Understanding Maintenance Procedures and Best Practices

Transcription

1 MAINTENANCE FOR MANAGERS Understanding Maintenance Procedures and Best Practices

2 Overview BASICS Working as a team Work Orders Turnover Intermediate Industry Standards Vendors Advanced Cost Control Budgeting Forecasting

3 BASICS Unit # Move Out Date: Size Bed /Bath New Move In Date: Kitchen: Cabinets/Drawers: Working & Secure or Needs Repair (circle one) Counter Tops: Cuts/Burns Refinish or Repalce (circle one) Plumbing: Sink Faucet Leaks Appliances: Refrigerator Coils Running Working Light Broken Parts Range Burners Drip Pans Lg Sm Knobs Elements Dishwasher Door Seal Latch Air Gap Garbage Disposal Spinning Freely Leaks Apartment Turnover Checklist Lighting: Fluorescent 60W 40W Appliance Bulb Flooring: Cuts/Burns Clean Replace Bedroom 1 Carpet Stains/Holes Heaters Closet Pet Damage Working (repair/replace) Doors (repair/replace) Replace Thermostat (repair/replace) Door Guide Shelving (repair/replace) Lighting 60 W Closet Rod (repair/replace) Hardware Windows Doorstops # Blinds (repair/replace) Doorhandles # Screens (repair/replace) Walls and Doors: Explain any wall or door repair that needs to be done:

4 Working as a TEAM Building a team approach Maintenance refers to the upkeep and repair of property and equipment. It involves different tasks, including: Turnover of vacated units Daily property, mechanical, and curb appeal inspections and upkeep. Preventive Maintenance Inspections and repairs Timely, quality responsiveness to resident service requests.

5 Working as a TEAM Building a team approach Benefits of the team approach: Increased maintenance efficiency Expense control or reduction, and scheduled preventive maintenance that extends the life of equipment, fixtures, and structures. Increased Resident Retention Assists in the recruitment and retention of skilled maintenance personnel.

6 Working as a TEAM Building a team approach The community manager must: Establish quality standards Share responsibilities Value the employees Set obtainable goals Keep lines of Communication open at all times

7 Working as a TEAM Building a 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. 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.

8 Working as a TEAM Communication 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. Engage residents in conversations both on the grounds and in their homes. Develop a network for finding quality help using approved contractors and vendors. Listen, discuss and/or explain specific problems.

9 Working as a TEAM Communication 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.

10 Working as a TEAM Communication Treat everyone as an important part of the team. Promote mutual respect for every team member. Respect and understand cultural influences. When situations arise that make people feel uncomfortable, be involved in finding an agreeable solution. Be aware of stereotypical attitudes and practices.

11 Working as a TEAM Communication Encourage and support staff members to earn industry designations Share the results of your service records Make time to celebrate and acknowledge the team s successes and growth! Thank people for their work.

12 Work Orders Receiving Service Requests Vs. Work Orders 10 most requested work orders Learn the Lingo

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14 Work Orders Creating Acquiring Information Ask Questions Residents (find out precise problem & location) Office Staff Top 10 Service Request List Questions Help your office staff ask the right questions. Listen Be sure you understand exactly what you are being expected to do, how you are going to do it, and when its going to be done. Follow Up Have a procedure to follow up with residents on work that has been completed.

15 Work Orders Performing Set aside a specific time of the day for Work Orders. 9:30-12:00 Address Work Orders geographically, not necessarily first in, first out. Should be addressing and completing Work Orders as they come in each 24hr period unless parts are needed. Bring everything you will need to kill the task dead with no need for a return trip to the shop for additional supplies or parts Get in and get out as quickly as possible Prioritize work quickly and get started

16 Work Orders Performing Level 1 Urgent and Critical Must be done first above all else, these tasks demand your immediate attention. Water leaks Fire Infestation Level 2 Not Urgent, But Critical These issues can wait for you, but must be addressed within 24hrs Heating/cooling malfunctions Appliance repair Faulty plumbing Every day repairs/ Service Requests Level 3 Not urgent, Not critical These items may not be urgent or critical but they are still important and need to be addressed as soon as level 1&2 issues have been completed. Cutting templates for common repairs Touch up paint around property Property concerns

17 Work Orders Work Order Board

18 Work Orders Logging WORK ORDER LOG DATE APT# WORK NEEDED SIGN OFF broken toilet seat ZH 9/23/ broken door handle ZH 9/23/ garbage disposal jammed ZH 9/23/ vinyl floor transition missing ZH 9/25/11

