Authors: Chen Taotao, Qiao Ziyi, An Haozhen, Rong Yu, Feng Jian, Fan Jiwei, Lin Yihang, Song Qing

Preface

In 2025, the China-Latin America Youth Responding to Global Challenges – 2025 Poverty Alleviation Challenge was successfully co-hosted by Tsinghua University, together with the Federal University of Rio de Janeiro (Brazil), Pontifical Catholic University of Chile, University of Chile, Universidad del Pacífico (Peru), Minmetals Peru Bambas Company, and other institutions. The program aimed to build a cross-cultural communication bridge and stimulate innovative thinking and practical potential among Chinese and Latin American youth in poverty reduction.

In January 2026, outstanding Latin American youth selected from the 2025 Poverty Alleviation Challenge visited China for in-depth activities including academic exchanges, field investigations, and cultural experiences. During this period, the Tsinghua University Latin America Center, in conjunction with the Tsinghua University Rural Revitalization Workstation, organized 32 Latin American youth and about 60 Tsinghua students to form three mixed China-Latin America teams, which went to three poverty alleviation demonstration sites – Nanjian (Yunnan), Gaochun (Jiangsu), and Cili (Hunan) – for in-depth learning. To systematically present the research findings, we will launch a series of poverty alleviation case studies on the three sites. This paper focuses on Cili, Hunan – the learning base of the China-Peru team – and deeply analyzes its poverty reduction practice from factor activation to value realization.

Cili County is located in the northeastern part of Zhangjiajie City, in the hinterland of the Wuling Mountains. More than 80% of its area is mountainous and hilly, with crisscrossing rivers, high forest coverage, rich species, and a unique ecological environment. Once a national-level deeply impoverished county included in the national list of 832 impoverished counties, Cili long faced typical mountainous dilemmas: inconvenient transportation, fragmented farmland, and agricultural products dominated by primary products. Since the implementation of the targeted poverty alleviation policy, the county has adopted targeted and multi-pronged measures for different poverty problems. By early 2020, Cili lifted all poor people out of poverty and successfully exited the impoverished county sequence, becoming a typical demonstration area for rural revitalization and characteristic industrial poverty alleviation in Hunan Province.

This paper selects three representative poverty alleviation cases in Cili County: transportation construction, selenium-rich agricultural development, and innovative introduction of foreign agricultural varieties. Based on the "5W1H+" analysis framework, it elaborates on the cases from four dimensions: poverty scenario, causes of poverty, poverty alleviation plans and implementation strategies, and project effectiveness. In the conclusion, it extracts replicable poverty reduction strategies combined with the experience of each case.

I. Poverty Reduction Mechanism of Mountain Transportation Improvement: Factor Mobility Driven by Infrastructure

(I) Introduction to the Poverty Scenario (What + When + Where)

A prominent poverty problem in Cili County is mountain transportation poverty – constrained by complex mountainous terrain and backward transportation infrastructure, the smooth flow of people, products, capital, and resources is hindered, and local resources cannot access the market system (What). Cili is located in the northwestern part of Hunan Province, on the eastern edge of the Wuling Mountains, governing 427 administrative villages with scattered distribution (Where). The Wuling Mountain area is characterized by high mountains, steep slopes, deep valleys, and high infrastructure construction costs, making it difficult to lay transportation, water supply, power, and communication facilities. Before the 2010s, Cili long suffered from transportation infrastructure constraints caused by terrain; some remote areas were "connected but not smooth" or even "inaccessible" (When). Taking Ganyan Tujia Township as an example, despite having high-quality ecological and cultural resources such as canyons and cliffs, it remained underdeveloped for a long time due to inconvenient transportation, insufficient industrial organization capacity, and lack of value chain extension.

(II) Analysis of the Causes of Poverty (Why)

The poverty in Cili County essentially stems from restricted factor mobility under infrastructure constraints, which operates at three levels:

1. Production and circulation: Inconvenient transportation significantly increases transaction costs. High transportation time, expenses, and loss risks for agricultural products from production to distribution centers prevent farmers from maximizing benefits through the market even with production capacity.

