前不久参加一场城市建设学术研讨会时，听到一位学者说起自家门口的一条马路，"一侧有隔离栏，另 一侧却没有。没有隔离栏的那侧，总有汽车违停，经常发生剐蹭事故"。同一条马路，为何不在两侧统 一安装隔离栏？这位学者道出个中缘由：马路两侧分属两区。A区不管，因为对面不属于自家管辖区； B区资金紧张，没法与A区一样。 类似问题并不鲜见。比如，中部地区某地的油茶和水果产业基地分属两镇，一边在属地政府推动下争取 到配套资金，修起水泥路和蓄水池，另一边却还是砂石路，灌溉问题也没解决。相邻之处，却因所属行 政区财政实力不一、地方领导重视程度不同，导致发展水平迥异。 交界处的"隐形墙"，阻碍着要素合理流动。这些"隐形墙"，说到底是行政分权壁垒与部门本位主义的表 现。如何拆掉交界处的"隐形墙"？可从组织重构、明确机制、资源畅通三步入手。 实现跨区域资源整合、政策协调、服务联动，首先要树立整体意识。从各地实践来看，有的按照"产业 关联、区域相邻、便于组织"的原则组建产业链党委，有的由人大、政协、政府部门、公检机关、纪检 监察机关等建立联动工作联席会议，还有的在涉及跨区域重大项目时，以同比例出资、同股同权成立建 设主体来推动项目落地。 ...

笔者近日参加一场城市建设学术研讨会时，听到一位学者吐槽起自家门口的一条马路，"一侧有隔离 栏，另一侧却没有。没有隔离栏的那侧，总有汽车违停，经常发生剐蹭事故。"同一条马路，为何不在 两侧统一安装隔离栏？这位学者道出个中缘由：马路两侧分属两区。A区不管，因为对面不属自家管辖 区；B区资金紧张，没法向A区"看齐"。 要实现跨区域资源整合、政策协调、服务联动，首先要树立整体意识。换言之，得有个指挥中枢。谁来 指挥？从各地实践来看，有的按照"产业关联、区域相邻、便于组织"的原则组建产业链党委，有的建立 以人大、政协、政府部门、公检机关、纪检监察机关等主体为主的联动工作联席会议，还有的在涉及跨 区域重大项目时，大家以同比例出资、同股同权成立建设主体来推动项目落地。 组织成立后要规范运行，还得靠清晰的权责制度设计，明确行政交界地带"谁来管、管什么、怎么管、 管不好怎么办"等问题。比如，建立跨行政区域的联合审批、联合执法、应急响应等标准化流程，打破 信息不对称，降低协调成本，实现"1+1＞2"的效果。监督和问责方面，也要建立跨越单一行政区的绩效 考核体系，引入上级督导或第三方评估机制，明确"有福同享、有责共担"的原则。 而 ...

Core Insights - The event "Invest in Chongqing: Discover Business Opportunities" was successfully held in Hangzhou, marking the first stop of the "County Eastern Tour" brand investment promotion [1][3] - The initiative aims to align with the State Council's directive to support the transfer of industries to the central and northeastern regions, focusing on attracting quality projects that align with Chongqing's industrial development [3] Group 1: Event Overview - The event was organized by the Chongqing Municipal Commission of Commerce and included participation from various associations, showcasing 66 key cooperation projects from 16 districts and open platforms in Chongqing [1][3] - Keynote speeches were delivered by leaders from the Zhejiang Foreign Investment Enterprises Association and the Hong Kong Chamber of Commerce, highlighting Chongqing's achievements in industrial upgrading and business environment optimization [3][5] Group 2: Strategic Focus - Chongqing's Deputy Director of Commerce emphasized the city's core competitiveness and cooperation potential through four keywords: strategic pivot, industrial synergy, Chongqing-Zhejiang cooperation, and service assurance [5] - The city has tailored "policy packages" for investors and established service teams to provide comprehensive support from project planning to operational phases, ensuring a smooth investment experience [5] Group 3: Project Highlights - The showcased projects span various sectors including new energy vehicles, electronic information, equipment manufacturing, modern logistics, big data, biomedicine, and cultural tourism, addressing both local industrial foundations and the transformation needs of eastern enterprises [5][6] - Companies such as Otis shared their successful experiences in Chongqing, indicating a strong interest in deepening industrial chain cooperation and exploring the western market potential [5][6] Group 4: Collaborative Outcomes - The event facilitated preliminary agreements on project implementation details and innovative cooperation models between government and enterprises, paving the way for substantial future collaborations [6]