Adjusting the agricultural industrial structure must follow the three dos and three don'ts

To further invigorate the rural economy and push rural grain and economic income onto new levels, timely adjustment of the agricultural industrial structure has become inevitable. In recent years, localities have made many active explorations in this regard and gained much successful experience, but some places have also exposed many problems through failed adjustments. To help agricultural industrial structure adjustment take fewer detours and yield results quickly and ideally, it is very necessary to summarize the successful experience and failed lessons of recent years. In the author's view, adjusting the agricultural industrial structure should follow these points:

1. Long-term economic projects and quick-yield economic projects should both be given attention; do not focus on only one side.

Adjusting the agricultural industrial structure undoubtedly requires a strategic vision, creating some economic projects with long-term stable benefits, and striving to enable farmers to benefit over the long term through industrial structure adjustment. This is the foundation of industrial structure adjustment. But this type of economic project is often difficult to bring results in a relatively short time and has high investment costs. If only this type of economic project is developed blindly while protection and cultivation of quick-yield economic projects are ignored, farmers' incomes will inevitably fall sharply for a period, causing grain and economic hardship for farm households; in severe cases, large-scale return to poverty may also occur, making the rural economic market chronically weak, thus affecting the smooth progress of the entire adjustment work and even causing the whole adjustment to be wasted and fall into deadlock. Therefore, agricultural industrial structure adjustment must be good at scientific allocation, making long-term economic projects and quick-yield economic projects form the best ratio, using quick-yield economic projects to support long-term economic projects and using long-term economic projects to drive quick-yield economic projects. Only in this way can long-term economic projects gradually replace quick-yield economic projects step by step and achieve the ideal goal of industrial structure adjustment.

2. Fully respect the opinions of the masses; do not act on official whims.

Industrial structure adjustment is for farmers to substantially increase income, and farmers are the most direct and greatest beneficiaries of successful industrial structure adjustment. Similarly, once setbacks occur in adjustment, especially if adjustment fails, farmers also become the greatest losers of interests. The relationship of interests makes farmers adopt the most prudent attitude toward what can and cannot be operated; as for whether newly established projects are feasible, they will also take the greatest care to verify, and only when they determine it is feasible or the certainty of feasibility is quite high are they willing to implement it. Therefore, adjustment work must fully respect the wishes of the broad masses of farmers, and leaders must absolutely not use "blocking" and "pressuring," issue arbitrary orders, or impose their own subjective will on the farmer masses, causing resentment and even confrontation among the masses. The role of leaders is to provide detailed information materials to the masses through deep and serious market research, thereby guiding the masses' business thinking and letting the masses more rationally grasp what to operate and what not to operate. In short, leaders only play an advisory role in industrial structure adjustment, and ultimately the farmer masses themselves have the final say. That kind of official whim of "I have the final say" is very harmful to adjustment work, and the most direct consequence is losing the mass foundation for agricultural industrial structure adjustment.

3. Fully demonstrate feasibility; do not rush into launching projects.

Whether among the masses or leaders, for grain and economic projects proposed for development, first of all, wisdom and strength from all sides should be concentrated, and careful analysis, research, and discussion should be made of their current prospects, environmental adaptability, methods for eliminating possible adverse situations, and so on. Experts should be invited to help demonstrate feasibility, determine the degree of feasibility, and then decide whether to launch. On this point, leading cadres most need to maintain a prudent attitude. Because "chasing the trend," "acting on a sudden impulse," and "adjusting for the sake of adjustment" are most likely to appear among leading cadres, and these practices have been proven by practice to be harmful and without benefit. In addition, on this point, contract awareness should be established. For business projects opened for specialized departments, contracts must come first, determining each party's responsibilities and rights in the form of legal documents, thereby protecting the rights and interests of both farmers and specialized departments. Without an effective contract, projects must absolutely not be launched lightly, so as to avoid passivity and make farmers bear losses they should not bear.