videoconference, Secretary of the provincial Committee of Xia Baolong stressed: this year is the five water treatment 357 timetables for three years to resolve outstanding issues, obviously worked, victory of the year. The Countys departments at all levels must firmly establish the guanghui is gold and silver green development concept, convinced that Castle is not relaxed, always maintaining strategic ability and strong determination to improve the environment, consistently playing well five water treatment of winning the war, ever-higher levels of comprehensive well-off society was built. (A) lay the sewage uphill battle. This year we will river water quality improved at the county level, up to five this basic objective grasp of pollution control that focus, with the focus on three things: a good job, clear rivers reaching the County created. Organization look back special inspection, the County garbage River, black and odorous River is Dragnet investigation, timely rectification of problems found in place firmly to prevent river pollution rebound. In accordance with the one-stop strategy, improving the inferior five water quality monitoring stations work this year to ensure the Elimination of 1 provincial control, five water quality section 3 municipalities controlled deterioration, ensure the creation this year of clear rivers standards. Second, pay special attention to pollution-cutting construction of nanotubes. Intercepting nanotubes are the basis of pollution of water source engineering, engineering, matter of success or failure of water management. Urban sewage treatment, to improve effluent from sewage treatment rate, running accuracy, compliance requirement, speed up the towns support network construction, is focusing on nanotubes home last meters question. Domestic sewage treatment in rural areas, this year is the final year of the three-year action, determination to fight and the momentum around, ending the battle on which fully to ensure the realization of all County 648 formed village coverage. Also, be sure to attach importance to focus on rural domestic wastewater treatment facility operation and management, ensure that wastewater treatment facility up and running, role play, avoid the Sun problem. Third, pay special attention to the River Lake pond desilting operation. Provinces now have focused on pollution control of water go to dig up mud, as the deepening water of this years plays. Next, to jump-start an investigation line touches work, implementation plan according to the priorities and the programme of work, in accordance with the one river one policy requires detailed cleaning, dredging plan, planning ahead of time cleaning out mud way out, according to local conditions to do sludge, promote scientific resource utilization of silt and mud. (B) the heavy regulation of heavily polluting industries. Pollution of water must grab the source, wastewater is primarily the source of backward production capacity, increase the intensity ofKPI绩效考核课程大纲培训讲师：安新强培训时间：2天【课程背景】： 为什么您的绩效考核办法复杂而又不容易见效？让人头疼而又不容易推行？别人屡试不爽的方法到了自己这里却不灵光？是员工不听话还是自己用错了方法？【课程目的】： 高中层主管通过本次培训，能熟悉KPI绩效考核整个体系运行的流程、实施的具体步骤、能正确设定并能辅助下属正确设定KPI，基层员工基本能掌握KPI设定的技巧，老师能够在课程上直接引导学员定下各自2013年的KPI目标。【课程大纲】：第一讲：绩效管理概述一、什么是绩效？绩效管理？二、绩效管理与绩效考核的区别；三、什么是绩效管理循环系统；四、绩效管理的三种模式；五、为什么要实行绩效管理；六、绩效管理的误区；七、绩效管理的方式方法1、目标管理法；2、360评估；3、强制分布法；4、关键业绩指标KPI考核；5、平衡计分卡；第二讲：如何建立公司级的关键绩效指标KPI体系一、KPI操作中的几个基本问题：1、什么是目标与指标；2、什么是KPI？3、KPI指标的基本属性与操作注意要点；4、在公司建立KPI体系的思路；二、平衡计分卡：1、什么是平衡计分卡；2、战略与平衡计分卡有什么关系？战略与战略地图；3、平衡计算分卡落实的三种方式；三、建立公司级KPI的五个步骤：第一步：明确公司级战略第二步：绘制战略地图第三步：识别战略主题-开发平衡计分卡指标第四步：利用筛选表确定公司级第五步：开发行动方案第三讲：如何建立部门级的KPI指标体系1、 第一个指标来源：从公司目标的自上而下分解来支撑公司战略。有以下五种具体方法：（一）通过公司级平衡计分卡推导出部门级平衡计分卡，从而寻找部门的KPI；（二）利用价值树模型寻找因果关系，寻找部门的KPI；（三）利用KPI分解矩阵法，寻找部门的KPI；（四）驱动因素分解法；按照驱动因素分解法分解KPI的四种方法；1、指标结构分解法；2、DOAM分解法；3、贡献路径图法；4、流程关键控制点法；（五）责任人分解法；二、第二个指标来源：基于各个部门的职责。（一）确定部门的关键职责；（二）利用“多、快、好、省”四个维度确定关键职责的完成状况；三、第三个指标来源：基于流程。四、第四个指标来源：基于客户。【练习1】建立销售部的KPI指标体系；【练习2】建立人力资源部的KPI指标体系；第四讲：如何制定各个岗位的KPI一、利用核心职责分析法提炼岗位级KPI四步曲：1、熟悉并理解岗位具体职责；2、确定核心岗位职责；3、分析核心岗位职责的顾客/产出及需求，从而提出可衡量的指标；4、对可衡量的指标进行分析，提炼（筛选）岗位的KPI。二、四维成像法；利用“多、快、好、省”四个维度确定关键职责的完成状况；1、质量；2、数量；3成本、4时间；三、目标任务分解法；四、主基二元法；1、KPI所无法解决的问题；2、主要绩效与基础绩效的关系；3、如何在实践中运用主基二元考核法；【练习】确定行政部外联主管的KPI指标；【练习】利用筛选表确定岗位的；第五讲：定量指标和定性指标一、定量指标；二、定性指标；三、如何测试KPI指标；四、不同层级人员的绩效考核指标的区别；五、GS（定性指标）设定方法；1、分级描述法；2、预期描述法；3、关键事件法；4、行为锚定法；六、实现KPI的策略和行动计划；第六讲：如何确定绩效目标的指标值一、上级单位的要求；二、长期规划的要求；三、客户的期望；四、行业的水平；五、历史数据；六、地区经济发展水平；七、客户数；八、公司的资源投入的程度；第七讲：绩效考核的数据收集一、数据收集统计管理制度第一步：考核指标定义；第二步：明确数据收集要求；第三步：数据提供者定期收集数据；第四步：数据提供者依约上报数据；第五步：数据复核者审核数据；第六步：数据管理部门统筹审定数据；第七步：数据提供给相关部门进行绩效评价；二、明确数据收集要求：八个明确1、考核指标； 2、数据定义； 3、数据公式；4、数据表单；5、数据提供者；6、数据提供时间；7、数据提供方式；8、数据复核/审核者；第八讲：绩效考核评分法则1、 比