January 20, 2018

Chapter 1 General Provisions

Article 1 is to thoroughly implement the spirit of the 19th National Congress of the Communist Party of China and strengthen and improve the leadership of public institutions Personnel management, improve the selection and appointment mechanism and management supervision mechanism, and build a team of high-quality professional leaders of public institutions who have firm beliefs, serve the people, are diligent and pragmatic, dare to take responsibility, and are honest and honest. According to the "The Communist Party of China" "Articles of Association", the General Office of the Communist Party of China's "Interim Provisions on the Management of Leaders of Public Institutions" and the management measures for leaders of public institutions, colleges and universities, primary and secondary schools, scientific research institutions, and public hospitals in five industries and public hospitals. Regulations and relevant laws and regulations, and based on the actual situation of this city, these measures are formulated.

Article 2 These Measures apply to members of the leadership teams of party committees and government directly affiliated and department-affiliated institutions below the district level, district-level People’s Congress Standing Committees, CPPCC, Discipline Inspection and Supervision Committees, People’s Courts, People’s Procuratorates, and mass organizations Member of the leadership team of the public institutions affiliated to the agency.

If intra-party regulations and laws and regulations have other provisions on the management of leaders of public institutions, those provisions shall prevail.

Article 3 The management of leaders of public institutions should reflect the characteristics of public welfare, service, professionalism, technology, etc., follow the growth rules of leaders, and implement the principle of not letting honest people suffer and not letting officials. Establish a correct guide for selecting and employing people, which requires that people's hearts be chilled, front-line cadres not let go, and people with "sickness" not be promoted. Adhere to the combination of strict management and kindness, pay equal attention to incentives and constraints, stimulate the vitality of public institutions, and promote the sound and rapid development of the city's public welfare undertakings.

Article 4 The management of leaders of public institutions shall adhere to the following principles:

(1) The principle that the Party manages cadres and the Party manages talents;

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(2) The principle of having both ability and political integrity, putting morality first;

(3) The principle of career first, fairness and decency;

(4) Paying attention to performance and the masses Recognized principles;

(5) Principles of hierarchical and classified management;

(6) Principles of acting in accordance with laws and regulations.

Article 5 The party committee (party group) and its organizational (personnel) department shall perform the management responsibilities of the leaders of public institutions in accordance with the cadre management authority and be responsible for the organization and implementation of these measures.

Chapter 2 Qualifications and Qualifications

Article 6 Leaders of public institutions shall meet the following basic conditions:

(1) Have good political quality and adhere to the following basic requirements: Marxism-Leninism, Mao Zedong Thought, Deng Xiaoping Theory, the important thought of "Three Represents", the Scientific Outlook on Development, firmly establish the "four consciousnesses" and the "four self-confidences", resolutely safeguard the authority and centralized and unified leadership of the Party Central Committee, and ideologically Politically and in action, we maintain a high degree of consistency with the Party Central Committee with Comrade *** as the core, fully implement the party's theory, line, principles and policies, focus on the strategic positioning of the capital city of the "four centers", and faithfully fulfill the official mission *Political and social responsibilities of service;

(2) Strong organizational leadership ability, adhering to democratic centralism, good at scientific management, communication and coordination, unity and cooperation, acting in accordance with the law, promoting implementation, and having a strong overall situation concept, public service awareness and reform and innovation spirit, with outstanding work performance;

(3) Have the professional knowledge, professional ability, professional style and professional spirit necessary to be qualified for the job responsibilities, and be familiar with relevant policies and regulations and the development of the industry, with rich practical experience and good reputation in the industry;

(4) Strong sense of professionalism and responsibility, capital awareness, adhering to the best standard, rich in pioneering spirit, and the courage to take responsibility and overcome difficulties Difficulties, the courage to work selflessly, and the ability to be responsible, responsible and responsible for defending the land;

(5) Have good moral cultivation and professional ethics, take the lead in practice, go deep into reality, contact the masses, and be strict with others Be self-disciplined, work with integrity, and have a good mass base.

