To further deepen reform and innovation in the field of property management and continuously improve the property management system under the framework of community governance led by the Party, this Action Plan has been formulated in light of actual conditions.
I. Work Objectives
Comprehensively and thoroughly implement the "Beijing Municipal Regulations on Property Management," adhere to Party leadership and multi-stakeholder participation, uphold the principles of rule of law and market orientation, and persist in reform, innovation, and sustained effort. The goal is that, within three years, the property management system under the framework of Party-led community governance will be further improved; the awareness of all entities involved in residential property management to fulfill their legal responsibilities will be continuously enhanced; the degree of marketization in property services will be steadily increased; complaints regarding property management will remain stable with a downward trend; residents’ diverse daily service needs will be effectively met; and the quality of property services in the capital will be significantly improved.
II. Key Tasks
(1) Upholding Party Leadership to Continuously Strengthen Synergy in Grassroots Governance
1. Improve the comprehensive coordination mechanism for property management. Establish a municipal-level comprehensive coordination and dispatch mechanism for residential community property management to centrally coordinate property management efforts and address key challenges; each district shall further leverage its comprehensive coordination and promotion mechanism to ensure the implementation of all tasks.[Responsible Units: Municipal Commission of Housing and Urban-Rural Development, Municipal Commission of Urban Management, Municipal Market Regulation Bureau, Municipal Fire and Rescue Bureau, Municipal State-owned Assets Supervision and Administration Commission, Municipal Commission of Transport, Municipal Bureau of Government Affairs and Data, Municipal High People’s Court, Municipal Housing Fund Management Center, and district governments (including the Beijing Economic-Technological Development Area Administrative Committee; the same applies hereinafter)]
2. Achieve deep integration between communities and property management. Promote “mutual entry and cross-appointment” between community Party organizations and property management companies, and annually establish and promote 10 municipal-level models of “community-enterprise integration” with the distinctive characteristics of the capital;Party organizations at the subdistrict (township) and community (village) levels shall improve the coordination mechanism—under the leadership of Party building—involving multiple stakeholders such as community residents’ committees, homeowners’ committees (hereinafter referred to as “Homeowners’ Committees”), property management committees (hereinafter referred to as “Property Management Committees”), property management companies, property-owning entities, and homeowners. Relying on various deliberative platforms, they shall conduct regular consultations and deliberations to jointly address residents’ property-related concerns. (Responsible Units: District Governments, Municipal Commission of Housing and Urban-Rural Development)
3. Continuously strengthen the leadership of grassroots Party organizations over homeowners’ committees (property management committees). Sub-district (township) and community (village) Party organizations must enhance daily guidance for the Party organizations within homeowners’ committees (property management committees), orderly advance the establishment and leadership transitions of these committees, and effectively promote their role.Promote the “mutual entry and cross-appointment” of community (village) Party organizations and homeowners’ committees (property management committees), and support Party members among homeowners in serving as committee members through statutory procedures. (Responsible entities: District governments, Municipal Commission of Housing and Urban-Rural Development)
4. Fully leverage the roles of industry Party committees and industry associations. Uphold the principle of Party building leading industry development, utilize the functions of industry Party committees at all levels, and build a Party building brand for the property management service industry; guide and encourage property management enterprises across the city to join municipal and district-level industry associations to strengthen industry self-regulation; support industry associations in mediating conflicts and disputes, and explore piloting a tiered evaluation system for property management enterprises based on association group standards; continue to carry out the creation of model projects and the selection of “Beautiful Homes”; and, in collaboration with the Lawyers Association, explore the establishment of a system of designated lawyers for residential property management.(Responsible Units: Municipal Commission of Housing and Urban-Rural Development, Municipal Bureau of Justice, District Governments)
(2) Upholding the Rule of Law and Continuously Optimizing and Improving the Institutional Framework
