Property Management Plan Template

Property management refers to the owner’s collective management of all parts of all buildings and all buildings, places, and facilities within the building zone or entrusted property service companies or other management The activities of people managing the buildings, facilities, equipment, places and sites owned by the owners. Now, let’s take a look at the following two articles about property management plans!

Residential property management implementation plan

1. Guiding ideology

< p> Guided by the scientific outlook on development, with institutional and mechanism innovation as the core, and in accordance with the "three combinations" principle of combining industry management with territorial management, combining property management with community management, and combining owner independent management with community autonomy, we will strengthen territorial Management functions, rationalize the property management system, expand property management coverage, establish and improve a long-term mechanism for property management that is standardized, stable, effective and harmonious, continuously consolidate the achievements of civilized city creation, and further promote the construction of civilized communities and harmonious Ningnan.

2. Responsibilities and tasks

(1) Strengthen territorial management and establish a work system with clear responsibilities and rights

In accordance with the principle of "shifting the focus downward and territorial management" , establish a "two stations and one center" property management system under the leadership of the street property management office, undertake some of the functions delegated by the urban property management department, and specifically implement the organization and supervision of property management of residential communities in the jurisdiction.

1. Responsibilities of the street property management office

(1) Participate in the bidding and bidding of property management in the jurisdiction, property acceptance and acceptance of new residential communities, qualification review of property service companies, and property management in conjunction with the competent departments Regional division; responsible for property maintenance fund renewal and use review, property service quality inspection and evaluation, property management project handover supervision, etc.

(2) Guide and supervise the establishment, re-election and re-election of the owners' committee, and provide review opinions on the filing of the owners' committee; be responsible for guiding and supervising the daily operations of the owners' conference and the owners' committee.

(3) For residential communities that do not have property management or have been abandoned by property management companies within their jurisdiction, before the owners’ meeting determines the management method, they are responsible for organizing the street property service center to provide basic property services for a fee.

(4) Coordinate and handle property management complaints and petitions within the jurisdiction.

(5) If the supporting public facilities, community and property management buildings are not constructed as planned, or if there are quality problems with the supporting buildings and facilities, the relevant departments shall be requested to order the development and construction unit to make rectifications.

(6) Organize and establish a leading organization for property management in the jurisdiction.

2. Responsibilities of each sub-district department

(1) The sub-district urban construction department is responsible for researching and formulating the development strategy for property management of residential areas within its jurisdiction, commanding and coordinating the member units of the leading group to improve the residential areas. Property management work.

(2) The sub-district finance office is responsible for implementing supporting funds, allocating subsidies in a timely manner in accordance with regulations, supervising the use of funds, and participating in the annual assessment and reward and punishment evaluation of the community.

(3) The street city appearance and sanitation management office is responsible for taking the lead and urging the community to promptly demolish illegal constructions in residential areas, and guiding and urging cleaning staff to do a good job in sanitation and cleaning of each residential area within the scope of their duties.

(4) The Street Justice Office is responsible for assisting the street in establishing a property management conflict mediation station, strengthening policy and business training and work guidance for mediators, giving full play to the role of the mediation mechanism, and coordinating the resolution of various property management conflicts and disputes.

(5) The Street Social Affairs Department is responsible for the organization, coordination and comprehensive management of community construction. Incorporate community residents who meet the subsistence allowance conditions into the scope of protection, and urge and assist communities and property management companies to follow the principle of collecting first and then returning to the subsistence allowance households.

(6) The Subdistrict Comprehensive Section is responsible for actively coordinating the payment of corresponding property management fees by kindergartens and schools in residential areas, so as to reduce the operational responsibilities of property companies.

(7) The Subdistrict Commission for Discipline Inspection is responsible for the annual assessment of community management work and the supervision and audit of the use of property management funds.

3. Responsibilities of community committees

(1) Guide the establishment of a preparatory group for the owners’ meeting and send representatives to participate in the preparatory work; organize the first owners’ meeting of the newly developed community in conjunction with the development and construction unit , and supervise and guide the election of the owners' committee in accordance with the law; guide and supervise the election of the owners' committee and the handover of the new and old owners' committees, etc.

(2) Supervise and guide the work of the owners committee. Responsible for conveying the decisions made by the street on the public interests of the community and making suggestions and opinions on the resolutions of the owners committee.

(3) Cooperate with the sub-district office to establish a property management responsibility system within the jurisdiction and integrate it into comprehensive community management.

