The practice of "three educations" in the past two years shows that in order to fundamentally solve the outstanding problems existing in the public security team and strive to achieve the three-year goal of team building, we must persist in treating both the symptoms and the root causes and work hard to establish a long-term mechanism for team management. Hunan, Jiangsu, Sichuan and other provincial offices have set up a leading group for the construction of a long-term mechanism for team management headed by the director of the Public Security Department. Henan Provincial Office has set up a police standardization office. Jiangsu Provincial Department and Nanjing University and other scientific research institutes have jointly set up a special research group. Other local public security departments and bureaus have also made it clear that they should pay special attention to this work, which has provided a strong organizational guarantee for the establishment of a long-term mechanism for team management. The Public Security Department of Hebei Province has studied and formulated the Three-year Plan for the Construction of Long-term Mechanism of Public Security Team Management, and clearly put forward that it will take about three years to establish a new team management model in the public security organs of the whole province based on business information and police information, with performance appraisal and rating as the core, with separate training and personnel adjustment as the means, and with relevant institutional measures. On the basis of careful study and scientific demonstration, Tianjin Municipal Bureau has determined the general idea of long-term mechanism construction, which is based on establishing and improving management norms, focusing on stimulating the internal vitality of the team, focusing on improving public security law enforcement activities, taking hierarchical management as the basic framework and aiming at improving the satisfaction rate of the masses. Public security departments and bureaus in Shanghai, Hunan, Hubei, Hainan, Gansu and other places have also studied and formulated long-term mechanism construction plans suitable for local work.
The public security departments and bureaus where the Ministry of Public Security and the pilot units of long-term mechanism construction of local public security organs are located attach great importance to the pilot work, conduct timely inspection and guidance, study and solve practical problems, and promote the healthy development of the pilot work. Jilin Provincial Department has made it clear that seven pilot units in the province are contacted and guided by a member of the Party Committee of the Provincial Department and a department to ensure the effectiveness of the pilot work.
The police behavior norms, work norms and equipment norms of public security organs involve all aspects of public security work and team building, and are the basis for establishing a long-term mechanism for team management. The Party Committee of the Ministry and local public security organs at all levels attach great importance to the construction of "three major norms" and regard this work as the primary task of long-term mechanism construction when deploying work.
The Party Committee of the Ministry, especially Minister Jia, has repeatedly given instructions and put forward specific requirements, making it clear that the Personnel Training Bureau, the General Office and the Equipment Finance Bureau of the Ministry are responsible for the organization and coordination of the construction of the "three major norms". The relevant business bureaus of the ministries and agencies have also given full play to their initiative and creativity, studied and formulated 7 1 work specifications, such as the Law Enforcement Duty Specification of Public Security Police Stations and the Policing Specification of Highway Patrol Units, and drawn up plans for the formulation or revision of 94 work specifications. The Equipment Finance Bureau of the Ministry has successively issued the equipment standards of nine police types, and the equipment standards of other departments and police types are also under study. On the basis of summing up the first experience at the grass-roots level, the public security organs at the provincial and local levels conscientiously sum up and sort out the rules and regulations of team management, check and fill gaps, make full use of strengths and make up for weaknesses, and vigorously strengthen the construction of "three major norms" that adapt to the actual work in the local area. Shandong Yanzhou Public Security Bureau and other pilot units of the Ministry of Public Security 15 and 255 local public security organs have actively accelerated the pace of "three norms" construction, explored and summarized many effective measures and methods with their own characteristics in practice, and have initially formed the basic framework of "three norms", some of which have been implemented and improved in practice, laying a good foundation for establishing a long-term mechanism for team management.
Scientific assessment is the basic link of team management, and it is also an important means to implement responsibilities, promote work and boost morale. Taking this as a breakthrough, public security organs at all levels set out to establish a quantitative assessment index system on the basis of improving the post target responsibility system. The Ministry of Public Security issued and implemented the "Regulations on the Quality Evaluation of Law Enforcement by Public Security Organs", starting from the law enforcement link, strengthening the evaluation and strictly supervising law enforcement. At the end of last year, the comprehensive evaluation of "three educations" organized by public security organs in 100 counties in China effectively guided and promoted the quantitative evaluation work of local public security organs.
