How much is the revenue? Who is the principal? Who manages assets? Three questions about poverty alleviation assets after getting rid of poverty

Guide

　　In order to establish a stable and long-term mechanism for increasing production and income, some poor areas explore and practice various industrial projects. Some have driven poor households to invest in local enterprises or set up breeding cooperatives, some have built photovoltaic power stations or poverty alleviation product processing factories, and others have purchased shops for rent ... Poverty alleviation projects based on local conditions are promoting income growth for poor households and enhancing village collectives. The effect on economic income is obvious.

　　As poverty alleviation enters the year of ending, while these poverty alleviation projects help the local to gain income, there are still some things to be solved urgently: how to deal with the principal after the project ends? If the project lasts for more than 10 years, how will the future benefits be distributed after the poverty alleviation period ends? After the poverty alleviation team evacuates, who will manage the poverty alleviation project assets?

　　Guangxi Rongan Kumquat is the local fruit of prosperity. The picture shows an employee of an e-commerce enterprise in Rongan County sorting kumquat. Xinhua News Agency reporter Huang Xiaobang

Concerns about the subsequent management of poverty alleviation assets

　　The first secretary of a village in the south told Hanyue Tan reporters that there are two collective asset projects in their village: shops that help units pay for and photovoltaic power stations that are built. Among them, the retail project generates more than 50,000 yuan of income each year, and the first money was obtained last year. However, there is controversy over how to spend the money, so that the money has been still in the village public accounts.

　　"According to the policy, this money should first be used to guarantee the life and production of poor households, such as directly giving dividends to poor households. However, the two village committees believe that since this money is a collective asset, its control rights should belong to the two village committees. The two committees want to spend the money on the public utilities in the village. "The first secretary said, just like this, the money is idle. Some nearby villages have engaged in retail projects earlier, and some have spent their funds idle for two or three years.

　　Another poverty-relief cadre in the village reported that their villages invested poverty-relief funds in forage cultivation, and the main beneficiaries are card-holders. After the poverty alleviation is over, who should belong to the income of hundreds of acres of forage planting? There is no specific statement from the superior at present. The village met on its own and decided to dispose of it according to the principle of "guaranteeing the benefit of all the villagers".

　　In fact, there are basically regulations on the distribution of income generated by poverty alleviation assets during the period of tackling poverty. For example, shareholding enterprises, establishment of cooperatives, construction of poverty alleviation industrial processing plants, etc., at the beginning of the project, most of the income distribution plan was determined: during the poverty alleviation period, part of the proceeds were used for dividends from poor households and part of the village collective assets; After that, the proceeds are used as village public welfare funds or village collective assets.

　　But the question is, how to deal with the principal of these poverty alleviation assets? If the principal is the poverty alleviation funds raised by the support unit or financed by the government, who should the money go to after the project contract expires? What should I do if there is a problem with the operation of the enterprise? A number of poverty alleviation cadres analyzed that this kind of problem generally does not occur when the village team is in the village. However, once the village resident team is withdrawn, in the absence of professional supervision, these principals cannot be guaranteed to be lost.

　　The later maintenance and management of fixed poverty alleviation assets is also a problem. If the photovoltaic power generation project needs to mediate the leasehold relationship and maintain the photovoltaic facilities, will the photovoltaic project operation conflict with the land owner? How to deal with the consequences of depreciation, depreciation or even destruction of fixed assets? A poverty alleviation cadre took the village photovoltaic power generation project as an example. The town originally planned 3 poor villages to build photovoltaic power generation projects. However, this photovoltaic project was built in other non-poor villages. The conditions were discussed with the non-poor villages. The photovoltaic power plant After it was built, the other party demanded more land rent.

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Long project duration and lack of capacity of village cadres

Trouble following management

　　The reporter of Half Moon Talk learned that the management of poverty alleviation assets is difficult, mainly due to the following pain points.

