Main problems and countermeasures of residential property management

With the acceleration of urbanization, there are more and more people as the main city, and there are more and more residential quarters and property companies. Frequent conflicts between property companies and owners of residential quarters have become an important factor affecting the quality of urbanization, the degree of urban civilization and social stability. It is urgent to strengthen residential property management, improve the quality of property service, explore the establishment of a new property service mechanism of "government guidance, social mediation, owner autonomy, harmony and order, and integration of urban and rural areas", earnestly safeguard the legitimate rights and interests of owners and enterprises, and make residential property management embark on a benign track of standardization, standardization and rule of law.

First, the current outstanding problems facing property management

(A) disputes between property management companies and owners continue. First, the division of property management areas is not clear. Some communities don't even have rooms for property services and meetings of owners' committees. The operating income of public facilities such as parking spaces, swimming pools and sports fields in the community is mostly owned by developers or property management companies, and the competition between owners and developers is outstanding. Second, the transfer of professional operating facilities is not standardized. The handover of water supply, power supply, gas supply and other professional operating facilities is not standardized, which leads to the unclear responsibility subject of maintenance, maintenance, renewal and management, and the construction unit, professional operating unit and owner shirk each other. Third, residential planning and housing design changes are not open and transparent. The planning and design of some residential owners are inconsistent with the actual situation, which leads to the contradiction between owners and developers.

(2) It is difficult for the industry committee to play its role. First, preparation is difficult. Due to the uneven quality of the staff of the industry Committee and the diversity of representatives, the management regulations and other documents formulated by it are often not operable, do not conform to laws and regulations, and it is difficult to form a working consensus; Second, the operation is difficult. Industry Committee is just an autonomous organization without personality, and its subject status is not clear, so it is difficult to bear civil liability independently. The lack of operating mechanism makes it difficult to achieve the "double half" of the area and the number of participants.

(3) Due to the poor work of the property management company, the owner refused to pay the property management fee. First, the service quality is not high. The safety inspection, sanitation and cleaning, facilities and equipment maintenance and green lighting in the community are not in place. Second, the dispute resolution is not effective. Problems such as vehicle damage, property loss, injuries to public facilities, and unauthorized construction by individual owners are difficult to solve. Third, the charges are unreasonable. Property management companies have low transparency and different charging standards, and most property management companies have no relevant charging basis.

Second, the analysis of the causes of problems faced by property management

(1) The supervision of the department is weak. First, poor organization and coordination. Residential property management is a systematic project, involving planning, urban management, construction, power supply and other departments. The functions of the District Housing and Construction Bureau are incomplete, and the work of the government, streets and communities is not fully coordinated, and there is no resultant force. Second, the support of the judicial department is not enough. Owners refuse to pay property management fees, property management enterprises only have the court of appeal, and there is no other more effective way. The court of appeal has complicated procedures, high cost, difficult implementation and long cycle, and will only form a lose-lose situation in the end.

(2) Problems left over from development and construction affect the normal operation of property management enterprises. The first is planning change. The housing pattern and residential environment are inconsistent with the owner's purchase. For example, a residential area illegally adds floors, and the community is in a state of no property. Owners' representatives visited the municipal and district governments for many times, and even blocked road traffic. The second is the lack of housing and supporting facilities. The poor quality of residential houses, imperfect supporting facilities, and the owners can't find developers are all blamed on property management companies.

(3) The owners' consciousness of consumption and responsibility is weak. First, lack of consumer awareness. The owners' poor awareness of payment leads to the financial difficulties of property management enterprises, which in turn leads to the low quality of service and the vicious circle of property management services. The second is the lack of sense of responsibility. Industry Committee members know little about property management knowledge and lack enthusiasm for work. Moreover, it is difficult to convene the industry Committee, which leads to difficulties in communication between owners and enterprises and lays hidden dangers for the normal management of the community.

Third, strengthen property management countermeasures and suggestions

(a) all departments should perform their duties. The first is to establish a system of full participation. Relevant departments, towns and enterprises should participate in the whole process of community planning demonstration, construction and development. The second is to establish a licensing system. In the stage of comprehensive acceptance of residential areas, led by the competent construction department, with the participation of the competent property management department and the township (street), the comprehensive acceptance of residential areas and the license for putting the property into use are carried out in accordance with the principle of benefiting property management enterprises.

(2) Streets should have rights and responsibilities. First, we must form an organization. Sub-district offices should set up a "property management office", equipped with staff familiar with dispute mediation, general election, planning and construction, and implement the necessary funds to ensure the mediation of contradictions and disputes, general election guidance, planning and construction supervision; Second, we must clarify our responsibilities. The street "property management office" shall, in accordance with the relevant provisions of the Regulations on Property Management in Sichuan Province, earnestly undertake the responsibility of "organizing, guiding and coordinating the establishment of owners' congresses and owners' committees in property management areas within its jurisdiction, urging the owners' congresses and owners' committees to perform their duties according to law, coordinating the relationship between community construction and property management, and mediating and handling property management disputes"; Third, we should establish a system of rules and regulations. Street "property management office" should establish the filing system of the owners' Committee and improve the corresponding documents; To take the lead in drafting the normative texts of the announcements, publicity, election methods, votes, power of attorney and other documents and materials required for the establishment of the owners' congress and the election of the owners' committee; According to the actual property in the area under its jurisdiction, model texts such as management regulations, rules of procedure of the owners' congress, and rules of management, use and operation of some parts of * * * shall be formulated to provide reference for the preparatory group and the owners' congress.

(3) Enterprises should adopt a multi-pronged approach. First, we must constantly improve the quality of service. Property companies should fully respect the owners, establish a transparent property management charging system, disclose the service content level and charging standards, regularly publish the financial revenue and expenditure, and accept the supervision of the owners and government departments. Establish smooth communication channels, implement a regular return visit system, and constantly improve the quality and level of property services. Second, we must innovate the way of property charging. The government and departments should introduce relevant local laws and regulations as soon as possible, so that the property management fees can be truly legal and rule-based. Property companies should innovate the way of charging, from waiting for the owners to taking the initiative to charge by telephone or at home. Third, we must vigorously change the concept of owners. It is necessary to carry out various forms of property management publicity activities, popularize legal knowledge related to property management, instill the concept of property service into the owners' hearts imperceptibly, let the owners fully realize the importance of property management, guide the owners to establish the concepts of "paid service" and "paid consumption", and enhance their awareness of property management consumption, management, contract and legal system.

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