(4) Establish a property management supervision group to be responsible for daily supervision of the quality of property management services and timely feedback of information to the street property management office.

(5) Responsible for coordinating the relationship between the property management company and the owners committee.

4. Responsibilities of the property management service center

(1) Responsible for residential and public facilities, public order, living environment, sanitation, greening, Management and service work of parking lots and decoration.

(2) Accept the supervision of the owners' committee or the property management committee, listen extensively to the opinions of owners and users, propose corrective measures and implement them; regularly participate in owners' meetings to provide quality services to owners and users.

(3) Accept owners’ visits, inquiries, entrustments, complaints and other matters, and resolve them in a timely manner if possible.

(4) Establish and improve household files and improve old community management accounts.

(5) Inspect and urge cleaning staff to do a good job in environmental sanitation of corridors and communities, and strengthen environmental protection publicity in old communities.

(6) Regularly inspect and maintain public facilities and equipment, organize timely dredging and cleaning of sewers and septic tanks, and solve problems in a timely manner if problems are found.

(7) Patrol the community no less than twice a day, take necessary measures in case of emergencies and report to relevant departments in a timely manner.

(8) Manage and guide vehicles entering and exiting the community, and keep entrances and exits clear.

(9) Complete other property management tasks assigned by superior departments on time and with high quality.

5. Responsibilities of the property management emergency repair station

(1) In accordance with the principles of rapid response, timely organization, high-quality service, and paid and low profits, carry out * operations in residential areas without management units within the jurisdiction Emergency maintenance work for public parts, public facilities and equipment and owner-occupied parts.

(2) Responsible for the implementation of 24/7 dedicated personnel to answer emergency repair calls and keep records.

(3) Responsible for arranging maintenance units, promising service time limits, arriving on site within 30 minutes to promptly eliminate dangers, and ensuring that water repairs do not exceed the weather, power repairs do not occur overnight, and sewer unblocking and septic tank cleaning services are provided in a timely manner.

(4) Responsible for supervising the acceptance results, feeding back maintenance information, and establishing maintenance service ledgers.

(5) For maintenance items that are not within the scope of service, relevant maintenance consultation will be provided to the repair requester. For repair reports involving water supply, power supply, gas and other departments, relevant telephone numbers should be provided.

(6) For maintenance projects that belong to the most common parts of the house and most common facilities and equipment, provide special maintenance fund policy consultation to the repair applicant, and assist them in applying for maintenance funds.

6. Responsibilities of the property management conflict complaint mediation station

(1) Accept and mediate complaints about property management conflicts and disputes between owners, users and property service companies.

(2) Accept and mediate complaints about property management conflicts and disputes between owners and owners, users and owners committees.

(3) Accept and mediate complaints about property management conflicts and disputes between owners, users, development and construction units, and property service companies.

(4) Accept and mediate complaints about other property management conflicts and disputes.

(5) Relevant policies stipulate that the property management complaint mediation workstation will not accept conflicts and disputes that are not accepted by the general mediation of social conflicts and disputes.

(6) Complaints about property management that are not accepted and mediated by the street property management complaint mediation workstation are not allowed to be petitioned beyond the next level. Petitions that are beyond the level will not be accepted in principle.

(2) Improve the classified management model and gradually realize the standardization of property management

1. The community management requirements for market-oriented property management have been implemented: establish and improve the owners’ committee to coordinate the property management of the owners Supervision of the company; strengthen the training and guidance of property management companies and continuously improve service levels; evaluate the service quality of property management companies and provide basic opinions for the annual review of the competent authorities; participate in the evaluation activities of outstanding communities and promote the management and service models of excellent communities. , promote the standardized operation of property management.

2. Property management requirements for self-managed communities by units: Supervise self-managed units to effectively assume property management responsibilities, and promptly report relevant inspection and evaluation results at all levels to the property management company and its administrative departments to form a Let’s work together to achieve the goal.

3. Takeover requirements for old communities that do not have market-oriented operations: The street property management service center is responsible for providing basic property services for a fee. After a period of operation, it will gradually transition to the ownership committee and street property management. The service center signs a service entrustment contract and carries out basic business standard management.

4. Requirements for taking over affordable housing residential areas: Economically affordable residential areas belong to government-subsidized housing. In principle, property management is uniformly implemented by the street property service center and low-standard charges are implemented. Developers are required to build a certain proportion of commercial buildings in accordance with regulations, and the proceeds are used to subsidize the shortfall in property management fees.

