(1) Clear classification and key points. Each central branch fully considers the different situations and differences in the economic and financial development level, business volume, whether there are distribution banks, whether there are foreign exchange businesses, and the number of institutions and personnel within its jurisdiction, and sorts out the performance objectives and work priorities of different types of county branches. For example, some central sub-branches divide county sub-branches into first-tier banks and second-tier banks, some central sub-branches divide county sub-branches into third-tier banks of Agricultural Bank of China, and some central sub-branches adopt the method of "one line, one policy, one line with one characteristic and one focus" to classify and clarify the work priorities of county sub-branches and related assessment standards and work requirements. By strengthening communication with county branches and combining the actual performance of county branches, the assessment focus, standards and work requirements are reasonably determined.

(2) Improve and perfect the assessment system. Each central branch has established and improved the assessment management system of county branches which combines quantitative assessment with qualitative assessment. According to the different performance priorities and responsibilities of county sub-branches, assessment indicators and assessment weights are set in different categories, so that the assessment can reflect the actual performance of county sub-branches more scientifically and accurately. Strengthen the overall coordination between the comprehensive assessment method and the individual assessment requirements of each major, and the professional assessment should also reflect the requirements of improving the assessment management of county branches and clarify the key points and requirements of professional assessment.

(3) Strengthen dynamic assessment management. Each central branch attaches importance to the daily assessment management, and has accumulated a sufficient and detailed foundation for the annual assessment. Report the assessment regularly, give feedback to the county branch in time, and help the county branch to improve its work in time. At the same time, encourage the use of modern information systems to implement assessment management and improve work efficiency. For example, some central sub-branches have independently developed and built county sub-branch assessment management systems, which can guide and urge county sub-branches to improve their work in a more timely manner; Some central branches implement the assessment management mode of combining daily and monthly notification with year-end "self-inspection declaration+off-site assessment+debriefing assessment" and so on.

(4) Overall planning and optimization of work organization. Pragmatically meet the relevant work requirements of the superior bank, avoid "rough up and down" work arrangements in combination with the actual work, and adjust and optimize the relevant work arrangements between the central branch and the county branch. Coordinate and integrate all kinds of on-site inspections and relevant reports, information and research reports that need to be submitted by county sub-branches, reduce unnecessary workload of county sub-branches, and create favorable conditions for county sub-branches to focus on key tasks. Based on the existing resources, county sub-branches strive to optimize the work organization, revitalize the stock of personnel, and ensure that they perform their duties.

(5) Encourage sub-branches to strive for excellence. The pilot central sub-branches generally adopt the method of linking the year-end target assessment results of county sub-branches with cost indicators and personnel indicators to mobilize the enthusiasm and initiative of county sub-branches and guide and encourage them to further improve their work level.

In addition, while improving the assessment management of county branches and guiding them to focus on key tasks, it also emphasizes further strengthening the internal management of county branches, preventing business risks and case accidents, sticking to the bottom line of risk prevention, and ensuring the safe and stable operation of county branches.

Implementation effect

In the past two years, Chengdu Branch of the People's Bank of China has improved the assessment management of county branches, and all central branches within its jurisdiction have made solid and positive explorations, which have achieved positive results, and made beneficial explorations in classification guidance, assessment indicators, dynamic assessment management, and performance boundaries between China Branch and county branches. The county sub-branch has a clearer performance target, which has aroused the enthusiasm of the staff of the sub-branch, enhanced the performance, and promoted the overall performance and management level of the sub-branch.

From the perspective of the central branch: First, the understanding of strengthening the construction of county branches has deepened. Focusing on the relevant working principles defined in the Guiding Opinions of the branches, the central sub-branches have made systematic research on improving the assessment management system of county sub-branches, breaking the shackles of old ideas, and through careful organization and bold practice, they have made breakthrough progress in guiding and promoting county sub-branches to better perform the duties of grassroots people's banks based on existing resources. The second is to clarify the working boundary between the central branch and the county branch. By changing the previous "big and comprehensive" assessment management mode and work arrangement mode of county branches, the pilot banks have a clearer definition of the work between the central branch and the county branch, which not only helps the county branch to clarify the key points of performance, reasonably reduce the burden of the county branch, but also promotes the overall performance level of the central branch.

