Political Work

One Intake Window, Every Matter Gets a Response — Troops Save Effort, Headquarters Saves Labor!

一个受理窗口事事皆有回音，官兵省心、机关省力！

PLA Daily (解放军报) 13 June 2026

Summary

A Southern Theater Command Naval Aviation unit implemented and then revised a 'First-Inquiry Responsibility System' that designates headquarters duty officers as fixed intake points for grassroots service requests, replacing an earlier version that created coordination chaos across multiple departments. The article documents a recurring friction point in PLA unit administration: the gap between headquarters functional stovepipes and grassroots troops who lack the institutional knowledge to navigate them. This is standard political work and quality-of-life content; its value is as a baseline record of how a naval aviation unit at this echelon structures internal service bureaucracy and manages headquarters-grassroots friction, not as evidence of a policy shift or changed operational posture.

Translation

A Southern Theater Command Naval Aviation Unit Optimizes Grassroots Service 'First-Inquiry Responsibility System' —

One Intake Window, Every Matter Gets a Response

■ Luo Shijin, PLA Daily Special Correspondent Zhou Ziqiang

On a summer weekend, stepping off the soccer field, Zhu Jialin, a soldier in a Southern Theater Command Naval Aviation unit, excitedly told reporters that the smooth, like-new turf made playing especially enjoyable. This is a snapshot of the unit's establishment of a grassroots service 'First-Inquiry Responsibility System' (首问负责制) and its sustained effort to improve the satisfaction of officers and soldiers.

"What officers and soldiers dread most when going to the headquarters to handle matters is making a wasted trip," the unit's leadership explained. At one two-way review meeting between the headquarters and grassroots units, some soldier representatives reflected that most grassroots officers and soldiers were unfamiliar with the division of responsibilities among the various headquarters departments, and frequently faced the predicament of "not knowing where to go or who to find."

After conducting in-depth research, the unit's Party committee leadership decided to establish a grassroots service 'First-Inquiry Responsibility System': the first person a grassroots officer or soldier contacts at the headquarters when handling a matter becomes the "first-inquiry responsible party" (首问负责人). Matters falling within that person's area of responsibility are handled by them directly; for matters belonging to other departments, they are responsible for coordinating, liaising, and following up, so as to minimize unnecessary trips for grassroots officers and soldiers.

However, as the volume of accepted matters increased, the drawbacks of this model — with multiple points of intake and dispersed coordination — gradually became apparent. Some sections experienced a state of "fighting in disarray" (打乱仗), and headquarters cadres with heavy workloads grew increasingly exhausted trying to cope. After the unit's leadership learned of the situation, they promptly organized the heads of functional departments to convene a special meeting to conduct a thorough analysis of the root causes of the problem.

Following research and discussion among those present, the unit decided to optimize the 'First-Inquiry Responsibility System': headquarters duty officers were designated concurrently as "grassroots reception officers" (基层接待员), serving as the fixed intake point for grassroots officers' and soldiers' requests. For any service need or difficulty, officers and soldiers may call the headquarters duty room telephone; the day's "grassroots reception officer" registers the matter uniformly, then connects it to the relevant functional department for handling and timely feedback.

Not long ago, while playing soccer with his comrades, Zhu Jialin discovered that the turf in multiple areas of the soccer field had aged and deteriorated, making it inconvenient for everyone to carry out activities. Zhu Jialin called the headquarters duty room to report the situation. The duty officer that day, Staff Officer Liu, recorded the details and promptly relayed them to the support department responsible for this work, continuing to follow up throughout the subsequent resolution process.

"The detachment on field training doesn't have enough recreational and sports equipment — can some be supplied?" One day after the system was optimized and upgraded, "grassroots reception officer" and headquarters Staff Officer Yu received a call from a field-training detachment. In accordance with the requirements of the 'First-Inquiry Responsibility System,' Staff Officer Yu quickly coordinated with the support department to resolve the matter. Before long, more than ten types of recreational and sports equipment — including table tennis supplies and dumbbells — were delivered to the field-training site.

"With a unified intake window, officers and soldiers save effort and the headquarters saves labor," said Staff Officer Yu. Gratifyingly, headquarters cadres from different departments, through their concurrent role as "grassroots reception officers," have gradually stepped outside the boundaries of their own functional areas, firmly established the concept of "thinking as one whole" (一盘棋), and learned to apply systems thinking to coordinate and link forces together, further improving the quality and effectiveness of grassroots service.

Original Chinese

南部战区海军航空兵某部优化服务基层“首问负责制”—— 一个受理窗口，事事皆有回音 ■罗世进解放军报特约记者周子强夏日周末，走下足球场，南部战区海军航空兵某部战士朱嘉霖兴奋地告诉记者，平整如新的草坪踢起球来格外舒心。这是该部建立服务基层“首问负责制”，持续提升官兵满意度的一个缩影。 “官兵到机关办事，最怕跑‘冤枉路’。”该部领导介绍，一次机关基层双向讲评会上，一些官兵代表反映，大多数基层官兵对机关各部门业务分工不熟悉，常常面临“不知去哪办、不知找谁办”的困扰。该部党委一班人经过深入研究，决定建立服务基层“首问负责制”：基层官兵找机关办事的第一人就是“首问负责人”。对属于职责范围内的工作，由其负责办理；隶属其他部门的业务，则负责协调对接、联系跟进，尽可能地让基层官兵少跑腿。然而，随着受理业务量增多，这种多头接收、分散对接的服务模式弊端也慢慢显现——部分科室出现了“打乱仗”的现象，手头工作多的机关干部逐渐疲于应付。该部领导了解情况后，随即组织业务部门负责人召开专题会，深入剖析问题症结。经过与会人员研究讨论，该部决定对“首问负责制”进行优化：明确机关值班员兼任“基层接待员”，作为基层官兵诉求的固定受理人；官兵有任何业务需求或困难诉求，可拨打机关值班室电话，由当日“基层接待员”统一登记后，对接相应业务部门负责办理、及时反馈。前不久，朱嘉霖与战友踢球时，发现足球场多处草皮老化破损，不便于大家开展活动。朱嘉霖给机关值班室打电话反映情况，当日值班员、机关刘干事详细记录后，迅速反馈给负责这项工作的保障部门，并在后续解决过程中持续跟进。 “驻训分队文体器材不足，能否给予补充？”机制优化升级后的一天，“基层接待员”、机关郁干事接到驻训分队打来的电话。郁干事按照“首问负责制”要求，迅速对接保障部门负责解决。很快，乒乓球、哑铃等十余种文体器材便送达驻训地。 “有了统一受理窗口，官兵省心、机关省力。”郁干事说。令人欣喜的是，来自不同部门的机关干部还通过兼任“基层接待员”，逐渐跳出自己的业务范围，牢固树立“一盘棋”思想，学会运用系统思维协调联动力量，进一步提升服务基层质效。