Accelerating the Establishment of a Pivot Relies on Cadres

To address current issues among some cadres, such as:

Ideological decline and lack of motivation unwilling to act

Inability to handle complex situations due to lack of competence unable to act

Fear of strict management constraints afraid to act

The 10th Plenary Session of the 12th Hubei Provincial Party Committee reviewed and passed:

“Opinions of the Hubei Provincial Party Committee on Further Motivating Cadres to Take Responsibility and Act in Accelerating the Establishment of a Key Strategic Pivot for the Rise of the Central Region”

To further encourage cadres to:

Demonstrate stronger responsibility in driving development

Adopt a more competitive mindset to strive for excellence

Show greater courage in solving problems

And take initiative and lead in the pivot construction.

Key Points:

I

Addressing “Ideological Decline and Lack of Motivation—Unwilling to Act”

Establishing a Clear Orientation Valuing Integrity, Practical Work, and Performance

01

Guiding Cadres with a Correct View of Political Achievements

● Incorporate the correct view of political achievements as a key aspect of leadership team development, with regular thematic studies.

● Improve mechanisms to prevent and correct deviations in political achievement views, utilizing a checklist of major issues.

● Refine the handover system for principal leaders of party and government teams.

● Firmly correct issues such as neglecting public concerns, avoiding development challenges, and “new officials ignoring old issues.”

02

Scientific and Precise Evaluation of Cadres’ Performance

● Assess cadres based on their actions and achievements, considering both visible and potential contributions.

● Deepen political ecosystem analysis to comprehensively evaluate leadership teams and cadres.

● Develop sector-specific evaluation standards for cadres’ performance.

● Conduct regular special research on performance, focusing on key positions and critical tasks.

● Create performance records for leaders as a basis for promotions.

● Establish a database of outstanding cadres who demonstrate initiative and success.

03

Promoting Cadres Who Take Initiative and Excel

● Prioritize cadres from regions and units that achieve significant results in major tasks, crisis management, and problem-solving.

● Give preference to leaders with consistently excellent performance or notable progress in high-quality development assessments.

● Avoid favoritism in promotions, breaking “hidden barriers” for exceptionally outstanding cadres.

● Outstanding county and township leaders may be directly promoted to higher positions.

● Deputies with notable achievements may bypass seniority for promotions.

● Cadres with long-term grassroots experience may be promoted to higher-level roles.

● Enhance incentives through rank promotions, disregarding age or tenure biases.

04

Strengthening Accountability for Inactive Cadres

● Analyze and address inactive cadres through organizational measures.

● Adjust roles for those lacking initiative in critical moments or under pressure.

● Remove those who neglect responsibilities or hinder progress.

● Replace leaders unable to fulfill duties or meet targets.

● Take action against cadres with poor annual evaluations or low approval ratings.

● Address severe consequences of inaction with disciplinary measures.

● Require regular reports on inactive cadre management.

Correcting Inaction Among Cadres

● Establish a unified oversight platform for inaction issues.

● Investigate and address instances of avoidance or negligence in pivot construction.

● Enforce “dual investigations” to hold leaders and organizations accountable.

II

Addressing “Inability to Handle Complex Situations—Unable to Act”

Building Competence for Pivot Construction