Hei Jing Zong Fa [2011] No. 21

Municipal Government Agency Work Committee
Over the past year, under the leadership of the Municipal Party Committee and the Working Committee of Municipal Departments, the Jingpohu Lake Management Committee has thoroughly implemented the spirit of the 15th Plenary Session of the 10th Municipal Party Committee and various work deployments by the Working Committee of Municipal Departments. Focusing on the dual tasks of serving the center and building the team, with accelerating development and achieving leapfrog progress as the main line, and guided by the "Three Practicalities and Two Innovations" theme practice activities, the committee has made breakthroughs in areas such as "Three Practicalities and Two Innovations," striving for excellence, advancing the creation of party-building brands, building learning-oriented party organizations, strengthening the party's foundational work, and improving party conduct. It has fully leveraged the combat fortress role of party organizations and the exemplary vanguard role of party members, leading to profound changes in the Jingpohu Lake scenic area within a short period. Some work has achieved historic breakthroughs, providing strong organizational guarantees for advancing the scenic area toward its leapfrog development goals.
1. New achievements have been made in the "Three Practicalities and Two Innovations" theme practice activities, adding new momentum to strengthening party-building work in government agencies.
Since the establishment of the new leadership team in early May 2011, in accordance with the overall requirements put forward by the Municipal Party Committee and Municipal Government to "build the Greater Jingpohu Lake ecological economic circle, expand the tourism economy led by Jingpohu, and leverage its leading role," we have incorporated the improvement of Party building within government agencies and the implementation of the "Three Realities and Two Innovations" thematic practice activities into the Party Committee's key work agenda. This has further strengthened leadership and implementation efforts, injecting new momentum into enhancing Party building within government agencies. First, strong organizational leadership was ensured. A leading group for the "Three Realities and Two Innovations" activities was established, headed by the top leader, with an office set up and dedicated personnel assigned to oversee the organization and implementation of the activities. Based on the actual conditions of the scenic area, the "Implementation Plan for the 'Three Realities and Two Innovations' Thematic Practice Activities in Jingpohu Lake Administrative Committee" was formulated, clarifying the committee's goals for work innovation and striving for excellence, as well as specific compliance requirements. Second, education and learning were solidly conducted. A weekly study system and plan for Party members and cadres in government agencies were established, an agency library was set up, and learning CDs were purchased. A Party member scoring system was implemented to record and quantify attendance at "Three Meetings and One Lesson," participation in "Three Realities and Two Innovations" activities, Party dues payment, volunteer services, and paired assistance, thereby strengthening dynamic management of Party members and inspiring their enthusiasm for dedication. Mobilization and promotion meetings for the "Three Realities and Two Innovations" thematic practice activities were held, along with multiple study seminars and thematic research activities. By comparing standards in "emancipating the mind, enhancing quality, improving work style, and building brands," gaps and shortcomings were identified, measures were formulated, and future development directions and excellence goals were clarified. Each Party member wrote study notes and reflections, effectively boosting their enthusiasm and initiative in participating in the "Three Realities and Two Innovations" activities. In line with the requirements of the Municipal Party Committee and Government, three reports on "Three Realities and Two Innovations" were submitted promptly. Third, a strong publicity atmosphere was created. Centered on the "Three Realities and Two Innovations" thematic practice activities, seven new propaganda boards were added in the office building, and six existing boards were updated. The scenic area's LED screen cycled promotional slogans for "Three Realities and Two Innovations," and over 20 banners were hung throughout the scenic area. More than 40 articles were published in media outlets such as TV stations, newspapers, tourism websites, and Baidu Wenku, amplifying publicity efforts and raising the scenic area's visibility. This fostered an environment where every Party member and cadre became a bearer, practitioner, and promoter of "Three Realities and Two Innovations," creating a positive atmosphere of widespread participation and competition for excellence. Fourth, clear creation goals were established. The committee's goals for work innovation and striving for excellence were defined as: advancing the "Three Realities and Two Innovations" thematic practice activities into the city's leading ranks; striving to become a model municipal-level civilized unit; entering the city's Party building brand creation ranks; aiming for excellence in municipal-level target management; striving to become an advanced municipal-level Party organization; achieving provincial-level excellence in