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You are on page 1/ 583

Operations Manual for Owners

and Managers of
Multi-Unit Residential Buildings
Canada Mortgage and Housing Corporation
July 2003

Prepared by:
Efficiency Engineering Incorporated
155 Robinson Rd.
Cambridge, ON
N1R 5S7
www.ee-solutions.com

CMHC offers a wide range of housing-related information. For details, call 1 800 668-2642
or visit our Web site at www.cmhc.ca
Cette publication est aussi disponible en franais sous le titre : Manual des oprations lintention des propritaires
et des gestionnaires - collectifs dhabitation 63088

This research project was (partially) funded by Canada Mortgage and Housing Corporation (CMHC). The contents,
views and editorial quality of this report are the responsibility of the author(s) and CMHC accepts no responsibility for
them or any consequences arising from the reader's use of the information, materials and techniques described herein.

National Library of Canada cataloguing in publication data

Main entry under title :
Operations manual for owners and managers - multi-unit residential buildings
Issued also in French under title: Manuel des oprations lintention des propritaires et des gestionnaires
- collectif dhabitation.
ISBN 0-662-33343-8
Cat. no. NH15-406/2003E
1.
2.
I.
II.

High-rise apartment buildings - Management - Handbooks, manuals, etc.

Apartment houses -- Management - Handbooks, manuals, etc.
Efficiency Engineering Inc.
Canada Mortgage and Housing Corporation.

TH4820.O63 2003

647.92068

C2003-980015-6

2003 Canada Mortgage and Housing Corporation.

All rights reserved. No portion of this book may be reproduced, stored in a retrieval system or transmitted in any form
or by any means, mechanical, electronic, photocopying, recording or otherwise without the prior written permission of
Canada Mortgage and Housing Corporation. Without limiting the generality of the foregoing no portion of this book
may be translated from English into any other language without the prior written permission of Canada Mortgage and
Housing Corporation.
Printed in Canada
Produced by CMHC

Table of Contents
1.0 Introduction
1.1

Summary of Manual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1.2

Use of Computers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1.2.1 Backing Up Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.0 Resources
2.1

Make or Buy Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.2

Site Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.2.1 Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.2.2 Inspections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
2.2.3 Miscellaneous Disbursements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
2.2.4 Emergency Work Orders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
2.2.5 Pagers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
2.3

Outside Contractors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
2.3.1 Defining the Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

2.4 Workplace Hazardous Materials Information Systems (WHMIS) . . . . . . . . . . . . . 13

2.4.1 Material Safety Data Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Blank Forms for Chapter 2.0 - Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

3.0 Housekeeping and Grounds Keeping Services

3.1

Housekeeping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

3.2

Grounds Keeping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

3.3

Green Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
3.3.1 Recycling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
3.3.2 Pesticides . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Blank Forms for Chapter 3.0 Housekeeping and Grounds Keeping Services . . . . . . . . 37

4.0 Structural/Mechanical/Electrical Maintenance

4.1

Maintenance Requests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
4.1.1 Handling Maintenance Requests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

4.2 Equipment Tags . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

4.3

Mechanical/Electrical Service Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

4.4

Maintenance Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
4.4.1 Parking Garage Deterioration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
4.4.2 Switchgear . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
4.4.3 Swimming Pools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
4.4.4 Backflow Preventers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
4.4.5 Annual Maintenance on Boilers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
4.4.6 Heating and Cooling Coil Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . 53
4.4.7 Envelope Deterioration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
4.4.8 Appliances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Blank Forms for Chapter 4.0 Structural/Mechanical/Electrical Maintenance . . . . 57

5.0 Utilities
5.1

Utility Bills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
5.1.1 Electric Bill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
5.1.2 Fuel Bill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
5.1.3 Water/Sewage Charge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66

5.2

Utility Budgets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66

5.3

Daily Recordings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
5.3.1 Analysis of Heating Water Control Graph . . . . . . . . . . . . . . . . . . . . . . . . 72

5.4

Annual Recordings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72

5.5

Energy Conservation Efforts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Blank Forms for Chapter 5.0 - Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

6.0 Budgeting and Control

6.1

Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

6.2

Reserve Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90

6.3

Typical Operating Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

6.4

Taxes and Appeals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

6.5

Insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94

6.6

Mortgage Interest and Amortization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

7.0 Emergency and Fire Safety Plan

Blank Forms for Chapter 7.0 Emergency and Fire Safety Plan . . . . . . . . . . . . . . . . . .103

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

8.0 Lease Administration

8.1

Selecting Tenants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .107

8.2

Suite Inspection for Damage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .108

8.3

Changing or Terminating a Lease . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .109

8.4

Tracking Receivables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .109

8.4.1 Late Payments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .110

8.5

Tenant Package . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .111

8.6

Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .111
8.6.1 Advertising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .113

8.7 Condominium Boards and Tenant Associations . . . . . . . . . . . . . . . . . . . . . . . . . . .113

Blank Forms for Chapter 8.0 Lease Administration . . . . . . . . . . . . . . . . . . . . . . . . . .117

9.0 Contractors and Consultants

9.1

Hiring a Consultant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .131

9.2

Hiring a Contractor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .132

9.2.1 Lump Sum Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .132
9.2.2 Cost Plus with Upset . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .133

9.3

Terms of Service Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .133

9.4

Additions to Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .133

9.5

Escalation Clauses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .133

9.6

Payment Schedules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .134

10.0 Filing
10.1 Standard Forms and Documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137
10.2 Emergency and Fire Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137
10.3 Tenant Files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137
10.4 Monthly Receivables Tracking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137
10.5 Service Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137
10.6 Central Plant Maintenance Requests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .138
10.7 Utility Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .138
10.8 Miscellaneous Files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .138

iii

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Appendix A
Property Managers Responsibilities

Appendix B
Superintendents Responsibilities

Appendix C
Template for Emergency and Fire Safety Plan

Appendix D
Template for Tenant Information Package

Appendix E
Sample Tenant Information Package

Appendix F
Master Operational Checklist

Appendix G
Schedule of Budget Times Required for Various Cleaning Tasks

Appendix H
Supplementary Publications and Information Resources

Appendix I
Material Safety Data Sheet Supplemental Information

Acknowledgments
Don Buchan
Shannon Hrudka
Scott Martin
John Piper
Greg Schlotzhauer
Mel Shear
Wayne Smithies
Mike Thomas
Martin Tovey
Wayne Webster
Ronald Danks, Canadian Condominium Institute
Debra Wright, CMHC

S E C T I O N 1.0

introduction

1.0 Introduction
Operational expenses represent up to 66 per cent
of the overall annual expenses of multi-unit
residential buildings. Unlike other buildingrelated expenses, the operating budget represents
an expense that the property owner, or manager,
has some control over. It is estimated that in many
multi-unit residential buildings, operation- and
maintenance-related expenses could be reduced
by up to 25 per cent by adopting more efficient
and effective maintenance practices.
Canada Mortgage and Housing Corporation
developed this manual in cooperation with
the Canadian Condominium Institute, and
the Association of Condominium Managers
and Operators to assist property owners and
managers of multi-unit residential buildings.
Its purpose is to reduce the cost of operating
multi-unit residential buildings, improve the
overall affordability and to sustain the stock
of apartment buildings in Canada.
While much of the information contained
within this manual is directed at reducing
costs, it also provides helpful direction for
improving the overall performance of
apartment buildings in terms of durability
and occupant health and safety.
By adopting the operating practices recommended
by this manual, the property owners and
managers of multi-unit residential buildings
will ensure that their buildings operate as
long-term financial assets rather than liabilities.

1.1 Summary of Manual

The Operations Manual for Owners and
Managers - Multi-Unit Residential Buildings
provides owners and managers with the tools to
tailor a cost-effective and successful management
system for any multi-residential building.

The process described in this manual will guide

the owner/manager in:
1) Creating an Operation and Energy
Management Plan. A building-specific set
of documents to guide staffing, manpower
and task planning, contracting, tenant
management, budgeting, fire and life safety
essentials, and utility management.
2) Making resource decisions concerning
on-site staff or outside contractors.
3) Creating an organized filing system.

1.2 Use of Computers

Building managers are encouraged to use a
personal computer with this system for the
following reasons:
1. The template forms presented can be easily
re-created on computer, modified for the
particular building and printed as needed.
2. Budgeting, bookkeeping, and cost tracking
are easily accomplished with a computer.
The accuracy and time-savings are worth
far more than the $1,000 to $2,000 spent
on a computer.
The software required:

Word Processing
Tabular Forms
Drawings and
Other Forms
Budgeting

Microsoft Word
Microsoft Excel
Microsoft Visio
Intuit Quicken
for Windows

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

The programs listed are available in both

PC and MAC versions with the exception
of Visio. For Visio, the files require conversion
to a similar MAC program. There are similar
products for each of these, and the diskette files
can be imported and used by other programs.

1.2.1 Backing Up Data

When computerizing the property management
process, one can become very reliant on the
computer and the information stored on the
hard disk. Computers do fail, and it is also
quite possible for a user to accidentally erase
critical information. For these reasons, it is
strongly suggested to set up a formal data
backup system to retain a full, current backup
at all times. Keeping the backup safely off site
ensures that in the event of a disaster (fire or
theft of the computer), a duplicate system is
readily available.
The backup process will usually require an
additional hardware component such as a
tape drive. Talk to a computer retailer when
choosing a system.

S E C T I O N 2.0

resources

2.0 Resources
Management can be defined as getting the
right things done properly at the right time
by making best use of the resources available to
do the work. Tasks can be completed by on-site
staff or by an outside contractor. This is known
as a Make or Buy policy. The decision of
which resource to use affects both the quality
and the cost of the job. To maximize the longterm profitability of the building, it is advisable
to consider whether on-site staff given their
skills, available time and motivation should do
the work.

Refer to Appendix G: Schedule of Budget

Times Required for Various Cleaning Tasks for
a suggested breakdown of time requirements
per task.

2.1 Make or Buy Policy

Detailed Analysis Method

By creating a Make or Buy policy for each

task involved in the operation and maintenance
of a building, the roles and expectations of the
superintendent and the on-site staff, as well as
those of the outside contractors will be clearly
defined. Three methods of creating a Make or
Buy policy are outlined below. The methods
vary in the effort required, as well as their
accuracy.

The Detailed Analysis Method uses the Master

Operational Checklist (Appendix F). This
method increases the accuracy above the Rule
of Thumb Method by taking into account the
number of suites, the number of equipment
rooms and the monthly tasks.

Rule of Thumb Method

Less than 50 suites - Superintendent also

cuts the grass and minor touch-up painting
in addition to the tasks listed above.

Note that multiple small buildings can be

handled by a single Superintendent, but only
if the buildings are located side by side.

Figure 2.1: Make or Buy Policy Form

Make or Buy Policy
Maintenance Requests and Supervising Contractors:
120
240
Number of Suites
X 2 minutes per day =

min/day

Daily Look / Listen / Touch

Experience has shown the number of suites

in a building determines the need for outside
contractors.

Number of Mechanical Rooms

X 20 min./rm/day =

200

min/day

Number of Chilled Water Rooms

X 10 min./rm/day =

min/day

Rooftop Unit Inspection - 10 minutes if applicable =

min/day

Laundry Exhaust Cleaning - 10 minutes if applicable =

min/day

210

min/day

720

min/day

Monthly
Includes all of the tasks in the Operational Check
List that require the Superintendent.

Over 150 suites the Superintendent

needs an assistant for regular tasks.
50 to 150 suites the Superintendent
does regular inspections, housekeeping of
ground floor areas, cleaning vacant suites,
ensuring quality of contract work, and
responding to tenant concerns.
50 to 80 suites the Superintendent also
does corridor cleaning on all floors in
addition to the tasks listed above.

Total:

720

min/day X 5 days/wk =
60 min/hr

hrs/wk

If the weekly work load is greater than 40 hours, then a second person is
required to help the superintendent complete the required tasks. Tasks should
then be added from the Operational Check List to fill up the remaining hours of
the week.
Description of Work

Sweep Lobby &

Mow Lawn
Wash Entrance Doors
Clean Garbage
Buff Floors
Sweep Stairs & Landings
Vacuum Carpets

Freq. of
Task (per
week)

4
1
4
1
1
2
4

Number
of Units

Time per Unit

1500 Sq.ft.

30 min/1000sq.ft

200 sq.ft.

125min/1000sq.ft

10 floors

10 min/floor

2000 sq.ft

45min/1000sq.ft

1000sq.ft.

60min/1000sq.ft

39000sq.ft

25min/1000sq.ft

Req'd
Time
( hrs/wk)

Cumulati
ve Time
(hrs/wk)

3
4
1.75
1.75
1.5
2
6.5

3
7
8.75
10
11.5
13.5
20

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

The Make or Buy Policy form (Figure 2.1)

uses Values for Time per Unit that are listed
in Appendix G - Schedule of Budget Times
Required for Various Cleaning Tasks. A copy
of a blank Make or Buy Policy form is located
at the end of this chapter.
The form consists of two sections:
1. The first section calculates the amount of
time that is required in the day-to-day
operation of the facility.
2. The second section adds to the workload of
the Superintendent and site staff to bring
the total hours up to 40 hours per week per
staff member.
Upon completion of the Make or Buy Policy
form the Manager is able to quantify the staff
requirement. In the example shown, two fulltime staff are required, of which one is the
building Superintendent. Since the total hours
per week is 60, another 20 hours per week of
work would be required to keep both people
busy. This is shown in the chart at the bottom
of the form. Any extra work required that is not
included on this form would be contracted out.
If the weekly workload totals greater than
40 hours, a second person would be required
to help the Superintendent to complete the
required tasks. Tasks are then added from the
Master Operational Checklist to fill up the
remainder of the week.
Trial Method
The Trial Method is the most accurate method
of estimating week operation and maintenance
resource requirements. It is also the most
expensive and time consuming. It involves
having an experienced and trusted Superintendent
8

move into the occupied building for at

least a month. By performing the work,
the Superintendent can indicate the number
of site staff required and realistic task load for
each staff member involved. It is important
that the Superintendent performs all of the
tasks required to maintain the building. (Daily
Look/Listen/Touch Inspection, Supervising
Contractors, etc.)

2.2 Site Staff

The on-site staff is the most valuable resource
a property owner or manager has in a building.
The ability of on-site staff to operate and
maintain multi-unit residential buildings can
have a strong influence on the overall profitability
of the property. Competent on-site staff will
effectively oversee outside contractors and will
remain attentive to the condition of building
systems thus preserving the long-term value of
building assets. Property owners and managers
must be able to accurately estimate the number
of staff required to operate a property, recruit
responsible and motivated candidates, manage
and assess the performance of on-site staff in
day-to-day activities. This is not only important
for the successful operation of the building, but
also for the retention of valuable employees.
The manager must delegate authority and
accountability to on-site staff to perform
specific functions. When responsibilities are
clearly defined, delegated functions can be
isolated and studied. This enables a manager
to objectively assess each persons job performance.
Once internal labour requirements and broad
job categories are determined, a job description
should be created to define the exact requirements
and management expectations of each position.
Present the job description to job applicants
at the time of hiring, and ask them to sign
it prior to starting work. Use the signed job

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

description annually at performance review

time. It will assist in assessing the employees
performance and progress, and also to make
revisions that reflect operating experience.
Keep in mind the time requirements need
to be taken into account and included in
the signed job description.
Appendix B contains an example agreement
of the Superintendents Responsibilities.

Figure 2.2: Annual Operational Checklist

Annual Operational Check List
Building: __________________________________
Building Operator: __________________________
Property Manager: __________________________

Legend
PM = Property Manager
S = Site Staff
C = Contractor
X = Suggested Month

Work to be Completed
Monthly
1
1
2
3
4
6
6
6
7
8
8

M A

PM
PM
C
PM
PM
PM
PM
C
C
S
C

M J

O N D

Six Times Per Year

2.2.1 Scheduling

1 Stock Order
7,8 Pump & Motor Fans Service

PM/S
C

Four Times Per Year

2 Power Sweep/Wash U/G

PM
S
C
C
C
C
C
C
C
C

X
X

Semi-Annually

It is necessary to prepare timelines for tasks

once a master list of activities for operating the
building is established. These activities would
include frequency of each task and assigned
responsibilities (Figure 2.2 Annual Operational
Checklist). The development of timelines for
each task is undertaken for the following reasons:
1. To equitably spread out the workload
for site staff.
2. To post a visual reminder to the property
manager and the on-site staff, indicating
what should be done.
3. To track the effectiveness of the on-site
staff and execution of contracts.
There are two charts to list tasks, responsibilities
and timing, which assist with scheduling and
tracking. The Annual Operational Checklist
shows the months of the year, and any activities
required monthly or less frequently. The
numbers in the far left column indicate the
section number in the Operations Manual for
Maintenance and Custodial Staff - Multi-Unit
Residential Buildings where details of the task
can be found.
A blank template of this form is provided at
the end of this chapter.

1
2
2
3
3
3
4
4
5
8

Staff Appraisals
Compactor Bins/Pump Cart Service
Major Carpet Cleaning
Powersweep Outside
Prune Landscaping (Spring & Fall)
Weed Spray (as required)
Compactor Maintenance
Int. Catch Basin Cleaning
Emergency Generator Service/Report
Fan Coil Maintenance

X
X
X

X
X

X
X
X

X
X
X
X

X
X

Annually
1
1
1
1
1
1
1
1
3
3
3
3
3
3
3
3
3
3
3
3
3
3

Budget Preparation
Staff Holiday Schedule
Update Building Inventory
Order Salt/Calcium
Install Christmas Decorations
Remove Christmas Decorations
Insurance Renewal
Insurance Approval
Exterior Painting
Inspect Signs/Fences
Clean Entrance Canopy
Install Nets, Insp. Tennis Courts/Playgrounds
Clean Garage Exhaust Pits
Exterior Window Cleaning
Check Water Hoses
Line Painting
Spring Fertilization
Fall Fertilization
Add Topsoil
Turn Lawn Sprinkler On
Turn Lawn Sprinkler Off
Replace Winter Kill

PM
PM
PM
PM
S
S
C
C
PM
PM
S
S
C
C
C
C
C
C
C
C
C
C

X
X
X
X

The Superintendents three most time-consuming

tasks are:
1. Daily Look/Listen/Touch Inspections
2. Confirming that contractors are fulfilling
their obligations
3. Investigating and responding to tenants
maintenance requests.
Other less frequent activities fall under the
Superintendents Responsibilities (Appendix B)
and should be scheduled on the Monthly
Operational Planner (Figure 2.3).
9

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

The Monthly Operational Planner (Figure 2.3)

outlines activities for each day of an entire
month, and should be filled in prior to the
start of each month. Tasks more frequent than
once a month should appear on the planner.
Activities coming due from the Annual
Operational Checklist (Figure 2.2) should
be transferred to this chart. This provides an
opportunity to balance the workload throughout
the entire month. The Monthly Operational
Planner is a convenient way to communicate
expectations and schedules to the site staff.
A blank template of this form is provided at
the end of this chapter.
Figure 2.3: Monthly Operational Planner
Monthly Operational Planner
Legend
Building: __________________________________
Building Operator: __________________________
PM = Property Manager
Property Manager: _____
S = Site Staff
Month and Year: __________________________
June '96
C = Contractor
X = Scheduled Day

Work to be Completed
Daily
8 Daily Look / Listen / Touch Inspection

S
1

S M T W T
2 3 4 5 6

F
7

S
8

S M T W T F S S M T W T F S S M T W T F S S M
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

creates a systematic and efficient means

to determine that the buildings systems are
functioning properly. Look/Listen/Touch
Inspection forms can be adapted from the
example provided at the end of this chapter.
The Superintendent or other site staff can
use these forms during the look/listen/touch
inspections to confirm inspections and to
record pressure gauge and temperature readings.
Problems are spotted more quickly using this
system, leading to faster and less expensive
repairs. When the forms are stored in a
binder on site, they provide a history of
equipment performance and also serve to
confirm that the equipment is being checked
on a regular basis.
The inspection forms will differ for each building,
but the following sample can be used as a starting
point.

Multiple (2 to 6) Times per Week

Will include appropriate items from
Appendix F - Master Operational Checklist

Once a Week
3
5
6
6

Interior Landscape Maintenance

Insp ect all Outside Lights & Timers
Drain Drum Drips
Inspect Tracing

C
S
S
S

X
X

Figure 2.4: Daily Look/Listen/Touch

Inspection Form

X
X

Will include appropriate items from

Appendix F - Master Operational Checklist

Daily Look / Listen / Touch Inspection Form

Twice a Month

Building:
Operator:

Will include appropriate items from

Appendix F - Master Operational Checklist

Once a Month
1
1
2
3
4
6
6
6
7
8
8
7,8
3
3
4
7
7
7
7
7,8

Safety Inspection
Review Daily Log Books
Pest Control Service
Inspect Property
Elevator Log Sheet Checked
Fire System Test
Fire Equip. & Log Entries Checked
Elevator Maintenance
Water Treatment
Replace F/A Filters
Chiller Maintenance
Pump & Motor Fans Service
Exterior Painting
Line Painting
Garbage Bin/Chute Cleaning
Check Pool Phone
Flush Horizontal/Vertical Drains
Sump Pits/Catch Basin Cleaning
Open Pool
Clean All Boilers

PM
PM
C
PM
PM
PM
PM
C
C
S
C
C
C
C
C
PM
C
C
C
C

X
X
X

Will include appropriate items from

X
X

Mon.

Tues.

Wed. Thurs.

Fri.

Sat.

Sun.

Outside Temperature

Appendix F - Master Operational Checklist

X
X
X

Starting Date (Mon):

Time of Inspection:
System:
Building Heating
Range
Tag #
Reading Type
Design Temperature

Items from the Annual Operations Checklist are

to be incorporated into this planner. Also, vacation
times of the on -site staff and the property manager
will be included.

Building Return Temp

B-

<180F

Building Supply Temp

Burner On/Off
Inlet Temperature

X
X

Outlet Temperature
X

Inlet Pressure

X
X
X

X X

Burner On/Off
Inlet Temperature

Outlet Temperature

X
X X X X X

Inlet Pressure
B-

Burner On/Off
Inlet Temperature
Outlet Temperature
Inlet Pressure

B-

Burner On/Off
Inlet Temperature
Outlet Temperature
Inlet Pressure

P-

2.2.2 Inspections

Pump On/Off

Suction Pressure
Discharge Pressure
P-

Pump On/Off
Suction Pressure
Discharge Pressure

The largest single daily responsibility of the

site staff is an organized inspection of critical
mechanical and electrical systems. The Daily
Look/Listen/Touch Inspection Form (Figure 2.4)

Expansion Tank Level

1/4 to 3/4

Make-up Water PRV Pressure

Property Manager's Initials:

1 of ___
Page ___

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Typical Page from Daily Look/Listen/Touch

Inspection Form
When estimating the time required for the look/
listen/touch inspection, allow approximately
20 minutes per mechanical room (10 minutes
for central chilled water), plus 10 minutes for
rooftop equipment. A 150-unit building with
a basement boiler/ chiller room, a swimming
pool (with filter/ pump room), and two rooftop
makeup air units would require a 60-minute
daily inspection. This time estimate will differ
slightly depending upon the on-site experience
in the building.

2.2.3 Miscellaneous Disbursements

At times the Superintendent must make minor
purchases to sustain workflow, restore inventory
and fix small problems. A petty cash system
should be set up in order to avoid continual
request approval.
This can be done with a locked box (stored
in a secure place by the Superintendent)
with a starting fund of approximately $200.
The Superintendent uses the Request for
Reimbursement form (Figure 2.5) to replenish
petty cash as needed. The Superintendent
must attach all receipts to the completed
form in order to cover expenses. A full-sized
copy of this form is included at the end of
this chapter.
It is essential that all petty cash expenditures
be entered into the computerized bookkeeping
system.

Figure 2.5: Request for Reimbursement

Form
Request for Reimbursement
Submitted By:
Building Name:
Building Address:
INSTRUCTIONS:
1. Submit this request when 1/3 to 1/2 of the petty cash fund remains.
2. Prepare reconciliation of fund.
3. Property or Department Manager must approve completed request.
4. Place vouchers in envelope and send to Head Office with this form properly completed.

PERIOD FROM:

RECONCILIATION OF FUND:

TO:

RECONCILIATION PREPARED BY:

Total disbursements, from

$
cheque requisition
ADD: Cash on hand

Sub-total

STATEMENT:

I have counted the cash and verified the

accuracy of the reconciliation.
Deduct: Initial fund

Difference

PROPERTY OR DEPARTMENT MANAGER

DATE

2.2.4 Emergency Work Orders

Emergency situations will occur. In such cases
the Superintendent may not be able to get in
touch with the property manager or owner but
will require the authority to approve emergency
repairs. Section 4.0 suggests those areas that
may require the Superintendent to authorize
emergency expenditures. The Superintendent
should be given clear instructions as to when an
emergency response is appropriate. Emergency
contacts and recommended repair contractors
should be provided to the Superintendent.
Prepare the Superintendent by going over the
type of situation where emergency response is
appropriate, and by providing a list of specialists
to call. Provide the following information,
perhaps on a pocket card that the Superintendent
can carry with him.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Problem Area

Contact

Serious
Foundation
Leaks

Foundation
Contractor

Serious Roof
Leaks

Roofer

Heating/
Cooling

Mechanical
Contractor

Electrical

Electrician

Television
Reception

Television Repair,
Cable Company

Phone

2.2.5 Pagers
The use of pagers and cell phones vary, depending
on the number of staff, the building size and
the pager type. It is necessary to have a procedure
for the use of the pagers and cell phones that is
understood by all staff. For example, a pager
with only audible noise may indicate that a
staff member must report to the superintendents
office. An alphanumeric pager may give
instructions without the need to reply. Cell
phones can relay information immediately
without having the Superintendent return
to a central location for instructions.

2.3 Outside Contractors

Building managers are encouraged to hire
outside contractors for structural, electrical,
and mechanical services. If the building is
130 suites or over, contractors rather than
site staff can be used for housekeeping and
grounds keeping.

In smaller buildings with less than 130 suites, a

single Superintendent should have time to take
on housekeeping and possibly grounds keeping
as well. Refer to Section 2.1 to determine what
jobs the Superintendent can be expected to do
and what jobs should be contracted to outside
service providers.
Successful service companies must provide
quality service in a competitive market. Their
staff is trained to be as proficient as possible.
This translates to better quality at a lower cost.
When housekeepers or grounds keepers are
professionally trained to carry out the tasks
assigned to them, the result is a prestige job
at a minimal cost. Unprofessional people may
waste time, materials and supplies. They can
cause equipment breakdowns and keep the
building manager busy struggling to maintain
acceptable conditions.

2.3.1 Defining the Standards

The first step in choosing a housekeeping,
grounds keeping or electrical/mechanical
contractor is to define the service to be provided
and the expected standards in writing. Written
standards for a service contract need not be
full of legal jargon. However, they must be
clear in covering expectations. Use point form
in mechanical/electrical service contracts to
list pieces of equipment and systems along
with specific tasks and their frequency. For
housekeeping or grounds keeping, establish
uniform and acceptable conditions.
Use the following levels of cleanliness when
requesting pricing for housekeeping or grounds
keeping, based objectively on the expectations
and potential reactions of building occupants:

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

1. Prestige Cleaning or Grounds Keeping:

This standard will provide unsolicited
compliments from building occupants or
visitors. Cleaning or grounds appearance
complaints would be a rarity. See the
Sample Cleaning Guide (Figure 3.1) and
Sample Grounds Keeping Guide (Figure
3.2) in section 3.1 Housekeeping for tasks
and frequencies required for a prestige
level of cleaning and grounds keeping.
2. Adequate Cleaning or Grounds Keeping:
This standard of service will provide
neither compliments nor serious criticism.
3. Minimal Cleaning or Grounds Keeping:
This standard of service will result in
criticism by building occupants or visitors.
In this system, complaints usually trigger
periodic special cleanups to avoid losing
tenants. This standard of care is not
recommended as it can result in high
occupant turnover and can be a sign that
other, more costly building systems are not
being maintained.
Ensure standards are realistic and are budgeted
for. If not realistic, contractors are faced with
the dilemma of either:

Bidding to the literal specification, thus

pricing them out of contention, or
Submitting a lower bid and performing
a substandard job.

This situation is unfavourable as it encourages

a lack of integrity and professionalism.
Management may also have difficulty receiving
true comparable bids.
To help develop suitable specifications and
standards, management should follow the
following process:

1. Analyze the standards required for

housekeeping, grounds keeping, structural,
electrical, and mechanical services. Where
is the property positioned in the market?
What are the expectations of the occupants?
2. Determine the frequency of tasks necessary
to meet the standards.
3. Express the frequencies and tasks in detailed
written format.
4. Define what is meant by each task.
5. Send the requirements to three or four
reputable contractors. Do not contact
everyone in the phone book. Many
contractors will not want to put the effort
into bidding when they perceive their
chances of winning the contract to be slim.
Identify good contractors through referrals
by other property managers or by talking
to people at industry association meetings.

2.4 Workplace Hazardous

Materials Information Systems
(WHMIS)
The Workplace Hazardous Materials
Information Systems is a Canada-wide system
designed to provide information on hazardous
materials contained in all manner of products
to employers and employees. It essentially gives
everyone in the workplace the "Right to Know"
what they are working with, the dangers
involved, what precautions should be taken
and what emergency procedures are in place
should there be an accident involving the
products. This will primarily involve cleaning
products but could also extend to paint, floor
finishes, lubricants, etc.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

The property manager is responsible to ensure

that all employees are properly trained as laid
out by WHMIS Regulations.
Contact the department of labour within the
provincial government for specific information
on applicable legislation. Further information
can be found in section 1.4 Workplace Safety
of the Operations Manual for Maintenance
and Custodial Staff.

information may be helpful if you are interested

in preventing exposure to chemicals from new
products or in finding out if existing products
may be causing symptoms.
Suppliers are not required to provide you with
an MSDS. However, you can ask them if they
have one for a commercial product that is similar
to your purchase. You may also obtain an MSDS
from a data bank such as the Canadian Centre
For Occupational Health and Safety.

2.4.1 Material Safety Data Sheet

The following information comes from the
CMHC brochure How To Read a Material
Safety Data Sheet.
A Material Safety Data Sheet (MSDS) is an
information sheet that lists the hazards, and
safety and emergency measures related to
specific products. An MSDS is required for
certain industrial products used in the
workplace like paint, caulking and cleaners.
An MSDS is not required for consumer
products, but may be available.
The Workplace Hazardous Materials Information
System (WHMIS) is legislation that states the
following:

A Material Safety Data Sheet (MSDS)

must be provided to commercial users.
A hazard label must be attached to
commercial products used in the workplace
that contain substances above the pre-set
limits controlled by WHMIS.
Workers using WHMIS-controlled
products must receive training.

You may want to know if there are chemicals

in consumer products that can cause adverse
health effects such as allergies or asthma. This

In an emergency situation your doctor can

request an MSDS. If the product is required
to have one, the supplier is obligated to provide
it to the doctor.
Certain product labels include a full list of
ingredients, and some suppliers will provide it
if you ask. You can also request the supplier's
chemist for more information, including a list
of additional ingredients.
Not all ingredients are included on an MSDS:
only specific hazardous chemicals are required.
Some suppliers voluntarily include additional
chemicals and information. The MSDS lists
each required substance that makes up more
than 1 per cent of the product. However, if the
chemical causes cancer, respiratory sensitization,
or reproductive effects, then it must be listed
if it makes up more than 0.1 per cent.
Assessing Exposure Risk
There are several factors to consider to
determine if you should be concerned about
exposure risk. The quantity, toxicity and other
effects, as well as the potential exposures of
each chemical, should be considered. It is
also important to know that most of the
information on an MSDS relates to exposure

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

to one chemical at a time. The information

does not reflect exposure to the complex
mixtures of chemicals found in a typical
building. Also, most of the information on an
MSDS was developed in relation to adult male
exposures. Therefore, it may have little or no
relevance to children, women or elevated risk
populations.

MSDS Technical Terms

A faxed copy of an MSDS is often difficult to

read. It is best to get a copy from the Internet
or have one mailed to you. You may receive a
nine-section MSDS as required in Canada, or
a sixteen-section MSDS as required elsewhere.
The information required and the location in
the document, is different on a nine- and
sixteen-section MSDS. Suppliers develop their
own MSDS's. Therefore, MSDS's may contain
different information for the same product,
chemical and section.

This manual uses simple language for

convenience. Listed below are some definitions
of terms you may find on an MSDS.

Carcinogen: causes cancer

Hormonal: some chemicals act like hormones
Reproductive toxin: damages the male or
female sex organs, sperm or eggs
Sensitization: reduced body resistance to
a substance or material, this causes one
to react to a smaller exposure than before
Teratogen: causes developmental
abnormalities to the fetus (unborn child)
Toxin/toxic: poison/poisonous

Several organizations publish guides that are

designed to help you understand an MSDS.
Listed below are some examples.

The Industrial Accident Prevention

Association (IAPA) A Users Guide to MSDS.
This is one of the easiest guides to read.
It includes illustrations to describe
technical ideas.

The Canadian Centre for Occupational

Health and Safety (CCOHS) The
Material Safety Data Sheet - A Basic
Guide for Users
The Material Safety Data Sheet
An Explanation of Common Terms

Getting an MSDS

Very little data exists for certain chemicals.

However, the absence of health and
environmental effects does not mean that
there are none. It means either that there
is no data on the chemical, or that the supplier
did not decide it was important to include the
chemical in the MSDS.
For more information on a MSDS, refer to
Appendix I Material Safety Data Sheet
Supplemental Information.

BLANK

forms for chapter 2.0resources

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Building: __________________________________
Building Operator: __________________________
Property Manager: __________________________

Legend
PM = Property Manager
S = Site Staff
C = Contractor
X = Suggested Month

Work to be Completed
Monthly
1 Safety Inspection
1 Review Daily Log Books
2 Pest Control Service
3 Inspect Property
4 Elevator Log Sheet Checked
6 Fire System Test
6 Fire Equip. & Log Entries Checked
6 Elevator Maintenance
7 Water Treatment
8 Replace F/A Filters
8 Chiller Maintenance
Si x Ti mes Per Year
1 Stock Order
7,8 Pump & Motor Fans Service
Fo ur Ti mes Per Year
2 Power Sweep/Wash U/G
Sem i-Annually
1 Staff Appraisals
2 Compactor Bins/Pump Cart Service
2 Major Carpet Cleaning
3 Powersweep Outside
3 Prune Landscaping (Spring & Fall)
3 Weed Spray (as required)
4 Compactor Maintenance
4 Int. Catch Basin Cleaning
5 Emergency Generator Service/Report
8 Fan Coil Maintenance
Annually
1 Budget Preparation
1 Staff Holiday Schedule
1 Update Building Inventory
1 Order Salt/Calcium
1 Install Christmas Decorations
1 Remove Christmas Decorations
1 Insurance Renewal
1 Insurance Approval
3 Exterior Painting
3 Inspect Signs/Fences
3 Clean Entrance Canopy
3 Install Nets, Insp. Tennis Courts/Playgrounds
3 Clean Garage Exhaust Pits
3 Exterior Window Cleaning
3 Check Water Hoses
3 Line Painting
3 Spring Fertilization
3 Fall Fertilization
3 Add Topsoil
3 Turn Lawn Sprinkler On
3 Turn Lawn Sprinkler Off
3 Replace Winter Kill

M A

PM
PM
C
PM
PM
PM
PM
C
C
S
C

M J

O N D

PM/S
C
C

PM
S
C
C
C
C
C
C
C
C

X
X

PM
PM
PM
PM
S
S
C
C
PM
PM
S
S
C
C
C
C
C
C
C
C
C
C

X
X
X

X
X

X
X
X

X
X
X
X

X
X
X

X
X
X
X
X

X
X
X
X

X
X
X
X
X

X
X

X
X
X
19

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Make or Buy Policy

Maintenance Requests and Supervising Contractors:
Number of Suites

X 2 minutes per day =

min/day

Daily Look / Listen / Touch

Number of Mechanical Rooms

X 20 min./rm/day =

min/day

Number of Chilled Water Rooms

X 10 min./rm/day =

min/day

Rooftop Unit Inspection - 10 minutes if applicable =

min/day

Laundry Exhaust Cleaning - 10 minutes if applicable =

min/day

Monthly Tasks:
Includes all of the tasks in the Operational Check
List that require the Superintendent.

min/day

Total:

min/day X 5 days/wk =
60 min/hr

min/day

hrs/wk

Freq. of
Task (per
week)

Number
of Units

Time per Unit

Req'd
Time
( hrs/wk)

Cumulative
Time
(hrs/wk)

Example: Sweep Lobby & Entrance

1,500 Sq.ft.

30 min/1,000sq.ft

Entrance

.
.
.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Request for Reimbursement

Submitted By:
Building Name:
Building Address:
INSTRUCTIONS:
1. Submit this request when 1/3 to 1/2 of the petty cash fund remains.
2. Prepare reconciliation of fund.
3. Property or Department Manager must approve completed request.
4. Place vouchers in envelope and send to Head Office with this form properly completed.

PERIOD FROM:

RECONCILIATION OF FUND:

TO:

RECONCILIATION PREPARED BY:

Total disbursements, from

cheque requisition
$
ADD: Cash on hand

Sub-total

STATEMENT:

I have counted the cash and verified the

accuracy of the reconciliation.

Deduct: Initial fund

Difference

PROPERTY OR DEPARTMENT MANAGER

DATE

S E C T I O N 3.0

housekeeping and grounds

keeping services

3.0 Housekeeping and Grounds Keeping Services

3.1 Housekeeping
It is estimated that in Canada, $500 million is
spent annually on housekeeping and sanitation.
This involves the efforts of 500,000 workers.
It was further estimated that 25 per cent of
the effort and expenditure was wasted through
inefficiencies of the people carrying out these
tasks. The cleaning dollar breaks down as follows:

90 per cent - 95 per cent for labour

5 per cent - 10 per cent for materials,
chemicals, tools, and equipment

Because labour costs are such a significant

factor, the secret to success is to develop
"knowledgeable workers." If housekeeping is
contracted to an established outside company,
the primary responsibilities of the property
manager are to:

State the contractors responsibilities

and results expectations.
Provide quality control through the
Superintendent.
Communicate in writing to the contractor
when there are quality concerns, listing the
occasions on which the work has not met
the contract requirements.

