秀水泱泱，紅船依舊;時代變遷，精神永恒。

滔滔錢江潮，記載著浙江發(fā)展史。這些日月?lián)Q新天的變化，由一個個普通的故事組成，這些故事來自不同的人群、跨越不同的時代、發(fā)生于不同的地方，但每一個故事背后折射出的都是經濟的跨越、民生的發(fā)展、時代的進步。

我們篩選了較有代表性的6個故事，透過這些故事，感受浙江數(shù)字化改革、“一帶一路”、“千萬工程”、疫情防控、企業(yè)發(fā)展、基層治理等方面的發(fā)展和變化……

杭州數(shù)字化改革的故事

講述人：杭州市發(fā)改委副主任馬駿

2020年抗擊新冠肺炎期間，杭州按照“清上加親、在線互動”的理念，開創(chuàng)性地建立了親清新型政商關系數(shù)字平臺“親清在線”。

“親清在線”的誕生，離不開“城市大腦”這一項誕生于杭州的原生創(chuàng)新。2016年，杭州在全國率先提出建設“城市大腦”，在云計算的基礎上，開啟了用大數(shù)據(jù)和人工智能技術改善城市交通的探索。圍繞解決城市治理、民生服務方面的痛點、難點問題，杭州不斷豐富和拓展“城市大腦”的內涵和外延。2020年，杭州市政府在積極抗疫的同時，在全國率先推出了健康碼，讓健康的人正常流動起來。

“親清在線”是數(shù)字賦能服務型政府建設的具體實踐，核心是流程再造。通過對政策和服務的流程再造，“親清在線”實現(xiàn)了政企間的平等互動和服務直達。以“企業(yè)員工租房補貼”這一抗疫防疫政策為例，經過流程再造，過去“層層上報、層層下?lián)堋钡膬陡读鞒淘僭鞛椤傲悴牧?、零審批、秒兌現(xiàn)”的直達模式，兌現(xiàn)耗時從可能需要1至2個月縮減為幾秒鐘。

“親清在線”以打通數(shù)據(jù)壁壘為突破口，通過不斷提升數(shù)據(jù)協(xié)同和數(shù)據(jù)治理能力，逐步探索出一條路徑清晰的數(shù)字賦能政商關系治理的新路徑。依托城市大腦，與稅務、人社、房管等53個職能部門及14個區(qū)（縣、市），建立453個數(shù)據(jù)接口，集成300余個服務模塊。通過數(shù)據(jù)協(xié)同驅動以“服務場景”為中心的資源協(xié)同、業(yè)務協(xié)同、服務協(xié)同、監(jiān)管協(xié)同，將116萬筆資金、325萬次服務，精準、快遞、安全地直達企業(yè)和職工處。

“親清在線”通過推出投資項目審批“小時制”、企業(yè)開辦“分鐘制”、關聯(lián)服務“一表制”等標桿服務，在行政審批領域不斷進行著“一鍵直達”式的顛覆性改革，推動實現(xiàn)涉企服務事項一鍵直達、一次不跑。以 “企業(yè)工業(yè)項目全流程審批服務”為例，通過加強業(yè)務優(yōu)化整合和流程并聯(lián)化處理，“親清在線”將原來全流程審批的10個工作日，壓減到9個半小時，以審批提速提升企業(yè)獲得感、體驗感。

通過打通杭州市公共信用信息平臺，充分應用信用承諾和信用獎懲手段，“親清在線”全面融合完善企業(yè)公共信用記錄和評價，首次在政策兌付領域建立基于信用分類基礎上的事中事后“雙隨機”抽查機制，實現(xiàn)了“事前信用可諾、事中風險可控、事后信用可查、失信聯(lián)合懲戒”的企業(yè)信用線上管理完整閉環(huán)。

“親清在線”是一次以數(shù)據(jù)協(xié)同為技術賦能、以流程再造為改革賦能、以信用聯(lián)動為管理賦能、以始終在線為服務賦能的“四能疊加”下的現(xiàn)代化治理的場景式探索，通過堅持以企業(yè)視角審視問題、解決問題，突破思維、打破慣例，對政府服務的理念、行為、制度、規(guī)則、方法進行全方位改革，開創(chuàng)出一條數(shù)字賦能政商關系治理的新路徑。

如今，類似的數(shù)字化應用已經滲透到杭州城市治理的方方面面。2021年，浙江省全面推進數(shù)字化改革，“十四五”時期，浙江將率先推進省域治理現(xiàn)代化，構建一體化整體智治平臺，推動數(shù)字黨建、數(shù)字政府、數(shù)字社會、數(shù)字經濟、數(shù)字法治五個領域改革，形成一批理論和制度創(chuàng)新。

在義烏創(chuàng)業(yè)發(fā)展的故事

講述人：浙江盈帆貿易有限公司董事長穆德

穆德，約旦商人， 2002年，大學畢業(yè)的他只身來到義烏打拼，靠3萬元初始資金做起外貿生意。如今，穆德已將義烏小商品出口到了約旦、阿爾及利亞、坦桑尼亞、摩洛哥等13個國家和地區(qū)，年出口量達千余個集裝箱。2020年，面對疫情沖擊，公司出口額逆勢增長了60%。

2002年，第一次走進義烏國際商貿城，穆德被偌大的市場和琳瑯滿目的商品驚呆了，從中也看到了巨大的商機。和許多“義漂”的外國人一樣，穆德從一間不起眼的辦公室開始，扎根義烏近20年，一步一個腳印，創(chuàng)立了自己的公司和品牌。

去年新冠肺炎疫情暴發(fā)時，因為公司員工隔離在家，有80個集裝箱的貨物到達阿爾及利亞港口，必須及時向銀行提交貨物提單，國外的客戶才能提貨，否則每天將產生8000美金的滯港費用。穆德非常著急，向義烏市商務局請求幫助。商務局相關負責人了解穆德公司的特殊情況后，在滿足疫情防控要求的前提下，馬上為其公司員工辦理了出入許可證，使其得以及時去銀行辦好手續(xù)，解了燃眉之急。