(3) Increase assistance and promote the sustainable and healthy development of property management

First, increase publicity to community residents and enhance residents’ awareness of spending money to buy services. Organize social committees to assist property companies in collecting property management fees, using fees to promote management, using management to promote the environment, and using the environment to promote fees, forming a virtuous cycle. The second is to actively seek support from superior departments. Assist in building maintenance, cleaning and greening, and security patrols in Chuxin Community to create conditions and provide support for property management. The third is to encourage property management companies with certain strengths to participate in competition. Increase market share, promote large-scale management of property companies, reduce operating costs, and improve overall standards.

3. Organizational Leadership

The street has established a leading group for property management services. The members are as follows:

The leading group has an office that co-locates with the property management office. , responsible for handling daily affairs. The office director is concurrently served by Comrade Guo Zhiyu, and Comrade Xie Hong serves as deputy director. Each community has established a community property management service station. The director of the station is the community director. The contact number is: 52400834.

IV. Institutional Setup

In order to facilitate the operation of the institution, the street has established a property management office, under which there are "two stations, one center and one group" executive agency, which is specifically responsible for the affairs in the property management process. deal with.

1. Street Property Management Conflict Complaint Mediation Station

2. Street Property Management Emergency Maintenance Service Station

3. Street Property Management Service Center

4. Community Property Management Supervision Group

Each community committee sets up a property management supervision group to implement secondary supervision. The first-level supervision is organized and implemented by the street property management office and the directors of each community, and performs the delegated powers and responsibilities of the district property department; the second-level supervision is organized and implemented by the four-in-one community, and is composed of representatives of the social workers of the neighborhood committee, representatives of the community owners, and the social committee It is composed of representatives and property company representatives. The director of the social committee serves as the team leader, responsible for daily supervision of the quality of property management services and timely feedback of information to the street property management office.

5. Implementation steps

1. Plan formulation stage (before June 12)

(1) Investigate the nature of the residences within the jurisdiction. Divide into property-managed communities, self-managed communities, and unmanaged communities, and find out the scope, number of buildings, number of residents, etc.

(2) Go out for research and conduct in-depth research on the experience of localized management of residential communities in pilot units.

(3) Confirm the office space, various systems and network flow charts on the wall.

2. Publicity and mobilization stage (before June 20)

(1) Convene a mobilization meeting for members of the leadership group and "two stations, one center and one small group" personnel.

(2) Through various community property enforcement agencies. We convened the backbone of community residents, building leaders, party group leaders, and community activists to carry out extensive publicity and mobilization to improve community residents' understanding of property management and actively assist property management companies in their work.

3. Full implementation stage (June 21st to June 30th)

Two stations, one center and one small group will carry out comprehensive work to effectively provide property services to community residents.

VI. Work requirements

1. Strengthen leadership and raise awareness. Leaders at all levels must start from the perspective of building new modern communities, improving urban management levels, promoting the construction of a harmonious society, and promoting the creation of civilized cities. Carefully understand the importance of property management system innovation, strengthen the sense of responsibility, organize carefully, deploy carefully, clarify measures, establish an accountability system, and ensure that all work on system innovation is implemented.

2. Strengthen publicity and create an atmosphere. It is necessary to positively guide public opinion and vigorously publicize the significance and role of standardized property management as well as relevant policies and regulations on property management. Adopt methods such as distributing leaflets, printing convenience manuals, and bulletin boards to actively guide owners to consciously abide by the relevant regulations on property management, establish the awareness that property management is consumption and commodities, and create a community that cares, supports, and participates in housing. The community implements a good atmosphere of standardized property management.

3. Clarify responsibilities and implement requirements. All functional departments must work together to manage and coordinate with each other to implement various policies to support property work. Each community should establish a leading organization for property management work, establish a responsibility system with the top leader taking overall responsibility, and allocate capable forces to implement community responsibilities and assessment standards. The street property management office must carefully organize the inspection and assessment work, establish and improve the joint meeting system, strictly supervise and report the inspection results, and ensure the smooth progress of the pilot work.

4. Highlight key points and increase investment. Each community must increase supervision of property management in its own jurisdiction, especially support old communities, improve various public supporting facilities, and extend service content. At the same time, the street will adopt the method of fighting for some and raising some by itself to provide necessary investment in the property management of old communities.

