Problems and suggestions for reducing burdens at the grassroots level

First, there are many meetings and documents.

In recent years, departments at all levels have been working hard to streamline meetings and documents, but too many meetings and documents are still problems that cannot be ignored.

According to incomplete statistics, a certain town *** received 2,738 documents issued by departments at all levels in 2018, and *** received 3,093 documents in 2019; in 2018, it received meetings of all levels and departments Notified 357 times, 404 were received in 2019. Judging from the data, meetings and documents have only increased but not decreased. Township team members have an average of 5 meetings per month, and the main leaders have even more meetings, with an average of 11 meetings per month.

The second is the shortage of staff.

In recent years, as government functions have shifted from management to service, various services have gradually moved to the forefront, and various tasks have "shifted their focus downwards." The problem of personnel shortage has become increasingly serious. Taking a certain town as an example, the town's registered population is 42,400, but the number of government officials is about 100, including 15 leadership positions.

Except for reasons such as insufficient ability, poor health, and older age, there are only about 50 capable cadres. Township government team members generally have as many as 5-6 divisions of labor, which means that one person has to communicate with at least five or six higher-level departments.

Third, treatment has encountered a bottleneck.

On the one hand, the development prospects are not ideal. According to incomplete statistics, 50% of people believe that township cadres are troubled by their inability to move up (both in their positions and in the city). Township cadres are at the bottom of the civil service hierarchy, with difficult working conditions, heavy workloads, and little chance of promotion.

Under the same circumstances, cadres in government agencies above the county level have superior working conditions and low pressure and responsibilities, which makes some township cadres, especially young cadres, do not hesitate to rely on connections and seek favors, and try every means to be transferred to or admitted to government agencies.

On the other hand, due to the financial constraints of township governments, it is sometimes not possible to guarantee that wages are paid on time. In addition, food subsidies and transportation subsidies for going to the countryside have been canceled one after another with the payment of standardized subsidies, resulting in the situation of township cadres Psychological imbalance.

Suggestions.

The first is to improve the writing style.

Strengthen management and streamline various types of meetings. Vigorously compress meetings, do not hold those that cannot be held, and merge those that can be held together. The duration of necessary meetings should be shortened as much as possible, and the scope of participation should be reasonably controlled to further improve meeting efficiency and quality.

Pragmatic measures were taken to streamline documents. Standardize the document submission procedures, strictly control the number and specifications of documents issued, focus on practical results when issuing documents, effectively solve practical problems, and strengthen the pertinence, guidance and operability of documents.

The second is to change work style.

Reducing the burden does not mean doing less work. "Improving the quality" of grassroots work is the starting point and final destination. First, leading cadres at all levels should set a good example and take the lead in changing their work style. The top leaders should lead the way, forming a truth-seeking and pragmatic work style, and effectively solving the practical problems that trouble the people.

Second, we must give full play to the incentive-oriented role of assessment, accurately assess assessment indicators, strictly assess and score, strengthen the application of assessment results, truly combine assessment results with vital interests such as end-of-year rewards, assessment and evaluation, and realize real work and fake work. It’s different, it’s different whether you do more or less, whether you do well or poorly.

The third is the combination of strict management and loving care. Pay careful attention to the training, growth and progress of grassroots cadres, actively explore new ways to improve the political treatment of general cadres in township agencies, and break the "ceiling" for the growth of township cadres; establish relationships between departments and townships, between townships and townships, and between various positions in townships. communication mechanism between them.

Break the situation of cadres working in one unit for a long time and stimulate their work vitality; strive to improve the working and living conditions of township cadres, properly solve the housing and transportation problems of township cadres, and effectively reduce the work costs of township cadres.