2. Factor allocation: Poor road conditions limit the entry of external factors. Enterprise investment, technology diffusion, and labor mobility all depend on transportation; capital and industries tend to flow to areas with convenient transportation when accessibility is insufficient.

3. Resource transformation: Inadequate accessibility blocks the "resource-market" connection mechanism. Although natural landscapes and ecological resources have development potential, they cannot form tourism products or consumption scenarios without basic transportation support.

Thus, insufficient transportation infrastructure in Cili prevented resources from entering the market system, leading to a lack of development opportunities.

(III) Poverty Alleviation Plans and Implementation Strategies (How + Who)

Cili County took transportation infrastructure construction as a fundamental breakthrough for poverty alleviation, gradually forming a promotion mechanism centered on government coordination – township implementation – villager participation, and achieved systematic improvement of development conditions through the "transportation + industry" path.

1. County government: overall planning and funding guarantee
Cili incorporated "building a strong transportation county" into its key strategy for economic and social development. During the 13th Five-Year Plan period, it invested about 3 billion yuan in transportation construction through central and provincial special funds and local matching funds. Around 2016, the county proposed a "three roads" construction framework – tourism routes, resource routes, and industrial routes – integrating transportation networks with industrial layout:

￮ Tourism routes connect scenic spots and rural nodes to improve tourist accessibility;

￮ Resource routes serve ecological resource development and rural living needs;

￮ Industrial routes link agricultural production bases with processing and sales links for direct production-market connection.
This planning transformed road construction from a single traffic function to a comprehensive function serving industrial development.

2. Township governments: institutional guarantee and organizational coordination
Townships are the key implementation level for policy 落地，undertaking specific execution and coordination. They decompose county-level tasks to specific roads and villages, clarifying construction sequences and timelines.

￮ Conduct demand surveys through household visits and villager meetings to incorporate reasonable demands (e.g., traffic safety, drainage) into design plans;

￮ Coordinate interests in land acquisition, compensation, and construction to reduce social conflicts and ensure smooth project progress.
This governance model improves the matching between public projects and actual needs through participatory decision-making, enhancing infrastructure efficiency and laying an institutional foundation for subsequent industrial development and market access.

3. Villagers: participation in supervision and follow-up maintenance
Villagers participate in road construction to earn phased income, supervise project quality through villager representatives to ensure long-term usability, and engage in daily maintenance and inspections to form a low-cost, sustainable management mechanism. This process not only improves infrastructure but also enhances community organizational capacity.

Stakeholder	Intervention Stage	Key Contributions	Benefits
County government	Overall planning to full construction (focused during the 13th Five-Year Plan)	Overall planning, funding guarantee, "three roads" framework, integration of transportation with industry and resource development	Improved county accessibility and overall development foundation
Township governments	Implementation of county-level plans	Task decomposition, demand surveys, land acquisition/construction coordination, project 落地	Improved grassroots governance efficiency and project matching
Villagers	Construction and follow-up maintenance; post-completion	Labor-for-relief construction, quality supervision, daily maintenance; expanded agricultural product sales via improved roads	Labor income, better travel, lower transportation costs, higher operating income
Villages/scenic spots/industrial nodes	After transportation network improvement	Integrated into a unified spatial network, resource-market connection	Enhanced development opportunities, poverty reduction and income growth

(IV) Poverty Alleviation Effectiveness and Experience

Improved transportation translated into better development conditions:

• It connected production sites, distribution centers, and sales markets, reducing transportation costs and losses and facilitating farmers’ access to the county market;

• It integrated scattered landscapes, villages, and industrial nodes into a unified spatial network, laying a foundation for developing canyon/cliff landscapes and cultural resources for rural tourism and integrated agriculture-culture-tourism development.

Key Insights:

1. Infrastructure-driven poverty reduction works when local governance entities transform terrain-isolated spatial resources into market-accessible development factors through overall planning and investment. Cili’s "three roads" layout opened channels for resources to enter the market and industries to expand.

2. Effective public outcomes require an organized implementation mechanism linking coordination + implementation + mass participation, improving project 落地 capacity and long-term operational stability through multi-level collaboration.

