Authors: Jiang Yongmu, Zhao Sultan
I. Formulation of the problem
Since the convening of the Third Plenary Session of the 11 th CPC Central Committee, nearly 40 years have passed through the process of rural reform on the mainland, and the basic institutional results have been the establishment of the current basic rural management system. The system has three levels of qualitative prescriptiveness: the first is the prescriptive nature of collective ownership at the level of the agricultural land property rights system. The collective ownership of farmland is a unique institutional arrangement that distinguishes the rural system on the mainland from other countries and regions in the world, and is the "soul" of the basic rural management system. The second is the prescriptiveness of the basic family management at the level of agricultural business entities. We emphasize the formation of various types of agricultural management organizations on the basis of the family, and in fact, the formation of other agricultural management entities is inseparable from the basic organization of the peasant household. Finally, there is the combination of unification and prescriptiveness at the level of agricultural management methods. At present, the expression of agricultural operations on the mainland can be highly summarized as a two-tier management system that combines "decentralized management" with "unified management" on the basis of "decentralized management."
With the rapid advancement of industrialization and urbanization, the development of the market economy, and the gradual deepening of reform and opening up, major and profound changes have taken place in the development of the mainland's national economy, the rural social structure, and the pattern of agricultural operations. Academic circles have carried out a relatively comprehensive study on upholding and perfecting the basic management system in the rural areas of the mainland. At the level of the agricultural land property rights system, there are always scholars who advocate that China should implement land privatization, either explicitly or implicitly, openly or privately, believing that as long as land is privatized, all problems in China can be easily solved (Chen Zhiwu, 2005; Yang Xiaokai, 2007; He Xuefeng, 2010; Wenguanzhong, 2012). Some scholars believe that the nationalization of agricultural land should be carried out gradually, and propose various nationalization models such as state-owned permanent tenants, state-owned contracting, and state-owned tenants (Liu Chengyu, 2011; Dong, 2009; Li Jiguang, 2013). Of course, there are more scholars who advocate the retention of collective land ownership, arguing that neither private ownership nor state ownership of land is suitable for China's national conditions and agricultural conditions (Jian Xinhua, 2013; Wen Tiejun, 2009), we should take a gradual reform path and promote the "separation of powers" of farmland (Xu Meiyin and Qian Zhonghao, 2009; Huang and Wang, 2009; Han Changfu, 2016).
At the level of agricultural operators, the discussion mainly focuses on whether the farmer's family management can realize agricultural modernization. Some scholars believe that the small scale of rural households and the fragmentation of land hinder the realization of agricultural modernization (He Xiurong, 2009; Jiang Heping, 2009; He Xuefeng, 2011). In the face of these doubts, another group of scholars has demonstrated the superiority of family management and its adaptability to modern agriculture from different aspects (Zhong Funing and Wang Xingwen, 2010; Jiang Changyun, 2013). Scholars also generally believe that the new agricultural management entity is a supplement and promotion of family management (Kong Xiangzhi, 2014), and they focus on the positioning, cultivation and development of family farms (Gao Qiang et al., 2013), professional farmer cooperatives (Du Ying, 2013), and agricultural enterprises (Chen Xiwen, 2013).
At the level of agricultural management methods, the academic community generally believes that the current basic rural management system is more "divided" and "unified" is insufficient (Feng Daojie and Wang Chengli, 2015), thus redefining the connotation of "unification" in two-tier management (Zhang Xiaoshan, 2007), and proposing the functional orientation and development path of the collective economy (Guo Lulai, 2013; Peng, 2012). At the same time, scholars believe that various forms of moderate-scale operation are the core of transforming the mode of agricultural development and the only way to modernize agriculture (Han Changfu, 2014), and that large-scale operation can be divided into land-scale operation and service-scale operation (Luo Biliang and Li Yuqin, 2014). In terms of large-scale land management, scholars have put forward their own views, ideas and suggestions on the continuous, stable and orderly circulation of land management rights (Zhang Hongyu and Li Weiyi, 2013; Kong Xiangzhi, 2014), and fully discussed and summarized the various forms of large-scale operation such as shareholding cooperation, substitution farming, and land trusteeship (Changzizhong, 2011; Ke Bingsheng, 2007; Jiang Changyun, 2013); In terms of service scale operation, scholars have also made useful explorations on the problems existing in the process of building a new agricultural socialized service system and their solutions (Jiang Minglun et al., 2012; Guan Ruijie, 2012; Song, 2010).
