People’s Governments of All Counties (Districts), Municipal Commissions, Offices, and Bureaus, and Relevant Units Stationed in Pu’er:
In accordance with the “Guiding Opinions of the People’s Government of Yunnan Province on Further Strengthening Investment Promotion Work” (Yun Zheng Fa [2022] No. 53), the “Notice of the General Office of the People’s Government of Yunnan Province on Adjusting and Strengthening the Yunnan Provincial Investment Promotion Work Committee” (Yun Zheng Ban Fa [2022] No. 91), and the “Notice of the Yunnan Provincial Investment Promotion Bureau on Issuing the Measures for Full-Process Management and Service of Investment Promotion Projects (Trial)”(Yun Tou Cuo Fa [2022] No. 9), and in order to further improve the quality and standards of investment promotion work across the city and effectively establish a standardized, targeted, and efficient investment promotion system, the following opinions are hereby put forward regarding the further optimization of the city’s investment promotion work mechanism, taking into account the actual conditions of Pu’er.
I. Optimizing Organizational Structure
(1) Adjust and Strengthen the Municipal Investment Promotion Working Committee. In accordance with provincial-level adjustments, the Puer Municipal Investment Promotion Working Committee (hereinafter referred to as the Municipal Investment Promotion Committee) shall be restructured. The Committee’s rules of procedure and working systems shall be improved, and the investment promotion coordination mechanism overseen by the Committee shall be adjusted and refined. The Committee’s membership shall be expanded. The Director of the Municipal Investment Promotion Committee shall be the principal leader of the Municipal Government, and the Deputy Directors shall be the Vice Mayors and the Secretary-General of the Municipal Government.and the heads of relevant municipal departments (including those responsible for industry supervision, resource support, administrative approval, and business environment) as well as the principal officials of county (district) governments shall serve as members of the Municipal Investment Promotion Committee. Strengthen organizational leadership and overall coordination of investment promotion efforts across the city to promote high-quality development in this area.
(2) Strengthen the functional roles of the Municipal Investment Promotion Committee. Building upon the existing organizational structure, establish an Input Support Group and an Industrial Chain Investment Promotion Group. The Input Support Group will be led by the Office of the Municipal Leading Group for Input Support of Key Projects, while the Industrial Chain Investment Promotion Group will be led by the respective lead units under the Chain Leader System. Clearly define responsibilities and divisions of labor to comprehensively advance citywide investment promotion and project implementation efforts.
(3) Establish a working mechanism for advancing major investment projects. The Office of the Municipal Investment Promotion Committee shall fulfill the duties of a project command center, improving comprehensive management and service support throughout the project advancement process. After municipal-level investment projects are signed and classified by tier and category, the project supervisor shall lead their advancement. For major projects, the project supervisor shall be a relevant leading official from the Municipal Party Committee or Municipal Government; for key projects, the project supervisor shall be a Deputy Secretary-General of the Municipal Party Committee or Municipal Government responsible for coordinating that work; and for general projects, the project supervisor shall be the principal responsible official of the lead unit.In accordance with the principles of territorial management and graded responsibility, and taking into account the authority involved in each project, the Investment Promotion Bureaus of each county (district) shall provide full-process services and follow-up management for the negotiation, signing, and commencement of investment projects. The Municipal Investment Promotion Bureau shall implement key tracking, supervision, coordination, and services for major municipal-level investment projects.
II. Strengthening Operational Coordination
(1) Formulate Scientific Investment Promotion Plans. Guided by the approach of “promoting the transformation and upgrading of traditional industries, fostering the vigorous development of emerging industries, and accelerating the deployment of future industries,” all counties (districts), industrial parks, and municipal-level industrial authorities shall focus on the city’s key industries. They shall promptly organize research and analysis of industrial development patterns, plan and package a batch of interrelated investment promotion projects, and formulate key industrial investment promotion plans for the 14th Five-Year Plan period.
(2) Solidify the Development of Project and Target Enterprise Databases. The Office of the Municipal Investment Promotion Committee shall coordinate the development of the municipal-level investment project database and target enterprise database, ensuring regular updates and releases. All counties (districts), industrial parks, and municipal-level industrial authorities must thoroughly assess their industrial foundations and resource availability, conduct in-depth industrial chain analysis, and plan a series of projects aimed at establishing, supplementing, extending, and strengthening industrial chains. Based on the list of proposed investment projects, they shall screen a group of target enterprises and, following review, include them in the database.
