Political Work

Party Committee of a Brigade Under Western Theater Command Army Resolves Legacy Problems Through Successive Efforts

西部战区陆军某旅党委接力解决历史遗留问题

PLA Daily (解放军报) 11 May 2026

Summary

A brigade under Western Theater Command Army has institutionalized a closed-loop accountability mechanism to resolve accumulated administrative and legal legacy problems, assigning each unresolved case a lead Party committee member, a responsible section, and a documented resolution plan that must be transferred intact when leadership rotates. The report signals a PLA-wide concern about institutional continuity and accountability gaps that emerge during unit leadership transitions—a recurring friction point in Chinese military administration—and reflects the broader 'correct view of political achievement' campaign being used to pressure mid-level commanders to accept responsibility for problems inherited from predecessors rather than deferring them. The article is useful as evidence of how Western Theater Command ground forces are operationalizing that campaign at the brigade level, though it contains no information about named units, specific locations, or senior officials beyond the reporter's byline.

Translation

Party Committee of a Brigade Under Western Theater Command Army Resolves Legacy Problems Through Successive Efforts—— Clearing 'Old Debts,' Incurring No 'New Debts'

■ Zhang Linfeng, PLA Daily Reporter Zhang Leifeng, Correspondent Zhang Shishui

Some time ago, Staff Officer Zhang of the Propaganda Section of a certain brigade under the Western Theater Command Army received a civil judgment bearing a court seal, and a weight was finally lifted from his heart. This ruling drew a close to a legacy problem that had troubled the brigade for many years. This outcome was the result of two successive Party committee leaderships holding firm to the problem and applying sustained effort, carrying work through to completion.

Legacy problems often span long periods of time and involve a wide range of personnel. Some original archival materials are incomplete, and with the rotation and reassignment of the personnel who handled them, the process of advancing resolution frequently encounters difficulties and bottlenecks. It is easy for the situation of "new officials refusing to settle old accounts" to arise, which greatly affects the high-quality development of unit building.

"Legacy problems are not a 'burden' that can be shed—they are a political responsibility that the Party committee leadership must shoulder." During study and education on establishing and practicing a correct view of political achievement (政绩观), the brigade Party committee collectively engaged in special thematic discussion and analysis around the questions of "for whom political achievements are built, what kind of political achievements to build, and on what basis to build political achievements," reaching a consensus: to be responsible to history is to be responsible for the brigade's combat capability building, and to be responsible for the vital interests of officers and soldiers.

Seizing on this as an opportunity, the brigade clearly established the working orientation of clearing "old debts" and incurring no "new debts," incorporated resolving legacy problems into the Party committee's key projects, and put forward explicit requirements: for legacy problems that are difficult to resolve completely in the short term, practical and feasible plans must be drawn up one by one, with close monitoring throughout and steady advancement; when a unit's principal leaders change or a leadership body is rotated, the ledger of legacy problems must be included as handover content, ensuring that "when a person leaves, responsibility does not lapse and work does not break off."

In the course of this work, they also explored and established a responsibility mechanism of "Party committee overall leadership, responsible deputy leaders taking charge of individual cases, and sections handling specific matters," designating for each specific problem one lead leader, one responsible section, and one set of solutions. To this end, each functional section of the headquarters implemented closed-loop ledger management, conducting a comprehensive sweep to sort through and examine unresolved matters from recent years. In keeping with the principle of seeking truth from facts, they registered one by one the cause of each problem, the personnel involved, the difficulties and bottlenecks, and the status of prior progress, genuinely achieving clarity on the full picture, accurate understanding of the situation, and precise data.

The victory in this court ruling was precisely the result of this mechanism operating effectively. When the brigade's former chief of the Propaganda Section handed over his duties, he recorded in the ledger in detail all evidentiary materials for the case, the court liaison process, the lawyer's contact information, and the key nodes of prior negotiations. The brigade Party committee convened special meetings on multiple occasions to study the case, and coordinated military and civilian legal advisors to optimize litigation strategy. After a period of sustained follow-up, a just ruling from the court was ultimately obtained.