5. Clarify the responsibilities of all parties involved in residential property management. Develop a list of responsibilities for all parties involved in residential property management and urge them to exercise their rights and fulfill their obligations in accordance with laws and regulations; further advance law enforcement by administrative departments within residential communities, continuously intensify efforts to investigate and punish illegal and non-compliant behaviors by all parties, and promote the implementation of flexible law enforcement regarding fire safety under the principle of “no penalties for fulfilling duties.”(Responsible entities: District governments; Municipal Commission of Housing and Urban-Rural Development; Municipal Bureau of Urban Management and Law Enforcement; Municipal Fire and Rescue Bureau; Municipal Market Regulation Bureau)
6. Empower property management committees to play a greater role. Develop guidelines to help property management committees function more effectively, and increase support for these committees from subdistricts (townships) and communities (villages); conduct evaluations of the committees’ operations to promote their standardized development. (Responsible entities: Municipal Commission of Housing and Urban-Rural Development; district governments)
7. Actively guide homeowners’ committees toward standardized operations. Strengthen training and guidance for homeowners’ committees to continuously improve their ability to perform duties in accordance with laws and regulations;strengthen the supervision of homeowners’ committees by sub-districts (towns) to ensure they fulfill their duties, implementing full-process oversight from election to daily operations; improve the conflict-of-interest avoidance mechanism for committee members, establish a list of duties for homeowners’ committees, conduct regular performance evaluations, promote exemplary practices, organize re-elections in accordance with the law for committees that neglect their duties, and establish property management committees in accordance with the law where homeowners’ committees cannot be elected. (Responsible units: District governments, Municipal Commission of Housing and Urban-Rural Development)
8. Deepen reforms of the residential special maintenance fund. Timely introduce measures and supporting policies to deepen the reform of residential special maintenance fund management; study mechanisms for utilizing surplus returns from maintenance funds; and improve the effectiveness of fund collection, the efficiency of fund utilization, and the level of fund supervision. (Responsible units: Municipal Commission of Housing and Urban-Rural Development, Municipal Housing Fund Management Center, Municipal Finance Bureau)
9. Establish a comprehensive evaluation system for property management companies in residential projects. Timely introduce administrative measures for the comprehensive evaluation of property management companies in residential projects, conduct evaluations and scoring of residential property management companies citywide, and publish the evaluation results to the public to provide a reference for owners when independently selecting property management companies. (Responsible entities: Municipal Commission of Housing and Urban-Rural Development, Municipal Bureau of Economy and Information Technology, Municipal Fire and Rescue Bureau, Municipal Public Security Bureau, district governments)
10. Improve the mediation mechanism for property management disputes. In accordance with the principle that “minor issues should be resolved within the community, and major issues within the subdistrict,” increase the mediation efforts of subdistricts (townships) and communities (villages) regarding property management disputes; improve the multi-channel dispute resolution mechanism for property management, leverage the People’s Court mediation platform to deepen online litigation-mediation integration, promote the lawful establishment of district-level mediation organizations for property management disputes, and effectively harness the positive role of people’s mediation and industry associations in resolving such disputes.(Responsible Units: District Governments, Municipal Commission of Housing and Urban-Rural Development, Municipal Bureau of Justice)
(3) Upholding Market Principles to Establish a Property Service Market Mechanism Where Quality Matches Price
11. Improve property service standards and cost calculation rules. Revise and issue the Beijing “Residential Property Service Standards,” providing a detailed breakdown of service contents and standards; encourage industry associations to compile and publish cost information for property service items to facilitate reasonable pricing and dynamic adjustments of property fees. (Responsible entities: Municipal Commission of Housing and Urban-Rural Development, Municipal Market Regulation Bureau, district governments)
