How to straighten out the management system of industrial parks

Linwu Industrial Park has experienced ups and downs of 16 years since its establishment. In 2006, the park was approved by the provincial government as a provincial-level industrial park, and it was rolled out on a large scale. In recent years, with the acceleration of the development and construction of coastal industries moving inland, the park has entered a rapid development channel and played an increasingly important role in promoting opening up, industrial agglomeration and regional economic development. At present, the built-up area of the park is 1.23 square kilometers, and the planned development area is 5 square kilometers. There are 24 enterprises above designated size, including enterprises under construction in recent two years 10, which can accommodate more than 8,000 employees. However, the current lagging management system has not adapted to the current situation, which has seriously troubled the development of the park. How to straighten out the management system of the industrial park, further improve the administrative service function of the park, and enhance the development vitality of the park, the author has made active exploration and efforts, and put forward the following four suggestions: (1) Clarify the functional orientation of the park and strengthen the functional responsibilities. Drawing lessons from the general management mode of foreign industrial parks and combining with the local reality, the park can adopt a quasi-government management Committee system at the initial stage of construction, that is, the management Committee, as a government agency, is relatively independent. Its main functions are the economic development, planning and management of the park, providing services for enterprises entering the park, and also having certain administrative examination and approval authority. Specifically, it includes administrative and enterprise functions such as planning and design, project construction approval, investment project approval, land development and utilization, policy research, improvement of park infrastructure and state-owned assets management, while social affairs such as land acquisition and demolition in the park are mainly entrusted to the town where the park is located, which is conducive to the park management agencies to concentrate on accelerating industrial development; Develop to a certain scale, focusing on attracting investment, introducing talents, training labor, labor management, storage and transportation, etc. After the construction takes shape, it will change from management to service, further improve the construction of supporting facilities such as environmental sanitation, further introduce high-tech talents and strengthen scientific research and training, promote the innovation and development of enterprises, and make the park sustainable. (two) the implementation of administrative authorization, improve the efficiency of administrative services. The first thing is to speed up the transfer of county-level administrative examination and approval authority. According to the operation mode of "entrusted by the department (government), handled by the park and filed by the department", all functional departments authorize the park management committee to directly implement relevant administrative examination and approval and related fees and administrative penalties. For land, planning, industry and commerce, public security, taxation and other departments that cannot be entrusted according to law, branches (agencies) or agency windows should be set up in the park. It is also clear that a deputy leader is responsible for the administrative examination and approval of the departments involved in the settlement of the park project, and accepts the guidance of the competent department in business, mainly responsible for the personnel assessment of the park management Committee. The second is to support the park to adjust its internal institutions according to the principle of "small institutions and big services" on the basis of realizing the authorization. According to the needs of the development of the park, set up internal institutions such as comprehensive office, Party-mass work department, planning and construction department, investment promotion department and economic development department, redefine the responsibilities and authorities of each department, scientifically design the service process and daily work system of the park, rationalize all operational links, minimize internal friction and improve service quality and efficiency; In order to achieve personnel equivalence, some special personnel can be added to the approved overall staffing plan, and talents can be introduced through open recruitment, transfer and selection, and a large number of personnel with high comprehensive quality, familiar with administrative procedures and proficient in professional technology can be enriched into the industrial park workforce, and their post responsibilities can be rationally allocated according to the idea of "simplifying the multi-functional procedures for one person". The third is to improve the investment service system of industrial parks. We are committed to building the park into a "special zone" with the best policy, the simplest examination and approval, the most dynamic mechanism, the highest efficiency and the best environment, actively build a public service platform with the one-stop government service center in the park as the carrier, do a good job in investment services such as industrial and commercial registration, tax registration, project construction, recruitment of human resources, supporting infrastructure and implementation of preferential policies, and strive to achieve the completion of park affairs. (3) Establish and improve the supporting system to realize the coordinated operation of the park. The first is to establish a fiscal and taxation support mechanism. In the early stage of development, the park is at the peak of large-scale investment and development. At present, the park has no disposable income, so it is very necessary and important to implement fiscal and tax support for the park. When the industrial economy of the park develops to a certain scale, a first-level finance can be set up in the park; At the same time, the park development company is authorized to reserve a certain amount of land, integrate mortgaged assets, engage in investment, financing and asset management activities, and enhance the self-management and self-development ability of the park. The second is to establish an evaluation system for investment project access indicators. Adhere to the collective appraisal system for major projects, organize scientific screening of experts, and strictly review the main indicators of the project, such as land scale, investment intensity, development prospects, environmental protection and energy conservation, completion period and tax return period, so as to improve the effectiveness of attracting investment; After the project is settled in, the contact system and supervision and assessment system of the main person in charge of the project will be established. Through defining the responsibilities and tasks of the project contact leaders, project lead units and project owners, through regular and irregular supervision and appraisal, rewarding the excellent and punishing the lazy, investigating the responsibilities and implementing them later. The third is to strengthen the management function of the park to enterprises. It is necessary to strengthen the service management function of the park management organization to enterprises, and to clarify the responsibilities and obligations of enterprises to ensure the coordinated operation of the park. (4) Strengthen the team building in the park and enhance the innovation ability of the park. The first is to reform the employment mechanism. Strengthen the training of cadres and employees in the park, introduce high-quality talents to the outside world, and take the park as a platform for cadres' training and exercise. The second is to reform the distribution system. Establish a scientific and market-oriented assessment index system, and formulate and implement the assessment and salary management methods that combine internal incentives and constraints of the park management Committee. The third is to establish and improve the talent pool of non-public economic organizations. (The author is secretary of the Party Working Committee of Hunan Linwu Industrial Park)