China News Service:

Recently, Chongqing's "Basket Line" has gone viral online, making it easier for many suburban farmers to travel to the city to sell their vegetables. We have noticed that Chongqing every year rolls out 15 key welfare matters. Could you explain how these major matters are determined and implemented, and what is their current progress? Thank you.

Hu Henghua:

Thank you for your question and your attention to Chongqing. I will invite Executive Vice Mayor Chen Xinwu to answer this question.

Chen Xinwu:

Thank you for your question. The "Basket Line" is what the locals call Line 4 on our subway system. This line is 48.5 kilometers long, connecting Shichuan town in Yubei district to the city center. Every morning, people in the suburbs can carry their baskets and take Line 4 into the city to sell their vegetables. At the same time, in order to facilitate the people to sell vegetables, we have made arrangements regarding security checks and seating on this line as we ll as market planning. This ensures that residents can easily sell their vegetables while also managing the city's appearance. It can be said that the "Basket Line" is a reflection of Chongqing Municipal Government's annual work for people's welfare.

Over the years, the Chongqing Municipal Government has always regarded welfare matters as the most practical and direct work. Each year, we plan 15 key welfare matters. In planning and advancing these projects, we mainly focus on three aspects:

The first part is collecting issues. Each year, the municipal government publicly collects work suggestions for the next year on the government website. At the same time, we have mobilized grassroots communities, various social organizations, and "Party congress delegates, people's congress deputies and political advisors" to solicit suggestions. We collect over 3,000 opinions every year.

The second part is the decision-making process. In the decision-making part for welfare matters, the government always insists on being close to the people, paying attention to their needs, focusing on practical projects and embodying warmth. We have focused on launching some small-scale and effective people's welfare projects, and aim to accomplish a number of "key matters" and "heartwarming good deeds." For example, we regard urban outdoor workers being able to rest as a matter of people's welfare. So, we have built 1,400 "workers' rest areas" at labor union activity homes, community service centers, banks, supermarkets and sanitation facilities. These areas provide outdoor workers a place to rest, drink water, eat and charge their phones, if needed.

The third part is the implementation stage. Although urban welfare matters may seem small, their implementation can be quite complicated. We have innovated our working methods. For example, in order to solve the problem of building small and micro parking lots, we have been boldly innovative by using idle land, fragmented land and spaces under bridges for public bidding. In less than two years, we have built 1,200 small and micro parking lots, adding 90,000 parking spaces and effectively alleviating the parking difficulties in the urban area.

Next, we will continue to deal with real problems and handle welfare matters well, so as to provide people a greater sense of accomplishment and happiness. Thank you!