Leaders who hold leadership positions within the party should firmly establish a sense of responsibility for comprehensively and strictly governing the party, have rich experience in party affairs, and be good at ideological and political work and mass work. Other leaders should firmly establish Awareness of "one position, two responsibilities". Leaders who hold full-time leadership positions should have the ability to lead scientific development, control the overall situation and handle complex situations, be good at leading the team, and have a good democratic style.

Article 7 Leaders of public institutions shall possess the following basic qualifications:

(1) Generally they shall have a bachelor’s degree or above;

(2) They shall With more than three years of relevant work experience and a certain professional level, those who serve as party organization secretaries should generally have party affairs and corresponding management work experience;

(3) Those who are promoted to leadership positions in five-level management positions, generally Should have more than two years of experience in a sixth-level management position; those who hold leadership positions in a management position below the sixth level should generally have more than three years of experience in the next-level position;

(4) Have the ability to perform duties normally Physical condition;

(5) Comply with relevant intra-party regulations, laws and regulations and the qualification requirements stipulated by industry authorities.

Article 8 For those who are promoted to leadership positions from professional and technical positions to management positions, their qualifications shall comply with the provisions of Article 7 (1) (2) (4) (5) and have the corresponding qualifications. Experience in professional and technical positions (positions) and certain management experience. Specific conditions:

(1) Transfer to a fifth-level management position: currently employed in a senior professional and technical position, or have worked in a deputy senior professional and technical position for two years;

( 2) Transfer to a sixth-level management position: currently employed in a professional and technical deputy senior position or above, or have worked in a professional and technical intermediate position for five years;

(3) Transfer to a seventh-level management position: currently employed Have worked in a professional and technical deputy senior position or above, or have worked in a professional and technical intermediate position for two years; Have worked in entry-level positions for five years;

(5) If relevant intra-party regulations, laws and regulations and relevant industry authorities have other provisions on the conditions and qualifications for leaders of public institutions, such provisions shall prevail.

Article 9 For those who are particularly outstanding or have special work needs, the qualifications may be relaxed appropriately.

Relaxation of job qualifications and promotion of leadership positions from professional and technical positions to management positions or promotion to leadership positions at level six or above must be strictly controlled. Before making decisions on appointment or appointment, the cadres must be For management authority, seek opinions from the higher-level organization (personnel) department.

Chapter 3 Selection and Appointment

Article 10 When selecting and appointing leaders of public institutions, the leadership and control role of the party committee (party group) should be fully utilized, the correct selection and employment orientation should be adhered to, and strict Standard conditions and procedures shall be carried out in strict accordance with the approved or approved number of leadership positions and position setting plan.

Article 11 The party committee (party group) and its organizational (personnel) department shall, in accordance with their cadre management authority, and based on the different leadership systems and leadership team building practices of public institutions, put forward opinions on starting the selection and appointment of leaders. A work plan is formed based on comprehensive research and judgment, and full deliberation, and is carefully organized and implemented in accordance with relevant procedures and requirements.

Article 12: The selection of leaders of public institutions shall be based on the characteristics of the industry and job requirements, and the selection system, appointment system, and appointment system shall be implemented. Internal selection of the unit, external selection, competition (employment), and open selection shall be adopted. (recruitment) or explore other ways to help outstanding talents stand out, such as entrusting relevant agencies to select.

Gradually increase the implementation of the appointment system for administrative leaders. The appointment relationship is determined through appointment notices, letters of appointment, etc., and an employment contract is signed based on actual conditions to clarify rights and obligations. The hired position and related benefits are valid during the employment period.

Open selection (recruitment) is conducted for the district, and competitive (recruitment) is conducted within the unit or system. The selection positions, quantity and scope should be reasonably determined based on actual conditions. Under normal circumstances, if leadership positions are vacant and there are no suitable candidates in the unit and system, especially if there is a need to supplement urgently needed professional talents, open selection (recruitment) can be conducted; if leadership positions are vacant, there are more qualified people in the unit and system. If it is difficult to pool opinions on candidates, you can compete (recruit) for positions.