Looking at the existing research in academic circles on upholding and perfecting the basic rural management system, although many achievements have been made, on the whole, there are still certain limitations. The main manifestations are: the existing results are mainly discussed separately for family management and unified management, and there is a lack of detailed and in-depth research on the incompatibility between the two; The research results on improving the path of realizing the basic rural management system are still scattered and lack operability, and there is a lack of systematic research on some key links and major issues.
Therefore, we must fully understand the great significance of upholding and perfecting the basic rural management system, and on the basis of correctly understanding the connotation and qualitative stipulations of the basic rural management system, systematically grasp the practical challenges in upholding and perfecting the basic rural management system, crack down on its key areas and key links one by one, and realize the mutual promotion and common development of "persistence" and "perfection" in the process of solving problems. It is of great significance to realize that peasant groups can share the fruits of reform and development.
2. Practical challenges in upholding and improving the basic rural management system
The basic rural management system on the mainland is suited to the mainland's basic national conditions and agricultural conditions, is in line with the characteristics of agricultural production, and is also an important guarantee for the success of rural reform. However, there are still many practical problems and challenges in this process, which need to be accurately clarified and responded to in a timely manner.
All along, the central documents, theoretical circles, and practical departments have always referred to "upholding and improving the basic rural management system." As a matter of fact, as far as the basic rural management system is concerned, we should all the more correctly identify and properly handle the dialectical relationship between "persistence" and "improvement" and the process of dynamic realization, so that we can more clearly and accurately understand and distinguish the crux of the various complex problems in the "persistence" and "improvement" of the basic rural management system, so as to clear our minds for proposing solutions. Specifically, in the process of "adhering" the basic rural management system, the more prominent problems lie in the two major aspects of the impact on the basic status of household management and the weakening of the function of the collective economy. In the process of "perfecting" the basic rural management system, there are three prominent problems: obstacles to land circulation and large-scale operation, insufficient development of new agricultural business entities, and the need to further strengthen unified management.
(1) The foundation of family management has been impacted
Family management is a form of agricultural management that mainly relies on the family's own labor, self-management, and self-responsibility for profits and losses (1). Family management has advantages in the field of agricultural production, not only to adapt to the characteristics of agricultural production, but also to overcome the problems of supervision and incentives; Family-run businesses are broadly adaptable and can accommodate not only different forms of ownership, but also different levels of productivity. Therefore, family management is the basic form of management that mainland agriculture should continue to adhere to for a long time. However, with the profound changes in the agricultural business environment, the traditional family management form is facing strong internal and external impacts.
From an internal point of view, the core of the composition of family management is weakening. At the present stage, with the rapid advancement of industrialization and urbanization, the rural labor force continues to transfer to cities and towns and the secondary and tertiary industries in large quantities, and the micro foundation of the basic rural management system is being continuously eroded, which is mainly manifested in three aspects: First, the peasant households are part-time employed. Due to the relatively low returns of agricultural operations, many family farmers are no longer engaged in agricultural production professionally or only for a short period of time. According to data from the Ministry of Agriculture, in 2012, agricultural and non-agricultural households accounted for 17.9% and 8.5% of the total number of rural households, respectively (2). According to the survey data of some areas of Sichuan Province in 2016, among the 551 rural labor force samples, the proportion of full-time farmers accounted for 47.5%, the labor force of migrant workers and non-agricultural part-time workers accounted for 52.5% of the rural labor force, and among the 289 migrant labor force, 211 people did not participate in agricultural production at all, accounting for 73.0% of the total number (3), indicating that farmers no longer focus on farming. The second is the sideline of agriculture. The proportion of farmers' net income from agriculture has also decreased significantly, with national data showing that the proportion of farmers' net income from agriculture decreased from 75.02% in 1985 to 26.30% in 2011 (4). The third is the weakening of the labor force. At the same time as the rural labor force is transferred, the agricultural labor force is generally aging and low education, and there is a structural shortage. According to the research data of the research group, only about 1/5 of the agricultural labor force under the age of 40 is over, and more than 30% are over 60 years old, and the aging situation is severe. The aging and low literacy of the agricultural workforce will not only lead to a regression of the mode of production towards self-sufficient traditional agriculture, but will also have the more serious consequences of a significant contraction in the demand for agricultural technology (5).
