Where does the community maintenance fund go? Where does the money for the power distribution room renovation come from, and how are the costs shared? How far along is the process of replacing old elevators? These matters, closely tied to residents' interests, are supported behind the scenes by a group of "invisible guardians"—the executive secretaries of owners' committees. They are not committee members, yet they are thoroughly familiar with the "Rules of Procedure for the Owners' Assembly." They are not property management staff, yet they must keep a close eye on every account. They shuttle back and forth among owners, the owners' committee, and the property management company, communicating and connecting all parties.

Tianmu West Road Subdistrict's Huasheng Community was built in 1977 and is a typical old after-sale public housing community. Historical issues such as aging facilities, separated commercial and residential management, and an aging owners' committee workforce were intertwined, making governance challenges once extremely prominent. Last year, Jin Chuansha was hired as the community's owners' committee executive secretary. Under the leadership of the residential area Party branch, with the support of the subdistrict's property governance center and the collaboration of various forces in the community, Jin Chuansha learned while working and gained insights while learning, gradually developing a set of "secrets" for doing the executive secretary job well.

Completing a "Capacity-Building Lesson" to Solidify Basic Job Skills

Jin Chuansha relied on the subdistrict's "Add Plan · All-Post Proficiency" series of empowerment training programs, focusing on the requirements of Party-building-led "three carriages" collaborative governance, thoroughly mastering the content of the "Rules of Procedure for the Owners' Assembly" and the "Management Covenants," and studying practical points such as standardized owners' committee development, financial auditing and risk prevention, and standardized property management selection. At the same time, benchmarking against governance cases from advanced communities, Jin Chuansha conducted on-site learning of conflict resolution techniques among the owners' committee, property management, and residents. Through "theoretical recharging plus on-site learning," Jin Chuansha completed the transformation from a governance "outsider" to a business "insider."

Drawing a "Community Map" to Clarify the Governance Asset Ledger

As a community block leader, Jin Chuansha walked the streets daily, becoming familiar with residents' daily lives. Around the subdistrict's "one portrait per community" work deployment, Jin Chuansha comprehensively surveyed information on community infrastructure, public revenue, residents' demands, and safety hazards, registering each item and updating dynamically, building a "panoramic map of community governance." At the same time, Jin Chuansha standardized the organization of owners' committee meetings, organized work ledgers, sorted out deliberation procedures, regularly answered residents' policy inquiries, mediated neighborhood and property management disputes, and truly shouldered the responsibilities of the position.

Building a "Talent Reserve Pool" to Expand the Governance Circle

Elderly residents make up more than half of the community, and the average age of owners' committee members is 75.6 years old. Taking advantage of the owners' committee election, Jin Chuansha relied on the "Four Hundred" major visits to build an owners' committee talent reserve pool, accumulating more than 40 talents from various fields including enterprise and institutional backbones, legal and accounting professionals, and engineering and infrastructure specialists, and selected 8 of the best to include in the reserve pool. In this election, 5 candidates were recommended from the reserve pool, with an average age of 50, achieving a comprehensive optimization of lower age, higher education, and stronger professionalism, effectively solving the problems of an aging governance team and insufficient reserve forces.

Tackling "Hard Governance Challenges" to Strengthen the Livelihood Safety Line

Last year, the community's underground power distribution room developed major safety hazards including water leakage and moisture, exposed wiring, and aging and burnt equipment, making renovation urgent. However, due to difficulties such as insufficient maintenance funds, legacy property rights issues, and cost-sharing problems, the project faced numerous obstacles and was listed by the subdistrict as a key breakthrough project. Facing this "hard bone," Jin Chuansha, under the guidance of the residential area Party branch and the subdistrict property governance center, assisted the owners' committee in listening to opinions household by household, clarifying paths item by item, and discussing plans with multiple parties, gradually pushing the renovation work toward a breakthrough. This also made Jin Chuansha more aware that an executive secretary is not just a "service officer" handling meetings and ledgers, but a "connector" in the governance chain: explaining policies clearly, gathering public opinion, and twisting all forces into a single rope.

Before the power distribution room renovation. After the power distribution room renovation. Looking back on this experience, Jin Chuansha's "secrets" are actually not mysterious: learn a little more, and you will have a little more confidence in performing your duties; walk a step further, and the governance asset ledger will be a little clearer; pay a little more attention, and talent forces will gather a little more; take on responsibility one more time, and there will be one fewer bottleneck. The work of an owners' committee executive secretary, in the final analysis, is about doing small things meticulously and difficult things solidly. Under the leadership of Party building, together with all parties in the community, broaden and stabilize the governance path of old communities.