II. Industrial Upgrading and Organizational Integration Led by Development Leaders: Characteristic Agriculture Poverty Reduction Path – A Case of Zhangshu Village, Cili

(I) Introduction to the Poverty Scenario (What + When + Where)

Zhangshu Village’s prominent poverty problem was that, constrained by mountainous and hilly terrain, agriculture long remained in fragmented operation, traditional planting, and low value-added output, with no stable and sustainable income channels for farmers (What). The village is dominated by mountains and hills with fragmented farmland, making large-scale cultivation difficult and relying on smallholder fragmented operation (Where). By the early 2000s, the village had a single industrial structure, low land use efficiency, and low agricultural product added value, lacking both characteristic industries to lead farmers to high-value markets and effective mechanisms to organize scattered farmers (When).

(II) Analysis of the Causes of Poverty (Why)

1. Natural and geographical constraints limited large-scale agricultural operation and productivity. Fragmented farmland with varying slopes and water sources hindered mechanization, standardization, and large-scale management, keeping agriculture in a small-scale, low-efficiency state with limited land output and economic returns.

2. Traditional planting structure + insufficient organization/marketization solidified low-value-added operation. Cili long relied on traditional crops (corn, rapeseed, citrus); farmers made production decisions based on experience, with little motivation for structural adjustment, and benefits were limited to primary production. Individual farmers could not afford trial costs or stably connect to high-value markets.

(III) Poverty Alleviation Plans and Implementation Strategies (How + Who)

To address the two core constraints, Zhangshu Village (Xikou Town) explored a poverty reduction path centered on industrial upgrading + organizational integration, led by Wang Linyuan’s return to entrepreneurship and village governance: introducing high-value fruit varieties adapted to local conditions to adjust planting structure, establishing demonstration effects through successful trials, and connecting farmers, land, and markets via capital investment, technology diffusion, and cooperatives. This transformed fragmented operation into large-scale, standardized cooperative management, solving "fragmented land" spatially and "low added value and lack of innovation" industrially.

1. "Leader" returns to entrepreneurship: from low-benefit crops to high-value fruits
Wang Linyuan, Secretary of the Party Branch of Zhangshu Village and Director of Cili Fumin Fruit Professional Cooperative, is the leader leading the village out of poverty through fruit industry. He returned to Zhangshu Village from Guangzhou in 2002 with technology and initial capital, aiming to change the village’s backwardness.
With experience in fruit procurement in Guangdong, he found grapes and pears had shorter growth cycles and higher unit output value than traditional crops (corn, cotton). He introduced high-quality varieties, conducted introduction-adaptation-trial planting to match local soil and water, completing structural adjustment to high-value crops. He built a branded fruit planting base of 208 mu.

2. Organizational expansion: from individual demonstration to cooperative governance
2.1 "Cooperative + Farmers" model
As village Party secretary, Wang integrated industrial development with village governance. After his individual success, villagers showed interest. He used personal funds to drive Party members and farmers, providing free seedlings to elderly and weak villagers to reduce trial costs. He self-studied and received external training to master technologies, then supported local production.
To solve weak bargaining power, price wars, and exclusion of labor-scarce farmers, he founded Cili Fumin Fruit Professional Cooperative in 2011, integrating about 126 households and 600 mu of land under a "five unifications" system: unified production management, agricultural supply, pest control, operation management, and product sales.
The cooperative provided unified sales, order docking, pricing, and technical services, ensuring stable income and price systems.

2.2 Factor integration and employment absorption: dual income channels of land transfer + base employment

• Land transfer: The cooperative rented land from migrant workers and labor-scarce farmers (over 200 mu), with rent of 600–700 yuan/mu (vs. 100–200 yuan/mu for traditional rice). Large-scale operation enabled water-fertilizer integration, rain shelters, and biological control, improving product quality.

• Employment: The cooperative set up poverty alleviation workshops, offering light physical labor (field management, weeding) for the elderly and weak, with stable monthly wages and year-round employment (even rainy days in shelters).

Farmers gained multiple incomes: independent planting, land rent, and base employment.

2.3 Industrial deepening: agricultural product deep processing and integrated agriculture-culture-tourism

• Deep processing: Made autumn pear cream to convert defective fruits into storable, high-value-added products.