隨著疫情的緩解，義烏市場率先復市，義烏政府工作人員又主動到公司詢問在復工復產方面有什么困難、需要怎樣的幫助。在他們的指導和幫助下，工廠做好了各項防疫要求，解決了貨源緊張等問題，及時恢復了生產。隨著各項政策激勵和引導，以及物流等相關配套資源支持，穆德的外貿生意重新進入正軌。

對穆德來說，義烏是一個神奇的地方，讓他從一個“窮小子”變成與全球做生意的“大老板”?！拔胰ミ^美國、歐洲等全球七八十個國家，覺得義烏是最適合做生意的地方?！苯陙?，隨著“最多跑一次”改革等工作的推進，義烏的營商環(huán)境和政府服務也在不斷優(yōu)化。2004年穆德開公司申請相關證照時，在準備資料、辦手續(xù)階段就花了不止2周時間。但到了2018年，穆德再去辦理申請外商獨資企業(yè)營業(yè)執(zhí)照，不到2天就全部辦好了。

經過多年精心經營，如今，穆德已經把義烏市場的五金、電動工具、節(jié)能燈等產品賣到了全球13個國家和地區(qū)，累計出口已超1.3億美元。他還計劃在義烏建一個電動工具廠，不斷延伸自己的貿易“產業(yè)鏈”、拓展生意“朋友圈”。

“我們的工廠從200名員工發(fā)展到現(xiàn)在的1700多名員工，在國外的代理商也從最初的6名發(fā)展到現(xiàn)在的300多名， 這也證實了中國的成功不只是在中國，也帶動了全世界各國的共同發(fā)展?！蹦碌抡f，在義烏做全球生意，讓他深切感受到了“地球村”的緊密聯(lián)系，尤其是中國提出的“一帶一路”倡議，不僅加強了經濟方面的合作，為各國帶來了商機，也拉近了人與人的聯(lián)系。

“抗擊疫情的經歷，讓我堅信我們生活在一個共同的世界中。我覺得我也需要為義烏、為中國做點什么?！比ツ?月底，穆德在阿爾及利亞采購了一批口罩捐贈給義烏市政府和很多需要口罩的中國朋友，并給義烏紅十字會捐款8萬元用于抗擊疫情。另外，穆德也給阿爾及利亞捐贈了40萬個醫(yī)用口罩。

魯家村鄉(xiāng)村振興的故事

講述人：安吉縣魯家村黨委書記朱仁斌

魯家村位于浙江省湖州市安吉縣遞鋪街道，村域面積16.7平方公里，人口2300人。近年來，在各級黨委、政府的關心支持下，魯家村堅持以習近平總書記“綠水青山就是金山銀山”理念為指引，依托休閑農業(yè)和鄉(xiāng)村旅游，不斷推進全國首個家庭農場集聚區(qū)和田園綜合體示范區(qū)建設。2020年，村集體資產、村集體經濟年收入、農民人均純收入分別為近2.9億元、 572萬元、4.71萬元，初步實現(xiàn)了“村強、民富、景美、人和”的發(fā)展目標。

魯家村曾是全縣典型的“臟、亂、差”村莊。2003年，浙江省啟動“千村示范、萬村整治”工程，魯家村早研究、早啟動、早落實，并結合安吉“中國美麗鄉(xiāng)村”建設，千方百計發(fā)動村民參與，通過開展河道整治、污水處理、垃圾分類等項目，大力抓好環(huán)境整治和基礎設施建設工作。現(xiàn)在的魯家村，不僅建成了黨群服務中心、居家養(yǎng)老服務中心、文化禮堂等，更是整合利用各類政府項目，打造了“綠樹村邊合，碧水映農家”的美麗環(huán)境，初步形成了“一湖、二環(huán)、三心、四區(qū)”的“田園魯家”景區(qū)。

2013年，魯家村“兩委”召集20余名鄉(xiāng)賢召開發(fā)展大會，多方籌集了300萬元資金，邀請上海、廣州的知名設計院編制了一套全面的、高標準的村莊規(guī)劃、產業(yè)規(guī)劃、旅游規(guī)劃。按照資源優(yōu)化整合、差異化經營的要求，魯家村確立了以18個特色鮮明的家庭農場（如花海農場、中藥農場、高山牧場等）為主導的發(fā)展思路，確保整個園區(qū)產業(yè)分布科學、業(yè)態(tài)完整，農場間優(yōu)勢互補、共同發(fā)展。

2016年，魯家村創(chuàng)新探索建立一套完整的利益分配機制，打造“公司+村+家庭農場”和“統(tǒng)分結合、雙層經營”的經營模式，先后成立鄉(xiāng)土農業(yè)發(fā)展公司、鄉(xiāng)土旅游服務有限公司和美麗鄉(xiāng)村培訓學校（兩山學院），以全國首個家庭農場集聚區(qū)和示范區(qū)建設為抓手，大力發(fā)展鄉(xiāng)村旅游，目前已有18家農場落地，8個農場進入試運營，共引入工商資本20億元以上，實現(xiàn)了從“貧窮落后、環(huán)境‘臟、亂、差的小山村”到“開門就是花園、全村都是景區(qū)”的美麗蝶變。2018年以來，村里每年接待各類游客近50萬人次。如今的魯家村民拿租金、掙薪金、分股金，除村集體經濟分紅外，農戶土地流轉每年每戶租金約8000元，創(chuàng)造的就業(yè)崗位每年可為村民帶來工資收入1000萬元，村民房屋租金合計達到300萬元。

魯家村的發(fā)展經歷，正是習近平總書記“綠水青山就是金山銀山”理念的生動實踐。一任接著一任干，一張藍圖繪到底。魯家村持續(xù)放大綠水青山優(yōu)勢，把農業(yè)、農村、農民緊密地融為一體，把資源、資產、資金緊密地融為一體，把強村、興業(yè)、富民緊密地融為一體，大力推動休閑農業(yè)和鄉(xiāng)村旅游融合發(fā)展，取得了翻天覆地的變化。未來，魯家村將不忘初心、牢記使命，全力推進國家級田園綜合體和全國農旅產業(yè)融合發(fā)展示范園建設，真正地將美麗環(huán)境轉化為美麗經濟，努力成為展示中國鄉(xiāng)村振興優(yōu)異成果的“重要窗口”之一。

