• 首页
  • 政务服务
  • 工程建设项目审批管理系统
  • 上海市工程建设项目审批制度改革工作领导小组关于印发《关于进一步优化营商环境 加强市、区(管委会)工程建设项目审批审查中心建设的实施意见》的通知 (沪建审改〔2021〕1号)

上海市工程建设项目审批制度改革工作领导小组关于印发《关于进一步优化营商环境 加强市、区(管委会)工程建设项目审批审查中心建设的实施意见》的通知 (沪建审改〔2021〕1号)


各区人民政府特定地区管委会市工程建设项目审批制度改革工作领导小组各成员单位、各市政公用服务单位:

 

《关于进一步优化营商环境 加强市、区(管委会)工程建设项目审批审查中心建设的实施意见》已经市政府同意,现转发给你们,请认真按照执行。

 

 

上海市工程建设项目审批制度改革工作领导小组

                  2021年3月26日                

 

 

(此件公开发布)


关于进一步优化营商环境 加强市、区(管委会)

工程建设项目审批审查中心建设的实施意见

 

为深入践行“人民城市人民建,人民城市为人民”重要理念,持续优化本市建筑许可营商环境,深入推动行政审批资源整合,推行一站式服务改革,根据国务院办公厅《关于全面开展工程建设项目审批制度改革的实施意见》(国办发〔201911号)和《上海市优化营商环境条例》的要求,以企业和群众“高效办成一件事”为目标,在前期全市社会投资项目审批审查中心实践探索的基础上,为进一步优化完善市、区(管委会)工程建设项目审批审查中心(以下简称“审批审查中心”)的工作要求和运行机制,现制定具体实施意见如下:

一、总体要求

按照“整体政府”理念,坚持以人民为中心,以满足企业、群众办事需要、提升办事体验为出发点和落脚点,按照“全流程、全覆盖、全要素”的要求,结合上海市工程建设项目审批管理系统(以下简称“审批管理系统”)的持续开发建设,将社会投资、国有企业投资、政府投资等各类工程建设项目(新、改、扩工程及装饰装修工程)涉及的各类行政审批事项、行政审批中介服务事项(政府委托)和市政公用服务事项统一纳入办理范畴,进一步加快线上线下深度融合,加快推动“前台一窗收发、后台联合会审”的政务服务路径,实现“以线上牵引线下,以线下监督线上”的审批服务新模式。

二、市审批审查中心的机构设置、职能定位和重点任务

1机构设置

审批审查中心由市工程建设项目审批制度改革工作领导小组(以下简称“市工改领导小组”)成员单位和供排水、电力、燃气、通信等市政公用服务单位组成。中心主任由市政府分管副秘书长担任,常务副主任由市住房城乡建设管理委分管副主任担任,市审改办、市住房城乡建设管理委、市发展改革委、市规划自然资源局、市水务局、市交通委、市绿化市容局、市交警总队、市民防办、市卫生健康委等部门的审批制度改革牵头处室主要负责同志(正处级)任中心副主任,市住建委行政服务中心主任任中心秘书长。市工改领导小组的其它单位作为市审批审查中心的成员单位,应当明确具体联络员(处级)统一对接协调相关改革工作

市审批审查中心办公地点设在市住建委行政服务中心,市审批审查中心的日常具体工作由市住建委行政服务中心承担。各成员单位应按照市工改领导小组的统一安排,视工作需要,通过定期例会、集体会商、专项督查等方式监督检查和指导各区(管委会)审批审查中心的工作落实情况,并配合实施市级相关项目的联合监督检查和一站式综合竣工验收

2、职能定位和重点任务

市审批审查中心应在市工改领导小组的业务指导下,做好监督、指导和服务工作。重点围绕全市各级审批审查中心的标准化建设、运行和管理、改革成效的督查督办、审批管理系统的运行维护等方面,持续充实完善有关工作职能

一是根据市工改领导小组的部署,配合落实世界银行营商环境测评、中国营商环境评价和国家工程建设项目审批制度改革评估等“三张考卷”的各项具体工作;

二是负责全市各级审批审查中心标准化建设。建立健全工作制度、建设标准,定期组织市、区(管委会)审批审查中心联席会议,协调解决疑难问题,提升市、区审批审查中心的建设运行能级;