Managers should ensure that they have the

option to change contractors by ensuring that
contracts can be cancelled due to unsatisfactory
performance. Letters to the contractor will help
in voiding existing contracts and allow the
option to re-tender the work. Expect to spend
time for the first two or three months with a
new contractor to establish acceptable standards.
To achieve above-average housekeeping
productivity, managers must oversee the
organization of:

Personnel
Responsibilities
Tasks
Standards of cleanliness
Time (workload)
Task procedures (schedules)
Products, chemicals, tools, and equipment.

It is important that cleaners fully understand:

What they intend to accomplish

How to perform each task
Expected standard of cleanliness
How often the task must be performed
Equipment, tools, chemicals, parts and
supplies for each job, and how they are used
Safety practices

This information is relayed first through the

written standard on which the contract is
based. It is then reinforced through contact
between on-site staff and the contractors staff.
At times, the contractors practices may not
match with the desired preference. Where
changes in practices are needed, formal notes
of clarification should be written and attached
to the contract and sent to the contractors
management. As long as desired changes are
presented in an open and friendly manner, minor
changes will not affect the contract.
The following Sample Cleaning Guide in
Figure 3.1 sets specification guidelines for
a prestige level of cleaning. Reduce the frequency
if a lower standard is acceptable. Use a copy
of a completed Annual Operational Checklist
(created as discussed in Section 2.2.1), and
highlight those tasks to be included in the
contract.
Once the table is developed, it can be presented
along with relevant building details and legal
provisions, to a group of selected bidders.
31

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

It is recommended to ask for more detail than

just the price from each bidder. To determine
the validity of the pricing, ask for an overall
annual man-hour estimate and how many
people will be working in the building. Estimates
should be backed up by references.
Use the information in Appendix G - Schedule
of Budget Times Required for Various Cleaning
Tasks to establish specific housekeeping
manpower requirements.

3.2 Grounds Keeping

Grounds keeping represents a much smaller
workload than housekeeping, and is seasonal
rather than year round. Unless the building is
small and the Superintendent has time to do
the grounds keeping alone, use an outside
contractor.
As with housekeeping, use a highlighted copy
of the Annual Operational Checklist (created
as discussed in Section 2.2.1), to determine
grounds keeping specifications.

Figure 3.1: Sample Cleaning Guide

This building is to be cleaned to a "Prestige" level, meaning that we will expect
unsolicited compliments from building occupants or visitors. We will expect cleanliness
complaints to be rare.
Frequency, Per...
Week Month Year
Lobby and Entrances
Sweep floors
Wash entrance doors
Buff floors
Clean all front lobby glass
Clean and disinfect intercom station
Vacuum walk-off mats
Shampoo walk-off mats and hang to dry
Corridors
Vacuum and spot clean carpets
Empty trash cans and ash trays
Shampoo carpets
Dust chrome fixtures
Polish chrome fixtures
Dust lighting lenses or sconces (outside)
Wash lighting lenses and reflecting surfaces (inside)
Elevators
Wash elevator doors (outside)
Wash elevator doors (inside)
Vacuum and spot clean carpets
Clean and disinfect keypad, intercom, and phone
Wash walls
Clean and polish mirrors
Swimming Pool Room
Mop pool deck
Lounge / Party Room
Vacuum and spot clean carpets
Empty trash cans and ash trays
Shampoo carpets
Dust all window sills, ledges, picture frames that can be reached
without using a ladder
Fitness Centre
Vacuum and spot clean carpets
Shampoo carpets
Clean seats, backrests, benches with a germicidal cleanser
Wash and polish chrome equipment
Back Stairwells
Sweep stairs and landings
Mop stairs and landings
Wet wash handrails
Common Area Washrooms / Changerooms
Mop floors with germicidal cleanser, buffing as required
Clean bowls, urinals, and toilets with a germicidal cleanser
Clean and polish mirrors
Refill all dispensers with supplies furnished by Superintendent
Empty receptacles and disposals
Dust partitions
Spot wash finger marks on walls, remove graffiti, wash partitions
Dust locker exteriors
Wet wash accessible lockers, inside and outside
Mechanical / Electrical Rooms
Sweep floors
Mop floors

4
4
1
4
4
4

The following Sample Grounds Keeping Guide

(Figure 3.2), sets specification guidelines for a
prestige level of grounds keeping. This table
should be adapted to the requirements of each
specific building.

1
4
4
4
4
1
4
1
2
4
4
4
1
4
2
4
4
4
1
4
4
2
2
2
2
2
4
4
4
4
4
1
--- as required --1
1
1
1

Figure 3.2: Sample Grounds Keeping Guide

These grounds are to be cleaned to a "Prestige" level, meaning that we will expect
unsolicited compliments from building occupants or visitors. We will expect grounds
complaints to be rare.

Frequency, Per...
Week Month Year
5
1
2
4
1 - in season 1 - in season 1
1
2

- as required 2
1
1
2
1
1

When tendering grounds keeping contracts,

include a site plan clearly showing lawns, trees,
shrubs and flowerbeds. Use form 3.3 Landscape
Plot Plan located at the end of this chapter for
the site plan.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

3.3 Green Initiatives

3.3.1 Recycling

Canadian laws are gradually changing to

emphasize protection of the natural environment.
Furthermore, there is a growing public concern
regarding the potential health affects of
herbicides and pesticides.

Recycling programs are active in most parts

of the country, and may include mandated
separation of certain recyclables. Find out
the details by contacting the municipality,
and work with the appropriate municipal
representative to set up separate, adequately
sized bins. Establish pickup areas and post
appropriate signs to restrict parking in
these areas.

Additionally, there is a growing public awareness

of the limits of water resources and the need
for conservation. From a business standpoint
and for improved public relations it makes
sense to consider environmental alternatives
from the outset. This may include the use of
organic pest and weed control strategies (offered
by many lawn and garden service providers),
minimizing the need for site irrigation and
adoption of xeriscaping (the use of indigenous
plants and grasses together with landscaping)
to minimize the impact of pests, weeds and
eliminates the need for watering.

Recycling programs can divert a significant

volume from the buildings waste stream
thereby reducing garbage removal fees.

3.3.2 Pesticides
Pesticides are now recognized as a potential
environmental hazard, and their use should
be restricted.

BLANK

forms for chapter 3.0Housekeeping and

Grounds Keeping Services

Building Number:

Building Name:

3.3 Landscape Plot Plan

Building Profile - Groundskeeping

Page

Updated on

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Housekeeping Manhours Guide

Task
Daily
2.5.2
2.5.3
2.5.5

Clean Garbage Compactor Room

Clean Interior Glass
Clean Common Area Washrooms/Showers
- per toilet
- per door, spot wash both sides
- mirrors
- sanitary napkin dispenser
- urinal
- wash basin and soap dispenser
- general cleaning

2.5.6
Clean Sauna Room
2.5.8
Spot Cleaning
Multiple Times per Week
2.2
Sweep Floors of Lobby & Entrances (4 times)
2.5
Wash Entrance Doors (4X)
2.5.4
Clean Lobby Glass (4X)
2.5
Clean and Disinfect Intercom System (4X)
2.3.2
Vacuum Walk-Off Mats (4X)
2.3
Vacuum & Spot Clean Carpets in Corridors (4X)
Empty Trash Cans and Ash Trays (4X)
2.5
Dust Chrome Fixtures (4X)
2.5
Dust Lighting Lenses or Sconces (outside) (4X)
2.5
Wash Elevator Doors (outside) (2X)
2.5
Wash Elevator Doors (inside) (4X)
2.3
Vacuum & Spot Clean Elevator Carpets (4X)
2.5
Clean and Disinfect Elevator Controls (4X)
2.5
Clean and Polish Elevator Mirrors (4X)
2.2.2
Mop Pool Deck (2X)
2.3
Vacuum & Spot Clean Lounge Carpet (4X)
2.3
Vacuum Common Room Carpets (4X)
2.3
Spot Clean Common Room Carpets (4X)
2.5
Clean Fitness Centre Equipment (2X)
2.2
Sweep Stairs and Landings (2X)
Weekly
2.5
Buff Floors
2.5
Polish Chrome Fixtures
2.5
Wash Elevator Walls
2.5
Dust all Common Room Ledges
2.2
Sweep Floors in Mechanical / Electrical Rooms
2.5.3
Clean Garbage Chute
Twice a Month
2.2.1;2.2.2
Mop Stairs and Landings
2.5
Wet Wash Handrails in Stairwells
Monthly
2
Shampoo Walk-Off Mats and Hang to Dry
2.2
Mop Floors in Mechanical / Electrical Rooms
2
Spot Sweep Underground Parking
Four Times per Year
2
Shampoo Carpets
Three Times per Year
2
Power Sweep/Wash U/G
Semi-Annually
2
Major Carpet Cleaning
2.5.1
Int. Catch Basin Cleaning
Annually
2
Inspect Benches, Planters & Tree Guards
2
Perform Maintenance on Snow Blower
Misc. (Frequency)
2
Clean Suite (Tenant Change)

By
S/C
S/C
S/C

Time Requirement

300 s.f. per hour

4 min
1 min
1 min
1/2 min
3 min
3 min
120 min per 1000 sq.ft.

S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C

30 min per 1000 sq.ft.

125 min per 1000 sq.ft.
125 min per 1000 sq.ft.
2 min
30 min per 1000 sq.ft.
30 min per 1000 sq.ft.
0.5 min per can or ashtray
0.4 min per fixture
0.4 min per fixture
5 min per door pair
5 min per door pair
5 min per elevator
2 min
300 sq.ft. per hour
100 min per 1000 sq.ft. (includes rinse)
30 min per 1000 sq.ft.
25 min per 1000 sq.ft.
5 min per 1000 sq.ft.

S/C
S/C
S/C
S/C
S/C
S/C

45 min per 1000 sq.ft.

2 min per fixture
30 min per elevator

60 min per 1000 sq.ft.

30 min per 1000 sq.ft.

10 min per floor
100 min per 1000 sq.ft. (includes rinse)
5 min per stairwell per floor

S/C
S/C
S/C

15 minutes per mat

100 min per 1000 sq.ft. (includes rinse)
30 min per 1000 sq.ft.

60 min per 1000 sq.ft.

15 to 50 min per 1000 sq.ft., depends on

machine used

C
C
C
C
S/C

60 min per 1000 sq.ft.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

This building is to be cleaned to a "Prestige" level, meaning that we will expect

unsolicited compliments from building occupants or visitors. We will expect cleanliness
complaints to be rare.
Frequency, Per...
Week Month Year
Lobby and Entrances
Sweep floors
Wash entrance doors
Buff floors
Clean all front lobby glass
Clean and disinfect intercom station
Vacuum walk-off mats
Shampoo walk-off mats and hang to dry
Corridors
Vacuum and spot clean carpets
Empty trash cans and ash trays
Shampoo carpets
Dust chrome fixtures
Polish chrome fixtures
Dust lighting lenses or sconces (outside)
Wash lighting lenses and reflecting surfaces (inside)
Elevators
Wash elevator doors (outside)
Wash elevator doors (inside)
Vacuum and spot clean carpets
Clean and disinfect keypad, intercom, and phone
Wash walls
Clean and polish mirrors
Swimming Pool Room
Mop pool deck
Lounge / Party Room
Vacuum and spot clean carpets
Empty trash cans and ash trays
Shampoo carpets
Dust all window sills, ledges, picture frames that can be reached
without using a ladder
Fitness Centre
Vacuum and spot clean carpets
Shampoo carpets
Clean seats, backrests, benches with a germicidal cleanser
Wash and polish chrome equipment
Back Stairwells
Sweep stairs and landings
Mop stairs and landings
Wet wash handrails
Common Area Washrooms / Changerooms
Mop floors with germicidal cleanser, buffing as required
Clean bowls, urinals, and toilets with a germicidal cleanser
Clean and polish mirrors
Refill all dispensers with supplies furnished by Superintendent
Empty receptacles and disposals
Dust partitions
Spot wash finger marks on walls, remove graffiti, wash partitions
Dust locker exteriors
Wet wash accessible lockers, inside and outside
Mechanical / Electrical Rooms
Sweep floors
Mop floors

4
4
1
4
4
4
1
4
4
4
4
1
4
1
2
4
4
4
1
4
2
4
4
4
1
4
4
2
2
2
2
2
4
4
4
4
4
1
--- as required --1
1
1
1

S E C T I O N 4.0

structural/mechanical/
electrical maintenance

4.0 Structural/Mechanical/Electrical Maintenence

4.1 Maintenance Requests

Most equipment and structural maintenance

can be handled by outside contractors
specializing in the equipment and the type
of work required. It is better to consult with
specialists than to guess (for example boiler
maintenance). As with housekeeping and
grounds keeping, it is up to the manager to
establish the regular tasks and performance
measurements in consultation with the service
provider.

It is important to have a standard method

for occupants to use to request maintenance
or repairs.
Tenants cannot be allowed to disrupt the work
of on-site staff for minor maintenance problems,
or chaos and inefficiency will prevail. Generally,
maintenance or repair problems are detected by
tenants or by one of the site staff. In either case,
a Maintenance Request Form (MRF) should be
filled out. The tenants should be given standard
MRFs with their Tenant Care Package, along
with instructions on how and when to use
them. All MRFs are delivered to the building
management.

The on-site staff will have copies of the

Monthly Operational Planner (Figure 2.3).
Part of their job will be to oversee the work
of the contractors.

Figure 4.1: Maintenance Request Procedure

Maintenance Request Procedure

Building
Superintendant
performs a
thorough
investigation of
the problem to
verify and outline
any underlying
problems.

Are on-site personnel

capable and responsible for
solving problem within their
job description?

Superintendant
sends Maintenance
Request to Property
Manager.
Property Managers's Response
to Maintenance Request.
See 4.1.1 - Handling Maintenance Requests.

Yes

Maintenance
Request is
filled out by the
tenant or site
staff and given
to the Building
Superintendant.

On-Site personnel
solve problem and
write action taken on
Maintenance Request
Form.

Internal maintenance
staff solves problem
and writes action
taken on
Maintenance
Request form.

Outside Contractor
solves problem and
writes action taken
on Maintenance
Request form.

Maintenance Request
Form is filed into
tenant file or
appropriate central
plant file.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Two specialized Maintenance Request Forms

(Figures 4.2 and 4.3) for heating problems and
rainwater infiltration should be available for
use by the site staff only. A MRF drop-off box
should be available to occupants for submission
of maintenance requests after hours.
Figure 4.2: Maintenance Request Form
Rainwater Infiltration

If the site staff cannot resolve the problem,

they should forward the Maintenance Request
Form to the property manager. In very large
property management companies, management
can turn the Maintenance Request into a Work
Order for the internal mechanics or electricians.
However, at this point, most property managers
will either:

(by Superintendent)

Issue a Work Order to the service contractor

if the work falls under the contract terms.
In the case of large jobs, obtain three price
quotes and issue a Purchase Order to the
chosen contractor.

An outside contractor should conform to the

record keeping system by using the Maintenance
Request Form to clearly report on the results.
Figure 4.3: Maintenance Request Form
Heating

D. Action (by Property Manager)

(by Superintendent)

Upon receiving a Maintenance Request Form,

the Superintendent should evaluate the
urgency of the request and, when appropriate
investigate the problem to determine course
of action. If the Superintendent or other site
staff has the time and ability to solve the problem
themselves, they should proceed to do so and
write the results on the Maintenance Request
Form. The completed form is forwarded to the
property manager for filing.

C. Action (by Property Manager)

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Copies of the Maintenance Request Form,

Work Order, and Purchase Order are located
at the end of this chapter.

Figure 4.4: Purchase Order

4.1.1 Handling Maintenance Requests

When a maintenance problem is detected,
the building Superintendent or other site
staff will investigate and proceed to solve
the problem where possible. Management
will receive a completed Maintenance Request
Form that identifies the originator and details
both the problem and the solution.
P.S.T.
G.S.T.

Figure 4.5: Work Order

W.O. NO:

Consent to Enter Suite Received

It is good practice to keep the tenant apprised

of work progress, especially in respect to items
that are bothersome to the tenant. The tenant
is a customer, and should be treated as such.
If there must be a delay in resolving a
maintenance request, the occupant should be
informed of the delay and the reason. This
will reduce repeated complaints. Maintenance
requests affecting others in the building should
be posted to inform all building occupants
that management is aware of the problem
and it is being dealt with.
Frequently, the site staff will be unable to solve
the problem and the associated Maintenance
Request Form will arrive incomplete. The
solution is left to the property manager.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

In this case, the following actions are recommended:

Figure 4.6: Property Manager's Response to Maintenance Request

Property Manager's Response to

Maintenance Request
Is the repair work within
the scope of company
staff or an existing service
contract?

Internal company staff or

service contract?

Issue work order to

service contractor
with a copy of
Maintenance
Request attached.

Yes

Issue work order to

company service
department with a copy of
Maintenance Request
attached.

Send copy of work

order or purchase
order to
superintendent to
notify that the
problem has been
addressed

Are you sure you

understand the nature
and severity of the
problem?

Service contract

Company
staff

Yes

Hire a specialist
(mechanical engineer,
structural engineer) to
diagnose the problem,
state requirements, and
estimate costs.

For a big job, get

competitive pricing
(three quotes)

The property manager must set standards

with respect to how fast Maintenance Request
Forms are dealt with by the onsite staff. The
following three levels can be used to define the
level of urgency for each maintenance request:
1. Maintenance Requests designated "Service
Required" are the lowest level of urgency.
They can be forwarded on a regular schedule,
perhaps twice weekly on Mondays and
Thursdays. A Service Required situation
is one in which a delay of a few days will
not adversely affect the building environment
or result in a significant worsening of the
problem. Also, it will not cause further
complaint on the part of the occupants.

Send purchase order to

chosen contractor, with a
copy of the Maintenance
Request and any further
description of
requirements for
clarification.

When invoice is
received or service
contractor sends
back completed
work order, confirm
with Superintendent
that the work was
done.

2. Some Maintenance Requests will be

"Urgent", meaning that they should be
forwarded the same day, or on a Monday
after a weekend. Generally, Urgent
situations are those that compromise
tenant comfort or convenience or normal
operation of the major building systems.
3. The occasional Maintenance Request
will be a true "Emergency" requiring an
immediate response. With an Emergency
Maintenance Request, the Superintendent
will contact the property manager any
time, day or night, and the manager may
end up having to call a service contractors
24-hour dispatch without the luxury of
prior investigation or pricing comparison.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

In the event that the Superintendent cannot

reach the property manager, he must have
the authority to call for qualified help.
Emergency situations represent a risk to
human safety or a risk of serious building
or equipment damage.

Numerous Maintenance Request scenarios

requiring immediate decision and action from
the manager are identified in Figure 4.7:
Maintenance Request Scenarios. The following
classifications help to direct the site staff in
following the proper course of action.

Figure 4.7: Maintenance Scenarios

Operations
Manual for
Maintenance &
Custodial Staff

Dealing With

2.4

Pest Control

2.6

Apartment Cleaning Housekeeping

3.1.1

Grounds keeping Safety

Situation / Action
SECTION 2: HOUSEKEEPING
Pests are becoming a serious problem. Requires landscaper or
lawn care company.
Repainting or repair of walls or ceilings
SECTION 3: GROUNDSKEEPING
Icicles are constantly forming on eaves or other overhangs,
indicative of improper insulation or poor attic air flow
Weeds are becoming too prevalent to remove by hand, requiring a
lawn care company
Pests and/or disease are infesting grounds and plants. Requires
landscaper or lawn care company.

3.4

Weed Control

3.5

Plant Diseases, Insects and

Pests

4.2.1

SECTION 4: STRUCTURAL, ARCHITECTURAL AND HARDWARE

Foundation Wall Hairline
Active hairline crack in foundation (crack is expanding). Requires
Cracks
assessment by a structural specialist.

4.2.1

Foundation Wall Hairline

Cracks

Dormant hairline crack in foundation, not exposed to moisture or

abrasive. Requires building envelope specialist to apply correct
caulking.

4.2.1

Foundation Wall Hairline

Cracks

Dormant hairline crack in foundation, exposed to water and/or

abrasive. Requires protective coating by building envelope
specialist.

Concrete Slab-On-Grade
Cracks
Concrete Suspended Slab
Cracks

Large structural cracks found in slab-on-grade floor, requiring

analysis by a structural engineer.
Cracks found in suspended slabs, requiring analysis by a structural
engineer.

4.2.4

Concrete Floor Slab Sinking

Usually due to compacting of soil underneath the slab. Requires

inspection by a structural engineer

4.2.5

Water Leakage Into

Basement

Water is condensing on walls in the basement, damaging the

concrete. Requires assessment by a mechanical engineer
(humidity removal and control)

4.2.2
4.2.3

Water Leakage Into

Basement
Cracks in Above Grade
Walls

The leaking has been carefully investigated and the source has not
been discovered or is not easily fixed.

Settlement cracks (caused by foundation settling) should be

repaired by a mason

4.4.1

Cracks in Above Grade

Walls
Built Up Roof - Exposed
Bitumen

4.4.1

Built Up Roof - Blisters

Have a roofer repair the blisters.

Built Up Roof - Splits

Have a roofer repair the split in the roof membrane before more
water enters the roof system.

4.4.1

Built Up Roof - Alligatoring

Have a roofer repair the alligatoring and cover exposed areas with
gravel.

4.4.2

Inverted Roof Problems

Have a roofer inspect the problem areas and give suggestions.

Ponding on Roof

Roof drains are not at roof low points, requiring installation of more
roof drains.

4.2.5
4.3.2
4.3.2

4.4.1

Exterior patching required to prevent deterioration from moisture

penetration

So many areas are exposed that re-roofing may be required. Have

a roofer examine the roof.

Category
Service
Required
Service
Required
Service
Required
Service
Required
Service
Required
Service
Required
Service
Required
Service
Required
Service
Required
Urgent
Service
Required
Service
Required
Service
Required
Service
Required
Service
Required
Service
Required
Service
Required
Urgent

Repair is beyond the site staff capability. Requires electrical

contractor.

4.5.3

Garbage Compactor
Malfunction
Garbage Compactor
Operating Dangerously

Service
Required
Service
Required
Service
Required
Service
Required

Repair is beyond the site staff capability. Requires electrical

contractor.

Urgent

4.6.1

Elevator Operating Problems

Contact service contractor for repair.

Urgent

4.4.3
4.5.2

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Figure 4.7: Maintenance Scenarios

SECTION 5: ELECTRICAL & APPLIANCES

5.4.2

Wall Outlet Failure

Contact electrician for repair.

5.6

Ground Fault Interrupter

Failure

5.7

Motor Problems

Ground fault interrupter has been tested and is not working. This is
a safety hazard if not addressed.
Superintendent has detected operating problems with a motor
(pump, fan. . .). Action depends on the exact nature of the problem,
but generally would require an electrician.

5.8
5.8.1

Refrigerators and Freezers Unit Won't Run

Refrigerators and Freezers Unit runs with Inadequate
Temperatures

Major appliance problem. Requires an appliance repair technician.

Superintendent has gone through basic checkout, and unit is not
working. Requires an appliance repair technician.

Urgent

Urgent
Service
Required
Service
Required

Superintendent has gone through basic checkout. Requires an

appliance repair technician.

Service
Required

The unit is very noisy and runs for long periods. Requires an
appliance repair technician.

Service
Required

5.8.1

Refrigerators and Freezers Excessive Running Time

Refrigerators and Freezers Excessive Frost
Accumulation

Door adjustment and seal replacement have not fixed the problem
(exessive air exchange). Requires an appliance repair technician.

Service
Required

5.8.2

Electric Range - Oven Will

Not Heat

Service
Required

5.8.2

Electric Range - Oven Not

Heating Properly

Superintendent has checked for all the most common problems.

Requires an appliance repair technician.
Superintendent has checked for all the most common problems and
has replaced the heating element. Requires an appliance repair
technician.

5.8.2

Electric Range - Element

Will Not Heat

Superintendent has checked for electrical continuity, fuses, control

dial, and has replaced the element. Requires an appliance repair
technician.

Service
Required

5.8.4

Clothes Dryer - Machine

Won't Run

Superintendent has checked the most common electrical problems.

Requires an appliance repair technician.

Service
Required

Clothes Dryer - Machine

Runs But Won't Continue
Clothes Dryer - Machine
Runs But Does Not Dry
Clothes

Superintendent has checked fuses and breakers. Requires an

appliance repair technician.

Service
Required

Superintendent has checked lint trap and exhaust duct, and for
overloading. Requires an appliance repair technician.

Service
Required

Clothes Dryer - Drum Will

Not Rotate
Clothes Washer - Machine
Won't Run

Superintendent has checked for obstruction and common drum

drive problems. Requires an appliance repair technician.
Superintendent has checked for common electrical problems.
Requires an appliance repair technician.

Service
Required

5.9

Television Reception

5.9

Television Reception

Agitator motor is not running. Requires an appliance repair

technician.
Motor is running, and "suds lock" control is ruled out. Requires an
appliance repair technician.
Leak is coming from the machine itself, not the hoses. Requires an
appliance repair technician.
Vertical series of suites is getting poor reception, implicating a suite
riser. Call cable company if cable-connected, otherwise contact
electronic repair specialist.
Specific suite or entire building is getting poor reception. Call cable
company if cable-connected, otherwise contact electronic repair
specialist.

Service
Required

5.8.5

Clothes Washer - Machine

Fills but Doesn't Start
Clothes Washer - Machine
Fills but Doesn't Start
Clothes Washer - Machine
Leaks

5.8.1
5.8.1

5.8.4

5.8.4
5.8.4
5.8.5
5.8.5
5.8.5

Appliances

Service
Required

Service
Required
Service
Required
Service
Required
Service
Required

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Figure 4.7: Maintenance Scenarios

7.2.3

7.2.3
7.3.2

7.4.1
7.4.2
7.4.3

8.1.1

8.2.3

Wall Mounted Faucets Leaking

SECTION 7: PLUMBING & DRAINAGE

Superintendent has taken apart the unit and has cleaned or
replaced problem parts. Futher work requires a plumber.

Wall Mounted Faucets - Tub- Tub spout diverter needs to be replaced, but the Superintendent
could not remove it without causing other damage. Requires a plumber
Spout Diverters
Some sort of blockage outside of the water closet is preventing
Water Closet Does Not Flush water from entering. Requires a plumber.
The Superintendent is unable or uncertain about removing a toilet
Clogged Toilets - Removing
bowl. Have a plumber do it with the Superintendent helping so
the Bowl
he/she can do it next time.
Clogged Basin and Sink
The Superintendent has used all tools and taken all reasonable
Drain
steps to unclog the basin. Requires a plumber.
The
Superintendent has tried an auger or snake and has also tried
Clogged Floor Drains and
Shower Drains
pressurization with a garden hose. Requires a plumber.
SECTION 8: HEATING, COOLING & VENTILATION
Excessive fan vibration observed. Requires a mechanical
contractor.
General Safety Measures
The Superintendent has checked for and may have found leaks in
Heating System Inspection the heating water distribution piping. Requires a mechanical
Low System Pressure
contractor.
High pressure persists even though the Superintendent has checked
Heating System Inspection the cushion tank and the makeup pressure regulating valve.
High System Pressure
Requires a mechanical contractor.
Heating System Inspection The Superintendent has gone through a check on the boiler and
Incorrect Boiler Water
controls. Requires a mechanical contractor.
Temps

8.2.3

Heating System Inspection Incorrect Bldg Loop Temps

8.3.1

Chiller

The Superintendent has checked the operation of pumps, valves,

and controls associated with loop temperature. Requires a
mechanical or controls contractor.
Chiller operating problems. Requires a licensed, qualified
refrigeration mechanic familiar with the type of chiller in your
building.

Cooling Tower

Tower is unable to maintain condenser water at a low enough

temperature. Superintendent has checked the operation of controls
and tower components. Requires a mechanical contractor.

8.3.2
8.3.3
8.3.3
8.3.3

D/X Systems - Inadequate air

flow
D/X Systems - Inadequate
cooling

8.4
8.6.1
8.6.1

8.4

Requires a qualified refrigeration mechanic.

D/X Systems - Other problem Would usually require a qualified refrigeration mechanic.
Suite Equipment - Heating or
cooling problem with a fan
coil unit
Suite Equipment - Heating or
cooling problem with an
incremental unit
Suite Equipment - Heating
problem with a baseboard
heater

8.4

Superintendent has checked fan operation, fire dampers, filters, but

the low air flow persists. Requires a mechanical contractor.

Service
Required
Urgent

Urgent
Urgent
Urgent

Urgent

Urgent
Urgent

Urgent

Urgent
Service
Required
Service
Required
Service
Required

Superintendent has done initial diagnosis. Requires a mechanical

contractor.

Service
Required

Superintendent has done initial diagnosis. Requires a mechanical

contractor.

Service
Required

Superintendent has done initial diagnosis. Requires a mechanical

contractor.

Service
Required

Pumps - Motor failure

Superintendent has checked fuses and breakers. Requires an

electrical contractor.

Emergency

Pumps - Seized pump shaft

Requires a mechanical contractor.

8.6.2

Pumps - Leaking seals and

gaskets
Valves - Blending valve
problem

8.8.3

Thermostat / Aquastat

Superintendent has done initial diagnosis. Requires a mechanical

contractor.
Not controlling properly. Superintendent has done initial diagnosis.
Requires a mechanical or controls contractor.

8.8.4

Stand Alone Controller

Not controlling properly. Superintendent has done initial diagnosis.

Requires a controls technician familiar with the specific equipment.

8.8.8

Maintenance of Motorized
Valves

The valve is stuck open or stuck shut. Requires a mechanical or

controls contrator.

8.6.1

Service
Required

Requires a mechanical contractor.

Emergency
Service
Required
Urgent
Urgent

Urgent
Service
Required

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

4.2 Equipment Tags

Major mechanical/electrical equipment should
be tagged for identification and to provide
on-the-spot service history (Figure 4.8).
Equipment tagging is a simple process, and
goes a long way to prevent problems and to
help diagnose problems when they occur.
A tagging system can be set up as follows:

Put the tags in 8.9 cm x 13.3 cm (3-1/2" x

5-1/4") plastic pouches, available at stationery
supply stores.
Punch holes in the tag pouches and fasten
in a safe spot close to each piece of equipment
using metal shower curtain rings.
Have the staff and contractors record major
maintenance procedures on these tags.
When a tag is eventually filled, start
another and put in the same pouch.
Do not throw out the old tags.

Figure 4.8: Equipment Tag Example

4.3 Mechanical/Electrical Service

Contracts

Create copies of the equipment tags using

the sample located at the end of this
chapter, and cut them to size. Identify each
tag using a unique code for each one. Use
letters to identify equipment type, and
numbers to separate similar pieces of
equipment. For example, pumps labelled
HP1 and HP2 could indicate two heating
pumps. B1 might be used to label one of
two boilers.

Mechanical and electrical services can be separate

or included in a single contract. Administratively,
it is easier to tender and manage a single contract.
The bulk of the work will be mechanical, so it
is important to check the mechanical experience
and credentials of all invited bidders. However,
if electrical work is to be included in the same
contract, confirm that the bidders have
journeyman electricians on staff. Some contractors
may want to subcontract the electrical portion.
Involving a subcontractor can cause unacceptable
response delays when problems arise, especially
in electrically heated buildings.

4.4 Maintenance Issues

The majority of common maintenance items
are addressed in detail in the Operations Manual
for Maintenance and Custodial Staff. This
manual should be kept on site for reference
purposes.
Some maintenance items will require more
direct involvement of the Property Manager.
Several of these are covered here.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

4.4.1 Parking Garage Deterioration

Preventative Action by the Property Manager:

Description: Concrete parking garage

deterioration is primarily caused by corrosion
of the reinforcement bars. The iron reinforcement
bars rust because of contact with road salt and
moisture. The rust expands the reinforcement
bars, causing the concrete to crack and split.
Only qualified experts in the repair of parking
garage structures should make decisions
regarding the extent (seriousness) of the
problem and the recommended solution.

Action

Action
1. Determine location of sacrificial anodes.
Check periodically and replace as necessary.
2. Inspect parking garage floor drains (above
and below slabs) and clean as necessary.
3. Wash parking garage floor surfaces with water.
4. Maintain adequate ventilation of the
parking garage.
5. Avoid storing salt or salt/sand mixtures on
garage floors.
6. A qualified professional should carry out
annual inspections.

1. Have all fasteners within the main electrical

service switchgear (switches and breakers)
over 220 Amps tightened annually by an
electrician.
2. Have thermographic scans performed
annually by a qualified technician on all
switchgear and breakers located in electrical
rooms and panels outside of the suites.
Heating of electrical connections and
components is caused by oxidation, overload,
unbalanced load and other factors. An
electrician should deal with all problems
revealed by inspections immediately.
3. Ensure that all insulating (non-metal)
surfaces are kept clean and free of dust
to prevent electrical breakdowns.
4. Ensure that all circuit breakers are
exercised (switched on/off ) and
mechanical components of electrical
devices, such as disconnect switches
are properly lubricated after cleaning.

4.4.3 Swimming Pools

The major components of a swimming pool are:

4.4.2 Switchgear
1. The pool shell and possibly a pool liner.
All electrical switchgear should be checked
and connecting fasteners tightened regularly
to ensure proper functioning and to prevent
overheating. Overheating of switchgear can
result in a fire and a failure of electrical service.
Routine checks are an inexpensive form of
insurance.

2. The functional equipment in, and around,

the pool such as ladders, underwater lights,
life rings, and diving boards.
3. The water treatment system for filtering,
heating (where installed), and the chemical
treatment of pool water.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

4. The maintenance equipment for removing

dirt and debris from the pool surface, walls,
and floors.
5. In-door pool ventilation or dehumidification
system.
Standard safety equipment should include:

Life rings and life hook(s)

Life guard chair(s)
Rope floats, cup anchors and rope hooks
for safety lines
Ground fault detectors for underwater lights
Signs, Pool Phone and First Aid Kit

Routine maintenance includes chemical

treatment, cleaning and equipment maintenance.
For a typical multi-unit residential pool, this
should be done three times a week. If the pool
is heavily used, or the pool is just being opened
(outdoor pool), maintenance should be performed
more frequently. If the pool is rarely used, the
maintenance can be performed two times a week.
Because of the complexity of pool chemistry
the maintenance of the pool should be done
by an outside contractor specializing in pools.
If this is not possible or practical, one person
on staff should be designated in charge of the
pool; that staff member should also be trained
in pool maintenance.
Proper ventilation and humidity control for an
indoor pool is very important in maintaining
the structural integrity of the pool area. High
humidity levels can result in rotting and mildew
around windows, crumbling of exterior brick,
etc. If water is condensing on windows, walls
and doors, it is important to consult with a
heating, ventilation and air conditioning
(HVAC) expert.

4.4.4 Backflow Preventers

Description: Backflow preventers are used
on a supply water line whenever there is a risk
of contamination of potable water. They are
typically placed in the supply water or make-up
water line leading to a pool, heating/cooling
loop, cooling tower, fire sprinkler system,
irrigation sprinkler system, hose bibs, sanitary
systems, etc. They prevent contaminated water
from backing up into the potable water system
of the building. As the health and safety of the
building occupants depend on any backflow
preventers that are installed in the building,
the property manager must ensure that they
are in good working order at all times.
Backflow preventers must be tested in accordance
with the CSA Standard CAN/CSA-B64.10-94
Manual for the Selection, Installation,
Maintenance, and Field Testing of Backflow
Prevention Devices. A qualified contractor
must undertake this work.
Action
1. Upon installation, have a Certified Backflow
Prevention Device Tester verify the backflow
preventer.
2. Upon cleaning, repairing or overhauling,
have a Certified Backflow Prevention Device
Tester verify the backflow preventer.
3. Upon relocation, have a Certified Backflow
Prevention Device Tester verify the backflow
preventer.
4. Have a Certified Backflow Prevention Device
Tester verify all backflow preventers on an
annual basis.
For detailed requirements, refer to the CSA
Standard, available from the Canadian Standards
Association.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

4.4.5 Annual Maintenance on Boilers

Description: Gas-fired heating boilers should
be cleaned and checked every two years. Oilfired boilers should be cleaned and checked
annually. Electric boilers that supply domestic
hot water should also be checked and cleaned
every two years. Exact cleaning tasks will depend
on the type of boiler, but generally surfaces in
contact with water should be de-scaled. Surfaces
in contact with flame or gases are to be cleaned
of combustion deposits. Any suites that will
be without hot water due to inspections and
repairs should be notified of the date and time
of the maintenance and the expected time that
service will resume.
Action
1. During the summer months, have the
space heating boilers serviced as follow:

Have the burners, the heat exchange

surfaces and the stack cleaned
thoroughly. Soot can be a source
of a fire. Also, residue left on the heat
exchange surface can drastically reduce
the efficiency of the boiler thereby
increasing the costs of heating the
building.
Have all safety devices including high
limit controls, fire safeties, spark
ignition and pilot light systems, gas
valves, etc. inspected and checked for
proper working order.
Have the symmetry and colour of the
burner flame (forced draft) checked,
and have the refractory, burner fan,
primary air, burner blower, secondary
air linkages, etc. inspected.

2. During the winter months (preferably

January), have the boilers tested for
efficiency by a qualified technician.
3. Have the water condition tested to
ensure that the water treatment system is
operating correctly. Poor water conditions
can cause premature deterioration of the
boiler heat exchange surfaces.

4.4.6 Heating and Cooling Coil

Maintenance
The cleanliness of the coils in fan-coil units
should be checked as frequently as necessary
to ensure efficient system performance. Locate
coils by identifying water or refrigerant piping
entering the side of the air handler. Clogged
coils restrict airflow, and reduce air delivery to
the areas served. This reduces occupant comfort
and incurs complaints. It also increases space
heating and cooling costs. Additionally, dirt
insulates the coil surface, reducing system heating
or cooling capacity. Therefore, the coils must be
kept as clean as possible at all times. As this is
a specialized field, it is recommended that a
qualified contractor perform coil maintenance.
Preventative Actions by the Property Manager
Action
1. Have all air handling unit coils inspected
twice a year and cleaned when required.
2. Have all heat exchangers inspected twice
a year and cleaned when required.
For more details on boiler maintenance
see Section 8: Heating, Cooling and Other
Mechanical Systems of Operations Manual
for Maintenance and Custodial Staff.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

4.4.7 Envelope Deterioration

Description: Over time, the exterior of the
building can become discoloured, damaged,
and may weaken. Caulking can split and crack,
paint can fade and peel, masonry can deteriorate.
The exact nature of the deterioration will
depend on the type of material and prevailing
environmental conditions, but may include:

Discoloration and brittleness from

ultraviolet (sunlight) exposure
Wearing from exposure to abrasives
(blowing sand or dirt)
Chemical wear from pollutants such
as acidic rainfall
Moisture damage: spalling of bricks from
water penetration and freeze/thaw cycles

The failure of the building envelope to prevent

the ingress of moisture (rain, sleet, snow and
even moist air from the interior of the building)
can cause the deterioration of the buildings
structure and interior finishes. Mold growth
generally results and this, in turn, can affect
occupants health and comfort. Building
envelope leakage problems should be treated as
urgent. Fortunately, with proper surveillance,
small building envelope problems can usually
be detected and fixed before larger problems
occur.
Preventative Actions by the Property Manager
Action
1. Schedule a careful inspection of the
building exterior with the superintendent,
at least once per year and preferably in the
spring. Note any apparent deterioration
of exterior elements particularly those
that could result in water leakage into
the building. Any problem areas should
54

be referred to a building envelope

consultant or the appropriate trade.
2. Plan corrective measures based on the
seriousness of the situation. Make use
of specialty building envelope consultants,
contractors and suppliers to become
familiar with the nature of any problems
and the proper actions to take.
3. Encourage on-site staff and occupants to
report water leakage problems immediately.
This will go a long way in controlling the
extent of the repairs required to fix the
problem.