12. Strengthen property management in residential communities where “three utilities and one industry” services have been transferred from central government-owned properties. Sub-district offices (townships) shall enhance coordination, organizing property rights units, receiving units, industry departments, and homeowners’ committees (property management committees) to fulfill their duties in accordance with the law, thereby continuously improving the level of property services;continue to promote the establishment of homeowners’ committees (property management committees), guide them to sign market-based property service contracts with receiving entities or legally selected property management companies, and gradually achieve sustainable operation of property management in residential communities where “three utilities and one industry” services have been transferred from central government-owned properties. (Responsible entities: District governments, Municipal State-owned Assets Supervision and Administration Commission, Municipal Commission of Housing and Urban-Rural Development)
13. Strengthen property management in residential communities where municipal non-operational assets have been transferred. Subdistricts (townships) shall leverage the guiding role of Party building to organize and guide receiving units, homeowners’ committees (property management committees), and property owners of post-housing-reform housing to engage in collaborative governance, gradually promoting the signing of market-based property service contracts; consolidate the management responsibilities of receiving units, and explore the establishment of a “dual-assignment” mechanism for property management requests involving both local authorities and municipal state-owned enterprises;continue to promote the replenishment and continued collection of special residential maintenance funds in communities where non-operational assets have been transferred, as well as the improvement of property fee collection rates. (Responsible entities: District governments, Municipal State-owned Assets Supervision and Administration Commission, Municipal Bureau of Government Affairs and Data, Municipal Commission of Housing and Urban-Rural Development, Municipal Housing Fund Management Center)
14. Promote full coverage of property management services in older residential communities. Conduct monthly monitoring and evaluation to achieve the three-year goal of full coverage of property management services in older residential communities. The plan is to introduce property management services to 300 older residential communities by 2025, expand to 1,000 by 2026, and achieve full coverage of 1,800 communities by 2027.(Responsible Units: District governments, Municipal Commission of Housing and Urban-Rural Development, Municipal Development and Reform Commission, Municipal State-owned Assets Supervision and Administration Commission, Municipal Bureau of Government Affairs and Data)
(IV) Strengthen Oversight of Property Management Services and Continuously Improve Service Quality
15. Strengthen management of property management companies’ contract fulfillment. Urge property management companies to comply with requirements for publicizing contract fulfillment status, ensuring accurate disclosure and timely updates. Encourage the use of internet-based channels—such as the “Jingtong” mini-program, homeowners’ WeChat groups, community WeChat official accounts, and property management service apps—to inform all homeowners and proactively accept their supervision. Sub-district offices (townships) and communities (villages) shall strengthen daily oversight of property management companies’ contract fulfillment disclosures;Encourage districts to conduct performance evaluations of residential property management projects and provide incentives to companies and projects with good performance records. (Responsible Units: District Governments, Municipal Commission of Housing and Urban-Rural Development)
16. Strengthen the management of community public revenue. Promote standardized management of operating revenue from common areas within communities to achieve full coverage of separate accounting for community public revenue; explore pilot programs for the supervision of community public revenue and investigate and punish illegal acts of misappropriation or embezzlement of public revenue in accordance with the law. (Responsible entities: District governments, Municipal Commission of Housing and Urban-Rural Development, Municipal Housing Fund Management Center)
17. Standardize the management of property management companies’ practices in designating third parties to provide services. Conduct educational campaigns to raise industry awareness of legal compliance; improve the regulatory mechanism for outsourced services by property management companies to safeguard the legitimate rights and interests of property owners. (Responsible entities: District governments, Municipal Market Regulation Bureau, Municipal Housing and Urban-Rural Development Commission)
18. Strengthen supervision of property management company employees. Streamline channels for homeowners to file complaints and reports, and strictly investigate illegal and non-compliant acts by property management staff that infringe upon homeowners’ rights—such as seeking improper benefits by taking advantage of their positions; guide property management companies to improve employee self-discipline mechanisms, and study the establishment of a comprehensive evaluation system for property management staff. (Responsible entities: District governments, Municipal Public Security Bureau, Municipal Commission of Housing and Urban-Rural Development, Municipal Bureau of Economy and Information Technology)
