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Chancheng District Finance Bureau
High growth enterprises
Products and Services: Internal Control Management System Project
Chancheng District Finance Bureau: Internal Control Management System Project
Customer Overview
Chancheng District Finance Bureau was established in 2003, with 14 internal institutions, 3 subordinate institutions and 104 staff. In recent years, under the guidance of Xi Jinping's thought of socialism with Chinese characteristics in the new era, the Finance Bureau has been in the vanguard in implementing the reform of the supervision and management of the budget preparation and implementation of Guangdong Province, promoting the reform of the financial management system with digitalization, comprehensively optimizing and improving the performance of financial funds management, and actively giving full play to the role of finance in the economic, social and people's livelihood undertakings. Performance appraisal has been rated as "excellent" for seven consecutive years ", help Chancheng District to build the first good district, innovation center, happy home. At the end of 2019, Foshan Chancheng District Finance Bureau was named "2019 National Financial System Advanced Collective".
Business challenges
1, some administrative institutions internal control construction is not comprehensive.
2, the business process is unreasonable, the internal control method is simple.
3, internal control construction is a mere formality, did not achieve process reengineering.
4, the risk assessment and supervision of internal control is a mere formality.
5, the construction of internal control system in the administrative institutions lack of overall.
Solution
The function of the system is in line with the concept of "budget management as the main line and capital control as the core" in the internal control of administrative institutions. The construction of information system around the core work and internal control difficulties to realize the internal control management of economic business activities, including budget compilation, decomposition and release (realized by integrated method), expense management, procurement process management, contract management, asset management and other closed-loop management internal control system.
(1) Build a three-dimensional, all-round unified internal control management system. Realize the cost control and reimbursement, procurement, contracts, assets, low-value consumables and other economic business internal control work of the whole link, the whole process of internal control management.
(2) To realize the electronic, visual and comprehensive display and inquiry of the results of internal control work.
(3) To realize the unified strategy management of internal control degree, standard and internal control strategy, the unified data management of internal control management business, the unified monitoring and management of internal control risk, and the unified process management of risk treatment and internal control work.
(4) Realize the combination of business management and risk control; realize the automatic identification, early warning and disposal of internal control risk matters and levels to form internal control.
(5) Strengthen the internal control of the unit, the operation of financial management monitoring, promote financial dynamic monitoring, prevent financial risks.
Project Value
The informatization of internal control management is the only way to improve the level of internal control management. It is based on the information network, takes the internal control management platform as a means, and aims to improve the efficiency of internal control management. It provides necessary conditions for the standardization, proceduralization, institutionalization and openness of the whole process of internal control management, which is conducive to improving the openness and timeliness of the internal control management of administrative institutions, and assisting the leaders of administrative institutions to strengthen risk control. In order to improve the comprehensive management level of administrative institutions, standardize internal control, and strengthen the prevention and control of clean government risks, combined with the actual business characteristics of the college, it is proposed to establish an internal control system at the unit level and the business level, and use regular economic activity risk assessment as a long-term mechanism. Information technology is used as a means to improve risk prevention capabilities, and finally realize the systematization and normalization of the college's internal control management.
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