　　Industrial poverty alleviation projects have a long duration and are afraid of accidents during operation. For example, most of the photovoltaic poverty alleviation projects have been operating for more than 10 years, and it usually takes 10 years to pay back. Some hydropower station poverty alleviation projects may last longer. "After the poverty alleviation is over, who is the main body of poverty alleviation assets? If something goes wrong, who will be responsible? If the operation is good, how will the additional income be distributed? Once the policy changes, how should it be handled?" A poverty alleviation cadre asked.

　　Village cadres are lacking in capacity and there are worries about asset management. Many poverty alleviation cadres report that some village cadres do not understand management and have poor legal literacy, and have no concept of asset management. In addition, it cannot be ruled out that some village cadres commit illegal acts in private, resulting in the decline and loss of poverty alleviation assets that should benefit poor villagers. A poverty alleviation cadre reported that in the village, after the two village committees received the poverty alleviation assets, the assets were lost, sold or artificially damaged.

　　The reporter of Half Moon Talks had learned from a survey in a place in the south that the aid unit used the aid funds provided by the affiliated unit to purchase a small hydropower station in the village. The originally agreed hydropower station income was used for the village collective, the village public welfare fund, and the village The poverty-stricken households pay dividends, but because the village ’s collective economy is weak, the village cadres ’wages are low, and the task of poverty alleviation is heavy, the first month of the hydropower station ’s income is partially lost by the village cadres. Although the relevant funds were recovered afterwards, the village cadres also acknowledged the problems and errors, but this has to be vigilant.

　　Some projects have poor anti-risk capabilities and require professional team management. Some poverty alleviation projects themselves are difficult to manage and also bring more hidden dangers. For example, some places lease shops from elsewhere, which is a typical off-site project, and it is very difficult to supervise later. A county-level city poverty alleviation office reported that some village-level poverty alleviation industries are small, scattered, and chaotic, with poor risk resistance, difficult supervision, and difficult support and management in the future.

　　The picture shows the workers who are employed through the “special post for poverty alleviation” in Lincheng County sorting walnuts in the workshop of a Hebei Fruit Industry Co., Ltd. Xinhua News Agency reporter Mu Yushe

Explore experience and issue guidance as soon as possible

　　There are two main types of assets formed by investment in poverty alleviation funds, one is stock assets and the other is physical assets, such as photovoltaics, greenhouses, and ground crops at the base. No matter what kind of asset, its subsequent asset management must be standardized and perfect. Some poverty alleviation cadres look forward to issuing relevant normative guidelines as soon as possible. For them, with policy guidelines, when implementing poverty alleviation projects, they can avoid later risks; in the later stages of project operation, they can also avoid asset loss.

　　In fact, some places have already explored this issue in the course of implementing poverty alleviation projects. For example, Nanxiong City, Shaoguan City, Guangdong Province established the Poverty Alleviation Development and Investment Co., Ltd. to plan, manage, and develop the city ’s poverty alleviation industry projects in an enterprise-oriented and market-oriented manner, and solve the problems of small, scattered, and weak industries. Futou Company manages all the poverty alleviation assets of towns and villages by mobilizing collective resources, investing in shares or shares, and quantifying asset returns to ensure that towns and villages assets can stably produce benefits, allowing poor households and poor villages to share industrial value-added gains. At the same time, continue to carry out special governance of corruption and work style in the field of industrial poverty alleviation, and reasonably coordinate the distribution of income.

　　The deputy secretary of the party committee in charge of poverty alleviation in a town in the south suggested that after the poverty alleviation is over, the income from the poverty alleviation assets should be used in the field of public welfare, such as scholarships and awards, emergency rescue, new rural construction and maintenance.

　　In addition, some cadres stationed in the village believe that the construction of grassroots organizations should be highly valued. While strengthening the sense of subject responsibility of village cadres, it also enhances its capabilities in project operations and risk management. These qualities must be possessed by the village cadres in poor villages. If we do not pay attention to the training of village cadres now, there will be many risks in the later stage.

　　Source: "Half Moon Talk" No.7, 2020

　　Reporter for Half Moon: Li Xiongying