tourism; excelling in municipal-level law enforcement work; becoming a municipal-level safety work advanced unit; and attaining municipal-level excellence in law-based governance.The scenic area has formulated the overall development strategy for the "Twelfth Five-Year Plan" period, clarifying the goal of innovation and striving for excellence in promoting the economic development of the scenic area. The strategy is anchored in the coordinated yet differentiated development of the "Four Major Zones" (Jingpohu, Bohai Kingdom, Underground Forest, and Jingpohu Lake Town) and the strategic positioning of "Expanding South, Linking North, Extending West, Expanding East, and Enhancing." Supported by the "Nine Major Projects" and with the objective of going public for financing, the plan aims to transform resource advantages into financial benefits through "grand planning, rich content, large-scale financing, substantial investment, comprehensive integration, significant enhancement, major development, and high output." This will shift the focus from sightseeing to leisure vacations, from reception services to a tourism economy, from passively waiting for visitors to actively marketing and attracting them, and from seasonal prosperity to year-round vibrancy. Centering on the five themes of "value addition, volume increase, extended time, extended routes, and excellence creation," Jingpohu Lake will be developed into an international eco-snow tourism and summer retreat destination, serving as a pillar driving the development of the province's tourism industry and opening up new financial resources for the city's economic growth. Fifth, the performance evaluation is thorough. The "Three Realities and Two Innovations" campaign has been integrated into the committee's work objectives for key assessment and management, with a firm commitment to enforcing discipline and work ethics. A rigorous, transparent, and fair performance evaluation and reward mechanism has been established, focusing on work implementation and outstanding achievements. The performance of each department, unit, and party member is regarded as the ultimate criterion for evaluating the success of the "Three Realities and Two Innovations" campaign. This ensures that "Three Realities and Two Innovations" truly become the value orientation and political character of party members in the new era. Sixth, the results have been significant. Guided by the principle of "project advancement," the focus has been on practical work and tangible outcomes, with an emphasis on project and scenic area resource integration. Sixteen key tasks have been assigned to various departments, including the integration of boat resources, the renovation of Jingpohu Lake Hotel, securing project funding, platform financing, scenic area planning, comprehensive improvement, and promotional marketing.To ensure the successful completion of the city-level objectives and the rapid achievement of results in 16 key tasks, the entire committee has taken target evaluations as a lever to strengthen supervision, implementation, accountability, and effectiveness. It has also explicitly set the mandatory requirement that this year's target management work must strive for excellence citywide. Under intense pressure and a highly charged atmosphere, the Party Committee of the Management Committee led all staff and workers to work tirelessly, going above and beyond for the rapid development of the scenic area, striving for excellence across regions. They worked overtime and remained on the front lines of the scenic area. When Municipal Party Secretary Zhang Jingchuan, Deputy Secretary, and Mayor Lin Kuanhai inspected the scenic area, they fully experienced this passionate work ethic, calling it a prime example and model of the city's "Three Realities and Two Innovations" initiative. They tasked Standing Committee Member E Zhongqi with summarizing and promoting this model. It is this down-to-earth effort that has brought about significant changes in the scenic area within a short period. Overcoming numerous obstacles, we decisively implemented the groundbreaking integration of boat resources in Jingpohu's history, effectively safeguarding our city's overall tourism image with Jingpohu Lake at the forefront. This has laid a solid foundation for the next step: establishing Jingpohu Lake Transportation Co., Ltd. Through the "Three Realities and Two Innovations" initiative, the scenic area's economic revenue has seen substantial growth. As of September 30, the lake area's total fixed asset investment reached 63.65 million yuan; visitor numbers hit 527,000. Among these, the villa scenic area welcomed 405,000 visitors, a 27% year-on-year increase, with ticket revenue of 29 million yuan, up 53% year-on-year. The underground forest scenic area attracted 125,000 visitors, a 28% increase, with ticket revenue of 5.09 million yuan, up 27% year-on-year. Sightseeing boat revenue reached 22.47 million yuan, a 155% increase, while sightseeing vehicle revenue was 15.57 million yuan, up 19%. Tax revenue amounted to 7.68 million yuan, a 26% increase. It is projected that by 2011, the scenic area will welcome 650,000 visitors, with ticket revenue reaching 32 million yuan, a 68% increase year-on-year.4%. Sightseeing boat revenue is expected to reach 23.5 million yuan, a 160% increase year-on-year, while sightseeing vehicle revenue is projected at 16.5 million yuan, up 26%. Tax revenue is anticipated to hit 10 million yuan, a 26% increase year-on-year.
