Time has etched its marks on the aging residential quarters, while also compounding the enduring challenges of grassroots governance. In the Qishuyan Subdistrict of Changzhou Economic Development Zone, a cluster of worker housing buildings originally constructed in the 1970s and 1980s is quietly undergoing a transformative shift in its management model. The absence of access control, lack of professional cleaning, chaotic parking, and unsafe "flywire" charging practices—these common ailments of unmanaged old residential areas have long plagued the residents of the worker housing district.
Taking Worker Housing Area 11 in Qishuyan Subdistrict as a pilot project, the Construction and Transportation Bureau of Changzhou Economic Development Zone introduced professional property services, meticulously crafting the "Qicai Neighborhood" governance model. This initiative has paved a new path: transitioning from "no management" to "professional management," from "hardware upgrades" to "service enhancement," from "government financial support" to "self-sustaining operations," and from "sole community responsibility" to "shared governance and benefits." This approach has led to a significant leap in property service quality and a substantial increase in resident satisfaction, revitalizing the old neighborhood with renewed vitality and warmth. It provides a replicable and scalable practical model for managing unmanaged residential areas within the region.
The "Livelihood Anxieties" and Governance Dilemma of the Old Worker Housing Worker Housing Area 11, built in the 1970s, comprises 10 buildings housing 456 households. It is primarily inhabited by elderly residents and migrant workers, representing a typical unmanaged, open-style old residential community. As urban development accelerated, the governance shortcomings of the area became increasingly apparent.
Parking difficulties were the most prominent issue. Initial planning did not account for vehicle parking spaces. With rising living standards and a surge in car ownership, parking conflicts intensified. Influxes of external vehicles from surrounding new, gated communities further strained the limited parking resources, exacerbating the already tense situation. "There were only 72 parking spaces initially; after the old community renovation, it increased to 155, but it's still insufficient. It's a race for parking after work; returning late meant parking in fire lanes," said resident Zhang Yujuan.
Safety hazards loomed large. Illegal "flywire" charging for non-motorized vehicles not only detracted from the area's appearance but also posed significant fire risks. "Previously, there was no proper access control; anyone could come and go freely, making evening walks feel unsafe," Zhang Yujuan remarked, highlighting the residents' desire for security. Additionally, the lack of professional cleaning services led to widespread issues like improper waste disposal, clutter accumulation in stairwells, and dirty roads, severely impacting the living experience.
The governance vacuum created a "vicious cycle." Although Worker Housing Area 11 underwent renovation between 2023 and 2024, improving infrastructure and building exteriors, the core questions of "who manages and how to ensure long-term sustainability" remained unanswered. The limited staff of the community committee struggled to handle the complex daily management tasks. "With just a few of us, we simply couldn't manage cleaning, security, and facility maintenance," admitted Zhang Zhijia, Deputy Director of the Huaxi Community Neighborhood Committee. A more practical challenge was that residents, accustomed for decades to either no management or government-backed support, had weak awareness of paying for professional property services. Furthermore, significant disparities in income, service needs, and willingness to pay among residents posed major obstacles to introducing professional management.
Caught between residents' urgent desire for better living conditions and the governance challenges of unmanaged communities, breaking the deadlock and building consensus became a critical test for Qishuyan Subdistrict's grassroots governance.
Building Consensus and Forging a Path Forward Based on Public Opinion The difficulty in managing unmanaged communities lies in building consensus, which hinges on understanding public sentiment. Instead of rushing forward, Qishuyan Subdistrict immersed itself in grassroots engagement. In the fourth quarter of 2024, the "Qicai Neighborhood" project was officially launched. A specialized working group was formed, focusing on Area 11 as a pilot for comprehensive assessment, thoroughly evaluating facilities, resident demographics, and demands. The group conducted door-to-door surveys of all 456 households, meticulously recording every suggestion, achieving a remarkably high valid response rate of 91.89%.
To build the broadest possible consensus, the subdistrict held over a dozen resident meetings. "Some residents found the proposed property and parking fees too high, others wanted more elderly care and convenience services. We recorded all feedback and repeatedly revised the plan," Zhang Zhijia explained. Considering the high proportion of elderly residents with relatively low incomes, the subdistrict finalized a practical and flexible plan: property fees set at 0.35 RMB per square meter per month, parking fees at 80 RMB per month, with relatives of homeowners receiving 60 hours of free parking monthly. Focusing on parking management, supplemented by basic services like cleaning and landscaping, and complemented by special services such as a convenience store, home delivery, and wellness care, the plan balanced affordability with addressing core resident needs.
Consensus was forged through communication, and collaboration formed through negotiation. Starting April 28, 2024, the subdistrict organized a homeowner vote via door-to-door visits. Ultimately, both the property management and parking fee proposals passed with an 86% approval rate, paving the way for professional management. In May of the same year, tender documents were prepared and released, leading to the selection of Jiangsu Tengjing Property Co., Ltd., a company experienced in managing old residential areas, through a lawful process. Thus, a governance transformation aimed at rejuvenating the old community officially began.
To ensure the sustainability and scalability of the model, Changzhou Economic Development Zone established a four-party coordination mechanism involving the "subdistrict + community + property company + residents," clarifying respective responsibilities: the subdistrict oversees coordination, policy support, and resource integration; the community focuses on resident mobilization, opinion collection, and conflict mediation; the property company specializes in professional services, daily operations, and facility maintenance; and residents, through discussion platforms and supervision mechanisms, become participants, supervisors, and beneficiaries of the governance process. This closed-loop system effectively integrates and sustains interaction among all parties, providing solid groundwork for orderly progress.