4.4.8 Appliances
Description: In rental buildings, it is often the
owners responsibility to maintain appliances.
In a typical rental situation this means the
building owner will supply and service the
stove, refrigerator and central laundry appliances.
Each tenant will take responsibility for his/her
personal appliances.
Service Technician
Often, the Superintendents investigation will
lead to the need to call a service technician. Insuite appliance service should be handled
on an as-needed basis. Central laundry can be
handled as needed or under a service contract.
Develop a good relationship with an experienced
appliance technician by checking tenant
satisfaction with the repair work and paying
bills promptly.
Spare Refrigerators
It is a good policy to keep one spare refrigerator
on site per 50 in use. Refrigerator breakdowns
are relatively frequent and more disruptive than
failure of other appliances.

BLANK

forms for chapter 4.0structural/mechanical/

electrical maintenance

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

(by Superintendent)

C. Action (by Property Manager)

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

(by Superintendent)

D. Action (by Property Manager)

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

P.S.T.
G.S.T.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

W.O. NO:

Consent to Enter Suite Received

S E C T I O N 5.0

utilities

5.0 Utilities
Fuel, electricity and water are costs that must
be budgeted, monitored, and controlled. A
basic monitoring system is easy to implement.
It provides a means of annual budgeting, and
will help to identify areas of excessive utility
use where action can be taken.

Demand Reading: The demand reading

is a measure of the peak electrical draw
during the reading period, and is measured
in kilowatts (kW). The demand peak
occurs at that point during the billing
month when the greatest amount of
electrical equipment is operating. Utility
companies charge for demand on larger
services because demand reflects the
generating and distribution capacity that
they must make available to serve the site.

5.1 Utility Bills

It is necessary to understand the different
components of utility costs before they can
be monitored and controlled. Utility costs
are usually based on the level, and sometimes
the time, of consumption. Several costs, such
as transportation and metering, are fixed.
Understanding how utility bills are structured
can often make it easier to understand how
utility costs can be reduced.

This Peak Demand Reading Chart shows

a peak demand reading of 290 kW for
the measured period.
Figure 5.1: Peak Demand Reading Chart

5.1.1 Electric Bill

Peak Demand Reading

290 kW

300

The cost of electricity is based on many factors.

The following factors will affect billing amounts:

250

200

150

100

12/1/95 3:00

11/30/95 21:00

11/30/95 15:00

11/30/95 9:00

11/30/95 3:00

11/29/95 21:00

11/29/95 15:00

11/29/95 3:00

11/28/95 21:00

Utility Rate Structure: Rate structures can

be obtained by contacting the local utility
company. The rate structures vary greatly
from one utility to the next, and it is
necessary to understand this structure
to make educated decisions on energy
conservation measures. For example, an
electricity demand reducing strategy makes
sense in a Toronto building (marginal
demand rate of $13.42 per kW), while
it might not make sense in a building
five minutes away in North York
(marginal demand rate of $5.35 per kW).
Electrical Consumption: The electrical
consumption is the amount of energy
used per reading period and is measured
in kilowatt-hours (kWh). For example,
if ten 100W light bulbs were on for five
hours, the electrical consumption would be
5,000 watt-hours (10x100x5) or five kWh.

11/28/95 15:00

Kilo volt Ampere Reading: Quite often there

is an electrical meter in the building that is
similar to the Demand Meter, but reads
kilovolt Amps (kVA). Certain devices, such
as motors, transformers and ballasts,
constantly convert electrical power into
a magnetic field, and then reconvert the
magnetic field somewhat inefficiently
back to electrical power. The effect this
has on the system as a whole is that the
65

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

amperages are higher than they need to

be for a given amount of useful power
delivered. The kVA reading measures
the "Apparent Power" taking into account
the higher amperages. It is then used to
calculate the Power Factor.
Power Factor: The power factor is a
calculated value reflecting how effectively
electrical energy delivered to the building
is used. The power factor will depend
on the type of electrical equipment in
usethe more motors and electronic
equipment, the lower the power factor
and the less effectively power is being
used. A power factor of 1.0 indicates
very effective use of electrical energy.
Most utility companies impose additional
charges on buildings for having a power
factor less than 0.90. Check the power
factor on the bills when approving
payment. If it is below 0.90, contact the
utility and ask them to suggest a course of
action to sort out the situation. Generally,
the utility will send an inspector to check
the electrical system and to recommend
corrective actions.
Transformer Allowance: The amount
deducted from the bill if the utility
company does not own the main
transformer that supplies the building.

5.1.2 Fuel Bill

The fuel bill is more straightforward than the
electric bill. The following factors can alter
the amount of the fuel bill:

Consumption: The amount of fuel used in

the billing period.
Utility Rate Structure: The rate structure
can be obtained by contacting the supplier.
The rate structures vary greatly from one
building to the next, and it is necessary

to understand this structure to make

educated decisions on energy conservation
measures. For example, a building that uses
natural gas and has an Interruptible Supply
agreement with the utility will have a reduced
rate, but may be required to switch fuel
supplies (for example, to oil or electricity)
for several weeks in the winter months.

5.1.3 Water/Sewage Charge

The charge for water is similar to the charge
for fuel. The following factors can vary the
amount of the bill:

Water Use: The amount of water used in

the reading period.
Sewage: The amount of sewage for the
reading period. This is usually the same as
the Water Consumption, but not always.
Utility Rate Structure: The rate structure
can be obtained by contacting the utility
company.

In some municipalities water is charged at a

flat rate and is not based on consumption.

5.2 Utility Budgets

The energy budget should be based on the
most recent available year of billing data. The
utility bills contain all the information needed.
If they are not readily available, the local utility
company can be contacted for copies.
Samples of the Electrical Tracking Form, Fuel
Tracking Form, and Water Tracking Form
(Figure 5.2) can be used to establish budgets
based on billing history. The three associated
chart sheets will also show the expected
seasonal changes in consumption. Blank
versions of these forms are found at the end
of this chapter.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Figure 5.2: Electrical Tracking Chart and

Building Number:
Building Name:
Building Address:
Gross Interior Area =

Month

Notes: The Total, Average, Max, Min and Per ft2 values should only be filled out in the empty spaces. Also,
the Per ft2 value should be calculated by dividing the total by the Gross Interior Area. The Per ft2 value for Billed
Demand should be calculated using the Average Demand and should be expressed in W/ft2 where 1kW=1,000W.
The first month can be January, but does not have to be, as long as an entire year of data is available.
Abbreviations: In the column headings, "Cons." is short for Consumption.

ft2

Daily
Days
Previous
Billed
Billed
Cons. - Year Daily
Reading Between Demand - Power Demand Cons. - Cons. Factor Charge - $ kWh Charge -$ kWh/day Cons.
Date Readings
kW

Comments

Total:
Average:
Max:
Min:
Per ft2:

The electricity, fuel and water tracking forms

also provide the property manager with feedback
on utility use in the building.For instance, a
gradual increase in water use can be detected
on the chart and may indicate a leak. The
property manager can confirm the proper
operation of the building by tracking energy
use. For instance, increased gas use during
similar weather conditions may indicate the
decrease in efficiency of the boilers or the
increased use of windows by the occupants.
Tracking energy and water use is a sound
property management practice.

Shown is an example of the Electrical Tracking

Form and its associated chart. The Fuel and
Water Tracking forms are very similar. The
purpose of these forms is to view the energy
consumption history visually and establish
budgets based on this historical data.
Electrical Tracking Form
The Electrical Tracking Form should be filled
out using the following guidelines:

The Reading Date, Billed Demand,

Power Factor, Demand Charge, Billed
67

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Consumption and Consumption Charge

can be obtained directly from the bill.
The Billed Demand and Power Factor
may not be included on bills for smaller
buildings.
The Days Between Readings is the number
of days between the present reading date
and the previous reading date. The Daily
Consumption can be calculated by dividing
the billed consumption by the number
of days.
The Total, Average, Max., Min., and Per
ft2 values should be calculated after the
form is completed.
The Per ft2 values are calculated dividing
the Total electricity use for the column and
by the Gross Interior Area. The Billed
Demand should take the Average for the
column, multiply it by 1,000 and divide by
the Gross Interior Area to give the number
of W/ft2.
The Comments section of the form can be
used to indicate anything that might result
in an abnormal consumption or demand
(for example, "Avg. Temp = -7C", "Started
Chiller", "Ramp Heater Controls failed,
leaving ramp ON ")
The Electrical Tracking Chart should
be filled out using the Daily Consumption.
Use the Previous Year Daily Consumptions
to scale the vertical axis on the chart.

Fuel Tracking Form

The Fuel Tracking Form should be filled out
in the same manner as the Electrical Tracking
Form. The following guidelines should also
be used:

To properly compare different fuels,

and get a complete picture of the energy

consumption in the building, it is necessary

to convert the fuel consumptions into
equivalent kilowatt-hours (ekWh).

Fuel Type and Unit

Equivalent kWh
Conversion (ekWh)

1 m3 natural gas =
1 GJ natural gas =
1 litre fuel oil =
1 litre propane =

10.32 ekWh
277.8 ekWh
10.83 ekWh
7.389 ekWh

The Fuel Tracking Chart should be filled

out using the Daily Consumption. Use the
Previous Year Daily Consumptions to scale
the Vertical Axis on the Chart.
For fuels such as #2 oil, fill the storage tank
to the same point each time it is filled.
Otherwise, the calculated consumption
over the period will be incorrect.

Water Tracking Form

The Water Tracking Form should be filled out
in the same manner as the Electrical Tracking
Form. The following guidelines should also
be used:

The Consumption Charge should include

both water and sewage charges.
The Water Tracking Chart should be filled
out using the Daily Consumption. Use the
Previous Year Daily Consumptions to scale
the Vertical Axis on the Chart.

Typical Utility Consumptions

The following are typical energy and water
consumptions for multi-residential buildings
and nursing homes1.

Ontario Hydro - Commercial Electrical Energy Manual - Applications, Section 1: Introduction - pg 91

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Multi-Residential Buildings

Annual Energy Consumption - No Cooling

13 - 36 ekWh/ ft2

Annual Energy Consumption - Cooling

15 - 40 ekWh/ ft2

25 - 50 ekWh/ ft2

Peak Demand - Winter - Electric Heat

7 - 10 W/ ft2

10 - 15 W/ ft2

Peak Demand Summer

2 - 4 W/ ft2

4 - 5 W/ ft2

Water Consumption

Approximately 0.21 m3
water per ft2 floor space

CMHC HiSTAR database,

average annual energy consumption

25.9 ekWh/ ft2

(21,031 ekWh per suite)

The broad ranges for these typical utility

consumptions illustrate that many factors other
than building area contribute to the utility use.
These factors include, but are not limited to:

Nursing Homes

Construction era. Building codes have

changed to increase building envelope
standards, which tend to reduce energy use.
Ventilation requirements have increased,
leading to possible higher costs.
Fuel type. The cost of heat varies depending
on the source. Generally electric heat is
more costly than other fuels. Natural gas
consumes greater amounts of kWh but
in comparison to other types of fuel,
costs less.
Mechanical system selection. Some designs
are more energy efficient than others.
Lighting system selection. Some light sources
use electricity more efficiently than others.
As an example, a standard incandescent
lamp requires about five times as much
electricity to produce the same light as a
comparable fluorescent lamp.

Level of maintenance. If not maintained,

mechanical equipment will become less
efficient over time.
Operating practices.
Occupancy types. Buildings housing families
consume more energy than buildings
housing single persons on average.

The preceding table gives a range of comparison

for two building sectors, but equipment type
and operation are equally as important to the
energy costs. The following are broad costing
guidelines. Energy costs for a well-run multiresidential building would normally be in
the range of $1.00 to $1.50 per total sq.ft.
floor area per year. Electrically heated buildings
and heavily air-conditioned buildings would
be on the high end of this range, while
buildings heated with natural gas or without
air conditioning should be on the lower end.
A building that costs more than $1.50 per sq.ft.
for electricity and fuel annually is a good
candidate for energy conservation opportunities.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Water rates vary widely. Canadians are on par

very heavy users of water, so there is generally
room to conserve. Depending on the location,
if $200 per suite per year is spent, the situation
demands serious investigation due to extremely
high consumption. At $150 per suite per year,
there should be several viable opportunities
to save on water costs. At $100 per suite per
year, there probably is not much opportunity
to conserve.
When comparing utility consumptions, it is
best to compare with a previous year, as
opposed to comparing with a seemingly
identical building.
As a real example, two high-rise condominiums
built in the mid-1980s are almost identical and
have these similarities:

The same architects and engineers designed

them at the same time.
They are beside one another in Toronto.
They have the same heating, air
conditioning and ventilation systems.
They are operated by the same property
management firm, have the same on-site
staff, and are maintained by the same
contractors.
Every unit in each building is sold and
occupied.

With the above information, it would seem

reasonable to assume that the two buildings
would have similar utility consumptions. The
total energy use for the one building (1992)
was found to be 35.05 ekWh/ft2, while the
energy use for the second building (1992) was
24.89 ekWh/ft2. This comparison is an excellent
starting point for tracking down energy
conservation (and cost saving) opportunities.

Energy used in a building can be compared to

previous years. The first building had a previous
year consumption of 34.44 ekWh/ft2, with no
significant operational changes from year to
year. So this building is a heavy user over the
long term.
If any equipment or operating changes are made,
comparing energy use with previous years is the
best way to gauge the effect. Where significant
capital changes are being contemplated, specialist
engineering firms are available to predict
costs and savings and therefore minimize
the investment risk.

5.3 Daily Recordings

Many multi-unit residential buildings are
heated by boiler plants that deliver hot water
to the perimeter of each floor. The temperature
of the water is not kept constant, but is usually
regulated automatically by an Indoor/Outdoor
reset controller. If it is working, the controller
causes hotter water to be delivered when the
outside air temperature is colder. While reset
controllers can save heating costs and ensure
occupant comfort, there are two factors to
keep in mind:
1. The correct regulation of the supply
water temperature has a strong effect
on fuel use.
2. Indoor/Outdoor controllers or associated
elements often fail or perform poorly.
Therefore, the Superintendent should verify
the performance of the reset controller by
reading outside air and supply water temperatures
during his Daily Look/Listen/Touch Inspection.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Since a 1C reduction will result in approximately

5 per cent savings, it is crucial that these
controllers work properly and accurately. The
Operations Manual for Maintenance and
Custodial Staff contains a detailed description
of this control function. The method for
confirming that the reset controller is set and
operating correctly is provided below:

The relationship will be slightly different for

each building, since a reset controller can be
set to any desired relationship. Ideally it will be
set to deliver the lowest possible supply water
temperature under all outdoor conditions,
while still satisfying tenants and operating
the boiler plant without causing excessive
equipment wear.
A lower curve indicates decreased energy use
but increased risk of under-heating some suites.
With certain piping designs, water temperatures
set too low can damage some boilers. Consult
a controls contractor or a mechanical engineer
when determining the desired curve for the
building.

Figure 5.3: Heating Water Temperature

Curve

-20

-10
-25

0
-20

10
-15

20
-10

-5

30
0

50
10

60
15

Some experimentation with the reset curve is

a good idea during the first heating season.The
objective is to drop supply water temperature
as low as possible without compromising
tenant comfort or equipment operation.
Whenever the curve is changed be sure to
give a revised copy of the Heating Water
Temperature Curve to the Superintendent.

The Heating Water Temperature Curve (Figure

5.3) and the Heating Water Control Graph
(Figure 5.4) will verify the performance of the
controller. Blank forms for both curves are
located at the end of this chapter.
The Heating Water Temperature Curve
illustrates the desired relationship between
supply water and outside air. An example
is shown to illustrate this relationship.
Please note that the curve is not standard.

The Heating Water Control Graph is used for

daily temperature recording. The Superintendent
fills out the graph using the following steps:
1. The outside air temperature is recorded
on the graph in the lower half of the form.
2. The Heating Water Temperature Curve
form is referred to, in order to determine
what the design supply water temperature
is. This expected value is recorded on the
graph in the upper half of the form.
3. Finally, the actual supply water temperature
is checked and recorded on the graph in
the upper half of the form.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

The difference between the expected and the

actual supply water temperature is the indicator
of reset control performance. A significant
deviation would signal the Superintendent to
initiate a Maintenance Request. Early detection
and correction of this type of problem can save
many energy dollars and possibly reduce boiler
repair costs.

Figure 5.4: Heating Water Control Graph

Building Name:
Month and Year

5.3.1 Analysis of Heating Water

Control Graph
If the actual supply water temperature is
consistently higher than the design temperature,
then the reset controller should be adjusted.
The controller should be adjusted to either
lower the temperature until it is close to the
design temperature or still lower until the supply
water is approximately 10C (18F) warmer
than return water. This ensures that occupant
comfort is maintained. There are a number
of guidelines to ensure efficient operation:

Observe the number of windows open

during the heating season. Ten per cent
or more of the windows open indicate
that the building is being overheated.

Arrange for air temperature readings

in one or more suites on a lower floor.
Consistently high readings (greater than
25C with the windows closed) in lower
floor units indicate the building is
overheated. Acceptable indoor air
temperature ranges from 20C to 23C.
Unusual weather conditions such as
strong, cold winds may create temporary
discomfort in the building. If the supply
water temperature is adjusted to compensate,
change the control back once the bad
weather has passed. It is inefficient to
set the controller to provide ample heat
under all conceivable conditions.
If the heating system performs well at low
outdoor temperatures, consider lowering
the supply water temperature further by
decreasing the ratio setting of the controller.
A well-adjusted system will have a
temperature difference between supply
and return of about 10C (18F).
If lowering the water temperature causes
heating complaints, determine if it is a
localized problem or a general requirement
for hotter supply water (see Section 8.2:
Hot Water Heating in the Operations
Manual for Maintenance and Custodial
Staff).

5.4 Annual Recordings

When utility bills arrive, write the details on
the three utility tracking forms (Electrical,
Fuel, and Water). These forms are used to
establish the utility budgets for the year and
can be used to record important annual utility
information for any building. A quick check
of month-to-month and year-to-year daily
consumption figures will point to trends, either
good or bad. Some fluctuation is normal, but
a year-to-year increase of over 10 per cent in
daily consumption warrants further investigation

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

and explanation. The first step would be to

call the utility company to find out if any of
the meter readings involved (either current or
comparison months) were estimated. If this
is the case, the on-site staff should take the
monthly meter readings. A single estimated
reading will throw off the data for two months
by making one too low and the other too high.
Further investigation depends on the nature of
the equipment involved; however, a discussion
with site staff is the obvious starting point.
Detailed equipment testing may be necessary
after talking with the site staff, and concluding
that a problem may exist.

5.5 Energy Conservation Efforts

Energy conservation is mostly common
sense combined with an understanding
of the building systems. When considering
a conservation initiative, remember the
fundamental needs that must be met
(minimum suite temperature, lighting,
ventilation air delivery, etc.).

Typical Energy Consumptions and Electrical

Demands in Multi-Residential Buildings
Figure 5.5: Energy Consumptions and
Electrical Demands
Winter Demand - All Electric Building
Building Service
10%

Tenant Use
19%
Space Heating
52%

Water Heating
19%

Summer Demand - Air Conditioned Building

Building Service
13%
A/C
37%
Tenant Use
25%

Water Heating
25%

Annual Consumption - Non Air Conditioned Building

First, apply a simple payback analysis to the

proposed project (the cost of the initiative
divided by annual energy $ savings). Use
contractors to help determine pricing (energy
performance contractor, consulting engineer,
energy auditor, etc.). The savings calculation
will depend on the project being contemplated.
Use the following utility bills and charts to
validate the estimate when a proposal has been
presented. Calculate the savings as a percentage
of the annual bill or annual energy usage (in
equivalent kilowatt-hours - ekWh).
The following charts show typical energy and
demand breakouts for multi-residential buildings2.
If proposed savings seem high in relation to
these charts, retain a mechanical or energy
management engineer to confirm the calculations.
2

Building Service
12%
Space Heating
38%
Tenant Use
21%

Water Heating
29%

Annual Consumption - Air Conditioned Building

A/C
13%

Building Service
10%

Tenant Use
19%

Space Heating
33%

Water Heating
25%

Charts are adapted from Ontario Hydro data - Commercial Electrical Energy Manual - Applications, Section 2: Multi-Residential - pg 18
73

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

The Daily Look/Listen/Touch Inspection

is one of the best methods of finding energy
conservation measures. Energy waste is very
often the result of equipment operating
incorrectly. Proper daily inspection will
quickly identify problems and allow them
to be corrected.
There are many opportunities to conserve
energy and water in multi-unit residential
buildings. The CMHC publication Energy
and Water Efficiency in Multi-Unit Residential
Buildings provides methods for property
managers to help determine where energy and
water usage is used. Over 60 energy and water
efficiency measures are described in terms of
what they are, implementation considerations,
cautions, costs and payback. The manual is
intended to provide property managers with
the necessary information to enable them to
judge what measures may apply to their
specific buildings.
Energy and water efficiency starts with good
maintenance practices. Fine-tuned buildings
tend to optimize energy and water use with
little expenditure. Proper operating and
maintenance practices will also help to
maximize the payback of any energy or
water efficiency upgrade project considered.

BLANK

forms for chapter 5.0utilities

Month

ft2

Per ft2:

Min:

Max:

Average:

Total:

Comments

Daily
Days
Previous
Billed
Billed
Cons.
Cons.
Between
Power
Demand
Year
Daily
Cons.
Reading
Demand Factor Charge - $ kWh Charge -$ kWh/day Cons.
Date Readings
kW

Building Number:
Building Name:
Building Address:
Gross Interior Area =

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Month

Per ft2:

Min:

Max:

Average:

Total:

Days
Reading Between
Date Readings

Building Number:
Building Name:
Building Address:
Gross Interior Area =
Billed
Cons.

ft2

Daily
Previous
Cons. - Cons. - Cons. - Daily Cons. Year Daily
ekWh Charge -$ Units/day - ekWh/day Cons.
Comments

Notes: The Total, Average, Max, Min and Per ft2 values should only be filled out in the empty spaces. Also, the
Per ft2 value should be calculated by dividing the total by the Gross Interior Area. The first month can be January,
but does not have to be, as long as an entire year of data is available. Fuel values are as follows: 1m3 of Nat.
Gas=10.9ekWh; 1 Litre of #2 Oil=10.3ekWh.
Abbreviations: In the column headings, "Cons." is short for Consumption.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Month

ft2

Per ft2:

Min:

Max:

Average:

Total:

Comments

Notes: The Total, Average, Max, Min and Per ft2 values should only be filled out in the empty spaces. Also, the Per ft2 value
should be calculated by dividing the total by the Gross Interior Area. The first month can be January, but does not have to be,
as long as an entire year of data is available.
Abbreviations: In the column headings, "Cons." is short for Consumption.

Days
Previous
Daily
Reading Between Billed
Cons. - Cons. - Daily Cons.
Date Readings Cons. - m3 Charge -$ m3/day
m3/day

Building Number:
Building Name:
Building Address:
Gross Interior Area =

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

-20
-25

-10
-20

0
-15

10
-10

20
-5

30
0

50
10

60
15

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Month and Year

Building Name:

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

S E C T I O N 6.0

budgeting and control

6.0 Budgeting and Control

Budgeting involves breaking down income and
expenses into meaningful categories.
This chapter guides the property manager in
creating expense categories and budgeting for
a reserve fund. Basic accounting principles are
not covered, as courses on this topic are widely
available.
It is highly recommended that the budgeting
process utilize computers and commercially
available accounting software packages.
Personal computers are becoming standard
property management tools. Modern personal
finance or small business accounting software
costs about $100 and provides all the set up
and reporting capability needed. The software
will save hours and perhaps days each month
and will help prevent errors while making
financial information more easily available.
When choosing a program, look for these
features:

6.1 Accounts
The following account list is recommended
as a starting point for a property management
computerized bookkeeping system. The two
tables show the income and expense categories
directly related to the Revenue Canada Statement of Real Estate Rentals form (T776(E)).
The main categories are shown in bold, with
subcategories indented:
Figure 6.1: Income and Expense Categories
Income Categories
Accounting Category
Rental Income
Other Income

Description

Expense Categories
Accounting Category
Advertising
Insurance
Interest
Maintenance & Repairs

Description

Interest on Mortgage(s)
Contractors
Suppliers

Management & Administration

Fees
Motor Vehicle Expenses
Office Expenses
Legal, Accounting, and other
Professional Fees
Taxes
Salaries, Wages, and Benefits
Travel
Utilities
Other Expenses

Ability to set budgets either monthly or

quarterly
Ability to set budgets either by main
category or by sub-category
Ability to forecast based on data already
entered
Simplified terminology. Accounting
terminology (debits, credits, accruals)
can be confusing
Ability to delete or modify transactions
to correct mistakes
Ability to show year-over-year comparisons
Ability to track delinquent payments

It may be desirable to expand on these categories

by adding subcategories to allow more accurate
comparisons and obtain more detail. For example,
the Maintenance and Repairs category may be
expanded by adding Housekeeping, Grounds
keeping and Building Systems subcategories.

Accountants discourage the ability to delete

or modify transactions, as it does not leave an
audit trail. A user can modify the computerized
transaction records after the fact without leaving
a trace. However, the transaction editing ability
makes the software far easier to use.

Also, accountants will develop a Balance Sheet,

listing Assets, (property, reserve fund, bank
balances, investments, prepaid items, etc.),
Liabilities, (tenant deposits, prepaid rent,
payroll deductions payable, mortgages and
loans, etc.) and Owners Equity, to determine
profitability over a period.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

The table on the next page provides additional detail on subcategories.

Figure 6.2: Income and Expense Subcategories
Income Categories
Accounting Category
Rental Income
Other Related Incomes

Description
-Gross Potential Rent
-Total Rent Collected
-Expense Recovery
-Utilities
-Taxes
-Damages
-Water Recovery
-Defaults
-Parking
-Interest

Expense Categories
Accounting Category
Advertising
Insurance
Interest
Maintenance & Repairs
Management & Administration
Fees
Motor Vehicle Expenses
Office Expenses

Legal, Accounting, and other

Professional Fees

Taxes

Salaries, Wages, and Benefits

Travel
Utilities

Other Expenses

6.2 Reserve Fund

The Reserve Fund is a bank account or
investment account used to accumulate money
for planned capital projects. The owner uses
it to replace major building components and
fixtures that wear out. This type of account
is common with condominium buildings and
less common for rental and cooperative or
non-profit housing type apartment buildings.
However, the needs are the same in either
case and it is advisable to make contributions
to a reserve fund available to allow for the
90

Description

-Interest on Mortgage(s)
-Contracted Services
-Supplies, Tools, etc.

-Supplies
-Telephone
-Equipment
-Equipment Depreciation
-Legal
-Accounting
-Consultants
-Association Dues
-Property Taxes
-GST
-PST
-Business Taxes
-Corporate Taxes
-Maintenance Staff
-Office & Management Staff
-Cable TV
-Electricity
-Natural Gas
-Water
-Capital Upgrades
-Building & Equipment Depreciation

continuous renewal of the building elements

regardless of ownership type. The required
amount in the fund needs to be calculated
using useful life spans of the building elements
to be replaced, and budget pricing, inflation
rates and interest rates.
In Ontario, the Condominium Act addresses
the requirements of a reserve fund in
Section 36 of Chapter C.26. Other provinces
have similar acts that address reserve funds.
The property managers should be familiar
with their provincial condominium regulations.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Budgeting Capital Expenditures

Examples of items to be covered by the

reserve fund are as follows: roofs, exterior walls,
windows, doors of buildings, interior finishes,
roads, sidewalks, sewers, heating, electrical
and plumbing systems, elevators, laundry,
recreational and parking facilities. Regular
wear and tear items are not usually included
in the reserve fund as they are provided for
in the operating and maintenance budget
(for example, window washing, landscape
maintenance, pressure washing).

For proper reserve fund planning, the manager

should assemble installed budget pricing for
the applicable building components that will
have to be replaced over the life of the building.
There are many sources of such information
that are available to help with this task3 .
In addition to the costs associated with replacing
building elements, the property manager will
also have to know how much service life is
left in each of the elements. Figure 6.4 Life
Spans of Major Components provides an estimate
of typical service life of common building
elements. It is recommended that each of the
elements be inspected by a qualified contractor
or consultant (every five years) to determine

The Act also dictates that the minimum

amount contributed to the fund must be
10 per cent of the total contributions to
the common expenses of the building.

Figure 6.3: Budgeting Expenditure Chart

0.70%

Example:
An older building was purchased in 1990
for $10 million. What is the expected
capital expenditure for 1995?
1990 - 1995 = 5 years ==> 0.30%
$10 million x 0.30 = $30,000

0.60%

0.50%

0.40%

0.30%

0.20%

Note:
New building capital costs are less than
for older buildings. First year costs for
new buildings are often covered by
contractor's warranty.

0.10%

0.00%

Hanscombes Yardsticks for Costing from Southam Business Communications in Don Mills, Ontario (416) 487-3811 is a good source
for across-Canada budget pricing information.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

the actual condition of the element and the

remaining service life as it may vary widely
with operation and maintenance, usage
patterns, environmental conditions and
original quality of the elements installed.
While the calculation of the reserve fund
requirements and the resultant annual payments
into the reserve fund can be manually calculated,
it is a tedious job that is not easily updated or
revised. Computerized software packages are
available to automate the reserve fund calculation
process and are highly recommended. It is
very important for the property manager to
understand how to use the software and to
know what entries are required.
The validity of output using
such programs is dependent
on the information entered
by the property manager.
A building operating
budget that does not
account for renewal of
worn-out structure,
building envelope,
fixtures and equipment
is not realistic. Do not
create a position where
asset depreciation exceeds
the calculated cash flow,
or where large unexpected
capital projects must be
financed by loans on a
regular basis.
It is highly recommended
that the property manager
retain, every five years, a
qualified consultant to
undertake a condition
survey of the building

Provided by Mel A. Shear

and, based on the remaining estimated service

life and replacement costs, prepare a reserve
fund study. The study will ensure that the
reserve fund is adequately funded to provide
for the renewal of building elements over
time. An independent review of the buildings
condition and replacement cost will provide
the property manager with an objective view
of the funds required to maintain a building
in proper working order.
The following table provides useful life spans
for equipment and fixtures that will need
repair, major refurbishment or replacement4.

Figure 6.4: Life spans of Major Components

Item

Years

RECREATIONAL FACILITIES

Swimming Pool
Pool Fence
Pool Deck
Equipment & Change Rooms

20 - 25
10 - 20
15 - 25
15

MECHANICAL EQUIPMENT

Fans
Chiller & Cooling Tower
Fan Coil Units
Fire Hoses
Sprinkler Heads
Stand Pipe & Distribution Piping
Alarm System
Compactor
Refuse Chutes
Elevator Equipment
Elevator Cab
Pumps
Snow Melting Equipment
Unitary Air Conditioners
Heating Boilers
Boiler Breeching & Chimney
Domestic Hot Water Storage Tank
Domestic Water Heater
Valves
Pressure Reducing Valves
Cushion Tanks
Compressors
Domestic Hot Water Piping
Cast Iron
Copper

25
20
20
30
50
50
25
20
35
50
25
20 - 25
15
20
25
20
20
15 - 20
20 - 30
15
35
20
15 - 20
50

BUILDING ELECTRICAL

Smoke Detectors
Fire Alarms
Intercom
Emergency Lighting
Power Distribution
Transformer

Item

Years

INTERIOR FINISHES

10
10
10
10
30
30

Carpets - Common Areas

Carpets - Suites
Terrazzo
Painter Plaster
Wallpaper
Ceramic Tile
Vinyl Tile
Suite Entrance Doors
Kitchen Cabinets

5
10
50
10
10 - 15
30
20 - 25
35
20

HARD LANDSCAPE

* Asphalt Roads & Parking Lots

* Concrete Sidewalks & Curbs
Ramps to Underground
Lamp Standards
Signage
Fountains

50
50
15
30
30
20 - 25

BUILDING ENVELOPE

* Masonry
Exterior Painting
Painted Flashing
Balcony Slabs
Balcony Railings
Built-Up Roofing
Inverted Roofing
Entrance Doors
Sliding Patio Doors
Parking Garage Doors
* Windows
Roof Flashings
Metal Siding
Metal Gratings
* Front Canopies

50
5
5
50
15 - 20
20
50
20
25
15-20
25 - 30
20
25
30
30 - 40

APPLIANCES

Clothes Drier
10
Dish Washer
10
Stove
20
Refrigerator
20
Washing Machine
10
Components marked with an asterisk * show a life span on this chart; however they should be regularly
inspected and repaired as needed. With this kind of maintenance, it should never be necessary to remove
and replace them unless the building owner wants to change the design.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

6.3 Typical Operating

Expenditures

suite is higher than both public housing and

co-op housing.

Canada Mortgage and Housing Corporation

has performed several studies comparing
operating costs of apartment buildings on a
percentage basis and on a dollars-per-unit basis.
Figure 6.5 summarizes the typical operating
expenditures.
Co-op Housing is defined as a housing project
where the tenants take an active role in the
day-to-day operation and maintenance of the
building, keeping the operating expenditures
lower than a typical apartment complex.
Maintenance costs would also be lower than
expected, as tenants tend to delay repairs.
Public Housing is defined as a housing project
that is government funded. The operating
cost per suite is higher than Co-op Housing
as tenants do not participate in operation and
maintenance activities. The primary goal of
public housing is to supply affordable living
spaces for low-income families.
Private Rental Apartments are defined as multiresidential apartment complexes that are privately
owned. As expected, the operating cost per

The information in Figure 6.5 Typical

Operating Expenditures can be used to provide
the property manager with a comparison of
operating costs in other buildings and as an
initial budgeting tool. Common sense must be
used when comparing the figures in Figure 6.5
with values from actual buildings. Costs and
percentages can vary widely from building to
building depending on the goals of building,
occupancy type, building age and condition.

6.4 Taxes and Appeals

Property taxes are a major expenditure. The tax
rate for a particular building will depend on the
jurisdiction, however the structure in Canada
is as follows:
The municipality establishes an assessment
value for the property. This will vary on the
designated building type, and may or may not
bear any relation to the value of the property.
To calculate the property tax, the assessment
value is multiplied by the Mill Rate. The Mill
Rate is reviewed and modified from year to
year by the municipality.

Figure 6.5: Typical Operating Expenditures Percentage and per Suite

Typical Operating Expenditures on a Percentage and a Per Suite Basis
Public Housing

Co-op Housing
Built 73 to 78
Budget
Categories

Built 79 to 85

Built 86 to 91

Per
Suite

Taxes
Utilities
Operations
Maintenance
Administration
Reserves

30.7%
14.1%
15.2%
18.0%
12.7%
9.4%

$793
$364
$393
$464
$328
$242

28.4%
15.0%
14.5%
12.1%
13.0%
17.0%

$622
$329
$317
$266
$285
$372

27.3%
17.7%
14.2%
21.6%
11.6%
7.5%

$781
$506
$407
$617
$332
$214

22.4%
20.7%
22.8%
11.7%
9.2%
13.1%

Total

100% $2,584

100%

$2,191

100%

$2,857

100%

Per
Suite

Private Rental
Apartments
%

Per
Suite

$780
$721
$794
$409
$321
$458

25.2%
24.3%
15.1%
16.8%
9.4%
9.2%

$911
$879
$547
$607
$340
$332

$3,483

100%

$4,237

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

There is an appeals process in place. If the tax

rate for a particular building is in question,
contact the local Tax Inquiries office. Since
the Mill Rate is the same for everyone and is
not subject to debate, the issue of whether the
building has been fairly assessed needs to be
addressed. The best way of doing this is to
present examples of other similar buildings
with lower assessed values. The more comparable
the other buildings are, the better the case.
Comparison with dissimilar buildings is unlikely
to convince the municipal authorities.

6.5 Insurance
A variety of insurance is available for Canadian
property owners. Premiums highly dependent
on circumstance and policy will be assessed on
a case-by-case basis. Such factors as construction,
age, fire protection, deductible and location
will all enter into the equation.
Peril

Courtesy Harry Edgar, South Waterloo/ Edgar Insurance Brokers Ltd.

Property insurance is intended to cover the cost

of repairing damage from disasters such as fire
or high wind. The building owner is legally
obligated to carry property insurance. Broader
coverage, adding earthquake and flood insurance,
is available at a high deductible and premium.
The standard deductible is $500, though higher
deductibles of $1,000 or $2,500 will significantly
reduce premiums. Note that coverage on a rental
building will not cover the tenants furniture
or personal belongings. It is the responsibility
of the tenant to purchase Tenant Content
Insurance. In a condominium building, unit
owners are responsible for suite interiors while
the condominium board is responsible for
coverage for the common elements.
The table below provides a quick coverage
comparison of two available types of property
insurance5.