Article 13: Strictly implement the inspection system, strengthen analysis and judgment, highlight political standards, and comprehensively consider work needs, candidates’ moral integrity, consistent performance, compatibility of personnel and positions, democratic recommendations and solicitation of opinions, etc. Determine the object of investigation. Based on the qualifications and job responsibilities, comprehensively understand the integrity, ability, diligence, performance, and integrity of the examinee, focusing on political character, style and conduct, integrity and self-discipline, etc., and gain an in-depth understanding of professionalism, management capabilities, professionalism and work Performance and other conditions, control politics, conduct, and integrity, strictly implement the "Four Musts" requirements for every recommendation, prevent "votes only, points only, GDP only, age only" and other biases in selecting people, and prevent "promotion while sick" .

Article 14 When a leadership position in a management position is proposed, public announcement shall be made within a certain scope, and the public announcement period shall be no less than five working days.

Article 15 Where a non-elected leadership position in a management position is appointed, a probationary period system shall be implemented. The probation period is generally one year.

Article 16 The specific procedures and requirements for selection and appointment shall be determined with reference to the "Regulations on the Selection and Appointment of Party and Government Leading Cadres" and relevant regulations, and based on the actual situation of the public institution.

Chapter 4 Responsibilities of Term and Term Targets

Article 17 Leaders of public institutions shall generally implement a term system. Each term is generally three to five years, and continuous service in the same position generally does not exceed ten years. If there are special needs for work, the service period can be appropriately extended with approval in accordance with the cadre management authority.

For leaders who implement the appointment system, their appointment period should be consistent with their term of office. Leaders of public institutions should remain relatively stable during their term of office, and in principle should serve for one full term.

Article 18 The leadership team and leading personnel of public institutions shall generally implement a term-target responsibility system. The setting of tenure goals should reflect the characteristics of different industries and types of public institutions, focusing on laying the foundation, long-term benefits, and seeking practical results.

When setting goals for the leadership team’s tenure, political orientation and social benefits should be given top priority, including political responsibility, career development, service effectiveness, talent training, safety and stability, honest work, and party building. In other aspects, the specific content can be determined based on the actual research of the unit.

The term goals of leaders should be detailed and decomposed based on the term goals of the leadership team, and annual goals should be formulated based on job responsibilities and work in charge. Annual goals should be determined by signing a responsibility letter, formulating a work plan, and stating them in the employment contract, so that they can be implemented, inspected, and assessed.

Article 19 The term target shall be determined by the leadership team of the public institution through collective research. The term goals of the leadership team and the principal positions of the leadership team should generally be reported to the competent authority for approval or filed, and if they are not confidential, they should be announced within the unit.

When formulating term goals, the opinions of the unit’s employee congress or employee representatives should be fully listened to, and the opinions of the service recipients should be reflected.

Chapter 5 Assessment and Evaluation

Article 20: Improve the assessment and evaluation system for leaders that reflects the characteristics of public institutions, give full play to the guiding, motivating and spurring role of assessment, and promote the establishment of leaders’ A correct view of performance, the courage to take responsibility, hard work, and positive actions.

The assessment of the leadership team and leaders of public institutions is divided into daily assessment, annual assessment and term assessment. Assessment and evaluation are based on term goals and daily management, focusing on performance orientation and social benefits, and highlighting the effectiveness of party building work.

Adhere to the same deployment and assessment of party building work and business work, and implement a review and assessment system for party building, which can be combined with annual assessments, etc., focusing on understanding the main responsibilities of party organizations in public institutions for party building, and the party organization secretary Fulfill the duties of the person primarily responsible for party building, and other members of the leadership team perform party building responsibilities within the scope of their duties.

Article 21: Based on the characteristics of different types, industries and institutions, adhere to the principles of objectivity, fairness, democracy and openness, based on job responsibilities, focusing on work performance, and based on the satisfaction of service objects, Scientifically and rationally determine assessment and evaluation indicators, adopt a method that combines leadership evaluation and mass evaluation, and combines qualitative analysis and quantitative analysis to actively promote classified assessment.

Each industry competent department shall formulate its own assessment methods according to the requirements of different industries and positions, clarify the specific standards, elements and weight division of assessment content, and effectively improve the pertinence and effectiveness of assessments.

Article 22 Comprehensively analyze and judge the assessment situation and daily understanding of the situation, make objective and fair evaluations, form assessment and evaluation opinions, and determine the assessment and evaluation grades.

