聚焦"联中间"，建成全程全链农事综合服务支撑运营中心。与小农户相伴生的"散弱小"服务主体水 平参差不齐，制约了农业社会化服务质效提升。建设运营现代农事综合服务中心，不是替代这部分服务 主体，而是串联起农业生产全程全链服务，通过供需匹配、标准规范、服务支撑，为"散弱小"主体参与 现代农业经营体系提供载体平台。服务端按照填平补齐、优化升级的基本策略，统筹整合各类服务主 体，优化经营性服务资源配置，提升全程全链的专业化集约化服务组织水平；经营端按照组织统筹、分 工协作的基本策略，依托村级组织、行业组织等居间服务，推动农业经营和服务主体的联合合作，引导 小农户以土地流转、需求汇集、灵活就业、股份合作等多种形式参与农业适度规模经营，实现优势互 补、共同发展。 聚焦"优机制"，探索公益性服务和经营性服务结合的有效路径。通过新型农业经营和服务主体示范 带动是公益性服务打通服务小农户"最后一公里"的实践经验。要引导现代农事综合服务中心健全运营管 理、收益分配等制度，公开服务标准和价格，健全联农带农机制。同时，以成为公益性服务窗口为导 向，加强与农机、农技、农经、农民培训、防灾减灾、金融保险等部门机构或企业主体合作，积极承接 ...

Core Viewpoint - The Ministry of Agriculture and Rural Affairs, along with five other departments, has issued guidelines to support the construction of modern agricultural service centers, aiming to enhance the agricultural social service system and promote agricultural modernization [3][6][27]. Group 1: Objectives and Functions - The guidelines emphasize the need to support smallholder farmers by providing integrated services through modern agricultural service centers [7][8]. - Key functions include addressing service gaps, optimizing resource allocation, and combining public and commercial services [9][12]. - The centers are expected to enhance service capabilities in critical areas that individual service providers struggle with [40][41]. Group 2: Construction and Operation Mechanisms - The guidelines advocate for a planned approach to the construction of service centers, encouraging diverse stakeholders, including cooperatives and social investors, to participate [13][14][48]. - It is recommended to adopt a mix of new construction and renovation of existing facilities to avoid redundancy [57][60]. - The operation of these centers should be market-driven, with professional entities managing them to ensure sustainability and responsiveness to farmers' needs [76][78]. Group 3: Policy Support - The construction of modern agricultural service centers will be supported by various policies, including financial, investment, and land use policies [88][90]. - Local governments are encouraged to utilize existing policy channels to support the development of these centers, including the use of government bonds and financial products tailored for agricultural infrastructure [91][92].

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].