At present, the operation effect of Zhangjiajie Rural Credit Cooperative Management System has initially appeared.
The management system of rural credit cooperatives is that county associations are legal persons, provincial associations exercise management and service functions throughout the province, and municipal associations (offices) are set up according to administrative regions, which is convenient for management and coordination between provincial and county associations. In the early stage of the reform of rural credit cooperatives, the phenomenon of insider control and a large number of historical burdens caused by the long-term weak management of rural credit cooperatives need the help of external forces and the government to solve. It is a realistic choice to establish provincial associations and strengthen industry management under the condition of market economy. The provincial association also gives full play to the functions of management, guidance, coordination and service, so that the reform of rural credit cooperatives can proceed smoothly.
The corporate governance structure has changed, and the ability to resist risks has gradually increased. First, the property rights, organizational structure and operational mechanism were clarified. Through the gradual standardization of capital increase and share expansion, the long-term vague property rights of rural credit cooperatives have gradually become clear. Second, the capital stock scale has expanded, the capital adequacy ratio has improved, and the ability to resist risks has been significantly enhanced. The share capital of rural credit cooperatives in Zhangjiajie increased from 65.438+0.58 billion yuan in 2004 to 65.438+0.63 billion yuan in 2008, an increase of 3%. Third, the property right system started and the corporate governance structure was initially established. Rural credit cooperatives have made active explorations in clarifying property rights relations and improving corporate governance structure. In accordance with the requirements of modern enterprise system, they gradually improved the rules of procedure of "three meetings and one meeting", initially formed a corporate governance system with checks and balances in decision-making, implementation and supervision, and formed an organizational structure in which county associations, city associations and provincial associations successively increased their shares and managed services downwards.
The internal control mechanism was significantly strengthened and the service level was further improved. After the establishment of the provincial association, the management of legal compliance was strengthened, and the management of people, finance and materials was strengthened. First, various rules and regulations have been established and improved, and a relatively complete management system has been formed. The second is to standardize the management procedures of personnel, finance, operation and assessment, and implement the management mode of performance appraisal. The third is to intensify the investigation and punishment of violations of discipline and discipline and build a security barrier for funds. The fourth is to open an integrated network system, launch Fuka business, and realize universal deposit and withdrawal. The service function of the city's rural credit cooperatives was significantly enhanced, and the service level was further improved.
The imperfection of corporate governance structure makes the rural credit cooperatives far from the market subject goal of "self-management, self-restraint, self-development and self-risk". Therefore, strengthening the restraint mechanism and improving the corporate governance structure should become the important goals of the reform of rural credit cooperatives.
Optimize the ownership structure, improve the awareness of members' participation, and truly make the owners in place.
The design and implementation of the ownership structure of rural credit cooperatives should be coordinated with the local regional economic characteristics to enhance the "adaptability" of corporate governance structure. On this basis, it is necessary to determine the appropriate proportion among natural persons, legal persons and the state in accordance with the requirements of diversification of ownership structure and diversification of investment subjects; It is suggested that while raising the minimum registered capital and capital adequacy ratio, the restrictions on the shareholding ratio of shareholders of non-financial institutions should be relaxed, and all kinds of capital should be absorbed and guided to invest in rural financial institutions. Focus on equity setting, that is, focus on attracting strategic investors with rural financial services needs (such as leading enterprises in agricultural industrialization). ), making them the backbone of rural credit cooperatives; In the board of directors and the board of supervisors, we will focus on attracting outstanding entrepreneurs, investors and industrialists who are engaged in agriculture, love agriculture and support agriculture to influence decision-making and strengthen supervision. Actively attract capable investors to participate in the operation and management of rural credit cooperatives, such as large farmers, private owners, corporate legal persons, etc. , expand its shares, increase the number of shares, increase the proportion and number of shares of operators, attract economic organizations with good corporate governance structure and excellent market management concept to make strategic investments, optimize and adjust the shareholding structure of rural credit cooperatives, improve their decision-making and management capabilities, but also prevent excessive concentration of shares. It is necessary to standardize fund-raising channels, carry out capital increase and share expansion in an orderly manner, cancel capital preservation and dividends, and resolutely put an end to irregularities such as stock deposit and loan deduction. Stocks can be converted into preferred shares, and shareholders can enjoy priority dividends without participating in decision-making to prevent the problem of "voting with their feet". We must strictly control the transfer of equity, maintain the relative stability of members, and then establish and implement the mechanism of "risk sharing and benefit sharing" between members and rural credit cooperatives.
Further clarify the relationship between property rights and maintain the stability of equity capital.
