized the counterpart Xinjiang headquarters and the beneficiaries to review the project lead units and completed livelihood projects, and timely report the results to relevant departments. The coverage of the review will be gradually expanded from 20XX. The public comment scores accounted for 10% of the total score.
Performance audit. In 20XX, the audit bureau conducted performance audits on completed livelihood projects and timely reported the audit results to relevant departments. The scope of audit coverage will be gradually expanded from 20XX. The performance audit scores accounted for 10% of the total score.
Scientifically determine the performance management evaluation
1. “Four-level” performance appraisal management and other sub-division and scoring methods. The “four-level” performance management assessment is divided into the evaluation of the unit and the assessment of the cadres. Among them, the assessment of the unit is excellent, good, qualified, and unqualified; the assessment of the cadres is: Excellent, competent, basic, and incompetent. For the determination of the unit assessment, the point segmentation method is adopted, that is, the score of the performance management assessment reaches 90% of the total score is excellent, and the unit with the score of 80-89% of the score is good, and the score of the assessment reaches 70%. - 79% of the units are qualified, and the scores of the assessment scores below 70% of the total are unqualified. The “four-level” assessment was conducted under the guidance of the personnel department.
2. Special performance appraisal management and other sub-division and scoring methods. The performance evaluation of special performance is divided into advanced, good, general and poor, and the assessment is equal. The integral segmentation method is adopted, that is, the unit whose performance management assessment score reaches 90% or more is advanced, and the score of the assessment reaches the total score. 80-90% of the units are good, the units with an assessment score of 70-79% of the total score are general, and the units with an assessment score of less than 70% of the total score are poor. The special performance appraisal scores account for 10% of the performance appraisal scores of the township, county government departments, district and county units, and financial institutions. If you get "excellent" in the special assessment and other times, the total score of the unit performance appraisal is calculated according to the score of 10%; if it is "good" in the special appraisal, the unit performance is included in the score of 8-9%. The total score of the assessment; if the "general" is obtained in the special assessment, the total score of the performance appraisal is calculated according to the score of 5-6%; if it is assessed as "poor" in the special assessment, it is not scored.
3. Determination of performance appraisal management. The “level 1” performance appraisal is determined by the county people's government in accordance with the performance appraisal of each deputy magistrate. For the determination of “secondary” performance appraisal and special performance appraisal, four working groups under the county performance office will conduct the performance appraisal, and the performance office will take the lead to form the appraisal results and seek performance appraisal. After the opinions of the members of the leading group, the county people's government examined and approved. The determination of the “three-level” and “four-level” assessments by the departmental units of the township and county governments, the district/county units and financial institutions shall be carried out in accordance with the above-mentioned methods.
Strengthen the use of assessment results
1. The use of “level 1” assessment results. The assessment of the deputy magistrate in charge of the government is based on the performance appraisal of the sub-management level. The sub-gates are awarded “excellent” and “good” in the performance appraisal, as the basis for the appraisal of the deputy magistrate during the year. If the customs clearance is “qualified” and below in the performance appraisal, it will not participate in the evaluation and evaluation first.
2. Assessment rewards. For the evaluation of excellent and good "two-level" units, the county people's government shall commend and reward them. Among them, those who have obtained "excellent" and other times shall be given a one-month basic salary performance award to the civil servants of the "second-level" units; If you get "good" and other times, you will be given a half-month basic salary performance award for the incumbent civil servants of the "second-level" unit; no reward will be awarded for the "qualified" equals and below, and the "unqualified" and "second" will be cancelled. The “level” unit is the leader of the annual evaluation and evaluation. The “second-level” units that have obtained “excellent” and “good” times are rewarded for the performance of the civil servants in the unit. The bonuses are raised by the “secondary” units. The cadres who have been rated as “excellent” in the performance appraisal of “second-level” units shall be rewarded according to the civil servant and institution cadre evaluation and reward methods. The “second-level” units can refer to the “three-level” and “four-level” incentives.
2. Assessment and punishment. The units that were rated as poor were notified and criticized in the county, and the main leaders made written inspections at the government plenary meeting. At the same time, they canceled the annual “eligibility” of the administrative “top leader”; they were rated as poor units for two consecutive years. The administrative "top leader" is proposed to organize the treatment and report to the county party committee for research. It is the district-level county-level unit or financial institution, and proposes organizational treatment opinions to its upper level. The “second-level” units may refer to the “three-level” and “four-level” penalties.