2. New breakthroughs have been achieved in the "Party-Building Brand" creation activities, adding new dimensions to the in-depth development of striving for excellence.
First, new achievements have been made in the "Excellence and Pioneering" activities carried out under the "Party Building Brand" initiative. With the theme brand of "Passion for Jingpohuhu, Pursuit of Excellence," the Jingpohu Lake Management Committee formulated the "Implementation Plan for the Party Building Brand Creation Activity," organizing diverse creation activities that integrated the "Passion for Jingpohuhu, Pursuit of Excellence" brand with current tasks, thereby enhancing work efficiency and service quality. Party organizations tailored their brand creation activities to industry characteristics, hosting the provincial scenic area work conference, holding two meetings to advance the integration of scenic area boat resources, implementing the "First Voyage System" for shipping, and organizing invitation-based planning and design meetings as well as achievement exhibitions. Through large-scale planning, development, enrichment, advancement, and elevation, the scenic area's various tasks were upgraded. (1) Substantial progress was made in project planning and initiation. Focusing on the protection of Jingpohu's volcanic geological relics, the "2011-2012 Jingpohu Lake World Geopark Geological Relics Protection and Capacity Building Project Plan" was compiled. Projects such as the South Lake comprehensive development infrastructure, the Jingpohu Lake World Geopark—comprehensive protection and development of geological relics centered on the underground forest area of the volcanic crater, the Jingpohushore slope protection and boardwalk, the upgrade of the Head of State Building and Jingpohu Lake Hotel, the comprehensive improvement of scenic area infrastructure, and the Jingpohu Lake cultural tourism comprehensive development were launched. Additionally, plans were made in advance to initiate winter tourism development projects for Jingpohu Lake Scenic Area. (2) Group-based development and shareholding reform progressed steadily.Following the development strategy of "dual-track operation" and the requirement to cultivate resources for public listing, substantial reforms were completed for affiliated enterprises and institutions, implementing enterprise-style management across all group units with unified financial accounting and asset management. A board of directors, supervisory board, and executive management were established, and the group company founded the Jingpohu Lake International Travel Agency, gradually standardizing the group's enterprise operations. (3) Tourism marketing and services achieved phased results. During the May Day holiday, apricot blossom tours were promoted, and promotional activities for National Tourism Day were conducted, aiming to attract 2 million visitors to Jingpohu.40,000 people, with the first special train transporting over 300 tourists. A cooperative partnership was established with Mudanjiang Normal University, initiating the development of Jingpohu’s mascot, cartoon logo, and tourism souvenirs. In mid-July, the grand Jingpohu Lake Eco-Tourism Cultural Festival was launched, followed by the Jingpohu Lake Autumn-Winter Tourism Cultural Festival on September 26, significantly enhancing the cultural depth and quality of the scenic area and yielding fruitful results. Efforts to improve tourism services included the recompilation of the Jingpohu Lake Tourism Service Guide and maps. High-level experts were hired as advisors to produce a series of books on Jingpohu’s World Geopark. Fourth, comprehensive management and environmental improvements in the scenic area have shown notable results. Facade renovations were completed for 12 hotels and sanatoriums. All tourism signs and indicators in the area were fully repainted, maintained, and repaired. Long-term measures were implemented to intensify the crackdown on ticket fraud for entry, boat rides, and sightseeing vehicles. Guided by principles such as "adding finishing touches," "new products and new appearances," "elevating quality," "natural harmony," "scientific layout," and "combining focal points with broader areas," efforts were made to enhance greening, beautification, lighting, cleanliness, and the construction of landscape features. All road surfaces in the scenic area were comprehensively repaired. Currently, the environment of the scenic area has undergone a comprehensive and fundamental transformation. Second, focusing on the "Pioneer Post for Party Members, Pioneer Unit for Party Members" campaign, a brand was established. The "Implementation Plan for the Pioneer Post for Party Members, Pioneer Unit for Party Members Campaign" was formulated, and a series of activities celebrating the 90th anniversary of the Party’s founding were held. The "Dual Management, Dual Service" initiative for Party members was launched, with all 38 Party members in the office actively participating in service and striving for excellence.The Party branch of the administrative office took the lead in promoting Party affairs transparency, refined the content of target management assessments, and closely followed the Party committee's central tasks to strengthen Party building. They conducted