From Hardware Upgrades to Service Excellence: Unlocking the Code to Happiness In 2025, Jiangsu Tengjing Property officially commenced operations in Area 11, swiftly launching a comprehensive "revitalization campaign." "Before entry, parking spaces were severely lacking, public areas were unswept, stairwells were cluttered—environmental hygiene was a major headache," said Li Qingshuang, the property company representative. After entry, the company acted quickly, deploying staff for a thorough cleanup of stairwells and roads. For the first time, mechanical equipment like sweepers and high-pressure washers were introduced, significantly improving cleaning efficiency and quality. Through coordinated planning and space optimization by the subdistrict and community, parking spaces were re-marked and秩序 was standardized, increasing vehicle spaces from 155 to 235, effectively ending the "parking scramble." Security was enhanced with new access control systems and smart surveillance cameras, significantly boosting residents' sense of safety.
"Now, even if you come back late, you can find a parking space," said resident Wang Guizhen, pointing to the orderly parking spots with satisfaction. "There are guards on duty patrolling, questioning unfamiliar faces. Cleaners sweep daily; the whole area is tidy, even the stair railings are spotless. It lifts your spirits." Her words reflected approval for the improved environment.
If hardware upgrades represent the "face," then dedicated service is the "substance." Centered around the "Qicai Neighborhood" concept, Area 11 established the vibrant "Qicai Station," ingeniously constructed from brightly colored containers. This approximately 400-square-meter space, co-managed by the community and property company, serves not only as a service window but also as the community's vibrant hub and shared living room, integrating the principles of "convenience, elderly support, and neighborly harmony" into every detail.
Inside the Qicai Station, a lively atmosphere prevails. In the "Morning Flowers by the Stream" discussion room, a square table and chairs host residents, property staff, and community workers for collaborative meetings. The "Qicai Select" convenience store is fully stocked with daily necessities and fresh produce, offering particularly considerate service for the elderly, including phone orders for home delivery. The "Qicai Leisure Club" provides a rich space for cultural activities like calligraphy, painting, dance, and handicrafts, fostering friendships among like-minded neighbors. The "Qi Kitchen" community restaurant offers nutritious and tasty meals for elderly residents, providing comforting warmth through food.
To make services more precise and efficient, the "Qicai Neighborhood" mini-program is set to launch soon, enabling online service requests, real-time tracking, and instant feedback, empowering refined governance through digital means. Additionally, the property company expanded value-added services like parcel receipt, home-based wellness care, repair and homekeeping services, student after-school care, and curated tours, steadily advancing property services from "basic availability" towards "excellence."
"The property company gets things done, so we truly support them. The community will definitely keep getting better!" In the governance practice of Area 11, residents transformed from bystanders to active participants. Their voices were heard, demands addressed, and actions respected, leading to more harmonious neighborly relations and不断增强 community cohesion. This unity became the strongest foundation for the old community's renewal.
From Pilot Model to Wider Adoption: Charting a New Governance Landscape Today, Worker Housing Area 11 boasts clean roads and lush greenery. Security personnel patrol on duty, residents chat in small groups in pocket parks, and children play in the revitalized space—a sense of happiness permeates every corner. Property fee collection rates are steadily rising, while resident complaint rates have dropped significantly. What was once a "governance challenge" has now become a "pilot model" for managing unmanaged communities.
How is this "low-cost, high-quality service" model sustainable? An official from the Changzhou Economic Development Zone Construction and Transportation Bureau explained that annual property fee income for Area 11 is approximately 70,000 RMB, with vehicle management fees around 172,800 RMB. Combined with revenue from value-added services, this covers the basic service cost gap, achieving initial operational sustainability. The plan is to gradually extend this model to surrounding unmanaged communities, creating contiguous operational areas, and forming a sustainable closed loop of "professional operation - resident payment - service improvement - value creation."
Changzhou Economic Development Zone is systematizing the "Qicai Neighborhood" experience, adopting differentiated promotion strategies based on individual community conditions. In Heyuan East Village, the subdistrict promoted professional parking management through homeowner votes and public parking registration to ease parking conflicts. In Fengle Huayuan, a homeowner association led self-governance, with residents collectively funding sanitation, landscaping, and parking management. In Worker Housing North Area, phased implementation of parking management, overall fee collection, and property introduction is underway... Adhering to principles of tailored measures, area linkage, and step-by-step advancement, the zone aims to benefit more old communities.
To ensure continuous service quality improvement, Changzhou Economic Development Zone is establishing a robust supervision and evaluation mechanism. Future plans include forming property service evaluation panels comprising community party organizations, property management committees, and resident representatives to regularly assess and publicly disclose service content, fee standards, and financial accounts, ensuring services match their cost. Simultaneously, institutional design will be refined during promotion, with further exploration into engaging middle-aged and younger residents, diversifying volunteer services, and introducing professional social work support to continually optimize the governance model.
Managing unmanaged communities is a long-term endeavor. In the future, Changzhou Economic Development Zone will continue to deepen grassroots governance, persistently optimize service provision, improve coordination mechanisms, and activate self-governance vitality. The goal is to enable more unmanaged old communities to transform their appearance, allowing every resident to experience tangible happiness and warmth within their familiar neighborhoods.