One case closed, multiple problems resolved. The brigade's Operations and Training Section took the lead in completing the renovation and upgrade of the outdoor training ground, breaking through the longstanding constraints on training support; the brigade's Human Resources Section handled in accordance with regulations the social insurance continuation procedures for several demobilized soldiers, relieving them of concerns about the future… As the closed-loop ledger management measures took effect, the brigade's legacy problems were successively struck from the list and cleared to zero. Officers and soldiers genuinely felt the sense of responsibility and action of the Party committee leadership, and the brigade's cohesion and combat capability continued to strengthen.

"We must pursue both the 'visible achievements' (显绩) achievable in the present and the 'latent achievements' (潜绩) whose benefits lie in the long term." A member of the brigade's Party committee stated that they will continue to resolve legacy problems well, with each successive leadership carrying on from the last, each runner passing the baton to the next, using concrete action to overcome difficulties and advance the brigade's all-around building to a new level.

Original Chinese

西部战区陆军某旅党委接力解决历史遗留问题—— 理清“旧账” 不欠“新账” ■章林峰解放军报记者张磊峰特约记者张石水前段时间，西部战区陆军某旅宣传科张干事收到一份盖有法院印章的民事判决书，心中一块石头终于落了地。这次判决，给困扰该旅多年的一个历史遗留问题画上句号。这得益于旅两届党委班子扭住问题接续发力、抓工作到底到位的作风。历史遗留问题往往时间跨度长、涉及人员广，部分原始档案资料不够完整，加之经办人员岗位调整变动，推进过程中常常面临难点堵点，容易出现“新官不理旧账”的情况，极大影响部队建设高质量发展。 “历史遗留问题不是卸不掉的‘包袱’，而是党委班子必须扛起的政治责任。”在树立和践行正确政绩观学习教育中，该旅党委一班人围绕“政绩为谁而树、树什么样的政绩、靠什么树政绩”展开专题研讨辨析，并达成共识：对历史负责，就是对部队战斗力建设负责，对官兵切身利益负责。以此为契机，该旅鲜明树立理清“旧账”、不欠“新账”的工作导向，将解决历史遗留问题纳入党委重点工程，提出明确要求：对历史遗留、一时难以彻底解决的问题，必须逐一制订务实可行的方案，全程紧盯、稳步推进；单位主要领导变动、班子换届时，必须把历史遗留问题台账作为交接内容，确保“人走责不空、工作不断线”。工作中，他们还探索建立“党委统揽、分管领导包案、科室具体承办”的责任机制，针对具体问题指定一名牵头领导、明确一个责任科室、制订一套解决方案。为此，机关各业务科室实行台账闭环管理，对近年来未办结事项进行拉网式梳理排查，本着实事求是的原则，逐一登记问题成因、涉及人员、难点堵点和前期推进情况，切实做到底数清、情况明、数据准。此次判决胜诉，正是这套机制有效运转的成果。该旅前任宣传科科长在交接工作时，将案件的全部证据材料、法院对接流程、律师联系方式及前期谈判关键节点等详细写入台账。旅党委多次召开专题会议研究案情，协调军地法律顾问优化诉讼策略。经过一段时间持续跟进，最终迎来法院的公正判决。一案结，多题解。该旅作训科牵头完成室外训练场改造升级，破解以往训练保障受限难题；该旅人力资源科依规办结多名退役士兵的社保接续手续，解除他们的后顾之忧……随着台账闭环管理措施的落地见效，旅队历史遗留问题相继销号清零，官兵真切感受到党委班子的担当作为，部队凝聚力战斗力不断增强。 “既要干当下可见的‘显绩’，也要做利在长远的‘潜绩’。”该旅一名党委成员表示，他们将持续解决好历史遗留问题，一任接着一任干，一棒接着一棒跑，用实实在在的行动攻坚克难，推动部队全面建设再上新台阶。