Property Maintenance For Managers 2015

Introductions
• Your name
• Where you work
• Your job responsibilities
• How long you have been in the industry
• What you hope to get from this class
Course 6: Property Maintenance 2

for Managers
Agenda
• Maintenance Using a Team Approach
• The Onsite Manager’s Role
• Exterior Maintenance
• Interior Maintenance
• Preventive Maintenance

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Definition
Maintenance refers to the upkeep and repair of
property and equipment. It involves different
tasks, including:
• make-ready services
• daily property, mechanical, and curb appeal
inspections
• preventive maintenance services and
retrofitting, and
• timely, quality responsiveness to resident
service requests.

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Benefits of a Well-Maintained
Property
• Costs less because of:
• increased maintenance efficiency
• expense control or reduction, and
• scheduled preventive maintenance that
extends the life of equipment, fixtures, and
structures.
• Assists in the recruitment and retention of
skilled maintenance personnel.

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Develop a Team Approach
The community manager must:
•establish quality standards
•share responsibilities
•value the employees
•set attainable goals
•provide training opportunities

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Emphasize the Team Approach
• Share information and decision making.
• Inform the staff that maintenance and
curb appeal is everyone’s responsibility.
• Make sure the office staff knows how to
take accurate and detailed service
requests.

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Emphasize the Team Approach
(cont’d)
• Encourage residents to report
maintenance needs promptly before they
become more costly repairs or
emergencies.
• Follow up to make sure repairs were
completed and that you have a satisfied
resident.

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Actively Seek Input
• Make a point of speaking with the
Maintenance Supervisor or staff every
day.
• Make sure a discussion about
maintenance is part of every staff
meeting.

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Actively Seek Input (cont’d)
• Engage residents in conversations both
on the grounds and in their homes.
• Develop a network for finding help - use
schools, temporary employees,
contractors and vendors.
• Listen, discuss and/or explain specific
problems.

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Actively Seek Input (cont’d)
• Seek input for possible decisions and
timeframes. Not every problem is urgent.
• Respect workloads and schedules. Work
with your Maintenance Supervisor to set
schedules for daily, weekly, monthly and
overtime maintenance work.

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Support & Value Everyone’s
Contribution
• Treat everyone as an important part of the
team.
• Promote mutual respect for every team
member.
• Respect and understand cultural
influences.

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Support & Value Everyone’s
Contribution (cont’d)
• When situations arise that make
people feel uncomfortable, be
involved in finding an agreeable
solution.
• Be aware of stereotypical attitudes
and practices.

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Training Opportunities
• Encourage and support staff members to
earn industry designations, especially
those offered by the National Apartment
Association Education Institute (NAAEI)

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Report Results & Celebrate
Successes
• Share the results of your service records
• Make time to celebrate and acknowledge
the team’s successes and growth!
• Thank people for their work.
• Support training to enhance skills

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Activity #1
• Watch the Covey video “COPA Airlines.”
• In small groups, describe how team
members can work together to meet the
listed goals.

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Troubleshooting Simple Repairs
• Identify the primary complaint.
• Locate the cause.
• Fix the problem.

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Skill Check #1
• Chapter #1: Maintenance Using a Team
Approach

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Chapter 2
The Onsite Manager’s Role

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Property Manager’s
Responsibilities
• Set a standard for quality work
• Keep current with laws
• Keep records and certificates
• Comply with OSHA requirements
• Conduct inspections
• Oversee safety

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Property Manager’s
Responsibilities
• Work closely with the maintenance
supervisor
• Plan preventive maintenance
• Hire qualified technicians
• Know when to use a contractor
• Understand basic contracts
• Prepare and monitor budgets
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Setting High Quality Standards
• Quality standards include the way you
treat others. Be respectful, ethical and
honest.
• Ensure that repairs are completed
correctly and in a timely manner.
• Follow preventive maintenance
schedules.

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Communicate Expectations
• Use clearly stated service requests.
• Have correct information about the
specific problem and any special
information.
• Understand the maintenance staff’s
current workload and prioritize work.
• Keep lines of communication open.