三是对各市级部门配合市审批审查中心的工作情况、各区(管委会)审批审查中心的建立和运行情况、各项改革措施的落地情况进行督查考评,定期形成工作专报报送市工改领导小组;

四是协调相关部门组织实施市级相关项目的联合监督检查和一站式综合竣工验收。

五是协调推进全市重大产业项目和重点社会投资项目的建设,借鉴并复制推广特斯拉经验,持续扩大改革溢出效应;

六是协调推进工程建设项目审批管理系统的日常运维和管理;

七是负责962683咨询服务热线的日常运行管理和企业举报投诉的处理;

八是牵头组织开展宣传培训,加强对各项改革政策和审批管理系统应用的宣传培训和业务指导

市工改领导小组应加强对市审批审查中心的建设、运行的业务指导和监督管理

三、区(管委会)审批审查中心的机构设置、职能定位、组织架构和工作要求

1、机构设置

区(管委会)审批审查中心由区建设管理、规划自然资源(含不动产登记)、发展改革、经济信息、水务、生态环境、绿化市容、交通、交警、民防、卫生健康、应急管理、文化旅游、房管以及电力、燃气、供排水、通信等单位组成。中心主任由分管副区长担任   。

2、职能定位

区(管委会)审批审查中心,应当在市审批审查中心的业务指导下,在区(管委会)工程建设项目审批制度改革工作领导小组(以下简称“区(管委会)工改领导小组”)的领导下,实施实体化运作,负责区(管委会)项目的收件、内转、发证、咨询,并协调推进审批审查、联合监督检查和综合验收等事项

在不改变各部门现有审批职能的前提下,将包括社会投资、国有企业投资、政府投资等各类工程建设项目审批涉及的行政审批事项、行政审批中介服务(政府委托)事项、市政公用服务事项纳入审批审查中心一口收、发件和协调服务一是线上依托审批管理系统实现“一站式”在线办理。二是线下依托“一个窗口”(即审批审查中心前台)实现工程建设项目“一窗”综办和服务。三是后台依托各审批部门,实现联合会审、联合监督和验收检查,优化内部审批流程和协同机制,提升审批效率

3、组织架构

(管委会)审批审查中心内设前台(综合窗口)和后台。

前台(综合窗口),依托各区(管委会)行政服务中心综合窗口,负责区(管委会)工程建设项目审批涉及的各类行政审批、中介服务、市政公用服务事项的一口收件、申请材料内转、一口发证和咨询服务等工作。前台人员,可以由行政服务中心统一派驻,也可以由各部门分别派驻,纳入行政服务中心统一管理。以“高效办成一件事”为原则,按照“综合窗口”全覆盖的建设要求,将审批审查中心前台建设成为本市工程建设领域“综合窗口”,将各部门单独分散的对企窗口集中整合,为企业提供一站式服务。

后台负责接收前台转来件的受理、审批;负责组织实施联合监督检查和综合验收。同时,负责对前台工作人员进行业务指导、培训及疑难问题的咨询解答。后台的组织形式,原则上鼓励有条件的区(管委会)依托各区(管委会)行政服务中心实施集中办公,将涉及的审批事项和对应审批人员全部纳入,实现“审批不出中心”;尚不具备条件的,各部门可以沿用原先分散独立的办公形式,但应落实若干业务骨干专人入驻,作为本部门入驻代表,按照区(管委会)工改领导小组的统一领导,负责协调推进本部门事项收件后的材料转送、受理、审批、检查、验收、出证等事项。

4、工作要求

1)一套清单。各部门应按照拟入驻区(管委会)审批审查中心的行政审批、市政公用服务事项清单(详见附件1),梳理本部门拟入驻事项、对应岗位和人员,加强事项办事指南、材料清单和业务操作手册标准化梳理,制定标准化材料清单和咨询解答知识库,严格落实前台人员按照清单办事。同时,针对部分项目涉及市级审批事项的情况,市、区应加强沟通协调,由对应部门明确对口联络人和联系方式。

2)一枚印章。(管委会)审批审查中心应在区政府(管委会)同意后,刻制并启用审批审查中心实体印章和收件专用章。前台收件后,应在收件单或收件材料上加盖审批审查中心收件专用章。未经前台收件的申请材料,后台不得受理。鼓励有条件的区、管委会在审批结果告知单或通知书(具体参照附件34)上加盖审批审查中心印章。

