In accordance with the decisions and deployments of the 2nd Plenary Session of the 12th Provincial and Municipal Party Committees regarding "resolutely winning the battle to rectify work styles and optimize the development environment," and based on the requirements of the "Implementation Plan for Deepening the Rectification and Optimization of the Business Environment in the City in 2018" (Municipal Office Document [2018] No. 14), the Jingpohu Lake Management Committee has formulated this implementation plan in light of actual work conditions.
1. Guiding Ideology
Adhere to the guidance of Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era, thoroughly implement the spirit of the 19th National Congress of the Communist Party of China and the second and third plenary sessions of the 19th Central Committee, fully implement General Secretary Xi Jinping's important instructions on further rectifying the "Four Forms of Decadence" and strengthening work style construction, as well as his important speeches regarding our province. In accordance with the work style rectification deployment made at the 12th Provincial and Municipal Party Congresses and the second plenary sessions of the 12th Provincial and Municipal Party Committees, we will focus on problem orientation, deepen reforms and innovation, and prioritize honing internal skills, enhancing capabilities, optimizing the environment, and serving development. Through coordinated efforts across levels, a combination of sectoral and regional approaches, and systematic extension, we will carry out targeted rectification campaigns, promote the redesign of work processes, and improve the quality and abilities of our cadres. We will concentrate on the most pressing bottlenecks that the public resents, market entities find most troubling, and that most severely hinder development. We will resolutely investigate and deal with individuals and incidents that harm the interests of the people, damage the image of the Party and government, and disrupt the development environment. We will ensure continuous improvement in the work style of government agencies and significant enhancement of the business environment, providing a guarantee for the innovative development of Jingpohu Lake Scenic Area.
II. Key Areas for Rectification
Continued rectification of the "Three Bad Practices" and "Five Bad Work Styles," with a focus on addressing new manifestations of the "Four Forms of Decadence." We will concentrate on resolving prominent issues that affect the business environment, including irresponsibility and dishonesty, abuse of power and extortion, bureaucratic bloat, formalism, bureaucracy, industry monopolies, insufficient ideological emancipation, lack of accountability, and weak capabilities.
(1) Addressing issues of irresponsibility, dishonesty, and failure to act in accordance with the law. Key problems include: prioritizing short-term interests, making arbitrary promises without integrity, failing to fulfill responsibilities or honor commitments, and new officials ignoring past obligations; prolonged unresolved historical issues, long-term debt defaults (unpaid wages); "overdraft" construction and excessive development leading to project overlaps, resource waste, and unhealthy industry competition; law enforcement that emphasizes penalties over management, excessive discretionary power, arbitrary and simplistic enforcement methods, delayed or selective enforcement; inadequate legal education and weak awareness of the rule of law, rules, and contractual spirit, resulting in harm to the legitimate rights and interests of enterprises and investors and severely undermining the credibility of the management committee.
(2) Addressing policy obstruction, abuse of power, and extortion. Key problems include: preferential policies remaining on paper, support funds lying idle in accounts, and supporting measures stalled in implementation; using authority to disrupt market competition and undermine normal economic order; untimely handling of complaints, abusing power to create difficulties, extorting benefits—refusing to act without bribes and acting arbitrarily with bribes, or refusing to act even without bribes; hinting at or recommending intermediary services, colluding with "black intermediaries" for rent-seeking profits, and enforcing "four designations" (designated design, construction, supervision, and materials) to interfere in engineering projects.
(3) Addressing the issues of organizational bloat and inefficient processes. The focus is on: organizational restructuring
The overlapping of responsibilities and unclear authority, with cross-functional operations, setting up positions based on individuals rather than needs, leading to redundancy and inefficiency.
Fragmented responsibilities result in low efficiency; public institutions are highly administrative with expanding functions, blurring the lines between government and enterprise functions; excessive focus on procedures creates artificial barriers like "glass doors" and "spring doors," with weak sense of complementarity and inadequate implementation of the "AB role" system, causing breaks in the service chain; shifting responsibilities downward leaves grassroots units understaffed yet overloaded, with small authority but heavy burdens, leading to operational disharmony; opaque and inefficient processes; failure to fulfill the "Four Zero" service commitments, non-compliance with one-time notification, first-inquiry responsibility, and time-limited completion systems, with hidden obstacles causing repeated trips for services; insufficient government information disclosure and lagging mobile e-governance.