• Integrated development: Combined revolutionary historical resources (Soviet relics), ecological landscapes, and fruit picking to build a composite model of historical education, ecological tourism, fruit picking, and farm catering, attracting study tours and Party-building activities and diversifying consumption scenarios.

3. Collective economy and public benefit return: resource marketization, agreed dividends, and villager welfare linkage
In 2019, the village established a collective cooperative, forming a "dual cooperatives" pattern (individual cooperative 2011 + collective cooperative 2019). Villagers joined as household equity units, integrating collective forestland and resources for unified operation and benefit sharing.
The collective cooperative acted as a resource integration and distribution platform. Operators (leaders/enterprises) could use collective resources via signed agreements, paying fixed annual dividends to the collective. Collective income was redistributed to villagers as dividends or public welfare.

Stakeholder	Intervention Stage	Key Contributions	Benefits
Leader/Party branch secretary	Full process, leading poverty alleviation	Input market knowledge, initial investment, organizational leadership	Industrial income and governance effectiveness
Individual cooperative	After leader’s individual success (2011)	Unified sales/pricing/settlement, technical services	Organizational recognition, member income growth
Farmers	After individual cooperative establishment	Independent planting/land transfer/labor supply	Multi-channel poverty alleviation and prosperity
Village collective cooperative	To activate collective resources (2019)	Collective land income, asset cooperative development	Collective income → dividends/public welfare
External operators	After collective cooperative establishment	Activate idle resources, pay fixed dividends	Access to resources and excess profit space

(IV) Poverty Alleviation Effectiveness and Experience

Zhangshu Village transformed from fragmented, inefficient traditional agriculture to an organized development path supported by characteristic fruits, carried by cooperatives, and guaranteed by collective benefit return.

• Early stage: Characteristic fruit planting improved land returns;

• Middle stage: Cooperatives realized large-scale, standardized operation;

• Late stage: Dual cooperatives ensured sustained industrial benefit precipitation and redistribution;

• Farmers gained stable income via independent planting, land transfer, and employment.

Key Insights:

1. Poverty reduction requires development leaders to take the lead in industrial exploration, bringing external market experience, management ideas, and resource networks to form demonstration effects.

2. Individual exploration needs organizational integration to expand to group benefits. Cooperatives connect scattered farmers, land, and orders, enabling all farmers to integrate into the industrial system.

3. Sustainable poverty reduction relies on value chain extension. Deep processing and integrated agriculture-culture-tourism diversified income sources for stable growth.

III. Industrial Transformation Path of Resource Visualization and Standard-Driven: Selenium-Rich Agriculture Practice from "Natural Endowment" to "Market Value"

(I) Introduction to the Poverty Scenario (What + When + Where)

Cili’s agriculture long suffered from existing resource endowments not integrated into market pricing – especially selenium-rich resources remained at the natural level without market recognition or differentiated pricing, failing to translate into stable industrial income (What). Located in the Wuling Mountains, Cili has about 2.6 million mu of selenium-rich soil (47% of total area), producing selenium-rich rice, tea, fruits, and vegetables (Where). From the 2000s to early 2010s, products were sold as primary agricultural goods without unified logos, certification, or branding (When), so selenium attributes could not be recognized by consumers or translated into higher prices.

(II) Analysis of the Causes of Poverty (Why)

The core problem was failure to convert resource advantages into industrial advantages, reflected in three interrelated levels:

1. Traditional production mode: Small-scale, non-standard smallholder production for self-sufficiency or local trade, lacking processing, branding, and channels; products sold as raw materials with no premium.

2. Lack of institutional identification of resource attributes: Selenium resources lacked systematic surveys, authoritative testing, and certification before 2014–2016, remaining at empirical cognition.

3. Insufficient market awareness: Consumers could not recognize selenium’s value without certification and marketing, leading to "famous but unpriced" selenium resources.

(III) Poverty Alleviation Plans and Implementation Strategies (How + Who)

Cili’s selenium-rich agriculture is a systematic project from resource discovery to value realization, converting intangible resources into tangible premiums via standards and branding, and connecting "smallholder production" to "modern large markets" through organization.