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Points to Consider in Hiring
Maintenance Personnel
• The job description, including detail about the work to
be performed
• Number of years and type of experience
• Formal education or training in industry designations
• Experience working with contractors and suppliers
• Ability to take/give directions and maintain schedules
• Administrative skills
• Professional attitude and appearance

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Overseeing Performance
Evaluation
This is an ongoing task. Ask these three (3)
questions:
•Is the employee properly assigned work for his or
her skill level and experience?
•Is the work completed correctly and in a timely
manner?
•Are any problems the result of lack of knowledge
or lack of performance?

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Contents of Service Request
Form
• Resident name and address
• Date and time of request
• Repair or maintenance requested
• Permission to enter
• Name of service technician assigned

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Contents of Service Request
Form (cont’d)
• Description of work completed
• Action taken
• Follow up needed (if any)
• Estimate of cost incurred
• Amount of time spent for service/repair
• Follow-up call with resident or post-
inspection

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Evaluating Service Requests
Will Tell You:
• when service requests are occurring
• types of requests received
• who needs service
• average turnaround time for requests

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Evaluating Service Requests
(cont’d)
• status of vacant residences
• cost of service/repair
• technician work performance records
• planning maintenance and repairs
• training and/or adding staff

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Weekly Service Request
Summary
Maintenance technician information:
• Name and job title
• Number of service requests
completed
• Types of work performed
• Total number of hours worked
• Space for comments
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Summary (cont’d)
Property information:
• Total number of service requests
received
• Total number completed and pending
• Total number needing parts
• Total number remaining from
previous week

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Summary (cont’d)
Property information:
• Total follow-up calls/inspections made
• Total number of emergencies handled
• Make-readies cleaned, painted, repaired
and completed
• Preventive maintenance tasks completed
and hours worked

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Activity #2
• Work with your group to identify the trend
that occurs in the service request
summary. There may be more than one
trend.
• Discuss the steps you would take to deal
with this situation.

for Managers
Definition of Contractor
A contractor is a person or company who is a
separate business entity, that performs specific
services or work and is hired to perform activities
that your normal maintenance or housekeeping
staff cannot do or where it has been determined
that it is more cost effective to use such an outside
vendor.

for Managers
Ways to Select a Contractor
• Contractors are generally selected by
using a bidding process and require a
legal contract before work can begin.
• Remember that you are looking for the
best candidate for the job, not the least
expensive one.

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When to Hire a Contractor
• Shortage of staff due to illness, vacation,
termination
• Lack of specific skills
• Lack of specialized equipment
• Lack of required licenses or permits
• To save money
• Materials or supplies may not be available
locally
• Total cost of labor may be more cost effective if
borne by the contractor

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Advantages of Contractors
• Contractors offer specialized skills and quality-based
experience.
• Expenses for purchasing and maintaining specialized
equipment are avoided.
• The maintenance staff can continue to meet daily
service needs and preventive maintenance schedule.
• The contractor handles required licenses, permits and
insurance.
• The contractor safeguards warranty issues.
• Hiring a contractor may provide faster, more accurate,
timely, and complete work product.
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Disadvantages of Using
Contractors
• Quality of work may vary from contractor
to contractor.
• Contract disputes can result in property
liens and legal problems.

for Managers
Sources for Locating a Good
Contractor
• Research the job to see what is needed
• Ask for referrals
• Contact the local apartment association
• Contact other apartment communities or
management companies
• Ask other contractors
• Look in the newspaper

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Sources for Locating a Good
Contractor (cont’d)
• Look in trade magazines
• Ask suppliers – lumber yards, paint
companies
• Ask utility companies
• Review who did prior work at your
property or other apartment communities
• Call the Better Business Bureau

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Purpose of the Bidding Process
The bidding process will help you to select
the best contractor for the job.
Sound business practices frequently call for
three (3) bids from separate contractors.

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Job Specifications in Scope of
Work
• Detailed description of the work to be
done
• Specific materials and equipment to be
used
• Location of the job
• Timeframe for completion
• Licenses and permits needed
• Insurance, warranties, guarantees
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Job Specifications in Scope of
Work (cont’d)
• Payment schedules
• Start and end of the work day
• Clean up required and how often
• List of references
• OSHA requirements

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Purpose of a Contract
Contracts are used to minimize risk to the
property, its owners and employees.