It can be said that at present, peasant households do not rely on agriculture as the mainstay, peasants do not depend on agriculture for a living, the quality of agricultural labor is low, and the willingness of the new generation of peasant workers to engage in agriculture is weak. However, what we should adhere to is "based on family management", which is not simply to pursue the external form of rural collective land being contracted and managed by the vast number of peasant households, but to shape the business entity with the ability to use science and technology, market analysis knowledge and professional management literacy as its solid core. Only in this way can family management truly undertake the important task of enhancing the competitiveness of agricultural products, safeguarding the safety of the agricultural industry, and realizing agricultural modernization.
Externally, family business has been hit by other forms of agricultural business. With the separation of rural land contracting rights and management rights, the circulation of farmland has accelerated, and some areas have begun to show a certain degree of "de-familyization". According to statistics from the Ministry of Agriculture, by the end of 2015, there were more than 870,000 family farms, 1.4 million farmer cooperatives, and more than 120,000 leading agricultural industrialization enterprises (6). These data show that new business entities such as large professional households and family farms have begun to take shape in terms of quantity. Although the transformation and innovation of the form of operation has become a top priority in the mainland's agricultural development, the central government has repeatedly stressed that "cultivating a new type of agricultural business entity" must be based on the family management of peasant households.
However, in reality, in the relevant policies of some governments, there is a problem of insisting on farmland household contracting and ignoring farmland family management. Some grassroots governments have changed the propensity of various subsidies and used most of them to support new agricultural operators. In some places, peasants are even forced to engage in land transfer, and strong support is strongly supported for companies to transfer land to rural areas and operate agriculture (7). In addition, the characteristics of "non-family management" have also emerged within family farms and large professional households based on family management, which is reflected in the gradual increase in the number of employed or long-term employees exceeding the number of family-owned labor, and the seasonal demand for short-term employees doubles. The behavioral logic has also shifted from taking into account land productivity and labor productivity to increasing total income by increasing labor productivity (8).
(2) The function of collective economic organizations has been weakened
Collective economy refers to an economic form in which the means of production and consumption are collectively owned, and the means of production are divided, production is organized, and the means of consumption are distributed through the collective. The development and expansion of rural collective economic organizations is an important aspect of upholding the basic management system in the rural areas of the mainland, and it is possible to give full play to the institutional advantages of the two-tier management system of combining centralization and decentralization. However, in the process of practice, the development of the mainland's collective economy is facing severe challenges: on the one hand, it is manifested in the shrinking development of the collective economic organizations themselves; On the other hand, it is manifested in the general absence of collective unified management.
First of all, the collective economy gradually declined, and organizational development was hampered. In recent years, due to the siphon effect of industrialization and urbanization, many collective economic organizations have begun to decline and shrink, and the situation of empty shells has been intensifying. The specific manifestations include: (1) the hollowing out of collective economic organizations. Most of the main operators of collective economic organizations are often concurrently served by the village "two committees," and the village "two committees" have become the operators, managers, and distributors of collective economic resources, and many rural collective economic organizations have no name. (2) Lack of support for the collective economy. Except for some well-known economically strong villages such as Nanjie Village in Henan Province and Huaxi Village in Jiangsu Province, most collective economic organizations are unable to revitalize collective assets, and their sources of operating income are narrow and meager. Of the 584,000 villages counted by the Ministry of Agriculture in 2014, 323,000 had no operating income, accounting for 55.3% of the total number of villages (9). (3) The governance structure of the collective economy is not perfect. Many collective economies have not yet established a sound modern enterprise system, corporate governance structure and effective incentive and restraint mechanisms, and there are still problems such as unclear rights and responsibilities and undemocratic decision-making, which have increased the risk of collective asset operation and management and hit the enthusiasm and creativity of other subjects to participate in the development and expansion of the collective economy.