19 Work Orders Completing

20 Turnover Order 1. Pre Moveout Maintenance Inspection (PMMI)- done at 30 day notice for maintenance team parts ordering purposes only. 2. Move-in/ Moveout Inspection Form- completed with resident or at last day of occupancy. 3. Initial Walk- first walk for additional maintenance needs, using the turnover checklist and gathering parts, ordering parts, and confirming schedules with vendors. 4. Change locks and replace old set in key box 5. Insect Abatement- nobody should be working in an insect infestation environment. 6. Wall Repair & Door Repair- drywall and door repair is a messy and time consuming process. It is best to make all patches and texturing before paining is done, rather than trying to finish and touch up paint later. 7. Paint Unit- includes preparing the unit to be painted filling holes, cuts, and gouges and texturing where needed and applying paint 8. Interior / Exterior Maintenance and Repair on Unit 9. Flooring Replacement Carpet, Vinyl, Hard Wood, or Laminate 10. New Installations or Upgrades- baseboard and trim, appliances, counter tops, tub surrounds, fixtures, blinds, etc. 11. Housekeeping / Cleaners- deep clean of unit using pre-approved or management company checklist 12. Carpet Cleaning 13. Maintenance Final Walk- using turnover checklist to make sure all items are completed well and unit is ready to rent 14. Leasing Final Walk- the leasing staff should walk every finished unit and make any necessary remarks that may need to be addressed. Their findings should be written up in list form on a work order and posted for the maintenance staff. This is the time for the leasing staff to place the welcome packs and move in material your company provides to its new residents. 15. Remedy Any Issues From Leasing Walk- 16. Manager Final Walk- this is the final rent ready inspection. 17. Unit is RENT READY

21 Turnover Timelines Pre-Move-Out Inspection (10 minutes) Paint (1 day or less for typical) Maintenance (1 day or less for typical) Clean and Carpet Clean (same day) Turnover (72hrs) move out Monday, Move in Friday. Date: Apartment Number: Light Replacement Quantity: Blinds Replacement Quantity: Drip Pan Replacement Quantity: Paint: Full Partial Touch-Up Carpet: Stains: Yes/No Pet Damage: Yes/No Replace: Yes/No Vinyl: Discolored: Yes/No Repair: Yes/No Replace: Yes/No Odor Removal Required: Yes/No Notes: HALLWAY Smoke Alarm BATHROOM 1 BATHROOM 2 Cabinets Toilet Cabinets Toilet Counter Top Toilet Seat Counter Top Toilet Seat Sink Shower Head Sink Shower Head Heat Lamp Shower Knob Heat Lamp Shower Knob Vanity Lights Medicine Cabinet Vanity Lights Medicine Cabinet Vinyl Miscellaneous Vinyl Miscellaneous BEDROOM 1 BEDROOM 2 BEDROOM 3 Blinds Blinds Blinds Carpet Carpet Carpet Closet Doors Closet Doors Closet Doors Closet Organizer Closet Organizer Closet Organizer Smoke Detector Smoke Detector Smoke Detector Heater Heater Heater DOORS Deadbolt Key Replacement Pre Move-Out Maintenance Inspection KITCHEN LIVING ROOM Broiler Pan Vinyl Blinds Burners Drip Pans Heater Counter Top Garbage Disposal Carpet Cabinets Light Cover Windows/Screens Range Refrigerator Dishwasher

22 Turnover Labor In house Vs. Vendor Time, quality, skills Expectations Renovations

23 Quick Turn List

24 Turnover Tracking VACANCY STATUS REPORT PROPERTY NAME: UNIT No. BDR. BTH. DATE TO VACATE LENGTH OF OCC. PMSI PAINT MAINT. CARPET VINYL CLEAN LOCKS COMPLETE F T.U. C R F T.U. C R FINAL WALK M.I. DATE /21/12 4 years 2/21 3/21/12 3/22/12 3/23/12 No 3/23/12 3/21/12 3/23/12 3/23/12 3/24/12 F T.U. C R F T.U. C R F T.U. C R F T.U. C R F T.U. C R F T.U. C R F T.U. C R F T.U. C R F T.U. C R F T.U. C R F T.U. C R F T.U. C R F T.U. C R

25 Turnover Standardization PMMI Checklist Track large item and major damage (PO s) Matching Skill Vendors Specifications

26 Turnover Communication Vacancy Status Report Vendor scheduling Thinking ahead Planning Organization-Time Management

27 INTERMEDIATE

28 Intermediate Industry Standards Turns Work Orders Electrical Pre-existing Permits Plumbing Water Heaters

29 Intermediate Vendors Pre-qualified vendors Due diligence Relationships Decision makers Experienced Multifamily focused Preferred agreements Suppliers Discounts, rebates, spending thresholds

30 Intermediate Vendors Scope of Work Who is responsible for setting them up RFP is one being sent out to invite qualified contractors Specifications Company Spec Industry best practices Using vendors Project Management Who is responsible Project thresholds Quality Control Who is doing it Qualifications

31 ADVANCED

32 Advanced Cost Control Inventory What do we have What do we really need Capturing resident costs and collecting Labor Time Vs. Cost (is our staff the most efficient at this task?) Time Management (are we managing our limited time wisely?) Who is doing what and when Return on Investment (ROI) Training and education

33 Advanced Budgeting Involve Maintenance Staff Maintenance & Repair Costs Total Turnover Chart of Accounts (cost codes) category costs Previous Year s Budget Budget Variances (income statement) NOI considerations (market conditions, trends) Be realistic and honest Know your owners goals and long term plan

34 Advanced Forecasting BE REALISTIC Involve those who know best! Analyzing known data Previous budgets and variances (income & expense) Work orders Annual Turnovers Critical age thresholds Construction Defect s 30 year replacement schedules Existing fixtures (remaining useful life) Long term plans for ownership Capital Needs Assessment Reserve Analysis Bid acquisition

35 Capital Needs Assessment

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38 30 Year Replacement Studies

39 Reserve Studies

40 THANKS FOR YOUR TIME ANY QUESTIONS?