大渡社區(qū)的戰(zhàn)“疫”故事

講述人：紹興市柯橋區(qū)大渡社區(qū)黨總支書記張曉鴻

大渡社區(qū)位于浙江省紹興市柯橋區(qū)，是浙江省最大的“移民社區(qū)”，共有住戶6300戶、居民超2.5萬人，且60%以上都是外來居民，其中包括來自韓國、巴基斯坦、印度等國的500多位外籍人士。

2020年初，新冠肺炎疫情的暴發(fā)打破了大渡社區(qū)工作人員和居民平靜的生活。社區(qū)共有來自湖北的1428人，來自溫州、臺州等省內重點地區(qū)的1700多人，加上數(shù)百名外籍人士，需要隔離的家庭達到715戶、人數(shù)2868人，人員情況非常復雜，而社區(qū)工作人員只有9名，任務十分艱巨。

艱難時刻，社區(qū)的黨員們挺身而出，協(xié)助社區(qū)做工作，區(qū)、街道派了干部赴社區(qū)指導支援，還有部分居民報名做志愿者。短短幾天時間，一支300人的工作隊伍集結完畢，社區(qū)迅速成立了摸排組、數(shù)據(jù)組，檢測組、采購組、后勤組、巡查組等，開啟了緊張而有序的戰(zhàn)“疫”之路。

為了防止疫情擴散，社區(qū)采取“第一時間發(fā)現(xiàn)、第一時間隔離、第一時間治療”的方法，通宵達旦地打電話摸排情況，柯橋區(qū)的第一例確診病人就是通過電話排查發(fā)現(xiàn)的。那天，社區(qū)工作人員了解到有一家人要從外地回來，其中兩個人發(fā)低燒，他們立刻跟上級匯報，半夜從高速路口直接把他們接上送到醫(yī)院隔離檢查，其中一人確診，醫(yī)院迅速給予治療。康復出院后，社區(qū)定期隨訪、跟蹤服務，還陪這一家人過了一個難忘的生日。疫情期間，大渡社區(qū)一共有3名確診病例，由于工作細致，均被及時發(fā)現(xiàn)，經治療后全都康復，且沒有造成二次傳播。

此外，面對715戶隔離家庭，每天2次體溫測量、1次物資配送、1次便民服務也是常規(guī)工作。社區(qū)工作人員每人每天平均走訪200多次，步行2萬多步，有人每個月電話費達到5000多元。為了節(jié)省時間，他們餓了就吃泡面，困了就趴在辦公桌上睡一會兒，回家都在后半夜。為了不影響家人休息和及時響應突發(fā)情況，他們經常晚上和衣睡在沙發(fā)上。有的工作人員生病了瞞著大家繼續(xù)工作，有的工作人員孩子還只有幾個月，忙起來經常忘了去喂奶。

此起彼伏的電話鈴聲，長時間高強度的工作，工作人員疲憊不堪，社區(qū)黨總支書記張曉鴻的體重一個月輕了20斤。面對疑似病人，他們心里也有擔心，但在家人和居民面前，他們依然微笑著表現(xiàn)堅強。最難受的還是有人不理解不配合防控措施，沖他們發(fā)火，好幾次工作人員都委屈得當場落淚，但依然嘶啞著嗓音一遍一遍地勸說：“你們想出來，我們卻想回家，怎么辦？你們配合好，管好小家，小家好了，大家才能好，我們才能回家。”

真心的付出，換來了越來越多人的理解和支持。

小區(qū)的一位外國居民，一開始對隔離措施很抵觸，經過社區(qū)工作人員耐心的解釋和疏導，她變得配合了，隔離結束后，她對工作人員說：“以前，對不起;現(xiàn)在，謝謝你們，中國的政策真好！”

還有一戶印度籍隔離家庭，他們去測體溫時，孩子哭著提出他的玩具娃娃也要測溫，為了安撫孩子的情緒，工作人員拖著疲憊的身軀，給他的玩具娃娃一一測溫，堅持了14天，印度友人非常感動，主動報名成為志愿者，現(xiàn)在還發(fā)動他在柯橋的朋友一起參與社區(qū)建設。

正是因為社區(qū)工作者務實的工作、黨員舍小家為大家的無私奉獻和所有人團結一心的努力，最終贏得了戰(zhàn)“疫”的勝利。作為社區(qū)的“當家人”，他們也收獲了滿滿的成就感和感動。

正泰集團的轉型發(fā)展故事

講述人：正泰集團董事長南存輝

40多年前，南存輝還是浙南小鎮(zhèn)上缺吃少穿的農家少年。為了求生存，子承父業(yè)，13歲輟學成了小鎮(zhèn)街頭的一名修鞋匠。改革春風拂來，溫州人的創(chuàng)業(yè)激情被喚醒，市場經濟開始萌芽。

然而當時，關于“姓資姓社”的紛爭不斷，大家戰(zhàn)戰(zhàn)兢兢、如履薄冰。彼時，地方黨委、政府明確提出要尊重群眾創(chuàng)造精神，讓私營企業(yè)主吃下“定心丸”。時代洪流之中，南存輝把自己的住房當廠房，借錢轉行成了前店后廠的個體戶，到上世紀80年代開始創(chuàng)辦企業(yè)。

創(chuàng)業(yè)初期，在低壓電器市場質量亂象中，南存輝率先聘請技術專家、建立試驗室、申領生產許可證，以誠信立業(yè)、以質量立市。

1991年，南存輝建立中美合資溫州正泰電器有限公司，引進外資、先進的技術和設備，確定了“燒好自己一壺水”的專業(yè)化經營道路。1992年，為推動民營經濟規(guī)?；l(fā)展，浙江省政府派出大批專家對企業(yè)進行指導，現(xiàn)代企業(yè)管理在正泰萌芽。1994年，正泰成立了行業(yè)內第一家企業(yè)集團，在敢闖敢試中探索豐富著中國的商業(yè)體系。此后，南存輝又下決心“革自己的命”，不斷下降個人股權，堅持價值分享理念，通過管理入股、技術入股、經營入股等方式，率先推進民企股份制改造。同時，正泰還堅持科技化、國際化、智能化的發(fā)展道路，跳出浙江、發(fā)展浙江，融入長三角、走向全世界，成為亞洲低壓電器的龍頭企業(yè)。

