Research On The Problems And Countermeasures Of Budget Performance Target Management In Civil Affairs Department

The report of the Nineteenth National Congress of the Communist Party of China pointed out,that it is necessary to fully implement budget performance management and promote the modernization of the national governance system and governance capabilities.Strengthen budget performance target management,play a leading role,a very important role in improving the efficiency of the use of financial funds and the management level of government departments.The large amount and wide range of funds of the civil affairs department,it is the important supports for ensuring the basic livelihood of the people in difficulty and maintaining social stability.In recent years,the civil affairs departments have gradually begun to implement budget performance management,but the results are not optimistic,especially since the setting of performance goals has not become normal and the management level still needs to be improved.Therefore,it is of great significance to find out the root cause of the problem and optimize the objective management to improve the quality of public service and the satisfaction of the public in civil affairs departments.This thesis takes the Z district of Chongqing as an example,collect data of the Civil Affairs Department,such as budget funds,performance goal setting,management operations,etc.This thesis carefully analyze the working characteristics and personnel structure of the department,based on interviews and theoretical analysis,analysis the current situation,initial achievements and existing problems of the department’s budget performance target management.On the basis of drawing on existing theories,try to put forward suggestions to strengthen the management of the budget performance objectives of the Civil Affairs Department,for example,firmly establish the concept of performance,scientifically and rationally set goals,strictly review and standardize management,and improve management level.