Grass roots are not the "backer" and "receiver" of various work problems. It is necessary to further clarify the responsibilities and authorities of grass roots and avoid delegating responsibilities and powers
From the investigation of rural burden reduction in Hunan to the understanding of the effect of community burden reduction in Chongqing, General Secretary Xi Jinping has frequently emphasized the continuous deepening of the rectification of formalism to reduce the burden at the grass-roots level. The grass-roots level is the end of national governance and the forefront of serving the masses. The entrepreneurial ethos of the officers at the grass-roots level largely determines the implementation of national policies and measures. It is a long way to go to liberate grass-roots cadres from the shackles of formalism and bureaucracy. Relaxing the burden reduction at the grass-roots level is not simply "reducing". We should master the art of "reducing" to improve the quality and efficiency of grass-roots work.
Reduce burdens rather than responsibilities. What really needs to be changed is the status quo of endless writing of materials, endless filling of forms, and endless meetings. What really needs to be released is the heavy shackles, shackled hands and feet, and the prison of formalism, so that grassroots cadres can be freed from the overloaded operation of "cultural mountain meeting sea", leaving more time and energy to go deep into the grassroots, get close to the masses, listen to the truth, be bosom friends, and get rid of troubles, We will work hard and take practical measures to benefit one party. We must not let burden reduction change into accountability, and good policies become "shields". The grass-roots level is not the "terminal" of the responsibility track, nor is it the "backer" or "receiver" of various work problems. It is necessary to further clarify the responsibilities and authorities of the grass-roots level, avoid not delegating responsibility and power, and truly implement the responsibility of territorial management in a synchronized manner.
Pressure reduction rather than power reduction. Reducing the burden and pressure does not mean relaxing, lying down and letting go. While reducing the pressure for the grassroots, we should also think about how to mobilize the endogenous power of grassroots cadres. We should continue to "downsize" the supervision and inspection, assessment and review, and avoid the complicated and overlapping assessment indicators that force the grassroots to do "coping statements", "skillful inspection" and "technical treatment". Not only can we not understand the truth, but also kill the enthusiasm and practical spirit of grassroots cadres, becoming "old fogies" and "old quacks"; It is not allowed to overemphasize the accountability mechanism, and keep the grassroots in a state of passivity and fear. They dare not do, are unwilling to do, and do things perfunctorily to avoid responsibility. We should care about grassroots cadres, mobilize their enthusiasm and initiative, establish a clear orientation of focusing on performance, results and long-term development, improve the fault-tolerant and error correction mechanism, reduce the concern of "doing more and making more mistakes", provide a broad space for them to exert their efforts and realize their ambitions, so that young cadres are willing to take root in the grassroots and serve the grassroots, instead of turning pale and rushing to flee.
Reduce time rather than one. Burden reduction is not a "one shot deal", nor is it a once and for all job. We need to work tirelessly to form a long-term mechanism. With the development and change of the social situation and work content, the problems encountered by the grassroots are constantly updated and iterated. The implementation of the burden reduction policy in a mechanical and "toothpaste squeezing" way will only backfire, increase the burden of the grassroots in a disguised way, let the burden reduction become more negative, and do bad things with good intentions. It is necessary to establish and improve a long-term management mechanism, adhere to the combination of "immediate reform" and "long-term establishment", pay close attention to the work situation of grassroots and cadres, timely focus on the analysis of the current situation of grassroots, timely adjust the means and intensity of burden reduction, timely discover and stop the superficial efforts of "offline to online" and "pen to finger", and avoid changing the dressing and symptoms without addressing the root causes, More in line with the actual needs of grass-roots expectations, do not engage in perfunctory "pie in the sky".
(Source: China Organization and Personnel Daily)
(Edited by: Bai Xiang Signed by: Bai Xiang Signed by: Zhong Ming)