3)一窗收件。本市依托“一网通办”,推行全程电子化审批,企业可在线申报、递交申请。已实现电子化审批的事项,鼓励由前台负责线上申请的接收,并提供申报指导和咨询服务;未实现电子化审批的事项,确需线下申报并递交纸质材料的,应通过审批审查中心前台统一收件,并依托综合窗口电子证照调用,实现线下办理事项的政府核发材料免于提交。前台根据标准化材料清单对现场提交的申请材料完整性进行审查,对材料齐全、符合法定形式的予以收件,即时转交至后台相关审批部门;对申请材料不齐全的,前台应退回补正,并当场一次性告知申请人需要补正的全部内容。同时,前台应依托咨询解答知识库,提供有针对性的线下咨询服务,告知审批流程、需办理审批事项及所需材料。

4)一站式审批。各区(管委会)应充分发挥审批审查中心体制机制的集成优势,推行一站式审批改革。已实现一站式审批的事项(一站式施工许可、一站式综合竣工验收及不动产登记),由对应牵头部门负责事项的受理和协调推进,各部门按照各自职责分工做好相关工作;未实现一站式审批的事项,由后台各审批部门根据各自职责负责对线上提交或前台转交的申报材料进行受理和审批,审批结果信息应及时提交工程建设项目审批管理系统。在此基础上逐步扩大改革覆盖面,研究推行一站式办理立项用地规划许可和一站式办理工程建设许可。区(管委会)审批审查中心负责的项目,如涉及市级部门,市级部门要接收区(管委会)审批审查中心的统一调遣,无故延误审批时间或不参加竣工验收的,该审批事项视作同意。

5)一口发证。已实现电子化审批的事项,企业可登录审批管理系统在线领取相关证件。尚未实现电子化审批的事项,确需发放纸质证件的,由后台各审批部门在承诺办理时限内将办理结果文书或证件转交前台统一出件。

四、工作节点

1、市审批审查中心

2021年上半年,市社会投资项目审批审查中心更名为市工程建设项目审批审查中心,并开始常态化运行。

2022年上半年,在区审批审查中心实体化运作的基础上,研究推动市审批审查中心进一步实体化建设。

2、区(管委会)审批审查中心

2021年上半年,各区(管委会)社会投资项目审批审查中心更名为各区(管委会)工程建设项目审批审查中心,并按照本实施意见要求制定具体实施方案,明确工作要求和规则,报市审批审查中心备案。

2021年第三季度,完成各类工程建设投资项目主线审批事项、市政公用服务事项(详见附件1)和对应部门、人员入驻。

2021年年底前,完成各类工程建设投资项目辅线审批事项、行政审批中介服务事项(政府委托)(详见附件23)和对应部门、人员入驻,实现企业办事“只进一扇门”。

五、保障措施

1、加强组织领导。市、区(管委会)工改领导小组应全面加强对审批审查中心的组织领导,强化责任落实,协调推进中心挂牌和部门、人员入驻。重点做好区(管委会)审批审查中心前台和后台建设。对于前台,各区(管委会)要配齐配强综合窗口工作人员,同时要加强对其的日常管理和考核。对于后台,加快推进各部门人员进驻审批审查中心。各市级部门及各区(管委会)应在人员入驻、经费保障等方面予以充分支持。

2、强化一网通办。依托“一网通办”,全面推行“互联网+政务服务”,各审批部门要统一使用全市统一的审批管理系统办理各项业务,各个环节的审批信息要完整录入审批系统,不得出现“一事项两登录、一材料两次报”的情况,实现各部门数据互通互联、实时留痕、资源共享。加快推进移动端APP建设,通过线上线下深度融合,全面实现各类工程建设项目咨询、申报、受理、录入、流转、审批、监管、督办全程在线一体化运行,让“信息多跑路、群众少跑腿”。

3、放权赋能。进一步推动市级部门审批事权下放到各区(管委会),加快推进审批职能向基层部门集中,审批部门向审批审查中心集中,为区(管委会)审批审查中心充分赋能各审批部门应进一步优化调整内部审批流程,精简审批层级,原则上内部审批层级不得超过三级。