1. Stage 1: Resource Identification and Scientific Confirmation (Exploration around 2000 – Systematic Confirmation in 2016)
Early scattered attempts by farmers failed due to lack of scientific certification. From 2014, the county government, together with Hunan geological and research institutions, launched a county-wide selenium soil survey, completing tens of thousands of sample tests and issuing the Survey and Evaluation Report on Soil Selenium Content in Key Areas of Cili County in 2016.
This government-led scientific survey transformed selenium from folk cognition to precise data, guiding industrial planning and awakening farmers’ resource protection awareness.

2. Stage 2: Standard and Brand System Construction (2017–2018)
The core was embedding scientifically confirmed resource attributes into the market via standardization and branding, building a unified quality and credit foundation for smallholders.
(1) Public brand construction: Launched the regional public brand "Xiyou Cili" (Selenium-Exclusive Cili) in May 2017, allowing qualified producers to use it and reducing consumer recognition costs.
(2) Standard formulation and technology transformation: Jointly with Hunan Agricultural University, formulated Cili Selenium-Rich Agricultural Product Evaluation Specifications, stabilizing selenium content at 0.04–0.3 mg/kg via "external spraying and internal supplementation". Third-party testing and dynamic supervision ensured standard implementation.
(3) Organizational integration: Cooperatives became intermediaries, providing "field classrooms" for technical training, unifying supply/purchase, and connecting farmers to standards and subsidies. Farmers voluntarily joined cooperatives to access the brand premium.
(4) Channel breakthrough:

￮ Set up exhibition centers in Cili and flagship stores in Changsha, supporting key enterprises to enter;

￮ Signed agreements with RT-Mart, China Resources Vanguard to set up selenium-rich counters, waiving entry fees;

￮ Connected with state-owned enterprises (Hunan Power Grid, Hunan Construction Engineering Group) for fixed-point procurement, realizing "order-based sales".

3. Stage 3: Product Functional Reconstruction and Diversified Market Expansion (2018–2020)
The core was converting identifiable resource attributes into payable market value via product reconstruction, cognition shaping, and symbolic expression.
(1) Functional transformation: From "raw materials" to "processed commodities". Zhangjiajie Zuosheng Food launched selenium-rich sweet potato noodles with "low GI, sugar control" labeling; extended to selenium-rich mineral water, Wanfu Hot Spring, functional tea drinks, and honey, embedding selenium into diversified consumption scenarios.
(2) Cognition shaping and differentiated marketing:

￮ Government: Hosted China·Cili Selenium-Rich Food Conference, invited nutrition experts, distributed Selenium and Health manuals, linking selenium products to health demands;

￮ Enterprises: Live-streamed "selenium-rich health classes" on Douyin for domestic middle-class; promoted "medicine-food homology" narrative for overseas Chinese markets.
(3) Visual upgrading: Tsinghua Rural Revitalization Workstation upgraded packaging, integrating natural landscapes, selenium science, and ethnic culture to attract young consumers and expand market boundaries.

4. Stage 4: Industrial Integration and Value Chain Extension (2020 to Present)
Cili promoted selenium-rich agriculture to integrated agriculture-culture-tourism, realizing value chain reconstruction via consumption scenario embedding.
(1) Scenario reconstruction: The "Cliff Blossom" camp integrated camping, homestays, and agricultural experiences, creating an "all-day selenium immersion experience" (selenium-rich meals, mineral water, picking).
(2) Diversified benefit linkage: three-dimensional poverty reduction closed loop

￮ Land capitalization: Village collectives joined projects via land shares, with guaranteed annual dividends (100,000 → 150,000 yuan);

￮ Labor employment: The camp prioritized local hiring, providing ~3,500 yuan/month stable wages;

￮ On-site product sales: Direct procurement from surrounding farmers, solving "difficult transportation" of mountain agricultural products.