in-depth and meticulous research on grassroots Party organizations' implementation of the "Three Realities and Two Innovations" initiative, brand creation, work style improvement, and excellence campaigns, collecting numerous examples and practices of Party members and cadres in the scenic area. A total of 10 briefings were compiled and issued. They organized urban-rural pairing activities, investing over 50,000 yuan in Fengchan Village, Ning'an City, to improve some infrastructure. They invited hundreds of painters to create artworks in the scenic area and hosted a photography exhibition with industry influence. They successfully hosted the CCTV Zhengda Variety Show's challenge to the Guinness World Records (Andy Lewis successfully challenged the highline slackline record). They organized the "Employee Joy Festival" and participated in the city's youth debate on "Three Realities and Two Innovations," the municipal employees' table tennis competition, and the knowledge contest for the 90th anniversary of the Party's founding, winning the Outstanding Organization Award. They achieved second place in the top-tier group of the municipal employees' basketball competition. In the city's "Top Ten" selection, the management committee was awarded the title of "Municipal Top Ten Communist Party Member Vanguard," and Gao Shuqin, head of the scenic area's landscaping department, was nominated as a candidate for the city's "Three Realities and Two Innovations Implementation Pioneer." Retired cadre Yang Xiwen was named one of the ten "Models of Active Aging in Mudanjiang City." Third, they focused on excellence campaigns through review activities to build brands. During the excellence campaign, they formulated the "Implementation Plan for Public Commitments, Public Reviews, Leadership Feedback, and Record Management in the Excellence Campaign of Jingpohu Lake Management Committee," producing 300 record books for Party members and 40 for Party branches, with full participation from all Party members. Activities included displaying Party members' identities, images, and commitments on walls for public supervision.Emphasis was placed on leadership feedback and public reviews, with Party members conducting self-evaluations seriously. Grassroots Party branches provided quarterly feedback to Party members, while the excellence campaign leadership group of the administrative office Party branch conducted semi-annual reviews of Party branches. A suggestion box for the excellence campaign was set up, and employees were organized to conduct democratic reviews of grassroots Party organizations and members. These reviews further enhanced the enthusiasm for excellence and cross-domain competition among Party members and cadres, fostering a collaborative atmosphere. Grassroots units adopted the theme of "Enhancing Execution and Passion for Work," combining it with comprehensive environmental improvements in the scenic area. Leaders of each unit went to the front lines, took responsibility for specific tasks, strengthened patrols and law enforcement in key areas, improved standardized management, resolved a series of management challenges, maintained good order in the scenic area, and further promoted the development of various undertakings in the scenic area.
3. New results have been attained in advancing the construction of learning-oriented party organizations, with improvements in the work style and integrity of government agencies.
First, we launched the "Two Creations and Two Strivings" campaign (creating learning-oriented Party organizations and leadership teams, and striving to be learning-oriented leading officials and Party members). This initiative included comprehensive plans, guaranteed mechanisms, specific content, and clear objectives. Led by the Party Committee's theoretical study center group, we thoroughly studied General Secretary Hu Jintao's speech at the 90th anniversary celebration of the Party's founding, the spirit of the 15th Plenary Session of the 10th Municipal Party Committee, as well as relevant meetings, documents, and plans related to the municipal Party committee's "Three Realities and Two Innovations" initiative. Throughout the year, the Party Committee's theoretical study center group (expanded) conducted 12 study sessions, with over 110 participants. Department-level cadres across the committee actively participated in the "Mudanjiang Cadres Online Learning" program and achieved excellent results. To celebrate the 90th anniversary of the Party's founding, we organized activities such as "Studying Party History" and "Studying the Party Constitution" among Party member cadres, submitting 158 answer sheets. We actively participated in study and training activities organized by the municipal Party committee and the working committee of government agencies. By focusing on creating "learning-oriented" agencies and striving to be learning-oriented Party member cadres, we developed study plans for Party members and cadres, utilizing methods such as online learning through the Mingjian Network, weekly lectures, knowledge forums, and a combination of collective and self-study. Each Party member and cadre wrote over 10,000 words of study notes and reflections. Over the past year, the Party branch of the management committee conducted 