Project construction is the "strong engine" and "solid support" for promoting high-quality economic and social development. In recent years, the Qufu Municipal Administrative Approval Service Bureau has firmly established the concept of "projects first," taking "simplifying approval processes and strengthening service awareness" as its focus, planning carefully and working from multiple dimensions to continuously improve quality and efficiency, strengthen safeguards, and optimize services, advancing project construction at full speed and boosting high-quality economic and social development.

"The approval process has saved us a great deal of time, which has also given our enterprise more room for analysis and research on key links such as project technological transformation and raw material approval, seizing opportunities and time for the dual improvement of production capacity upgrading and resource conservation." Recently, with the help of the "Ma Dao Cheng Gong" (Success Upon Arrival) service task force of the Qufu Municipal Administrative Approval Service Bureau, the energy-saving technological transformation project of China United Cement's 4,000-ton-per-day cement clinker production line obtained its planning permit two months ahead of schedule. Wu Di, the project manager, said this excitedly.

Project completion acceptance is a key link in the transition from project completion to production. To further shorten acceptance time, since the beginning of this year the bureau has planned process re-engineering at a high level and continued to implement the "one matter" approach to joint completion acceptance. It has further sorted out the names of each acceptance item and application materials, decomposed handling processes, application methods, and convenience services in a "granular" manner, and formed a full-process "guidance list" for joint project acceptance approval to answer enterprises' questions. By flexibly using measures such as parallel approval, acceptance with missing materials, and immediate entry upon commitment, and by merging items and parallelizing processes, multiple acceptance items scattered across several departments have been integrated. What was once enterprises "running errands one-to-many" has become departments providing "many-to-one" service; what was "multiple inspections" has become "joint inspection." Acceptance time has been reduced by an average of more than 30 days compared with before, with joint acceptance completed in as fast as 3 days and approval time limits compressed by an average of 70%, helping projects accelerate their pace toward production.

To serve key projects well and help enterprises develop, the bureau targets the entire process of project construction and operation and continues to deepen reform of the approval system. This year it innovatively launched the "one letter, one meeting, three lists" service model. Starting from the budding stage of a project, it extends services for enterprises from the original "project approval—construction permit" to "completion—production and operation." Through "one letter" to solicit and survey, "one meeting" for demonstration and feedback, "three lists" for closed-loop service, "full-process" dedicated service, and "one matter" assistance through to the end, it provides engineering project construction with "nanny-style" integrated services from "helping them onto the horse" to "escorting them the whole way," shortening average project approval time by nearly 50% and ensuring project construction advances vigorously and in an orderly manner. Up to now, 126 letters have been sent, 51 pre-approval projects have been solicited, and 25 project approvals have been completed.

To further expand "full agency" services, the bureau organized business backbones from various departments to establish the "Ma Dao Cheng Gong" service task force, providing enterprises with personalized, tailor-made, streamlined process services, tracking project approval progress in real time, promoting seamless connection between project milestones, and providing enterprises with precise services that respond to every request. Whether reform of the project approval system can achieve results depends on identifying the root causes; only by finding the root causes can the right remedy be applied. Combining the "Fuqi Reception Hall" government-enterprise interaction model, the bureau communicates and exchanges with enterprises on problems and suggestions regarding project construction, and holds on-site coordination meetings on issues such as the "pain points" and "bottlenecks" reported by enterprises, increasing confidence in enterprise development and making it easier for enterprises to handle affairs.