Stakeholder	Intervention Stage	Key Contributions	Outcomes
Local government	Full process, policy leadership and endorsement	Led resource surveys, built "Xiyou Cili" brand, industrial planning, market connection	Converted natural resources to identifiable industrial basis, lowered market barriers
Research institutions	From resource survey to standard formulation/innovation	Soil/product testing, standard formulation, scientific endorsement, packaging upgrading	Transformed empirical cognition to scientific standards, improved product image
Cooperatives	Production organization carrier during standardization	Organized farmers, technical training, unified supply/purchase, brand connection	Improved organization, integrated smallholders into industrial chain
Farmers	From fragmented production to standardized cultivation/services	Land/labor supply, standardized planting, land shares, direct supply	Multiple incomes (premium, wages, property)
Leading enterprises	Deep processing and innovation after brand establishment	Deep processing, functional product development, digital marketing	Extended industrial chain, improved added value
Village collectives	After industrial integration	Land shares, benefit distribution	Stable property income, strengthened collective economy

(IV) Poverty Alleviation Effectiveness and Experience

Cili successfully converted selenium-rich resources from natural attributes to market value:

• Resources became identifiable, tradable, and value-added industrial basis;

• Agricultural products shifted from homogeneous competition to differentiated pricing;

• Farmers’ income diversified from production to sales, employment, and factor gains;

• Industry evolved from primary production to deep processing, functional development, and health tourism.

Key Insights:

1. Resource-based poverty reduction relies on local governance to complete resource identification, rule confirmation, and institutional construction to integrate natural resources into the market.

2. Resource advantages require standards, branding, channels, and organizations to include scattered farmers and share regional brand premiums.

3. Sustainable poverty reduction needs value chain extension. Cili’s full chain from resource identification to scenario integration ensured sustained development capacity.

IV. Summary of Cili County’s Poverty Alleviation Experience

Rooted in the highly constrained typical mountainous environment, Cili’s practice is representative of reconstructing development paths from adverse conditions, addressing common mountain poverty problems: restricted factor mobility, unidentifiable resources, and lack of industrial organizational support. Its transformation followed the path of basic condition improvement – industrial restructuring – value chain deepening, converting scattered, non-marketable factors into sustainable, value-added development assets.

Universal Driving Factors:

1. Local governance with public coordination capacity converts scattered resources into market-accessible factors via public investment, planning, and institution-building (e.g., transportation planning, selenium resource surveys, brand building).

2. Development leaders break path constraints by pioneering new opportunities (e.g., Wang Linyuan’s fruit industry, rural tourism entrepreneurs).

3. Sustainable poverty reduction requires value chain extension (deep processing, scenario integration, diversified income) to avoid low-value-added primary production.

Transferability: Cili’s experience lies in its methodology – reconstructing "factor-organization-market" relations under resource constraints to activate "unidentifiable" resources. It is adaptable to regions with resource foundations and institutional execution capacity, requiring local adaptation rather than simple replication.

V. Discussion on Future Sustainable Development

Cili has achieved breakthrough poverty governance, but faces challenges in transitioning to sustainable growth amid deepened rural revitalization:

1. Tension between ecological fragility and industrial expansion: Karst mountains have limited ecological carrying capacity and scalable land, requiring efficient space use and ecological protection.

2. Industrial homogenization and short value chains: Stagnation at primary agricultural products leads to homogeneous competition and unstable premiums; some projects face high logistics costs, insufficient labor skills, and fading low-cost advantages.

3. Talent shortage and insufficient organization: Aging grassroots teams and lack of modern talents over-rely on individual leaders, hindering the shift from "external promotion" to "endogenous development".

Cili’s experience answers not only "how to escape poverty" but also "how to achieve sustainable development after poverty alleviation". Poverty alleviation is not the end but the starting point of development path reconstruction; endogenous and stable regional development requires matching resource transformation, industrial selection, and organizational capacity with regional development.

Acknowledgments

We thank the Tsinghua University Rural Revitalization Workstation (Zhangjiajie-Cili, Hunan), the Communist Youth League Cili County Committee and relevant departments, Yupu Academy, Hunan Zuosheng Yipin Food Co., Ltd., Cliff Blossom No.1 Camp, Zhangjiajie Grand Canyon Scenic Area, Hunan Shenzhou Pharmaceutical Co., Ltd., Zhangjiajie Jinfu Kaisheng Shoes Co., Ltd. for their support to this research.

References

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