12 Party member education sessions, achieving a 100% participation rate. Through these educational activities, the quality and capabilities of Party member cadres in government agencies were further enhanced, providing motivational support for completing the 12th Five-Year Development Plan of the Jingpohu Lake Scenic Area. Second, we strengthened the work style of government agencies, providing fundamental support for the scenic area's development. In accordance with the requirements of the municipal Party committee's plenary session and the central work deployment of the Party Committee, we aimed to improve governance capacity and agency efficiency, using administrative accountability as a means to address work style issues among Party members and cadres.The "Implementation Plan for Conducting Work Style Construction Activities" and the "Work Style Construction Activity Plan with the Theme of 'Emphasizing Party Spirit, Fostering New Practices, Optimizing the Environment, and Promoting Development'" were formulated. Around the "Six Inspections and Six Observations," self-inspection and self-correction activities were carried out. A total of 50 evaluation forms on the construction of work style were distributed, two special democratic life meetings were held, and activities such as "Addressing Mediocrity and Laziness" and "Administrative Accountability" were conducted. Through a series of activities aimed at improving work style, the committee's cadres have further enhanced their awareness of seeking truth, being pragmatic, implementing effectively, innovating, and striving for excellence. The pioneering and innovative spirit of the cadre team has been strengthened, leading to significant changes in their ideological and work styles, and the cohesion of the leadership and the centripetal force of the cadre team have markedly improved. The pace of implementing work by the leadership has accelerated, with departments and units increasing their efforts to ensure effective implementation. A positive atmosphere of focusing on tasks, planning, innovation, and striving for excellence has been fostered across the committee. Thirdly, activities to promote civilized units were carried out, enhancing the external image of the scenic area's administrative bodies. With the goal of becoming a model municipal-level civilized unit, in-depth activities were conducted to evaluate and commend civilized units and employees. The creation of model municipal-level civilized units was integrated with strengthening work style construction, activities such as "Three Realities and Two Innovations," "Excellence and Vanguard," party-building brand creation, urban-rural grassroots party organization partnerships, volunteer services, and campaigns against mediocrity, laziness, and disorganization. Civilization was leveraged to promote development, and development to foster civilization. Additionally, events such as staff gatherings, Happy Gatherings, and the First Jingpohu Lake Autumn-Winter Tourism and Culture Festival were organized to enhance the party organization's cohesion and elevate the cultural life of cadres and employees. These activities achieved the goals of cultivating sentiments, uplifting spirits, relieving stress, promoting harmony, and advancing work, thereby upgrading the creation of model municipal-level civilized units and ensuring the comprehensive completion of central tasks.Fourthly, efforts to strengthen Party conduct and integrity were intensified, further fostering a clean and upright working environment. The spirit of the Municipal Commission for Discipline Inspection plenary session and the "Code of Integrity for Leading Cadres of the Communist Party of China" were studied. Activities such as learning and answering questions on the "Code of Integrity" were conducted, and five educational films on warning cases and legal interpretations were screened. Activities like "Integrity Culture in Government Agencies" and "On the Desktop and Walls" were organized around the "Code of Integrity." The openness of Party affairs and government affairs was further promoted. A Party member information database and a QQ group for Party affairs cadres were established, creating an online platform for intra-Party discussions and democratic supervision, increasing cadres' rights to know and participate, and keeping them informed of the Party's lines, principles, and policies. The responsibility system for Party conduct and integrity was implemented, advancing its in-depth development. Fifthly, a plan for the construction of a standardized quality management system was formulated. Implementing a standardized quality management system was seen as a key means to elevate the level of Party-building work. The quality standards for Party-building work were integrated into every aspect of daily work and services, using standards to improve quality, efficiency, and brand-building. Efforts were made to promote ISO9000 quality management system certification, measure the effectiveness of Party-building work with standardized concepts, and significantly enhance the level and quality of management services.
4. New progress has been made in strengthening the party's foundational work, with enhancements in party organization building and institutional development.