(3) Rationally allocate investment promotion tasks. Counties (districts) and industrial parks serve as the primary entities for investment promotion. The Office of the Municipal Investment Promotion Committee shall, based on projects already in the database, assign responsible units for each project in accordance with the principles of territorial and sectoral management, and encourage departments to proactively claim responsibility and launch campaigns.For enterprises that proactively visit, the lead unit shall serve as the responsible unit for providing full-process tracking services based on the enterprise’s inspection objectives and content, as well as the division of labor among the heads of key industrial chains. For projects not included in the key industrial chain investment promotion list, the Office of the Municipal Investment Promotion Committee shall sort and classify them before assigning or transferring them to the relevant units. The completion of these tasks shall be recorded in the annual performance evaluation.
(4) Standardize the management of information platforms. The Office of the Municipal Investment Promotion Committee shall lead the development of a digital platform for full-process investment promotion services and establish a project management system featuring “1 service specialist + 1 responsible unit + N functional departments” to ensure standardized management of target enterprises, enterprises under negotiation, and visiting enterprises, as well as projects awaiting investment, projects under negotiation, signed projects, and implemented projects.
(5) Standardize Project Preliminary Review. In accordance with the requirements of the “Notice of the Office of the CPC Puer Municipal Committee and the Office of the Puer Municipal People’s Government on Further Strengthening Risk Prevention in Investment Promotion” (Pu Ban Tong [2018] No. 56), verify the creditworthiness of enterprises, conduct project feasibility studies, and ensure effective control over project implementation, while remaining vigilant against situations where significant resources are expended with minimal returns.For investment projects with significant ripple effects, large investment scales, or high environmental protection and energy consumption requirements, preliminary site visits must generally be conducted and a site visit report issued. Prior to organizing the preliminary review, opinions must first be sought from the development and reform, ecological environment, and relevant industry authorities. If a project falls within the scope of a “one-vote veto,” it shall not be included in the preliminary review. Major projects shall be subject to “escalated preliminary review” upon application by the responsible unit.
(6) Implement full-cycle project scheduling and management. Establish a workflow for investment promotion in Pu’er City, clarifying management responsibilities for each stage, including project planning and packaging, target enterprise screening, on-site visits, business negotiations, signing of cooperation agreements, project implementation, and project commencement. Adopt a “visual management” approach to implement dynamic management of each project; projects that fail to advance to the next stage within the specified timeframe will be issued “yellow” or “red” warning signals.
(7) Establish a project exit mechanism. Implement an efficiency evaluation system. For projects that cannot be advanced, the responsible unit shall submit an analytical report; upon approval by the Municipal Investment Promotion Committee, the project shall be shelved. For projects that fail to fulfill contractual obligations after signing, the investor shall be urged to rectify the issues within a specified timeframe; for projects that cannot be rectified, the exit mechanism shall be implemented in accordance with the contractual exit clauses.
(8) Improve the project implementation mechanism. Establish a municipal-level database of major investment projects and establish a sound working mechanism for project supervisors to advance the construction of these projects. Major projects that are sufficiently mature and ready for commencement shall be incorporated into this mechanism for coordinated advancement. Establish mechanisms for handling complaints regarding investment projects, for joint handling and coordination, and for the transfer of high-quality investment projects. Increase the weight of project implementation in performance evaluations to ensure the efficient implementation of projects.
(9) Dynamically assess carrying capacity.The Municipal Bureau of Natural Resources and Planning, the Municipal Bureau of Ecology and Environment, the Municipal Development and Reform Commission (Municipal Energy Bureau), the Municipal Bureau of Housing and Urban-Rural Development, and other relevant departments shall comprehensively review the project implementation capacity factors—including land reserves, environmental capacity, total energy consumption, electricity capacity, natural gas and thermal energy supply, water supply and drainage capacity, wastewater treatment capacity, and standard factory building construction—for counties (districts) and industrial parks. They shall establish a systematic and comprehensive ledger of capacity assurance conditions and a list of supporting policies, and manage them through dynamic updates.Conduct a semi-annual assessment of the carrying capacity and project construction progress of each county (district) and industrial park. The assessment results shall be reported to the Office of the Municipal Investment Promotion Committee and shall serve as a key basis for the performance evaluation of county (district) and industrial park leadership teams, the allocation of construction funding, and the introduction of major projects.
