加强现代农事综合服务中心建设 推动健全便捷高效的农业社会化服务体系 ——农业农村部农村合作经济指导司负责人就《关于加强现代农事综合服务中心建设的指导意见》答记者问

Core Viewpoint - The recent joint issuance of the "Guiding Opinions on Strengthening the Construction of Modern Agricultural Comprehensive Service Centers" aims to enhance agricultural modernization and support the construction of a strong agricultural nation through the establishment of well-structured, efficiently operated, and high-quality service centers [1]. Group 1: Functions of Modern Agricultural Comprehensive Service Centers - The centers will address the shortcomings in operational services by focusing on key infrastructure that individual service entities struggle to develop, thereby enhancing service capabilities in weak areas [1]. - They will optimize the allocation of operational service resources by coordinating various service resources on the supply side and concentrating the service demands of small farmers and other production entities on the demand side, utilizing modern information technology for precise matching [1][2]. Group 2: Construction and Operation Strategies - Local governments are encouraged to incorporate these service centers into land spatial planning and relevant special plans to ensure rational layout and planning guidance [2]. - The construction approach will combine renovation and new construction, primarily focusing on renovation while allowing for new builds where necessary to avoid redundant construction [2]. - Various types of service centers can be established based on local needs, including those focused on grain, economic crops, livestock, aquaculture, and seed industries, with the potential to expand service functions to meet diverse industry needs [2]. Group 3: Encouragement of Operational Entities - The guiding opinions promote the construction and operation of these centers by commercial service entities, linking their operational effectiveness and revenue to incentivize improved service quality and sustainability [3]. - These entities, being directly involved with farmers, can adapt their operational strategies to maximize the centers' effectiveness [3]. - A management mechanism separating construction and operation is encouraged for centers built by multiple stakeholders, utilizing methods such as equity investment and leasing to hand over operations to commercial service entities [3]. Group 4: Operational Management and Collaboration - The centers are advised to establish comprehensive operational management and profit distribution systems, publicly disclose service standards and prices, and build a service brand [3]. - An information platform should be developed to facilitate efficient service supply and demand matching, incorporating both online and offline methods [3]. - Collaboration with surrounding service providers, family farms, and cooperatives is encouraged to create a mechanism for shared benefits and risk-sharing, promoting complementary advantages and joint development [3].