進入21世紀，國家先后提出工業(yè)經濟轉型升級、大力發(fā)展新能源。南存輝意識到，面對資源緊張、環(huán)境污染、氣候變化三大全球性難題，能源格局優(yōu)化是一個必然趨勢。發(fā)展清潔能源不僅是全球市場的需要、轉型升級的需要，也是企業(yè)參與生態(tài)文明建設的發(fā)展責任。他曾這樣憧憬，如果全球1%的面積裝上太陽能電池板，就能把所有的用電問題全部解決，這是了不得的大事。

2006年開始，正泰轉型進入光伏新能源領域，形成了發(fā)電、儲能、輸變、配售、用能的全產業(yè)鏈，探索創(chuàng)新了沙光互補、農光互補、漁光互補、工商業(yè)屋頂、戶用光伏、多能互補、綜合能源服務等一系列技術領先、業(yè)態(tài)領先的綠色發(fā)展新模式。迄今為止，正泰已在全球累計投資建設光伏電站超過6GW，年均發(fā)電量約64億kWh，每年可減排二氧化碳647萬噸。每天太陽升起，正泰就要對30多萬個屋頂進行安全管理與“管家式”運維服務。

回顧40多年的創(chuàng)新創(chuàng)業(yè)歷程，南存輝和正泰始終踏著社會和時代的節(jié)拍，堅持以客戶為中心、市場為導向、科技為支撐，探索打造現(xiàn)代能源、先進制造與數(shù)字化技術融合的發(fā)展樣本，孵化帶動上下游產業(yè)鏈與戰(zhàn)略性新興產業(yè)數(shù)字化升級，形成了全球化的產能布局、營銷網絡、研發(fā)體系與人才團隊。目前，正泰擁有員工3.7萬多名，帶動上下游就業(yè)20多萬人，為全球140多個國家和地區(qū)提供產品與服務。抗擊疫情期間，正泰還積極發(fā)揮智能制造優(yōu)勢與中國企業(yè)全球化價值，與意大利、西班牙、迪拜、南非等全球客戶共同戰(zhàn)“疫”，共渡難關。

未來，正泰將緊抓工業(yè)互聯(lián)網與能源變革等重大機遇，以“一云兩網”（即正泰云、正泰工業(yè)物聯(lián)網、正泰能源物聯(lián)網）為戰(zhàn)略導航，順勢而為、乘勢而上，在穩(wěn)定增長、促進創(chuàng)新、增加就業(yè)、改善民生及推動“碳達峰、碳中和”進程中進一步發(fā)揮中國企業(yè)的作用，始終為全球商業(yè)文明進化與人類更安全、更環(huán)保、更便宜、更方便的智慧能源美好生活創(chuàng)造新的價值。

“35本筆記本”的基層治理故事

講述人：三門縣海游街道城西村黨支部書記章國進

城西村位于浙江省臺州市三門縣，現(xiàn)有村民795戶2255人，黨員101人。自1957年建立村黨支部以來，歷經章正合、金積貴、章以齊、葉加法、章宏將、章宏軍、章平、章以家、章國進九任書記。

64年來，九任書記不忘強村富民初心，一任接著一任干，帶領村民把一窮二白的“翻身村”變成了擁有固定資產3.6億元、集體經濟年收入上千萬元、村民人均收入8萬多元的“臺州億元村”“浙江省小康示范村”。

城西村是如何實現(xiàn)巨變的？通過歷任書記記錄的35本筆記本，可以發(fā)現(xiàn)撬動巨變的密碼，發(fā)現(xiàn)1957年至今村黨支部帶領群眾圓夢的步履足印。

上世紀60年代，城西村還叫“翻身村”。那時候，村民溫飽尚未解決，生活十分貧困。老書記章正合常說，“如果連飯都吃不飽，我們還能干什么，”他最期盼的一件事，就是讓村民吃飽飯。他帶領黨員群眾開墾土地、興修水利、科學種田，糧食生產實現(xiàn)年年增產增收，村民終于不再挨餓。1963年的筆記本中記下了激動人心的一刻：“1963年，糧食總產達到406245斤，比62年增產27%?！蹦且荒?，城西村奪得全市“糧食生產標兵”，到市里參加表彰會，獎來一頭大黃牛，轟動了全縣。

“填飽了肚子，但老百姓手里沒錢，怎么辦？”1978年的筆記本給出了答案：“改革，先走一步有風險，但我們需要解放思想，只要是有利于村莊發(fā)展的，就要在實踐中大膽去闖去試?！本瓦@樣，歷任書記以敢為人先的超前意識，迎著改革開放的春風，大力發(fā)展工商業(yè)，相繼創(chuàng)辦了五金廠、變壓器配件廠和全縣第一家村級農貿市場。1985年，第三任書記章以齊辦起免燒磚廠，讓全體村民第一次拿到了100多元年終分紅，而當時的肉才一塊錢一斤。

經過前30多年的發(fā)展，城西村有了一定的家底，如何創(chuàng)新轉型，實現(xiàn)真正意義上的致富“翻身”？1988年，第四任書記葉加法上任后，搞技改、擴廠房、增設備、跑市場，一干就是17年。在他的帶領下，村里辦起的工商企業(yè)從幾家猛增到25家，解決了一半以上勞動力的就業(yè)問題。1995年，城西村一躍成為全縣“百強村第一名”，跨入臺州地區(qū)“億元村”行列。

村莊富裕了，百姓對美好生活也有了新期盼?！跋Ｍ∩虾梅孔?，希望文化生活能夠更加豐富……”，90年代起，村民的一個個微心愿，陸續(xù)出現(xiàn)在歷任書記的筆記本中。

城西村小康樓、老年活動中心、生態(tài)公園……一個個夢想，一張張藍圖，在大家的接續(xù)奮斗下，最終變?yōu)楝F(xiàn)實。在村莊發(fā)展過程中，歷任書記總是不顧個人利益。村民住宅樓建成分配時，面臨人多房少的情況，第六任書記章宏軍主動讓出分房指標，沒有一絲抱怨。