Named Perils Insurance

Fire
Explosion (with the exception of boiler explosion)
Lightning
Smoke
Impact by Aircraft or Spacecraft
Impact by Land Vehicles
Impact by Owned Vehicles or Employees Vehicles
Riot
Malicious Acts
Sprinkler Leakage
Windstorm
Hail
Water Damage from Plumbing or Water Main
Theft or Burglary
Burglary Damage
Collapse of Building
Snow or Ice Load
Falling Objects
Freezing of Plumbing

Property

Covered
Covered
Covered
Covered
Covered
Covered
Not Covered
Covered
Covered
Covered
Covered
Covered
Not Covered
Not Covered
Not Covered
Not Covered
Not Covered
Not Covered
Not Covered

Broad Form Insurance

Covered
Covered
Covered
Covered
Covered
Covered
Covered
Covered
Covered
Covered
Covered
Covered
Covered
Covered
Covered
Covered
Covered
Covered
Not Covered, but subsequent
water damage is covered.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Liability
Liability insurance covers the property owner
and staff for claims brought by third parties.
This would typically involve personal injury
claims resulting from alleged negligence of the
property owner or employees. For example,
if someone slipped on an icy walk or scalded
him/herself with centrally supplied domestic
hot water, the resulting claim would fall under
liability insurance. The building owner is
legally obligated to carry liability insurance,
which should be at least to $1,000,000 and
preferably more.
Boiler and Machinery
Boiler and machinery insurance covers the
cost of repair due to "sudden and accidental
breakdown" of heating and cooling equipment
(for example, boiler explosion or implosion).
Although this type of insurance is optional, the
mortgage holder may insist on it.
Rental income insurance will reimburse income
lost due to serious damage from one of the
insured perils. If a disaster has rendered the
building uninhabitable, this coverage will fill
the gap in rental revenue until the tenants can
reoccupy the apartment and make rent payments.

Usually a claim will cover losses incurred during

the repair period. This type of insurance is
also optional, though a mortgage holder may
insist on it.
Directors and Officers Liability
Condominium Corporations will often take
out directors and officers liability insurance,
to protect board members from action taken
against them arising from their operation and
management of the condominium corporation.
Insurance is a complex field, so it is in the best
interest of the property owner to have a
licensed broker explain the options and find
the most cost-effective coverage.

6.6 Mortgage Interest and

Amortization
A significant portion of the monthly mortgage
payment will be interest. The exact portion will
depend on the term, the interest rate, and any
payment acceleration. In Canada, the calculation
of mortgage interest is strictly controlled
using mandated formulae and semi-annual
compounding.

S E C T I O N 7.0

emergency and
fire safety plan

7.0 Emergency and Fire Safety Plan

Provincial Fire Codes mandate the establishment
of a Fire Safety Plan for multi-unit residential
buildings that require a fire alarm system under
the Provincial Building Code. The Ontario Fire
Marshalls Act states that "every person who
contravenes any provision of the fire code and
every director or officer of a corporation who
knowingly concurs in such contravention is
guilty of an offence and upon conviction is
liable to a fine of not more than $2,000 or to
imprisonment for a term not more than one
year, or to both." The local Fire Marshalls
office should be contacted for details on local
regulations. Failure to prepare an Emergency
and Fire Safety Plan is a serious offence and
can result in substantial penalties.
It is important to be familiar with provincial
regulations. For example, in Ontario, the
following buildings are exempted:

apartments where no more than four suites

share a single exit
apartments three floors or less in height
where every suite has an exterior exit
facility leading to ground level

The Fire Safety Plan should contain:

relevant building information such as:

means of egress, extinguishers and pullstation locations, alarm details, and other
information as indicated in Appendix C Template for Emergency and Fire Safety
Plan
specific initiatives that management and
staff will take to be prepared for emergency
situations

safe practice principals that the building

staff will follow in their daily activities
an emergency response plan of action

The plan must be acceptable to the local Fire

Marshall. A template for the Emergency and
Fire Safety Plan is given in Appendix C. Also,
submit the emergency instructions given to
tenants as shown in Appendix E - Tenant
Information Package.
An important part of the plan is regular fire
drills, which are carried out four times per year.
The Property Manager and all site staff should
be involved. Create a Fire Drill Record sheet
similar to the one located at the end of this
chapter, and use it to record the results of each
drill. Keep the records in a separate binder with
the Emergency and Fire Safety Plan, ready for
inspection by the fire authorities.
As a part of the building Emergency Fire Safety
Plan, building operation staff should be made
aware of where controls for air handling systems
are and how to deactivate or activate the
equipment in the event of fire emergencies
or under instruction from firefighters.
The property manager should also be aware
of whether air-handling systems (such as central
exhaust system) that have been deactivated
for energy conservation reasons should be
reactivated in the event of fire emergencies.
The municipal building inspector should be
able to provide this information.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Property managers should consult with local

fire departments regarding the need for
evacuation of occupants during fire emergencies.
Since the safest action may be to stay in the
apartment, make sure that the local fire
department and building department are
consulted when developing the Emergency
and Fire Safety Plan, especially in regard to
tenant action in the event of fire. While fires
can gut the apartments where they are started,

the fire department is often on the scene before

the fire can spread to adjacent apartments and
common areas. Most fatalities in apartment
building fires occur due to smoke inhalation
upon exit of the building. The local fire
department is able to make recommendations
in this regard based on specific construction,
fire suppression systems and occupancy of the
building.

Fire Drill Record Sheet

Figure 7.1: Fire Drill Record Sheet

and
and

100

BLANK

forms for chapter 7.0emergency and fire

safety plan

and

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

103

S E C T I O N 8.0

lease administration

8.0 Lease Administration

8.1 Selecting Tenants
The property manager must be able to balance
the need to keep a building as fully occupied
as possible and the need to ensure that
prospective occupants will respect the rent

agreement, the building and fellow occupants.

It is recommended that property managers
scrutinize each rental application to ensure
that difficulties will not be experienced at
some time in the future.

Figure 8.1: Lease Application

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One of the first steps in ensuring smooth

management/tenant relations is being fully
aware of the provincial landlord-tenant laws.
Obtain a copy of the Landlord/Tenant Act
from the provincial bookstore, and become
familiar with it.
The Lease Application forms (Figure 8.1)
are a useful start to a prospective tenant
background check. Aside from listing the
tenants requirements, they also authorize the
manager to proceed with a proper background
check. Use the Verification of Residency
Application located at the end of this chapter,
to organize the background check. Follow the
same procedure whether leasing directly to
the applicant or whether it will be a sub-lease.
In practice, even with a sub-lease, management
is likely to bear the consequences of a delinquent
tenant.
Where possible, insist on a clean credit history.
Contact the banks given as references and also
contact Equifax (Canadas largest credit bureau)
at 1 800 278-0278. If there is a problem, use
proper judgment as to whether it is serious
enough to reject the application. Occasionally
there will be an unwarranted mark on someones
record, but it will be impossible to tell if it is
valid or not. Assume it is valid and leave it to
the applicant to clear it with the credit bureau.
Referrals from current and prior landlords
are extremely important. An effort should
be made to contact them. Always look for
positive endorsements. The opinions of past
landlords are important. Since they no longer
have any relationship with the applicants,
they are likely to be very objective and honest
in their assessments.

108

Upon acceptance, the lease application

becomes the first document in the tenant file.
The Verification of Residency Application is
the second document, and a signed lease is
the third document in the tenant file that
formalizes the terms of the contract with the
tenant. A standard lease agreement form is
not provided here; however, a standard widely
used format is available to members of The
Urban Development Institute in Toronto at
(416) 498-9121, or Real Estate Institute
of Canada (416) 695-9000.

8.2 Suite Inspection for Damage

A new tenant has the right to expect everything
in the suite to be clean, in good repair and
condition. Likewise, management has the right
to expect diligent care of all property by the
tenant. The Tenant Information Package (see
Appendix E) provided to the tenant clarifies
responsibilities of both the property management
and the tenant with respect to the care and
maintenance of the apartment and responsibilities
for damage.
To protect both the landlord and the tenant,
it is recommended that an Apartment Interior
Inspection Report (sample provided at the end
of this chapter) be completed by the property
manager and the tenant as soon as the tenant
moves in. The form can be used to document
the condition of the apartment at the time of
occupancy. When the tenant moves out, the
form can be used to determine if any additional
damage occurred for which the tenant is held
responsible. Likewise, the form will protect
the tenant from being held responsible for
any problems that existed prior to the date
the tenant moved in.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

The Superintendent records the results and both

parties sign off after completion of the inspection.
Where repairs are needed, the Superintendent
goes through the standard Maintenance Request
Procedure. The suite inspection should also
include checking all of the receptacles with a
three-prong receptacle tester (available at most
hardware stores for under $10). Leaks from
faucets, showers and toilet reservoir tanks
should be checked and corrected as well.

The Residents Information Report located at

the end of this chapter, can be used to record
any financial arrangement between management
and the tenant, beyond the original lease.

8.3 Changing or Terminating

a Lease

Upon the termination of a lease, the

Superintendent conducts a moving out
inspection using the Apartment Interior
Inspection Report. A comparison with the
inspection report completed at the move in
date will reveal any damage that occurred during
the occupancy of the present tenant and
provide justification for collecting damages.

Occasionally there will be a need to change the

terms of a lease, whether to extend it, terminate
it, change assigned parking, or take care of
damages.
Figure 8.2: Resident Information Report

When signed by both parties, this document

becomes an amendment to the lease. Keep
the original in the tenants file, give one copy
to the Superintendent for their records, and
give another copy to the tenant.

Where there is no damage, send a Residents

Information Report detailing the reimbursement
along with a cheque for reimbursement of the
damage deposit (plus interest if applicable),
within a month of the tenant moving out.
Where there has been damage, send a copy of
both the moving in and moving out inspection
reports along with a cheque for reimbursement
of the damage deposit less the cost of repairs.
The amounts withheld are taken from the
Repair Price List for Damages from the Tenant
Information Package, or from a contractors
invoice for the repair work.

8.4 Tracking Receivables

There are many capable systems for tracking
and following up on rent collection, including
computer programs designed specifically for
the purpose. An organized collection system
is essential since only a partial pre-payment
is collected. It is imperative to follow up
immediately on late payments.

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Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Whatever collection system is used, it should

allow for entry of payments as received by the
management office. A manual system would
use the Monthly Rental and Vacancy Report
located at the end of this chapter, to track rent
and parking payments from one month to the
next. With a computerized system a monthly
Accounts Receivable report should be retained
on file.

8.4.1 Late Payments

The majority of tenants will pay on time or
in advance. Unfortunately, there may be a
few tenants in the building that will not.
The procedure for collecting late payments
depends on the most recent provincial
legislation governing landlord-tenant relations.

General guidelines for avoiding and dealing

with late payments are as follows:

110

Create a policy on late payments or

non-payments, based on the provincial
legislation. This policy can ensure firm
but fair treatment of the tenants.
Have tenants submit post-dated cheques
to the end of their lease.
Consider using a preauthorized automatic
withdrawal system. This automatically
transfers the payment from the tenants
bank account into the management
account on the date specified. The tenant
may prefer to use this method as it
eliminates any problems or hassles due to
late payments.
When a payment is not received forthwith,
or is returned NSF, give the delinquent
tenant written notice that their rent is
overdue and request immediate payment.
The notice should be friendly and nonthreatening in nature.

After 24 hours, should no response

be received, visit the tenant.
Present the tenant with concerns about
the late rent. Allow the tenant to state
their case or reasons for non-payment.
Depending upon the circumstances,
judgement will be required to determine
whether or not some leniency may be
required. If it does not sound legitimate,
refer to the policy on late payments, and
inform the tenant of the procedure if
payment is not received.
If the tenant refers to maintenance or
repairs that are required, politely, but
firmly inform them that these issues are
separate, and will be addressed separately.
Tell them to fill out a Maintenance Request
Form that was given to them when they
moved in (or supply them with a copy
right away) and the problem will then be
addressed. Refer to the policy on late
payments, and inform the tenant of the
procedure if payment is not received.

The following is an example of a 1995 policy

for rent collection in Ontario:
1. Rent is due on first day of each month.
2. First late payment reminder notice is
posted on the residents door on the
2nd day of the month. The resident
is also contacted to inquire about the
late payment.
3.

Second late payment reminder notice

is posted on the residents door on the
5th day of the month.

4. Form 4 of the Landlord Tenant Act is

issued on the 10th day of the month.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

5. Legal Proceedings may be commenced

14 days after issuing the Form 4.
The Superintendent and property manager
should make every effort to keep relations
cordial with tenants who do not pay their rent.
Legal actions cost time and money and should
be avoided if at all possible. The situation may
resolve itself through constructive dialogue that
attempts to solve or work around the reasons
for non-payment.

8.5 Tenant Package

Communication between the tenant and
the building manager (or Superintendent) is
essential in ensuring a satisfied customer (the
tenant). The tenant should be given moving
instructions when the lease is signed. These
instructions should include requirements such
as booking elevators, moving truck parking, etc.
Upon moving in, the following documents
should be given to the new tenant:
1. A Tenant Information Package.
2. A standard Maintenance Request Form.
3. A Repair Price List for Damages.
Every new tenant should be given a standard
tenant information package to welcome them
and let them know a few things about the
community and the building. Refer to
Appendix D for a template of the Tenant
Information Package or Appendix E for a
sample of a completed Tenant Information
Package. The package is mainly a courtesy,
but it serves four important functions:
1. It demonstrates professionalism and shows
the new tenant that the management cares
about the tenants and the building.

2. It relays important safety information.

3. It reduces the number of nuisance questions
and requests to the Superintendent.
4. It outlines the expectations of the tenant,
and lets them know what they can expect
of the building staff and building services.
Take the time to put together a quality
package to distribute. Appendix E gives
a Sample Completed Tenant Information
Package.
As part of the Tenant Information Package,
suite care information is included. This informs
the tenant of their obligations in caring for their
apartments and the implications of damage in
the suite. The package also includes suggestions
for care of fixtures and equipment, and a list of
repair costs.
Also included with the package is a Repair
Price List for Damages. It shows that the
management is serious about cost recovery
for any damage to the suites.

8.6 Marketing
The marketing of a multi-residential building
should be executed in a customer-oriented
manner focusing on a market segment. The
operation of the building should be adjusted
to fit that targeted market segment. With an
existing building, the market segment will
depend highly on the building type and the
surrounding area. Changing market segments is
a challenge requiring money and imagination.
It may be advantageous to procure the services
of a marketing professional.

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Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Typical markets are as follows:

Figure 8.3: Market Segment Categories
Market Category

Ownership

Style

Typical Market Segments

Luxury
Condominium

Affluent owners of
individual suites

Trouble-free living with

all the amenities

Retired couples, single

professionals

Condominium

Middle class owners

of individual suites.

Affordable, trouble-free
living

Retired middle class couples,

single professionals

Luxury
Apartment

High quality and higher

rental rates.

Building owners seeking

return on investment

Retired couples, married

professionals

Affordable
Apartment

Building owners seeking

return on investment

Affordable
accommodations

Retired couples, young

families, single parents

Co-op

Owned and operated by a

non-profit group

Affordable
accommodations

Young families, seniors,

single parents, economically
disadvantaged people
requiring some subsidies

Owned and operated by a

municipal, provincial
or federal government

Affordable
accommodations

Economically disadvantaged
people requiring some subsidies
or groups with similar social or
environmental objectives

Public Housing

The following are examples of selecting a

market segment, and changing the product to
suit that segment.

The building type and location are ideal for a

young family or single parent family. In order
to market to this segment of the population,
the following strategies could be used:

Example 1

A three-floor walk-up has 12 two-bedroom

apartments. The building has a laundry facility
in the basement. A boiler serving hot water
radiators in the apartment centrally supplies
heat, and there is no air conditioning. The
property is fenced in, with a large lawn. There
are 18 outdoor parking spots.
The building is located down the street from a
public school, and is within a short drive from
several daycare centres. A block away is a park
with a soccer field and a baseball diamond. A
main highway is located five minutes away.

112

Advertise vacancies in local and regional

newspapers, and in renters news. Include
description of the building and surroundings,
focusing on items that would appeal to a
young family. Fliers could also be placed
in appropriate locations such as daycare
centres, coin laundries, etc.
Pricing per suite should be based on similar
buildings in the area. It would also be
beneficial to compare pricing to what
mortgage payments on a starter house or
townhouse would be. If rental costs and
mortgage costs are too close, tenants might
be more likely to buy.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Adjust the operating budget to better suit

young families and single parent families.
For example, the money required for Prestige
Cleaning may be better spent in adding to
the existing laundry facility or adding a
playground apparatus to the property.

Example 2
A 12-floor building with elevators has 88 twobedroom apartments. The building has an
indoor pool, several common rooms, storage
facilities and a laundry facility. The suites are
air-conditioned. The property is fenced in,
with a guardhouse. There is an underground
parking garage.

Rent that is too low will result in having

to cut corners on items such as security,
cleaning, etc. Existing tenants may even
leave if the condition of the building is
compromised too much.
Adjust the operating budget to best suit
retirees. For example, money spent on
automatic garage door openers could
greatly enhance the perceived value that
the tenant receives for the money spent.

This manual does not intend to go into great

detail regarding all of the intricacies of marketing.
Further marketing information can be obtained
through courses offered by an industry association.

8.6.1 Advertising
The building is located within walking distance
of a grocery store, a drug store and an indoor
mall. The building is also located on a main
city bus route, and is 10 minutes by car away
from a hospital and medical centre.
This building type and location are ideal for
middle class retired people. In order to market
to this segment of the population, the
following strategies could be used:

Advertise vacancies in local and regional

newspapers, and in renters news. Include a
description of the building and surroundings,
focusing on items that would appeal to
retired people.
Much of the advertising can be done
through word of mouth. Vacancy signs
should be placed in the elevators and
the lobby for existing tenants to see.
This method of advertising is not
only inexpensive, but also effective.
Pricing per suite should be based on the
amenities of the building and surroundings.

Depending on the terms of the lease there is

usually 60 days notice of a vacancy. This is
more than enough time to advertise in local
real estate circulars and newspapers. Begin
advertising 30 to 45 days prior to the vacancy
date. If a suite becomes vacant, it will have
to be shown empty, which is somewhat less
attractive than fully furnished. In this case,
it is important to bring the state of repair and
cleanliness up to the standard of the building.
Complete painting is often warranted if the
suite has been occupied for over a year.

8.7 Condominium Boards

and Tenant Associations
A condominium is run as a corporation with
a Board of Directors and shareholders (suite
owners). The property manager of the
condominium is effectively an employee
of the corporation.

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Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

The corporate structure is an excellent one

for setting long-term direction and priorities,
as long as it is run properly. There are legal
requirements for regular board and general
meetings; along with this come accepted standards
for advance notice, agendas, motions, debate
and resolutions. It is usually a requirement for
the property manager to attend these meetings
so that the Board of Directors can be briefed
on the day-to-day operations of the buildings.
Occasionally, it may be up to the property
manager to inform an inexperienced board
about proper and legal protocol. It is a good
idea to be informed on the provincial
condominium act and the condominiums
charter document. Prepare to handle the
inevitable disagreements that come up with
dozens of participants concerning building
operations. The Board of Directors often rely
upon the property manager as the best source
of objective information concerning the operation
and maintenance of a condominium building.
Sometimes a group of tenants in a rental
building will organize a tenant association.
Although such an association has no legal
authority, the property manager should
recognize the rights of the tenants to organize,
coordinate and voice their concerns (and
sometimes praise) regarding the operation
and maintenance of their building.

114

The property manager can use tenant

associations as a single point of contact
for common complaints or concerns. It can
also be used to relay information back to
the tenantsan important function in large
buildings comprising hundreds of apartments.
Establish regular meetings with the association
(perhaps once every two months) to ensure
that they are provided the opportunity to
air any concerns and to communicate any
concerns from the point of view of the property
management. Tenant associations can also
serve to enhance the feeling of community in
a building. This, in turn, will increase tenants
satisfaction, enhance security, lower the risk
of vandalism and other crime and will help
prevent apartment turnover and high vacancy
rates. The property manager can promote and
support the development of proactive tenant
associations by supplying meeting spaces and
other small amenities.

BLANK

forms for chapter 8.0lease administration

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Repair Price List For Damages

(Subject to Change Without Notice)

You are responsible for taking care of your suite.

We recommend that you contact your insurance
agent to arrange for proper insurance coverage.

We will inspect your suite before you move in and when you move out, to determine if any damage
has occurred during your tenancy.
Keys
Mailbox lock and key
Keys not returned
Refrigerators
Door liner
Crisper covers (single)
Glass shelves
Crisper covers (double)
Freezer door
Rubber moulding
Meat tray (Gen. Elec.)
Meat keeper (others)
Stoves
Oven window
Cook top
Broiler top
Broiler bottom
Suite Painting
Complete
- one bedroom
- two bedrooms
- three bedrooms
One room
- remove wallpaper
- paint (each coat)
- remove wallpaper and paint wall
- paint over dark colour
Floors
Sanding
- one bedroom
- two bedrooms
- three bedrooms
- one room
- two rooms
Townhouses
- two bedrooms
- three bedrooms
- four bedrooms
Tackless Perimeter Damage
Living room and dining room
One-bedroom apartment complete
Two-bedroom apartment complete
Three-bedroom apartment complete
Vinyl Floor Tiles
per sq. ft., including labour

120

$ 2.00
$ 40.00
$ 70.00
$
$
$
$
$
$
$
$

100.00
10.00
12.00
20.00
60.00
70.00
30.00
10.00

$
$
$
$

70.00
100.00
14.00
14.00

$
$
$
$
$
$
$

240.00
260.00
320.00
60.00
60.00
60.00
60.00

$
$
$
$
$
$
$
$

130.00
170.00
200.00
90.00
110.00
350.00
390.00
430.00

$
$
$
$
$

60.00
80.00
90.00
100.00
3.50

Doors
Suite Entrance

- AAA
- AA
-A
Damage to veneer only (AA or AAA)
Other doors
Kitchen cupboard - A (per pair)
- AA or AAA (per pair)
Screen door complete
Screen for door
Louvre doors (not including painting)
Balcony door, glass double-glazed
Window and Glass
Large window
Large window sealed
Small window
Window screen
Counter Tops and Cupboards
Counter tops (L-Shaped)
Counter tops (straight)
Vanity counter top
Install cutting board
Repair
- burns 1" diameter
- burns 2" diameter
- burns 4" diameter
- cuts or scratches
TV plates (including coaxial lead wire)
Electrical Fixtures
Average light fixture
Glass portion only
Dining room fixture
Plumbing and Fixtures
Toilet seat
Tank and lid
Mirror
Towel bars with brackets
Soap dish
Chips - tub, sink, stove, fridge
sink strainer

$
$
$
$
$
$
$
$
$
$
$

400.00
200.00
60.00
80.00
60.00
20.00
40.00
100.00
50.00
70.00
200.00

$
$
$
$

80.00
170.00
40.00
30.00

$
$
$
$
$
$
$
$
$

300.00
200.00
150.00
80.00
50.00
60.00
80.00
60.00
60.00

$ 50.00
$ 14.00
$ 100.00
$
$
$
$
$
$
$

20.00
100.00
80.00
30.00
40.00
44.00
4.00

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and

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Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Monthly Rental and Vacancy Report

Building: __________________________________
Building Operator: __________________________
Property Manager: __________________________
Month and Year: __________________________

Unit

Tenant

Monthly
Rent for
Suite

Parking Spots

Monthly
Rent for
Parking

Total
Monthly Payment
Rent
Processed

Payment
Confirmed

Notes

Page ___ of __

127

S E C T I O N 9.0

contractors and
consultants

9.0 Contractors and Consultants

Service contractors and consultants should be
employed to supplement the skills of the inhouse staff. Contractors and consultants can
provide expertise in a broad range of skills
including:

plumbing
electrical work
elevator service
snow removal
pest control
design engineering
architectural
controls
fire alarm monitoring
communication wiring
carpet and floor installation
security systems
major renovations
internal auditing
tax planning
legal or paralegal help with evictions

Tasks that cannot be performed by the on-site

staff should be contracted to specialists.
It is important to be knowledgeable about the
contracting process. Whether it is called an
offer, tender, quote, bid, estimate, or contract,
a piece of paper describing work to be done
and a price for doing it is a legal document,
binding for both parties once signed.
These documents should include financial
terms and a very clear description of the
products and services to be delivered, and the
time frame involved. To this end, the contract
may include design drawings, specifications,
and written standards. Do not sign a contract
until it describes clearly all expectations and
the work scope.

This is particularly true when dealing with a

contractor for the first time or when the costs
involved are large. In such cases, a review by
a lawyer is usually money well spent.
For most small jobs, an outside contractor can
be dealt with directly, using a Purchase Order
form. If the job requires some analysis or is a
potential danger to people in the building,
exercise prudence and hire an architect or
engineer to oversee the project.

9.1 Hiring a Consultant

Consulting engineers and architects are
professionals with the expertise and ability
to provide practical economical solutions to
a problem. The role of a consultant is to ensure
that a particular job is properly assessed. Once
the nature of the problem or repair is understood,
the consultant will be able to correctly specify
corrective actions and ensure that the contractor
properly carries out the work. When consultants
are hired, their time and expenses should be
taken into account, as their expertise is invaluable.
In many cases, the consultant will help define
the requirements and put together the appropriate
documentation. When the property manager
or the on-site staff has knowledge of how a
repair or work should be done or where a trusted
skilled contractor can do the job, a consultant
may not be necessary. Keep in mind that in
such cases it is the property manager who takes
responsibility for the repairs and
the costs incurred.
For major architectural renovations, (when
a building permit is required) an architect is
essential to create drawings and specifications
and to ensure that all applicable codes are met.

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Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

The architect will ensure that other experts,

such as structural or mechanical engineers, are
consulted if required. It is important that the
manager remain in the decision-making loop
and is consulted by the architect before any
decisions are made.

When talking with a consultant that seems

capable of performing the required work, ask
for references for three similar jobs that they
have performed recently. Contact the references
to obtain their opinion of the work of the
consultant.

For major retrofits, engineers or architects

should be hired to ensure that the appropriate
equipment is installed properly. It may be
beneficial to consult the original designer of
the building, as they would be most familiar
with its design and operation. Hiring a
specialist has the following benefits:

For simple projects such as one-to-one

replacement of components (pumps, motors,
etc.) a consultant is likely not equired. Contractors
can be dealt with directly.

Decisions will be made regarding which

type of equipment, materials and systems
should be used. There is no such thing as a
product that is perfect for every
application. It is the engineers
responsibility to ensure that the solution is
the best choice for an application, based on
the life cycle cost (efficiency, repair costs,
maintenance requirements, etc.) of the
equipment. The engineer should consult
the manager to inform them of the
available options and prices, and allow the
manager to make decisions based on their
budget or funding.
On larger jobs, pricing will be obtained
through a written specification and a
proper bid-spec. process. This allows for a
proper comparison of price while ensuring
the requirements of the project are met.
A qualified professional, to ensure that it
conforms to the specification, applicable
codes and applicable industry standards,
will inspect the installation.

If unclear as to what type of consultant is

required, contact one that may be able to help.
Most consultants will be happy to assist.

132

9.2 Hiring a Contractor

A contractor is hired to deliver a result, and
will usually be paid a lump sum. The lump
sum cost will cover time, expenses and
materials required for the contractually
agreed work scope.

9.2.1 Lump Sum Contracts

The contractor, after reviewing the contract
documents, will provide the goods and services
for a specified fixed dollar amount. This amount
should not change. In major renovations, a
10 per cent increase in cost should be anticipated.
However, the contractor will not be held
accountable for circumstances or conditions
that could not be anticipated when estimates
were made and the bid submitted. The contract
documents for this type of arrangement have
to be very precise. Any misinterpretation or
surprise will work in the contractors favour.
Contractors may provide a low price to get
a job and then look for ways to increase the
price once the job is awarded if the contract
documents are not specific, clear and complete.

Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

9.2.2 Cost Plus with Upset Sum

There are times a contractor cannot define the
work required and provide an estimate for it.
In this situation, the contractor generally keeps
precise records of all money spent for labour,
material, and subcontractors. Then the customer
will be billed for these costs, in addition to an
agreed fee for the entire project.
The contract may include an upset sum clause,
stipulating that the contractor will guarantee
that the costs, plus the fee, will not exceed an
agreed to maximum amount.
A lump sum contract is recommended when
dealing with a new contractor if the amount is
substantial, as the contractor will usually find a
way to spend the entire available amount, unless
they have incentive to keep costs down. The cost
plus contract can include an additional clause
for profit, (often 25 per cent) of the difference
between the original maximum estimate and
the lower actual cost. If the cost goes above
the original estimate, the contractor absorbs it.

9.3 Terms of Service Contracts

When working with a new service contractor,
the initial term of service should be for one
year. Once management and the contractor
are satisfied with the workmanship and cost
of service, longer periods can sometimes be
negotiated at a discount. All contracts (greater
than one year) should be subject to 30-days
notice of termination with cause by either
party. During the initial contract term, the
contractor cannot cancel the contract except
in the case of non-payment. During this term,
management may, after written warnings, cancel
only for a just cause such as non-performance
or poor performance of the specifications.

Continuity of care develops when management,

contractors and their staff develop a relationship
that provides smooth handling of preventive
and responsive maintenance. The people involved
become very familiar with the building, its
needs and the needs of the occupants. Choosing
the right contractors initially will go a long way
to reducing managements workload and
achieving managements goals.
Service contracts may extend from one to
10 years. Extended lengths of contracts can
result in discounts, but also result in inflexibility.

9.4 Additions to Contracts

If the consultant has omitted a requirement
for the work to be done, or the owner has
additional needs, or uncontrollable conditions
arise that may entitle the contractor to additional
payment, an addition to the contract is arranged.
In these circumstances, the contractor must list
the items involved and price each item. This
should be done as soon as possible so that the
conditions that caused the increase in price
can be assessed and the contract be revised.
Reconciliation of extra costs should not be left
until the job is completed as this can lead to
disputes regarding the need for the extra work,
the value of the work and whether the extra
work was actually authorized or not.

9.5 Escalation Clauses

Both parties should view all contracts as a fair
exchange. Thus, it is unreasonable to expect a
contractor to continue providing service over a
long period with no price increases, when labour
and material costs are escalating. Events that
could reasonably trigger a rate escalation are:

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Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

Increase in labour costs, union contracts, etc.

Inflation
Increase in tax contributions or insurance

Try to cover these factors in the original

contract in order to establish an equitable
formula for rate escalations. Put the onus
of proof on the contractor to justify a rate
escalation.

9.6 Payment Schedules

For service contracts, payments should be
made periodically, depending on the amount
of work and the preferences of the two parties.
For renovation and retrofit contracts, it is
important to have the payments linked to project
milestones, and the amount of the payments
reflected by the level of work required to complete
the milestone. When a payment schedule is
required, the job is usually complicated enough
to require a consultant. The consulting engineer
or architects scope of work should include the
creation of a payment schedule.

Note the holdback. This is necessary to protect

against any liens that may be placed on the
building by a subcontractor that has not been
paid by the contractor. The amount of holdback
and when the holdback is to be paid to the
contractor depends on the province. The holdback
should not be paid to the contractor until a
lawyer has checked for any liens.
Final payments should not be made until
the following criteria are met:

All work is completed to the owners

satisfaction and the consultants
approval.
Workers Compensation Board
Certifications have been obtained.
Builder Lien Clearances have been
obtained.

Then, and only then, should the final payments

be made and documents signed to indicate a
completed job.

A sample payment schedule for building an indoor pool is as follows:

134

Milestone

Date

% of Contract
Price

1. Inspection of Foundation and Pool Walls.

June 1

20%

2. Inspection of Bldg Envelope and Connection

to Existing Apartment Building

July 1

20%

3. Inspection of Plumbing, HVAC, Electric

and Interior

Aug. 1

30%

4. Commissioning

Aug. 15

20%

5. Holdback

60 Days After
Commissioning

10%

S E C T I O N 10.0

filing

10.0 Filing
A typical office worker wastes 25 per cent
of his or her time looking for information.
This time could be saved if the information
was organized and stored in a logical way.
This system is suggested to keep important
information easily accessible and to keep
the files neat.
Buy a commercial grade filing cabinet for each
building, along with a portable label maker.
Label makers are handy for clearly marking
cabinet drawers, binder spines and individual
file folders. In addition, buy a sturdy full
height bookshelf to hold books and binders
that cannot be filed.

10.1 Standard Forms and

Documents
Create a separate three-ring binder, containing
clean copies of forms and documents used
regularly. This includes the Lease, Tenant
Information Package and customized forms.
When all common forms are together, it is
much easier to locate them for photocopying.

10.2 Emergency and Fire Safety

Create a separate three-ring binder for the fire
department representative. Label the spine and
put the Emergency and Fire Safety Plan in it.
Insert fire protection systems test results and
fire drill results in the front. For more
information on portable fire extinguishers,
refer to Section 7: Emergency and Fire Safety
Plan of this manual.

10.3 Tenant Files

At least one filing cabinet drawer should be
dedicated to tenants files, arranged alphabetically
by the tenants last name or by unit number.
The file should contain the following documents:
Lease Application, Actual Lease, Verification
of Residency Application, Apartment Interior
Inspection Report (moving in), Residents
Information Report, and any Maintenance
Requests initiated by the tenant. A tenants
file remains active as long as they live in the
building. It is closed with the terminating
Apartment Interior Inspection Report and
the final Residents Information Report dealing
with repayment of the security deposit and
reconciliation of damages. Once a tenants
file is closed, move it to an archive location
(such as cardboard storage box), so that the
filing cabinet contains only active tenant files.

10.4 Monthly Receivables

Tracking
Create a separate hanging folder to contain
Monthly Rental and Vacancy Reports. Have a
manila folder for each fiscal year. Keep about
three years in the file cabinet and put the older
records into archives.

10.5 Service Contracts

Create a file folder for service contracts, and
a separate manila folder for each contract as
applicable: mechanical, electrical, housekeeping,
grounds keeping, elevator, fire protection,

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Operations Manual for Owners and Managers - Multi-Unit Residential Buildings

communication, sprinklers, pool maintenance,

garbage removal, pest control, snow removal,
etc. Each manila folder will contain the signed
contract including specifications, any addenda
or changes, purchase orders, billing records,
payment records, work orders issued within the
service contract terms, warranties, guarantees,
and associated correspondence.

10.6 Central Plant Maintenance

Requests
Create a separate folder for each of the
following maintenance categories:

Space heating
Hot and cold service water
Air conditioning
Ventilation and air handling
Structural
Swimming pool
Recreation centre
Electrical and lighting
Housekeeping
Grounds keeping

These files will contain records of maintenance

activities outside of service contracts and not
within suites. The records include Maintenance
Requests, Purchase Orders, Work Orders, and
quotes for each category. Keep about three
years of records in the filing cabinet and put
the older records into archives.

10.7 Utility Costs

As recommended in Section 5: Utilities, utility
history should be stored on the computer. For
a hard-copy backup create the following manila
folders for each year:

138

Heating Water Control - contains Heating

Water Control Graphs for 12 months.
Electrical Tracking - contains Electrical
Tracking Forms (budget and actual) and
Electrical Tracking Chart for the year.
Fuel Tracking - contains Fuel Tracking
Forms (budget and actual) and Fuel
Tracking Chart for the year.
Water Tracking - contains Water Tracking
Forms (budget and actual) and Water
Tracking Chart for the year.

Keep three years on file, and archive any older

records.

10.8 Miscellaneous Files

Create files using a separate manila folder for
the following items:
1. Contemplated Conservation Projects,
including any investigations, calculations,
quotes, and proposals. See Section 5.5 Energy
Conservation Efforts for potential projects.
2. Capital (Reserve Fund) Projects, including
calculations, proposals, quotes, work orders,
purchase orders and work descriptions.
3. Environmental Issues, including CFCs,
Asbestos Reports, etc.
4. Security Problems.
5. Insurance Issues.
6. Legal Issues.
7. Computer Information, including back-up
disks, password protection, etc.

APPENDIX A

property managers
responsibilities

General
The following defines the leasing, administration and maintenance services expected of the Property
Manager. It also sets objectives and standards against which performance can be measured. The
Property Manager reports to the Owner(s). He or she is expected to direct the Superintendent
and manage other on-site or outside contracting staff performing maintenance or refurbishment
in the assigned building.
Objectives
1. To administer and monitor the financial transactions necessary for the operation
of the building.
2. To provide safety, security, satisfaction and a general feeling of well being for people occupying
the assigned building.
3. To always maintain the assigned building to the Owners standard.
4. To strive to expand the human and technical skills of the Superintendent and the on-site staff.
5. To provide professional and timely service for the people working in or using the facility.
6. To ensure that preventative, corrective and breakdown maintenance, custodial care,
refurbishment, and renovations are handled in a cost-effective and professional manner.
7. To maintain a formal and harmonious relationship with the tenants and visitors of the building.
Accountabilities
1. To hire all workers, trades and professionals as may be required for the proper repair, restoration,
operation and maintenance of the property.
2. To lease and license the property to maximize the long-term and sustainable profit of the property.
3. To collect all rents and fees derived from the property.
4. To attend to the risk management and insurance of the property.
5. To pay municipal taxes, fees and utilities related to the property.
6. To maintain all technical and financial records, agreements, leases, contracts, etc. required for
the management, supervision and control of the property.
7. To report at least quarterly on all aspects relating to the operation of the property, including
summary financial statements, tenant leases, reports on non-recurring construction,
renovations, repairs, etc. which affect the general management and operation of the building.
8. To maintain a bank account and ensure that all rents, fees, receipts and other
forms of revenue derived from the related property are deposited to the credit of the bank
account, and all expenses related to the property are drawn solely from the bank account.
9. To prepare budgets which disclose anticipated receipts and disbursements for approval by the
owner. If the manager is required to incur an expense which has not been accounted for or
disclosed in the budget, the manager shall obtain prior written approval for the expense.

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Functional Performance Tasks

1. Collect Rents. When required, make and deliver notices for late rents, NSF cheques, charges for
damages, termination, etc.
2. Make bank deposits and maintain records. Separate accounting is required for commercial,
apartment, shared and prepaid rents, parking, key deposits, laundry revenue, miscellaneous
charges and petty cash disbursements. Reconcile deposits and rents received.
3. Report on these activities in owner-specified formats.
4. Show apartments, take applications and have leases prepared.
5. Assess prospective tenants, including credit check.
6. Maintain a list of current and upcoming vacancies to ensure prospective tenants get good advice
related to available accommodation.
7. Maintain a list of bad debts, skips, damages for reimbursement, lost revenue, etc. Follow up and
report on delinquencies.
8. Ensure advertising listing includes appropriate vacancies. Advertise selected apartment vacancies
in the local newspaper and when appropriate in other media. Ensure brochures are available in
all target markets. Identify new advertising channels if they become available.
9. Inspect shared units, apartments and other areas. Plan and initiate actions to maintain and
improve the condition of the building.
10. Supervise staff activities in the areas of cleaning, maintenance and repair, and staff scheduling.
11. Maintain staff time records and report for payroll purposes.
12. Prepare payroll statements.
13. Plan and manage response to maintenance request forms. Attempt to schedule actions for
tenant satisfaction and staff availability.
14. Ensure mail, telephone, telephone answering, stationery and forms, and
other activities associated with the operation are suitably handled.
15. Ensure supplies required for office and maintenance functions are available.
16. Monitor contractors working on site.
17. Review invoices and prepare cheques for signing and payment.
18. Check each suite when tenants leave. Shut off all unneeded lights, be sure all water taps
are off and do not drip, close all windows, and make list of work to be done. Report on
action required for unpaid rent, damages, etc.
19. Prepare schedule of units requiring work and recommend action plan.