4、严格督查考核。各市级部门及各区(管委会)应高度重视此项工作,认真对照执行。市审批审查中心应建立健全奖惩机制,加强对市级部门入驻情况及区(管委会)审批审查中心建设运行情况的督导检查。定期就工作推进情况专报市工改领导小组,并纳入对各区(管委会)党政领导班子的年度绩效考核。

5、做好宣贯培训。市、区审批审查中心应进一步创新方式方法,制定定期培训计划,通过采用形式多样、积极主动的方式加大宣贯力度,进一步营造改革氛围。市审批审查中心重点开展各项改革政策和工作制度、标准宣贯;区审批审查中心侧重加强对综合窗口服务人员和后台各入驻部门的业务培训,尽快提升窗口和入驻人员的办事效率和综合素质。

六、其他

本实施意见自发文之日起实施,原《关于成立上海市社会投资项目审批审查中心的通知》(沪建审改20192号)和《关于进一步优化营商环境设立区级社会投资项目审批审查中心的通知》(沪建审改〔20194号)即行废止。

 

附件:

1拟纳入区(管委会)审批审查中心办理的主线审批事项、市政公用服务事项清单

2、拟纳入区(管委会)审批审查中心办理的辅线审批事项清单

3、拟纳入区(管委会)审批审查中心办理的行政审批中介服务事项(政府委托)清单

4、一站式施工许可发证通知书(模板)

5、一站式综合竣工验收及不动产登记发证通知书  

  (模板)


 

 

The Shanghai Municipal LeadingGroup of the Reform Works of Review and Approval System for ConstructionProjects

Circular of Printing and Issuingthe Implementation Opinions of Further Optimizing the Business Environment and Strengtheningthe Development of the Municipal and District (Administrative Committee) Reviewand Approval Centers for Construction Projects

HJSG[2021] No.1

 

All District People’sGovernments, Administration Commissions of special areas, all memberdepartments of the Municipal Leading Group of the Reform Works of Review andApproval System for Construction Projectsall public utility companies:

 

The Implementation Opinions of Further Optimizing the Business Environmentand Strengthening the Development of the Municipal and District (AdministrativeCommittee) Review and Approval Centers for Construction Projects, as approved by the municipal government, is hereby issued toyou for your conscientious implementation.

 

The Shanghai Municipal Leading Group of the Reform Works of Reviewand Approval System for Construction Projects

March 26, 2021

Thisdocument is for public release.


The Implementation Opinionsof Further Optimizing the Business Environment and Strengthening the Developmentof the Municipal and District (Administrative Committee) Review and Approval Centersfor Construction Projects

 

To follow the important principles of “Thepeople’s city is developed by the people, the people’s city is for the people”to keep the optimization ofthe business environment for construction permission, to deeply promote theintegration of the resources for administrative review and approve, and toimplement the one-stop service reform, pursuant to the requirements ofImplementation Opinions of the General Office of the State Council onFull-Scale Launch of Reform of the System of Review and Approval ofConstruction Projects (G.B.F. [2019] No.1) and Regulations of ShanghaiMunicipality on Optimizing Doing Business Environment, with the goal ofserving the enterprises and the people to " efficiently do theirbusinesses", and on the basis of the practical exploration of the Reviewand Approval Center for Private Investment Projects citywide earlier, tofurther optimize the work requirements and operational mechanismof the Municipal and District (Administrative Committee) Reviewand Approval Centers for Construction Projects (hereinafter referred to as the"Review and Approval Center"). The specific implementationmeasures are now formulated as follows:

 

IOverall requirements

 (In accordance with the concept of "Holistic Government", adhereto taking the people at the center, to meet the needs of the enterprises andthe people for better experiences, in accordance with the requirements of"whole process, full coverage, all elements" , combinedwith the continuous development of Shanghai Construction Projects Review andApproval Management System (hereinafter referred to as the "Reviewand Approval Management System"), the review and approval mechanism shallbe applicable to all types of administrative approval matters, approval-relatedintermediary service matters (government entrustment) and municipal publicservice matters of construction projects(new construction,alternation, expansion, decoration works) with private investment, state-owned enterprisesinvestment, government investment and other types, for further accelerating thedeep integration of online and offline processing, speeding up thepromotion of the government service path of "one window at thefront desk for materials acceptance and granting approvals, joint review andapproval at the back of the stage”, to achieve the new review andapproval model which "triggers the offline procedures by the onlinesystem, supervises the online procedures by the people offline”.