19. Improve the monitoring mechanism for property service complaints. Launch a monitoring and evaluation system for the complaint rate per 10,000 residents regarding property services in residential communities; conduct monthly statistical analysis of this rate across all districts to assist districts and sub-districts (towns) in promptly resolving common issues and reducing the volume and frequency of property management complaints;Deepen the monitoring and evaluation of the distribution of the top 100 residential communities with the highest complaint rates, analyze the distribution patterns and underlying issues, and urge and guide districts to address the prominent problems in these communities, thereby facilitating the resolution of complex issues. (Responsible entities: Municipal Commission of Housing and Urban-Rural Development, Municipal Bureau of Government Affairs and Data, district governments)
20. Establish and improve a multi-tiered mechanism for cultivating industry talent. Optimize and refine the evaluation system for property service professional qualifications and the certification system for vocational skill levels; explore joint professional training initiatives between government departments and universities, organize vocational skills competitions, and cultivate high-end property management talent; continue to carry out the “Beijing Role Models · Most Beautiful Property Service Professionals” selection campaign. (Responsible Units: Municipal Commission of Housing and Urban-Rural Development, Municipal Bureau of Human Resources and Social Security, Municipal Emergency Management Bureau, Municipal Fire and Rescue Bureau, and district governments)
(V) Adopt a Problem-Oriented Approach to Improve the Quality of Life in Residential Communities
21. Continue to advance household waste sorting in residential communities. Strengthen publicity of waste sorting policies and showcase exemplary cases to guide residents in voluntarily fulfilling their waste sorting obligations; fully leverage incentive funds to encourage property management companies to fulfill their responsibilities as waste sorting management entities and ensure thorough implementation of waste sorting efforts. (Responsible Units: District Governments, Municipal Urban Management Commission, Municipal Commission of Housing and Urban-Rural Development)
22. Promote the integration of new employment groups into community governance. Deepen the “Friendly City” initiative, focusing on resolving practical challenges faced by delivery personnel—such as couriers and food delivery riders—including difficulties in accessing residential premises, finding rest areas, charging devices, and accessing drinking water; encourage new employment groups to actively participate in community governance and services, fostering a mutually beneficial relationship between communities and these groups. (Responsible Units: District Governments, Municipal Market Regulation Bureau, Municipal Housing and Urban-Rural Development Commission, Municipal Postal Administration)
23. Address parking shortages in residential communities. Fully utilize existing parking resources, continue to promote paid, time-shifted shared parking, and tap into unused land within and around residential communities to effectively increase the supply of parking spaces; standardize parking management in residential communities and implement comprehensive measures to alleviate parking shortages. (Responsible Units: District Governments, Municipal Commission of Transport, Municipal Commission of Housing and Urban-Rural Development)
24. Strengthen safety supervision of elevators in residential communities. Urge elevator operators to fulfill their safety management responsibilities and strictly investigate and punish violations; support and encourage the separate listing of elevator operation and maintenance costs in property service contracts; vigorously advance the use of ultra-long-term special treasury bonds to support the upgrading of elevators in older residential buildings; continue to promote the retrofitting of elevators in existing multi-story residential buildings; and pilot the introduction of elevator insurance mechanisms.(Responsible entities: District governments, Municipal Market Regulation Bureau, Municipal Commission of Housing and Urban-Rural Development, Municipal Housing Fund Management Center)
25. Strengthen fire safety management in residential communities. Continue to clear and improve fire lanes and evacuation routes, and address the illegal parking and charging of electric bicycles; conduct inspections to identify safety hazards in fire protection facilities, urge property owners and management units to maintain and service these facilities, and promptly repair or replace damaged or inoperable equipment; continue to strengthen fire safety education and training for residents, and encourage households to equip themselves with fire extinguishers and emergency escape equipment.(Responsible Units: District governments, Municipal Fire and Rescue Bureau, Municipal Commission of Housing and Urban-Rural Development, Municipal Commission of Urban Management, Municipal Housing Fund Management Center, Municipal Public Security Bureau)