Acceptance
The conditions and functional accountabilities detailed in the charter are mutually accepted
by the undersigned.
Dated at __________________________ this _____ day of ______________ 20____.

_____________________________
Property Manager
2 of 2

____________________________
Owner

APPENDIX B

superintendents
responsibilities

General
The following defines the leasing, administration and maintenance services expected of the On-Site
Building Superintendent. It also sets objectives and standards against which performance can be
measured. The Superintendent reports to the Property Manager or the Owners. He/she is expected
to operate and maintain the building(s), systems and equipment to the standards established by
the Property Manager. They are also expected to direct and supervise any other on-site or outside
contracting staff performing maintenance or refurbishment in the assigned building.
Objectives
1. To provide safety, security, satisfaction and a general feeling of well being for people occupying
the assigned building.
2. To always maintain the assigned building to the Property Managers standard.
3. To strive to expand the human and technical skills of the Superintendent and the on-site staff.
4. To provide professional and timely service for the people working in or using the facility.
5. To protect the owners investment in the property and ensure that the structure is sound
and the electrical-mechanical equipment is operating as described in the Operating Manual
for Maintenance and Custodial Staff. To perform a Daily Look/Listen/Touch Inspection.
To ensure that preventative, corrective and breakdown maintenance, custodial care,
refurbishment, and renovations are handled in a cost-effective and professional manner.
6. To maintain a formal and harmonious relationship with the tenants and visitors of the building.
Accountabilities
1. To professionally carry out the services required by the tenants, the Superintendent must know
how to perform the following tasks.
2. To effectively and efficiently operate the buildings electrical-mechanical systems and maintain
the interior and exterior of the building, the Superintendent must carry out the Maintenance
and Energy Management Tasks detailed and attached to this Charter.

Functional Performance Tasks

Leasing and Administration
1. Obtain and maintain current and future rental vacancy information and keep up-to-date
availability signs, including those for sublets, in accordance with information received from
the Property Manager.
2. Have on hand a current price list for the leased space in the building.

1 of 4

3. Be aware of existing policies, the lease, and rules and regulationssuch as rental policies,
electrical or heat included in rental fee, adult or family building, adult floors only and
assisted rental policies.
4. Be prepared to show available units, and be aware of rental features such as size of suites,
amenities and location of nearby schools, churches, shopping and public transportation.
5. Complete applications to rent and accept deposits from prospective tenants.
6. Maintain key, parking and locker control.
7. [OPTIONAL] Collect rents and postdated cheques from the tenants, give receipts for cash
and ensure the safe delivery of all funds to the Property Manager.
8. Stay aware of move-in and move-out of tenants, and prepare accurate incoming and
outgoing inspection reports for the leased space within the Tenant Information guidelines.
9. Maintain follow-up files of all maintenance requests, and work and purchase orders until
the work is completed, or goods or services are received. Follow-up on goods or services
that have not been received in a timely manner. Verify and document on the order, the time
spent and parts or materials used by a service contractor. Return all completed orders to the
Property Manager.
10. Report to the Property Manager any unusual activities in the building.
Maintenance and Energy Management
1. Carry out daily, weekly and scheduled inspections, preventative and breakdown maintenance,
custodial housekeeping, and groundskeeping care. If any of these services are handled by a
contractor, ensure that everyone use the suppliers and service contractors recommended by the
Property Manager. Monitor the efficiency of the electrical-mechanical equipment by recording
the temperature and pressure readings on heating and cooling system logs.
2. Organize staff provided to help you with your workload. Prepare time cards and schedules of
duties for all of these people.
3. Clean and maintain any vacant suites.
4. Know how to use, care for and maintain all equipment, tools, supplies, chemicals and materials
kept in the building. Maintain current inventory lists and order replenishments.
5. Document all tenant maintenance requests, follow-up and correct problems where possible.
If not possible, forward to the Property Manager for completion by a specialist.
6. Report deficiencies that are observed in the building.
Cleaning
1. Carry out daily, weekly and scheduled cleaning tasks as assigned by the Property Manager in
the Monthly Operational Planner and the Annual Operational Checklist.
2. Ensure that contracted cleaners undertake tasks as set out in the cleaning contract and the
Monthly Operational Planner. Check that tasks are performed at the required frequency and
to a high standard.
3. Notify the Property Manager of any problems with the cleaning processes.

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Security, Safety and Emergencies

1. Respond to all emergencies, such as fire, flood, lack of heat, power failure and other problems
that could be considered emergencies.
2. Be aware of all valves and controls and their purposes so that they can be properly activated
or turned off as required in the event of an emergency.
3. Maintain, close to the phone, a list of emergency numbers and the names of persons to call
for additional support.
4. Always post a notice of your whereabouts or return time on the door of your apartment
or office whenever it is vacant or locked.
5. During the winter season, inspect the walks on a regular basis so that any hazardous conditions
can be corrected as soon as possible.
6. Understand and know how to test the fire alarm control system.
7. Ensure that all on-site staff (including yourself ) know how to properly use a fire extinguisher.
8. Inspect the fire safety equipment and information in the log books as required by the local fire
codes.
9. Carry out a fire drill when requested by the Property Manager.
10. Be qualified to carry out first aid when necessary.
Acceptance
The conditions and functional accountabilities detailed in the Charter are mutually accepted
by the undersigned.

Dated at ________________________ this _ day of ________ 20.

_____________________________
Superintendent

_____________________________
Property Manager

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Emergency and Fire Safety Plan

for
{Building Name and Address}

This Emergency and Fire Safety Plan is acceptable in accordance to the Ontario Fire Code,
Section 2.8.
Dated: __________________ by _______________________
Chief Fire Official, City of ___________________ Fire Department
Phone: __________________ Fax: ___________________
E-Mail: __________________

Prepared By: ________________________

Phone: __________________ Fax: ___________________
E-Mail: __________________

4 of 4

APPENDIX C

template for emergency

and fire safety plan

1.0 Introduction
To protect the occupants of this facility from fire or other life-threatening risks, the implementation
of the Fire Safety and Evacuation Plan helps to assure effective utilization of the security and life
safety features in the building. This Fire Safety Plan has been designed to suit the resources
available at ____________________________________.
This Fire Safety Plan was developed to :

assist the people occupying this facility to become more aware of the essentials for caution,
security and safety
to ensure orderly evacuation at the time of an emergency
to provide a maximum degree of flexibility to achieve the necessary security and fire safety
for the building.

Definitions
Check:
Inspect:
Test:

A visual observation to ensure the device or system is in place and is not obviously
damaged or obstructed
A physical examination to determine that the device or system will apparently perform
in accordance with its intended function
Operation of the device or system to ensure that it will perform in accordance with
its intended function

Important Information
The Fire Code: Ontario Regulation 454 is a provincial regulation under section 18a of the Fire
Marshals Act. This Code requires the owners of this facility to be responsible for carrying out the
provisions of the Code. It defines the "owner" as "any person, firm or corporation controlling the
property under consideration."
Person or Group
1
2
3
4
5
6

Consequently, the owners include:

A copy of the Fire Code and the Fire Marshals Act can be purchased from the Government
of Ontario Book Store, 880 Bay Street, Toronto, Ontario, M7A IN8 and is kept in
________________________________________.
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1.1 Description of Building

__________________________________, located at __________________________________,
is a _______ - story plus penthouse multi-residential building with _____ rooms as detailed in the
inventory of rooms chart below. There is a staff of ____ people.
Inventory of Rooms {create to suit your building}
Room Types

Basement

First
Floor

Second to
Fourth Floors

Penthouse

Electrical Room
Elevator Pit
Janitors Closet
Common Area Washroom
Storage Room
Party Room
Change Room
Sauna
Swimming Pool
Mechanical Room
Residential Suite
Management Office
Games Room
Fitness Centre

Totals

Submission Procedures:
The Fire Safety Plan incorporates the following items:

Emergency procedures
Instructions to be given to occupants (fire procedures and good housekeeping)
Listing of supervisory staff with related duties
Procedures for evacuation of persons in need of special assistance, if required
Method and frequency of training supervisory staff
Method and frequency of conducting fire drills
Maintenance procedures for fire protection systems
Alternate measures for occupants fire safety during shutdown of equipment or systems
Diagram showing type, location and operation of fire protection systems

2 of 16

Totals

The Fire Safety Plan should be prepared and consolidated before submission to the Chief Fire
Official and should deal only with matters which pertain specifically to the particular building.
Submit two copies to the fire department so that, when accepted, one copy will be returned to
the building management and the other will be retained for fire department use. The following
sections provide guidance in formatting the documentation.

1.2 Building Resources (Fire Safety Features)

Fire Department Access: See included Fire Department Access Plan
{draw plans showing how fire department personnel will gain access to the building and floors}
Fire Alarm Systems: See included Fire Alarm System Plan
{Describe the standby power arrangement}
{Explain the type of system and how it is activated}
{draw plans showing the locations of the control panel, annunciator panel, detectors, sounding
devices and zone coverage}
Exits: See included Evacuation Plan
{prepare floor plans clearly, showing the exit and stairway locations for each floor}
Elevators:
In an emergency, the elevators will default to the ________ floor after returning the current
passengers to the ground floor for evacuation. The elevators will then become operable only
with a service key.
{describe number, locations, types of elevators}
Extinguishers and Sprinklers: See included Fire Extinguisher and Sprinkler Plan
There are _____ ABC extinguishers located as shown on the Fire Extinguisher Plan. There are
sprinklers in ____________________, ____________________, and ___________________.
{prepare floor plans showing the locations of extinguishers, sprinklers, control valves, Siamese
fittings, hose cabinets}
Emergency Lighting: See included Emergency Lighting Plan
{describe the type and power source for emergency lighting}
{prepare floor plans showing the locations of emergency lighting fixtures}
Pumps and Motors: See included Pumps and Motors Plan
{describe the function and default emergency operation of each pump and motor}
{prepare floor plans showing the locations of pumps and motors}

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1.3 Human Resources and Availability

The building is owned and managed by ________________________. The phone number is
_________________ from 9:00 a.m. to 5:00 p.m., Monday through Friday.
The property manager is ________________________________. He/she can be reached at one of
the following numbers:
Work/Office:
Home:
Pager:
Mobile/Cellular:
Other:

(_____)
(_____)
(_____)
(_____)
(_____)

_____-________
_____-________
_____-________
_____-________
_____-________

The following people have been given fire safety responsibility:

1. ___________________________
2. ___________________________

2.0 Emergency Procedures

IN CASE OF FIRE
Remain Calm

The actions to be taken by occupants in

emergency situations (Emergency Procedures
sign) are posted near the elevators on each floor,
behind a Lucite cover. The In Case of Fire sign
will be fixed firmly to the wall at all fire alarm
pull stations and near the elevator on each floor.
The Evacuation Plan (see EXITS in Section 1.2
above) showing the locations of exits and
stairwells for each floor will be fixed firmly
to the wall beside the In Case of Fire sign.
The fire alarm system will be activated to
alert the residents of an emergency and
to put into action the Fire Safety Plan.

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UPON DISCOVERY OF FIRE

Initiate fire alarm

Call fire department at 911
Leave building using the nearest exit
UPON HEARING FIRE ALARM

Leave building using the nearest exit

Caution
If you encounter smoke in the stairway,
use another exit.
DO NOT USE ELEVATORS!
False Alarm
Everyone who willfully, without reasonable cause, in any manner,
makes or causes to be made a fire alarm, is guilty of an offense under
the Criminal Code of Canada.

The ____________________ fire department will be notified by the Superintendent, given the
address of ________________________________________ and the exact location of the fire.
The Superintendent will designate someone to meet the fire fighters when they arrive to direct
them to the problem area.

EMERGENCY PROCEDURES
In Case of FireRemain Calm

Leave area immediately

Close doors behind you
Initiate fire alarm
Call fire department at 911
Leave building using the nearest exit.
Do NOT use the elevators.

UPON HEARING FIRE ALARM

Leave building using the nearest exit.
Do NOT use the elevators.
Close doors behind you
If you encounter smoke in the stairwell,
use another exit.

CAUTION
If there is smoke in the corridor it may be safer to stay in your
suite. Close the door and attempt to seal the opening at the
base of the door with wide tape, clothing or wet towels.

EVACUATION GUIDELINES

Keep cool
Follow the instructions of the superintendent
Remember that you have an evacuation plan
Follow the rehearsed plan

2.1 Procedures When Alarm Sounds

Designated persons will call the fire department. The building will be evacuated.

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Evacuation
A number of important rules will be observed to facilitate a quick evacuation:
1. The exits and alternate exits will be posted in each room, and the importance of these exits will
be explained to the occupants.
2. Traffic routes in corridors and out-of-doors will be similarly explained to occupants.
3. When a room is evacuated, the staff will close the door. (The staff will ensure that all of the
occupants of the room are accounted for.)
4. Occupants will be moved quickly and quietly to their designated exit.
5. On leaving the building the staff will ensure that everyone moves at least 15 to 20 meters from
the building to a pre-planned area. The occupants will be kept together as a group in order to
facilitate a head count if necessary.
The Responsibilities of the Superintendent and Designated Assistants
1. When the fire alarm is activated, the Superintendent and assistants will move to predetermined
stations to assist with the evacuation and to ensure that all persons have been evacuated.
2. Designated assistants will report to the Superintendent when their area is clear.
3. The Superintendent and designated assistants will then exit.

Return to the Building

The fire department will advise when occupants can re-enter the building.

2.2 Provisions for Fire Fighters Access

The Superintendent will:
1. Upon arrival of the fire fighters, inform the fire officer about the conditions in the building.
2. Provide access and vital information to fire fighters (such as master keys for rooms, service
rooms, etc.)

2.3 Evacuating Endangered Occupants

Building occupants must be informed about the procedure to follow when they encounter dangerous
conditions while attempting to exit the building. The following actions should be taken:

Remain in the room.

Close the door.
Signal to fire fighters by waving.
Crouch low to the floor if smoke enters the room.
Move to the most protected area and partially open the window for airclose the window if
smoke comes in.
Wait to be rescued. Remain calm. Do not panic.
Listen for instructions or information that may be give by authorized personnel over loudhailers.

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2.4 Fire Extinguishment, Control or Confinement

If a small fire cannot be extinguished with a portable fire extinguisher, or if smoke presents a hazard
to the extinguisher operator, then doors to the area should be closed to confine the fire. Leave the
fire area, ensure that the fire alarm has been activated and that the fire department has been notified.
Then wait for the fire department. The production of noxious fumes in a modern building makes
any attempts at fire fighting extremely dangerous for untrained personnel.

2.5 Fire Hazards

In order to avoid fire hazards, staff and residents will be advised to:
Keep stairways, landings, hallways, passageways and exits clear of obstructions and combustible
refuse at all times.
Keep the doors to stairways closed at all times.
Close doors to suites during a fire.
Ensure that electrically powered equipment, especially coffee makers and hot plates are shut off
when the suite or work area is left empty.
Refrain from using unsafe electrical appliances, frayed extension cords, overloaded electrical
outlets or lamp wire for permanent wiring.
Limit the use of flammable liquids. Practice safe handling and disposal practices.
Avoid careless smoking. Do not smoke in bed and always use ashtrays.
Maintain access to portable extinguishers and other fire protection equipment.
In

general, staff and tenants will be advised to:

Know where the alarm pull stations and exits are located.
Immediately call the fire department whenever they spot smoke or fire.
Recognize the audible fire alarm signals and the procedures established to implement safe
evacuation.
Know which building staff are assigned to the floor area being used in the building.
Report to the building staff any condition which they perceive to be a fire hazard.
Know the location of the floor area that may be designated as a temporary safe area of refuge.
Know the crossover floors that lead to alternate exits.

2.6 All Bomb Threats are to be Taken Seriously

Above All, Remain Calm
Written Threat:
Save all material along with envelopes or containers.
Do everything possible to preserve fingerprints, paper used and postal marks.
Contact the Superintendent immediately.

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Phone Threat:
Listen.
Be calm and courteous.
Do not interrupt the caller.
Obtain as much information as possible.
Initiate call trace action if possible and notify others by a pre-arranged signal, while the caller is
still on the line.
As soon as the caller hangs up, try to use the *69 phone company feature to retrieve the source
of the call. Write down the phone number.

Information Guide When a Bomb Threat is Received

Recorded Data
Date:
Time:
Exact Wording of Threat:

Recorded By:
a.m./p.m. Duration of Call:

Identifying Characteristics
Sex:

Estimated Age:

Accent:

Voice (loud, soft,etc.):

Speech (slow, fast, etc.):
Diction (good, nasal lisp, etc.):
Manner (calm, emotional, vulgar, etc.):
Background noises:
If voice was familiar, specify:
Was the caller familiar with the area?
Trace or *69 results:

Questions to Ask
What time will the bomb explode?
Where is it?
Why did you place the bomb?
What does it look like?
Where are you calling from?
What is your name?
Other comments:

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Finding a Suspicious Package:

Do not touch or move it.
Do not assume it is the only one.
Contact the Superintendent immediately.
Do not use radio communication as it may activate the bomb.
Search Guidelines:
Search the immediate area.
Do not touch anythingreport any unusual objects.
Help to identify any strange or misplaced objects.
Unlock all drawers, cabinets, etc. to help the search crews.

3.0 Organization, Appointment and Instruction of Staff

3.1 Responsibilities of the Property Manager

Establish an emergency procedure to be followed at the time of an emergency.

Organize staff to carry out fire safety duties.
Ensure that the Superintendent and tenants are instructed and aware of their responsibilities
for emergencies and fire safety.
Ensure the buildings fire protection facilities are maintained.
Ensure that alternate measures for the safety of the tenants are in place during any shutdown
of the fire protection equipment.
Ensure that checks, test and inspections, as required by the Fire Code, are completed on
schedule and that records are retained.

3.2 General Responsibilities

Ensure that a copy of the provincial Fire Code is in the Superintendents office and that the
staff are aware of its contents.
Have a working knowledge of the fire alarm system and other fire control measures.
Ensure that the fire alarm system and the fire fighting equipment installed in the building is
regularly tested and maintained. Records of these actions will be kept on operational logs and
equipment tags.
In the event of shutdown of the fire protection equipment, ensure that someone has notified
the fire department, and that someone is patrolling the building once per hour until the
situation is corrected. Make provisions for alternate safety measures for the tenants.
Ensure that all doors to stairways are closed at all times.
Ensure that stairways, landings, hallways, passageways and exits, both inside and outside, are
clear of obstruction at all times.
Ensure that access roadways and fire routes are clear and accessible to the fire department.

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Ensure that combustible materials do not accumulate in any part of a stairway, fire escape or
other means of egress.
Ensure that combustible materials or waste do not accumulate in quantities in storage areas or
other areas that may constitute a fire hazard.
Ensure that all combustible waste is removed from areas where waste is placed for disposal.
Ensure that staff and contractors working in the building are aware of the Emergency and Fire
Safety Plan.
Ensure that the Property Manager and all the senior staff have a working knowledge of the fire
alarm system and how it is reset.
Appoint and organize designated staff to carry out Fire Safety Duties.
Ensure that all staff are trained to use the fire extinguishers.
Ensure that all staff and tenants are aware of the exits available.

3.3 Responsibilities of Designated Assistants During an Emergency Situation

Ensure that the fire alarm has been activated.

Notify the fire department and inform them of the emergency conditions.
Supervise the evacuation of the occupants.
Upon arrival of the fire fighters, inform the Fire Official regarding conditions in the building
and coordinate the efforts of the staff with those of the fire department.
Provide access and vital information to fire fighters (such as master keys to suites).
Ensure that the fire alarm system is not silenced until the fire department has responded and
the fire department has determined that the building is safe.

3.4 Instruction of Supervisory Staff and Tenants

3.4.1 The Property Manager will provide instructions regarding:

In Case of Fire procedures

Fire Drills
Control of Fire Hazards
Alternative Fire Safety Measures for Occupants Safety
Establishment and Implementation of the Fire Safety Plan
Buildings Fire Safety Features
Maintenance and Operations of the Buildings Fire Safety Features

3.4.2 Buildings Fire Safety Features

Fire Alarm System
The purpose of the fire alarm system is to alert all staff and tenants that a fire emergency exists.
The alarm is connected to the fire station at ___________________________. Once the alarm
is sounded, management will put into practice the emergency plan. This plan requires the total
evacuation of the building!
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The type of alarm system installed at _________________________ is activated by {manual alarm

pull stations, smoke detectors, or heat detectors}. In case of a power failure {the 110-volt smoke
detectors are backed up with batteries on each floor}.
Operating instructions will include the operation of the detection devices, description of how the
signals are sounded, and description of how the lamp identifying the initiating zone is illuminated.
The staff will be taught how to reset the system and extinguish the alarm indicators by {depressing
the reset button for two seconds}.
Fire Alarm System Inspections and Maintenance
The Superintendent will check the Central Alarm and Control Facility, the AC Power Lamp and
the Trouble Light every day.
The staff will be taught that the removal of plugs and modules while line or standby power is
connected may cause damage, and that polarity reversal of battery connections will damage the
batteries.
Once a month, the Superintendent will test the system, check fire alarm components and check
standby power batteries.
If the system indicates that there is a problem, the staff will be taught to verify that the AC power
is on and that the operational switches are in normal positions. If this is the case, they will be
taught to depress the "trouble silence" button momentarily to silence the trouble tone and to call
for service.
Emergency Exits
The Evacuation Plan shows the locations of all exits and will be used to teach staff and tenants
the location of the closest exit. Everyone will be taught to lead others to the closest exit.
Fire Department Access
The Fire Code stipulates that the fire department access routes, fire hydrants, and fire department
hose connections will be kept clear of parked vehicles, excessive vegetation, snow and other
obstructions at all times. These routes and exterior fire fighting aids are all suitably identified. Staff
will ensure that the driveways designated as fire routes are kept clear for fire department access.
Management will be given the authority to tag or remove, at the owners expense, all vehicles
blocking fire routes.

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Portable Extinguishers
_____________________________has ____ (number of units) ____ (capacity) dry chemical
multi-purpose ABC extinguishers strategically located in the building.
Staff must be taught that portable extinguishers are intended as a first aid measure to cope with
small fires.They must follow the step-by-step user instructions which are clearly shown on the
extinguisher label.
The staff will be taught that fires are classified as:
Class A - includes paper, wood, cloth, excelsior, rubbish, etc.
Class B - includes the burning of liquids, gasoline, oils, paints, cooking fats, etc.
Class C - includes fires in live electrical equipment such as motors, switch gear, appliances, etc.
An ABC dry chemical multi-purpose extinguisher can be used on all three. Its stream reaches
10 to 15 feet. Its pressure source is either a pressure cartridge or internal pressurization of the
cylinder. Extinguishers must be recharged after use, and kept fully charged at all times.
Extinguisher Inspections and Maintenance
The fire extinguishers will be visually inspected once per month, and defects will be repaired.
Extinguisher shells, cartridges or cylinders showing leakage or permanent distortion in excess of
specified limits, or which rupture, will be removed from service and replaced. The extinguishers
will be maintained every six months by weighing the CO2, or by visually checking the pressure
gauge, and will be hydrostatically tested every 12 months. Retests will be conducted at the original
test pressure as stated on the nameplate.
Equipment Tags will be securely attached to each extinguisher indicating dates, description of
maintenance work or recharge, hydrostatic tests, the name of the servicing contractor, and the name
of the person who did the testing.
Emergency Lighting and Means of Egress
Emergency lighting ensures that exits, corridors and principal exit routes are illuminated in the
event of a power loss. Management will ensure that the power for this lighting is always operable.
Management will maintain exit signs to ensure they are clear and legible, and inspect them to
ensure that they are illuminated and in good repair.
Management will ensure that corridors are free of obstructions. On an annual basis, management
will inspect ducts, dampers, chimneys, disconnect switches, and electrical/mechanical systems to
ensure they are not a fire hazard.

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4.0 Fire Drills

Purpose, Frequency and Procedure
The purpose of a fire drill is to ensure that the staff and residents are totally familiar with the
Emergency Evacuation Procedures, resulting in an orderly evacuation with efficient use of the
exits. Fire drills will be held annually. As fire drills are conducted by the building staff, tenants
will be advised that the fire department does not have to be notified.
Following each fire drill, all people that have been delegated supervisory responsibility will attend
a debriefing to report on their actions and the reactions of tenants and the management staff to
the drill.
Designated assistants will proceed to the stations assigned to them. At the advised time the
predetermined pull station will be activated. Staff will be instructed to report any difficulty
in hearing the alarm.
When the drill is completed the alarm will be reset and the "All Clear" announced.
The Superintendent and his designated assistants will then meet to present their reports and discuss
deficiencies with the drill.

5.0 Control of Fire Hazards in the Building

5.1 Combustible Materials
To reduce the probability of a fire, ___________________________ will practice a high standard
of housekeeping and building maintenance.
To avoid fire hazards in the building, occupants and staff will be advised to:

Keep storage areas clean and tidy. Never store flammable liquids or materials in those areas.
Never use candles or matches in a dark storage area.
Discourage smoking, especially careless smoking. Use large safety ashtrays and only dispose
of ashes once they are cold.
Throw out trash as it is fuel for a fire.
Avoid unsafe cooking practices. Never go out and leave cooking food on or in the stove.
Always make sure that the stove is off when not being used. Do not overheat cooking oils.
Familiarize yourself with the building exits, the location of fire alarm pull stations, fire
extinguishers and smoke detectors.

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5.2 Electrical Equipment and Wiring

As defective wiring and appliances rank as one of the major causes of fire each year, the following
problems will be eliminated: ________________________________________.
5.2.1 Main Electrical Distribution Panel

Will have a protective cover.

Will not be over-fused.
Will not bypass the fuses with metal jumpers, pennies, or other means.

5.2.2 Extension Cords

Will not be spliced.

Will not be placed under rugs.
Will not be fastened to walls.
Will not be used if damaged or deteriorated.
Will not be used as permanent wiring.
Will not be octopus wired.

5.2.3 Permanent Wiring

All junction boxes will have protective cover plates.

Will not be improperly spliced or joined.

5.2.4 Appliances and Electrical Equipment

Heaters or lamps will not be placed too close to combustibles.

Appliances or equipment lacking an inspection label will not be installed.
Will not use a spliced appliance cord.

6.0 Maintenance Procedures for the Fire Protection System

6.1 "Look/Listen/Touch" Inspections
The maintenance procedure for the fire protection system installed at ____________________
revolves around a daily "Look/Listen/Touch" inspection. This ensures that conditions leading
to breakdown or deterioration would be uncovered and corrected before it failed.
____________________________ uses a Daily Operating log to record the results of the
inspection. These logs are available for inspection by the fire department.

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____________________________ uses contractors to do the tests on all the electrical/mechanical

and fire protection systems. The contractor will provide management with a record of all tests and
corrective measures, and these will be kept available for the fire prevention officers when they
conduct their inspections.

6.2 Maintenance of Building Facilities

Portable Fire Extinguishers
The portable ABC fire extinguishers are visually checked each month to give reasonable assurance that:
1. They have not been activatedwire seals are intact.
2. Hose and horn are free of obstruction.
3. There is no physical damage or deterioration.
Fire Alarm System

The fire alarm AC power lamp and trouble light will be checked daily.
The central alarm and control facility will be checked daily.
All the fire alarm components including the standby power batteries will be checked monthly.
The fire alarm system will be tested monthly.
The complete fire alarm system will be tested annually by an approved contractor.

Emergency Power Systems

Staff will check that the standby batteries are tested to ensure that the power is available during
an emergency.

Service Equipment, Ducting, Chimneys

Ensure that any hoods, filters and ducts that are subject to accumulation of combustible
deposits are cleaned as necessary.
A mechanical contractor will inspect annually all fire dampers and fire stop flaps to ensure that
they will close properly during an emergency.
A mechanical contractor will annually inspect chimneys, flues and flue pipes, and clean as
necessary.
A mechanical contractor will annually inspect the disconnect switches for the ______ HVAC
units.
A mechanical contractor will annually inspect the controls for the __________ air handlers.

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Fire Department Access

The Superintenent will ensure that fire paths are kept clear.

6.3 Fire Extinguishment, Control or Confinement

In the event of a small fire, the staff would try to extinguish it with a fire extinguisher, unless smoke
presents a hazard to this operation. If the fire cannot be put out with an extinguisher, the staff has
been instructed to:
1.
2.
3.
4.

Close all doors to the area to confine, and contain the fire.
Leave the fire area.
Notify the fire department.
Guide the fire department to the problem.

7.0 Alternate Measures for Occupants Safety

In the event of any shutdown of fire protector equipment and systems or parts thereof, the fire
department will be notified. The staff and occupants will be informed of the problem and the
alternate provisions or actions that will be taken in case of an emergency. The fire department, staff
and occupants of _________________ will be notified when the problem has been corrected.

8.0 Distribution of Records and Diagrams

A copy of the ___________________________ Emergency and Fire Safety Plan will be kept in
{building management office} and will become part of the Operation and Energy Management
Plan prepared for the use of building management and staff.
Records of all log entries will be kept in a separate binder, in {the building management office}.
Floor plans and drawings described herein will become part of this emergency and fire safety plan.
Equipment schematics of the fire alarm panel, fire alarm annunciator panel, the emergency power
source, and the electrical room will also be attached to this plan. These floor plans and schematics
will therefore become part of the Operation and Energy Management Plan.

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APPENDIX D

template for tenant

information package

Your Tenancy Agreement

This an important two-way document which explains your rights and obligations as a resident, and
our rights and obligations as the owners and managers of your building. It is a good idea to know
and understand all of the provisions herein.

Your Superintendent
The Superintendent is our official representative in your building, and it is the Superintendents job
to see that our responsibilities are fully carried out. If you have any question or problem not covered
in this information package, you should contact the Superintendent or our Management Office.
Attached to this package, you will find a copy of a Maintenance Request Form. Unless you have an
emergency please write your question or problem on this form, and remember to sign the Consent
to Entry portion of the form should we need to get into your apartment to fix the problem. It will
be very helpful if you can supply as much information as possible about what you believe is the
problem. Slip the document through the mail slot in the Superintendent's office door, or send it to
our Management Office.

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2.0 Telephone Numbers

A list of emergency and useful telephone numbers follows. It may be a good idea to preprogram
the emergency numbers into your telephone or to keep this list near the telephone.
Emergency

Telephone Number

Ambulance
Ambulance - Direct Line
Fire Department
Police Department: Division # _____
Hospital (

Medical Centre (

Family Doctor (

Distress Centre
Poison Control
Gatehouse
Residential Management
Weekend Emergency
Superintendent
Alternate Superintendent
Notify in Case of Emergency (

Where applicable, call Gatehouse/Superintendent when an ambulance or the police has been called
in order to ensure an elevator will be ready for their use upon arrival.

Other

Telephone Number

Bell Canada (Business Office)

Cable TV
Postal Station
Transit Station

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Taxi Company (

Closest Library (

3.0 Important Information About the Building

Here is some further information designed to help you get acquainted with the community.
Major Intersection
Neighbourhood Shopping
Regional Shopping Centre
Public Transportation
Highway Access
Local Schools:

Local Places of Worship:

Local Parks / Recreation:

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4.0 Supplementary Information

Moving Hours

Laundry Facilities

Parking

House Insurance

Pets

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Window Drapes

Use of Common Areas

Proper Attire

Garbage Disposal

Recycling

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Use of Balconies

Disturbances

Cable TV

Bicycle Storage

Elevator Systems

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5.0 Suite Care

Electrical Systems

Maintenance Requirements

Maintenance Emergencies

Operation of Heating / Cooling Equipment

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Appliances
Before reporting an electrical appliance service problem, ensure that the cord is firmly plugged into
the wall outlet, or that the fuse is not blown.
If it is a stove problem, ensure that the clock is set to the "manual" position. If it is a plug-in type
of stove element, ensure that the element is firmly inserted.
If it is a dishwasher problem, make sure it is turned to the ON position, the washer door is
firmly closed, and the water supply valve is turned on.
Enamel surfaces such as those found on appliances seem tough, but they should be cleaned with
care. Smooth cloths and liquid detergents are best for appliance surfaces. Stove spills should be
cleaned up quickly to avoid hardening. The best advice for ovens is to regularly use a good oven
cleaner. Be careful of the temperature-sensing unit or you could make it give a false reading. Steel
wool scouring pads are fine for stove elements, but they'll damage enamel surfaces, as will abrasive
cleansers or sharp instruments.
The refrigerator freezer should be defrosted when frost is 5 mm thick, or whenever it interferes
with storage capacity or with the door closing.
1. Turn temperature control to the "OFF" position.
2. Leave the door open.
3. After about half an hour, large pieces of ice will loosen and should be removed.
A pan of warm water in the freezer compartment will speed up the process. Using a boiling kettle
or chipping the ice with a sharp instrument can easily result in a costly repair bill!
Balconies
Small children should always be accompanied by an adult on balconies. Many residents furnish
their balconies as if they were an extra room. However, for everyones safety and comfort, outdoor
cooking cannot be allowed. When washing your balcony, we recommend consideration for those
below you. Please do not put carpets down on the balcony as this will damage the concrete. Do not
feed birds or allow pets to defecate on the balcony. This is a health hazard to you and your
neighbours.
Taking Care of Your Floors
Use polishing-type paste waxes to protect wood floors and keep them attractive. Floor tile liquid
waxes which contain water will damage them. For regular maintenance "cleaning" waxes are
preferable. For heavy cleaning use a brand-name wood floor stripper. Wipe up spills on floor area
as soon as possible. Furniture leg rests can save a lot of scuffing. Use special care when shifting
furniturerefinishing floors is very expensive!
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Self-polishing waxes are best for vinyl tiles, but wax build-up should be removed periodically with a
good vinyl tile wax remover. To avoid wax build-up, only apply fresh wax to the traffic areas. Your
Superintendent can advise you about the removal of rubber marks or stubborn stains. If you notice
the wood or vinyl tiles lifting, notify your Management Office or your Superintendent.
Taking Care of Your Counter Tops
Like enamel surfaces, laminated counter tops need to be carefully maintained. Most liquids will not
harm counter tops, but bleaches left on them will.
Hot pans, electric appliances, cigarettes, sharp instruments and abrasive cleansers can cause damage
that would necessitate the removal and replacement of the counter. This is very expensive!
To avoid this problem always use cutting and insulating boards on your counters.
Cleaning Your Cabinets
Natural wood finishes need to be cleaned and polished with the same care given to quality wood
furniture. Enamel finishes require non-abrasive household cleaners. Laminated plastic finishes can
be cleaned with a soapy cloth.
Keeping Your Walls Clean
Your walls are washable, but marks from ballpoint pens, crayons and felt pens are almost impossible
to wash off. Its a good idea to keep furniture away from walls to avoid marking them. Your
Superintendent will be able to advise you about the best type of hangers to use for pictures or other
wall hanging objects.
Window Drafts
Cold drafts often occur near windows during the winter. This can be caused by air cooling on the
window which causes it to fall and form a draft in the vicinity of the window. This is to be expected
and is difficult to resolve. Avoid placing chairs, bed and couches in the vicinity of windows.
In apartment buildings, condensation (water and ice) problems on the inside of the windows are
caused by conditions in the suite. Normal activities such as washing, bathing, cookingand even
breathing are largely responsible for the appearance of water on the windows. Plants can also be a
major source of moisture. The following are suggestions that can help overcome condensation
problems.
1. Ensure that you use the exhaust fans in the kitchen and bathroom when cooking and bathing.
A piece of tissue will stay firm against the grill of the exhaust if they are in good working order.
If you cannot detect airflow, complete a Maintenance Request form to have the problem investigated.

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2.
3.
4.
5.
6.

Do not use humidifiers or vaporizers continuously.

Keep the apartment at the proper temperature (19C to 22C).
Keep curtains and blinds open.
Do not keep bedroom and bathroom doors closedallow air to circulate in your apartment.
Try to limit the production of water vapour by shortening showering and bathing times, reduce
the amount of stovetop boiling, and keep pots covered when cooking.
7. Do not hang wet clothes in the apartment.
8. Do not install and use portable clothes dryers.
If windows are difficult to open, a silicone spray lubricant (not petroleum-based products) will fix
sticking aluminum windows. For sticky wooden windows, rub a candle in the track. If your sliding
patio doors will not slide, check the track for foreign objects. If this is not the problem, it could be
that the wheels that ride on the track are brokendrop a Maintenance Request at the Management
Office or give it to the Superintendent.
For the safety of small children, furniture and large objects that could facilitate climbing should be
removed from beneath windows and on balconies. Windows are installed with a device that will not
allow them to open more than 10 cm (4 inches).
If condensation is still a problem, or the windows are not operating as indicated above, fill out a
Maintenance Request form and forward it to the Management Office or Superintendent.
Plumbing Information
If you notice a leaking pipe, dripping faucet or running toilet, notify the Management Office or
Superintendent immediately.
Remember, your toilet fixtures were not designed to handle disposable diapers, sanitary napkins or
other items that could cause a stoppage and backup.

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6.0 Fire Safety Information

Fire safety is everyones concern. For increased safety, it is necessary to look at the major causes
of apartment (condominium) fires. Studies have shown that smoking is the cause in approximately
25 per cent of all fires, while cooking equipment and appliance wiring are responsible for about
10 per cent each. Therefore, approximately 50 per cent of all apartment fires can be avoided with
proper care.
Also, over 50 per cent of all fires are initially spread by igniting bedding, clothing, furniture or
upholstery. It is therefore wise to check the fire retarding abilities of different materials before
purchasing, especially in blankets and clothing for children.
Only non-combustible artificial Christmas trees with CSA-approved lights are permitted in the
building.
Fuses should be replaced with the proper sized replacement fuses. If a certain fuse is blowing on
a consistent basis, notify the Superintendent instead of installing a fuse with a higher amperage
rating. (for example, never replace a 15A fuse with a 20A fuse)
The Superintendent must be informed of any handicapped persons that would require assistance
in the event of a fire.

