Organization work report

In recent years, the Organization Department of the Municipal Party Committee has adhered to the scientific outlook on development as its guidance, focused on improving the scientific level of organizational work, and closely focused on the central work of the Municipal Party Committee and Government, forging ahead, being pragmatic and innovative, and overcoming difficulties. Paying close attention to implementation provides a strong organizational guarantee for promoting the "one city, two belts" strategy and the scientific development of Shiyan.

1. About the construction of leadership team and cadre team

1. Construction of county-level leadership team. In 2008, with the goal of improving the execution, creativity, cohesion, and credibility of the leadership team, the Municipal Party Committee conducted a mid-term inspection and adjustment of 585 leading cadres in 91 municipal leadership teams, and conducted a special investigation of county and city leadership teams. In 2010, a centralized inspection of reserve cadres was carried out, an information database of county-level reserve cadres was established, and 570 reserve cadres at the county and deputy county levels were identified. On the basis of inspections and surveys, in the past three years, the county-level leadership team has been adjusted and enriched in accordance with the principles of "basically stable, individual adjustments, improved structure, appropriate communication, improved quality, and enhanced vitality." At the same time, relevant opinions and measures were issued to strengthen the style and capacity building of leadership groups and leading cadres at all levels.

2. Cadre education and training. With an investment of more than 1 million yuan, Wudang Digital School Selection City was the first in the province to build an online digital platform for cadres to choose their own courses. It implements points management and carries out online self-selection of courses for cadres. A "Weekend Lecture Hall" was launched to invite well-known experts and scholars to give special lectures to help leading cadres further broaden their horizons and broaden their thinking. Focusing on the central work of the Municipal Party Committee, special trainings on tourism economy, automobile industry, financial management and risk prevention are carried out. Carry out large-scale cadre training, and the training rate of cadre training institutions above the municipal level reaches 100.

3. "Five batches" cadre training project. In 2009, the city launched a "five batches" project for cadres, that is, selecting a group of outstanding young and middle-aged cadres aged around 40 to enter the county-level leadership team; selecting a group of outstanding township cadres to enter the leadership team of municipal agencies; selecting a group of outstanding candidates for transfer students to enter municipal and county leading agencies; openly select and recruit a group of leading cadres of public institutions; exchange and rotate a group of county and section-level cadres of municipal units. It has been clarified that 14 outstanding township party committee secretaries who have long been rooted in the grassroots, have outstanding political achievements and are recognized by the masses will enjoy deputy county-level treatment; 16 people have been publicly selected from outstanding village branch secretaries to enter the township leadership team; 85 people have been publicly selected from county and township agencies. Select and transfer students into municipal and county leading agencies, and select 250 outstanding young cadres to serve as first secretaries of village party organizations.

4. “Young Cadres Growth Project”. In 2015, in accordance with the unified requirements of the province, through examinations and other procedures, 138 training candidates were identified, including 18 candidates for county-level deputy party and government training, 40 candidates for training for township party and government principal positions, and 80 candidates for training for deputy party and government positions. In conjunction with the reshuffle of county and township leadership teams, 14 outstanding young cadres were selected to serve as deputy party and government leaders in counties and cities, including 7 cadres under the age of 35 with doctorate degrees; 38 young cadres aged around 30 were selected to serve in townships, including any There are 14 party and government officials; 15 master's degree cadres are selected to serve as township administrative officials or deputy party committee secretaries in villages and towns.

2. Regarding the reform of the cadre and personnel system

1. Open recruitment for postgraduate level cadres nationwide. Beginning in 2010, it is planned to openly recruit 300 postgraduate and department-level cadres nationwide within three years. Currently, 191 students have been recruited, including 26 with doctorate degrees and 165 with master's degrees. Strengthen the dynamic management of postgraduate and department-level cadres, and take various measures to help them integrate into the environment and enter their roles as soon as possible. Boldly use graduate-level cadres with outstanding performance and great development potential. All 19 Ph.D. candidates recruited last year were promoted to deputy county-level leading cadres, and with a few exceptions, most of the master's degree students were promoted to full-level leading cadres.

2. "Three-cross" competition for department-level cadres to take up posts. Focusing on optimizing the structure of the cadre team, we have explored cadre exchange methods. Since 2009, we have carried out "three-cross" competitive appointment work for department-level leading cadres across units, systems and identities in municipal units, and continuously improved the "three-cross" competitive appointment system. methods and gradually form a long-term mechanism.

17 municipal units and 33 department-level positions were selected for "three-cross" competition.

3. "Triple" special assessment to inspect cadre activities. Focusing on promoting the implementation of major decisions and arrangements of the Municipal Party Committee, we will explore the possibility of carrying out special assessment and inspection activities for cadres during the process of promoting key tasks, important projects and major events. In 2009, special inspections for cadres were carried out in a series of major activities such as "Thousands of cadres go to hundreds of enterprises to serve the industry to promote development" and "Thousands of cadres go to rural areas to help solve problems together"; in 2010, special inspections for cadres were carried out in the "Three Special inspections were carried out on key tasks such as "City Alliance Creation", the relocation of immigrants from the South-to-North Water Diversion Project, the holding of the 4th World Traditional Martial Arts Festival, and highway construction. Through inspections and assessments, we intensified efforts to adjust leading cadres who were incompetent for their current posts, and discovered, reserved and appointed a number of outstanding cadres.

4. Competitive selection of leading cadres. In the past three years, 95 leading cadres at the county and deputy county levels of party and government agencies and public institutions have been selected through various forms such as open selection, public recommendation and open competition. In 2009 and 2010, 22 deputy county-level leading cadres were publicly selected for two consecutive years. All counties and cities have vigorously carried out public selection of department-level leading cadres based on actual conditions. Currently, 12 batches have been carried out and 134 people have been selected.

5. Regarding democracy in cadre work. Implement the "four disclosures" of democratic recommendation, improve the methods of secondary recommendation and double recommendation, and better solve the problems of "one recommendation determines the choice", selecting people by vote, and democratic distortion. We will expand democracy in the inspection process, carry out pilot performance assessments for leadership teams and leading cadres in counties, cities and municipal units, and establish a comprehensive assessment and evaluation system for cadres based on the annual target and term target responsibility system and focusing on work performance. Expand democracy in the decision-making process, discuss and decide on the appointment and dismissal of cadres, insist on the implementation of secret ballot voting by the Tang Committee, and explore and implement the "whole-process differential" selection method of differential recommendation, differential inspection, differential brewing, and differential voting. In 2009, this method was adopted for public recommendation Public