駐村幫扶

精準(zhǔn)扶貧和脫貧攻堅的關(guān)鍵是人。中國的扶貧工作進入了精準(zhǔn)扶貧時代，駐村幫扶在精準(zhǔn)扶貧中發(fā)揮了無可替代的作用。2013年，在《關(guān)于創(chuàng)新機制扎實推進農(nóng)村扶貧開發(fā)工作的意見》中，國家提出將健全干部駐村幫扶機制作為六項扶貧開發(fā)工作機制創(chuàng)新之一，要求在各?。ㄗ灾螀^(qū)、直轄市）現(xiàn)有工作基礎(chǔ)上，普遍建立駐村工作隊（組）制度。確保每個貧困村都有駐村工作隊（組），每個貧困戶都有幫扶責(zé)任人。2014年3月，國務(wù)院扶貧開發(fā)領(lǐng)導(dǎo)小組召開第二次全體會議，進一步要求各地把駐村幫扶工作和第二批黨的群眾路線教育實踐活動結(jié)合起來，認(rèn)真總結(jié)現(xiàn)有幫扶經(jīng)驗，選拔有經(jīng)驗、有能力、懂扶貧、善于同農(nóng)民打交道的干部，在2014年上半年派駐到每個貧困村。

其主要作用體現(xiàn)在：第一，駐村幫扶完善了貧困村的治理結(jié)構(gòu)。在缺少監(jiān)督的情況下，扶貧資源分配中優(yōu)親厚友的現(xiàn)象比較普遍，這影響了干群關(guān)系，也影響了扶貧的效果。駐村幫扶的工作隊員來自村莊之外，他們與村莊沒有直接的利益關(guān)聯(lián)，這保證了駐村工作隊可以在村莊中以客觀公正的身份參與村莊事務(wù)。在貧困戶識別、扶貧資源使用和產(chǎn)業(yè)發(fā)展中，駐村工作隊和村級組織既相互配合，又相互監(jiān)督，從而改善了村級治理格局。第二，駐村幫扶實現(xiàn)了更有效的扶貧資源動員。駐村幫扶工作隊來自上級機關(guān)，具有更強的資源動員能力，他們的加入大大增加了貧困村的幫扶資源。第三，駐村幫扶推動了貧困村的產(chǎn)業(yè)發(fā)展和脫貧攻堅任務(wù)的完成。在進駐貧困村以后，駐村幫扶工作隊都會根據(jù)貧困村的特點和問題，深入分析其致貧原因，并提出相應(yīng)的發(fā)展規(guī)劃，包括基礎(chǔ)設(shè)施發(fā)展、產(chǎn)業(yè)發(fā)展和農(nóng)民文化設(shè)施建設(shè)。在駐村幫扶工作隊的支持下，貧困村形成了脫貧發(fā)展的策略和因戶施策的扶貧方案。

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.