Procedures to Follow in Case of Fire:

If You Discover a Fire:

Leave the area of the fire, closing all doors behind you.
Activate the alarm at the nearest pull station.
Telephone the fire department. Never assume that this has already been done.
Use stairwells to exit the apartment building.
If the corridor is filled with smoke it may be advisable to stay in your apartment. Put wet
towels along the base of the entry door to prevent smoke from getting in. Call the fire
department to let them know where you are.
If you see smoke in the stairwell, try another exit way. Do not risk trying to get through
smoke-filled corridors and stairwells if you are not immediately threatened by fire.
Do not use the elevators until the alarm has been turned off and the fire officials have
deemed it safe to do so.

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If You Hear the Fire Alarm:

Feel for heat around the door of the suite. If the door is hot, remain in the suite.
If there is no smoke or fire in the corridor, exit by the nearest stairwell. Stay calm,
and do not run down the stairwell.
If there is smoke or fire in the stairwell, try another stairwell, or return to your suite.
If you encounter smoke, stay low, and breath from as close to the floor as possible.
Close all windows and doors behind you.

If You Must Stay in Your Suite:

Close the door, but keep it unlocked.

Phone the fire department and tell them where you are located in the building.
Seal cracks with damp towels where smoke may enter your suite (such as under the door).
If the room is smoky, remain low.
Move to the balcony or any room with a window if smoke or fire gets into your suite.
If you are on the balcony, close the balcony doors. If you are in a room, seal off the room
using wet towels and open the window slightly for air. If smoke comes in the window, close it.
Stay calm and wait for instructions or rescue.

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7.0 Building Security

The following guidelines should be followed to maintain building security:
1. Never let people follow you into the building if they did not use a key to enter. This
includes delivery people. All visitors should be buzzed in by the person they are visiting.
2. Never buzz in anyone you are unsure of.
3. Immediately report anything suspicious to a security guard or to the Superintendent (or other
on-site staff ).
4. Pick up your mail from your mailbox on a regular basis.
5. Notify the Superintendent and cancel all newspaper subscriptions whenever you are planning
to be away for an extended period of time.
6. Immediately report doors that are left open or not working properly to a security guard or to
the Superintendent (or other on-site staff ).
7. Do not allow people to slip into the building as you enter. This applies to the parking garage
as well. Do not be afraid to ask people their business in the building. Report any suspicious
persons who do not have a good reason for being in the buildings.

13 of 13

APPENDIX E

sample tenant
information package

1.0 Introduction
Welcome to your new home. This information package is designed to help you become acquainted
with the building, and what it has to offer. If you have any question after reading this package,
please feel free to contact the Superintendent.
Your Tenancy Agreement
This an important document which explains your rights and obligations as a resident, and our
rights and obligations as the owners and managers of your building. It is a good idea to know and
understand all of the provisions herein.
Your Superintendent
The Superintendent is our official representative in your building, and it is the Superintendents job
to see that our responsibilities are fully carried out. If you have any question or problem not covered
in this information package, you should contact the Superintendent or our Management Office.
Attached to this package, you will find a copy of a Maintenance Request Form. Unless you have an
emergency please write your question or problem on this form, and remember to sign the Consent
to Entry portion of the form should we need to get into your apartment to fix the problem. It will
be very helpful if you can supply as much information as possible about what you believe is the
problem. Slip the document through the mail slot in the Superintendent's office door, or send it to
our Management Office.

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2.0 Telephone Numbers

A list of emergency and useful telephone numbers follows. It may be a good idea to preprogram the
emergency numbers into your telephone or to keep this list near the telephone.
Emergency

Telephone Number

Ambulance

911

Ambulance - Direct Line

459-3424

Fire Department

911

Police Department: Division # _____

Hospital (Peel Memorial)

451-1710

Medical Centre (Finchgate Medical Center)

790-3166

Family Doctor

775-5698

Distress Centre

755-1254

Poison Control

791-6655

Gatehouse

792-9260

Residential Management

791-6161

Weekend Emergency

791-6161

Superintendent

792-7232

Alternate Superintendent

790-6022

Notify in Case of Emergency (

Where applicable, call Gatehouse/Superintendent when an ambulance or the police has been called
in order to ensure an elevator will be ready for their use upon arrival.

Other

2 of 12

Telephone Number

Bell Canada (Business Office)

599-3911

Cable TV

270-2424

Postal Station

793-2218

Transit Station

453-3466

Taxi Company (Aerofleet)

678-7077

Taxi Company (Air Cab)

741-1114

Brampton Public Library

791-4455

3.0 Important Information about the Building

Here is some further information to help you get acquainted with the community.
Major Intersection
Neighbourhood Shopping

Queen St. (Hwy 7) and Dixie

Bramalea City Centre - Across the street

Public Transportation
Highway Access

Brampton Transit Commission

2 Min. from Hwy 410

453-3466

Local Schools:
Hanover Public School
Chinguacousy Secondary School
George Vanier Separate School
Notre Dame Secondary School
Peel Board of Education
Dufferin-Peel RC Separate School
Board

215 Hanover Rd.

1370 Williams Parkway

793-4237
791-2400
792-2251
840-2802
890-1099x2107
890-1221

Local Places of Worship:

St. Andrews Presbyterian
St. Josephs Church
St. James Anglican
Bramalea Community Church Baptist
Calvary Pentecostal Assembly

1024 Queen St. E

500 Church St.
890 Church St.
2008 Queen St. E
127 Torbram Rd.

Local Parks / Recreation:

Chinguacousy Park and Trail

Queen and Central Park - 2 Ball Diamonds, Curling Rink,

8 Tennis Courts, 1 Track, 2 Soccer Fields, Petting Zoo, Ponds,
10 miles of continuous paved trail.

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4.0 Supplementary Information

Moving Hours
So others will not be inconvenienced by elevators being tied up, your Manager or Superintendent
can help you pick an appropriate time for your move. Aside from reserving the elevator for your
move, padding will be provided to protect the elevator cab and your furniture.
Laundry Facilities
The key to maintaining generally used areas such as the laundry room is to leave these areas the
way you would like to find them. This means wiping up any spilled detergents and removing your
laundry from the machine when it is finished so that the next user will not have to wait or remove
it for you.
Your service key will let you into the laundry room, and you will find instructions posted describing
how to properly use the equipment. Use the laundry equipment as if it were your own. Remember
that breakdowns from overloading inconvenience everyone.
Parking
Please park your car in the space allotted to you. It is wise to leave nothing visible inside your car,
and always lock it. If your space is in the underground parking, make sure that all the garage
entrance doors are closed and lockedthey are there for your protection.
When visitors arrive, be sure that they are parked in the visitor's parking area. It just takes one
wrongly parked car to cause a chain reaction of problems for other residents, and a wrongly parked
car in driveways could obstruct the arrival of an ambulance or fire truck during an emergency. If
your guests are visiting overnight, be sure to get a temporary parking card. This card will allow your
guest to park in an area designated for overnight guests during their stay.
House Insurance
As your furniture and personal belongings are not covered by our insurance policies, you should
have your own insurance for those things. Check with your insurance agent to ensure that you have
coverage for: burglary, water damage, smoke or water damage from firemen's equipment, damage to
other premises from a fire in your unit, or accidental injury to a visitor. Be sure that you understand
the claim procedure, and what you could expect to receive as a settlement. You will sleep better
knowing that you are properly covered.

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Pets
For everyone's convenience and comfort, pets are not allowed in this building.
Window Drapes
The drapes on your windows must be white or off-white to ensure a uniform exterior appearance to
the building. No other colours are permitted.
Use of Common Areas
Swimming pools, saunas and other recreational areas are amenities provided for the enjoyment of
the residents. Please follow the simple safety and sanitary rules that are posted for the protection of
all users.
Proper Attire
Residents and guests are requested to wear proper attire in common areas within the complex.
Please wear a suitable robe or regular street clothes, track suit, etc. No bare feet are allowed, except
in the pool and sauna area.
Garbage Disposal
To avoid spills in the corridor, wrap your trash securely and dispose of it down the trash chute on
your floor. Large items, cardboard boxes, bottles, aerosol cans and anything that could start a fire or
block the chute should not be placed in the chute. If instructions for handling these items are not
posted on the chute, ask your Manager or Superintendent for directions.
Recycling
Many items cannot be disposed of in the general garbage. Clearly labeled recycling bins are provided
for cardboard, glass, cans and plastics. Please put only the proper materials in each binthe recycling
system will only work if everyone observes the guidelines.
Use of Balconies
Small children should always be accompanied by an adult on balconies. Many residents furnish
their balconies as if they were an extra room. However, for everyones safety and comfort, outdoor
cooking cannot be allowed. When washing your balcony, we recommend consideration for those
below you. Please do not put carpets down on the balcony as this will damage the concrete. Please
do not feed birds or allow pets to defecate on the balcony. This is a health hazard to you and your
neighbours.

5 of 12

Disturbances
Enjoy your stereo and television, and by all means entertain your friends. But please remember that
regardless of where you live, it is only reasonable to be thoughtful of your neighborsas you would
like them to be considerate of you.
Cable TV
Rogers Cable TV is the local supplier of cable services. Arrangements must be made between
Rogers and yourself for cable hookup in your suite. They will bill you directly.
Bicycle Storage
Bicycles must be kept chained in the rack provided in the underground parking garage. Be sure to
record related information about your bicycle with your insurance company to ensure coverage.
Elevator Systems
Elevators are equipped with several safety features:

Brakes: a safety clamp to stop the descent of the car if it exceeds a designated speed.
Governor: regulates the speed of the elevator and cuts off the power when the speed becomes
excessive.
Door Interlocking Device: prevents each hoistway door from being opened from the corridor
side, unless the car is at that particular landing. As well, there is an electrical device related to
the controls so that the car cannot run unless every door is closed.
Safety Shoe: or moveable leading edge to the car door, which activates the stopping and reversal
of the car door whenever it comes in contact with a passenger or obstacle.
Emergency Stop Switch: mounted on the car operating panel to actuate an emergency stop and
prevent motion of the car in either direction.
Final Limit Switches: actuate an emergency stop if the car overruns the terminal landing by
a designated distance.

Should an elevator malfunction and you are trapped inside, remember that you are still safe. However
there are some things that you can do to help. Check the emergency stop switchit may have been
hit accidentally. Try the door open buttonif you are at a floor, this will open the door if the
automatic system has failed. If there is a telephone, follow the instructions. Press the alarm button
every minute or so until someone hears you. Relax until help arrives!

6 of 12

5.0 Suite Care

Electrical Systems
The wiring in your building meets Ontario Hydro safety standards and is adequate for normal
appliances. Remember, however, that overloading a circuit will result in tripped circuit breakers.
Before resetting a breaker make sure that the cause has been corrected. To reset, push the breaker
all the way "off" and then "on."
If all power within your suite should fail, check if your neighbors still have power. If your neighbors
are also without power, you can call your Superintendent, the Management Office, or the local
power company for information or assistance.
Maintenance Requirements
On occasion, some maintenance work may be required within your suite. Please fill out one of
the Maintenance Request Forms that accompany this document, and forward the form to the
Superintendent.
Maintenance Emergencies
Maintenance Emergencies are those instances that involve fire, floods, loss of heat, complete power
failure or broken suite locks. If one of these occurs, phone the appropriate number listed in Section
2.0 Telephone Numbers.
Operation of Heating / Cooling Equipment
The building is constructed with pads that keep your suite entrance slightly separated from the
door frame. This allows the fresh air supplied to the corridors to pass into your suite and out the
exhaust system. Although it appears that there is a draft from the corridor, do not weather-strip
the suite entrance door! If you notice any leaking heating pipes or valves, report the situation
immediately to the Superintendent. To avoid serious problems, please do not try to adjust or
tamper with the fan coil unit in your apartment.
For the efficient operation of the exhaust fans in your kitchen, bathroom or through the wall, clean
the grill with a damp sudsy cloth on a regular basis. The stove vent fan filter could become a fire
hazard if it is not cleaned regularly. It should be washed in soapy water, rinsed and drip dried.
Forced air vents and heating units cannot operate properly if they're covered by your drapes or rugs.
Keep the air vents and heating units clear to allow air to circulate through them. Lamps or appliances
placed too close to thermostats will create false readings. So will doors or windows left open for too
long. In winter, windows left open could cause radiators and pipes to freeze, burst and flood your
apartment and others below. The resulting damages would result in a substantial expense to you.

7 of 12

Appliances
Before reporting an electrical appliance service problem, ensure that the cord is firmly plugged into
the wall outlet, or that a circuit breaker in the electrical panel is not tripped.
If it is a stove problem ensure that the clock is set to the "manual" position. If it is a plug-in type of
stove element, ensure that the element is firmly inserted.
If it is a dishwasher problem, make sure it is turned to the ON position, the washer door is
firmly closed, and the water supply valve is turned on.
Enamel surfaces such as those found on appliances seem tough, but they should be cleaned with
care. Smooth cloths and liquid detergents are best for appliance surfaces. Stove spills should be
cleaned up quickly to avoid hardening. The best advice for ovens is to regularly use a good oven
cleaner. Be careful of the temperature-sensing unit or you could make it give a false reading. Steel
wool scouring pads are fine for stove elements, but they'll damage enamel surfaces, as will abrasive
cleansers or sharp instruments.
The refrigerator freezer should be defrosted when frost is 5 mm (1/4") thick, or whenever it
interferes with storage capacity or with the door closing.
1. Turn temperature control to the "OFF" position.
2. Leave the door open.
3. After about half an hour, large pieces of ice will loosen and should be removed.
A pan of warm water in the freezer compartment will speed up the process. Using a boiling kettle
or chipping the ice with a sharp instrument can easily result in a costly repair bill!
Balconies
Small children should always be accompanied by an adult on balconies. Many residents furnish
their balconies as if they were an extra room. However, for everyones safety and comfort, outdoor
cooking cannot be allowed. When washing your balcony, we recommend consideration for those
below you. Please do not put carpets down on the balcony as this will damage the concrete. Do
not feed birds or allow pets to defecate on the balcony. This is a health hazard to you and your
neighbours.
Taking Care of Your Floors
Use polishing-type paste waxes to protect wood floors and keep them attractive. Floor tile liquid
waxes which contain water will damage them. For regular maintenance "cleaning" waxes are
preferable. For heavy cleaning use a brand-name wood floor stripper. Wipe up spills on any floor
area as soon as possible. Furniture leg rests can save a lot of scuffing. Use special care when shifting
furniturerefinishing floors is very expensive!
8 of 12

Self-polishing waxes are best for vinyl tiles, but wax build-up should be removed periodically with a
good vinyl tile wax remover. To avoid wax build-up, only apply fresh wax to the traffic areas. Your
Superintendent can advise you about the removal of rubber marks or stubborn stains. If you notice
the wood or vinyl tiles lifting, notify your Management Office or your Superintendent.
Taking Care of Your Counter Tops
Like enamel surfaces, laminated counter tops need to be carefully maintained. Most liquids will not
harm counter tops, but bleaches left on them will.
Hot pans, electric appliances, cigarettes, sharp instruments and abrasive cleansers can cause damage
that would necessitate the removal and replacement of the counter. This is very expensive! To avoid
this problem always use cutting and insulating boards on your counters.
Cleaning Your Cabinets
Natural wood finishes need to be cleaned and polished with the same care given to quality wood
furniture. Enamel finishes require non-abrasive household cleaners. Laminated plastic finishes can
be cleaned with a soapy cloth.
Keeping Your Walls Clean
Your walls are washable, but marks from ball-point pens, crayons and felt pens are almost
impossible to wash off. Its a good idea to keep furniture away from walls to avoid marking
them. Your Superintendent will be able to advise you about the best type of hangers to use for
pictures or other wall hanging objects.
Window Drafts
Cold drafts often occur near windows during the winter. This can be caused by air cooling on the
window which causes it to fall and form a draft in the vicinity of the window. This is to be
expected and is difficult to resolve. Avoid placing chairs, bed couches in the vicinity of windows.
In apartment buildings, condensation (water and ice) problems on the inside of the windows are
caused by conditions in the suite. Normal activities such as washing, bathing, cookingand even
breathing are largely responsible for the appearance of water on the windows. Plants can also be a
major source of moisture. The following are suggestions that can help overcome condensation
problems.

9 of 12

1. Ensure that you use the exhaust fans in the kitchen and bathroom when cooking and bathing.
A piece of tissue will stay firm against the grill of the exhaust if they are in good working order.
If you cannot detect airflow, complete a Maintenance Request form to have the problem
investigated.
2. Do not use humidifiers or vaporizers continuously.
3. Keep the apartment at the proper temperature (19C to 22C).
4. Keep curtains and blinds open.
5. Do not keep bedroom and bathroom doors closedallow air to circulate in your apartment.
6. Try to limit the production of water vapour by shortening showering and bathing times, reduce
the amount of stovetop boiling, and keep pots covered when cooking.
7. Do not hang wet clothes in the apartment.
8. Do not install and use portable clothes dryers.
If windows are difficult to open, a silicone spray lubricant (not petroleum-based products) will fix
sticking aluminum windows. For sticky wooden windows, rub a candle in the track. If your sliding
patio doors will not slide, check the track for foreign objects. If this is not the problem, it could be
that the wheels that ride on the track are brokendrop a Maintenance Request at the Management
Office or give it to the Superintendent.
For the safety of small children, furniture and large objects that could facilitate climbing should be
removed from beneath windows and on balconies. Windows are installed with a device that will not
allow them to open more than 10 cm (4 inches).
If condensation is still a problem, or the windows are not operating as indicated above, fill out
a Maintenance Request form and forward it to the Management Office or Superintendent.
Plumbing Information
If you notice a leaking pipe, dripping faucet or running toilet, notify the Management Office
or Superintendent immediately.
Remember, your toilet fixtures were not designed to handle disposable diapers, sanitary napkins
or other items that could cause a stoppage and backup.

6.0 Fire Safety Information

Fire safety is everyones concern, as everyone is responsible for each others health and safety in this
matter. For increased safety, it is necessary to look at the major causes of apartment (condominium)
house fires. Studies have shown that smoking is the cause in approximately 25 per cent of all fires,
while cooking equipment and appliance wiring are responsible for about 10 per cent each. Therefore,
approximately 50 per cent of all apartment fires can be avoided with proper care.

10 of 12

Also, over 50 per cent all fires spread initially through bedding, clothing, furniture or upholstery.
It is therefore wise to check the fire retarding abilities of different materials before purchasing,
especially in blankets and clothing for children.
Only non-combustible artificial Christmas trees with CSA-approved lights are permitted in the
building.
Fuses should be replaced with the proper sized replacement fuses. If a certain fuse is blowing on a
consistent basis, notify the Superintendent instead of installing a fuse with a higher amperage
rating. (For example, never replace a 15A fuse with a 20A fuse)
The Superintendent must be informed of any handicapped persons that would require assistance in
the event of a fire.
Procedures to Follow in Case of Fire:
If You Discover a Fire:

Leave the area of the fire, closing all doors behind you.
Activate the alarm at the nearest pull station.
Telephone the fire department. Never assume that this has already been done.
Use stairwells to exit the apartment building.
If the corridor is filled with smoke it may be advisable to stay in your apartment. Put wet
towels along the base of the entry door to prevent smoke from getting in. Call the fire
department to let them know where you are.
If you see smoke in the stairwell, try another exit way. Do not risk trying to get through smoke
filled corridors and stairwells if you are not immediately threatened by fire.
Do not use the elevators until the alarm has been turned off and the fire officials have deemed
it safe to do so.

If You Hear the Fire Alarm:

Feel for heat around the door of the suite. If the door is hot, remain in the suite.
If there is no smoke or fire in the corridor, exit by the nearest stairwell. Stay calm, and do not
run down the stairwell.
If there is smoke or fire in the stairwell, try another stairwell, or return to your suite.
If you encounter smoke, stay low, and breath from as close to the floor as possible.
Close all windows and doors behind you.

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If You Must Stay in Your Suite:

Close the door, but keep it unlocked.
Phone the fire department and tell them where you are located in the building.
Seal cracks with damp towels where smoke may enter your suite, (such as under the door).
If room is smoky, remain low.
Move to the balcony or any room with a window if smoke or fire gets into your suite.
If you are on the balcony, close the balcony doors. If you are in a room, seal off the room using
wet towels and open the window slightly for air. If smoke is coming in the window, close it.
Stay calm and wait for instructions or rescue.

7.0 Building Security

The following guidelines should be followed to maintain building security:
1. Never let people follow you into the building if they did not use a key to enter. This includes
delivery people. All visitors should be buzzed in by the person they are visiting.
2. Never buzz in anyone you are not sure of.
3. Immediately report anything suspicious to a security guard or to the Superintendent (or other
on-site staff ).
4. Pick up your mail from your mailbox on a regular basis.
5. Notify the Superintendent and cancel all newspaper subscriptions whenever you are planning
to be away for an extended period of time.
6. Immediately report doors that are left open or not working properly to a security guard
or to the Superintendent (or other on-site staff ).
7. Do not allow people to slip into the building as you enter. This applies to the parking garage
as well. Do not be afraid to ask people their business in the building. Report any suspicious
persons who do not have a good reason for being in the buildings.

12 of 12

APPENDIX F

master operational
checklist

This generic list is provided for reference purposes. Most buildings will have fewer items than are
listed here. Delete the ones that do not apply. Some of the items under Work to be Completed
are self explanatory, while others require more detail. See the appropriate section in this Manual
as indicated in the first column of the checklist.

Master Operational Checklist

Building: __________________________________

Legend
PM = Property Manager

Building Operator: __________________________

S = Site Staff

Property Manager: __________________________

C = Contractor
X = Suggested Month

Operations Manual for

Maintenance &
Custodial Staff

Work to be Completed

M A

M J

O N D

Daily
1.6
2.5.2
2.5.4
2.5.5
2.5.6
2.5.8
n/a
8.10
8.11
5.7
6.9
6.9; 6.10
8.2.1
8.2.5
8.5.5

Daily Look / Listen / Touch Inspection (DLLT)

Clean Garbage Compactor Room
Clean Interior Glass
Clean Common Area Washrooms/Showers
Clean Sauna Room
Spot Cleaning in Common Areas and Hallways
Pick up Litter on Site
Check the Elevator Systems (DLLT)
Check the Overhead Garage Doors (DLLT)
Check all Electrical Motors (DLLT)
Check Fire Alarm Control Panel (DLLT)
Perform Checks on Fire Safety Systems (DLLT)
Monitor Heating Water Temperature (DLLT)
Check level of Cushion Tank (DLLT)
Clean Lint Screen from Laundry Exhaust

S
S/C
S/C
S/C
S/C
S/C
S/C
S
S
S
S
S
S
S
S

Multiple Times per Week

n/a
2.2
2.2
2.2.2
2.3
2.3
2.3
2.3
2.3
2.3.2
2.5
2.5
2.5.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5.4
n/a

Empty Trash Cans and Ash Trays (4X)

Sweep Floors of Lobby & Entrances (4 times)
Sweep Stairs and Landings (2X)
Mop Pool Deck (2X)
Vacuum & Spot Clean Elevator Carpets (4X)
Vacuum & Spot Clean Lounge Carpet (4X)
Vacuum Common Room Carpets (4X)
Spot Clean Common Room Carpets (4X)
Vacuum & Spot Clean Carpets in Corridors (4X)
Vacuum Walk-Off Mats (4X)
Wash Entrance Doors (4X)
Clean and Disinfect Intercom Panel (4X)
Dust Chrome Fixtures (4X)
Dust Lighting Lenses or Sconces (outside) (4X)
Wash Elevator Doors (outside) (2X)
Wash Elevator Doors (inside) (4X)
Clean and Disinfect Elevator Controls (4X)
Clean and Polish Elevator Mirrors (4X)
Clean Fitness Centre Equipment (2X)
Clean Lobby Glass (4X)
Perform Routine Maintenance on Pool (3X)

S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
C

1 of 5

Work to be Completed

M A

M J

O N D

Weekly
2.2
n/a
2.5
2.5
2.5
2.5.3
3.2.1
3.2.2
6.8.3
6.0

Sweep Floors in Mechanical / Electrical Rooms

Buff Floors
Polish Chrome Fixtures
Wash Elevator Walls
Dust all Common Room Ledges
Clean Garbage Chute
Mow Lawn
Water Lawn
Drain Drip Drums on Sprinkler System
Perform Weekly Check on Fire Safety System

S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S
S

Twice a Month
2.2.1;2.2.2
2.5

Mop Stairs and Landings

Wet Wash Handrails in Stairwells

Monthly
1
2
2
2.2
2.4
3
n/a
n/a
4
4.4
8.10
8.10
5.2
5.6
6.6
6.8.2;8.8.6
6.7
6.10
n/a
8
8.3.1
8.4.1
8.5.4

Review Daily Log Books

Spot Sweep Underground Parking
Shampoo Walk-Off Mats and Hang to Dry
Mop Floors in Mechanical / Electrical Rooms
Pest Control Service
Inspect Property
Lubricate Weed Trimmer
Inspect Lawn Mower
Check Underground Parking
Inspect Built Up Roof
Elevator Log Sheet Checked
Elevator Maintenance
Check all Lights and Ballasts
Test Ground Fault Interruptors
Check all Fire Extinguishers
Perform Maintenance on Air Compressors
Inspect Fire Hose Stations
Perform Monthly Check on Fire Safety System
Inspect Water Treatment System
Inspect Boilers for Leaks
Chiller Maintenance
Lubricate and Clean D/X Systems
Replace F/A Filters

PM
S/C
S/C
S/C
C
PM
S/C
C
S
S
PM
C
S
S
S
S
S
S/C
C
C
C
S/C
S

Six Times per Year

1
5.7; 8.5.3 8.7.4
6.1

Stock Order
Lubricate Motors, Pumps and Fans
Perform Checks on Fire Safety Systems

PM/S
C
C

X
X

Four Times per Year

2.3
8.11
6

Shampoo Carpets
Overhead Door Service
Fire Drills

C
C
PM/S

X
X

Three Times per Year

2
n/a

2 of 5

Power Sweep/Wash U/G

Clean Catch Basins of Debris and Ice

C
C/S

X
X

Work to be Completed
Semi-Annually
n/a
2
n/a
3
3.2.3
3.4
3.3.4
n/a
8.9
5.5
6.0
8.4
8.5.5
8.4

Staff Appraisals
Major Carpet Cleaning
Int. Catch Basin Cleaning
Powersweep Outside
Fertilize Lawn
Weed Spray (as required)
Prune Landscaping (Spring & Fall)
Inspect Doors and Windows
Compactor Maintenance
Emergency Generator Service/Report
Perform Checks on Fire Safety Systems
Inspect Coils, Ducts and Dampers
Service and Clean Clothes Driers
Fan Coil Maintenance

PM
C
C
C
C
C
C
S/C
C
C
C
C
S

M A

M J

O N D

X
X

X
X
X

X
X

X
X
X

Annually
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
3.2.3
3.2.3
3.3
2.5.1,2.5.3
n/a

Budget Preparation
Revise Annual Operational Check List
Revise Items on Monthly Planner
Revise Daily Look / Listen / Touch Form
Staff Holiday Schedule
Update Building Inventory
Order Salt/Calcium
Install Christmas Decorations
Remove Christmas Decorations
Insurance Renewal
Insurance Approval
Inspect Benches, Planters & Tree Guards
Perform Maintenance on Snow Blower
Inspect Exterior Painting
Inspect Signs/Fences
Clean Entrance Canopy
Install Nets, Insp. Tennis Courts/Playgrounds
Clean Garage Exhaust Pits
Exterior Window Cleaning
Inspect All Water Hoses
Parking Lot Line Painting
Add Topsoil
Turn Lawn Sprinkler System On
Turn Lawn Sprinkler System Off
Replace Winter Kill
Spring Cleanup
Fall Cleanup
Plant Flowers
Inspect Paving/Concrete
Spring Fertilization
Fall Fertilization
Prune Trees and Shrubs
Garbage Bin/Chute Cleaning
Ramp Inspection

PM
PM
PM
PM
PM
PM
PM
S
S
C
C
C
CO
PM
PM
S
S
C
C
C
C
C
C
C
C
C
C
C
PM
C
C
C
C
C

X
X
X
X
X
X
X
X
X

X
X
X
X
X

X
X
X
X
X
X
X
X
X
X

X
X
X

3 of 5

Work to be Completed

M A

M J

O N D

Annually
n/a
n/a
n/a
n/a
n/a
4.2
4.4
8.12
8.12
n/a
n/a
5
5
5
n/a
n/a
n/a
5.4.3
6
6
6.6
6
n/a
n/a
7.4
n/a
n/a
n/a
n/a
n/a
7.4.3
n/a
8
8
8
8
8
8
8
8.2.3
8.2.3
8.3.1
8.3.1
8.3.3
n/a

4 of 5

Ext. Catch Basin Cleaning

Inspect Roof Anchors
Inspect All Sidewalks
Inspect Retaining Walls
Inspect Stairs and Rails
Check Structural Integrity of Foundation
Have Roof Inspected
Turn On Ramp Heating System
Turn Off Ramp Heating System
Turn On Pipe Tracing Systems
Turn Off Pipe Tracing Systems
Tighten Over 200 Amp Connections
Service Video Equipment
Wash Light Fixtures
Turn On Power to Car Block Heaters
Turn Off Power to Car Block Heaters
Inspect Aluminum Electrical Distribution
Check In-Suite Aluminum Wiring
Vacuum Smoke Detectors
Fire Safety Equipment Inspection/Certificates
Have Fire Extinguishers Inspected
Perform Checks on Fire Safety Systems
Connect Pool Phone
Disconnect Pool Phone
Flush Horizontal/Vertical Drains
Sump Pits/Catch Basin Cleaning
Open Pool
Winterize Pool
Inspect Grout/Caulking-Showers/Hot Tubs
Drain All Exterior Hose Bibs
Power Wash Horizontal Drains
Service Backflow Preventors
Clean Hot Water Tanks
Clean Heat Exchangers
Clean Pump Strainers on all Pumps
Heating Changeover
Cooling Changeover
Have Laundry Venting Thoroughly Cleaned
Check Boiler Controls and Sensors
Clean All Boilers
Have Boilers Tested for Efficiency
Winterize Chiller
Perform Maintenance on Chiller
Perform Cooling Tower Maintenance
Inspect Fire Doors and Fire Dampers

C
C
C
C
S
S
C
C
C
S
S
C
C
S
S
C
C
S
C
C
C
PM
PM
C
C
C
C
PM
S
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C

X
X

X
X
X
X
X

X
X

X
X
X

X
X
X
X
X
X
X
X
X
X
X
X
X
X
X

X
X
X

X
X

Work to be Completed
Misc. (Frequency)
2
4.4
5.4.1
6.6
6.6
6.6
6.8
6.8
6.0
7.2.
7.4.

Clean Suite (Tenant Change)

Perform Thermal Scan of Roof ( 3 to 4 yrs)
Check Suite Electrical Outlets (Tenant Change)
Hydrostatically Test Extinguishers (5 yrs)
Empty & Test all Fire Ext. (6 yrs)
Hydrostatically Test Dry Chem. Ext. (12 yrs)
Test Dry Pipe System for Obstructions (15 yrs)
Hydrostatically Test Dry Pipe Standpipe (5 yrs)
Perform Checks on Fire Safety Systems (2 yrs)
Replace Faucet Washers (2 yrs)
Power Wash Vert. Kitchen Stacks (5 to 7 yrs)

M A

M J

O N D

S/C
C
S
C
C
C
C
C
C
S
C

5 of 5

APPENDIX G

schedule of budget times

required for various
cleaning tasks

This table provides an estimate of the time required to perform various cleaning and maintenance
tasks. Use this guide to estimate workloads for on-site staff.

Housekeeping Maintenance Hours Guide

Operations Manual for
Maintenance &
Custodial Staff

Daily
2.5.2
2.5.4
2.5.5

Task
Clean Garbage Compactor Room
Clean Interior Glass
Clean Common Area Washrooms/Showers
- per toilet
- per door, spot wash both sides
- mirrors
- sanitary napkin dispenser
- urinal
- wash basin and soap dispenser
- general cleaning

2.5.6
Clean Sauna Room
2.5.8
Spot Cleaning
Multiple Times per Week
2.2
Sweep Floors of Lobby & Entrances (4 times)
2.5
Wash Entrance Doors (4X)
2.5.4
Clean Lobby Glass (4X)
2.5
Clean and Disinfect Intercom System (4X)
2.3.2
Vacuum Walk-Off Mats (4X)
2.3
Vacuum & Spot Clean Carpets in Corridors (4X)
Empty Trash Cans and Ash Trays (4X)
2.5
Dust Chrome Fixtures (4X)
2.5
Dust Lighting Lenses or Sconces (outside) (4X)
2.5
Wash Elevator Doors (outside) (2X)
2.5
Wash Elevator Doors (inside) (4X)
2.3
Vacuum & Spot Clean Elevator Carpets (4X)
2.5
Clean and Disinfect Elevator Controls (4X)
2.5
Clean and Polish Elevator Mirrors (4X)
2.2.2
Mop Pool Deck (2X)
2.3
Vacuum & Spot Clean Lounge Carpet (4X)
2.3
Vacuum Common Room Carpets (4X)
2.3
Spot Clean Common Room Carpets (4X)
2.5
Clean Fitness Centre Equipment (2X)
2.2
Sweep Stairs and Landings (2X)
Weekly
n/a
Buff Floors
2.5
Polish Chrome Fixtures
2.5
Wash Elevator Walls
2.5
Dust all Common Room Ledges
2.2
Sweep Floors in Mechanical / Electrical Rooms
2.5.3
Clean Garbage Chute
Twice a Month
2.2.1;2.2.2 Mop Stairs and Landings
2.5
Wet Wash Handrails in Stairwells
Monthly
2
Shampoo Walk-Off Mats and Hang to Dry
2.2
Mop Floors in Mechanical / Electrical Rooms
2
Spot Sweep Underground Parking
Four Times per Year
2
Shampoo Carpets
Three Times per Year
2
Power Sweep/Wash U/G
Semi-Annually
2
Major Carpet Cleaning
2.5.1
Int. Catch Basin Cleaning
Annually
2
Inspect Benches, Planters & Tree Guards
2
Perform Maintenance on Snow Blower
Misc. (Frequency)
2
Clean Suite (Tenant Change)

By
S/C
S/C
S/C

Time Requirement

300 sq. ft. per hour

4 min
1 min
1 min
1/2 min
3 min
3 min
120 min per 1000 sq.ft.

S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C
S/C

30 min per 1000 sq.ft.

S/C
S/C
S/C
S/C
S/C
S/C

45 min per 1000 sq.ft.

2 min per fixture
30 min per elevator

60 min per 1000 sq.ft.

30 min per 1000 sq.ft.

10 min per floor
100 min per 1000 sq.ft. (includes rinse)
5 min per stairwell per floor

S/C
S/C
S/C

15 minutes per mat

100 min per 1000 sq.ft. (includes rinse)
30 min per 1000 sq.ft.

60 min per 1000 sq.ft.

15 to 50 min per 1000 sq.ft., depends on

machine used

C
C

60 min per 1000 sq.ft.

C
C
S/C

1 of 1

APPENDIX H

supplementary publications
and information resources

The Institute of Real Estate Management,

The Resident Manager: On-Site Management
Handbook for Apartments and Condominiums,
The Institute of Real Estate Management
Although somewhat dated, this book gives
excellent background as to the role of the
on-site Superintendent. It also provides an
extensive List of Forms that can be used in
the day-to-day operation of the building.
The Urban Land Institute and the Community
Associations Institute, Financial Management
of Condominium and Homeowners
Associations, The Urban Land Institute
An in-depth look at the budget process,
different accounting methods, different
financial procedures, and the preparation
of budgets and financial statements. Note
that much of what is recommended is
based on the US tax system.
Shear, Mel A., Property Management
Reinvented; How to Convert Maintenance
and Energy Expenses to Profits, Prentice-Hall
Inc.
An excellent book, outlining the most
cost effective methods of operating a
multi-residential apartment building
or condominium. It goes into great
detail about budgeting, human resource
management, contracting, energy
management, etc.
Shear, Mel A., Handbook of Building
Maintenance Management, Prentice-Hall Inc.
This book breaks out all of the building
components and systems into appropriate
services (housekeeping, groundskeeping,
electrical services, etc.), then goes into great
detail explaining each service. The book

is excellent at explaining the fundamentals

behind each service, and how different
components of the service should be
repaired or maintained.
Resident Managers Training Institute,
Apartment & Condominium Operators
Manual, Resident Managers Training Institute.
This manual is available only by taking the
RMTI Certified Resident Manager Course.
The manual takes a view of the entire
operation of an apartment building, from
leasing and tenant relations, to step-by-step
instructions for routine maintenance and
repairs.
Kaiser, Harvey H., The Facility Managers
Reference - Management; Planning; Building
Audits; Estimating, R.S.Means Company Inc.
This book is geared for Facility (Property)
Managers of large facilities (hospitals, large
office buildings, factories, etc.). It goes into
more detail than is generally required in
a multi-residential building. It does have
a section on estimating the cost of projects
that may be very beneficial.
The following Canada Mortgage and Housing
Corporation publications may also be beneficial
in the operation of your building:
Canada Mortgage and Housing Corporation,
Cost-Effective Concrete Repair: Research,
Investigation, Analysis, and Implementation,
Canada Mortgage and Housing Corporation
Canada Mortgage and Housing Corporation,
Energy Efficiency in Multi-Unit Residential
Buildings: A Handbook for Owners and
Operators, Canada Mortgage and Housing
Corporation
1 of 3

The following codes, legislated standards and

industry standards may also be beneficial
documents to obtain for the operation of your
building:
Industrial Accident Prevention Association,
Shredder-Compactor Safety, Industrial
Accident Prevention Association
National Standards of Canada, Boiler,
Pressure Vessel, and Pressure Piping Code,
Canadian Standards Association
National Standards of Canada, Emergency
Electrical Power Supply for Buildings,
Canadian Standards Association
National Standards of Canada, Manual for
the Selection, Installation, Maintenance,
and Field Testing of Backflow Prevention
Devices, Canadian Standards Association
National Standards of Canada, Mechanical
Refrigeration Code, Canadian Standards
Association
Ontario Government - Ministry of the
Solicitor General - Office of the Fire
Marshal, The Fire Code, Queens Printer
for Ontario
Ontario Government - Ministry of the
Solicitor General - Office of the Fire
Marshal, Ontario Regulation 627/92,
Queens Printer for Ontario
Ontario Government, A Guide to the
Occupational Health and Safety Act,
Queens Printer for Ontario
Ontario Government, A Guide to the
Window Cleaning Regulation, Queens
Printer for Ontario
2 of 3

Ontario Government, Operating Engineers

Act, Queens Printer for Ontario
The Employer and the Workplace
Hazardous Materials Information System
(WHMIS) Human Resources Development
Canada
Ontario Hydro Commercial Marketing
Department, Ontario Hydro Commercial
Electric Energy Manual Fundamentals and
Applications, Ontario Hydro.
This manual is actually two separate
manuals. The Fundamentals manual talks
about the different end of electricity (such
as heat pumps, motors, lighting, cooking,
refrigeration, etc.) It also describes different
electrical rate structures, building controls
systems and electrical equipment
(transformers, electrical meters, etc.).
The Applications manual characterizes of
different types of buildings. Section 2 of
the manual focuses on multi-residential
buildings, and shows typical consumptions
and loads for equipment that would
typically be found in one of these buildings.
The following Ontario Hydro booklets are an
excellent source of information. They are
generally well written, and easy to understand.
Energy Management Control Systems:
Reference Guide
Energy-Efficient Housing: Reference
Guide
Heat Pump: Reference Guide
Lighting: Reference Guide
Motors: Reference Guide

Government Agencies:

Journals and Periodicals:

CMHC - Canada Mortgage and

Housing Corporation
(613) 748-2000 (Ottawa area or outside
Canada) or 1 800 668-2642 (elsewhere
in Canada) www.cmhc.ca

J.P.M. - Journal of Property Management Published by IREM.

