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การบริหารงบประมาณ. แบบมุ่งเน้นผลงานตามยุทธศาสตร์. ลัดดา แกล้วกล้า วปค. ความสุขที่จะได้รับจากผู้บริหารประเทศ. รับบริการของภาครัฐที่มีคุณภาพ. รับการดูแล คุ้มครองสิทธิ และเสรีภาพ. มีส่วนร่วมในการกำหนดนโยบาย และความคิดเห็น. รับการช่วยเหลือในการประกอบกิจการ.

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.



NEEDS

WANTS


GOAL

2

Strategic Execution

3

3

Strategic Formulation

Strategic Formulation

Strategic Execution

Strategic Execution

1

1

Strategic Analysis

Strategic Analysis


(Strategic Analysis)

(Strategic Formulation)

(Strategic Execution)


SWOT Analysis

Vision/Mission/Objectives

Strategics

Project and Budget

+

Performance Measurement


/ / /

CSFS

& KPIs

BSC


SPBB

6


Competency :

/


Competency:()


SPBB

6




3




+


3



1.

2.

3.

4.

5.

6.


/


PROGRAM BUDGET ING

PERFORMANCED BASED BUDGETING

(PBB)

STRATEGIC PERFORMANCED BASED

BUDGETING

(SPBB)


SPBB


Concept

  • (Top-down Budgeting)

  • (output / outcome-oriented)

24


/

25


(Policy Driven)

  • ()

26


( 3 )

1. (/)

2.

3. 3

-

-

-


28


SPBB

/

National/GovernmentStrategy

Major

Key Success Factors

Key Success Factors

4

(Strategic Target)

GFMIS

Government Strategic Direction

r

4

(PSA/SDA)

Key Performance Indicators

4

Output Performance

(QQTC)

BIS

(Output)

Ev MIS

(Delivery Process)

PART

AMIS

(Resources)

Evaluation

29


SPBB

1.

2.

3.

3

4.

5. (Block Grant)

6. 4

7.

8.

9.


7 (7 Hurdles)

2


- 7 Hurdles *

Performance Based Budgeting : PBB

1

2

3

4

/

5

6

7

3


1

+

( STRATEGIC & ROUTINEPLAN)

(MEDIUM TERM EXPENDITURE FRAMEWORK: MTEF)

4


2

( Activity - Based Costing )

5


( Procurement management )

3

:-

6


( Financial managment & Budget control )

4


(Financial & Performance Reporting)

5


(Asset management)

6

9


( Internal Audit )

7

- ( Activity )

- ( Program )

- ( Project )

-


*

PBB

*

/

*


  • .

  • MTEF

  • .

  • .

  • .

  • .

  • .

  • .

1

5

2

4

3

41


7HURDLES


-

-

-

-


1..

2.. .

3..

4.. +

5. .

6. .

7. .

8. . .

9. . .... .

10. . .... +


()

  • 2

  • 3 105

  • 20


( + + )

1.

2.

3.

4.

5.


  • .. 2550

  • .. 2502

  • .. 2548

  • .

.. 2551

  • . 7 .. 2550


.. 2550

6

143

...


.. 2550

8

168

... . 105 20


.. 2550

8

169

  • /

  • ... / +



1.

2.

3.


BALANCED BUDGET

53


54


3

  • -

    - Share Cost


.. 2554

1.

2.

3.

4.

5.


.. 2554

6.

7.

8.

9.


...

1

3

2

  • //

//

6

5

7

4

4

  • /

58


1.

2.

3.

4.

5.

59


1.

.

1

60


1.

. 3

15


2.

.

. ...

62


3.

63


64


4.

65


2

2.

.. 2548

1.

66


5.

  • . 60

67




1.

2.

3.

4.

5.

6.


.

... .

.


...


...


(... ..2551)




()


..2554

GPP (5%)

(50%)

(35%)

(10%)

50

10

35

5 (Gross Provincial Products : GPP)


.. 2554

420,000 .

20.3%

.2554

2,070,000


2554

(34,353,623,300)

2,038,894,400

(5.9 %)

40,330,000

2,866,421,100

(0.10%)

(8.3%)

29,407,977,800

(85.6%)


2554

(34,353,623,300)

513,127,800

( 1.5 %)

440,121,200

591,300,600

( 1.3 %)

( 1.8 %)

4,968,580,400

( 14.4 %)

27,840,493,300

( 81%)


2554

(34,353,623,300)

40,330,000

2,866,421,100

1,514,940,100

(9.8%)

(.10%)

(5.1%)

27,893,037,700

2,038,894,400

(78,8%)

(6.2 %)

: .

:

:

:

:


2554

(34,353,623,300)

2,866,421,100

2,079,224,400

(9.8%)

(6.3%)

29,407,977,850

(83.9%)


2555

1. . 50 () 11

2.

3.

4.


2555

1.

2.

3.

4.

5.

6.


:

:


SOCIAL MARKETING

CSR

C = CORPORATE

S = SOCIAL

R = RESPONSIBILITY

PHILIP KOTLER


()

()



/

1 .

10 .

// / 10


96


97


  • ( K)

98


  • / (.)

  • (.)


.

100


(CENTRAL FUND)

10 .

..

. . .

10 .

100 .

.

101


  • 1

  • .

102


.

.

103


5.

  • . 60

104


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