Recently, walking into the Changsha settlement room of a centralized fund collection and payment management center, the slogan on the wall of the service hall is particularly eye-catching: 'Only run once if it meets the regulations, explain once if it does not meet the regulations, and receive the account within one day after passing the audit.'. This is a public commitment to the service standards of the center, and also a vivid portrayal of how they have transformed the results of political training into work efficiency. In deepening political training, this center adheres to a problem oriented approach, takes the satisfaction of officers and soldiers as the standard, organizes discussions, analysis, reflection and rectification, and strives to promote the comprehensive improvement of various guarantee work. In the past, some units have reported problems with financial reimbursement, such as "complicated review and signing, difficult reimbursement, and slow receipt of accounts", which have involved the energy of officers and soldiers and affected work efficiency. The central party committee deeply realized during the rectification and training that the root cause of these problems, although influenced by some objective factors, still lies in their weak service awareness and inadequate work style. To this end, they took the Changsha settlement room as a pilot, fulfilling the commitment of "only running once for compliance with regulations, clarifying once for non-compliance, and receiving approval within one day", breaking through service bottlenecks, promoting the extension of training and rectification results to other settlement rooms, and expanding to various work tasks. Two years ago, a case was repeatedly mentioned during the training: due to issues such as excessive accommodation and inconsistent invoices, reimbursement documents were returned multiple times, resulting in the handler traveling back and forth several times. At the analysis meeting on the training issues, the central leadership said, "Strictly controlling is a normal performance, but why can't we explain all the problems at once? The warmth of service is reflected in every detail." Taking this as a mirror, the central organization organized a comprehensive inspection, delved into the ideological roots, and consolidated the consensus of "officers and soldiers have no small matters, and service has great love. Based on this concept, the center has refined the training requirements into industry rectification measures and promoted the "three musts" mechanism of Changsha settlement office: the first "refund" must indicate all issues, the second "refund" must be actively communicated over the phone, and the third or more "refunds" must be approved by the leadership. This rigid constraint forces auditors to improve their business accuracy and service initiative, with immediate results: the average time for handling reimbursement matters has been significantly reduced, and the number of officers and soldiers who only make one trip has gradually increased. The changes brought about by training are not only reflected in the speed of reimbursement. The Central Party Committee further recognizes that high-quality services require not only quick action, but also deep thinking. They rely on the data accumulated from payment settlement to promote the transformation of the settlement room from an "accounting processing center" to a "data value center". Each settlement room establishes a data analysis team, actively provides financial data analysis services, and regularly produces special reports, becoming an important reference for optimizing resource allocation and fund investment for various guarantee units. The new trend of financial settlement is blowing a pool of spring water. In order to promote the benefits of the training results to a wider range of fields, the central party committee took the initiative to "go global", coordinated the construction of a consultation platform, held financial symposiums for key guarantee units, and listened to needs and solved problems face-to-face. On this basis, they focused on building a financial management information platform that integrates information release, policy interpretation, data sharing, and online Q&A, and initially formed a new ecology of open collaboration and mutual benefit. At the same time, in response to the core needs of small and remote units, they have tailored service plans to accurately deliver high-quality services to the guarantee terminals through the deployment of liaison officers, the establishment of remote service points, and regular office tours. During this process, they carried out the "Sending Classes to Grassroots" activity, which covered various aspects such as policy regulations, process steps, risk prevention and control, and improved the level of financial standardization from the source. From "waiting for doorstep" to "actively asking for needs", from "accounting control" to "staff consultation", each settlement room has undergone deepening political training, committed to fulfilling commitments and keeping promises, and their ideological style and service guarantee have been rejuvenated. The ultimate manifestation of the effectiveness of the training is the improvement of guarantee and combat effectiveness, "said the center leader. In the next step, they will continue to consolidate the training results, focus on the needs of war preparation, seek greater breakthroughs in breaking down data barriers, optimizing service processes, and strengthening intelligent support, and strive to build an efficient, accurate, and intelligent modern military financial support system, providing solid support for winning battles. (New Society)