Property management plan

In order to improve the property management level of the city’s old communities after comprehensive renovation, consolidate the results of various improvement projects, and improve the living quality of the people, it has been decided to implement the project in the city Implement property management improvement projects in old residential areas within the district. The following implementation plan is now formulated:

1. Guiding ideology

Guided by the Scientific Outlook on Development, build around *** and enjoy a quality of life comparable to that of famous cities in the world. To achieve the goal of the city, adhere to the principle of emancipating the mind and daring to be the first, and in accordance with the requirements of government leadership and the joint participation of enterprises and citizens, we will promote the expansion and quality improvement of property management in old residential areas, and build a system that is consistent with the economic and social development level of Hangzhou. Adaptable residential community property management service model strives to improve the quality of people's living life.

2. Main Goals

Overall Goal: Strive to make Hangzhou urban area (including Shangcheng District, Xiacheng District, Jianggan District, Gongshu District, and Xihu District, hereinafter referred to as Wucheng District) residential communities that have implemented courtyard improvements and dilapidated houses (approximately 3,000 houses, with a construction area of ??approximately 10 million square meters, involving approximately 132,000 households) have basically achieved full coverage of property management, and are not included in courtyards The residential communities with improved and dilapidated houses should carry out property management improvements according to actual conditions, gradually establish a long-term mechanism for property management of old residential communities with low fees, wide coverage and subsidies, and improve the level of property management services.

Specific goals: On the basis of renovating and improving the hardware supporting facilities of old residential areas, establish a property management mechanism and strive to achieve the "eight", that is, property management and housing, public cleaning and cleaning , There is orderly maintenance, parking management, facility maintenance, greening maintenance, road maintenance, and repair management.

3. Scope of implementation

Old residential communities and sporadic residences that meet the following conditions simultaneously within the five urban districts of Hangzhou:

1. Built before 1999;

2. The houses are in complete sets;

3. Professional property management has not yet been carried out.

IV. Basic principles

1. Adhere to territorial management. It is necessary to follow the principles of "combination of areas, focusing on areas, and territorial management", give full play to the organizational and guiding role of territorial sub-district offices (township governments) and community neighborhood committees, and establish a long-term management mechanism according to local conditions.

2. Insist on highlighting key points. It is mainly aimed at residential communities that have completed courtyard improvements and dilapidated house improvements and have not yet implemented professional property management. The focus is on establishing a long-term mechanism for daily property management in old residential communities that have completed courtyard improvements and dilapidated house improvement projects.

3. Adhere to soft and hard construction. While carrying out the renovation and improvement of infrastructure in residential communities, we will establish and improve daily property management working mechanisms to achieve both construction and management.

4. Insist on project integration. Property management improvement projects should be closely integrated with dilapidated house improvement projects and courtyard improvement projects. For old residential communities that implement dilapidated house improvement projects and courtyard improvement projects, the hardware facilities of the residential community must be improved in conjunction with the requirements of the property management improvement project, so that the dilapidated house improvement and courtyard improvement can be completed in one step, and the property management improvement can be promoted. One, to avoid repeated construction affecting residents’ lives.

5. Insist on owner participation. It is necessary to focus on the joint participation of owners and residents, effectively implement the "Four Questions and Four Rights" in the project, ensure the "right to know, the right to participate, the right to choose, and the right to supervise" of the owners and residents, and clarify the joint participation of owners and residents. with the obligations and responsibilities of managing the community.

5. Implementation steps

1. Investigation planning stage. Before the end of June 20xx, the organization establishment, investigation of the current status of property management of residential communities in Wucheng District, formulation of relevant policy standards and planning arrangements were completed.

2. Comprehensive promotion stage. From July 20xx to the end of 2011, the Wucheng District property management improvement project was comprehensively promoted, mainly targeting residential communities where courtyard improvements and dilapidated house improvements had been carried out. According to the completion of one courtyard improvement and dilapidated house improvement, one property management improvement project was advanced. The principles of organization and implementation include 1 million square meters completed in 20xx, 5 million square meters completed in 20xx, 4 million square meters completed in 2011, and a total of 10 million square meters completed.

For other old residential areas or sporadic residences that are not included in the courtyard improvement or dilapidated house improvement plans, residential area renovation and property management improvement projects will be implemented every year based on financial budget arrangements and the actual situation of the residential area and local conditions. .

VI. Improvement measures

(1) Improve the hardware configuration.