First, the Party building target management responsibility system has been refined. A working mechanism has been established and improved under the unified leadership of the Party committee, with the Party secretary taking overall responsibility, the responsible leaders handling specific tasks, and Party committee members linking up with grassroots Party organizations. This mechanism strengthens guidance, clarifies responsibility targets, and enhances supervision and inspection, ensuring the implementation of work goals, systems, responsibilities, and effectiveness. It has formed a hierarchical and layered Party building structure, providing strong guarantees for the Party's work across the committee. The committee has formulated a target management assessment method, further quantifying and detailing the responsibility system for grassroots Party organization leaders in charge of Party building. Party building target responsibility agreements have been signed to reinforce work measures, implement responsibilities, and clarify tasks. The grassroots Party building assessment operational mechanism has been improved, with the "Detailed Rules for Assessing Grassroots Party Organization Building Targets" established to comprehensively evaluate the performance of grassroots Party branch secretaries in Party building, thereby promoting the fulfillment of various tasks by grassroots Party organizations. A Party building assessment leading group has been established to conduct regular assessments of Party building work in grassroots Party organizations. The assessment process involves self-inspections by each Party organization, followed by comprehensive evaluations of all grassroots Party organizations based on reports, record reviews, and overall performance in Party building. This approach ensures the implementation of various tasks by grassroots Party organizations.
The second is to strengthen the education, management, and development of Party members. By strictly organizing activities, we established the "Three Meetings and One Lesson" system for Party members, promoting regular and institutionalized inner-Party life. Branch activities are held monthly, with Party lectures organized quarterly, ensuring feasible arrangements, detailed records, and study notes to guarantee the quality and quantity of activities. Each branch has set up Party member activity rooms and learning spaces to ensure normal and orderly conduct of branch activities and Party member learning. Through democratic life meetings, branches organized studies on the "Constitution of the Communist Party of China" and "Party History," encouraging members to self-analyze shortcomings, engage in criticism and self-criticism, enhancing inner-Party democracy, fostering unity, and inspiring work enthusiasm. In 2011, the Party Committee recognized 5 advanced grassroots Party branches, 5 outstanding Party affairs workers, and 10 outstanding Communist Party members, while admitting 5 new Party members.
The third is to strengthen institutional development. We revised six work systems, including the "Education and Training System for Party Members and Cadres of the Jingpohu Lake Management Committee," the "Responsibility System for Party Building in Government Agencies," the "System for Party Organizations and Members to Connect with and Serve the Masses," the "Reporting System for Party Building in Government Agencies," the "Party Committee Regular Meeting System," and the "Party Member Conversation System." These tangible systems have reinforced Party building in government agencies, promoting its institutionalization and standardization. Meanwhile, the Party General Branch of the agency diligently served as an advisor and assistant, promptly implementing the requirements of higher-level Party organizations and the arrangements of the Party Committee to grassroots Party organizations while ensuring supervision and inspection. This enhanced the cohesion and centripetal force of the Party Committee, raising the service and public servant awareness of all Party members and cadres. A total of 22 Party-related systems, implementation plans, notices, and opinions were formulated.
Over the past year, although our Party building efforts have achieved certain results, there are still gaps and shortcomings. The overall quality of Party members needs further improvement, execution capacity requires strengthening, and the Party building management system and mechanisms need further refinement.
Work Plan for 2012:
In 2012, under the leadership of the Municipal Party Committee and Government and the Municipal Government Agencies Working Committee, we will focus on the following tasks:
First, we will continue to focus on the "Three Realities and Two Innovations" initiative, with accelerating development and striving for leapfrog progress as the main theme, advancing the creation of party-building brands, and deepening the construction of learning-oriented party organizations, party organizational development, work style improvement, and anti-corruption efforts.
Second, we will effectively carry out the inspection and acceptance of Party building brand creation, aiming to unify thoughts, consolidate strength, and strive for excellence through this initiative. We will endeavor to build the Party organizations of the Management Committee into vanguard teams leading the development of the scenic area, continuously improve the management level of Jingpohu Lake Scenic Area, and create a new chapter in scenic area management.
Third, we will do a good job in the application and acceptance of the municipal-level model civilized unit designation. By organizing a series of diverse activities to build civilized units, we will strengthen internal quality and enhance external image, striving to cultivate a high-quality cadre team with firm political conviction, excellent work style, rich knowledge, and proficient skills.
Fourth, we will focus on advancing and achieving results in improving the overall quality of Party members, target assessments, the self-construction of Party organizations, and the Party building management system and mechanisms.
Fifth, we will promote central work through Party building and vice versa, innovating and excelling in all aspects of our work to ensure practical results. We will continuously enhance the scientific level of Party building in our committee, providing strong organizational guarantees to drive the scenic area's economy towards leapfrog development.