IIOrganizational setting, functions, and key tasks ofthe Municipal Review and Approval Center

1.  Organizational setting

TheMunicipal Approval and Review Center is composed of the member authorities ofthe Municipal Leading Group for the Reform of the Review and Approval Systemfor Construction Projects (hereinafter referred toas the "Municipal Leading Group for the ConstructionReform") and municipal public service agencies such as water supply anddrainage, electricity, gas, and telecommunications. The director of the centeris the deputy secretary-general of the municipal government. The standingdeputy director is the deputy director in-charge of the Municipal Commission ofHousing and Urban-rural Development. The directors (chief position at division level) of the divisions thatcoordinates the review and approval reform in the following the authorities arethe deputy directors of the center: the Review and Approval Reform Office, theMunicipal Commission of Housing and Urban-rural Development, the MunicipalDevelopment and Review Commission, the Municipal Bureau of Planning and NaturalResources, the Municipal Water Authority, the Municipal TransportationCommission, the Municipal Bureau of Landscaping and City Appearance, theMunicipal Traffic Police Force, the MunicipalCivil DefenseOffice, and the Municipal Health Commission. The secretary-general of the Center is the director of the Administrative Service Center of the Municipal Commission of Housing and Urban-rural Development. Other member agencies in the MunicipalLeading Group for the Construction Reform are as the members of the Municipal Review and Approval Center and shall appoint acoordinator (division level) each for the coordination the relevant reform work in a unified manner.

Theoffice of the Municipal Review and Approval Center is in the AdministrativeService Center of the Municipal Commission of Housing and Urban-ruralDevelopment, and the daily specific work of the Municipal Review ApprovalCenter shall be undertaken by the Administrative Service Center of theMunicipal Commission of Housing and Urban-rural Development. Memberagencies shall, in accordance with the unified arrangements of the MunicipalLeading Group of Construction Reform, supervise and guide the implementation ofthe work of the Review and Approval Centers of each district (administrativecommittee) through regular meetings, collective meetings and specialinspections, as required by the work, and cooperate to implement the jointsupervisions and one-stop integrated final inspections of the relevantmunicipal projects.

2.  Functions and key tasks

The MunicipalReview and Approval Center shall well perform the supervision, guidance,and service work under the work guidance of theMunicipal Leading Group for Construction Reform. It shall focus on thestandardized development, operation and management, the supervision of reform results and reform implementation, the operation and maintenance of the Review and Approval ManagementSystem of the Review and Approval Centers at every level, and continue to enrich and improve therelevant work functions.

First, according to the deployment of theMunicipal Leading Group for Construction Reform, the Municipal Review and Approval Center shall cooperate to implement the specific work relating to the “three evaluation papers” on the environment of doing business by the World Bank,the national government, and the review and approval reform of construction projects;

Second, the Municipal Review and Approval Center shall be responsible for the standardized development of the Review and Approval Centers at all levels citywide, establish and improve the working system, development standards,regularly organize the joint meetings thatparticipated by the Municipal and District (Administrative Committee) Review and Approval Centers, coordinate tosolve difficult problems, improve the operational capability of the Municipal and District (Administrative Committee) Review and Approval Centers;

Third, the Municipal Review and Approval Center shall conduct the evaluation of the municipal departments regarding to their cooperation with the Municipal Review and Approval Center, the evaluationof the development andoperation of the District (Administrative Committees) Review and Approval Centers, and the supervision and evaluation of the implementation of the reform measures, prepare work reports regularly to be submitted to theMunicipal Leading Group for Construction Reform;

Fourth, organize and coordinate the relevantdepartments to participate in the joint supervisions and the one-stopintegrated final inspections of municipal projects;

Fifth, coordinate and promote theconstruction of mega industrial projects and key private investment projects inShanghai, replicate and promote the Tesla's experience, andcontinuously magnify the spillover effect of the reform;

Sixth, coordinate and promote the daily operation and managementof the Review and Approval Management System for the Construction Projects;

Seventh, be responsible for the daily operation of the service hotline 962683 and the dealing with the corporate complaints;

Eighth, lead to organize the work ofpublic communication and trainings, strengthen the training and the guidance of reform policies and how to use the Review and Approval Management System.

