Notice of the General Office of the Beijing Municipal Committee of the Communist Party of China and the General Office of the Beijing Municipal People’s Government on Printing and Distributing the Thr
District committees, district governments, ministries and commissions of the Municipal Party Committee, municipal state organs, state-owned enterprises, people’s organizations and institutions of higher learning:
With the consent of the Municipal Party Committee and the Municipal Government, we hereby print and distribute the Three-year Action Plan (2020-2022) on strengthening Beijing’s property management and improving the property service level to you, please conscientiously implement it in light of the actual situation.
General Office of Beijing Municipal Committee of CPC
General Office of Beijing Municipal People’s Government
July 12, 2020
Three-year Action Plan (2020-2022) on Strengthening Beijing Property Management and Improving Property Service Level
In order to build a property management system under the framework of party building leading community governance, effectively improve the level of property services, and build a harmonious and livable community, this action plan is formulated in accordance with the Regulations of Beijing Municipality on Property Management (hereinafter referred to as the Regulations) and combined with the actual situation.
I. General requirements
(A) the guiding ideology
Guided by Socialism with Chinese characteristics Thought of the Supreme Leader in the New Era, we will fully implement the spirit of the 19th National Congress of the Communist Party of China and the Second, Third and Fourth Plenary Sessions of the 19th National Congress, thoroughly implement the spirit of the important speech of the Supreme Leader General Secretary to Beijing, adhere to the people-centered development concept, improve the property management system and mechanism, strengthen refined management, effectively improve the service level, continuously improve the living environment, promote the modernization of the capital city governance system and governance capacity, and continuously enhance the people’s sense of acquisition, happiness and security.
(2) Basic principles
1. Adhere to the guidance of party building. Give full play to the fighting bastion role of grassroots party organizations and the vanguard and exemplary role of party member, and strengthen the political guidance, organizational guidance, ability guidance and mechanism guidance of street (township) and community party organizations to property service enterprises and owners’ committees (property management committees), so as to make them an important force for the party to contact and serve the masses and strengthen grassroots governance.
2. Insist on bringing property management into the community governance system. Take property management as an important part of community governance, promote decentralization and power sinking in an orderly manner according to law, give full play to the role of streets (towns) and communities, and establish a simple and efficient management system and mechanism.
3. Adhere to the service orientation. Combining management with service, focusing on solving the worries, worries and worries around the masses, standardizing the main behaviors of all parties in property management, and improving management ability and service level.
4. Insist on relying on and mobilizing the masses. Change the concept of governance, innovate the governance model, guide residents to actively participate in the management of community affairs, stimulate the vitality of grassroots governance, and realize joint construction, governance and sharing.
(III) Work objectives
Through three years’ efforts, the system and mechanism of property management are basically sound, the policy and standard system is basically perfect, the outstanding problems in the field of property management have been effectively managed, the working pattern of party Committee leadership, government-led, residents’ autonomy, multi-party participation, consultation and co-construction, and scientific and technological support has basically taken shape, the level of property service has been significantly improved, and the satisfaction of the masses has been greatly improved.
In 2020, taking the promulgation of the Regulations as an opportunity, we will consolidate the full coverage of the Party’s work in COVID-19 epidemic prevention and control, build the supervision and management organizational structure of city, district, street (township) and community property management, optimize the allocation of power, improve supporting policies and standards, and form a good start in implementing the Regulations.
In 2021, the formation rate of owners’ committees (property management committees), the coverage rate of property services and the party’s organizational coverage rate were significantly improved, the property management system under the framework of community governance led by party building was further improved, the ability of streets (towns) to guide property management was further enhanced, the property services in old communities made breakthroughs, and remarkable results were achieved in the management of outstanding problems in the property industry.
In 2022, the property management system under the framework of community governance led by party building will be built in an all-round way, the strength and ability of street (township) and community management will be enhanced in an all-round way, and the long-term mechanism of property management will basically take shape. Owners’ committees (property management committees), property services and party organizations have achieved extensive coverage.
Second, the main task
(a) improve the supervision and management mechanism of the city, district, street (township) and community.