3. The use of public satisfaction assessment results. In the “four-level” evaluation of public satisfaction, the satisfaction rate reached less than 60% of the units, and the annual evaluation qualifications of the principals at all levels were abolished, and the rectification was ordered. If it is a district or county financial institution, it shall submit a handling opinion to its superior.
4. To implement the ineffective implementation of major decision-making by the central and district/county party committees and governments, as well as decision-making mistakes, dereliction of duty, and ineffectiveness, they shall be held accountable in accordance with the accountability methods of party and government leading cadres, and typical cases will be announced to the public in due course. Planned childbirth, comprehensive social security management, major safety responsibility accidents, and engineering quality and safety liability accidents are all subject to “one-vote veto”.
Seven, establish a long-term mechanism to improve performance management
Establish and improve the performance process management mechanism. Establish and improve the self-evaluation mechanism of townships, departments, departments, and stations, and report the results of self-evaluation at the corresponding levels. Corresponding to the establishment and improvement of the "four-level" supervision and inspection mechanism, timely regulation of performance management, and the formation of the "four-level linkage" overall effect. Establish and improve the “three-set” function of the departments and units and the post responsibility system of the cadres of the organs, and clarify the responsibilities of the departments and units. Establish and improve the special performance appraisal management inspection and evaluation mechanism, and strengthen the supervision of the implementation process of major projects.
Improve the performance check and assessment methods. Integrate supervision and supervision, unify and coordinate all kinds of assessment and evaluation, cancel unnecessary assessment and evaluation, avoid repeated assessment, long assessment, and reduce the burden on the grassroots. Improve supervision methods and improve the quality and efficiency of supervision. Improve the evaluation and acceptance mechanism to improve the accuracy, fairness and authority of the evaluation results.
Improve the leadership of the county government to contact townships and departments. Establish county-level township and township performance management contact points, research and guidance contact points to carry out performance management work, help contact points to solve difficulties and problems in the work, and improve the working level of contact points.
Improve the accountability mechanism. We will conscientiously implement the "Regulations on Accountability of Party and Government Leading Cadres in Qitai County" and increase the investigation of administrative inaction, slow action, chaos, and dereliction of duty, misconduct, and production safety accidents to ensure the seriousness of performance management.
Improve the administrative effectiveness mechanism of the organs. We will improve the dynamic clean-up and supervision and inspection mechanisms for administrative examination and approval projects, implement relevant systems for efficiency-building of institutions, establish e-government and electronic surveillance systems, deepen open government affairs, promote administration according to law, establish public participation in social management mechanisms, and improve the level of administrative efficiency.
Improve the external supervision and evaluation mechanism of government performance
1. Improve the mechanism for people to report and investigate complaints. Increase the effectiveness of complaints by the Performance Complaint Center, set up a performance complaints page, improve the effectiveness of the complaints center mechanism, timely handle and feedback results, and at the same time, increase the effectiveness of complaints and improve the quality of complaints.
2. Improve the administrative effectiveness supervision mechanism. Employing NPC deputies, CPPCC members, industry experts, enterprise representatives, and grassroots representatives to form an administrative effectiveness supervisor, determine administrative effectiveness monitoring points, conduct regular unannounced visits and special inspection activities, and participate in activities such as democratic evaluation of administrative efficiency.
3. Improve the satisfaction assessment mechanism. A variety of forms are adopted to conduct a wide range of departmental job satisfaction assessments. A public comment window is set up on the portal website, and the service quality evaluation equipment is installed in the approval window, and the evaluation of the service object is accepted in time.
4. Establish an information monitoring platform. Relying on the government portal, the public supervision and evaluation network, the government performance evaluation system, the major project supervision and evaluation system, the government performance management website, the statistical investigation system, the decision support system, and the civil service performance evaluation system are established.
Eight, implementation steps
The pilot work is divided into three phases:
Consolidate the foundation and start the pilot. Formulate a pilot program for government performance management, set up a leading group and office, convene a pilot mobilization meeting, deploy and arrange pilot work, do a good job in publicity and training, and solve staffing, office space and funding. The tiered formulation of the “four-level” special performance management assessment methods and rules for 2019 and the special performance management assessment methods and rules. Carry out major project efficiency monitoring and conduct surveys on satisfaction of townships, departments and units.
Full implementation, and implement it. Fully implement the supporting measures for performance management appraisal, implement the six major measures for the administration of administrative efficiency, improve the four mechanisms of social management, improve the three systems of external monitoring and evaluation of performance, establish six information platforms, and improve the quality and level of performance management. Conduct “four-level” performance management and special performance management assessment work, and use the performance evaluation results.