From the point of view of county sub-branches: First, the goal of county sub-branches is more clear. Through the improvement of the assessment management system and the adjustment and optimization of the work organization between the central branch and the county branch, the work focus of the county branch is more clear, which creates favorable conditions for it to better meet the work requirements of the superior bank, concentrate resources, highlight key points and enhance actual effect. The second is to mobilize the initiative of county branches to perform their duties. The communication and interaction between the central sub-branch and the county sub-branch has been significantly strengthened, and the county sub-branch has changed from passive evaluation in the past to active participation now. More and more cadres and workers began to pay attention to the performance of sub-branches, actively thinking about innovation, seeking development, and performance highlights frequently appeared. For example, pengshan county Sub-branch under Meishan Central Sub-branch took the initiative to successfully establish the first batch of provincial-level "demonstration bases for supporting agriculture and re-lending and benefiting farmers' entrepreneurship" in Sichuan Province, which was fully affirmed by the local party committee and government. Jianhe County Sub-branch under the jurisdiction of Qiandongnan Central Sub-branch has upgraded 39 1 agricultural withdrawal service points in the county to 20 1 rural financial comprehensive service stations, which has been promoted in Guizhou Province. The third is to stimulate the enthusiasm of county branches to strive for Excellence. Perfecting the assessment management of county sub-branches has changed the assessment management mode of central sub-branches with unified standards and scales in the past, obviously enhanced the scientificity and comparability of assessment, made small banks stand out through their own efforts, and broke the "monopoly" phenomenon of large banks in assessing advanced units of county sub-branches in recent years, and the enthusiasm of various county sub-branches for promotion has never been higher.

Some experiences

County economy is an important foundation and supporting force for China's national economic development. In recent years, with the coordinated development of urban and rural areas, the deepening of new urbanization and agricultural modernization, it is increasingly urgent and necessary to comprehensively improve the ability of financial support for county economic development, keeping up with the changes of regional economic and social development. In this context, Chengdu Branch of the People's Bank of China has strengthened the construction of county sub-branches in a targeted manner, and has made active explorations in promoting county sub-branches to combine with county reality, highlighting the key points of performing their duties, improving the effectiveness of performing their duties, and rationally positioning performance targets, which has strong practical significance. In the process of improving the assessment management of county branches, we have the following experiences:

First, changing ideas and unifying understanding are the basic prerequisites. To improve the assessment management of county sub-branches, we should always pay attention to exploring the reasonable positioning of performance objectives and functions of county sub-branches. This work has the effect of reducing the burden on county branches, but reducing the burden is not the goal. The goal is to improve the assessment management, reasonably arrange the relevant work between the central sub-branch and the county sub-branch, give play to the incentive-oriented role of assessment, and promote the county sub-branch to actively perform its duties on the basis of existing performance resources. By optimizing the work organization and post setting, it will revitalize the staff stock, concentrate energy and resources on key tasks, and enhance the effectiveness of performance. Second, the main idea is to adjust measures to local conditions and not engage in "one size fits all". The internal and external performance environment of county branches, the characteristics of economic development, and the huge differences in financial services under the jurisdiction of each central branch determine that it is not appropriate to generalize the assessment management of county branches, and it is not appropriate to uniformly introduce a fixed assessment management model. It is necessary to leave a certain space for each central branch, focus on the work objectives, principles and contents formulated by the branch, learn from the basic practices of the previous pilot, actively explore and innovate, and better formulate assessment management methods that meet the requirements of the branch and combine with local conditions. Third, standardization, order, science and rationality are important principles. The establishment of assessment indicators and assessment framework for county branches of central branches must be comprehensively considered and repeatedly demonstrated. In accordance with the principle of "ensuring basics, highlighting key points and giving consideration to others", taking into account the differences between the actual performance resources of county sub-branches and the economic and financial development of the county, fully embodying pertinence, comparability and fairness, making county sub-branches more clear about the work requirements and direction of higher-level banks, and guiding and encouraging county sub-branches to actively perform their duties. Fourth, overall deployment and up-and-down linkage are strong guarantees. The branch is responsible for coordinating and promoting the improvement of the assessment management of county branches, strengthening the tracking, guidance and supervision of the work of city and state central branches, and incorporating this work into the annual assessment of city and state central branches to ensure the pragmatic and effective implementation of the assessment management of county branches. By strengthening communication and interaction with county sub-branches, the central sub-branch sorts out the respective performance priorities of county sub-branches, and at the same time increases the training of cadres and workers of county sub-branches, so as to promote county sub-branches to better adapt to the work requirements.