26. Improve the construction of charging facilities in residential communities. Refine policies for the construction and management of charging facilities to promote comprehensive coverage; standardize the maintenance and management of charging and parking order in communities; guide property management companies to innovate partnerships with charging infrastructure providers to implement “unified construction and unified service.” (Responsible Units: District Governments, Municipal Urban Management Commission, Municipal Housing and Urban-Rural Development Commission)
27. Strengthen the management of water supply and drainage facilities in residential communities. Intensify supervision and management of drinking water, and improve water quality testing systems; continue to rectify misconnections and mixed connections between stormwater and sewage systems, and promote the renovation of combined sewer networks as well as internal water supply networks in older residential communities; urge property management companies to strengthen the operation and management of secondary water supply and reclaimed water facilities. (Responsible entities: District governments, Municipal Water Affairs Bureau, Municipal Health Commission, Municipal Urban Management Commission, Municipal Housing and Urban-Rural Development Commission)
28. Improve the quality of landscaping maintenance in residential communities. Encourage the implementation of vertical greening, rooftop greening, and balcony greening; organize community-based home gardening activities; and urge property management companies to properly maintain green spaces in public areas. Conduct publicity campaigns on landscaping and beautification to mobilize residents’ enthusiasm for participation, thereby creating livable “garden communities.” (Responsible Units: District Governments, Municipal Bureau of Landscape and Greening, Municipal Commission of Housing and Urban-Rural Development)
(VI) Strengthen Technological Innovation and Promote Smart Industry Development
29. Optimize and promote the property service platform. Integrate the citywide property management system with the “Beijing Homeowners” app and migrate them to the “Jingtong” platform. Utilize “Jingtong” to establish a comprehensive “Beijing Property” service section, facilitating homeowners’ participation in decision-making and enabling better oversight of property management companies’ performance; promote guidance and supervision of property management work via mobile devices across the four levels of municipal, district, subdistrict (town), and community (village).(Responsible Units: Municipal Commission of Housing and Urban-Rural Development, Municipal Bureau of Government Affairs and Data, and district governments)
30. Enhance the level of smart technology in residential communities. Encourage property management companies to install smart surveillance and stair-blocking systems, among other equipment, and to develop efficient and convenient property management systems that provide one-stop services such as online payment, repair requests, complaints, and announcements, thereby comprehensively improving the level of smart services. (Responsible Units: District Governments, Municipal Commission of Housing and Urban-Rural Development)
31. Vigorously promote the “Property +” service model. Encourage property management companies to leverage the construction of community-embedded service facilities and the development of comprehensive communities to broaden their service scope and extend into the realm of daily life services. (Responsible entities: Municipal Commission of Housing and Urban-Rural Development, Municipal Bureau of Civil Affairs, Municipal Health Commission, Municipal Bureau of Commerce, Municipal Market Regulation Bureau, and district governments)
32. Support the development of online platforms for resident lifestyle services. Encourage property management companies or other social enterprises to utilize online platforms to integrate market-based lifestyle service resources in the vicinity of residential communities, thereby continuously meeting the public’s diverse lifestyle service needs; strengthen supervision of online service platforms to effectively safeguard residents’ legitimate rights and interests. (Responsible entities: Municipal Commission of Housing and Urban-Rural Development, Municipal Bureau of Commerce, Municipal Market Regulation Bureau, and district governments)
III. Implementation
All districts and units must fully recognize the importance of property management, coordinate and advance all related tasks, refine work measures in accordance with their respective responsibilities, and ensure the steady progress of all tasks;All districts must strengthen the promotion and implementation of the "Beijing Municipal Regulations on Property Management," and rely on channels such as television and new media to continuously guide all relevant parties in establishing an awareness of fulfilling obligations in accordance with the law; districts are encouraged to actively explore and practice based on local conditions, boldly pursue reform and innovation, and earnestly study and summarize experiences to develop a set of advanced practices that are replicable and scalable. By leveraging pilot projects to drive broader improvements, we will promote a comprehensive enhancement of property service quality across the city.