1. Strengthen overall coordination at the municipal level. The city’s street work and the "whistle report" reform class coordinated the implementation of the "Regulations", strengthened coordination and dispatch, and strengthened supervision and assessment. Establish and strengthen the municipal joint meeting system of property management. The member units include the Municipal Housing and Urban-Rural Development Committee, the Urban Work Office of the Municipal Party Committee, the Organization Department of the Municipal Party Committee, the Civil Affairs Bureau of the Municipal Social Work Committee, the Municipal Judicial Bureau and other departments, as well as the district committees and governments (including the Party Working Committee and the Administrative Committee of Beijing Economic and Technological Development Zone, the same below). Each member unit is responsible for the supervision and management of property management and law enforcement inspection, and municipal public service enterprises such as water, electricity, gas and heat do relevant work according to their duties.
2. Strengthen organizational leadership in all districts. All districts should take the related work of property management as the "number one" project, establish and improve the corresponding comprehensive coordination and promotion mechanism, formulate annual plans, clarify work objectives, organize streets (townships) and communities to promote the supervision and management of property management as a whole, and strengthen inspection and assessment; Organize the training of members of the owners’ committee (property management committee).
3 streets (towns) to implement the main responsibility. Streets (towns and villages) should establish the working mechanism of "top leaders" personally, combine the reform of management system, clarify the supervision and management institutions of property management, optimize the allocation of power, and make overall plans for the supervision and management of property management within their respective jurisdictions; Organize, coordinate and guide the formation of owners’ committees (property management committees), and improve the formation rate of owners’ committees (property management committees), the coverage rate of property services and the coverage rate of party organizations; Make full use of the "whistle for reporting" working mechanism, do a good job of "handling complaints immediately" and "handling without complaints first", coordinate and solve property management problems reflected by the masses, and strengthen comprehensive law enforcement.
4. The community pays special attention to concrete implementation. Community party organizations guide the establishment of a consultation mechanism, organize residents’ committees, owners’ committees (property management committees), property service enterprises, resident units and residents’ representatives to conduct regular consultations, promote the establishment of party organizations in owners’ committees (property management committees) and property service enterprises, coordinate and solve property management problems, and mediate contradictions and disputes; Assist the street (township) to evaluate the performance of the owners’ committee (property management committee) and the performance of the property service enterprises; Actively guide the owners’ autonomous management and supervise the operation of the owners’ committee (property management committee).
(two) improve the owners’ committee (property management committee) formation rate, property service coverage, party organization coverage.
5. Improve the formation rate of the owners’ committee (property management committee). Strengthen classified guidance and actively promote the establishment of owners’ committees (property management committees) under the guidance of party building. Do not have the conditions to set up the owners’ committee, to actively set up a property management committee. Street (township) and community party organizations should actively guide party member owners to participate in the management of community public affairs and play a vanguard and exemplary role in grassroots governance. Efforts will be made to improve the formation rate of owners’ committees (property management committees) in residential areas managed by property service enterprises, and focus on the formation of owners’ committees (property management committees) in commercial housing communities. More than 2,000 new owners’ committees (property management committees) will be established before the end of 2020; The formation rate of owners’ committees (property management committees) will reach over 30%, over 70% in 2021 and over 90% in 2022. (Responsible units: district committees and governments, municipal housing and urban-rural development committee, municipal party committee organization department, municipal party committee social work committee civil affairs bureau)
6. Improve the coverage of property services. Streets (townships) and communities should promote the convening of owners’ meetings, guide residents in residential areas to make democratic decisions and jointly decide to choose appropriate forms of property services from various forms, such as self-management, entrusting unified management of property service enterprises, entrusting specialized units to provide special services, and entrusting other property managers to manage, so as to gradually expand the coverage rate of property services in residential areas, especially in old ones. The coverage rate of property services will reach over 60% in 2020, over 70% in 2021 and over 90% in 2022. (Responsible units: district committees and governments, municipal housing and urban-rural development committee, municipal party committee organization department, municipal party committee social work committee civil affairs bureau)
7. Improve the Party’s organizational coverage. Street (township) and community party organizations should put the party building work of the owners’ committee (property management committee) and property service enterprises on the agenda, intensify the work, and do a good job in the formation of party organizations. Provide basic property services, living services and safety management for communities without property services, and take the lead in building party organizations. Fully implement the "two-way entry and cross-employment", guide and support party member among the owners to actively run for the membership of the owners’ committee when the owners’ committee is established and changed, and serve as a member of the owners’ committee through legal procedures. In 2020, on the basis of full coverage of the Party’s work, the Party’s organizational coverage will reach over 30%, over 70% in 2021 and over 90% in 2022. (Responsible units: district committees and governments, municipal party committee organization department, municipal housing and urban-rural development committee, municipal social work committee and civil affairs bureau)
(3) Improve supporting policies and standards.