Property Management Magazine
Condominium Magazine

Associations:
Real Estate Forum
IREM - Institute of Real Estate Management
(312) 329-6092. Have a comprehensive
catalogue of publications.
REIC - Real Estate Institute of Canada
(Associated with IREM) - (416) 253-0803.
BOMA - Building Owners and Managers
Association - (416) 596-8065.

Real Estate Property Management Journal

Cleaning and Maintenance - National Trade
Publications - (518) 783-1281
Canadian Housing - Published by Canadian
Housing and Renewal Association.

ACMO - Association of Condominium

Managers of Ontario - (416) 626-7895.
Have an excellent Professional Services
and Trades Directory.
Ontario Non-profit Housing Association
(416) 927-9144
Fair Rental Policy Organisation of Ontario
(416) 961-3698 - Lobby group for Building
Rental Properties.

3 of 3

APPENDIX I

material safety data sheet

supplemental information

Material Safety Data Sheet (MSDS)

The following additional information comes
from the CMHC Publication About Your
House: How To Read a Material Safety Data
Sheet.
A Canadian MSDS would have the following
nine sections:

chemical is required to kill half of an animal

test population. Each LD50 or LC50 result
relates to a specific animal type and exposure
route. It cannot be compared to another LD50
or LC50 unless it also refers to the same animal
type and exposure route. Whenever you try to
compare information on two products, it is
important that you use equivalent information.
Section 3: Chemical and Physical Properties

Section 1: Product Information

This section includes:

product and/or trade name

Product Identification Number (PIN)
chemical formula for required chemicals
manufacturer or supplier
addresses and phone numbers, including
emergency phone numbers
descriptions of common or intended uses

This section includes information on the chemical

and physical properties of the product.

if it is a liquid, solid or vapour under stated

conditions
if it has a distinctive appearance or odour
freezing and boiling points
if and how fast it will evaporate
what it looks and smells like
if it is an acid or base

Section 2: Hazardous Ingredients

Section 4: Fire and Explosion

This section typically includes:

This section describes how to prevent a fire or

explosion while storing and using the product.
It also recommends how to put out a fire.

the names of the required hazardous

ingredients
their percentages by weight or volume
the Chemical Abstract System (CAS)
numbers
LD50 (Lethal Dose) / LC50 (Lethal
Concentration) test results
occupational exposure limits

There may be several names or variations for

the same ingredient or chemical. Each chemical
is assigned a CAS number by the American
Chemical Society. CAS numbers can help you
focus on the right chemical and not on any with
a similar sounding name. Many chemical names
include numbers that must also be the same.
LD50 or LC50 tests indicate how much of the

Section 5: Reactivity
This section tells you under which conditions
dangerous chemical reactions can occur. This
information explains how you can avoid
dangerous mixtures and how to use appropriate
storage methods.
Section 6:Toxicity
This section includes information on acute
(short-term) and chronic (long-term) health
effects, signs and symptoms. It tells you if the
product is irritating, or can cause sensitization,
allergies, asthma or cancer. It also tells you if

1 of 3

the product can interfere with normal cell

and organ development (developmental and
reproductive effects), and if there are any effects
that occur when this chemical is combined
with others (additive and synergistic effects).
The information in this section is based on
how the product would be used in a workplace
setting. It also includes information on workplace
exposure limits set by various regulatory
agencies. Each exposure is related to the route
of entry, which refers to how the chemical can
enter your body. For instance, it may enter by
skin or eye contact, through lungs (inhalation)
or stomach (by swallowing).
MSDS's usually do not include much information
on some elements consumers may be interested
in, such as neurological (nerves and the brain),
hormonal, and cognitive (learning) effects.
This section may be less relevant for residential
settings where long-term exposures to low
doses and complex chemical mixes are more
common. Also, since most of the information
was developed in relation to adult male exposures,
it may be less relevant in residential settings
where at-risk populations such as children,
the handicapped persons and older people live.
Section 7: Prevention
This section tells you if you need to wear special
clothing, or use ventilation and filter masks to
protect yourself when using the product.
Section 8: First Aid
This section tells you what to do in an accident
or emergency situation.

2 of 3

Section 9: Preparation
This section tells you who wrote the MSDS,
their address and telephone number, and the
date when it was written or last revised. An
MSDS is valid for three years after it is
produced or last revised.
Additional MSDS Information
There may be additional sections in an MSDS
with more information on environmental
effects. For example, information may
include effects on birds, plants, animals and
microorganisms; recommended disposal and
transportation methods; regulatory issues and
miscellaneous data.
Other Information: Sources for Chemical Ingredients
There are many sources of additional information,
including The Canadian Chemical Producers
Association, The Canadian Centre for
Occupational Health and Safety, industry
associations, universities, environmental
organizations, federal and provincial ministries,
librairies and the Internet. As well, there are
chemical, health and environmental indexes
in the library, on disc or on the Internet.
Many databases are now on the Internet. If you
do not have home or office access, your local
library or educational institution can probably
provide access to the Internet for you, even if
you do not know how to operate a computer.
Some Internet sites may charge a fee for
services provided.
To perform a general search on the Internet,
type in "chemical abstracts" or "environmental
abstracts." These searches will provide a list of
appropriate information sources. Both libraries
and the Internet have chemical and environmental
abstracts that list most of the available information
sources under appropriate categories.

If you cannot get information on regulated or

unregulated ingredients in a product, you can
look in a chemical formula textbook that lists
typical formulas for many products. You can
also read consumer versions that highlight both
the typical ingredients in consumer products
and their health effects. These sources may
be helpful but should not be relied upon
since there are many ways to make the same
product. Once you know the chemical name
and/or CAS number, you can search a chemical
index. You can call The Canadian Chemical
Producers hotline for the names of chemical
suppliers if you cannot find information online,
or in a library. Keep in mind that some of these
agencies are not set up to serve the public and
may not be able or willing to provide full
service responses.

Canadian Chemical Producers Hotline

Phone: 1 800 267-6666
Chemical Abstracts Service (CAS)
Web site: http://info.cas.org/
Chemport
Web site: http://www.chemport.org
EPA, Indoor Air Quality Information
Clearinghouse
Washington, D.C.
Phone: (703) 356-4020
Fax: (703) 356-5386
E-mail: [email protected]

Resources

European Centre For MSDS Services

Web site: http://www.cheminform.de
Health Canada, Ottawa, Ontario
Phone: (613) 954-5995
Fax: (613) 952-7266
Web site: http://www.hc-sc.gc.ca

The following are typical examples of chemical

and chemical effects resources. Some only list
Web sites since information from these resources
is primarily available through the Internet.

The Industrial Accident Prevention Association

Toronto, Ontario
Phone: (416) 506-8888
Web site: http://www.iapa.on.ca

Art and Craft Material Institute

1280 Main St.
P.O. Box 479
Hanson, MA 02341
Phone: (781) 293-4100
Fax: (781) 294-0808

Occupational Safety and Health

Administration (OSHA)
Washington, D.C.
Phone: (202) 523-5181

Canadian Centre for Occupational Health

and Safety
Phone: 1 800 263-8466, or (905) 570-8094
Fax: (905) 572-2206
E-mail: [email protected]
Web site: http://www.ccohs.ca/

U.S. Environmental Protection Agency

Washington, D.C.
Phone: (301) 585-9029
Fax: (301) 588-3408
Web site: www.pollutiononline.com

3 of 3

NAVFAC SE
Public Works Department
Building Managers Handbook

Prepared for:
Facilities Management Division,
Naval Air Station Pensacola
October 2012
(REVISION 13)

NAVFAC SE Public Works Department

Building Managers Handbook

Table of Contents
FORWARD .................................................................................................................................4
CONGRATULATIONS, YOURE A BUILDING MANAGER! ......................................................5
ROLES AND RESPONSIBILITIES .............................................................................................6
APPOINTING A BUILDING MANAGER!....................................................................................8
Letter of Designation ................................................................................................................................ 8
Authorized Caller List............................................................................................................................... 8
Training ..................................................................................................................................................... 8
Specialized Training Requirements .......................................................................................................... 8
Communications ....................................................................................................................................... 9
BUILDING MANAGER SUPPORT NETWORK ........................................................................10
Public Works Department (PWD)........................................................................................................... 10
Cultural Resources .................................................................................................................................. 11
Energy Management ............................................................................... Error! Bookmark not defined.
Excavation (Dig) Permits ........................................................................................................................ 12
Exhaust Maintenance .............................................................................................................................. 13
Exterior Signs.......................................................................................................................................... 14
Grounds Maintenance ............................................................................................................................. 14
Janitorial Services ................................................................................................................................... 14
Maintenance/Repair and Alterations....................................................................................................... 14
Pest Control............................................................................................................................................. 16
Refuse Collection .................................................................................................................................... 16
Self-Help ................................................................................................................................................. 16
Site Approvals......................................................................................................................................... 16
Space Management ................................................................................................................................. 17
Swimming Pool Maintenance ................................................................................................................. 17
Transportation ......................................................................................................................................... 18
Command Support Activities................................................................................................................... 19
Environmental ......................................................................................................................................... 19
Emergency Management/Disaster Preparedness .................................................................................... 20
Fire Department ...................................................................................................................................... 20
Industrial Hygiene ................................................................................................................................... 20
Natural Resources ................................................................................................................................... 21
Safety ...................................................................................................................................................... 21
Security Department ............................................................................................................................... 21
Telephone Support .................................................................................................................................. 22
Getting Work Done ................................................................................................................................... 23
i
FOR OFFICIAL USE ONLY

NAVFAC SE Public Works Department

Building Managers Handbook

Service Calls and Work Requests ............................................................................................................ 23

Service Calls (Trouble Tickets)................................................................................................................ 23
How does a service call work?................................................................................................................ 24
Your Role in the Service Call Process ..................................................................................................... 26
Categories of Service Work...................................................................................................................... 26
Work Requests .......................................................................................................................................... 28
Self-Help .................................................................................................................................................... 30
Facilities Management Facilities Support (FMFS) ................................................................................ 32
Public Works Department (PWD) (FMS) .............................................................................................. 34
PWD Services Points of Contact .............................................................................................................. 35
Command Support Activities.................................................................................................................. 36
INDEX .......................................................................................................................................55

ii
FOR OFFICIAL USE ONLY

NAVFAC SE Public Works Department

Building Managers Handbook

List of Figures
FIGURE 1:
FIGURE 2:
FIGURE 3:
FIGURE 4:

BUILDING MANAGER SUPPORT NETWORK ............................................................................... 10

SERVICE CALL (TICKET) SUBMISSION DIAGRAM...................................................................... 27
WORK REQUEST PROCESS DIAGRAM ........................................................................................ 29
BASIC SELF-HELP REQUEST APPROVAL DIAGRAM ................................................................. 31

List of Tables
TABLE 1: FACILITIES MANAGEMENT FACILITIES SUPPORT (FMFS) CONTACT LIST ................................ 33
TABLE 2: FACILITIES MANAGEMENT SPECIALIST (FMS) AND SELF-HELP PROGRAM COORDINATOR ...... 34
TABLE 3: COMMAND SUPPORT ACTIVITIES POCS ..................................................................................... 36
TABLE 4: FREQUENTLY USED NUMBERS (TO BE COMPLETED BY BUILDING MANAGERS) ....................... 37

List of Appendices
APPENDIX A: POINTS OF CONTACT.................................................................................................... 32
APPENDIX B: REFERENCES .................................................................................................................. 38
APPENDIX C: BUILDING MANAGERS HANDBOOK DEFINITIONS................................................ 39
APPENDIX D: FREQUENTLY ASKED QUESTIONS (FAQS)............................................................... 41
APPENDIX E: SAMPLE LETTER OF DESIGNATION .......................................................................... 43
APPENDIX F: EXAMPLE SPACE REQUEST ......................................................................................... 44
APPENDIX G: EXAMPLE EXCAVATION PERMIT .............................................................................. 45
APPENDIX H: SAMPLE SERVICE TICKET ........................................................................................... 48
APPENDIX J: SERVICE TICKET POLICY FOR NASP REGION ......................................................... 49
APPENDIX K: SERVICE TICKET POLICY FOR PWC UTILITIES....................................................... 54
APPENDIX L: CATEGORIES OF SERVICE LEVEL WORK (FUNDING RESPONSIBILITY, AND THE BOS
CONTRACT) ....................................................................................................................... 55

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FORWARD
The Public Works Department (PWD) of NAVFAC SE provides support and personnel
resources to Tenant command and station activities for the maintenance and operation of
assigned facilities. PWD is supported in this effort by Building Managers (BM) who are
assigned by those Tenant command and station activities (herein generally referred to as
TENANTS) to act as the local liaison for the maintenance and repair of those facilities.
PWD supports a broad range of functional responsibilities including real property management;
coordination of facility support contracts including grounds maintenance, trash and refuse
collection, janitorial service, pool maintenance, exhaust maintenance; processing of
transportation requests; and the coordination and approval of all exterior base signage.
This handbook has been designed to provide Building Managers a ready resource for the
identification of available support resources from PWD and the various command support
activities responsible for the exercise of fire, safety, security, emergency management/disaster
preparedness, and other support services related to the proper stewardship of Department of
Defense (DoD) facilities.
PWD is committed to the successful support of Tenant Building Managers in their endeavor to
provide a safe and efficient working environment for their activities. To this end, all requests for
facility maintenance and service will be considered and prioritized in accordance with funding
constraints, mission necessity, safety and command direction. During this time of diminishing
manpower and funding levels, first consideration will be given to self-help and life extension
projects for present facilities. However, requests that are considered to be solely for the purpose
of comfort and convenience or purely for aesthetic reasons will generally be assigned a low
priority on a case-by-case basis depending on the availability of funds or resources.
We hope our Building Managers find this handbook a valuable tool and resource.
Welcome to the PWD!
The Building Manager Handbook is also available via the PWD Website at
www.cnic.navy.mil. All changes to this document and relevant Points of Contact
(e.g.Facilities Management Specialist (FMS) and Performance Assessment Representative
(PAR)) will be posted to the PWD website as the primary point of information
dissemination to Building Managers and other command representatives.

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CONGRATULATIONS, YOURE A BUILDING MANAGER!

Once again, Welcome to the PWD! As a Building Manager, you are the on-site representative of
the Commanding Officer or NASP Department Head (the TENANT) assigned to your
building(s) and the Public Works Officer (PWO).
The PWO is responsible for oversight of the Building Management Program, and the PWD
Building Manager Coordinator (BMC) is responsible for initial administrative oversight of the
program (e.g. assignments and training). To further support the Building Manager in their
building support requirements, PWD has appointed a group of Facilities Management
Specialists, (FMS) to advise and support the Building Managers in the proper processing of
construction and facility upgrade undertakings.
Once established, your position as a Building Manager will require you performing a variety of
duties that are needed to maintain the safety, structural integrity and environmental acceptability
of your assigned facility. In short, the Building Managers are responsible for providing their
Tenants the cleanest, safest, and most efficient working environment possible. Further, as the
single point of interface for the Facilities Management Specialist (FMS) and various command
support activities, the importance of your role in the identification of structural, safety or material
deficiencies cannot be understated or can your duties be underutilized.

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ROLES AND RESPONSIBILITIES

This section describes the responsibilities of each level for implementing and supporting the
Building Management Program.
The Commanding Officer: Responsible for the upkeep and mission readiness of all facilities
installation under their cognizance while in command.
The PWO: Provides maintenance and planning of Real Property (RP). Through the PWD
staff, the PWO provides support to Building Management Personnel.
The Building Manager Coordinator (BMC): Responsible for the administrative oversight of
the PWD Building Manager Program.
Facilities Management Specialist (FMS: Specialists in a myriad of technical areas, the FMS
assist, the Building Manager with the generation and submission of Work Orders that are beyond
service scope and clarification of policy or procedure in the absence of clear direction or
command instruction.
Tenants: All NASP Department Heads or Commanding Officers exercising oversight of any
governmental facility will be defined for the purposes of this document as TENANTS. Each
Tenant is directly responsible for ensuring the overall wellness of their assigned facility(s) to
include reasonable care, cleanliness, and minor maintenance. Tenants shall designate in writing
to the BMC, a Building Manager (BM) and Building Manager Alternate(s) (BMA), which will
oversee all facilities under their cognizance per this guidance and serve as the primary point of
contact between the Building Manager Coordinator, Facilities Management Specialist (FMS) and
various command support entities. The letter of designation is further described in the section
titled
GETTING WORK DONE.
Building Manager (BM)/Building Manager Assistant (BMA): The BM and BMA are
responsible to the Tenant and the BMC for the upkeep and maintenance of the government
facility(s) assigned to them. Within this capacity, the Building Manager is expected to perform
Self Help projects, prepare for various health and safety inspections, document and report
(Service Calls) deficiencies in the material and or cosmetic appearance of the facility, accept and
submit tickets for fire and safety discrepancies, as well as Fire Warden duties and the initiation
of Emergency Service Calls for situations involving potential loss of life or property. The BMA
will act in the BMs absence during times of leave, illness or deployment. The BMA shall stay
abreast of all issues affecting their assigned facility(s) and shall remain cognizant of all actions
and issues initiated by the BM. Additionally, in facilities occupied by multiple Tenants, the BM
for the primary Tenant (the Tenant who occupies the largest square footage or the main
Command/Department within that facility) will have information on how to gain access to their
spaces. The primary Tenant/Command/
Department will be determined by PWD. For safety reasons it is imperative that this function be
assumed by the BMA when the BM is not available.

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The BOS Contract Service Provider: Responsible for the provision of maintenance and repair
to the Pensacola Naval Complex that requires less than 32 hours labor. The contract service
provider maintains the Customer Assistance Center (CAC) to whom Service Calls are submitted.
Facility Service Contract (FSC): The PWD contract service provider is governed by a
Performance Work Statement (PWS or Statement of Work), which is divided into sections called
annexes. The FSC handles all customer comments regarding contracted services such as the BOS
Contract. In order to minimize the operational impact of resolving customer concerns and issues,
PWD is not a part of the customer comment process. The documented procedure to address
issues with the BOS Contractor is to contact the Performance Assessment Representative (PAR)
for the appropriate annex using the annex description as a guide. In the event of an emergency,
an FSC representative may be reached at the phone number provided. The FSC comment
process ensures a timely and uniform method of resolving all customer issues (For details on
how to submit a customer comment, see the FSC section of this document).

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APPOINTING A BUILDING MANAGER!

As a Building Manager you will most likely be involved in your appointment or the nomination
and appointment of your successor, sometime in the future, so it is important that you understand
the entire process of Building Manager appointment.

Letter of Designation
The first and single most important step in the Building Manager appointment process is the
Letter of Designation. The Letter of Designation is originated by the Tenant (see example in
Appendix E) and identifies the BM and BMA(s) to the BMC and requests their addition to the
Authorized Caller List (ACL).

Authorized Caller List

The ACL identifies those individuals authorized to call in Service Calls and Work Orders for that
facility as well as identifying the BM as the facility Point of Contact (POC). A Letter of
Designation identifies the BM and BMA(s) to the PWO and requests their addition to the ACL.
The ACL is maintained by the PWD. Activities will be allowed to have one BM and up to two
BMAs depending on the command size by the discretion of the PWD. Each activity will be
assigned a Paying Activity Code to track Service Tickets charged to that Activity. If a callers
name does not appear on the ACL for their activity, the service ticket request will be denied,
unless it is an emergency request. (See Appendix L for an explanation of cost determination for
Paying Activities)
Additions/Deletions to the ACL: When a BM is selected or relieved, a letter from the Tenant
must be sent to the BMC designating or removing designation of that individual and placing or
removing them from the ACL.
Periods of Absence: For practical purposes, the BM and BMA(s) should coordinate periods of
absence to ensure continuous facilities coverage. However, during periods when both the BM
and BMA(s) must be absent simultaneously, the Tenant should provide written notification/Email to the BMC a minimum of 72 hours in advance and designate a temporary Building
Manager Alternate to be placed in the ACL for the period of their joint absence.

Training
BMs should complete the Environmental Compliance Awareness Training (ECAT) on-line
course of instruction. ECAT may be found at www.ecat-nasp.com.

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Communications
Now that youre the BM, it is important that you establish good communications with your
Tenant and building occupants. It is imperative that the Tenant understands that the multitude of
diverse organizational entities that regulate and support the wellness of the facility requires that
all requests for support are coordinated through the Building Manager. Further, consider that as
a BM/BMA you are both a customer and a service provider, just as you expect good
communication from the BMC, Facilities Management Specialist (FMS) and your Chain-ofCommand, so is the occupants expectation of you. You should establish a communications
strategy for providing your occupants the status of projects taking place within your facility and
making your contact information readily available should they require your assistance. Your
Tenants are the life-blood of your facility and can be your greatest asset in the identification of
small maintenance and safety problems before they become major (and significantly more
expensive) undertakings.

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BUILDING MANAGER SUPPORT NETWORK

Generally, Building Managers are reliant on two separate groups of support professionals for the
maintenance of their respective facilities: PWD and Command Support Activities. For the
purposes of this discussion, PWD encompasses specialized infrastructure management and
facilities contracts support services (including the BOS Contract Service Provider). Command
Support Activities, for the purpose of this handbook, defines a variety of other command entities
such as Fire, Security, Safety and Emergency Management/Disaster Preparedness that provide
specialized network support to the Commanding Officer.

Figure 1: Building Manager Support Network

Environmental
Facilities Management
Division

Safety

BOSS Contract
Service Provider

Building Manager Support

Fire Department

Security

Public Works Department (PWD)

PWD is the core organization for Real Property Management or Facilities Management
Department for NASP, and as owner of the Building Manager Program, is responsible to the
Commanding Officer NASP for the management and success of building support and
maintenance for all facilities assigned. PWD is home to several functions and service areas that
may be utilized by the BM such as:

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Cultural Resources

Pest Control

Energy Management

Refuse Collection

Excavation (Dig) Permits

Self Help

Exhaust Maintenance

Site Approvals

Exterior Signs

Space Management

Grounds Maintenance

Swimming Pool Maintenance

Janitorial Services

Transportation

Maintenance/Repair and Alterations

Environmental

Cultural Resources
Governance: NASPNCLA Instruction 11010.2
Cultural Resources, DOD Instruction 4715.3, is a plan that defines the process for the
management of Cultural Resources on DOD installations.
Naval Air Station Pensacola is known for its natural beauty, tradition, and rich history. This
beauty, tradition, and history are preserved today through the thoughtful stewardship of the
station's cultural resource management.
Cultural Resources are:
Buildings, structures, sites, districts and objects eligible for or included in the National
Register of Historic Places
Cultural items
Archaeological Resources
Archaeological artifact collections and associated records
Prior to the approval of any Federal fund expenditures on an undertaking/project, or prior to the
issuance of any license permits, as the case may be, take into account the effect of the
undertaking/project on any district, site, building, structure, or object that is included in or
eligible for inclusion in the National Register.
A property has the potential to be affected when the project alters the characteristics that qualify
the property for the National Register.
Early in the planning stages of a project ask, "Is this the kind of activity that could affect historic
properties, either directly or indirectly?" This will be the case if the undertaking may:
Change a building, structure, or landscape in any way;
Disturb the ground;
Alter noise levels in an area, or change its visual characteristics; or
Change traffic patterns, land use, or the socioeconomic character of an area.
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Contact the Public Works Department, Cultural Resource Manager (CRM) concerning
maintenance, repairs, renovations, and rehabilitation on historic facilities at 452-3131 Ext. 3011.
If you are unsure whether your building is historic, please contact the CRM.

Energy Management
Governance: CNRSE Instruction 4101.1B
The PWD Installation Energy Management Team administers the Energy Management Program
for the Commanding Officer, with the assistance of the Building Energy Monitors (BEMs). The
Building Manager (BM) and the BEM are often the same individual. Other times they are
separate roles. The BM is integral to the success of the Energy Management Program, and
should interface with the BEM on a regular basis to ensure the NAS Pensacola Energy
Management Goals are accomplished.
The Navy and the President of the United States have set the goal of reducing energy
consumption by 30% by 2015. To meet this goal, the BEM should ensure basic energyconserving measures are in place in their facility. Briefly, this includes:

turning off lights in unoccupied spaces,

maintaining correct heating/cooling settings per current CNRSE Instruction

using Energy Star-rated appliances

eliminating unauthorized appliances (personal and extra community pieces), as directed

in CNRSEINST 4101.1B

reporting instances of potential energy waste due to old, broken, or inefficient

equipment/facility conditions to their FMS or the PWD Energy Management Team.

BMs/BEMs should familiarize themselves with the information in CNRSEINSTR 4101.1B in

order to fully understand current energy goals and Best Management Practices.
If you have questions or need assistance regarding energy management for your facility, contact the
Installation Energy Manager, Sabrina Williams, at 850-452-3131 X3032.

Excavation (Dig) Permits

Governance: NASPNCLA Instruction 11010.3
Excavation (Dig) Permits are required prior to any form of excavation. This protects our
operational mission, government property and our personnel. Building Managers must be
cognizant of this fact and obtain the proper dig permit(s) prior to undertaking any type of
excavation work in and around their facility. A sample dig permit is provided in Appendix G.
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Further guidance regarding dig permits may be obtained by calling Irby Engineering at 4525525.

Exhaust Maintenance
Governance: None
A Contract Service Provider provides exhaust maintenance for base food preparation facilities.
Any requests for changes to exhaust services must be made via the Exhaust Maintenance
Coordinator, Public Works Department at 452-3131 Ext. 3036.
Complaints regarding contractor provided services must be made to the Facilities Management
Facilities Support (FMFS) at 452-3131 Ext. 3052.

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Exterior Signs
Governance: NASPNCLA Instruction 5560.11
Exterior signs for all base roadways and facilities are required to meet specific design and color
requirements. Request for exterior signage must be prepared on NASP Form 5560/42 and
submitted to the Exterior Signage Coordinator, Public Works Department for approval,
fabrication and installation. Specific information regarding exterior base signage may be
obtained from the base Public Works Department at 452-3131 Ext. 3018.

Grounds Maintenance
Governance: None
A Contract Service Provider provides grounds maintenance. Break down maintenance should be
called into the trouble desk at 452-5555. Routine grounds maintenance should be called into the
RSSI trouble desk at 452-8705. Other type work should be called to your respective Facility
Management Specialist to request work. Any requests for additional service (e.g. additional,
removal or one time service) or complaints must be made via the Grounds Maintenance
Coordinator (Regional Inmate Coordinator Contract), Public Works Department at 452-3131
Ext. 3035 or (Preferably) via E-mail. ([email protected])
Note: This contract has an additional statement of work requiring other duties as assigned.
Therefore, any potential tasks that arise may fall into this area. E-mails for any requested service will
be evaluated, addressed and responded to.

Janitorial Services
Governance: None
A Contract Service Provider provides janitorial services. Any requests for changes to janitorial
services (e.g. additional, removal or one time service) must be made via the Janitorial Services
Coordinator, Public Works Department at 452-3131 Ext. 3018.
Complaints regarding contractor provided services must be made to the Facilities Management
Facilities Support (FMFS) at 452-3131 Ext. 3046.

Maintenance/Repair and Alterations

Generally, facility maintenance, repairs requiring less than 32 hours and less than $600 in cost is
submitted directly to the BOS Contract Service Provider trouble desk (or CAC) for action.
However, there are instances where this is not the case. Major maintenance, repairs and
alterations are addressed directly to the PWD (FMS) for action. Also, Facilities Management
Specialist (FMS) may expedite customer-funded jobs if costs and materials for service are
provided from the Tenant activity vice PWDs operational budget. The following information is
provided to support the Building Managers understanding of the criteria by which
EMERGENCY Service Calls are handled:

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Service Ticket Policy for NASP Region

Criteria for Valid HVAC E-Tickets is based on the facility mission such as medical,
critical communication or training where a constant humidity is required. (Listed in
Appendix J as Complete facility), Air /Flight Operation/Runway and Port Ops support
facilities, facilities which contain explosive ordnance and or materials, sensitive computer
equipment rooms and weekends and holidays for most Bachelor Quarters (BQs).
Weekend is defined as running from 1500 Friday to 0700 Monday and Holidays.
Appendix J provides a listing of buildings/facilities that meet the critical requirements for
an emergency ticket in the event HVAC units go down.
Valid E-Tickets (other than HVAC) are classified as to prevent immediate danger to
personnel, the harming of natural resources, restoration of essential services that have
been disrupted by the breakdown of utilities, correction of failures which degrade mission
capabilities, create waste, degrade security or as directed by the Admin. Contracting
Officer (ACO), Public Works Dept. Staff (PWD), Regional Engineer Command Duty
Officer (CDO), NASP CO or XO, Disaster Preparedness Officer (DPO) or
Performance Assessment Representative (PAR).
The following are examples of valid E-Tickets: Loss of electrical power to security
facilities and or magazines containing explosives, after hour building security issues,
natural gas leaks, flooding, interior water leaks causing damage to government property
(leaks in walls, ceilings or carpeted areas) and or safety hazards, loss of electrical power
to fire alarm systems and or loss of water pressure to fire sprinkler systems identified by
Fire Dept. personnel, loss of water or sewer service to BQs, sewage spills or back-ups,
fuel/oil spills, sinkholes or washouts on major roadways, and any situation that prevents
the mission of Air/Flight and Port Operations.
Service Ticket Policy for PWD Utilities
Criteria for Valid HVAC E-Tickets (PWD Utilities, Utility Plants and Utility
Distribution Systems, are classified as to prevent immediate danger to personnel,
restoration of essential services disrupted by the breakdown of utilities, correction of
failures that degrade mission capabilities and emergencies that have impact relating to
fire, safety or environmental issues. Examples of valid E Tickets for PWD Utilities are
provided in Appendix K.
The section entitled Service Calls and Work Requests provides more specific guidance on
Service Calls and Work Requests.

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Pest Control
Governance: None
The BOS Contract Service Provider provides pest control services. Any requests for changes to
pest control (e.g. additional, removal or one time service) must be made via the Pest Control
Coordinator, Public Works Department at 452-3131 Ext. 3018.
Complaints regarding contractor provided services must be made to the Facilities Management
Facilities Support (FMFS) at 452-3131 Ext. 3048.

Refuse Collection
Governance: None
Refuse Collection is provided by a Contract Service Provider. Any requests for changes to
refuse collection (e.g. additional, removal or one time service) must be made via the Refuse
Collection Coordinator, Public Works Department at 452-3131 Ext. 3018.
Complaints regarding contractor provided services must be made to the Facilities Management
Facilities Support (FMFS) at 452-3131 Ext. 3046

Self-Help
Governance: NASPINST 11014.8
Many times the most expedient way for a Tenant to accomplish a desired project is by
completing it themselves. Repairs, renovations, or alterations to facilities, which directly
enhance the quality of life of the Naval workforce, emphasize MAXIMO deficiency list
reduction and/or aesthetic improvements to existing interior and exterior floors, walls and
ceilings may be completed using the Self-Help program. Self-Help projects are addressed in the
Self-Help section of this handbook. Additional information regarding Self-Help Projects may be
obtained by contacting the PWD Self-Help Coordinator at 452-3131 Ext. 3026.

Site Approvals
Governance: NAVFACINST 11010.45
CDRSOUTHDIV, NAVFACENGCOM LTR dtd 7 Aug 2001
Prior to the undertaking of any construction project, large or small, a Site Approval must be
obtained. Site Approval ensures that the construction project to be undertaken is not in a
sensitive location or disturbing an area of environmental or cultural sensitivity. A Site Approval
request is provided on the Building Managers website for use in preparation for site approval
request. To obtain a site approval, contact the Asset Management Division at 452-3131.

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Space Management
Governance: NASPNCLA Instruction 11012.2
Moving to or within facilities are often the most misunderstood and often over simplified (in
perception) undertakings you may experience. The Building Manager must adhere to several
guidelines when conducting intra-facility moves and moves into other facilities. Often, simply
rearranging furniture may require relocation of electrical outlets, lights or doors. As the Building
Manager, before you support a Tenants request to move or rearrange furniture, you should ask
yourself several very pertinent questions.

Is the move within your authorized space? If so, the move can be conducted without
prior notification to the PWD Facilities Management Specialist as long as any costs
associated with the move are borne by the Tenant (space relocation directed by the host
command will be funded by the host). Additionally, should the move require the
movement of outlets, phones, LAN, HVAC, lights or doors, the Building Manager must
first notify the PWD Facilities Management Specialist for a cost estimate and gain
approval prior to initiating the move.

Is the move to another facility? To perform a move from one facility to another, the
Building Manager must submit a memorandum to the PWD Facilities Management
Specialist requesting permission to plan the desired move. The PWO will evaluate the
request, determine the associated cost, and render a decision based on the functional use
of the requested building space.

Is this a space expansion? Generally, space is allocated based on the Basic Facility
Requirement (BPR) for the Tenant activity. Tenants will submit a Space Request Form
(Appendix F) to PWD to justify the need for the additional space requested.

Is this a change in use? If so, it is important that the Building Manager be aware that the
Navy categorizes space, and receives funding based on the use of that space. A change in
the function of a specific space can affect the occupant load, the HVAC system, electrical
system, fire code, emergency egress capacity, etc. For these reasons, it is imperative that
the Building Manager notifies the PWD of any proposed change of space function.
Once approval is received, the Building Manager and Tenant have a responsibility to ensure an
accurate account is maintained of the facilitys conditions and uses are maintained, and that any
known changes in facility utility services are reported to the PWO. The PWO will then ensure
facility records are updated. Additional information may be obtained by contacting the Space
Management Coordinator at 452-3131 Ext. 3028.

Swimming Pool Maintenance

Governance: None
A Contract Service Provider provides maintenance of swimming pools. Any requests for
changes to pool maintenance (e.g. additional, removal or one time service) must be made via the
Swimming Pool Maintenance Coordinator, Public Works Department at 452-3131 Ext. 3018.
Complaints regarding contractor provided services must be made to the Facilities Management Facilities
Support (FMFS) at 452-3131 Ext.
3047
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Transportation
Governance: NASPNCLA Instruction 11240.3
Requests for vehicle assignment or rental should be made to the Tenants Transportation
Coordinator.
Requests for additional permanent vehicle support must be submitted on Form PWCEN 11240/7
and requires annual justification for retention.
Requests for temporarily assigned vehicles must be submitted on Form NASP 11240/22, C
Rental Vehicle Request.
Prior to performing travel over 100 miles radius an out-of-bounds form letter must completed
and submitted to the Transportation Coordinator.
General vehicle care includes:
Daily completion of NAVFAC 9-11240/13, Operators Inspection Guide and Trouble
Report
No smoking in Government vehicles
Seat belts are required while operating government vehicles
Return of vehicle credit card receipts to Transportation, Building 3560, Code 750 with USN
number annotated on receipt. Additional information regarding Transportation policy may be
obtained from the Transportation Coordinator at 452-3131 Ext. 3117.
Complaints regarding contractor provided services must be made to the Facilities Management
Facilities Support (FMFS) at 452-3131 Ext. 3047.

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Command Support Activities

There are a variety of activities assigned to the command that are responsible for the welfare,
safety and security of our facilities and our personnel. Below are some of the Command Support
Activities that may or may not interact with the Building Manager on a routine basis but
contribute to the safety of your facility and its occupants.

Environmental
Governance: NASPNCLA Instruction 5090.4
The Environmental services are provided by the BOS Contractor who is responsible for carrying
out the environmental education and management of hazardous waste containment. The
multitude of chemicals, cleaning agents, solvents, oils and other potential contaminants present
in a military environment make the potentially adverse impact of waste disposal, noise pollution,
and contamination of the soil and groundwater an ever present threat. The BM should be
cognizant of the following regulatory acronyms, their full title and simply stated meanings:
Abbreviation

Title

Meaning

As Provided by the NASP Environmental Division

NEPA

National Environmental Policy Act

Explain what you are going to do

before you act

OSHA

Occupational Safety and Health Act

Explain how you are going to do it

CAA

Clean Air Act

Dont put it up the chimney

CWA

Clean Water Act

Dont put it down the drain

SDWA

Safe Drinking Water Act

Dont bury it in a hole in the ground

RCRA

Resource Conservation and Recovery

Act

Dont put it anywhere else

TSCA

Toxic Substance Control Act

If its bad stuff, dont use it in the

first place

CERCLA

Comprehensive Environmental
If you did bury it in a hole in the
Response, Compensation and Liability ground, now dig it up
Act

FFCA

Federal Facilities Compliance Act

If you neglect any of the above laws

you will pay big fines and/or go to
JAIL

Additionally, the BM should be aware that one of the biggest opportunities for an environmental
incident is the Self Help Project. In many cases, BMs or others within a facility purchase
paints and cleaning solvents on the civilian economy for use within their facilities. These items
must be cleared by Environmental and Safety and/or added to the Authorized Use List (AUL)
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prior to their use. BMs may obtain guidance regarding the AUL or other environmental issues
by contacting their Hazardous Waste Coordinator or Environmental Services Division at 4523131 Ext. 3015 or the Safety Office at 452-3100 Ext. 1481 or 449-9225(Cell).

