论文部分内容阅读
1994年,37岁的向仕才出任通江这个国家级贫困县财政局局长。上任伊始,穷财政积累下来的矛盾和困难齐刷刷地摆在他的面前:1399万元的滚存赤字,14480名财政供养人员,5000多名亟待抚恤的救济对象……面对如此严峻的形势,年轻的向局长没有退缩,勇敢地接受了挑战。风风雨雨聚财路1994年冬,向仕才顶风冒雪,深入基层走访了全县1/3的乡镇和600多家农户,掌握了全县经济发展状况的第一手材料。针对通江农业基础薄弱,工业基础脆弱的现状,他提出了“农业调整结构——调整粮经比例,工业小步快跑——滚动发展,商贸搞活流通——扩大市场份额”的整体思路,确定了“开发布局区域化,项目经营规模化、管理手段市场化”的财源建设目标和方向。在全
In 1994, 37-year-old Xiang Shih served as director of the financial bureau of Tongjiang, a state-level poor county. At the very beginning of his tenure, the contradictions and difficulties accumulated by poor finance were displayed in front of him: the accumulated reserve deficit of 13.99 million yuan, 14,480 financial support workers and more than 5,000 relief recipients who were in urgent need of pensions ... In the face of such a severe situation , Young, the Secretary did not back down, bravely accepted the challenge. In the winter of 1994, when the imperial government took the opportunity to take a snow storm, it visited grass-roots units of 1/3 of the townships and more than 600 peasant households and mastered the first-hand materials of the economic development of the county. In response to the weak agricultural foundation of Tongjiang and the fragile industrial base, he proposed the overall structure of “agricultural restructuring - adjusting the proportion of grain and food, running small steps in industry - rolling development, promoting the circulation of commerce and trade - expanding market share” Ideas, to determine the “development and layout of regionalization, project management scale, market-oriented management tools ” financial resources construction goals and direction. In the whole