8. Improve supporting policies. Combined with the implementation of the "Regulations" and the actual work of property management, we will speed up the formulation of documents such as the methods for the establishment of property management committees, the management methods for the handover of property service projects, and the management methods for the performance evaluation of property service enterprises, and revise the "Guiding Rules for Owners’ Congress and Owners’ Committees in Beijing Residential Areas" to gradually form a policy system that is mutually connected and supportive. (Responsible unit: Municipal Housing and Urban-Rural Development Committee and other relevant departments)
9. Improve standards and norms. Formulate the list of residential property service projects, the cost information and pricing rules of property service projects, the rules of revenue and expenditure publicity, etc., revise the Residential Property Service Standards, etc., and establish a property service management standard with unified rules, clear requirements, openness and transparency, and operability. Formulate model texts of management regulations, rules of procedure of owners’ congress, property service contracts and prophase property service contracts, etc., and standardize the behaviors of all parties involved in property services. (Responsible unit: Municipal Housing and Urban-Rural Development Committee and other relevant departments)
(D) to promote the healthy development of the property services market
10. Cultivate the market environment. Study and formulate guiding opinions to promote the healthy development of the property industry, establish and improve an open and transparent property service market mechanism with consistent quality and price, and promote the professional, chained and branded development of property services. Encourage property service enterprises to diversify and operate in a diversified way, and adopt modern information technology to vigorously develop smart properties. Establish an incentive mechanism for the development of high-quality property service enterprises and support them to assume social responsibilities. (Responsible units: district committees and governments, municipal housing and urban-rural development committee)
11. Strengthen market supervision. Do a good job in daily supervision of property service enterprises, improve the normalization supervision mechanism, strengthen law enforcement inspection, and promptly urge rectification when problems are found. Improve the credit evaluation system of property service enterprises through performance evaluation and establish a classified reward and punishment system. Build a bidding platform for property services, improve the exit mechanism of property service enterprises, and strengthen the management of hiring and exit of property service enterprises. In accordance with the deployment of the special struggle against evil, we will continue to rectify the chaos in the property management industry and promote the healthy and orderly development of the industry. (Responsible units: Municipal Housing and Urban-Rural Development Committee, Municipal Committee of Political Science and Law, Municipal Public Security Bureau, and district committees and governments)
12. Give play to the role of trade associations. Encourage and support property service enterprises to join industry associations, implement self-discipline management, mediate contradictions and disputes, carry out business training, and improve their professional ability and service level. Encourage property service enterprises to form regional property service alliances, promote enterprise alliance, promote complementary advantages and form brand effect. (Responsible unit: Municipal Housing and Urban-Rural Development Committee, district committees and governments)
(5) Promote the solution of key and difficult problems.