The Municipal LeadingGroup for Construction Reform shall strengthen the work guidance, supervisionand management of the development and operation of the Municipal Review andApproval Center.


III. Organizationalsetting, functions, organizational structure, and work requirements for theDistrict (Administrative Committee) Review and Approval Center

1. Organizational setting

The District (Administrative Committee) Review and Approval Center shall consist of the DistrictConstruction Management, Planning and Natural Resources (includingReal Estate Registration), Development and Reform, Economy and Informatization,Water Works, Ecology and Environment, Landscaping and City Appearance, Traffic, Traffic Police, Civil Defense, Health, Emergency Management, Culture and Tourism, Housing Management, Electricity, Gas, Water Supply andDrainage, Telecommunications, and other agencies. The Director of theCentre is the Deputy District Mayor.

2. Functions

The District (Administrative Committee) Review and Approval Centers shall operate as entities,under the work guidance of the Municipal Review and Approval Center, and underthe leadership of the District (Administrative Committee) Leading Group for the Reform of the Review and Approval System For Construction Projects (hereinafterreferred to as the "District (Administrative Committee) Construction Reform Leading Group"), be responsible for the materialsacceptance, internal transfer, approval granting, and consultation for the projectsin the district (administrative committee), and coordinate to promote the matters such as the reviews and approvals, joint supervisions and integrated finalinspections.

Without changing the existing reviewand approval functions of various departments, the Review and Approval Centersshall function as a focal window for accepting materials, grantingpermissions, and providing consultation service. The review and approval mechanism shall beapplicable to all types of administrative approval matters, approval-relatedintermediary service matters (government entrustment) and municipal publicservice matters of construction projects with private investment, state-ownedenterprises investment, government investment and other types shall be handledby the Review and Approval Centers. First, relying on the online Review and Approval Management System to achieve the "one-stop" online processing. Second, to realize the "one window" for integrated processing and services for construction projects through "one window" offline (i.e., the front desk in the Review and Approval Centers). Third, relyingon the backstage supports from the relevant approving departments to achieve the joint reviewing, joint supervision, and joint final inspection. The internal permitting process andcoordination mechanism shall be optimized to improve the efficiency ofpermitting.

3.  Organizational Structure

District(Administrative Committee) Review and Approval Center has set up receptioncounter (comprehensive window) and back end.

  Thereception counter (comprehensive window) relies on the comprehensive windows ofAdministrative Service Centers of districts (administrative committees), isresponsible for the one-window documents acceptance, internal transfer ofdocuments, one-window permission granting and consultation service for allkinds of administrative approvals, intermediary services, municipal utility services of construction projects in thedistricts (jurisdictional area of administrative committees). Counter receptionists may be assigned by theAdministrative Service Center, or by the related approving departments, andshall be managed uniformly by the Administrative Service Center. Taking theprinciple of serving the enterprises andthe people to "efficiently do their businesses", in accordance with the requirement of developing the"comprehensive window" to provide afull coverage of services, we aim to set up the front reception counter at theReview and Approval Center as the “comprehensive window" forthe construction industry in the city by centralizing the various departmentservice windows that used to separately dispersed in the city and to provide a one-stopservices for the enterprises.

The back of house is responsible forreceiving the application acceptance from the reception counter and carryingout the approving process, organizing and implementing the joint supervisionand integrated final inspection. Besides, it shall be responsible for providingthe work instructions, trainings, and consultations to the problems for thecounter staffs. The organizational form of the back ofhouse is encouraged to be centralized, which means all approving-relateddepartments work together at the Administrative Service Center of the district(administrative committee), if the working condition allows, to achieve that“all the approval items can be dealt with in the center”. If the workingcondition isn’t satisfied, approving-related departments may continue to bedispersed, but assign specialists to work in the center as the representativesrespectively who shall be responsible for coordinating the documents transfer,acceptance, approving, checking, final inspection, certification, and otherissues, under the leadership of the District (Administrative Committee)Construction Reform Leading Group.