Second, collective unified management is declining day by day, and organizational and joint functions are almost lost. Under the circumstance that collective economic organizations are hollowed out and their assets are limited, some collective organizations lack the material basis for production, operation, and distribution, and are not only unable to appear on the front line of agricultural industrialization, but also find it difficult to provide socialized services for household operations and various functions of economic development and accumulation. Its supporting role in rural public infrastructure, farmland and water conservancy construction, and villagers' welfare security is also becoming increasingly unsustainable. According to the research group's survey on socialized services, 73.0% of the subjects who have received agricultural insurance services are provided by collective economic organizations; Among the objects that have received agricultural material supply services, 34.3% are provided by collective economic organizations; However, the respondents who have received agricultural technology services, information services, transportation and marketing services, mechanization services and financial services reported that few of the subjects providing services are village collective economic organizations. This shows that village collective economic organizations can provide some relatively simple services, such as the unified purchase of agricultural materials and agricultural insurance, while the content of agricultural technology, information consultation, transportation and sales, mechanical operation, and financial support with high service requirements is generally powerless. At the same time, collective unified management activities have almost completely disappeared in many areas, and agricultural production has gradually become a single and scattered peasant household operation, which has limited the realization of economies of scale in agriculture and affected the effective play of the functions of the basic rural management system. To further uphold the basic management system in rural areas, we must focus on solving the problems of the weak economic strength of the collective economic organizations and the loss of their organizational and joint functions.
(3) Land circulation and large-scale operation are facing difficulties
A certain scale of land agglomeration is conducive to the development of modern agriculture. The circulation of rural land management rights and large-scale operation is a major event related to agricultural and rural development, and is also an important part of improving the basic rural management system on the mainland. In recent years, all localities have made positive explorations in this regard based on reality, achieved certain results, and accumulated some experience, but from a deeper level, there are still some problems that need to be paid attention to and resolved.
The first is the problem of the willingness to operate on a large scale and the price of land transfer. On the one hand, the willingness of farmers to operate on a large scale is not strong. This is not only related to the ability and quality of farmers in the survey area, but also the impact of farmers' lack of awareness of large-scale operation. Therefore, in the absence of the willingness to operate on a large scale, the proportion of land circulation and the willingness of rural households to transfer are not high. On the other hand, the circulation price is facing a dilemma. For the outflow, the current land transfer price is still low. Compared with the data (10) of the 2013 survey of some districts and cities in Sichuan Province, the average land circulation price learned from the 2016 survey has increased compared with previous years, but 37.5% of the respondents still said that the land rent is too low and they lack bargaining power in the process of circulation. However, the inflow side said that the circulation price of rural land is rising year by year, which is constantly eroding the profit margins of its large-scale operation. It can be seen that the perception of the circulation price of land inflow and outflow has deviated, and this trend may continue to strengthen in the future, affecting the willingness and scale of land circulation.
The second is the trend of "non-grain" and "non-agricultural" land use. Since the benefits of cash crops are often greater than those of grain planting, after acquiring land, agricultural operators will naturally choose high-value cash crops driven by profits, resulting in the non-grain conversion of agricultural land. According to statistics from the Ministry of Agriculture, by the end of 2014, there were 403 million mu of farmland in circulation by households, and only 229 million mu had been used for growing food crops (11). In addition, a considerable proportion of industrial and commercial capital arbitrarily changes land use, resulting in the non-agricultural conversion of agricultural land, which is not conducive to ensuring national food security.