如今，城西村家家戶戶住上了小康樓，村民自發(fā)組織成立排舞、太極、跑步等文體隊伍，并完善了財務管理、婚喪嫁娶、環(huán)境衛(wèi)生、文明禮儀等村級自治管理制度，村里風氣好了，到處洋溢著溫暖和幸福。同時，村民男55歲、女50歲就能年年領到“退休金”，60歲以上老人每年還可以享受旅游、體檢、團圓飯等集體福利，村民每年都能領到5000元左右的年終福利分紅，日子越過越紅火。

35本筆記本，是城西村黨支部探索基層治理的有力注腳，見證著每一任書記歷久彌堅的為民初心。去年12月，在村“兩委”中跟著干了19年的章國進當選為第九任書記，他開始在新的筆記本中記下自己的夢想、村民的夢想，奮力跑好強村富民接力賽，力爭五年再造一個新城西。

凡是過往，皆為序章。

精彩故事遠未結束，新的征程正在開啟。我們完全有理由相信，滿懷雄心壯志的浙江，必將能夠創(chuàng)造出令世人刮目相看的更大奇跡，在新時代續(xù)寫更加精彩的故事新篇章。

（本欄目部分圖片由中共中央對外聯(lián)絡處提供。）

Six Stories， One Future

Zhejiangs success in social， economic and environmental development is not simply a string of eye-catching statistics and figures; real people are working hard for it. The six stories that follow are just some of the best examples showing the world why Zhejiang is leading the pack at present and why it will continue to do so in the future.

The Story of? Digital Reform in Hangzhou

In early 2020， to help enterprises weather the difficulties wrought by COVID-19 and deliver the support promised to them in a timely and non-face-to-face manner， Hangzhou municipal governments “Qinqing Online” digital platform was launched， facilitating direct communication between government and enterprises， which is an important achievement of Zhejiangs digital transformation.

“Qinqing Online” couldnt have been possible without Hangzhou City Brain system， an original innovation of Hangzhou. In 2016， Hangzhou proposed the concept of City Brain for the first time， initially an attempt to alleviate traffic congestion in the city through the use of big data， cloud computing， and artificial intelligence. Hangzhou has continuously enriched and expanded the City Brain to solve difficulties in urban governance and services. In 2020， while proactively fighting COVID-19， the Hangzhou municipal government introduced a health code system， the first in the nation， allowing healthy people to travel freely.

Direct service delivery via process re-engineering. “Qinqing Online” is a practice of digital-service-oriented government with a focus on process re-engineering. By optimizing process flows of policies and services， “Qinqing Online” provides a platform for direct interactions between government departments and companies with improved service delivery. Take “employee rental subsidy” during the epidemic as an example. Thanks to process re-engineering， the complicated claiming process that used to take 1 to 2 months is now reduced to one or two seconds with “zero materials， zero approvals， and instant cash-out”.

Digital empowerment for the benefit of government governance. By breaking down data barriers and improving data collaboration and data governance capacity， “Qinqing Online” has gradually opened a new path of harnessing digital technology to help with city management. With City Brain as its engine， it has established 453 data interfaces and integrated more than 300 service modules with 53 government departments including taxation， human resources， housing management， natural resources and planning， and services in 14 districts and counties （cities）. Driven by data collaboration， it has established resource collaboration， business collaboration， service collaboration and supervision collaboration centered on “service scenarios”， and 1.16 million funds and 3.25 million times of service have been delivered accurately， actively and safely and directly to enterprises and employees.

Approval procedure reform on the concept of direct service delivery. “Qinqing Online” has rolled out a series of flagship service programs， such as “approval of investment projects within hours”， “enterprise registry within minutes”， and “related businesses on a single sheet”. It is reshaping the administrative examination and approval procedure by offering “one-click direct access”， which enables enterprises to have direct access to related services with a single click online and without going to the government service center even once. For example， after the optimization and streamlining of administrative process， the approval of enterprise industrial projects on “Qinqing Online” was reduced from the original 10 working days for full process approval to 9 and a half hours， which has greatly benefited enterprises.

An innovative approach to adaptive governance based on credit system. By establishing a public credit information platform of Hangzhou and fully applying credit commitments and credit rewards and punishments， “Qinqing Online” has integrated the public credit records and evaluations of enterprises. For the first time， “Qinqing Online” was able to establish a dual random check mechanism based on credit classification， creating a closed-loop online management system of corporate credit. Companies are encouraged to make credit commitments beforehand. The system is able to check their honesty in commitment， control potential risks and punish acts of dishonesty afterwards.

Smart city， efficient governance. “Qinqing Online” is an important exploration of modern governance， it combines and makes full use of various data， streamlines procedures， integrates public credit information and provides efficient service. By examining and solving problems from a corporate perspective， “Qinqing Online” breaks through conventions to reform the government services in concepts， behaviors， systems， rules and methods in an all-round way， embarking on a new path to empower the government-business relations with digital technology.

Today， digital applications and platforms similar to “Qinqing Online” can be found everywhere in Hangzhous urban governance. In 2021， Zhejiang province is promoting digital reform in an all-round manner. During the 14th Five-Year Plan period， Zhejiang will promote the modernization of provincial governance， establish an integrated and overall smart governance platform， and push for reforms in digital Party building， digital government， digital society， digital economy and digital rule of law， producing a number of theoretical and institutional innovations.

The Story of a Foreigner Starting Business in Yiwu

Mohammad Falah Nasser， a Jordanian businessman， is now Chairman of Zhejiang Yingfan Trading Co.， Ltd. Back in 2002， when he just graduated from university， he came to Yiwu and started a foreign trade business with an initial capital of 30，000 yuan. Today， his company exports commodities from Yiwu to 13 countries and regions including Jordan， Algeria， Tanzania， and Morocco， shipping more than 1，000 containers overseas annually. In 2020， the companys export delivered outstanding growth of more than 60% despite the epidemic.

In 2002， when he entered Yiwu International Trade City for the first time， Mohammad was stunned by the huge market and the dazzling arrays of products， and saw huge business opportunities in it. Like many other foreigners in Yiwu， he started from a humble office and worked in Yiwu for nearly 20 years. Step by step， he created his own company and brand.