4. Work requirements

(1) One list. In accordance with thelist of administrative approval and municipal utility service items (please refer to Annex 1) of the District (Administrative Committee) Review and Approval Center, each department shall sort out theitems involving the department itself, the corresponding posts, and personnel, make efforts to standardize the guidance, lists, and operationalmanuals, formulate the standardized document lists and knowledge database for better consultation, and strictly require the counter receptionist to workaccording to the lists. Moreover, for some approval items that municipalapproving departments are involved, the municipal and district departmentsshall communicate more for better coordination, the related departments shallspecify the coordinators and their contact information.

(2) One seal. The District (Administrative Committee) Review and Approval Center shall, with the consent of theDistrict Government (Administrative Committee), carve and enable the physical seal and the special receipt seal of the Review and Approval Center. After the counter accepts the documents, it shall stamp on the receipt or thedocuments accepted with the special receipt seal of the Review and Approval Center. If the condition allows, the districts (administrative Committees) are encouraged to stamp onthe notification letter of approving result or notification list (please referto Annexes 3 and 4) with the seal of the Review and Approval Center.

(3) One window for receipt of documents. The Shanghai municipality relies on "one government portal for processingall the governmental items", implements electronic approving throughout the whole process, enterprises can make online application and submit documents for application. Approval items that have been electronic shall be encouraged to be received by thereception counter online, who shall also be responsible for providing guidanceand advisory services of application. Approval items that haven’t been electronic and are need documents to be submitted atthe center, the reception counter shall be responsible for the acceptance of documents, and based on the adoption of electroniclicenses at the comprehensive window, to realize that the government-granteddocuments are exempt to be submitted for the approval items that have to beprocessed offline. The reception counter shall review the integrity and formality of the submitted documents according to the material lists, if the documents are satisfactory, they shall be accepted and immediatelytransferred to the related approving departments at the back of house. If theapplication documents are incomplete, the counter shall return the documentsand tell the applicant what to be supplemented. Besides, the counter shallprovide the useful offline consultation service with the assistance ofknowledge database, notify the applicant of the approval procedure, requiredapprovals and relevant documents.

(4) One-stop review and approval. Each district (administrative committee) shall take the integrated advantage of the institutional mechanismof the review and approval center and implements one-stop review and approval reform. Items that have achieved one-stop review and approval (one-stop construction permit, one-stop integrated final inspection and real estate registration) shall be accepted and coordinated by the corresponding leading department, and other related departments shall do the relevantwork in accordance with their respective duties of divisions. Items that can’t be handled in a one-stop manner shall be accepted and reviewed by each relatedapproving department, no matter if the documents are submitted online ortransferred from the counter. The result of approval shall be input on theReview and Approval Management System for Construction Projects in time. On this basis, we will gradually expandthe coverage of reform, research the implementation of one-stop project registration and land-use planning permission and one-stop construction permission.

    If a project under the responsibility of a District (Administrative Committee) Review and Approval Center involves municipaldepartment(s), the municipal department(s) shall accept the unified dispatch ofthe District (Administrative Committee) Review and Approval Center, and if the approval time is delayed for no reason or ifthe department(s) doesn’t participate in the final inspection, the approval item shall be regarded as consent.

(5) One-window for certification. For items that can be electronicallyapproved, enterprises can log in to the Review and Approval Management System to obtain the relevant permits and certificates online. If it isnecessary to issue official paper documents for items that have not yetachieved electronic review and approval, the relevant approvaldepartments at the back of house shall, within thetime limits of the commitment, forward the documents of resultsor certifications to the counter for unified issuance.

 

IV. Implementation Schedule

1.  The Municipal Review andApproval Center

 In the first half of 2021,the Municipal Review and Approval Center for Private Investment Projects shall be renamedas the Municipal Review andApproval Center forConstruction Projects, andstart the normal operation.

In the first halfof 2022, based on the operation of theDistrict Approval and Review Center as an established agency, we will research the further development of the Municipal Review and Approval Center.

2.  The District (Administrative Committee) Review and Approval Center

In the first half of 2021, each District (Administrative Committee) Review and Approval Center for Private Investment Projects shall be renamedas the District (Administrative Committee) Review and Approval Center for Construction Projects, formulate its specific implementation plan, clarifying the work requirements and rules in accordance with therequirements of this Implementation Opinions, and report to the Municipal Review and Approval Center for the record.

In the third quarter of 2021, each District (Administrative Committee) Review and Approval Center shall list the main-line approval items and municipalutility service items for all types of invested construction projects (pleaserefer to Annex 1), the corresponding departments, and the personnelto be based in the Center.