Accelerate the increase of equity concentration. For well-run institutions, the mechanism of equity circulation and transfer can be established through directional premium issuance to promote moderate concentration of equity; For institutions with relatively poor management, further relax the geographical restrictions of investors, relax the profit period restrictions of legal person shares, and improve the enthusiasm of investors. Accelerate strategic cooperation, regional alliances and mergers and acquisitions among rural cooperative financial institutions within and across provinces, support all-round and multi-level business cooperation and capital alliances, introduce intelligence, technology and institutional mechanisms through attracting investment, solve historical burdens, improve corporate governance, improve management level and enhance independent innovation ability. It is suggested that the counter trading policy of equity capital should be formulated to enhance the liquidity of equity capital; It is stipulated that members can enjoy some preferential policies to provide members with the same preferential loan rights and relatively preferential loan interest rates; Formulate the mortgage loan policy of equity capital, improve the relevant policies and regulations to stabilize the shareholding of members, stimulate the optimal potential of equity capital, and maintain the stability of equity capital.
Desalinate the administrative function of the provincial association and empower the grassroots rural credit cooperatives.
Provincial Association and grass-roots cooperatives should straighten out their relations, clarify their respective functions, and actively safeguard the full legal person status of grass-roots cooperatives. By strengthening the administrative functions of the provincial association, the provincial association is prevented from forming a substantive legal person status. In the short term, in view of the unbalanced regional economic development, poor financial environment and weak self-management ability of rural credit cooperatives, provincial credit cooperatives should strengthen the guidance and coordination of grass-roots cooperatives. However, this does not mean that the relationship between them is the relationship between the parent bank and the branch. The provincial association should hand over the basic decision-making power of the credit cooperatives to its board of directors and management, who will be responsible to the capital owners, gradually liberalize the appointment power of directors, directors and supervisors of the credit cooperatives, and make a transition to open recruitment. Exploring the target model of provincial cooperative reform, adapting to the characteristics of low urbanization level, great difference between urban and rural areas and many county-level institutions in Hunan Province, reorganizing into a franchise form, gradually abolishing its industry management function and serving the member institutions full-time, is conducive to maintaining a certain unity of county-level institutions.
Design a scientific incentive and restraint mechanism to eliminate and limit the "adverse selection" of operators at all levels.
The incentive and supervision mechanism is applied to the design of managers' performance compensation, and their personal interests and those of rural credit cooperatives are converged by introducing mechanisms such as option compensation and accountability system. Establish and improve the "three meetings" rules and procedures, clarify the responsibilities between the board of directors, the board of supervisors and the executive agencies, promote their respective duties, and form an effective mechanism for balancing responsibilities and rights. Specifically: First, it is necessary to refine the terms of reference of the chairman and director of the rural credit cooperatives, clarify their powers, responsibilities and obligations, and institutionalize and standardize the principal-agent relationship between the board of directors and the director. The second is to reform the organizational structure, rules of procedure and procedures of the board of supervisors. In terms of composition, non-employee supervisors such as high-paid external employees are introduced to participate in the demonstration and decision-making of important business matters; In terms of personnel structure, the number of non-employee supervisors in the board of supervisors is not less than 1/3, which further strengthens the supervision of the business activities of rural credit cooperatives and improves transparency; From the procedural point of view, the regular office system of the board of supervisors has been formed, which gives the board of supervisors greater power and makes the duties exercised by the board of supervisors not restricted by the chairman and directors. The third is to strengthen the responsibilities of the general meeting of members, stipulate the rights and obligations of the general meeting of members in the articles of association, further clarify the implementation methods, and institutionalize the general meeting of members. Major issues related to the reform of rural credit cooperatives, major investment and financing decisions, employment and replacement of senior personnel and their salary levels will be decided by the general meeting of members.
Improve the internal and external information disclosure system of rural credit cooperatives.
An effective supervision and restriction mechanism should be based on mastering true and sufficient business and financial information. Therefore, first of all, the compulsory information disclosure requirements of rural credit cooperatives should be solidified and refined, and the government or industry authorities should issue compulsory information disclosure norms and their implementation rules as soon as possible, clearly stipulating the content, form, time, report format, procedures and objects of information disclosure in this industry; Secondly, it is necessary to establish a smooth information transmission mechanism within the rural credit cooperatives, and the rural credit cooperatives' councils at all levels are responsible for formulating the internal information disclosure system, clarifying which department provides what information, when to provide it, the content and format of information and other related issues; Finally, external intermediaries should be invited to audit and evaluate the legality and fairness of the information disclosed, and the credibility of the information disclosed by rural credit cooperatives should be enhanced with the help of external supervision.
Accelerate the process of joint-stock reform of rural cooperative financial institutions.
According to the work requirements of "economically developed areas first, economically underdeveloped areas later, urban areas first, rural areas first, qualified institutions first, and unqualified institutions later", the joint-stock system reform was first implemented for institutions in urban and urban-rural fringe areas, and then gradually extended to rural areas. Where the cooperative system is suitable, we can continue to retain and explore the rich cooperative system. It is suggested to set up municipal legal person joint-stock cooperative banks and vigorously develop new financial institutions such as village banks, small loan companies and rural mutual funds cooperatives.