The third is the new problems and new risks of combining the reform of "separation of powers" with land circulation. On the one hand, the mortgage security right of the land operation right can be restricted by the mode of land circulation. Due to the different ways of land transfer, term and rent payment, the ownership relationship of the "three rights" of agricultural land is extremely complex. In various forms of land circulation, the transfer and exchange do not have the substantive separation of the contracting right and the management right, and the subcontracting and leasing are a kind of creditor's right circulation, and only the shareholding is the transfer of property rights. At present, subcontracting and leasing are the most common forms of farmland circulation in mainland China (46.6% of subcontracts and 33.1% of leases in 2014 (12)), but these two methods do not create real rights for the transferee, and the transferee cannot go to the bank for mortgage loans with the land operation right, and the bank cannot dispose of and transfer the land operation right according to the loan agreement, resulting in a serious conflict between the limitations of the farmland transfer mode and the mortgage function required by the management right. On the other hand, if the risks of industrial and commercial capital and foreign property owners "hoarding land," speculation through the use of land management warrants, fraudulent loans, and arbitrage (13) are not properly resolved, they will affect the orderly circulation of rural land and the healthy development of moderately large-scale agricultural operations, and the further innovation and improvement of the basic rural management system on the mainland will be constrained.
(4) The development of new agricultural business entities is insufficient
The new type of agricultural management entity is the concept of the traditional small-scale family management farmer, which is the key to solving the problems of "who will farm the land" and "how to farm the land" in the future, is the source of power to promote the innovation of the agricultural management system and mechanism, and is the inevitable choice for innovating and improving the basic rural management system in the mainland. On the whole, the mainland's new-type agricultural business entities have developed well and are full of vitality, but at the same time, some conspicuous problems still exist.
First of all, the core competitiveness of large professional households and family farms is not strong. Most of the existing large professional households and family farms in the mainland are born out of ordinary farmers, and such business entities are still lacking in information decision-making, risk prevention, management and development capabilities. According to the survey data, most of the academic qualifications of large professional households and family farmers are concentrated in junior high school and technical secondary school (41%), about 14% of primary school and below, 34% of high school and higher vocational education, and only 10% of college degree or above. During the interview, it was found that most of their understanding of agricultural production and operation remained at the stage of traditional experience, and there was still a big gap between them and modern operation and management.
Secondly, the development quality of professional farmer cooperatives is not high, and the operation and management mechanism is not sound. On the one hand, the scale of agricultural cooperatives is small and the efficiency is low. The actual participation rate and quality of cooperatives are low, and although the registration rate of members is high, many members actually belong to the cooperatives only in the form of membership. On the other hand, the management and operation of professional cooperatives are not standardized. From a practical point of view, "core members + contact members" is the main mode of the current development of cooperatives, in this model, the contact members composed of ordinary farmers are in an unequal position with a small number of enterprises, large households and other core members, and the model faces the dilemma of capable people governing the society and democratic decision-making. At the same time, the imperfect internal governance structure of cooperatives is also reflected in the fact that the vast majority of cooperatives have not established a member account system and financial system, and there is no standardized distribution mechanism for the distribution of benefits to return surplus according to the transaction volume (amount), and the problem that members get less direct rebates from cooperatives is widespread.
Finally, the operating costs of leading enterprises have increased year by year, and financing difficulties have not been resolved. In terms of operating costs, the prices of agricultural means of production have continued to rise, and the prices of factors of production such as land and labor have also continued to rise. While the labor cost has risen sharply, the phenomenon of the lack of modern management talents, technological innovation talents, and marketing talents in agricultural enterprises has not improved, and the talent team is unstable. In terms of financing difficulties, leading enterprises generally have a large demand for working capital, but lack effective collateral, and bank credit is far from meeting their needs. The survey data shows that the average financing demand of agricultural enterprises in the past three years is about 1.5 million yuan, but only a small part of the loans can be provided by banks, and the gap between the demand for credit funds and the actual funds provided by banks is 30%~40%. This situation of high costs, lack of talents, and financing difficulties has a great degree of constraints on the further development of leading agricultural enterprises.
