据林如鹏介绍，广东8所高校及21个学科入选第二轮国家"双一流"建设高校及建设学科名单，高校数比 首轮新增3所，增量全国第一；609个专业入选国家级一流本科专业建设点；16所高职入选第二期国 家"双高计划"，数量全国第二。同时，广东已建成具有法人资格的中外合作、内地与港澳合作办学高校 6所，占全国半数以上。 广东教育经费总投入连续30多年居全国首位 中新网广州1月7日电 (程景伟 马悠楠)广东省人民政府新闻办公室7日在广州举行"'十四五'广东成就"教 育专题新闻发布会。广东省委教育工委书记，省教育厅党组书记、厅长林如鹏表示，广东坚持财政优先 保障教育，全省教育经费总投入连续30多年居全国首位。 截至2025年底，广东各级各类学校36868所(含成人高校、特殊教育学校、专门学校；不含技工学校数 据，下同)，较"十三五"末期增加28所，仅次于河南省，居全国第二；在校生2766.19万人，较"十三 五"末期增加165.56万人，居全国第一；专任教师168.04万人，较"十三五"末期增加15.85万人，居全国 第一；基础教育办学规模约占全国1/10，保障近全国1/5的随迁子女义务教育入学。 编辑：万可义 广告等商务合作 ...

本报讯 （记者 王宥力） 12月25日，记者从省政府新闻办召开的"'十四五'发展成就"系列主题新闻发布 会省教育厅专场了解到，"十四五"时期，青海不断优化高校布局，时隔66年一次性获批青海理工学院、 青海职业技术大学两所本科高校，具有重要里程碑意义。职业教育中高本贯通的人才培养体系基本形 成，国家级"双高计划"建设实现零的突破。 在示范引领上，推动省级高等职业教育"双高计划"和中等职业教育"双优计划"建设，支持3所高职学 院、3个专业群和8所中职学校、12个专业实施人才培养模式改革、高水平专业群建设，建成3个省级市 域产教联合体和7个省级行业产教融合共同体，提升服务产业发展所需的技能人才支撑能力。 在办学质量上，青海职业技术大学道路与桥梁工程专业群入选国家级"双高"建设专业群，实现了我省在 中国特色高水平高职学校和专业建设计划中零的突破。全省建成13所国家级中高职改革发展示范学校和 骨干学校，9所院校入选国家现代学徒制试点单位，建成5个国家级高技能人才培训基地，1所高职院校 入选国家级职业教育"双师型"教师培训基地。 "十四五"以来，青海站在"为党育人、为国育才"的高度，积极落实新增教育经费向职业教育倾斜的要 ...

Core Viewpoint - The release of the Ministry of Education and the Ministry of Finance's notice on the implementation of the "High-level Vocational Schools and Programs Construction Plan (2025-2029)" marks the official launch of the second phase of the "Double High Plan," aimed at advancing high-quality development in vocational education and better serving the strategy of building an education powerhouse [1] Group 1: Background and Significance - The "Double High Plan" is a significant strategic deployment for China's higher vocational education, addressing challenges posed by the new economic and technological landscape dominated by artificial intelligence, Internet+, and big data [1] - The first phase of the "Double High Plan" successfully established benchmark institutions with advanced hardware and notable reform outcomes, but also revealed deep-seated issues stemming from the project-based governance model [1] Group 2: Pain Points of the First Phase - The project-based governance model has four major pain points: - Strategic disconnection, where projects are not aligned with the long-term development of schools, leading to a disconnect between project goals and actual needs [2] - Resource fragmentation, which exacerbates disparities among institutions and creates barriers within schools, hindering resource sharing [2] - Short-sighted processes, focusing excessively on project application and acceptance rather than on genuine innovation and internal development [2] - Digital incapacity, where information technology investments have not effectively empowered governance, resulting in data silos and reliance on experience for decision-making [2] Group 3: Governance Solutions for the Second Phase - The second phase of the "Double High Plan" requires a systematic reconstruction of governance models to transition from project management tools to a governance model that deeply integrates strategy [3] - Emphasizing strategic alignment, schools must clarify their strategic positioning and use it to guide project selection, ensuring projects serve as vehicles for strategic goals [3] - Establishing a matching evaluation mechanism for projects to ensure alignment with school development strategies and regional industry needs [3] Group 4: Resource Allocation and Process Management - Innovating resource allocation by creating a school-level resource pool to support cross-disciplinary collaboration and mitigate the "Matthew effect" [4] - Promoting resource sharing through a unified platform for large equipment and training bases, enhancing resource utilization efficiency [4] - Optimizing process management by implementing dynamic monitoring and early warning systems to shift from post-event corrections to real-time control [5] Group 5: Digital Transformation and Management Process Reengineering - Focusing on breaking down data silos and establishing a unified data governance framework to enable data-driven decision-making [6] - Leveraging digital transformation to streamline management processes, reducing administrative burdens and allowing staff to focus on strategic initiatives [6] - The second phase of the "Double High Plan" is not only a construction competition but also a governance competition, aiming to integrate short-term efficiency with long-term strategic goals [6]