The annual assessment results should be determined based on the usual assessment results. Excellent personnel in the annual assessment should be selected from those with good usual assessment results. If the annual assessment is quantitatively scored, the usual assessment should have a certain weight.

The daily assessment results of the leadership team and leadership personnel can be determined in the form of comments, scores, rankings or divisions. The evaluation grades of the annual assessment and tenure assessment of the leadership team are divided into excellent, good, average and poor. The evaluation grades for the annual assessment and term assessment of leaders are divided into excellent, qualified, basically qualified and unqualified.

Article 23 The results of assessment and evaluation serve as an important basis for the construction of the leadership team and the selection and appointment of leaders, training and education, management and supervision, incentives and constraints.

The results of assessment and evaluation should be fed back to the leadership team and leaders of the public institution in an appropriate manner.

Chapter 6 Career Development and Incentive Guarantees

Article 24: Improve the training and education system for leaders of public institutions and incorporate the training and education of leaders of public institutions into party committees (party groups) at all levels and education and training plans of industry authorities, combined with regional and industry characteristics, to carry out theoretical training, professional training and job training for leaders in a targeted manner, focusing on improving ideological and political quality and theoretical level, and improving leadership capabilities and professionalism.

Article 25: Pay attention to strengthening practical training, adopting methods such as exchange appointments, temporary training, job rotation, etc., and focus on selecting outstanding talents with good political quality, outstanding work performance, recognized by the masses, and with training prospects and development potential. Personnel are arranged in a planned manner to the grassroots front lines and difficult and difficult places to undergo training, hone their quality and improve their abilities.

Article 26: Improve the exchange system for leaders of public institutions, coordinate and promote the exchange of leaders among public institutions, and between public institutions and party and government agencies and state-owned enterprises, and increase the promotion of exchanges among leaders of the same category and in the same industry. Strengthen exchanges between public institutions in the field, and pay attention to selecting outstanding leaders from public institutions to join the party and government leadership teams.

Regularly study and propose work opinions for leaders to exchange work, and conduct planned exchanges with important positions and leaders with good overall quality and promising development prospects.

Article 27 For leaders of public institutions who have not reached the retirement age limit after the end of their term and are suitable to continue to engage in professional work, their subsequent career development will be encouraged and supported; for other leaders, their subsequent career development will be encouraged and supported based on their actual situation and work. Make appropriate arrangements if necessary. Outstanding principals, deans, directors, etc. who have special needs in their work can have their tenure extended, and there is no one-size-fits-all approach.

Article 28: Improve the income distribution system for leaders of public institutions, reasonably determine the performance salary level of leaders according to the category of public institutions and combined with the assessment situation, so that their income is consistent with their performance of duties and the long-term development of the unit. Keep in touch with and maintain a reasonable relationship with the average income level of employees in the unit.

Article 29: Leaders of public institutions who have outstanding performance and significant achievements and contributions in their duties, who have made significant achievements and contributions in handling emergencies and undertaking special and important work, or who have Other outstanding achievements will be commended and rewarded in accordance with relevant regulations. The competent departments can explore effective commendation and reward measures based on the actual situation to encourage leaders to start businesses.

Article 30: Create an atmosphere that encourages exploration and supports innovation, tolerates mistakes made by leaders at work, especially in reform and innovation, and clearly supports those cadres who dare to take responsibility, do things in a down-to-earth manner, and do not seek personal gain. Encourage and encourage leaders of public institutions to actively take on their responsibilities.

Chapter 7 Supervision and Restraint

Article 31: Implement the requirements of comprehensive and strict party governance and improve the supervision and restraint mechanism of the leadership team and leaders of public institutions, especially the main leaders. , build a strict and effective supervision system, urge and guide leaders to conscientiously perform their duties, act in accordance with laws and regulations, and maintain integrity.

Party committees (party groups), discipline inspection and supervision agencies, organization (personnel) departments, and industry authorities shall perform supervisory responsibilities over the leadership teams and leaders of public institutions in accordance with management authority and division of responsibilities.