Last year， when COVID? 19 broke out， the companys 80 containers of goods arrived at the Algerian port， and a bill of lading to the bank needed to be submitted to the bank to allow for foreign customers to pick up the goods. Otherwise， it would incur a daily demurrage cost of US$8，000. However， the employee happened to be under home quarantine and could not go out to deal with bank procedures. Mohammad was so worried that he asked the Yiwu Municipal Bureau of Commerce for help. After learning about his difficulties， the Bureau of Commerce worked out a plan to issue a pass for the employee while meeting the requirements on epidemic control as soon as possible. In this way， the employee was able go to the bank to complete the procedures in time， and the company was saved from troubles.

As the epidemic abated， Yiwu was among the first to reopen the market. This time， Yiwu government officials visited the company to ask about his difficulties and advised him on the necessary preparations for the resumption of work and production. With their guidance and help， the factory fulfilled requirements for epidemic prevention， resolved problems such as shortage of supplies， and resumed production soon. Thanks to various incentive policies and logistical and other support， Mohammads foreign trade business went back on track. Last year， its export volume grew by 60% against the trend.

For Mohammad， Yiwu is a magical place that has transformed him from a “poor boy” to a “big boss” doing business with the world. “I have been to more than 70 countries around the world， including the United States and many European countries， but I think Yiwu is the best place to do business.” In recent years， with “One-Stop Administrative Service Reform”， Yiwus business environment and government services have been continuously improving. In 2004， when Mohammad started his business， it took him more than two weeks to run through the procedures and get licenses. In 2018， when he applied for a wholly foreign-owned enterprise license， it only took him less than two days to complete all the procedures.

After years of operation， Mohammad now exports hardware， power tools， energy-saving lamps and other products from Yiwu market to 13 countries and regions around the world， with a cumulative export volume exceeding 130 million US dollars. He is planning to build a power tool factory in Yiwu to further extend his “industrial chain” and expand his business “friend circle”.

“Our factory has grown from 200 workers to more than 1，700 employees now， and our agents abroad have seen their employees increase from 6 initially to more than 300 now. This also testifies that Chinas success not only benefits China， but also promotes the common development of all countries in the world，”said Mohammad. Doing global business in Yiwu makes him feel that we are all in a “global village”. In particular， the Belt and Road Initiative put forward by China has not only strengthened economic ties and shared business opportunities with many countries， but also brought people closer to each other.

“What we have gone through during the fight against COVID-19 made me more convinced that we are living in a common world. I think I should also do something for Yiwu and China.” At the end of January last year， Mohammad purchased a batch of masks in Algeria and donated them to Yiwu government and many Chinese friends. He also donated 80，000 yuan to the Yiwu Red Cross to help the fight against the virus. When COVID-19 broke out in many countries around the world， he donated 400，000 medical masks to Algeria.

The Story of Rural Revitalization in Lujia Village

Located in Anji county， Huzhou city， Zhejiang province， Lujia village covers an area of 16.7 square kilometers with a population of 2，300. In recent years， under the support of the Party committees and governments at all levels and the guidance of General Secretary Xi Jinpings green development concept， the village relies on leisure agriculture and rural tourism to construct the countrys first family farm area and Tianyuan Complex Demonstration Zone. In 2020， the village collective assets， the annual revenue of the village collective economy， and farmers per capita net income reached 290 million yuan， 5.72 million yuan and 47，100 yuan respectively. It has preliminarily reached the goal of? “becoming a village that is strong， prosperous， beautiful and harmonious”.

Environmental governance gives the old village a new look. Lujia village used to be a notoriously dirty， disorderly and poor village in the county. In 2003， when Zhejiang launched the Green Rural Revival Program， the village was among the first to react. Through projects of river improvement， sewage treatment， and classified garbage disposal， the village tried every means to improve its environment and infrastructure. Now， Lujia village has not only built a public service center， a home-care service center， and a cultural activity hall， but also integrated various government projects to create a green， beautiful environment. A picturesque scenic area has come into shape with green waters surrounding the farmhouses in the village.

Planning goes first before development. In 2013， the village leadership gathered more than 20 capable villagers to discuss the village development. They raised 3 million yuan from various sources and invited well-known designers from Shanghai and Guangzhou to make a comprehensive high-standard development plan for the village. On the basis of resource optimization and differentiated operation， Lujia village has established a development blueprint with 18 theme farms as leading projects （such as Flower Farm， TCM Farm， and Mountain Pasture）， so as to ensure a balanced layout of industries and common development of farms with complementary advantages in the area.

Breakthroughs in rural revitalization depend on mechanism innovation. In 2016， Lujia village innovatively established a set of distribution mechanisms， created a business model of “company + village + family farm” and “dual management”， and set up an agricultural development company， a rural tourism service company， and a beautiful village training school. By building Chinas first family farm cluster， the village has vigorously developed rural tourism. At present， 18 family farms have been set up， 8 of which are in trial operation， and more than 2 billion yuan has been introduced. The village has transformed from a “poor， backward， dirty village” to a garden-like picturesque scenic spot. Since 2018， the village has received nearly 500，000 tourists each year. Lujia villagers today make a living by collecting rent， earning salaries and sharing dividends. Besides the dividends from the villages collective economy， each household receives an annual rent of about 8，000 yuan in land circulation. In addition， the jobs created can bring the villagers an annual income of 10 million yuan in salary， and the total housing rent amounts to 3 million yuan.

The development of Lujia village is a vivid practice of General Secretary Xi Jinpings idea of “l(fā)ucid waters and lush mountains are invaluable assets”. Throughout the years， successive village governments have continued to carry on the blueprint. Taking advantage of its clear rivers and green mountains， the village integrates agriculture with rural areas and farmers， makes full use of its resources， assets and funds， and takes the development of industries as one with the prosperity of the village and the people. It has achieved tremendous changes by vigorously promoting leisure agriculture and rural tourism. In the future， the village will firmly keep in mind its original aspiration， vigorously promote the construction of a national pastoral complex and a national demonstration park for integrated development of agriculture and tourism， and try to translate its beautiful environment into economic benefits， so as to become an important window to showcase the remarkable achievement of Chinas rural revitalization.

The Story of Dadu Community Fighting Against COVID-19

Located in Keqiao district， Shaoxing city， Dadu community is the largest “immigrant community” in Zhejiang. It has 6，300 households and over 25，000 residents. More than 60% are from other places， including more than 500 foreigners from Republic of Korea， Pakistan， India， and other countries.