(4) Addressing new manifestations of formalism and bureaucracy. Key issues include: more talk than action, with high rhetoric but poor implementation, where directives from above generate waves but produce no movement below, inadequate supervision and follow-up, reforms merely "spinning wheels" without solving problems; projects being "showpieces," research turning into performances, superficial engagement without depth; going through motions for appearances, repeatedly soliciting opinions but not acting on them; misunderstanding grassroots needs, leading to services that are neither targeted nor precise, often causing more trouble than help; excessive paperwork and meetings disconnected from reality, prioritizing scale over substance, arbitrarily expanding meeting attendance; using documents to implement documents, meetings to implement meetings, delegating responsibility through pledges while substituting evaluations for real action; falsifying data, exaggerating achievements while hiding problems, relying on reports and materials for performance; excessive and redundant evaluations emphasizing paperwork over process, form over substance, exhausting grassroots units; severe "official-first" mentality, where access is easy and faces are friendly, but getting things done is hard, with delays, fear, and slowness causing "soft damage."
(5) Addressing industry monopolies and departmental self-interest. Key issues include: leveraging industry dominance to monopolize markets and restrict competition, hindering industrial restructuring and causing disorder in tourism; absence of oversight and misplaced services; imperfect power operation and supervision mechanisms, with vague and unclear power and responsibility lists; weak inter-departmental cooperation, mutual obstruction, multiple conflicting directives, and low quality and efficiency.
(6) Addressing insufficient ideological liberation and outdated mindsets. Key issues include:
Adapting to new situations and changes, failing to recognize one's own advantages and development opportunities, and overemphasizing unfavorable factors and difficulties; outdated thinking and working methods, conservative mindset with deep-rooted traditional ideas; insufficient motivation to learn, where ideological understanding and theoretical levels fail to meet developmental demands; weak awareness of the rule of law, systems, rules, and credit, lack of innovative thinking, insensitivity to the new normal, unfamiliarity with new policies, inability to grasp new decisions, reluctance to tackle new problems, and inability to analyze and solve issues with new ideas.
(VII) Addressing the lack of a sense of responsibility and poor work performance. Key points include:
Occupying positions without doing the work, lacking vigor and spirit, showing no desire for progress, preferring to be a big fish in a small pond rather than a small fish in a big pond, lacking a sense of crisis; poor execution in implementation, being inept at, unwilling to, or incapable of ensuring follow-through, resulting in superficial or lax efforts; fearing responsibility and avoiding tough decisions when faced with conflicts or difficulties, hesitating and weighing gains and losses, failing to make necessary decisions or take decisive action; passing difficult problems "upward" and heavy tasks "downward," and comparing backward when facing developmental gaps; lacking the boldness and courage to proactively address conflicts, avoiding raising or managing issues, refraining from criticism and only seeking harmony, acting as a "peacekeeping official" or a "people-pleaser."
(VIII) Addressing the lack of competence, meticulousness, and practicality. Key points include: failing to systematically and thoroughly study development concepts and higher-level policy directives, lacking in-depth research on the new economy, new trends, and new models, leading to a sense of inadequacy, shallow capabilities, and a crisis of competence; insufficient professional competence, being unable to devise solutions, accurately identify problems, grasp key issues, or break new ground, speaking and acting like an outsider; lacking refinement, missing the "craftsman spirit," having an unstable foundation, unclear understanding of the situation, superficial policy research, poorly devised plans, and impractical measures, relying on precedents as justifications, and failing to offer new ideas or measures to guide and advance work; being at a loss when facing conflicts, with old methods proving ineffective, new methods unknown, and tough methods avoided, resulting in insufficient ability to adapt to the new era, implement new concepts, and drive innovation and development.
