驻村帮扶

　　精准扶贫和脱贫攻坚的关键是人。中国的扶贫工作进入了精准扶贫时代,驻村帮扶在精准扶贫中发挥了无可替代的作用。2013年,在《关于创新机制扎实推进农村扶贫开发工作的意见》中,国家提出将健全干部驻村帮扶机制作为六项扶贫开发工作机制创新之一,要求在各省(自治区、直辖市)现有工作基础上,普遍建立驻村工作队(组)制度。确保每个贫困村都有驻村工作队(组),每个贫困户都有帮扶责任人。2014年3月,国务院扶贫开发领导小组召开第二次全体会议,进一步要求各地把驻村帮扶工作和第二批党的群众路线教育实践活动结合起来,认真总结现有帮扶经验,选拔有经验、有能力、懂扶贫、善于同农民打交道的干部,在2014年上半年派驻到每个贫困村。

　　其主要作用体现在:第一,驻村帮扶完善了贫困村的治理结构。在缺少监督的情况下,扶贫资源分配中优亲厚友的现象比较普遍,这影响了干群关系,也影响了扶贫的效果。驻村帮扶的工作队员来自村庄之外,他们与村庄没有直接的利益关联,这保证了驻村工作队可以在村庄中以客观公正的身份参与村庄事务。在贫困户识别、扶贫资源使用和产业发展中,驻村工作队和村级组织既相互配合,又相互监督,从而改善了村级治理格局。第二,驻村帮扶实现了更有效的扶贫资源动员。驻村帮扶工作队来自上级机关,具有更强的资源动员能力,他们的加入大大增加了贫困村的帮扶资源。第三,驻村帮扶推动了贫困村的产业发展和脱贫攻坚任务的完成。在进驻贫困村以后,驻村帮扶工作队都会根据贫困村的特点和问题,深入分析其致贫原因,并提出相应的发展规划,包括基础设施发展、产业发展和农民文化设施建设。在驻村帮扶工作队的支持下,贫困村形成了脱贫发展的策略和因户施策的扶贫方案。

　　Resident Work Teams in Poor Villages

　　People are the key factor in China’s poverty alleviation and elimination. The resident work teams dispatched to help poor villages play an irreplaceable role in targeted alleviation.

　　According to the central leadership’s Decision on Creating New Mechanisms for Promoting Rural Poverty Alleviation and Development in 2013, dispatching resident work teams was one of the six mechanisms to be adopted across the country. Every poor village would have one resident work team, and every poor household would have one person designated to help them.

　　At its second plenary meeting in March 2014, the State Council Leading Group of Poverty Alleviation and Development decided to combine the work of resident work teams with the CPC’s campaign to educate Party members about keeping close ties with the villagers. Based on a summary of current experience, capable and experienced officials who understood poverty alleviation and were adept at communicating with farmers were dispatched to every poor village in the first half of 2014.

　　First, the work teams have helped improve village management. Due to a lack of supervision, there had been cases where poverty relief resources were distributed in favor of relatives and friends of village heads rather than to those really in need, which weakened the ties between village heads and villagers and affected the results of poverty alleviation. Since the work team members are all outsiders who have no direct interest connection with the villages, they can take an objective and just stance in village management. The work teams and the village management committees work together in identifying poor households, using relief resources, and developing economic activities, and they supervise each other in this process, thus improving village management.

　　Second, the work teams have helped with effective mobilization of relief resources. Since these teams come from higher levels of authority, they are better able to mobilize relief resources, and can bring more of such resources to the villages.

　　Third, the work teams have promoted new economic activities, and supported development and the completion of relief tasks in poor villages. They generally conduct an in-depth analysis of the features of the poor villages and the causes of their poverty, and then work out corresponding plans for infrastructure and cultural facilities and new economic activities. With the support of these teams, the poor villages have adopted relevant tactics and specific plans for individual households.

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