13. Promote the establishment of a property management mechanism in old communities. Before the comprehensive renovation of old residential areas is implemented, the owners’ committee (property management committee) will be formed under the guidance of party building, and the owners will be organized to reach an agreement on property service standards and charging standards, choose a suitable property service model according to local conditions, and sign a property service agreement; Coordinate the whole process of property service enterprises to participate in comprehensive improvement; Combined with comprehensive improvement, we will make up for the construction and continue to raise special maintenance funds for residential buildings. Relevant municipal state-owned enterprises should implement the responsibility of property management in old residential areas that have not been handed over, establish a long-term mechanism, and do a good job in property services. Improve the emergency property service mechanism in old residential areas. (Responsible units: district committees and governments, municipal housing and urban-rural development commission, municipal development and reform commission, municipal finance bureau, municipal planning and natural resources commission, municipal urban management commission, municipal state-owned assets supervision and administration commission, municipal housing fund management center and relevant municipal state-owned enterprises)
14. Deepen the reform of residential special maintenance funds. Adhere to the problem-oriented, accelerate the improvement of policies related to the management of residential special maintenance funds, focus on improving the basic data, improving the efficiency of use, improving storage methods, promoting the replenishment and renewal of maintenance funds, and further improve the management level of fund use. (Responsible units: Municipal Housing and Urban-Rural Development Committee, Municipal Finance Bureau, Municipal Planning and Natural Resources Committee, Municipal State-owned Assets Supervision and Administration Commission, and Municipal Housing Fund Management Center)
15. Continue to do a good job of "handling complaints immediately" and "reporting for duty" to promote property management-related work. In accordance with the principle of "small things don’t go out of the community (village), big things don’t go out of the street (township), and difficult departments can report", we will improve the working mechanism of "handling complaints immediately" and urge and guide communities and property service enterprises to solve problems reflected by the masses in time. Give full play to the role of the "whistle-blowing report" working mechanism, set up a ledger and supervise the outstanding problems reflected by the masses for a long time; To study and solve the common and difficult problems in time. All districts should carry out special rectification on the problems of dirty, chaotic and poor environment and do a good job in classified management of domestic garbage in combination with the complaints about property management of the 12345 citizen service hotline; Strengthen comprehensive law enforcement against unauthorized construction, unauthorized installation of ground locks, and occupation of green space; Timely investigation and elimination of old pipelines, elevators, fire protection facilities and other security risks; Formulate the evaluation index system of street (township) to implement property management, and strengthen the assessment and supervision of street (township). (Responsible units: Municipal Housing and Urban-Rural Development Committee, Municipal Affairs Service Bureau, district committees and governments)
16. Pilot projects to solve problems. Each district should focus on the difficult problems of property management, further screen pilot projects, give full play to initiative and creativity, explore new modes of property management, and improve the level of property services. (Responsible units: district committees and governments, Municipal Housing and Urban-Rural Development Committee, Municipal Party Committee Organization Department, Municipal Social Work Committee, Civil Affairs Bureau and other relevant departments)
(VI) Comprehensively improve the information level of property management.
17. Consolidate basic information. Collect, integrate and correct the information of residential houses, improve the basic information such as the number, area, number of households, year of completion and the establishment of maintenance funds in residential quarters, and enrich the management database of residential houses and residential quarters. (Responsible units: Municipal Housing and Urban-Rural Development Committee, Municipal Social Work Committee, Civil Affairs Bureau, and district committees and governments)
18. Improve the information system. Make full use of information technology to strengthen property management, and build a property management information service system covering government management, housing information, owners’ information, enterprise credit, owners’ committee (property management committee) operation, maintenance fund management and other modules on the basis of the existing data platforms of housing urban and rural construction, planning natural resources, housing fund management and other departments, so as to realize hierarchical management, data sharing among departments and dynamic update. Further improve the function of "Beijing Owners’ Joint Decision-making Mobile Voting System" and increase the promotion and application. (Responsible units: Municipal Housing and Urban-Rural Development Committee, Municipal Finance Bureau, Municipal Economic and Information Bureau, Municipal Planning and Natural Resources Committee, Municipal Housing Fund Management Center, Municipal Social Work Committee Civil Affairs Bureau)
Third, safeguard measures
(1) Strengthen organizational leadership. All districts should strengthen the organization and leadership of property management, and the main leaders should personally grasp it, and combine this action plan with their respective responsibilities to formulate detailed measures to form a working mechanism for implementation at all levels; In accordance with the work requirements of empowerment, sinking and efficiency improvement, we should increase support for streets (towns) in terms of funds and personnel strength to ensure the smooth development of all work.
(2) Actively reform and innovate. Encourage grassroots units to combine reality, take the initiative to explore practice, boldly reform and innovate, sum up and improve in time, and form a number of representative and replicable experiences to promote in the city.
(3) Do a good job in publicity and training. Relevant departments should strengthen publicity and guidance, use all-media means, actively promote advanced models of property management, and create a good atmosphere; It is necessary to formulate a special training plan, establish a training system at different levels and in different fields, and strengthen policy guidance and training for property management staff, owners’ committees (property management committees) and property service enterprises, so as to make them play a better role and promote the implementation of the work.