Summary of rural poverty alleviation development work

The project seeks to break through the bottlenecks in terms of manpower, capital, production and organization that restrict rural development. It is hoped that with the support of the local government and foreign institutions, on the basis of quality and quantity, while completing the reconstruction of the housing and the infrastructure of the village as soon as possible, Let the project point people own and manage the external funds, set up the operation management team, and find suitable production, organization and management forms in the process of practice, and grow and gain their own interests in the competition of society and market.

Judgment and assumption

Based on the original rural work experience, we believe that it is unlikely that foreign institutions will continue to invest in time, money, and personnel in a village. It is still their own villagers who want to get rich and the villages to develop. After the withdrawal of the foreign institutions, the remaining achievements are generally the infrastructure and related hardware output such as water and road generated by the project. Many of the various systems, regulations, and operational mechanisms that outsiders are most concerned about are hanging on the wall, staying in the report, and having little to do with the actual life of the villagers. It is often easy to get out of shape during implementation. In many past poverty alleviation projects, ngo, local governments, project villages and villagers are the main stakeholders. However, project villages and villagers are generally passively present as providers of information, people and venues, and the needs of ngo and government are often placed first.

The industrial poverty alleviation model driven by the leading enterprises in the market reform often has the following limitations: First, many poor villages do not have the resource endowment and social and economic foundation for the development of scale industries; second, the villages and villagers have many realistic and direct such as Small-scale funds and villagers' employment needs are easily excluded, and they are of little significance to ordinary villagers. Third, farmers are only working as land-based workers. The original subjectivity is lost and potential interests are impaired. Fourth, scale industrial projects are slow. The risk is high, and it is difficult to combine with the existing economic and social systems dominated by small farmers. The participation of farmers is limited. 5. The external project managers are more difficult to take root locally, and the choices and needs of managers may lead to their pursuit. Short-term benefits.

People living in rural areas tend to be very different from rural workers with urban education in terms of lifestyle, emotions, and behavioral choices. Relative to the villagers, the outsiders as the leader of the project, the providers of funds, the main formulators of rules and powers, can not understand and agree with the rules and order that are actually in operation in rural areas and have been mastered by farmers. Due to the inertia of the work and the overall consideration of the project, farmers are often required to act in the way of outsiders. However, rules or methods that are logically reasonable and proven to be effective in large cities may not meet the actual conditions of the village, are not recognized by the farmers, and are difficult for the villagers to master. If farmers are required to execute such orders, they often have to pay a lot of money, and the effect of the project is easy to be discounted.

Results and social impact

Overall, the target of the Minle Village project has been basically achieved, but the profitability of economic projects will take more time.

In terms of housing reconstruction, by September 2019, a total of 10.861 million yuan of subsidies for housing reconstruction was distributed, including 8.508 million yuan of government funds and 1,678,100 yuan of foundation funds. There are 511 new farmhouses in Minle Village, 1388 people; 6 households and 25 people. By the beginning of October 2019, all the 517 new houses rebuilt in the village were completed, and the villagers moved into new homes one after another.

In terms of industrial development, the cooperative has two enterprises, Minfu Modern Agriculture Co., Ltd. and Puhuiyuan Agriculture Co., Ltd., which produce edible fungi and rex rabbits respectively. In 2019, the actual consumption of the edible fungi project was 1.2 million, and the production of bacteria was 200,000 sticks, and the sales income was 250,000 yuan. The first phase of the Rex Rabbit Project invested 1 million yuan, of which 700,000 were from cooperatives and 300,000 from outside managers. The Rex Rabbit Project aims to produce rabbits of rabbits. It is estimated that 30,000 rabbits will be produced each year, with an annual sales income of 3 million yuan. In addition, the meat rabbit test project achieved a sales income of 45,000 yuan, which has basically achieved breakeven. The industrial project provides 30 jobs.

In terms of community construction, the village activity center is used as a platform. The elderly, Buddhist dance, women's dance, summer camp for primary school students, embroidery training, film screening and other activities have expanded the project content, enriched the daily life of the villagers, and also improved the villagers' overall project. The level of recognition has provided support for the stable development of economic projects. The landing of the Sunshine Community Center project, the social work team of the China Youth Political Institute and the placement of social funds will also better promote the social development of Minle Village.

As a platform for organization and governance, cooperatives are the main body of the development of folk music projects. In the past two years, the cooperative has experienced many changes in the resignation of the chairman, the re-appointment of accountants, and the dismissal of managers. The chairman of the board of directors and the accounting staff also changed from the original part-time job to full-time, ensuring a reasonable manpower input. The tension, mutual evasion and accusation of the two village committees and cooperatives were also improved by the adjustment of the directors. The sense of ownership and identity of local villagers towards cooperatives and industrial projects has gradually increased. The regular meetings of the cooperatives, the board of directors, the board of supervisors, and the financial system have also been upheld and improved, and the efficiency and decision-making ability of the meetings have also been significantly improved. The localization of personnel and systems has been smoothly carried out.

Experience and advice

From the practice of Minle Village, when implementing projects in rural areas , we need to pay attention to the following points:

Can't be quick and quick, and have the determination and perseverance to develop together with farmers.

Rural poverty alleviation and development are long-term and arduous. Rural work is a long-term job, and there must be sufficient investment in time and personnel.

The project needs to understand the original natural environment and social and economic conditions of the project.

The behavior, cognition and attitude of local villagers must be fully respected. Right or wrong needs to make specific judgments in a specific environment. In terms of organization and personnel arrangements, it is better for outsiders to live with local villagers, to truly live in the countryside , to understand, accept and recognize the life and emotions of local people. The tasks and effects of education and transformation are mutual to farmers and outsiders.

The power of foreign institutions needs to be balanced and constrained

External support is often unsustainable, and it has a large interest demand. It can restrict the rights and obligations of all parties through financial disclosure and other systems, and achieve the purpose of joint supervision and coordinated development. It takes a lot of effort to support the local team to grow and take the primary responsibility in practice. The government should create conditions to support young people to work in the countryside .

The selection of economic projects requires stability and effectiveness, and it is best to start with small projects.

Don't pay too much attention to innovation and avoid economic losses. The project needs to start with the most concerned, most direct and most realistic interests of farmers. The early results of the project will affect the judgment and choice of project participation, and confidence is very important.

Rural organization and leadership work is necessary

It is necessary to give full play to the strength of the villagers themselves, but this does not mean that the work is pushed to the cadres and villagers after the work objectives are set. Economic and organizational work is often embedded in the daily life and emotional networks of rural areas . In view of the unfavorable situation of rural collective economy and people's distraction, it is necessary to rebuild and play the role of a new type of farmer cooperative. There must be appropriate incentives within the cooperative. As an independent legal person, it is necessary to clarify the powers and responsibilities and boundaries of the cooperative and the village committees. Organizational finance and management need to be open and transparent, and appropriate consideration should be given to the organizational, monetary, time and emotional costs of villagers' democratic participation.

Rural development requires increased investment by the state and society

It is not always necessary to plant land in rural areas , and farming does not necessarily make money. Smallholder economies can guarantee agricultural products at low cost. Rural development requires the state and society to invest more and innovate social construction in order to promote farmers' employment and entrepreneurship. There is a need to improve the self-supply capacity of rural local organizations for rural public services. The government should encourage and support farmers and their consortia to share the common results of the development of the primary, secondary and tertiary industries and social progress.