(5) Unified operation still needs to be further strengthened
The original intention of the design of the mainland's basic rural management system was a two-tier management system that combines decentralized management with unified management, and the two complement each other's advantages. Ignoring unified management is actually ignoring the soul and core of the household contract system, and losing the biggest difference between it and the traditional small-scale peasant economy (14). Therefore, the development of unified management is an important part of continuous innovation and continuous improvement of the basic rural management system. However, in the long-term practice process, our attention and support for unified management are very lagging behind, resulting in some unavoidable problems.
First, the organizational system is not perfect, and the interests are not closely linked. On the one hand, the development of unified management organizations lags behind the actual needs of rural households. Among the farmers surveyed in the research group, 68.8% of the respondents said that they had never cooperated with the new agricultural business entity, but 80.4% of the respondents said that they were willing to cooperate, indicating that most of the traditional farmers hope to resist the challenges of socialized large-scale production and market economy through cooperation and alliance with the new agricultural business entity. On the other hand, there is a lack of long-term and stable interest linkage mechanism among various business entities. Many cooperatives still have a simple relationship with farmers to buy and sell agricultural products. According to the data of the research group, the interests of the new agricultural business entities and local farmers are mainly leased to farmers and paid rent (23.1%), employment and wages are provided to farmers (34.6%), contracts are signed with farmers and products are purchased (26.9%), and only 15.4% of the respondents share profits with farmers and return them proportionally, and it is still difficult for farmers to share more industrial value-added benefits in unified operation.
Second, the socialized service organization is not perfect, and the service level is low. On the one hand, the organization of socialized services is not sound and the supply is insufficient. It is mainly manifested in the lagging development of grassroots service organizations, the "last mile" problem of rural socialized services cannot be solved, and the current demand of for-profit socialized service organizations cannot be fully met. The research results of the research group show that the business entities that have received all kinds of socialized services are not more than 1/3 of the interviewees, and most of the services received are concentrated in the supply of agricultural materials, agricultural technology training and financial insurance (mainly insurance services) and other links, information consultation, mechanical operations, transportation and processing, product sales and other production and post-production links of the service supply is very short, all kinds of industrialized business organizations and professional service organizations have not been able to undertake the important task of providing socialized services. On the other hand, the level of socialized services is low, and it is difficult to meet diversified needs. Compared with traditional services, the new business entities have higher requirements for agricultural socialized services: (1) they need targeted personalized guidance, and the new business entities have new needs in industrial planning, brand design, market information, product marketing, capital services, etc.; (2) The demand extends from the simple in-production link to the pre-production and post-production links, and the new business entity needs to cover the whole process of socialized services; (3) The demand for comprehensive services continues to increase, and different industry characteristics or business scales, and different types of new business entities will have different combinations of service needs. However, at present, most service organizations have a relatively single function and a low level of service, and cannot provide these targeted, comprehensive and diversified social services.
3. Adhere to and improve the basic path of the basic rural management system
The basic management system in the rural areas of the mainland is faced with practical problems in both "persistence" and "improvement," so the way to solve the problem is to have both "persistence" and "perfection" aspects, and in the process of "persistence" and "perfection," we should promote each other and develop together.
First, on the basis of collective ownership of rural land, we should actively explore the "separation of three rights" of agricultural land.
The system of collective ownership of rural land is suited to China's national conditions and agricultural conditions, and is full of vitality. By innovating and improving the operating mechanism, realization methods, and institutional arrangements of the collective ownership of farmland, we can solve the shortcomings of small-scale and decentralized management. The practice of the "separation of three rights" in which rural land ownership, contracting rights, and management rights are separated and parallelized is another major innovation in the mainland's rural land system and a self-improvement of the basic rural management system. In the process of implementing the reform of "separation of powers", through the implementation of collective ownership and the revitalization of rural collective assets, the problems of the gradual decline of the collective economy and the lack of organizational and joint functions can be solved. By stabilizing the right to contract management and protecting the property rights and interests of farmers, we can solve the problem that the basic position of household management is impacted from the inside and outside. By invigorating land management rights and exploring a variety of effective ways, the problems and risks of land circulation and large-scale operation can be solved.