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Contract Reviews
All contracts are subject to local,
state and federal laws. An attorney
should review contracts before they
are signed to ensure compliance and
reduce risk.

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Contents of a Contract
• The scope and nature of the work to be
performed
• The starting and completion dates
• A remedies and cancellation clause
• A hold harmless clause
• Proof of workers compensation and proof of
comprehensive general liability insurance
• Total cost of work

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Contents of a Contract (cont’d)
• A payment schedule, outlining retainage
fees (a percentage of the payment held
until satisfactory completion of work)
• List of subcontractors, if any
• Performance penalties, if applicable
• Daily start and end times
• Required clean up and frequency

for Managers
Four (4) Ways to Reduce Risk
in a Contract
• Lien waivers
• Protects the property and management company from
claims filed by a contractor
• Multiple payee payments
• Ensures all parties are paid and protects against
mechanical or material liens on the property
• Payment and performance bonds
• Ensures both the price and performance of a contractor’s
work
• Certificates of insurance
• Prevents injury claims against the property and protects
against damage caused by contractor negligence

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Hire a Vendor for:
• pool maintenance
• landscaping
• pest control
• interior painting and carpet maintenance

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Items for Discussion
• Periodic Services Agreement Between
Owner and Service Provider
• Service Agreement Between Owner and
Contractor
• Asphalt Sealcoat Specifications
• Parking Area Striping Specifications

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Skill Check #2
Chapter 2: The Onsite Manager’s Role

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Chapter 3
Exterior Maintenance

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Elements of Exterior
Maintenance
• Property grounds
• Fences, retaining walls
• Landscape irrigation
• Exterior lighting
• Building exteriors

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Elements of Exterior
Maintenance (cont’d)
• Pools, ponds and other water features
• Utility buildings, trash and mail areas
• Parking lots and sidewalks, carports and
garages
• Tennis courts, spas, volleyball areas,
playgrounds and picnic areas
• All public accessibility areas with ADA and Fair
Housing Act implications

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When to Inspect
It is necessary to inspect everything on a
regular basis – preferably once a month.

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Benefits of Frequent
Inspections
• Inspections can help you find problems
when they are relatively small, easy, and
inexpensive to repair.
• Frequent inspections also ensure the
safety of the property and residents.

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Who Should Accompany You
• The Maintenance Supervisor should
accompany you.
• Inspections also provide excellent training
opportunities for others on your staff.

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Documenting the Inspections
• Checklists provide a written record of the
inspection and can be used for
comparison with previous inspections.
• Photos are useful and provide excellent
backup for inspections and “incidents”
requiring photographs.

for Managers
Checklists
• Common Area Maintenance Checklist
• Building Maintenance Checklist (Exterior)

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Activity #3
Look at each of the following pictures and
identify and discuss the exterior
maintenance issue depicted.

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Course
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Skill Check #3
Chapter 3: Exterior Maintenance

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Chapter 4
Interior Maintenance

for Managers
Definition of Interior
Maintenance
Interior Maintenance refers to the work
required to inspect, repair or replace
items that keep building interiors,
including residential units, in excellent
condition.

for Managers
Elements of Interior
Maintenance
• Office and clubhouse areas
• Interior hallways
• Cleaning and janitorial areas
• Business centers, fitness centers,
laundries and other interior amenities and
common areas
• Service to occupied units
• Make-ready of residential units
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Manager’s Responsibility
• Make-ready maintenance is one of the most
intensive activities in apartment management.
The manager is involved in:
• pre-inspecting the unit,
• deciding what maintenance and make-ready tasks
are needed, and
• post-inspecting the unit.
• The Community Manager is responsible for the
“market-ready” condition of the property.

for Managers
Move-Out Inspection
• Inspect each vacant unit to determine the scope
of the make-ready process.
• Be thorough. A good inspection of appliances
includes turning on the stove, dishwasher,
exhaust fans and disposal, and opening the
refrigerator door. Bring a flashlight and paper to
make notes.
• Work with your maintenance and housekeeping
staffs to develop make-ready plans.

