How can governance of old residential communities be improved?
如何更好地治理老旧自建小区？

This case is derived from Shenjiababeijie Compound of Xianyou District of Mianyang City in Sichuan Province. The Compound was established for the people of Shenjia Village, whose collectively owned land had been requisitioned by the government. It used to be noted for its large number of residents without work and high crime rate. However, now it has become a place where residents enjoy clean environment, good social order, and prosperity. A major contributing factor to such a transformation is its experiment with the governance mode by the name of “Loudongzhang + Fangdong” – meaning “building leaders plus landlords”.
四川省绵阳市沈家坝北街社区是游仙区政府建区之初“统征统转”沈家村组建的社区，这里曾经聚集大量无业人员，吸毒、盗窃等违法犯罪行为屡屡发生。现在这个全开放式、流动人口众多的社区内却呈现出环境清洁干净、治安稳定有序、居民安定和谐的繁荣景象。

Building leaders have five main responsibilities: 1) managing conflicts between neighbors; 2) managing garbage disposal and public hygiene; 3) promoting public safety; 4) registering new residents, and 5) providing services to renters. Given that many renters come from migrant population, building leaders play an important role in keeping the flow of communication between renters and Compound management. Such communication has raised Compound management’s awareness of some unique needs of migrant population, which in turn has led to targeted services for the residents from that population. Building leaders, as a position, are rotated among 867 landlords in the Compound. This is mainly because they are the ones who benefit most economically from the buildings. These leaders have organized residents in the same building to engage in self-governance mainly in the forms of consensus building through deliberation. An added economic incentive for building leaders is the ranking of residents’ satisfaction with the management of their buildings, which is posted in major public space in the Compound. This ranking, as can be expected, has become an important criterion for renters to select their desired buildings.
街道和社区结合社区实际，在沈家坝北街社区探索推行“楼栋长+房东”管理模式，推动社区管理精细化。楼栋长制度实施以来，调解邻里纠纷、劝导垃圾合理处置、宣传防盗防火安全隐患，检查环境卫生是否整洁、登记和上传入住人员信息成为社区楼栋长们的日常工作。楼栋长的另一个重要职责，就是做好租户服务，搭建起流动人口跟社区管理层的沟通桥梁。社区通过楼栋长掌握流动人口情况和服务需求，针对性开展服务活动，让流动人口在社区感受到温暖、享受到贴心服务。按照“谁出租谁负责”、“谁受益谁负责”的原则，楼栋长由各单元房东按月轮流担任，867位房东走上社区治理新岗位，单元楼栋事务由楼栋长组织协商解决，组建居民自治网络，单元楼栋事务由楼栋长组织协商解决，做到小事自我管理，自行解决。为进一步激励楼栋长工作积极性，社区还探索“评星推优”管理模式，并将评选结果在社区主要公共活动场地进行张榜公示，为外来租户提供入住选择依据，此举从经济效益层面进一步激发了楼栋长工作积极性。

The mode of “building leaders plus landlords” has improved governance of old residential communities by developing building leaders into an important player in community governance. For one thing, building leaders have enhanced the community’s self-governance capacity by motivating residents to participate in the governance of their community. For another, building leaders have facilitated effective communication among and across Compound management, residents, and migrant population, which has particularly improved services for those residents from migrant population.
“楼栋长+房东”的基层管理模式起到了如下两个作用：第一，在基层群众工作中，楼栋长成为社区民意畅通、矛盾化解、隐患排查的重要力量，将社区服务职能延伸到各个楼栋，从而推动居民参与社区治理，增强社区自治能力，促进邻里和谐、楼栋和谐、社区和谐，在社区中营造出一个陌生人来有人问，矛盾纠纷有人劝，环境卫生有人管，社会治安有保障的共建共治共享氛围。第二，在楼栋长的桥梁纽带作用下，流动人口、居民小组和社区管理层之间实现了畅通交流。流动人口和社区原住居民享受着政府同样的卫生服务、政务服务，提升了流动人口在社区的归属感。