Specifically, to actively promote the reform of the "separation of powers" of agricultural land, we should start from the following aspects. (1) In the implementation of collective ownership, the core is to embody the right of disposal. On the basis of the confirmation of rural collective ownership, we should further deepen the reform of the rural collective property rights system, explore the effective realization of rural collective ownership based on reality, revitalize rural collective assets, and enhance the vitality of collective economic development; It is necessary to safeguard the power of peasant collectives in the issuance, adjustment, repossession, expropriation, and supervision and use of contracted land; It is necessary to improve the mechanism for exercising collective ownership and ensure that peasant collectives effectively exercise the ownership rights of collective land. (2) In terms of stabilizing farmers' contracting rights, the core is to embody property rights. Implement the qualifications and scope of the main body of the agricultural land contracting right, implement the "long-term unchanged" on the basis of a fair starting point, and clearly define the power boundary of the contracting right, fully safeguard the rights of the contracted farmers to use, transfer, mortgage, etc., and ensure that no other entity can replace the land contracting status of the farmer family; Steadily explore mechanisms for voluntary and compensated withdrawal of land contracting rights in accordance with law, and farmers must not be forced to give up their contracted land. (3) In terms of revitalizing land management rights, the core is to embody the right to income. It is clarified that new business entities enjoy the right to occupy, cultivate and obtain corresponding profits on the land in circulation, encourage the development of various forms of moderate-scale operations, and explore ways to more effectively revitalize the management rights; Expand the land rights of management rights in terms of mortgages and guarantees, and explore the establishment of a mortgage guarantee financing model for management rights (15).
Second, we should develop diversified forms of business on the basis of family management.
Due to its unique intrinsic advantages and high flexibility and adaptability, household contract management is still the basic form of management that should continue to be adhered to in mainland agriculture at the present stage. No matter how the agricultural management system is reformed and how the system is innovated, the foundation of family management should not be shaken, and its basic status should be reflected in the following two levels. On the one hand, the family still dominates agricultural operations. In other words, judging from the number and development trend of business entities, rural households still account for the vast majority of all types of business entities. On the other hand, the main body of new agricultural operations should be established on the basis of family management. In other words, all kinds of new agricultural business entities must establish close ties with peasant households in their production and business activities. At the same time, we should continue to develop diversified forms of management such as collective management, cooperative management, and enterprise management, so that agricultural family management can be extended and developed through multiple interactions and complementarities, so as to ensure the stability of family management, which is the most suitable basic system for agricultural production (16).
Specifically, first of all, it is necessary to create conditions for agricultural employment and entrepreneurship and strengthen the overall strength of the main body of household management. It is necessary not only to consolidate the existing development achievements and improve the quality of the existing household operators through vocational training, but also to continuously attract the reserve army to enter the country by providing subsidies for entrepreneurship and employment in rural areas. Secondly, it is necessary to deepen the reform of the rural financial system, strengthen the responsibilities of various financial institutions to serve the "three rural" areas, explore innovative pilot projects in rural financial services, and gradually expand the scope of rural loan collateral. At the same time, we will improve the operation mechanism of the agricultural insurance organization system and encourage the development of characteristic agricultural insurance business to meet the development requirements of agricultural business entities. Finally, it is necessary to innovate the policy support system, establish support means for classified guidance and flexible operation, and continuously stimulate the internal motivation of agricultural operators to innovate and self-develop.
Third, on the basis of developing the collective economy, it is necessary to develop various forms of unified management.
Vigorously developing the collective economy is an inevitable requirement for consolidating the socialist public ownership system and perfecting the basic rural management system, and is also a major measure for safeguarding the legitimate rights and interests of the peasants and increasing the peasants' property income. To continuously enhance the vitality of the development of the collective economy, it is necessary to form a new mechanism for the operation of the rural collective economy that embodies the superiority of the collectives and arouses the enthusiasm of individuals, and continue to promote the reform of the system of collective property rights in the rural areas by category, so as to provide a strong material guarantee and organizational foundation for unified management, and take this opportunity to continuously increase the property income of peasants and solve the problem of the weakening of the core of household management due to the low comparative returns of agriculture. At the same time, on the basis of developing and expanding the collective economy, the service function of the collective economic organization should be enhanced, the effective combination with other unified management forms should be realized, and the operation and management activities at the collective level should lead, guide and promote the overall situation of rural economic and social development, so as to fundamentally solve the shortcomings of scattered, small-scale and inefficient production of small peasant economy.