(1) Clear classification and key points. Each central branch fully considers the different situations and differences in the economic and financial development level, business volume, whether there are distribution banks, whether there are foreign exchange businesses, and the number of institutions and personnel within its jurisdiction, and sorts out the performance objectives and work priorities of different types of county branches. For example, some central sub-branches divide county sub-branches into first-tier banks and second-tier banks, some central sub-branches divide county sub-branches into third-tier banks of Agricultural Bank of China, and some central sub-branches adopt the method of "one line, one policy, one line with one characteristic and one focus" to classify and clarify the work priorities of county sub-branches and related assessment standards and work requirements. By strengthening communication with county branches and combining the actual performance of county branches, the assessment focus, standards and work requirements are reasonably determined.

(2) Improve and perfect the assessment system. Each central branch has established and improved the assessment management system of county branches which combines quantitative assessment with qualitative assessment. According to the different performance priorities and responsibilities of county sub-branches, assessment indicators and assessment weights are set in different categories, so that the assessment can reflect the actual performance of county sub-branches more scientifically and accurately. Strengthen the overall coordination between the comprehensive assessment method and the individual assessment requirements of each major, and the professional assessment should also reflect the requirements of improving the assessment management of county branches and clarify the key points and requirements of professional assessment.

(3) Strengthen dynamic assessment management. Each central branch attaches importance to the daily assessment management, and has accumulated a sufficient and detailed foundation for the annual assessment. Report the assessment regularly, give feedback to the county branch in time, and help the county branch to improve its work in time. At the same time, encourage the use of modern information systems to implement assessment management and improve work efficiency. For example, some central sub-branches have independently developed and built county sub-branch assessment management systems, which can guide and urge county sub-branches to improve their work in a more timely manner; Some central branches implement the assessment management mode of combining daily and monthly notification with year-end "self-inspection declaration+off-site assessment+debriefing assessment" and so on.

(4) Overall planning and optimization of work organization. Pragmatically meet the relevant work requirements of the superior bank, avoid "rough up and down" work arrangements in combination with the actual work, and adjust and optimize the relevant work arrangements between the central branch and the county branch. Coordinate and integrate all kinds of on-site inspections and relevant reports, information and research reports that need to be submitted by county sub-branches, reduce unnecessary workload of county sub-branches, and create favorable conditions for county sub-branches to focus on key tasks. Based on the existing resources, county sub-branches strive to optimize the work organization, revitalize the stock of personnel, and ensure that they perform their duties.

(5) Encourage sub-branches to strive for excellence. The pilot central sub-branches generally adopt the method of linking the year-end target assessment results of county sub-branches with cost indicators and personnel indicators to mobilize the enthusiasm and initiative of county sub-branches and guide and encourage them to further improve their work level.

In addition, while improving the assessment management of county branches and guiding them to focus on key tasks, it also emphasizes further strengthening the internal management of county branches, preventing business risks and case accidents, sticking to the bottom line of risk prevention, and ensuring the safe and stable operation of county branches.

Implementation effect

In the past two years, Chengdu Branch of the People's Bank of China has improved the assessment management of county branches, and all central branches within its jurisdiction have made solid and positive explorations, which have achieved positive results, and made beneficial explorations in classification guidance, assessment indicators, dynamic assessment management, and performance boundaries between China Branch and county branches. The county sub-branch has a clearer performance target, which has aroused the enthusiasm of the staff of the sub-branch, enhanced the performance, and promoted the overall performance and management level of the sub-branch.

From the perspective of the central branch: First, the understanding of strengthening the construction of county branches has deepened. Focusing on the relevant working principles defined in the Guiding Opinions of the branches, the central sub-branches have made systematic research on improving the assessment management system of county sub-branches, breaking the shackles of old ideas, and through careful organization and bold practice, they have made breakthrough progress in guiding and promoting county sub-branches to better perform the duties of grassroots people's banks based on existing resources. The second is to clarify the working boundary between the central branch and the county branch. By changing the previous "big and comprehensive" assessment management mode and work arrangement mode of county branches, the pilot banks have a clearer definition of the work between the central branch and the county branch, which not only helps the county branch to clarify the key points of performance, reasonably reduce the burden of the county branch, but also promotes the overall performance level of the central branch.

