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With the continuous development of higher education informatization and the deepening of university internal governance reform, the positioning of university financial departments has changed significantly. Modern university finance is no longer limited to traditional accounting, bookkeeping and fund supervision, but has evolved into a comprehensive functional department that supports teaching, scientific research and campus management. Financial staff are the key subjects of financial service delivery, and their service awareness, professional ability, communication level and work efficiency directly affect the financial experience of teachers and students and the overall operational efficiency of the university.In recent years, as the number of scientific research projects, educational funds and daily reimbursement businesses continues to increase, teachers and students have put forward higher requirements for financial service efficiency, standardization, transparency and humanization. However, many colleges and universities still have common problems in financial services, such as weak active service awareness, rigid working modes, insufficient professional updating ability, cumbersome service procedures and imperfect service evaluation mechanisms. These problems lead to repeated material revision, long business processing cycles and low user satisfaction, which restrict the high-quality development of university financial management.Based on the current situation of university financial services, this paper summarizes the main problems existing in the service work of financial staff, analyzes the deep-rooted reasons affecting service quality, and puts forward systematic improvement strategies from updating service concepts, strengthening professional training, optimizing service processes, promoting digital service transformation, improving evaluation incentive mechanisms and building a positive service culture. This study aims to provide practical references for universities to improve financial staff service capacity, optimize financial service level and build a service-oriented financial management system.
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Wen Yang (2026) studied this question.
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