In recent years, Jing'an District has continuously strengthened Party-building guidance in property management, effectively addressing residents' pressing concerns right at their doorsteps. On June 25, Chen Jining, Secretary of the CPC Jing'an District Committee, visited the Chengshangcheng Residential Community in West Zhijiang Road Sub-district, praising the residential community for its focus on Party-building guidance and its innovative approach to co-office management through the "Three Parties" (neighborhood committee, the owners' committee, and property management company) model. This method, along with its collaborative discussion mechanism, has brought efficiency in solving problems and revitalizing the community through joint construction and governance.
Chengshangcheng Residential Community, completed in 2004, is a large commercial housing residential community spanning over 220,000 square meters, with 23 buildings, 1,522 households, and nearly 4,000 permanent residents.
Over the past 20 years, the residential community has faced various challenges. The owners' committee struggled with inefficiency due to its extended service and staff shortages, while disputes during the transition between old and new property management companies led to low property fee collection rates, hindering major repairs and renovations. To address these issues, the residential quarter's General Party Branch adopted a Party-led grassroots governance approach, transforming residents' frustrations into satisfaction and charting a path of remarkable progress.
Reorganizing Governance Structure
From "No One in Charge" to "Clear Responsibilities and Authority"
During the election of the new owners' committee, the General Party Branch actively mobilized Party members, building heads, volunteers, and youth leaders to self-nominate, recommend candidates, and encourage qualified residents to run for the election. The General Party Branch and the election team strictly ensured political integrity, procedural compliance, and candidate suitability by holding multiple discussions and addressing resident inquiries. After 262 days of meticulous efforts, the fourth owners' committee was successfully elected through standardized procedures, ending the "no one in charge" situation and revitalizing community governance.
With the new owners' committee in place, the "service vacuum" left by the previous property management company was also resolved. Previously, due to various complications, the new property management company's handover was delayed for a year despite winning the open bid, leaving the residential community dependent on temporary basic services (e.g., sanitation, security). However, during this interim period, the provisional property management company showed significant improvement in service quality. Guided by the General Party Branch, the owners' committee engaged in discussions with the property management company and sought advice from sub-district authorities and experts of the owners' service center on retention procedures. From the "Property Management Service Plan" to the owners' general meeting for approval, the entire retention process was completed in 45 days, ensuring uninterrupted community services and management.
The restructuring of the "Three Parties" has established a robust framework for improving the co-office operational mechanism under the Party leadership. This reform significantly strengthens community management capabilities and elevates resident service standards.
Strengthening the Governance Team
From "Going It Alone" to "Collaborative Efforts"
To overcome the geographical barriers of having the property management company in the north, the neighborhood committee in the south, and the owners' committee in between, the General Party Branch transformed the most visible and accessible space into a Party-mass Service Station in the residential area of "Home for Jing'an Neighborhood". Here, it established a "Three Parties" co-office service center, with daily rotations of Party branch secretary, committee members, and representatives from all three parties to receive and address residents' concerns.
The establishment of the co-office service center has effectively addressed three pain points for residents: "repeated trips, unclear responsibilities, and slow response times". By bridging the operational and behavioral gaps between the neighborhood committee, owners' committee, and property management company, the center has evolved from a simple reception point into a comprehensive service hub integrating neighborhood assistance, legal consultation, and multi-functional activity spaces. This change has achieved geographical integration, institutional coordination, and functional convergence.
The Party Working Committee of the sub-district has consistently upheld Party-building guidance as the core principle. Leveraging the "Grid-based Party-Building Joint Meeting" platform, it coordinates efforts across management, public security, urban law enforcement, market regulation, police, and law firms to conduct joint operations addressing issues like illegal group-oriented leasing and hallway clutter. This collaboration consolidates efforts to address community challenges, extending the Party's reach into the most sensitive and critical areas of the community. It achieves not only a physical co-office but also promotes synchronized action among stakeholders.
Meanwhile, the sub-district has established a property management "One Station, Three Rooms" framework, consisting of an "Owners' Committee Guidance Station" and specialized rooms for legal regulations, auditing and valuation, and conflict mediation. This structure utilizes various methods to introduce professional expertise, effectively becoming a keen observer and coordinator of residents' needs.
Responding to Resident Needs
From Urgent Concerns to Positive Feedback
Chengshangcheng Residential Community, now over 20 years old, faces growing challenges such as high population density, diverse service demands, aging infrastructure, and parking/charging shortages because of outdated planning. These factors have made property management disputes increasingly frequent.
Over the past two years, leveraging the "Three Parties" co-office model, the General Party Branch has analyzed resident complaints (via the 12345 hotline) and local conditions to convene multiple owners' general meetings and team meetings. Key long-delayed projects, including exterior wall leak repairs, surveillance system upgrades, fire hydrant system renovations, and elevator replacements, have been approved and are now progressing systematically. Meanwhile, addressing residents' concerns about these key projects, the General Party Branch has guided the "Three Parties" team in patiently responding through Q&A sessions, written explanations, and in-person consultations. These efforts have helped resolve neighborhood disputes and expedite solutions to residents' most pressing needs.
With the implementation of these key projects, the residential community has seen a steady decline in complaint rates. Property fee collection has surged from below 60% to over 92%, while residents' satisfaction continues to grow. The residential community's governance is gradually returning to full functionality.
Residents' small concerns are vital to community governance. Moving forward, the Party Working Committee of the sub-district will continue to align with the CPC Jing'an District Committee's requirements for grassroots governance under Party-building guidance, uniting and leading the residential quarter's "Three Parties" along with dedicated Party members and residents. The Party Working Committee will further streamline work mechanisms, genuinely engage with residents' needs, and aim to address everyday concerns, ensure reliability, and achieve meaningful outcomes, thereby continuously enhancing governance capabilities and service standards and striving to create a new chapter in grassroots governance under Party-building guidance.