From the point of view of county sub-branches: First, the goal of county sub-branches is more clear. Through the improvement of the assessment management system and the adjustment and optimization of the work organization between the central branch and the county branch, the work focus of the county branch is more clear, which creates favorable conditions for it to better meet the work requirements of the superior bank, concentrate resources, highlight key points and enhance actual effect. The second is to mobilize the initiative of county branches to perform their duties. The communication and interaction between the central sub-branch and the county sub-branch has been significantly strengthened, and the county sub-branch has changed from passive evaluation in the past to active participation now. More and more cadres and workers began to pay attention to the performance of sub-branches, actively thinking about innovation, seeking development, and performance highlights frequently appeared. For example, pengshan county Sub-branch under Meishan Central Sub-branch took the initiative to successfully establish the first batch of provincial-level "demonstration bases for supporting agriculture and re-lending and benefiting farmers' entrepreneurship" in Sichuan Province, which was fully affirmed by the local party committee and government. Jianhe County Sub-branch under the jurisdiction of Qiandongnan Central Sub-branch has upgraded 39 1 agricultural withdrawal service points in the county to 20 1 rural financial comprehensive service stations, which has been promoted in Guizhou Province. The third is to stimulate the enthusiasm of county branches to strive for Excellence. Perfecting the assessment management of county sub-branches has changed the assessment management mode of central sub-branches with unified standards and scales in the past, obviously enhanced the scientificity and comparability of assessment, made small banks stand out through their own efforts, and broke the "monopoly" phenomenon of large banks in assessing advanced units of county sub-branches in recent years, and the enthusiasm of various county sub-branches for promotion has never been higher.

Some experiences

County economy is an important foundation and supporting force for China's national economic development. In recent years, with the coordinated development of urban and rural areas, the deepening of new urbanization and agricultural modernization, it is increasingly urgent and necessary to comprehensively improve the ability of financial support for county economic development, keeping up with the changes of regional economic and social development. In this context, Chengdu Branch of the People's Bank of China has strengthened the construction of county sub-branches in a targeted manner, and has made active explorations in promoting county sub-branches to combine with county reality, highlighting the key points of performing their duties, improving the effectiveness of performing their duties, and rationally positioning performance targets, which has strong practical significance. In the process of improving the assessment management of county branches, we have the following experiences:

First, changing ideas and unifying understanding are the basic prerequisites. To improve the assessment management of county sub-branches, we should always pay attention to exploring the reasonable positioning of performance objectives and functions of county sub-branches. This work has the effect of reducing the burden on county branches, but reducing the burden is not the goal. The goal is to improve the assessment management, reasonably arrange the relevant work between the central sub-branch and the county sub-branch, give play to the incentive-oriented role of assessment, and promote the county sub-branch to actively perform its duties on the basis of existing performance resources. By optimizing the work organization and post setting, it will revitalize the staff stock, concentrate energy and resources on key tasks, and enhance the effectiveness of performance. Second, the main idea is to adjust measures to local conditions and not engage in "one size fits all". The internal and external performance environment of county branches, the characteristics of economic development, and the huge differences in financial services under the jurisdiction of each central branch determine that it is not appropriate to generalize the assessment management of county branches, and it is not appropriate to uniformly introduce a fixed assessment management model. It is necessary to leave a certain space for each central branch, focus on the work objectives, principles and contents formulated by the branch, learn from the basic practices of the previous pilot, actively explore and innovate, and better formulate assessment management methods that meet the requirements of the branch and combine with local conditions. Third, standardization, order, science and rationality are important principles. The establishment of assessment indicators and assessment framework for county branches of central branches must be comprehensively considered and repeatedly demonstrated. In accordance with the principle of "ensuring basics, highlighting key points and giving consideration to others", taking into account the differences between the actual performance resources of county sub-branches and the economic and financial development of the county, fully embodying pertinence, comparability and fairness, making county sub-branches more clear about the work requirements and direction of higher-level banks, and guiding and encouraging county sub-branches to actively perform their duties. Fourth, overall deployment and up-and-down linkage are strong guarantees. The branch is responsible for coordinating and promoting the improvement of the assessment management of county branches, strengthening the tracking, guidance and supervision of the work of city and state central branches, and incorporating this work into the annual assessment of city and state central branches to ensure the pragmatic and effective implementation of the assessment management of county branches. By strengthening communication and interaction with county sub-branches, the central sub-branch sorts out the respective performance priorities of county sub-branches, and at the same time increases the training of cadres and workers of county sub-branches, so as to promote county sub-branches to better adapt to the work requirements.