1. Residential communities that have been included in the courtyard improvement and dilapidated house improvement plans, in addition to completing the original improvement tasks, must also simultaneously complete the hardware required for property management of the residential community in accordance with the requirements of the property management improvement project. The facilities are well equipped. For residential communities that have completed courtyard improvement and dilapidated house improvement projects before the introduction of this plan, the municipal house renovation office or dilapidated house renovation office must check and fill in the gaps through "looking back" and further improve the hardware configuration in accordance with the requirements of the property management improvement project. The specific new hardware configuration tasks are as follows:

(1) Delineate the property management area. Set up walls in residential areas to form relatively closed and independent property areas; sporadic residential areas and small-scale residential areas can be merged into one property management area for management according to local conditions.

(2) Construct special facilities. Including the installation of security doors for residential units and electronic monitors in the community, inspection and repair of community fire protection and other facilities and equipment.

(3) Equipped with property management room. To supplement the allocation of housing for property management in the community, if conditions permit, we must strive to allocate it according to the standard of 5 square meters of total construction area. If it is temporarily impossible to allocate housing for property management, we can temporarily adopt methods such as leasing and borrowing to make the transition.

2. For residential communities and sporadic residences that are not included in the courtyard improvement or dilapidated house improvement plans, the finance department will allocate a certain amount of funds every year to implement property management improvement projects. The specific details will be determined by the municipal property reform office based on the actual situation of the residential community. , organize and implement selectively according to local conditions. The main contents of community improvement and hardware configuration are as follows:

(1) New configuration. New configuration content for residential communities included in the courtyard improvement and dilapidated house improvement plans.

(2) Environmental improvement. Including the smoothing of community roads, demarcation of car parking spaces, organization of bicycle sheds (storage), greening, and improvement of public lighting configurations, etc.

(3) House improvement. Including the maintenance and finishing of common parts such as roofs (including flat to slope), facade renovation, corridor whitewashing, pipeline sequencing, repair of dangerous buildings, etc.

(4) Improvement of public utility pipe network. Including the basic renovation of utility pipelines and facilities such as tap water, electricity and gas in the community.

(2) Establish a property management mechanism.

On the basis of renovating and improving the hardware facilities of residential areas, introducing property service companies to implement professional property management according to the wishes of residents, or entrusting community public service workstations by local sub-district offices (township governments) Organize and implement community-based quasi-property management and establish a long-term mechanism for residential property management.

1. Determine the management model.

The sub-district office (township government) should complete the solicitation of residents’ opinions and determine the community management model within one month after the completion and acceptance of the hardware facility improvement project. If some old communities (or sporadic residences) have not been renovated or hardware improvements have not been completed due to special reasons, they will be accepted after confirmation and approval by the local street office (township government).

Residents’ opinions are solicited on a household-by-household basis (one independent property unit is a household) in written form, and residents are publicly informed of the organizational form, service content and corresponding services of professional property management and community-based quasi-property management. Charges. If more than 1/2 of the households in the community choose to adopt professional property management, the neighborhood office (township government) will entrust the community committee to organize the community residents to hold an owners meeting and establish an owners committee within two months, and guide the owners committee to pass the owners meeting Select and hire property service companies; communities that choose professional property management and the number of residents does not reach more than 1/2 of the total number of households will uniformly adopt a community-based quasi-property management model, and the sub-district office (township government) will entrust the community government to The service workstation will organize and establish a daily property management mechanism within two months.

2. Implement property management.

(1) Community-based quasi-property management. Community-based quasi-property management is organized and carried out by the community public service workstation. You can hire cleaning, order maintenance and other staff to be responsible for the daily management of the community, or entrust a property service company to be responsible for management, or organize residents to manage autonomously to provide basic services to community residents, including cleaning of public areas and safety and order in the community. Maintenance, parking order maintenance, maintenance of public facilities, public greening maintenance, road maintenance in the community, repair and management of public parts of the house and other services are provided by the community public service workstation in accordance with the Hangzhou Community The quasi-property management service charge management method charges residents a certain service cost. Operating income from public road parking, property management buildings, etc. in the community are collected and used uniformly by the community public service workstation as community property management funds to make up for the lack of community management funds.

(2) Professional property management. Professional property management is organized and implemented by professional property service companies. The owners' committee selects and hires professional property service companies to enter the community through the owners' meeting to carry out professional property management, and both parties sign a property service contract. The hired property company shall provide professional property management services in accordance with the "Property Management Regulations" and other provisions and the "Property Service Contract" and collect property service fees from residents in accordance with the contract.

VII. Funding Policy

1. If the hardware configuration project is included in the implementation of court renovation and dilapidated house improvement projects, the hardware configuration project costs will be included in the special projects for courtyard improvement and dilapidated old house improvement projects. funding.