Strictly implement the responsibility system for building party style and clean government, and implement the main responsibilities of the party committee (party group) and the supervision responsibilities of the discipline inspection and supervision agencies.

The key contents of Article 32 supervision are: implement the party’s line, principles and policies, implement the responsibility system for party building work, implement democratic centralism, act in accordance with laws and regulations, perform duties, select and employ people, state-owned enterprises Asset management, income distribution, professional ethics, style construction, integrity and self-discipline, etc.

Article 33: Give full play to the role of intra-party supervision, democratic supervision, legal supervision, audit supervision and public opinion supervision, and comprehensively use inspections and assessments, work reports and responsibilities, democratic life meetings, heart-to-heart talks, and inspections Supervise the leadership team and leadership personnel through inspections, reminders, letters of inquiry, admonitions, etc. Strengthen top-down organizational supervision and strengthen daily management supervision.

Give full play to the supervisory role of unit party organizations and party members. Party member leaders should participate in the organizational life of their party branches or party groups as ordinary party members, adhere to the system of organizing life meetings and democratic evaluation of party members, and carry out serious and serious improve the political life within the party and create an environment of democratic supervision within the party.

Strictly implement the system of "one report and two reviews" in the selection and appointment of cadres, prevent "promotion while sick", leading cadres report personal matters, economic responsibility audit, accountability and avoidance of office.

Article 34: Establish and improve the internal democratic decision-making and supervision and restraint mechanisms of public institutions. All "three important and one" matters involving the reform, development and stability of the unit and the vital interests of the employees must be collectively discussed and decided by the leadership team. For major issues involving the vital interests of employees, the opinions of trade unions, employee congresses or employee representatives should be fully heard before making decisions.

Promote and standardize the disclosure of affairs, encourage employees to participate in democratic decision-making and democratic management, unblock the channels for employees to participate in discussing unit affairs, broaden the channels for expressing opinions, and actively accept the supervision of employees, the masses and society.

Article 35: Leaders of public institutions violate political disciplines and rules, organizational and personnel disciplines, work disciplines, financial disciplines, and professional integrity disciplines, as well as violate social morality, professional ethics, family virtues and Those who cause adverse social impact and other circumstances will be given organizational punishment or disciplinary and administrative sanctions in accordance with relevant regulations; those who are suspected of illegal crimes will be dealt with in accordance with relevant national laws and regulations.

Chapter 8 Exit

Article 36: Improve the exit mechanism for leaders of public institutions, increase efforts to adjust leaders who are not suitable for their current positions, and effectively promote the ability of leaders of public institutions to be promoted Being able to get off, in and out enhances the vitality of the team.

Article 37 When leaders reach the retirement age limit, they shall go through the removal (retirement) procedures in accordance with relevant regulations. If the dismissal (retirement) is delayed due to work needs, it shall be submitted for approval in accordance with the cadre management authority.

Strictly implement the relevant regulations on the term of office of leaders. When leaders reach the term of office and the maximum number of years in office, they should go through the removal procedures in accordance with relevant regulations.

Article 38 If a leader is deemed unfit to hold his current position due to his/her morality, ability, diligence, performance, or integrity being inconsistent with the requirements of his/her position, or is held accountable, he/she shall be held accountable in accordance with relevant regulations. Make organizational adjustments or organizational processing.

Article 39 If a leader is determined to be unqualified due to annual assessment or tenure assessment, or if he is determined to be basically qualified in the annual assessment for two consecutive years, he shall generally be removed from office.

Article 40 If a leader is unable to perform his or her duties normally for more than one year due to health reasons, or is unable to perform his or her current duties due to work needs or other reasons, his/her job position shall be adjusted.

Article 41: Implement a resignation system for leaders of public institutions.

Resignation includes resignation on the job, voluntary resignation, resignation by taking the blame and resignation by order. The resignation procedure shall be carried out in accordance with relevant regulations.

Chapter 9 Supplementary Provisions

Article 42 The Beijing Municipal Committee of the Communist Party of China is responsible for the interpretation of these Measures, and the specific interpretation work is undertaken by the Organization Department of the Municipal Party Committee.

Article 43 These Measures shall come into effect on the date of issuance.

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