城市高质量发展，离不开小区善治。10月23日，记者从全省党建引领小区治理现场推进会上获悉，我省 672个试点小区普遍建立实体型或功能型党支部，党组织覆盖率达到100%，各类矛盾协调化解更高效， 各类隐患排查处置更及时，涉及相关小区12345工单量下降20.29%。 小区建起党支部 □ 本报记者 倪方方 23日，在淮安市清江浦区浦楼街道化工新村社区党群服务中心，小区物业工作人员胡海英正在受理物业 矛盾纠纷。 化工新村建于上世纪七十年代，是典型的"杂破乱缺"老旧小区。"老小区没有公共维修基金，很多问题 又不在物业出资范围，存在'不好管、谁来管、缺人管、没钱管'困境。这里面有大量调解、协调、沟通 的工作要做。"化工新村社区党委书记王淮说，社区党委下设6个党支部，与化工新村小区8个网格紧密 融合，创新实践"红色物业+社区工作者"的协同治理模式，社区党委牵头搭建三方议事平台，居民代 表、物业公司与物业管理委员会共同参与、推动问题解决。 截至目前，淮安1781个小区党组织覆盖率达98.15%。淮安市委社会工作部副部长周华说，淮安不仅选 优配强小区党支部书记，还从物业公司、驻社区单位、综合执法部门、社会组织等选任党支部兼职 ...

中国民航网 通讯员范丽颖、陈子旭 报道：为深入落实民航十四五旅客服务专项规划，提升旅客出行行 李服务体验，天津滨海机场全力推进2025年服务效率提升攻坚行动，通过系统性流程优化与精准化管 理，行李保障时效取得历史性突破性。各时段监测数据显示，天津滨海机场代理进港航班首件行李提取 时间缩短至不超过8分钟，末件行李提取时间缩短至不超过30分钟，较行业标准提升20%以上。 专题部署制定挑战指标 天津滨海机场以值机、安检、行李提取等关键环节指标为突破点，以点带面，重点攻坚，机场领导多次 组织研究讨论，专项部署缩短托运行李提取时间等提效率工作研究课题，成立攻坚项目小组，梳理行业 保障指标，明确提出在锚定"首件行李提取等候时间不超过10分钟，末件行李提取等候时间不超过30分 钟"的基础上，进一步自加压力，提出再提升至少10%的挑战指标。 天津滨海机场构建"全流程+全时段"双层监督响应机制。全流程是基于航班量、行李量、基本保障时长 等全流程时长数据，预判高风险航班，针对可能产生服务标准不达标的机位和行李及货邮量较多的航班 进行重点关注，提前调配人员和车辆、设备，以确保保障资源充足。全时段是通过分析全时段监测数 据，回溯复盘 ...

Core Viewpoint - Liujiashan Hydropower Plant is actively monitoring sediment accumulation due to low water levels, implementing enhanced monitoring mechanisms to ensure safe and stable operation of the hydropower units [3]. Group 1: Monitoring and Analysis - The plant has initiated a comprehensive sediment monitoring program, focusing on the water intake gates and potential blockages in the five major drainage structures [3]. - Monitoring personnel are using a combination of ultrasonic depth sounders and manual verification to ensure data accuracy during sediment assessments [3]. Group 2: Risk Management - The plant is particularly concerned about sediment influx from the Tao River tributary during localized rainfall, which could lead to significant sediment accumulation at the drainage gates [3]. - A closed-loop management mechanism for "monitoring-analysis-disposal" has been established to support sediment management and ensure power supply and flood prevention during peak summer demand [3]. Group 3: Operational Adjustments - Due to recent high temperatures and frequent rainfall, monitoring personnel are adjusting their work schedules to avoid extreme weather conditions, ensuring both safety and efficiency in operations [3].

Group 1 - The company is implementing the central eight regulations by integrating learning into practical work and conducting activities where leaders work alongside frontline employees to hear their voices [1][2] - A total of 125 middle-level leaders and contractor managers participated in grassroots activities, focusing on identifying issues related to the implementation of the central eight regulations and enhancing relationships between the party and the masses [2] - Leaders are required to follow a "six ones" system during their shifts, which includes conducting inspections, participating in handover meetings, and collecting feedback from employees to address weak links in the company's operations [2][3] Group 2 - The company has established an innovative scoring evaluation system based on three dimensions: quantity, effectiveness, and efficiency, to assess the outcomes of the activities [3] - The evaluation system emphasizes the importance of identifying problems and the quality of rectifications, linking results to leadership appointments and annual assessments [3] - Employee satisfaction is measured through online evaluations, with over 2,200 employees providing feedback on middle-level leaders' performance [3] Group 3 - A closed-loop management mechanism has been established to categorize and address collected feedback, with over 500 weak links being monitored in real-time [4] - The company publicly discloses the progress of rectifications on its portal, and leaders are held accountable for inadequate responses [4] - The initiative aims to genuinely address the challenges faced by frontline workers and ensure that leaders' experiences lead to tangible improvements [4]