At the beginning of 2020， the outbreak of the COVID-19 epidemic disrupted the peaceful life of the residents of Dadu community. On New Years Eve， after receiving an emergency notice， all the community workers went on duty within one hour. After preliminary investigation， they found that 1，428 people were from Hubei， more than 1，700 people from Wenzhou， Taizhou and other epidemic areas in the province， and there were also hundreds of foreigners. Altogether 2，868 people from 715 households needed to be quarantined， but there were only 9 community workers. It was an extremely arduous task.

At the critical moment， the Party members in the community came forward to offer their help， together with some volunteers. The district and sub-district governments also sent some officials to the community to help. In just a few days， a team of 300 people was assembled. Following the order of the government， the community quickly established work teams covering investigation， data collection， testing， procurement， logistics， and inspection， getting ready for the fight against the epidemic.

In order to contain the virus， the community adopted an approach of “early discovery， early isolation and early treatment”. They raced against time to make telephone calls to check the status and health conditions of residents. The first confirmed case in the district was discovered through telephone investigation. On that day， the community workers learned that two people had a low fever on their way back from another place. They immediately reported this to their superior. When the community workers picked them up at the highway intersection in the midnight， they sent them directly to hospital for isolation and examination. One of the two was confirmed and received treatment immediately. After the patient was discharged from hospital， the community followed up on his health condition regularly， and celebrated an unforgettable birthday for him with his family. During the epidemic， there were 3 confirmed cases in the community. Due to the meticulous work of the community workers， they were all detected early， and recovered after treatment without causing secondary transmission.

In addition， with 715 quarantined households， the daily work of the community workers included checking temperature twice， delivery of these daily necessities and other services for the convenience of these households. They made an average of 200 visits a day and walked more than 20，000 steps， with their monthly telephone bills reaching over 5，000 yuan. In order to save time， they just made do with instant noodles and took a nap on their desks when they felt exhausted. As they often went home in the late night， they slept on the sofa with their clothes on so as not to interrupt other members of the family in case of emergency calls. Some community workers felt sick but still kept working without revealing unwellness to the colleagues; some mothers were too busy to breastfeed their months-old babies.

Repetitive ringing of the telephone and long hours of high-intensity work nearly exhausted the community workers. Zhang Xiaohong， the Party secretary of the community， lost 20 kilograms in a month. Though the community workers were worried of being infected when facing suspected patients， they always wore a warm smile before their families and community residents to give them confidence and comfort. Sometimes， some residents couldnt understand their work， and refused to cooperate or even yelled at them. There were several times that community workers couldn't help but burst into tears， yet they kept explaining to the residents over and over again， in a hoarse voice： “We know that you want to come out， and we also want to go home. What do we do？ If you cooperate well， well all be well. Only when your family is well， and everyone is well， can we all go home.”

Finally， their hard work won the support of more and more people.

A foreign resident in the community was resistant to the quarantine measures at first. After detailed explanation by the community workers， she became cooperative. When her quarantine ended， she expressed her apology and gratitude to the workers.

The child of another quarantined foreign family demanded the community workers to check the temperature of his dolls. To calm him dowm， the community workers， in spite of their fatigue， went to take the temperature of the dolls one by one for fourteen days without letup. Deeply moved， the childs father offered to sign up as a volunteer to serve the community. Now he also mobilized his friends in Keqiao to participate in community work. Because of the hard work of the community workers， the selfless dedication of the Party members， and the joint efforts of every resident， the community finally won the battle against COVID-19. As “masters” of the community， they have also gained a sense of accomplishment.

The Story of? CHINT? Group in Transformation

Over 40 years ago， Nan Cunhui came from a poor peasant family in a small town in southern Zhejiang. In order to make a living， he dropped out of school at the age of 13 and became a roadside cobbler like his father. Later， the breeze of reform awakened the entrepreneurial passion of Wenzhou people， and the market economy began to sprout.

However， at that time， disputes about “planned economy or market economy” never stopped， and no one knew exactly what to do. Then， the local Party committee and government promised to respect peoples creativity， which gave the private business owners some reassurance. Nan Cunhui followed the trend of the times and used his own house as a workshop. He borrowed some money and became a self-employed businessman. In the 1980s， he started his own business.

In the early days， the low-voltage electrical appliance market was at the preliminary stage. Nan Cunhui was among the first to hire technical experts， set up laboratories， and apply for production licenses. He was determined to run the business with integrity and compete with quality.

In 1991， he established the Sino-US joint venture—Wenzhou CHINT Electric Co.， Ltd.， introduced foreign investment， advanced technology and equipment， and determined to take a path of specialized operation. In 1992， in order to promote scale development of the private economy， Zhejiang Provincial Government sent a large number of experts to different private enterprises to provide guidance and introduce modern enterprise management techniques. In 1994， CHINT， a pioneer in Chinas business exploration，? established the first enterprise group in the industry. Later， by adopting the concept of value sharing， Nan Cunhui decided to reduce his own personal equity share and allowed for investment in forms of technology， management expertise or operation. In this way， he was one of the first to start a shareholding reform of private enterprises in China. His company was committed to scientific， globalized and intelligent development， so as to get integrated into the Yangtze River Delta， and finally go global and become a leader in low-voltage electrical appliances in Asia.

In the 21st century， the government began to promote transformation and upgrading of industrial economy and develop new energy. Nan Cunhui came to realize that due to the three major global problems of resource shortage， environmental pollution and climate change， it is an inevitable trend to optimize the energy pattern. Developing clean energy is not only the need of the global market and the need of transformation and upgrading， but also the responsibility of enterprises to participate in ecological conservation. He once imagined that if 1% of the earths surface was equipped with solar panels， all electricity problems could be solved. What an achievement that would be！

Starting from 2006， CHINT entered the new photovoltaic energy field， forming a full industrial chain of power generation， energy storage， power transmission and transformation， distribution， and energy use. It has explored a series of new green development models with leading technologies and business types， including desert-photovoltaic complementation， agriculture-photovoltaic complementation， fishery-photovoltaic complementation， industrial and commercial roofs， household photovoltaics， multi-energy complementation， and integrated energy services. So far， CHINT has invested and built more than 6 GW of photovoltaic power plants in the world， with an average annual power generation of about 6.4 billion kWh， which can reduce carbon dioxide emissions by 6.47 million tons per year. Every day， as the sun rises， CHINT carries out safety management and “butler-style” maintenance services for more than 300，000 roofs.