Focus on in-depth, innovative mechanisms. Focus on the “Performance Improvement Year Activity”. The main objectives and tasks are to standardize performance management and evaluation, establish and improve a comprehensive information platform for performance management, implement financial budget performance management, conduct department performance audits, and evaluate work effectiveness.
Nine, work requirements
increase awareness. The implementation of performance management is an important measure to comprehensively implement the scientific development concept and the major decision-making arrangements of the district party committees and governments, and is a powerful starting point for accelerating the reform of the administrative management system and the construction of a service-oriented government. All townships, departments, and units should further raise their awareness of the importance of performance management, and use this work as an important guarantee to promote leap-forward development and long-term stability, and earnestly grasp the results.
Strengthen organizational leadership. All townships, departments, and units must attach great importance to the pilot work and establish and improve the leadership system and working mechanism in accordance with the government's work deployment and requirements. In order to strengthen the leadership of the pilot work, the government performance management leading group headed by the county magistrate is established, and the leading group has an office. The county performance office is set up in the supervision bureau, the director is concurrently the deputy magistrate, and the deputy director is the director of the government office. The director of the supervision office, the director of the supervision bureau, the director of the National Development and Reform Commission, and the director of the statistical bureau. Under the Performance Office, the key work supervision and evaluation team, the agency performance supervision and inspection team, the key project construction supervision and evaluation team, the public appraisal working group and the three guiding groups, the deputy directors of the performance office and related部門領導兼任，分別負責鄉鎮、各部門、各單位重點工作實施情況督查考核、機關效能建設情況查訪核驗、重點項目建設督查考核、公眾評議工作組織實施。縣勞動人事社會保障局對各鄉鎮、部門單位機關工作人員績效考核進行指導。縣財政劃撥專項經費，確保績效管理工作順利開展。各鄉鎮、各部門、各單位也要成立績效管理領導機構和辦事機構，確定專門人員專門負責本鄉鎮、部門和單位績效管理日常工作，同時，各部門之間要通力協作，按照分工做好相關工作。
Strengthen publicity and education.縣績效辦要會同宣傳部制定周密的宣傳方案，創新宣傳模式，宣傳黨中央、國務院關於加快推行政府績效管理制度的部署和要求，宣傳做好試點工作及推進政府績效管理工作的重要性和緊迫性，為推進政府績效管理工作創造良好的輿論氛圍。各鄉鎮、各部門、各單位也要通過組織學習、製作宣傳板面等方式進行宣傳。