for Managers
Prioritizing Make-Ready Tasks
Three (3) factors:
•Tasks and supplies required to “turn” a
vacant unit
•Amount of time each task takes
•How many tasks can be done at the same
time

for Managers
Order of Make-Ready
Maintenance
• Trash removal
• Pest control
• Mechanical systems
• Retrofits and rehab items
• Sheetrock, doors, windows, locks,
cabinets, counters
• Painting, caulking
• Flooring
• Final cleaning and welcome gift
\
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Checklists
• Unit Interior Area Maintenance Checklist
• Building Maintenance Checklist (Interior)

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Activity #4: Inspecting an
Apartment for a Make-Ready
• Watch the video
• Think about make-ready maintenance in
your community

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Inventory Management
• Material purchasing and managing
inventory contributes to the Net Operating
Income and consequently adds value.
• Maintenance and repairs can be handled
more efficiently when tools or parts are
readily available.

for Managers
Who is Responsible
The Maintenance Supervisor is responsible
for:
• maintaining an inventory of frequently used
parts and supplies, and
• balancing the expense of the inventory with
the timing of the need.

for Managers
Standard Inventory
• Items that are used frequently
• Items that are used infrequently, or that
are extremely expensive, are not normally
included in standard inventories

for Managers
Comparing Quality, Cost, Size
and Supplier
• To make a purchasing decision:
• calculate the short and long-term costs
• consider the owner’s maintenance goals, and
• decide on the best value.
• The least expensive item is not always
the best choice.

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Storage of Tools and Supplies
• Controlling inventory costs is important.
• Storage areas should be secure,
conveniently located, and well organized.
• All OSHA standards should be followed
for safety purposes.

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Vendor Programs
• Allow you to purchase items at a lower
price
• May have spending requirements to
qualify for discounts
• May include rebates that are tied to
spending levels

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Skill Check #4
Chapter 4: Interior Maintenance

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Chapter 5
Preventive Maintenance

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Preventive Maintenance
• A proactive approach to protecting and
maintaining the value of property assets
• Designed to:
• extend the life of equipment
• reduce unexpected problems
• lessen the likelihood of normal problems
becoming more costly ones

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Five (5) Benefits of Preventive
Maintenance
• reduces service requests
• reduces expenses
• extends the useful life of fixtures and
equipment
• increases resident satisfaction and
retention
• increases the value of the property
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Success Factors
• Gain the commitment of everyone.
• Customize your program.
• Communicate frequently with your staff.
• Monitor and follow up on PM activities.

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Inspections & Inventory
A good preventive maintenance (PM)
program begins with a thorough inspection
of the property and a list of all items that are
subject to regular inspection.

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Preventive Maintenance Program
Development Process
• Take inventory and inspect the property
• Establish tasks and frequency
• Create a maintenance schedule

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Inventory Records
It is important to keep inventory records so
you have the information you need to
submit a claim to the insurance company in
case of theft.

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Hire a Vendor
• exterior painting
• brickwork
• carpentry
• concrete and driveway repairs
• turn services (painting, carpet shampoo or
installation)

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Hire a Licensed Expert
• central air conditioning
• elevators
• swimming pool
• pest control
• landscaping
• snow removal

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Preventive Maintenance File
• Equipment information
• Records

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Definition of Retrofitting
• Replacing worn, older less efficient parts
and equipment with newer energy saving
models

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Benefits of Retrofitting
• Enhance the value of the property
• Better serve the residents
• Reduce operating costs
• Lengthen the time between service calls
• Conserve energy and resources

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Energy Smart Practices
• Thermostats
• Lighting
• Insulation
• HVAC
• Light bulbs
• Water heaters
• Irrigation system

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Activity #5
Work with your group to determine the
amount of water and money saved by
replacing old showerheads with new, more
efficient ones.

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Skill Check #5
Chapter 5: Preventive Maintenance

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Green Property Management
• Why Green Property Management
• What Makes a Property Green
• Does Green Building Cost More?
• Low-cost Green Best Practices
• Green Starts with Energy Efficiency
• Indoor Environmental Quality
• Resource Efficiency
• Blue is the New Green

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Property Maintenance For Managers 2015

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Introductions

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The Onsite Manager’s Role

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