Looking back on its history of over 40 years， Nan Cunhui and CHINT have always followed the pulse of society and the times， adhered to the customer-centered， market-oriented， and technology-supported development concept， and created a model of integrated development of modern energy， advanced manufacturing and digital technology. With the digital upgrade of upstream and downstream industrial chains and strategic emerging industries， the group has globalized its production layout， marketing network， R&D system and talent team. With more than 37，000 employees， it has created more than 200，000 upstream and downstream jobs and provided products and services to more than 140 countries and regions around the world. During the pandemic， by leveraging its advantages in smart manufacturing and the global value of Chinese companies， CHINT worked with global customers from Italy， Spain， Dubai， and South Africa to fight the epidemic and tide over the difficulties.

In the future， CHINT will seize the major opportunities in industrial internet and energy reforms， and take “One Cloud and Two Networks” （i.e.， CHINT Cloud， CHINT Industrial IoT， and CHINT Energy IoT） as its strategic guidance. It will further play its role as a Chinese enterprise in stabilizing growth， promoting innovation， increasing employment， improving peoples livelihood， and promoting “carbon peak and carbon neutrality”， and continue to create new value for the evolution of global commercial civilization and the beautiful life of mankind with safer， cheaper， more environment-friendly and more convenient smart energy.

The Story of Grassroots Governance in Chengxi Village

Located in Sanmen county， Taizhou city， Zhejiang province， Chengxi village has 795 households with 2，255 people and 101 CPC members. Since the establishment of the village Party branch in 1957， there have been nine Party secretaries， namely， Zhang Zhenghe， Jin Jigui， Zhang Yiqi， Ye Jiafa， Zhang Hongjiang， Zhang Hongjun， Zhang Ping， Zhang Yijia， and Zhang Guojin.

Over the past 64 years， the nine successive Party secretaries have always kept in mind their original aspiration of enriching the people， and led the villagers to turn the poor and backward village into a “Well-off Demonstration Village”. With a fixed asset of 360 million yuan， the village now generates an annual income of tens of millions of yuan from collective economy， and a per capita income of 80，000 yuan.

How did the village achieve such great changes？ By reading through the 35 diaries recorded by the nine successive secretaries， one can discover the secrets behind the tremendous changes， and the footprints of the village Party branch in leading the local people towards their dreams from 1957 to the present.

In the 1960s， when Chengxi village was called “Fanshen village”， the poverty-stricken villagers still lived in leaky wooden houses with inadequate food and clothing. Then secretary Zhang Zhenghe often said， “if we dont have enough to eat， what can we do？” What he desired for most was to provide the villagers with enough food. So， he led the people to reclaim land， build water conservancy projects， and farm scientifically. As a result， grain production increased year by year， and the villagers no longer suffered from starvation. He recorded the exciting moment in the notebook in 1963： “In 1963， the total grain output reached 406，245 jin （203.1225 tons）， an increase of 27% over 1962.” That year， Chengxi village won the citys “food production champion”， and was awarded a big ox， which caused a sensation throughout the county. You must know that the value of an ox at that time was no less than that of a BMW or Mercedes-Benz today.

“With enough to eat， the people still have no money. What should we do？” The 1978 diary gave the answer： “Reform. It is risky to be first movers. Still， we need to think out of the box. As long as it is beneficial to the village， we shall be brave to give it a try.” In this way， with the pioneering spirit， successive secretaries joined the reform and opening-up drive. They vigorously developed industry and commerce， and established a hardware factory， a transformer fittings factory and the countys first village level farmers market. In 1985， Zhang Yiqi， the thirdParty secretary， set up a baking-free brick factory， allowing all villagers to receive an annual dividend of more than 100 yuan for the first time. At that time， the price of meat was only two yuan per kilogram.

After 30 years of development， Chengxi village accumulated a certain amount of wealth. Then how should they further innovate and transform to achieve prosperity？ In 1988， the fourth secretary Ye Jiafa took office. During his tenure， he engaged in technological transformation， plant expansion， equipment procurement and market expansion for 17 years. Under his leadership， the number of industrial and commercial enterprises of the village soared from a few to 25， which created job opportunities to more than half of the villagers. In 1995， the village became the richest among the countys “Top 100 Villages” with 100 million yuan as its assets.

With wealth come new expectations for a better life. “We hope to live in a better house， with more colorful cultural life...” Since the 1990s， the wishes of the villagers have appeared in the diaries of successive secretaries.

The well-off buildings， the Senior Villager Activity Center， the Ecological Park... dreams and blueprints came true one after another with the villagers joint efforts. In the development of the village， successive Party secretaries always disregarded their own personal interests. In allocation of the villagers residential buildings， there were not enough houses for every family. The sixth Party secretary Zhang Hongjun voluntarily gave up his share without any complaints.

Nowadays， every household in the village lives in a well-off building. Villagers have organized various leisure activities all by themselves， such as line dance， Tai Chi and jogging. They improved the village-level regulations for financial management， weddings and funerals， sanitation， and civilized etiquettes. With improved social conducts， the villagers sense of happiness and satisfaction also improved. In addition， men above 55 years old and women above 50 years old can receive a sum of pension every year， and elderly people over 60 can also enjoy benefits such as group travel， physical examination， and reunion dinner each year. Besides， all villagers can receive a year-end dividend of about 5，000 yuan every year， as their life becomes better and better.

The 35 diary notebooks are convincing footnotes for the villages exploration of grassroots governance. It testifies to the commitment of every Party secretary to their original aspirations. In December 2020， Zhang Guojin， who had worked in the two village committees for 19 years， was elected as the ninth Party secretary. In a new notebook， he began to write down his own dreams and the dreams of the villagers. This is the dream to be a good Party secretary， a secretary who keeps pace with the times and contribute his share to enrich the village. He is determined to rebuild a new Chengxi village in the future five years.