Resident Mr. Wang of the Huasheng Compound on Tianmu West Road can finally breathe easy this summer. "We used to dread power surges during peak hours and seeing the scorched wooden boards in the substation made us anxious. Now, with all equipment replaced, running the air conditioning in summer no longer fills us with worry," he said, gazing at the completely renovated underground electrical room.

Built in 1977, Huasheng is a typical aging mixed-use compound combining residential units with commercial spaces. Last April, routine property inspections uncovered that the underground substation had been suffering from water seepage and dampness, exposing wires and leaving distribution boards charred—creating severe risks of electric shock and fire. However, the compound's maintenance fund balance proved insufficient, and a thorny property rights legacy involving its street-facing shops complicated fundraising, throwing the renovation into a deadlock.

Under the coordination of the Tianmu West Road Sub-district's Party-Building-Led Property Governance Center, efforts leveraged the residential community's "Troika" mechanism alongside the "1+5+X" Party-building joint conference platform. By rallying district People's Congress representatives, state-owned enterprise units, and residents together, the bureaucratic and financial hurdles were overcome, and the substation project was successfully completed by the end of last year.

Financial and coordination roadblocks compound the challenge of renewal

Huasheng Compound consists of residential buildings along with over twenty street-facing shops, some of which have an upper floor and are under the property ownership of the Northern Group. Due to these historical conditions, the maintenance fund is unevenly distributed and only limited funds are accessible. The initial quotes from power utilities were significantly higher than what the maintenance fund could realistically support.

The Party Secretary of Huakang Residential Community's Party General Branch explained that the problems went beyond finances. The project involved multiple stakeholders—residents, property owners, and construction units—making it difficult for the "Troika" alone to clarify responsibilities, debate solutions, or gather resident feedback. Had the fire hazard not been addressed in a timely way, an incident could have endangered the lives and property of all 205 households, especially since nearly half of the residents are elderly, heightening the need for risk mitigation.

Party leadership unites diverse parties to resolve a livelihood obstacle

Taking a proactive stance, the Sub-district's Property Governance Center placed Huasheng on its priority list. Through the "1+5+X" platform, it organized several rounds of onsite coordination involving the Sub-district's Management Office, Safety Office, the Neighborhood Committee, the Owners' Committee, Jing'an Property Management, and resident representatives.

To address the funding shortfall, a breakthrough came through the channel of People's Congress representatives connecting with the community. Wang Kongping, a Jing'an District representative and official linked to Jiulong Electric, helped broker a deal. Responding to its corporate social responsibility, Jiulong Electric undertook the project at near cost. Meanwhile, after negotiations grounded in co-governance, the final cost-sharing solution was set among residents, Shanghai North Enterprise Group, and the Sub-district Authority, resolving the biggest funding obstacle.

To keep the process lawful and transparent, the Sub-district worked diligently with the community. Using the "Troika" framework, notices, WeChat groups, and door-to-door visits, they communicated safety risks and renovation details. An owners' assembly was held where the plan received overwhelming approval.

Staggered scheduling and thoughtful execution minimize disruption

Once the plan was confirmed, limiting the impact of construction-related power outages on residents and shopkeepers became the top priority. Initially estimated at seven days, Jiulong Electric optimized the construction schedule multiple times, condensing it to just three days by increasing the crew from a standard size to eight workers to ensure uninterrupted progress. The team also implemented staggered power cuts, avoiding rush hours, and deployed a large emergency generator on standby to maintain basic electricity. This safeguarded both daily residential needs and normal shop operation, while temporarily alternating power to the compound's two elevators. In advance, the Neighborhood Committee and building leaders informed every household about the outage schedule via online messaging, posted notices, and personal visits especially to elderly residents. They also identified residents with critical power-dependent medical equipment and devised emergency power plans.

Ultimately, despite brief outages, the proactive communication and contingency measures resulted in zero complaints throughout the process. During the entire operation, property staff ensured site cleanliness and safety. After three days of intensive work, the aging substation was transformed: outdated switches were replaced with standard integrated distribution panels, all exposed wiring is now encased in neat cable trays, and the floor and walls were completely refurbished, upgrading the safety level from a "1970s relic" to modern standards.

Tangible governance upgrades translate into real gains for residents

"Previously, I feared the power cuts would disrupt life, but every aspect was considerately handled," Mr. Wang remarked, giving the entire effort a perfect score. "It was lower in cost, shorter in duration, and safer in performance. This is the kind of real, tangible benefit that brings satisfaction and happiness."

A Sub-district Management Office representative noted that the Huasheng substation renovation exemplifies successful grassroots collaborative governance guided by Party leadership. By fusing the "Troika" into a unified force and leveraging the contributions of People's Congress representatives, the social responsibility of state-owned enterprises, and the engagement of residents, the project turned a collective aspiration into a concrete achievement. Looking ahead, Tianmu West Road plans to extend the "1+5+X" mechanism, drawing lessons from Huasheng to address other complex governance issues in old residential communities, and continue delivering services that meet residents' real needs and elevate their sense of security, gain, and happiness on a consistent basis.