III. Key Measures
(I) Focusing on shifting mindsets and honing internal skills to strengthen capabilities. Emphasizing the importance of education and learning,
Throughout the entire work style rectification campaign, we must put in genuine, practical, and diligent efforts in learning, continuously enhancing our capabilities and skills to serve the modernization drive through deepened study.
1. Strengthen thematic education and transform ideological concepts. In conjunction with the "Stay True to the Original Aspiration and Keep the Mission Firmly in Mind" thematic education campaign, we will focus on deepening the study of Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era and the spirit of the 19th National Congress of the Communist Party of China, as well as implementing the spirit of the 12th Municipal Party Congress and the 2nd Plenary Session of the 12th Municipal Party Committee. We will formulate study plans, determine research topics, and innovate educational platforms. Strengthen political and moral development, leveraging the role of moral education. By adopting methods such as going out, inviting in, upward and downward assignments, we will study theory, law, and economics to emancipate the mind, transform concepts, and enhance market awareness, service consciousness, and innovation consciousness, thereby effectively improving work style and optimizing the business environment with conscious thought and action.
2. Strengthen professional training to cultivate exceptional skills. Implement the "Five Details" requirements, promote the "craftsman spirit," and advocate a meticulous work attitude. Centered on fostering professional competence and spirit, we will establish theoretical and operational standards for all positions and conduct assessment tests; those who fail to meet the standards will be reassigned. Conduct large-scale job training and professional skills competitions, organize systematic rotation training on professional knowledge and skills to ensure full coverage without blind spots, building a cadre team with strong expertise, high capability, and excellent work style. Enhance professional skills by mastering modern competencies such as e-commerce, network technology, new media, and big data on the basis of in-depth study of one's own duties, thereby improving professional prowess and innovation capabilities.
3. Strengthen the rule of law mindset and enhance legal literacy. Intensify education on party regulations, discipline, and laws, regularly interpreting discipline through cases and analyzing cases with discipline, using real-life examples to warn cadres and educate staff. Eliminate outdated cultural practices, resolutely reverse the tendencies of "fixing," "settling," and "misleading," and continuously reinforce legal awareness and the rule of law mindset. Treat compliance with laws and regulations as a prerequisite for thinking, handling affairs, and making decisions. Adhere to law-based administration, handling matters according to the law, and exercising power legally. Improve the ability to carry out work and solve problems using the rule of law mindset and methods, striving to create a business environment characterized by law-based operations, fairness, and justice, and to build a new, clean, and proper relationship between government and business.
2. Strengthen professional training and cultivate exceptional skills. Implement the "Five Refinements" requirements,
promote the "craftsman spirit," and advocate for a meticulous work attitude. Focus on developing professional competence and professionalism by establishing theoretical and operational standards that all positions should know and master, and conduct assessment tests; adjust positions for those who fail to meet the standards. Carry out extensive job training and professional skills competitions, organize systematic rotation training in professional knowledge and skills to ensure full coverage with no blind spots, and build a cadre team with strong expertise, capabilities, and work ethic. Enhance professional skills by mastering modern competencies such as e-commerce, network technology, new media, and big data on the basis of in-depth research into their own duties, thereby improving professional competence and innovation capabilities.
3. Strengthen the rule of law mindset and enhance legal literacy. Strengthen education on Party regulations, discipline, and laws and regulations, frequently using cases to explain discipline and discipline to analyze cases, and using real-life examples to warn and educate cadres and employees. Abandon outdated cultural practices, resolutely reverse the tendencies of "fixing," "settling," and "bluffing," and continuously enhance awareness and thinking of the rule of law. Treat legality and compliance as prerequisites for thinking, handling affairs, and making decisions, adhere to administrative, operational, and power use according to the law, and improve the ability to work and solve problems using rule of law thinking and methods. Strive to create a business environment where actions are taken according to the law, fairness and justice prevail, and build a new type of clean and close government-business relationship.