Shanghai, Yunnan, Hunan, Jilin, Shaanxi and other places have introduced specific measures for law enforcement quality evaluation. Measures of Shandong Provincial Department for the implementation of target quantitative assessment and graded management of police for public security organs below the city level. Henan Provincial Department stipulates that the main leaders of county-level public security organs, who rank the last 30 in the province in the annual law enforcement evaluation, should be trained intensively; The "top leader" of the unit whose law enforcement quality is unqualified for two consecutive years must take the blame and resign. Hainan Provincial Department divides the assessment of grass-roots units and police into four grades, requiring that the incompetent police in excellent units should be no less than 1% and that in other units should be no less than 2%. In the process of assessment, public security organs at all levels should pay attention to the organic combination of team and business, individuals and units, post objectives and annual work assessment, and strive to make the assessment results comprehensive, accurate and objective. In practice, the public security organs of Hebei Province have realized the "four combinations" of examination team and examination business, examination work process and examination results, examination daily work and examination center work, and qualitative assessment and quantitative assessment. Tianjin Hexi Branch and Hainan Wenchang Public Security Bureau have made a quantitative assessment of the overall work of departments and teams and the law enforcement service of police in different positions. The Public Security Bureau of Gucheng County, Hubei Province and Jiangyin City, Jiangsu Province used the enterprise management model for reference and introduced performance appraisal methods. Some local public security organs also actively use modern scientific and technological means to improve the scientific and technological content of quantitative assessment.
Public security organs at all levels conscientiously study and implement the spirit of the Central Committee's "Outline for Deepening the Reform of the Cadre and Personnel System", further deepen the reform of the public security personnel system and establish and improve the dynamic employment mechanism in accordance with the deployment of the Shaoxing meeting of the Ministry of Public Security. First, strictly honor the assessment rewards and punishments. Public security organs at all levels make full use of the results of quantitative assessment and actively explore the establishment of an effective competitive incentive mechanism for rewards and punishments. Starting with the leading bodies and leading cadres, Beijing Municipal Bureau stipulates that the members of the leading bodies of the organs and county bureaus at the bottom of the annual assessment must undergo off-the-job training. So far, two full-time training courses have been held, and more than 100 leading cadres have been trained. Second, open selection and competition for posts have been widely implemented. At present, the grass-roots teams and window units of county-level public security organs have generally implemented the cadre appointment system, the police appointment system and the competitive appointment system. Since 2000, more than 50,000 police officers have participated in the competition for posts, and more than 20,000 police officers have taken up leadership positions through competition. The country has successively adjusted and enriched10.4 million leading bodies at or above the division level, and adjusted and appointed nearly 32,000 leading cadres at all levels. The third is to strictly control "imports" and smooth "exports". Public security organs at all levels, in combination with the construction of a long-term mechanism, conscientiously implement the opinions of the Ministry of Personnel and the Ministry of Public Security on the unified recruitment of people's police by local public security organs at the provincial level. At present, the public security departments of Beijing, Tianjin, Hebei, Shanxi and other 9 provinces, autonomous regions and municipalities directly under the Central Government and Xinjiang Production and Construction Corps have implemented a unified police recruitment system at the provincial level.
In accordance with the requirements of the Party Committee of the Ministry, public security organs at all levels adhere to the principle of supporting systems in practice, so as to make the construction of long-term mechanisms develop in a coordinated manner. The first is to strengthen supervision. Public security organs at all levels have deepened the reform of the administrative examination and approval system from the perspective of facilitating the supervision of the masses and reducing their burden, and cancelled a number of charging items according to law, thus increasing the transparency of public security administration. The second is to strengthen education and training. While strengthening team management, public security organs at all levels insist on paying equal attention to education and management, conscientiously implement the internal regulations and training regulations of the people's police, strengthen education and training, and constantly improve the overall quality and combat effectiveness of the team. Since last year, public security organs across the country have trained more than 500,000 policemen of different levels and positions. The third is to pay attention to police safety. Public security organs at all levels have always insisted on carrying out in-depth and meticulous ideological and political work, helped the police solve practical difficulties in their work and life in time, and fully stimulated and mobilized the enthusiasm of the police.
After months of unremitting efforts by public security organs at all levels, the construction of a long-term mechanism for team management has made new progress, achieved remarkable results, and taken a solid step in the right development direction. (People's Public Security News)