2. If the hardware configuration project is included in the implementation of the property management improvement project, the cost of the hardware configuration project will be included in the special funds for the property improvement project.

The funding method is as follows:

(1) Road smoothing, rainwater pipe renovation and water intake installation, lighting and leisure facility installation, sanitation facility renovation, greening renovation, etc. involved in environmental improvement are included in the project bidding scope The content and the civil construction costs of the power upgrading and downgrading project will be solved by the municipal and district finances on a 1:1 basis based on the final accounts of the project.

(2) The cost of renovation of public parts of the house such as flat to slope, facades and corridors involved in house renovation shall be borne by the property rights unit in accordance with the principle of “Whose family will take care of the children?” ; If it is really difficult to bear the burden, the property owner shall submit an application to the district government. After review by the district government and approval by the Municipal Property Reform Office, the municipal and district finances will solve the problem on a 1:1 basis based on the final accounts of the project.

The housing renovation costs for directly managed public housing, housing reform housing and units without property rights shall be paid by the municipal and district finances on a 1:1 basis based on the project final accounts.

(3) The costs required for the upgrading of weak current poles and lines and the ordering of the poles shall be borne by each property rights unit according to the principle of "whose family will take care of the child"; for the upgrading of power poles and lines? The cost of electrical supporting facilities and the renovation of one meter per household will be borne by the Municipal Electric Power Bureau; the construction (renovation) costs of pipeline gas will be borne by the Municipal Gas Group; the cost of renovation of tap water per household, one meter, in addition to the relevant fees that residents need to pay in accordance with regulations In addition, the rest will be borne by the Municipal Water Industry Group.

(4) In principle, property management improvement projects are exempt from the costs involved in greening compensation, road excavation, and relocation of comprehensive pipelines due to municipal engineering projects. The project implementation unit must carry out greening restoration and road repair work in accordance with the requirements of relevant departments and relevant standards.

3. After the long-term mechanism for daily management of residential communities is established, the funds required for property service fee reduction and exemption subsidies for needy people and job subsidies for property management personnel at community public service workstations will be provided by the municipal and district finances according to 1: 1 matching solution.

8. Safeguard measures

1. Establish a working mechanism. Establish a municipal property management improvement project leading group to be responsible for the organization and leadership of the improvement project. The leading group has an office (located in the Municipal Housing Authority), which is specifically responsible for the organization, supervision and policy formulation of property management improvement projects. Each district government and its sub-district offices (township governments) should establish corresponding organizational structures to be responsible for implementing various specific tasks of property management improvement projects within their jurisdiction and coordinating related issues. Departments at all levels including construction, planning, housing management, civil affairs, public security, police, law enforcement, transportation, greening, environmental protection, price, industry and commerce, quality supervision, fire protection and other departments carry out relevant work on residential property management in accordance with their respective responsibilities and in accordance with the law.

2. Implement financial guarantee. Special funds for property management improvement are included in the fiscal year budget, and specific usage regulations will be formulated separately. Finance at all levels should ensure the implementation of matching funds and implement full tracking and auditing. It is necessary to strengthen the management of the use of funds, and the audit results shall be used as the basis for the final settlement.

3. Increase support. If a residential community implements "quasi-property management", the original greening, municipal and other fund subsidies and preferential policies will remain unchanged, and service personnel position subsidies will be set according to the scale of the community's quasi-property management community; a property management improvement assessment and evaluation mechanism will be established to evaluate the assessment Outstanding units (individuals) will be rewarded; if the needy people in the residential area are indeed unable to pay the property service fees, they will be exempted from the fee after being publicized by the community where there is no objection; professional units of water, electricity, sanitation and other public utilities entrust management units to charge unified fees , should strictly implement the charging standards approved by the price department, and pay the special entrustment fees of the management unit. If the community public service workstation uniformly entrusts property service companies to provide community-based quasi-property management, the subsidies and preferential policies will remain unchanged.

4. Strengthen assessment and supervision. Property management improvement projects should follow the principles of urban linkage, district-based and territorial management, and establish a four-level linkage mechanism of city, district, street (township) and community. The municipal government signs target responsibility letters with relevant units in each district and city and implements annual target assessments. Specific assessment methods will be formulated separately.

5. Strengthen the guidance of public opinion. All relevant departments should strengthen the publicity of property management improvement projects, guide the public to understand the basic content of property management, understand the basic rules and standard requirements for the operation of the property management industry, and cooperate with the community property management work.