Specifically, you can start from the following aspects. The first is to explore effective forms of collective ownership. For land and other resource assets, it is necessary to implement the work of confirming the registration and issuance of certificates for land contracting and management rights. With regard to non-operating assets, it is necessary to explore an effective mechanism for collective unified operation and management that is conducive to improving the capacity of public services. With regard to operational assets, it is necessary to clarify the ownership of property rights, introduce a variety of business modes and organizational forms such as the joint-stock system, the cooperative system, and the joint-stock cooperative system, and develop various forms of joint-stock cooperation. The second is to establish a new mechanism for the operation of the rural collective economy. Improve the system of supervision, management and income distribution of rural collective funds, assets and resources, strengthen the construction of the township rural management system, improve the financial accounting system of rural collective economic organizations, and promote the institutionalization, standardization and informatization of the financial management of rural collective assets. Finally, it is necessary to further improve and innovate the agricultural production and management system. On the premise that the peasants are voluntary, through the exchange and merger of land within the village group, the continuous cultivation of each household is realized. At the same time, on the basis of adhering to the operation of rural households, through the circulation of land management rights, joint stock cooperation, substitution farming, joint cultivation, land trusteeship and other ways, efforts are made to build a dynamic mechanism and expand the innovation space of unified management.
Fourth, we should continue to improve the socialized agricultural service system.
On the basis of rural household contract management, the gradual improvement of the socialized service system of agriculture can drive small-scale part-time farmers to integrate into the social division of labor and cooperation network, make up for the relative shortage of cultivated land of production and operation entities by expanding the scale of services, and form regional moderately large-scale operations, so as to achieve external economies of scale. The socialized service system here should refer to a diversified, multi-level, and multi-form service system that includes various carriers such as rural collective economic organizations, agricultural industrialization management organizations, and professional socialized service organizations. Through the construction of a sound socialized service system, the unified operation organization is realized, and the ability of business entities to resist market risks is enhanced. Through the construction of a sound socialized service system, the socialization of unified management is realized, a large agricultural pattern of division of labor and cooperation is formed, and each advantage is given full play to achieve a win-win situation or a win-win situation (17), so as to make a useful supplement to the decentralized operation of the family, and realize the complementary advantages and common development of the family operation and the unified operation.
Specifically, the focus of improving the socialized service system is as follows: First, it is necessary to establish a good operating mechanism for socialized service organizations. Vigorously cultivate service subjects, and make a clear division of responsibilities for cooperative economic organizations, collective economic organizations, agriculture-related enterprises and public service institutions, and guide the efficient and reasonable allocation of resources among different service organizations. At the same time, we will strengthen the interaction between supply and demand, and innovate service supply methods. Second, on the basis of guiding the standardized development of relevant entities, we should innovate the institutional mechanism of interest connection between various business entities, strengthen the external supervision of interest distribution, institutionalize its interest mechanism and contract mechanism, and strengthen cooperation and exchanges by building a cooperation platform, so as to promote the coordinated development of various entities. Third, according to the resource endowment of different regions, under the synergistic effect of the government and the market, it is necessary to guide the formation of appropriate and differentiated socialized service models, such as the agricultural socialized service model led by public service institutions, the agricultural socialized service model led by collective economic organizations, the agricultural socialized service model led by cooperative economic organizations, the socialized service model led by agricultural enterprises, and the socialized service model led by rural households (18).
Fund: National Social Science Foundation of China Key Project "Research on Adhering to and Improving the Basic Rural Management System" (No.14AZD029)
About author:Jiang Yongmu is dean, professor and doctoral supervisor of the School of Marxism, Sichuan University, with research interests in socialist economic theory and the "three rural" issues; Zhao Sultan, School of Economics, Sichuan University, Ph.D. candidate.
Source: Economic Research Reference