4. Strengthen incentives and constraints, emphasizing accountability to drive performance. Uphold positive care and motivation by researching and formulating implementation measures to encourage cadres to take responsibility, channeling and consolidating their energy and spirit into entrepreneurship and career development. Adhere to the "three distinctions," implement mechanisms for error tolerance and correction, and unequivocally support cadres who dare to take responsibility, work diligently, and refrain from pursuing personal gains. Persist in driving performance through investigation and accountability, strictly addressing issues early and small, with a focus on supervision, particularly targeting key departments and critical positions with concentrated power, dense financial resources, and abundant assets. Improve the performance evaluation system, strengthen the use of assessment results, and promote a cadre appointment mechanism where the excellent advance, the mediocre step down, and the inferior are eliminated.
(2) Focus on problem identification, with targeted rectification to strengthen key areas. Strictly supervise and hold grassroots-level "petty corruption" accountable. Adhere to open-door problem identification, aligning with rectification priorities, and use methods such as on-site research, discussion seminars, and questionnaires to accurately identify problems, target critical points, and focus efforts for concentrated breakthroughs.
1. Special cleanup of dishonesty and broken promises. Establish a registry for dishonesty and broken promises, rectify issues within deadlines according to laws and regulations, maintain a fair and orderly tourism market order, and build a trustworthy scenic area.
2. Conduct a special cleanup of organizational structures. Align with the new round of institutional reforms in public institutions and party-government agencies, and carry out the institutional and mechanism reforms of the Jingpohu Lake Management Committee's public institutions, comprehensively integrating internal departments with overlapping responsibilities, redundant setups, overly detailed divisions of labor, and insufficient staffing. Deepen the institutional reform of public institutions, reduce scale, optimize structure, and efficiently allocate resources to achieve the provincial committee's goal of reducing the total number of public institutions by 10% and the total staffing quota by 10%.
3. Carry out special rectification of the law enforcement environment in scenic areas. Crack down on illegal activities such as unlicensed vehicles and tour guides, unauthorized fishing, and scalping of tickets, which harm the business environment of scenic areas. Maintain a self-critical approach, strictly investigate and punish ineffective law enforcement and collusion in misconduct, and legally safeguard the tourism order of scenic areas to create a fair and transparent rule-of-law business environment.
4. Carry out special rectification of inaction and misconduct. Focus on key areas such as economic management and law enforcement supervision, and thoroughly address issues like laziness in governance, irregular administrative law enforcement, inaction and misconduct, and actions that undermine the business environment.
5. Carry out special rectification of public officials colluding with "black intermediaries." Continue to crack down on issues that have drawn strong public criticism, such as collusion between staff and "black intermediaries," rent-seeking, and illegal profiteering, to further improve the tourism environment of the scenic area.
(3) Focus on management optimization and process reengineering to enhance efficiency. Continue to explore the reform path model of "top-level design + key breakthroughs + grassroots innovation," adhering to the "streamlining administration and delegating power, improving regulation, and upgrading services" reform as the driving force. Prioritize "reform" to stimulate vitality, "delegation" to remove obstacles, "regulation" to optimize processes, and "service" to achieve tangible results. All departments and window units should upgrade their work processes to build a convenient and efficient service system for the scenic area.
1. Promote process reengineering. Gradually advance the standardization of government services, ensuring uniform procedures across the scenic area for the same matters, streamlining administration, standardizing procedures, ensuring transparency, and improving speed and efficiency. Enhance the "one-stop" service process, ensuring that one department handles all internal review and approval procedures, truly achieving the workflow of "immediate action, one-time completion." Strengthen guidance for lower levels, focusing on reducing steps, simplifying procedures, cutting requirements, and shortening time limits to achieve the most streamlined process, minimal requirements, shortest time, and highest efficiency, effectively addressing issues such as difficulty in handling affairs, slow processing, multiple trips, and repeated visits.
2. Deepen and expand the "Four Zeroes" initiative. Summarize the experience of the scenic area's "Four Zeroes" service commitment and promote this experience across all units under the committee. In accordance with the overall requirements of "optimizing the service environment, standardizing service processes, improving institutional development, refining service conduct, strict supervision and accountability, and enhancing service quality," further deepen and expand the "Four Zeroes" commitment service window standards.