在过去的9年里，从自治区、地区和县级机关选派的驻村干部到村（社区）开展“访惠聚”驻村工作，按照新时代驻村工作要求，坚守乡村一线岗位，认真履职尽责，在维护社会稳定、脱贫攻坚、乡村振兴、建强基层组织等重点工作上发挥了不可替代的作用。随着乡村工作日趋规范，基层组织越来越坚强，村（社区）干部队伍素质越来越高，为缓解机关工作力量不够，驻村补贴、驻村工作经费支出大等压力，优化驻村工作队迫在眉睫。因此，为全面掌握驻村工作队对村干部的培养情况，对驻村工作队“传帮带”政策执行情况的研究很有必要。本文采取问卷调查的方法，对驻村第一书记和村干部结对帮扶情况，政策执行情况进行调查研究，并通过对对政策制定机构S县县委组织部部长、副部长和“访惠聚”驻村工作领导小组办公室成员，监督执行情况的分管党建工作的副书记、组织委员，政策执行者的驻村第一书记和目标群体的村干部进行访谈，全面了解“传帮带”政策执行情况和存在的问题。研究发现，驻村第一书记“传帮带”政策取得了一些成效，但总体上没有达到预期的目标，存在效果不明显，执行不到位等问题。笔者从政策本身、执行人员、目标群体和外部环境等维度对S县驻村第一书记“传帮带”政策执行情况进行分析，发现存在以下7个方面的问题，在政策本上方面：帮扶要求不具体，工作目标不明确；在执行人员层面：政策理解有偏差，驻村干部能力欠缺；在目标群体层面：政策认可度低，村干部队伍稳定性差；在外部环境层面：基层工作任务繁重、压力大。运用史密斯政策评价模型，通过分析各要素之间的相互“紧张”关系，深入分析政策执行存在问题深层次的原因，具体如下：目标和要求模糊导致执行力不强，缺失激励和约束机制导致执行动力不足，执行人员责任心缺失导致积极性不高，目标群体配合意识差导致执行者失去耐心，执行者与目标群体分工不同、凝聚力不足，村集体收入不高导致目标群体岗位吸引力不足，村级工作环境差导致执行者有心无力。笔者在驻村第一书记“传帮带”政策执行方面存在问题和原因分析的基础上，对提升“传帮带”政策效果提出了完善政策内容，强化驻村第一书记队伍，加强村干部队伍建设，改善基层工作环境等政策建议。

In the past 9 years, village cadres selected from autonomous regions, regions, and counties have carried out "visits, benefits, and gatherings" in villages (communities). In accordance with the requirements of the new era of village work, they have adhered to their frontline positions in rural areas, conscientiously fulfilled their duties, and played an irreplaceable role in maintaining social stability, poverty alleviation, rural revitalization, and strengthening grassroots organizations. With the increasing standardization of rural work, grassroots organizations are becoming stronger, and the quality of village (community) cadres is becoming higher. In order to alleviate the pressure of insufficient government work force, high expenditure on village subsidies and work funds, it is urgent to optimize the village work team. Therefore, in order to comprehensively grasp the training of village cadres by the resident work team, it is necessary to study the implementation of the "Teach Help and Guide" policy by the resident work team.This article adopts a questionnaire survey method to investigate and study the pairing assistance situation and policy implementation of the first secretary and village cadres stationed in the village. Through interviews with the Minister and Deputy Minister of the Organization Department of the S County Committee, members of the "visits, benefits, and gatherings" Village Work Leading Group Office, the Deputy Secretary and Organization Committee in charge of Party building work who supervise the implementation, the first secretary stationed in the village of policy executors, and the village cadres of the target group, a comprehensive understanding of the implementation situation and existing problems of the "Teach Help and Guide" policy is obtained.Research has found that the first secretary stationed in the village's "Teach Help and Guide" policy has achieved some results, but overall it has not achieved the expected goals, and there are problems such as unclear effects and inadequate implementation. The author analyzed the implementation of the "Teach Help and Guide" policy by the first secretary of S County stationed in the village from the dimensions of the policy itself, implementers, target groups, and external environment. It was found that there are seven problems in the policy: the assistance requirements are not specific, and the work objectives are unclear; At the level of executors: there is a deviation in policy understanding and a lack of ability among village cadres; At the target group level: low policy recognition and poor stability of the village cadre team; At the external environment level, grassroots work tasks are heavy and stressful. Using the Smith policy evaluation model, by analyzing the mutual "tension" relationship between various elements, the deep-seated reasons for the problems in policy implementation are analyzed in depth. Specifically, vague goals and requirements lead to weak execution power, lack of incentive and constraint mechanisms leads to insufficient execution motivation, lack of responsibility among execution personnel leads to low enthusiasm, poor cooperation awareness among target groups leads to impatience among execution personnel, different division of labor and insufficient cohesion between execution personnel and target groups, low village collective income leads to insufficient attractiveness of target group positions, and poor working environment at the village level leads to incompetence of execution personnel.Based on the analysis of the problems and reasons in the implementation of the "Teach Help and Guide" policy by the first secretary stationed in the village, the author proposes policy suggestions to improve the effectiveness of the policy, strengthen the team of the first secretary stationed in the village, strengthen the construction of the village cadre team, and improve the working environment at the grassroots level.