加大培訓力度。縣績效辦要儘快制定培訓計畫，加強對縣績效辦、鄉鎮、部門單位績效管理人員培訓工作，各鄉鎮、各部門、各單位至少確定3名績效管理人員參加縣績效辦組織的培訓，確保本鄉鎮、部門單位至少有2-3名掌握政府績效考核管理理論、工作方法的幹部。縣績效辦要會同公務員培訓部門制定全縣績效管理培訓計畫，力爭2年內初步建立一支覆蓋全縣的績效管理專業人才隊伍，更好地推動政府績效管理工作。
推進制度創新。要從全縣發展和管理的實際出發，認真研究我縣推進政府績效管理的重大問題，逐步制定完善績效管理的制度體系，確保績效管理工作標準統一。各鄉鎮、各部門、各單位要立足實際，勇於實踐，建立符合自身實際的管理體制和機制，不斷提高績效管理水平。
發揮示範效應。分層建立績效管理示範點，樹立績效管理的典型，適時召開績效管理推進會，以點帶面、推動整體，提升全縣績效管理的整體水平。
認真總結經驗。要緊密結合當前經濟社會發展的實際，認真研究推進政府績效管理的新情況，新問題。堅持邊實踐，邊規範，邊總結，積極推廣好的經驗和做法，推動政府績效管理工作全面協調發展。
篇三：政府績效管理實施方案
為認真貫徹落實長治市人民政府辦公廳《關於印發政府績效管理試點工作實施方案的通知》精神，全面做好政府績效管理試點工作，結合實際，特制定本方案。
First, the guiding ideology
以鄧小平理論和“三個代表”重要思想為指導，深入貫徹落實科學發展觀，緊緊圍繞以改善行政管理、增強政府執行力和公信力為核心，積極探索開展政府績效管理的有效途徑和方式方法，構建科學的政府績效考評體系和考評結果運用機制，進一步規範行政管理，提高行政效能，倡行“一爭天下無難事”的武鄉精神，最佳化發展環境，努力建設服務政府、責任政府、法治政府和廉潔政府，為我縣率先轉型跨越、實現脫貧翻番建設目標提供服務保障。
Second, the basic principles
堅持兼收並蓄、改革創新，牽頭抓總、分工負責，穩步推進、分步實施，統籌兼顧、突出重點的原則；
堅持公開、公正、公平和民眾公認的原則；
堅持定性考評與定量考評相結合；堅持獎優、治庸、罰劣；堅持科學性、合理性、導向性和可操作性相結合，持續改進工作的原則。
三、總體目標
通過開展政府績效管理試點工作，建立橫向到邊、縱向到底的政府績效管理基本框架，初步形成績效管理工作的領導體制、工作機制，建立完善政府績效管理制度，構建政府整體績效管理體系，積累績效管理經驗，推動政府行政效能提升，促進經濟社會跨越式發展。
四、績效管理範圍
各鄉鎮人民政府，縣政府各委、局、辦，直屬事業單位，條管單位和鄉鎮、縣政府部門單位、條管單位所屬科室、站所及其在職公務員、事業編制工作人員。
五、績效管理內容
完善績效管理體系。完善“四級”績效管理體系。“一級”績效管理，即：縣人民政府自我管理考核，由縣人民政府制定副縣長管理考核辦法，並抓好組織實施；“二級”績效管理，即：縣人民政府對鄉鎮人民政府和縣政府所屬部門單位、條管單位管理考核，年度績效考核管理辦法和考評細則的制定和組織實施由縣考核辦負責。“三級”績效管理，即：鄉鎮人民政府和縣政府所屬部門單位、條管單位對其下屬科室、局、所、隊、處、辦管理考核，由鄉鎮人民政府和縣政府所屬部門單位、條管單位分別研究制定本單位科室、局、所、隊、處、辦的績效考核管理辦法和考評細則，並抓好組織實施。“四級”績效管理，即：鄉鎮人民政府和縣政府所屬部門單位、條管單位對本單位和下屬單位幹部職工的管理考核，由鄉鎮人民政府和縣政府所屬部門單位、條管單位按照人事部門的要求，分別研究制定本單位幹部職工的績效考核管理辦法和考評細則，抓好組織實施。
建立部門聯動機制。成立縣政府績效管理工作聯席會議，充分發揮紀檢監察、考核辦、組織、發改、編辦、人社、財政、審計、統計、法制等部門的職能作用，做到績效管理工作機構統籌協調和各責任單位各負其責相結合，在建立績效制度、確定績效目標、加強過程管理與監督檢查、採集績效數據、運用績效結果等方面形成合力，確保試點工作取得明顯成效。
強化績效管理。根據工作目標和職能任務，制定年度績效計畫和考評指標體系，明確工作分工、進度安排、基本程式、標準規範等；加強節點控制和過程管理，定期對工作進展情況進行評估和核查，注重雙向溝通，及時發現問題、糾正偏差，推動工作改進；完善績效考評辦法，實行百分制考核，堅持內部考核評價與外部考核評價相結合，在本單位自評的基礎上，邀請上級領導，組織考評職能部門、同級單位、管理相對人和服務對象進行評估評價，以適當形式引入民眾評議，主動接受人大代表和政協委員的評價監督，保證考評結果客觀公正；在指標考核、民主測評、現場評價、公眾評議、察訪核驗等傳統考評形式的基礎上，積極運用現代科技方法特別是電子信息技術，建立健全績效考評系統和信息平台，加強實績分析、即時監控和民意調查，使考評工作更直觀、更快捷、更科學；建立定期評估制度，按月、季度、半年評估檢查工作進度、目標完成情況，及時溝通反饋並督促整改發現的問題，推動工作及時改進、持續改進；制定完善考評工作流程和操作規程，嚴肅執行考評紀律，考評過程要嚴格按照程式進行，能公開的儘量公開，避免人為干擾和隨意性，防止弄虛作假和違規操作。
整合考評資源。理順綜合考評與專項考核的關係，統一協調管理各類考核評比，在調查清理的基礎上，制定各類檢查考核和評比表彰的管理辦法，明確設定條件和基本要求，規範日常管理和年終集中檢查考核行為，嚴格控制年終各類檢查考核項目，避免重複考核、多頭考核，努力減輕基層負擔。
綜合運用考評結果。積極探索考評結果運用的渠道和手段，把考評結果作為評價政府部門及其領導班子工作實績、公務員獎懲的重要依據，加大獎優治庸罰劣力度，發揮績效考核的導向和激勵約束作用。
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