(10) Strengthen Supervision and Implementation. Establish a system for investment promotion work featuring “monthly reports, quarterly inspections, and annual evaluations.” The Office of the Municipal Investment Promotion Committee shall supervise and report on the implementation of investment promotion efforts by the “top leaders” of each county (district) and municipal department, including reports on investment promotion activities, reports on external investment promotion trips, reports on visiting enterprises, reports on investment promotion work, and the fulfillment of target tasks.
III. Strengthening Work Guarantees
(1) Strengthen Organizational Leadership. The head of the Municipal Investment Promotion Leading Group shall preside over the annual investment promotion work conference, while the director or deputy director of the Municipal Investment Promotion Commission shall preside over quarterly and special meetings to arrange and deploy annual work, the introduction of key enterprises, the advancement of major projects, and the implementation of important matters. The Office of the Municipal Investment Promotion Commission, the Resource Support Group, and the Industrial Chain Investment Promotion Group shall convene relevant meetings as appropriate, led by their principal officials, to study and implement specific tasks and resolve specific issues.All counties (districts), industrial parks, and relevant municipal departments shall further improve their local and departmental investment promotion organizational structures and comprehensively strengthen overall coordination and scheduling.
(2) Strengthen Coordination and Services. Implement the “Project Supervisor” system to accelerate the implementation, construction, and commissioning of signed investment projects; implement the Project Service Specialist system to provide full-process tracking services for every investment project, including liaison, high-level meetings, site visits, feasibility assessments, interdepartmental coordination, and administrative services;Implement the “visualized task management” approach to ensure full-process tracking of all investment projects citywide; utilize the digital platform for end-to-end investment services to enable visualized management of the entire project chain, automatically recording project progress and plan fulfillment status, and providing real-time alerts.
(3) Strengthen the Implementation of Responsibilities. Clarify that each county (district) bears primary responsibility for implementing investment promotion work; the Office of the Municipal Investment Promotion Committee must strengthen the tracking and evaluation of investment promotion efforts, implementing full-process tracking management for industrial investment projects; municipal departments in charge of specific industries must actively conduct industry-specific investment promotion research, formulate annual plans, and establish lists of industry investment projects and target enterprises;Departments responsible for supporting infrastructure must proactively intervene to promptly resolve issues related to land use, environmental impact assessments, and financing for investment projects, thereby providing robust support for the successful implementation of these initiatives; each industrial chain investment promotion team shall, following the approach of “industrial project—industrial chain—industrial cluster,” focus on attracting leading enterprises and projects that complement and extend industrial chains; all relevant units at all levels must take the initiative to step up their efforts, employing more solid and effective measures to rigorously, meticulously, and effectively advance investment promotion work.
(4) Strengthen Team Building. Expand the database of investment promotion representatives, enhance business-to-business investment promotion, and conduct market-oriented investment promotion; fully leverage the resource advantages of counties (districts), industrial parks, and reserve talent pools within Party and government organizations to form a synergistic force for investment promotion.In accordance with the requirements of “professionalism, full-time status, dedicated personnel, and focus,” build a professional investment promotion team with strong comprehensive qualities, practical capabilities, and high-level project management skills; establish a regular training plan for investment promotion talent, providing specialized training for leading officials and key investment promotion personnel at all levels to enhance the capabilities and standards of the city’s investment promotion team; conduct targeted industry-specific investment promotion training to improve staff’s industry understanding, project evaluation skills, policy application abilities, and corporate service capabilities;Leverage expert resources across various industries to widely foster the mindset that “everyone is an investment promotion specialist and every individual represents Pu’er’s image,” thereby expanding the investment promotion workforce and improving the quality and efficiency of investment promotion efforts.
(5) Strengthen Assessment and Evaluation. The Office of the Municipal Investment Promotion Committee shall supervise and issue bulletins regarding the investment promotion efforts of the “top leaders” in each county (district) and municipal department, as well as their reports on external investment promotion activities, visiting enterprises, and investment promotion work, and monitor the implementation of target tasks.At the same time, improve the evaluation methods for Puer City’s investment promotion work, emphasizing quality and effectiveness. Increase the weight of metrics such as project implementation rates, capital disbursement rates, and the attraction of major and high-quality projects to further stimulate the initiative and proactivity of all levels and departments in investment promotion. Integrate daily project evaluations with year-end assessments.
