Core Viewpoint - The article emphasizes the dual approach of "breaking and establishing" in the development of rural collective economy in Jiangmen, highlighting the need for reform and innovation to revitalize resources and enhance economic growth [4][5][6]. Group 1: Breaking the Status Quo - Jiangmen's rural areas face significant challenges with many resources remaining "asleep," with a notable portion of collective assets being underutilized [11][12]. - The solution involves deepening the "three transformations" reform, which includes transforming resources into assets, funds into shares, and farmers into shareholders, thereby activating dormant resources [13]. - Successful examples include Shuyun Village in Heshan City, which revitalized idle land and water resources to generate an additional income of approximately 1.85 million yuan through eco-tourism [14][15]. Group 2: Establishing New Mechanisms - A new rural property transaction system is being constructed to facilitate the flow of collective assets, ensuring that all available resources are utilized effectively [16][17]. - The focus is on empowering farmers' rights and ensuring they benefit from economic reforms, thus enhancing internal motivation for collective economic development [19][20]. Group 3: Addressing Industry Fragmentation - Jiangmen's rural economy has long been characterized by small-scale, fragmented production, which limits market integration and value addition [24][25]. - The approach to breaking this fragmentation involves integrating production through models like "village collective + cooperative + farmers," enabling scale operations [27]. - The establishment of a new system that integrates primary, secondary, and tertiary industries is crucial, leveraging local resources to promote deep integration of agriculture with tourism and culture [31][32]. Group 4: Talent Development - Talent shortages pose a significant challenge, with many rural areas experiencing a brain drain and a lack of professional skills [37][38]. - Innovative talent mechanisms are needed, including training local leaders and attracting diverse talent such as university graduates and veterans to participate in collective economic development [39][41]. - A diversified talent support system is being developed to enhance local capabilities and ensure that rural areas become attractive for talent [42][44]. Group 5: Governance Improvement - Inefficient governance structures hinder the development of collective economies, with issues like poor asset management and unfair profit distribution [48][50]. - Improving governance requires establishing clear organizational rules and enhancing financial management practices to ensure accountability [52][54]. - The adoption of digital governance models using modern technologies can transform management practices, as demonstrated by the implementation of an online points management system in Wanhe Village [56][58]. Group 6: Path Dependency and Innovation - Many rural economies rely on outdated models, such as resource leasing or excessive dependence on policy support, which limits sustainable development [70][71]. - Innovative development models are being explored, including resource development, property management, and service-oriented income generation [73][75]. - A diversified development framework is essential, allowing villages to choose growth paths based on local resources and conditions, as seen in successful cases across Jiangmen [76][78].

Core Insights - The introduction of the rural collective economic manager as a new profession is seen as a significant step towards rural revitalization, providing a platform for talented youth to contribute to their hometowns [1][2] - The role of rural collective economic managers includes managing economic activities such as resource allocation, property leasing, and operational management of collective assets [1] - By the end of 2023, China is expected to have 980,000 rural collective economic organizations with a membership of 930 million and total assets reaching 9.6 trillion yuan, highlighting the need for effective management of these resources [1] Group 1 - The rural collective economic manager is informally referred to as the "rural CEO," and is increasingly becoming a pathway for young people to engage in rural revitalization efforts [1] - The establishment of this profession aims to provide opportunities for talented individuals from rural areas to give back to their communities [1] - Various provinces, including Zhejiang and Guangdong, have begun recruiting professionals who are passionate about rural development and possess skills in planning and management, leading to notable economic and social benefits [1][2] Group 2 - Liu Song, the first "rural CEO" in Zhejiang, successfully transformed the local rice industry into a branded operation, increasing collective income from 730,000 yuan in 2019 to 6.09 million yuan by 2024 [2] - The role of rural collective economic managers is crucial in enhancing asset value, brand recognition, and resource allocation efficiency, thereby increasing collective economic returns [2] - The transition from a "familiar society" to a "contract society" in rural areas is facilitated by the rural collective economic manager, contributing to the modernization of rural governance [2]