By the endof 2021, each District (Administrative Committee) Review and Approval Center shall list auxiliary-lineapproval items, intermediary services (government entrustment) of administrative approvals (please referto Annex 2 and 3), thecorresponding departments, andthe personnel to be based in the Center, to achieve that the enterprises can deal with their required approval items by "only going to one place".

 

V. Safeguarding measures

1. Strengthen the organizational leadership. The municipal and district (administrative committee) construction reform leading groups shallcomprehensively strengthen the organizational leadership over the Review and Approval Centers, reinforce the assumption ofduties, coordinate to push forward the opening of the Centers, and departmentsand personnel to be stationed in the Centers. The leading groups shall focus onthe establishment of the reception counter and the back of house. Each district(administrative committee) shall sufficiently staff the reception counters(comprehensive window) and strengthen the daily management and assessment. Forthe back of house, staffing from related departments to be stationed in theCenters shall be accelerated. The municipal departments and districts(administrative committees) shall give fully supports regarding the staffing,budget, etc.

 

2.Strengthen the government portal for handling all types of government items. Relying the governmentportal, we shall promote overall“Internet+ government services", all approving departments shall use themunicipal review and approval management system for processing all items, inputthe review and approval information of every procedure completely in themanagement system. The situations that “logging in two times for one same item,one same document being required to be submitted for two times” are notallowed. We try to achieve the data connectivity among the departments,real-time and traceable data, and sharing of resources. We’ll accelerate thedevelopment of APP for the mobile end, through deep integration of online andoffline application, to achieve the integrated online operation throughout theprocess including consultation, application, acceptance, information input,transferal, review and approval, supervision, and supervised processing, sothat “the data run more, the people run less”

3. Decentralize the administration and empower the administration of districts (administrative committees). We will further promote the decentralize the authorities for review and approval by municipal departments to districts (administrative committees), accelerate the concentration of review and approval functions at the primary level, and centralize the approvaldepartments to the review and approval centers, to fully empower the district(administrative committee) reviewand approval centers. Each approval department shall further optimize andadjust the internal approval process to streamline the approval levels, and theinternal approval process shall not exceed three levels in principle.

4. Strict supervision and assessment. The municipal departments anddistricts (administrative committees) should attach great importance to thiswork and implement it carefully and accordingly. The Municipal Review and Approval Center shall establish and improve the incentive and penaltymechanism, and strengthenthe supervision and inspection of the stationed municipaldepartments and the operation of the District (Administrative Committee) Review and Approval Center. Themunicipal center shall also regularly report to the Municipal Leading Group forConstruction Reform on the promotion of work, and the assessment shall beincluded in the annual performance appraisal of the Party and governmentleadership team of each district (administrative committee).

5. Make efforts todo public communication and trainings. The Municipal andDistrict Review and Approval Centers should further innovate ways and means, set up regular training programs, and further create anatmosphere of reform by adopting a variety of forms and proactive ways to enhance the intensity of advocacy. The Municipal Center shall focus on the communication of various reform policies, work systems and standards. The District Review and Approval Centers shall focus onstrengthening the operational training for the service personnel at integrated window and stationed departments at the back of house, to improve the efficiency and comprehensive qualityof relevant personnel as soon as possible.

 

VI. Others

ThisImplementation Opinions shall enter into force on the date of issuance. Theprevious Circular of the Establishment of the Shanghai Private InvestmentProjects Review and Approval Center (H.J.S.G. [2019] No.2) and the Circular ofFurther Optimizing the Business Environment and the Establishment of DistrictPrivate Investment Projects Review and Approval Centers (H.J.S.G. [2019] No.4)shall be repealed.

 

Annexes:

1.          The list of proposed main-line approval items andmunicipal utility service items to be processed by the District (AdministrativeCommittee) Review and Approval Center

2.          The list of proposed auxiliary-line approvalitems to be processed by the District (Administrative Committee) Review andApproval Center

3.      The list of proposedintermediary service items (government entrustment) of administrativeapprovals to be processed by the District (Administrative Committee) Review andApproval Center

4.          Notification Letter of the Issuance ofOne-stop Construction Permit (template)

5.          Notification Letter of the Issuance ofOne-stop Integrated Final Inspection and Real Estate Registration (template)