Text: Zhu Liping.
The materials reported by the department said that "the fire fighting violations such as smoking in the factory, fire passage blockage, lack of fire fighting equipment, and flying wire charging have been focused on rectification", but when they arrived at the scene, they were shocking, and the problem was basically unchanged. This is a scene discovered by the leaders of the municipal party committee when they went to Hetai to inspect the work of safety production in the form of "four noes and two straights".
Why is this happening? On the one hand, it is because the infrastructure in Hetai area is backward and small enterprises have become accustomed to workshop-style production. On the other hand, it is also related to the limited personnel, capacity and resources of the grassroots level, and the inability to implement strong safety production supervision in the area under their jurisdiction. In the final analysis, it is the responsibility that is layered down, "Is it implemented at the grassroots level?" Can it be implemented? No one asked, let alone really solved.
It's not just the safety production field that has similar problems. In recent years, many departments often talk about a sentence, the purpose of which is to emphasize that in the implementation of the work, all levels must play a role, and form a good situation of concerted efforts and joint management. In order to get through the "last mile" of implementation, all levels really need to consolidate responsibilities, and ensure that the decision-making and deployment of superiors are not discounted through layer by layer transmission, and truly take root and bear fruit.
However, in actual work, some matters are responsible for the main body of the superiors, departments, but in the name of territorial management to the townships, streets and even communities, some functional departments should be in the front line, but turned into a dispatcher, instructor, in the assignment of work, do not do research in advance, regardless of priority, but directly "transfer" the letter of responsibility, but also called "layer by layer compaction responsibility". As for whether the subordinates can implement it, how to complete it, and whether it can be completed, it doesn't matter. If nothing happens, hello, hello, hello, everyone; Whenever something happens, only the subordinates will be held accountable, and they will not ask themselves, which will eventually make the responsibility suspended and virtual. Whether this is "compacting responsibility" or "shirking responsibility" is self-evident.
It must be understood that the work at the grassroots level is arduous, the management responsibilities are limited, and there are many long-standing and difficult problems, which are not unwilling to act at the grassroots level, but often "unable to hold back." At such a time, the higher-level departments should become the demonstrators of the implementation of responsibilities, actively promote the implementation of the work, take the initiative to step forward in the face of difficulties and challenges, and think more about ways to effectively promote the solution of problems in terms of responsibility sharing, upper and lower linkage, resource allocation, etc.
The greater the power, the greater the responsibility, and shifting the responsibility down is fundamentally a lack of responsibility. The leaders of the municipal party committee clearly pointed out that it is necessary to take the problem of "manifesting itself at the grassroots level and the roots at the top" as a breakthrough point, combine "immediate reform" with "long-term establishment", and systematically solve a number of problems from the root. The essence of layer upon layer of compaction responsibility is to "divide labor and be responsible" to form a joint force to grasp the implementation, rather than "being responsible for the division of labor" and arranging the work to complete the matter. When every superior department and every leading cadre shows the attitude of daring to be responsible and having the courage to take responsibility, we believe that not only safety production, but also many problems can be solved.
Editor: Qingqi.
Second trial: Dai Ping, Tang Jianhua.
Third trial: Ye Xinfu.