Emergency Management/Disaster Preparedness

Governance: CNETINST 3440.2
Emergency Management (EM)/Disaster Preparedness Office (DPO), NASP is responsible for the
oversight of regional disaster preparedness and response.
It should be noted that expense of preparatory supplies (e.g. plywood and sandbags) is borne by
the building Tenant. DPO funds only preparatory supplies required to secure those facilities
designated by the Commanding Officer of NASP.
More information and guidance regarding Emergency Management be obtained by contacting
the Emergency Management/Disaster Preparedness Office at 452-4483.

Fire Department
Governance: NASPNCLA Instruction 11320.1
The Fire Department is responsible for fire protection and prevention of all facilities, equipment
and personnel within the Pensacola Naval Complex. As a Building Manager, you will maintain
close liaison with fire inspectors and other members of the Fire Department. Your facility will
be routinely inspected (frequency will be dependent upon the use of the facility) for potential fire
hazards and/or practices that, gone unchecked, have the potential of becoming fire hazards. It is
the Building Managers responsibility to ensure that all fire equipment is functional and
inspected at regular intervals by the building fire warden. Further, the BMs will ensure that all
exit signs and emergency strobes are functional, illuminate properly and that all fire hoses and
extinguishers are functional and are tested and inspected on a regular basis for compliance IAW
current station guidelines. Base Fire Department personnel will place Service Calls for alarm
systems failures. Questions regarding the inspection, testing and maintenance of fire equipment
may be directed to the Fire Prevention Branch at 452-2898. Additionally, the Emergency
Number for the Fire Department is 452-3333.

Industrial Hygiene
Governance: OPNAVINST 5100.23
NAVFACENGCOM EICO INTERIM TECHNICAL GUIDANCE FY03-4
Building Managers will find their direct liaison with Industrial Hygiene limited. Though
Industrial Hygiene may require an intervention or investigation of a particular issue, their
response is only at the request of the PWD or Safety Office and only when the issue at hand has
outstripped the resources or investigative abilities of those entities. The most common reason for
Industrial Hygienes involvement in a facility is Indoor Air Quality (IAQ). By instruction,
Individuals working in buildings with indications of poor IAQ shall report the problems to
their immediate supervisors. If the activity is unable to determine the cause of the problem, the
NAVOSH manager shall request the cognizant industrial hygiene service to initiate an
investigation. It is at this point that the Building Manager may have direct interface with
members of the Industrial Hygiene team.
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Another growing reason for Industrial Hygienes presence in your facility once again relates to
IAQ. In this case, the concern is MOLD. Mold is receiving increased media and legal attention
and for this reason, it is highly recommended that the Building Manager become familiar with
COMNAVFACENGCOM, EICO, letter, INTERIM TECHNICAL GUIDANCE (ITG) FY03-4
which outlines the basic criteria and information governing the assessment and remediation of
mold. A graphic response guide to potential mold issues is provided by the Navy Environmental
Health Centers (NEHC) Mold Remediation Wheel, which may be obtained by the Tenant by
calling the Industrial Hygiene Office at 452-5670. Additional information regarding the
services provided by Industrial Hygiene may be obtained by contacting your facility Safety Point
of Contact, your PWD FMS or by calling Industrial Hygiene at 452-5670.

Natural Resources
Governance: NASPNCLAINST 11015.2
NASPNCLAISNT 5090.4
NASPNCLAINST 11015.1
Natural Resources are a primary factor in the history, beauty, and exceptional quality of life
enjoyed at NAS Pensacola. Ecosystems, trees, forests, plant and animal life, wetlands, and
scenic coastal landscapes create a natural setting for the fast paced military operations, training,
and support activity that goes on each day. As a Building Manager, you are the primary contact
point for protection and conservation of natural resources at the most important level. Aside
from regulations and requirements, your work can serve to enhance our resources while ensuring
advancement of the mission. Care and dedication to natural resources at each building and
location at NAS Pensacola combine to make the entire installation one that has been long
recognized for stewardship excellence.
For information regarding the management of natural resources at your location, including trees,
landscaping, wildlife, natural area conservation, and other issues such as volunteer projects that
you can do, contact the Natural Resources Manager or Forester at 452-3131 Ext. 3008.

Safety
Governance: NASPNCLA Instruction 5100.1
The NASP Safety Office, managed by the BOS Contract Service Provider, is responsible for
coordinating, implementing and managing the Navy Occupational Safety and Health (OSH)
program and ensuring that personnel are aware of their obligations and personal responsibilities
under this program. The NASP Safety Office will enforce safety and health regulations. The
BM will normally work in concert with the facility Safety Point of Contact (POC) to promote
and maintain a safe working environment and safety awareness. In some instances, the BM may
be also be assigned duties as the Safety Point of Contact in which case, the BM will liaise
directly with the NASP Safety Office. Safety information and guidance may be obtained by
contacting the NASP Safety Office at 452-3100 Ext. 1481 or 449-9225(cell).

Security Department
Governance: NASPINST 5500.1

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The Security Department, NASP is responsible for the provision of the security throughout the
Pensacola Naval Complex. As a Building Manager, your interaction with base security
personnel will be extremely limited. However, should events develop where your direct
involvement with security issues is required, you should follow all direction and guidance
provided by security personnel. Security information and guidance may be obtained by
contacting the NASP Security at 452-3453 or 452-2846. Additionally, the Emergency Number
for the Security Department is 452-8888.

Telephone Support
Governance: COMNAVTELCOMINST 2066.1
The Building Managers role in telephone support is limited primarily to ensuring that the
facility telephone closets are secure and access is only granted to authorized personnel.
Telephone Support is provided via the Base Communications Office (BCO. Supporting the BCO
in a regional capacity is the Naval Computer and Telecommunications Station (NCTS Regional
Communications Office. The management of telephone support to facilities both locally and
regionally is complex and multi-faceted. To simplify and centralize telephone support to local
and regional entities, the BCO and NCTS require each activity to designate a Telephone Control
Officer (TCO or Activity Telephone Coordinator (ATC to whom all telephone requests are
routed for action/response. This being the case, Building Managers who receive any requests
from within their facility for telephone related services should direct the requester to the TCO or
ATC for that activity. The TCO/ATC will then coordinate with the Base Communications
Office (BCO) to complete the requested action. Questions regarding telephone control issues
should be directed to your activity TCO/ATC or the BCO at 452-3454.

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Getting Work Done

For our purpose here, work is defined by the method in which we intend to submit it for
completion. There are three methods of submission: Service Calls (sometimes referred to as
trouble calls), Work Orders and Self Help Projects. The specifics of each are discussed below.

Service Calls and Work Requests

The majority of the Building Managers time will be consumed by the submission and tracking
of Service Calls and Work Requests. The tools utilized more than any other are:
Service Calls Service Calls are submitted directly to the Contract Service Provider who will, in
turn, prioritize and respond to the service request.
Work Requests: Work Requests may come from two areas. First, a Service Call may become a
Work Request if the estimated time for completion exceeds 32 hours. When this happens, the
repair is no longer considered a Service Call and is passed to PWD and may be converted to a
Minor Work Authorization or Specific Work Request that requires special handling or funding.
Secondly, a Work Request may be submitted directly to the PWD FMS to request a specific
improvement to a facility or for a project that is clearly understood to exceed the defined scope
of a Service Call.
Self Help Projects: Repairs, renovations, or alterations to facilities, which directly enhance the
quality of life of the Naval workforce, emphasize Facility Deficiency Database reduction and
aesthetic improvements to existing interior and exterior floors, walls and ceilings. Self Help
Projects are primarily undertaken and accomplished by Tenant personnel.

* The Facility Condition Assessment Program is a NAVFAC SE promulgated list of facility

deficiencies requiring maintenance or repair. PWD retains this list for action as resources and
funds permit.
Service Calls, Work Requests and Self-Help Projects are described in greater detail on the
following pages. Additionally, the Building Manager should refrain from making Unauthorized
Commitments for repair work (see Beware of Unauthorized Commitments below).

* Beware of Unauthorized Commitments: Arranging for the accomplishment of

maintenance or repairs through other means outside the normal channels described in this
manual can result in what is called an "Unauthorized Commitment." When this occurs, it
may ultimately fall on the person who made that commitment to bear the costs of any
maintenance or repairs performed.

Service Calls (Trouble Tickets)

Service calls are handled by Public Works Department, Pensacola through their BOS Contract
Service Provider, the sole provider of building maintenance for Service Calls requiring less than
32 hours to complete.
Submitting a Service Call: All Service Calls must be submitted to the BOS Contractor Customer
Assistance Center (CAC) at 452-5555. The CAC is available 24 hours a day, seven days a week.
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Service Call Status Requests: To inquire about the status of your Service Call, you can contact
the BOS Contractor at 452-5051 or by fax at 452-5550; or Email: [email protected] or
www.nas-pensacolahelpdesk.com

How does a service call work?

There are four important facts about Service Calls that a Building Manager must always
remember,
The Contract Service Providers resources are finite;
The entire service call process is DYNAMIC
Service Calls outside host responsibility are funded by the Tenant and
The Commanding Officer needs everyone involved to help him optimize his financial
resources.

To explain this, lets take a hypothetical scenario to use as an example. John has been a Building
Manager for five years and is thoroughly fed up with the new system. Multiple delays and lack
of accurate status information has made him look bad before his Commanding Officer (CO)
twice in three weeks because he told the CO his service call was next to be resolved. Now, a
week later, the problem remains unresolved and he has to face the CO again. What happened
can be explained in the paragraphs below.
First, Service Calls themselves are prioritized, being rated as Emergency, Priority, Routine or
Scheduled as explained below.

Emergency Service Calls: Emergency Service calls are accepted from any
source. These service calls are intended to correct failures that immediately
endanger personnel, property or natural resources. The BOS Contractor shall be
readily available and emergency service calls shall be responded up to 90 minutes
or less and arrested before departing the site. This is a 24/7 requirement. All
permanent repairs shall be completed within five calendar days, should material
be readily available.
Examples of valid E-Tickets are loss of electrical power to security facilities and
or magazines containing explosives, after hour building security issues, natural
gas leaks, flooding, interior water leaks causing damage to government property
(substantial leaks in walls, ceilings or carpeted areas) and or safety hazards, loss
of electrical power to fire alarm systems and or loss of water pressure to fire
sprinkler systems identified by Fire Department personnel, loss of water or sewer
service to Bachelor Quarters, sewage spills or back-ups, fuel/oil spills, sinkholes
or washouts on major roadways, and any situation that prevents the mission of
Air/Flight and Port Operations.
Service Ticket Policy for NASP Region
Criteria for Valid HVAC E-Tickets is based on the facility mission such as
medical, critical communication or training where a constant humidity is
required. (Listed in Appendix J as Complete facility), Air /Flight
Operation/Runway and Port Ops support facilities, facilities which contain
explosive ordnance and or materials, sensitive computer equipment rooms and
24/7 and holidays for most Bachelor Quarters (BQs). Appendix J provides a
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listing of buildings/facilities that meet the critical requirements for an

emergency ticket in the event HVAC units go down.
Service Ticket Policy for PWD Utilities
Criteria for Valid HVAC E-Tickets (PWD Utilities, Utility Plants and
Utility Distribution Systems are classified as to prevent immediate danger to
personnel, restoration of essential services disrupted by the breakdown of
utilities, correction of failures that degrade mission capabilities and
emergencies that have impact relating to fire, safety or environmental issues.
Examples of valid E Tickets for PWD Utilities are provided in Appendix K.

Urgent: Urgent Service calls are only accepted from individuals listed on the

Authorized Caller List and must be responded to within four hours. These service
calls are intended to correct failures that do not immediately endanger personnel,
property or natural resources but will lead to property damage, degradation of
mission capability, or affect the well being of personnel.
Routine: Routine Service calls are only accepted from individuals on the
Authorized Caller List. These service calls are to correct failures that dont meet
the criteria for emergency or priority service calls. Routine service calls shall be
completed within 15 calendar days after receipt of the call, should material be
readily available.

Scheduled: Scheduled Service calls are only accepted from individuals on the
Authorized Caller List. These calls provide work on the utility systems, facilities,
or built-in equipment that has specified start and completion dates. Scheduled
service requests are intended to support equipment installations, Changes of
Command, Air Show, VIP visits, Blue Angel Marathon and other events that can
be scheduled in advance. Each service call must have specified start and
completion dates/times. The Government shall give the BOS Service Contractor
a minimum of three working days notice when requiring a Scheduled service call.
Secondly, Service Tickets are constantly in motion. Because the length of time required to affect
a particular repair may vary greatly, some repairs are quick and simple matters of parts
replacement while others are substantially more involved and time consuming.
Additionally, the personnel resources of the Contract Service Provider are finite; a Priority
Service Call for an air conditioning repair may be bumped from its position because of an
incoming Emergency Service Call. The call can also be reprioritized to a lesser position if
another Priority Service Call is received from a facility with a critical mission (e.g. a medical
facility). For these reasons, it is difficult to determine the exact status or time when a given
Service Call will be completed. However, during a recent survey of Building Managers high
praise was given to the BOS Contractor Status Desk for the level of effort and research
conducted to supply an accurate response to Building Manager queries. This resource should not
be by-passed or ignored! The PWD Web-Site is your best resource for Service Ticket
information!

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Your Role in the Service Call Process

Submitting a Service Ticket:
To place the Service Call you will, at a minimum, be required to furnish the following
information:
Location (e.g. Building and room number, left hallway, east or west corner)
Priority of Call (e.g. Emergency, Priority, Routine (see the FAQs in Appendix D for a
definition of service call prioritization)
Description of Trouble (e.g. unable to secure faucet on sink): Be sure you describe the
problem to be fixed and not the fix! The descriptors associated with the service problem
are critical to help the BOS Contract Service Provider understand the scope of the
problem. Describing the problem with specifics such as making constant noises or
heavily leaking are better than not working properly.
Who funds the Service Ticket (See Appendix L for examples of funding responsibility)
Additional Information (e.g. water flow causing sink to overflow continuously)
Obtain Tracking Number:
The CAC will provide you with a tracking number specific to your Service Call. This tracking
number will help you obtain status of your call from submission to completion. See Service Call
Status Request in the previous section to understand how to obtain the status of your service call.

It is recommended that you obtain a Service Ticket Log that contains

individual ticket information for status tracking and documentation purposes.
An example of a Service Ticket can be located in Appendix H.

Categories of Service Work

There are three categories of service level work. These categories are primarily defined by
funding responsibility and contractual coverage with the BOS Service Contractor. These
specific categories are:
Not covered by BOS Contract (Service Tickets do not apply).
Covered by BOS Contract and funded by NASP.
Covered by BOS Contract and funded by the Tenant.
A partial listing of items falling within this category is provided in Appendix L.

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Figure 2: Service Call (Ticket) Submission Diagram

BM Submits
Service
Ticket

BOSS
Contractor
Assigns
Tracking
Number

Work
Scope Determined
><32 Hours

<32 Hours

BOSS
Contractor
Resolves
Service
Ticket

>32 Hours
Close BOSS
Contractor Service
Ticket
Forward to FMD
as Beyond Scope

FMD Open
Work Request or
Include in
Deficiency Backlog
Based on Priority

Notify Building
Manager

Process
Work
Request

Indicates BM Involvement

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Work Requests
Governance: None
Work Requests, unlike Service Calls, are heavily regulated and are prioritized based upon a
variety of criteria. When submitted, the first question is, Can this be done as a self-help project
(does it exceed 32 hours?)? Is the work considered an emergency, is it mission essential, and is
the work essential to quality of life? Once that determination has been made, there is a question
of funding. Does the requestor fund it or is it to be funded by PWD? If funded by the requestor,
where does it fall within the current backlog of work for that particular shop or trade? These are
just some of the issues surrounding the input of work requests. Figure 3 represents the process
flow for Work Requests.

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Figure 3: Work Request Process Diagram

BOSS Contractor
> 32 hours

Customer
E-mail

FMD Receives
Request

Valid

Facility
Inspection

Return to
Originator

Yes

Scored and
prioritized with
backlogged
projects
When reaches
funding level or
score becomes
critical. Scope
refined by Boss
Contractor

Is Request
Customer
Funded?

FMD prioritizes
based on funds.

Yes

Customer
commits to fund

When selected for

funding, RFAB
Review Execution
Agent selected.

Work Order to the Boss

Contractor Engineering
Division to develop
executable job package

Job package
referred to FMD
for funding

Funded

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Self-Help
Governance: NASPINST 11014.8
Much of the time, the issue facing the Building Manager is a matter of routine upkeep. SelfHelp is designed specifically to facilitate the Building Manager accomplishing routine
maintenance matters without external intervention. For example, painting is the number one
self-help project. Other examples might include construction of flowerbeds, or replacement of
damaged ceiling tiles. To support these actions, the program addresses many standard self-help
issues. The Self-Help instruction includes a listing of authorized paint colors, self-help routing
forms, paint/HAZMAT request forms, self-help project documentation for the Bronze Hammer
award nomination form and more. Additionally, the instruction contains templates for
submission of the annual self-help project plan. Figure 4 is the basic self-help approval process.

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Figure 4: BASIC Self-Help Request Approval Diagram

BM submits Self-Help Request Form to

Self Help Program Coordinator

Self Help Coordinator Reviews for

Compliance with Current Directives

Request In
Compliance with
Current
Directives?
Yes

Self Help
Request Denied

Conceptually
Approved
Yes

NAS
Environmental
Approval
Yes

NAS Safety
Department
Approval
Yes

NAS Fire
Department
Approval
Yes

No
Yes

Facilities
Management
Officer
Approval
Yes

Is requested work already

scheduled under separate
work order/undertaking?

Forward to
Director Planning
and Operations for
Review

Approve and
Forward to Self
Help Project
Engineering
Technician

Self Help
Engineering
Tehnician
Orders Self Help
Supplies

Notify Bulding
Manager of
Approval

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APPENDIX A: POINTS OF CONTACT

Facility Service Contract (FSC)

The Facilities Management Facilities Support (FMFS) function is to provide Quality Assurance for the
government by surveillance and documentation of performance of the BOS Contractor Service Provider
and many other service contracts. Services are governed by Performance Work Statements (statement of
work), which is broken into sections (Annexes) in the BOS contract. To address status of service work with
the BOS Contractor there is a status desk, 452-5051, Fax 452-5550. The FMFS comment process ensures a
timely and uniform method of resolving most customer issues. Performance Assessment Representative
(PAR) does the surveillance and investigates customer complaints.
When to contact a PAR:
A PAR may be contacted for the following reasons:
The service ticket that has not been accomplished within the specified time based on the call
classification emergency, priority, routine, or scheduled.
The service ticket has been closed without satisfactory performance of the work.
Other general customer comments about service provider expectations and performance, positive or
negative.
How to contact a PAR:
To contact a PAR please refer to the table below and perform the following:
Write down discussion points for your complaint or comment.
Have MAXIMO ticket number available.
Identify the work area that you would like to discuss. For example, if it concerns a priority service
call ticket for a trouble call on a facility would fall within the Scheduled Services Call work area.
Call the PAR and refer to the work area that you would like to discuss.

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Table 1: Facilities Management and Facilities Services (FMFS) Contact List

ANNEX

WORK AREA

0200000

Management & Admin.

1501000

Facility Management

1502000

Facility Investment

1503020

Chillers
HVAC
Fire Prot
VTE
Electrical
OWS
Grease Traps
Exh. Hoods
Insp. / Test
Hotel Services S. to S.
Pest Control

1503060

SUBANNEX

CONTACT
NAME (S)
All

Engineering
Services
Service
Calls/PM

Ron Mangum

CONTACT
NUMBER
452-3131
X 3047

E-MAIL ADDRESS

[email protected]

X 3048

[email protected]

TBD
Ron Mangum
Doug Del Aguila

X 3048
X 3044

[email protected]
[email protected]

Kenny Makin
Doug Del Aguila
Ron Mangum

X 3047
X 3044
X 3048

[email protected]
[email protected]
[email protected]

Pavement Sweeping

Jim Taber

X 3052

[email protected]

1603000

Natural Gas

Doug Del Aguila

X 3044

[email protected]

1604000

Waste Water

Shelby Rice

X3046

[email protected]

1605000

Steam

Jim Taber

X 3052

[email protected]

1606000

Potable Water

Doug Del Aguila

X 3044

[email protected]

1700000

Transportation

Jim Taber

X 3052

[email protected]

1800000

Environmental

Kenny Makin

X 3047

[email protected]

4040000

Safety

Kenny Makin

X 3047

[email protected]

All

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Public Works Department (PWD) FMS

The Facilities Management Specialist (FMS) are assigned in the specialty grouping by which we classify
our buildings.

Table 2: Facilities Management Specialist (FMS) and Self-Help Program Coordinator

Specialty
Assignment

Name

Phone

Cell
Number

Supervisor
Requirements

Larry Maxwell

4499257

[email protected]

Supervisor

FMS Lead
Tech/MATSG/Air
Force/Reserve Center
Mobile/BQ/MWR/NSTS/
BCO
CID/CPPD/PSD/HRO/NA
SC/PAO/Security/Navy
Lodge/BMH
Sm
Tenants/DFAS/SPAWAR/
Air Ops/ISSO/PWD3560/
Airfields
FBOP, Saufley, Museum,
NEX, NETP, NAVC, Fire
Dept.
NASP HVAC/Back
Flous/PO/Elevators/Saudi
Training
Grounds/CNIC Credit
Card/DelJen/Weapons/RSSI/PW/
Prestige Areas/Roads
FX Program
Mgr/Supply/Recycling/
HAZMAT/NATTC/Red
Cross/NETC/Signage/Pest
Control
FMS/Boilers/HVAC/
Corry/Saufley/Galley
/NCIS

Marvin Denney

4523131
X3038
4523131
X3030

7770826

[email protected]

FMS

4523131
X3022
4523131
X3023

4490797

[email protected]

FMS

4490666

[email protected] FMS

Katrena Eldridge

Phillip Niedzwiecki

Andrew Harris

4522933131
3469
X3037

E-Mail

[email protected]

Vacant

Title

FMS

Norman Feinberg

4525543131
5676
X3035

[email protected]

FMS

Cindy Rodrique

4524493131
9258
X3018

[email protected]

FMS

Weldon Bartush

4523131
X3034

[email protected]

FMS

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PWD Services Points of Contact

Table 2: Public Works Department Services Points of Contact
Specialty
Assignment
Building Manager
Coordinator
Cultural Resources

Energy Management
Excavation Permits
Exterior Signs
Grounds Maintenance
Grounds Maint. Coodinator
(Regional Inmate
Coordinator Contract)

Janitorial Services
Maintenance/Repairs and
Alterations
Refuse Collection
Site Approvals
Space Management
Swimming Pool
Maintenance
Mechanical Systems
(NASP)
Mechanical
Systems(Corry)
Special Projects/Milcon
Environmental

Name

Phone

Cell
E-Mail
Number
[email protected]
0797
[email protected]
6638883
[email protected]

Katrena
Eldridge
Carrie
Bourgeois

2-3131
X3022
2-3131
X3011

Sabrina
Williams
Irby
Engineering
Cindy
Rodrique
Norm
Feinberg

2-3131
X3021
452-5525
2-3131
X3018
2-3131
X3035

4499258
5545676

[email protected]

Cindy
Rodrique
PWD FMS

2-3131
X3018

4499258

[email protected]

Cindy
Rodrique
Lawrence
Clifton
Conor Grace

2-3131
X3018
2-3131
X3031
2-3131
X3063
2-3131
X3018

4499258
5545677
3617897
4499258

[email protected]

2-3131
X3034

4490913

[email protected]

2-3131
X3013
2-3131
X3015
2-3131
X3008
2-3131
X3016

5547547

[email protected]

Cindy
Rodrique
Vacant
Weldon
Bartush
(Bart)
Bob Davis

Natural Resources

Winifred
Jones
Mark Gibson

Natural Resources

Mike Hardy

[email protected]

See PWD FMS List in Table 2

[email protected]
[email protected]
[email protected]

[email protected]
5545650
5545649

[email protected]
[email protected]

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Command Support Activities

Command Support Activities are command entities that require interface with Building Managers
individually outside of normal PWD support.

Table 3: Command Support Activities POCs

Name
Alan Burt
Fenters

Location
Emergency
Management

Phone
455-4481

E-Mail
[email protected]

Specialty
Emergency
Management

Craig Lewis

Fire

452-2898

[email protected]

Fire Inspection

Donald
Krehely

Industrial
Hygiene

452-5670
X 201

[email protected]

Industrial Safety

BCO
Jerry Olson

NASP BCO

452-3454

None

Base Telephone
Control

Aaron Sanford

Regional
Telephones
(NCTS)
Regional
Telephones
(NCTS)

452-4409

[email protected]

452-7907

[email protected]

Regional
Telephone
Control
Regional
Telephone
Control

Safety

452-3100

[email protected]

Cindy Santos

John Winters

Safety and
Occupational
Health
Specialist

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Table 4: Frequently Used Numbers (To be Completed by Building Managers)

Name

Location

Phone

E-Mail

Specialty

Notes:

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APPENDIX B: REFERENCES
Many of the following references were used in the creation of this document. Other reference material
included here are valuable in the day-to-day function of building management. These resources should be
used to support and guide the performance of your Building Manager duties, in addition to the direction
and leadership of the Facilities Management Specialist (FMS) and the various organizations that comprise
the PWD Building Management Team.
The following references guide the Building Management Program for the Pensacola Naval Complex.

NASPNCLAINST 5100.1, Occupational Safety and Health Program Manual

NASPNCLAINST 11320.1, Fire Protection and Fire Prevention Regulations

NASPNCLAINST 5090.4, Environmental Policy Management
NASPNCLAINST 11015.1, Urban Forest Management
NASPNCLAINST 11015.2, Natural Resources Management
NASPNCLAINST 11010.2, Historical Archeological Resources Protection (HARP) Plan
NASPNCLAINST 11014.8, Self-Help Program in Support of the Navy Real Property Maintenance
Program
NASPNCLAINST 5500.1, Pensacola Complex Physical Security Plan
NASPNCLAINST 11012.2, Moves Within And To Facilities
NASPNCLAINST 11010.1, Establishment Of Station Planning Board
CNRSEINST 4101.1B, Energy Resource Management
NASPNCLAINST 4401.2, Interservice And Intragovernmental Support Program
NASPNCLAINST 11240.3, Transportation Equipment, Services, and Funding
NAVFACINST 11010.45, Comprehensive Regional Planning Instruction, Site Approval Process
OPNAVINST 5100.23, Navy Occupational Safety and Health Program (NAVOSH) Program
Manual

COMNAVFACENGCOM, Engineering Command, Engineering and Innovation and Criteria Office

ltr dtd 06 June 2003, INTRIM TECHNICAL GUIDANCE (ITG) FY03-4, NAVFAC MOLD
RESPONSE MANUAL

COMNAVTELCOMINST 2066.1, Navy Base Communications Manual

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APPENDIX C: BUILDING MANAGERS HANDBOOK DEFINITIONS

The following definitions will assist in your usage of the Public Works Department Handbook:
Authorized Caller List (ACL) Determines who may call in all Priority and Routine Maintenance
Service Calls for maintenance within a specified facility.
Building Manager (BM) Under the direction of the PWD Facilities Management Specialist and
the Tenant, responsible for the upkeep and maintenance of the government facility(s) assigned to them
through the submission of Service Tickets, and required Work Requests.
Building Manager Assistant (BMA) Provide support and assistance to the BM in the performance
of the duties and maintenance of the assigned facility(s). Acts in the BMs absence during times of leave,
illness or deployment.
Building Manager Coordinator- Responsible for the administrative oversight of the PWD Building
Manager Program.
Customer Assistance Center (CAC BOS Contractor Service Ticket Department.
Facilities Management Specialist (FMS Responsible for the guidance and support to building
managers under the Public Works Department (PWD). Also responsible for assisting the Building
Manager with the submission of Minor Work Authorizations (MWA) and providing direction and approval
to initiate the Work Request Process.
Letter of Designation A letter identifying the Building Manager and alternates to the Facilities
Management Officer.
Primary Tenant Command/Department who occupies the largest square footage within the same
facility with multiple Tenants. The Primary Tenant/Command/Department will be determined by the
PWD.
Self-Help Program Program within the Navy Real Property Maintenance Program designed to
support routine maintenance matters by the Building Manager without external intervention.
Service Calls A trouble ticket submitted to the BOS Contract Service Provider, under the auspices
of Public Works Department, to handle all maintenance calls submitted by the Building Manager.
Performance Work Statement The work statement, categorized according to annexes, which
governs the Public Works contract service provider.
Tracking Number A number assigned to all service tickets by the CAC, which allows the
Building Manager to follow the status of a service call from initiation to completion.

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APPENDIX D: FREQUENTLY ASKED QUESTIONS (FAQs)

The following are some Frequently Asked Questions that have been compiled to assist you in the
performance of your functions as Building Manager.

What is the time frame for processing a work request submitted to PWD?
There are several entities involved in the Work Request Process; therefore, the time frame varies based on
the scope of each individual project. Considering the maximum allotted days for each entitys
responsibility, the average Work Request takes approximately 45 days to process. The Building Manager
may contact his/her PWD FMS once funding is identified to obtain the specific time frame of the submitted
Work Request or refer to the Work Request Flow Diagram (Figure 4) located in the PWD Building
Managers Handbook Section titled GETTING WORK DONE for a detailed outline of the process.

How does one obtain a status once a Service Call has been submitted to the BOS Service
Contractor?
The status of a service call may be obtained by emailing the BOS Contractor Status Desk at 452-5051. The
status request may also be faxed to 452-5550. Once the status request has been received, if the status is
available, the Status Desk responds to the request within 24 hours. If additional research is required, the
Status Desk will provide a response once the needed information is provided. If the originator contacts the
Status Desk via phone and the information is available, the Status Desk will inform the originator of the
status at the time of the call.

How does the BOS Contract Service Provider prioritize the Service Calls?
Service calls are prioritized based on the criteria of their category. There are four different categories for
service calls: Emergency, Priority, Routine and Scheduled. The criteria for each category has been
predetermined by guidelines established by PWD. The guidelines ensure the buildings with critical
mission functions are serviced first based on the impact of their operations. All other calls are prioritized
based on their category or service (e.g. Emergency, Priority, Routine and Scheduled), then according to
their buildings functionality.

How does one obtain the status of a Work Request once it has been submitted to PWD?
The PWD FMS provides the status of all Work Requests. Each department facility and Tenant command
has been assigned an PWD Planner based on its mission or function. These missions/functions have been
assigned to three basic categories: Infrastructure, Quality of Life and Training. The Building Manager may
refer to the PWD POC Table in Appendix A of the PWD Building Managers Handbook to determine the
POC for his/her facility.

Why would a Service Call be canceled?

The BOS Contractor evaluates all service calls to determine if the scope of the service request is less than
32 man-hours. If the project is determined to be out of scope, the originator is notified and the service
ticket is forwarded to PWD, the BOS Contractor Service Ticket is then canceled and a work request is
created by PWD. Please refer to Figure 2 to view the Service Ticket Submission diagram.

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APPENDIX E: SAMPLE LETTER OF DESIGNATION

Date
Code/Ser
From:
To:

Subj:
Ref:

Command (Name)
Building Manager Coordinator, Public Works Department, NAS Pensacola

BUILDING AND ENERGY MANAGER (B&EM) LETTER OF DESIGNATION/REMOVAL

(a) FMD Building Manager Handbook dtd October 2012
(b) CNRSEINST 4101.1

1.
This letter of designation appoints (nominee name) as the Main Primary or Alternate Building and Energy
Manager for (Tenant Activity name and building number(s)) effective immediately. Contact information for
(nominee name), is phone xxx-xxxx ext. xxxx, E-mail: [email protected]. This letter serves as official
authorization for (nominee name) to be placed on the Authorized Call List as the commands point of contact for all
facility and infrastructure issues.
2.
By appointment please designate (nominee name) as the Building and Energy Manager for building (number).
This person is NOT authorized to call in service tickets but will report all building deficiencies to the
Primary/Alternate Building and Energy Manager .
3.
By the appointment above, please remove (previous Building and Energy Manager) as the Primary/Alternate
Building and Energy Manager effective date. This letter also serves as notification to remove (name) from the
Authorized Call List as the commands point of contact for all facility and infrastructure issues.

Signature
Typed Name

Copy to:
Designated Primary/Alternate Building and Energy Manager
Removed Primary/Alternate Building and Energy Manager

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APPENDIX F: EXAMPLE SPACE REQUEST

NAS Pensacola

SPACE ALLOCATION REQUEST FORM

Fill in and submit this form electronically. It can be found at Appendix F in the Building Manager's
Handbook, which can be downloaded from the Public Works Department Webpage at
https://auth.cnic.navy.mil/navycni/groups/public/@cnrse/@pensacola/documents/document/cnicp_a142
400.pdf ITEMS MARKED WITH ** MUST BE COMPLETED.
Date Submitted:

COMMAND/ORGANIZATION INFORMATION

**
**

Name of Command/Organization requesting space

Command UIC

Command acronym

Current address

**
**
**
**
**

Department code

Current mission

Is this mission under CNRSE? Yes or No

Mission Claimant

Local & BSO points of contact (name/phone/e-mail)

**
**

Current number of personnel. Provide copy of manning documents.

Estimated personnel in 1 year and 5 years

Attach current & projected manning documents and organization charts to support this
request.

What is the reason for this requirement/move?

Will this consolidate requirements? Increase efficiency? How so?

Is this move BRAC related?

**
**
**

Attach BSO approved BFR completed per UFC 2-000-05N for total requirement.

Type of space required. (Admin, Hangar, Warehouse, Lab, Shop, etc.)

Amount of space required (square feet)

Attach updated floor plan of currently assigned space, showing how the space is used,
including the deployment of personnel & equipment.

Parking (spaces)

Outside laydown (SF)

Describe special requirements

Proposed move location (if any); describe why location is best.

Permanent or Temporary (Ending date)

Alternatives (if known)

Location to be vacated. State if none.

Proposed move date

Provide additional information to help evaluate requirement and solution. If available, include
project plans and scope of work.

LOADING (MANNING)

MOVE REQUIREMENT

Yes or No

FACILITY REQUIREMENTS

PROPOSED ACTION

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Facility Exit Plan. State proposed facility condition at end of occupation (Ex: Original,
Improved, demolish after use)

Funding source for renovations/alterations?

ONE-TIME COSTS

32
33

Cost Estimate developed?

If yes, please attach.

Funding source for move (telephone, NMCI MAC, furniture, etc.)

Cost Estimate developed?

If yes, please attach.

RELOCATION COST FOR CURRENT USER (if applicable)

34
35

36
37

Funding Source for Preparation of New Site?

Cost Estimate developed?

If yes, please attach.

Funding source for move?

Cost Estimate developed?

If yes, please attach.

RECURRING COSTS (O&M)

38
39

40
41

Funding source for interior maintenance and repair?

Cost Estimate developed?

If yes, please attach.

Funding source for exterior maintenance and repair (shell of the building)?
Cost Estimate developed?

If yes, please attach.

Who will be the Maintenance UIC?

Funding source for Annual Utilities, Telephones, Janitorial, Security, Etc.

OTHER BASE OPERATING SUPPORT COSTS (OBOS)

Cost Estimate developed?

If yes, please attach.

BUSINESS CASE ANALYSIS

Is this request supported by a Business Case Analysis? If so, please attach.

Describe negative impact to NASP (e.g.: impacts on neighboring organizations, unreimbursed costs, increased maintenance requirements, safety, security, traffic, air, water and
noise pollution)

**
**

Contract Sponsor Name and Contract Number (Provide copy of contract SF-30)

Period of Performance

CONTRACT DETAILS (for contractor space only)

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APPENDIX G: EXAMPLE EXCAVATION PERMIT

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EXCAVATION PERMIT INSTRUCTIONS

~ PLEASE READ THOUROUGHLY ~
The point of contact for ALL excavation permits is Irby Engineering at 452-5525.
The Requestor will fill out blocks 1 4 and provide a detailed drawing/sketch/map with relevant detail of the project. A POC and contact
phone number are mandatory. The requestor is responsible for notifying the Sunshine State One-Call and getting a ticket number for
block 6, you must be assigned a permit number before calling Sunshine. Blocks 8 through 13 and final permit approval are by the NAS
Pensacola BOS Contractor.
Block 1: Title of project.
Block 2: Provide street address, nearest intersecting streets AND the nearest building number.
Block 2a: Provide name and phone number of sponsor or contact person.
Block 3: Detailed description of project and estimated duration. Give estimated dimensions of the excavation along with any type(s) of
machinery that is/are to be used.
Block 4: The name and phone number of a POC is essential. Provide a FAX number and an e-mail address if available.
Block 5: Real Property Management Division will review all new routes/locations for acceptability.
Block 6: The contractor ACTUALLY doing the excavation must contact Sunshine State One-Call at 1-800-432-4770, not less than two
days nor more than five days prior to excavation. They will provide a ticket number, which must be recorded on the permit, along with
the date and time of contact.
Block 7: The Cultural Resources Manager (CRM) will evaluate site for Archeological value. Archeological clearance could require an
extended amount of time depending on location of project and archeological sensitivity of the area.
* All inadvertent archeological discoveries must be reported to Ms. Carrie Bourgeois the CRM at 850-452-3131 x3011 *
Block 8: Evaluation of the environmental impact of excavation. [obtained by Del-Jen] (POC: Greg Campbell 850-452-3131 x3007)
Block 9: Safety evaluation [obtained by Del-Jen] (POC: Dodie Matlock 850-452-3100 x1442)
Block 10: If research indicates the presence of Ground Electronics, the excavator must notify them at 850-452-2849. If electrical lines
are present, the excavator must call the High Voltage shop, 452-2648, at the beginning and end of each day of digging. (POC is Mr.
Bob Nichol 850-452-5525 x3339)
Block 11: Base Communication Office (BCO) evaluation [obtained by Del-Jen] (POC: Jerry Olsen 850-452-3454)
Block 12: Fire Inspection in area around excavation [obtained by Del-Jen] (POC: Steven Burke 850-452-2898)
Block 13: Contractor MUST provide As Built record drawings to the Real Property Management Division upon completion of project.
The final approval block will be signed by Del-Jen Joint Venture upon satisfactory completion of all of the above blocks. A copy of the
approved excavation permit is required to be posted or readily available at the job site at all times.
* DO NOT BEGIN EXCAVATION OF ANY TYPE PRIOR TO RECEIVING FINAL APPROVAL

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APPENDIX H: SAMPLE SERVICE TICKET

Work Authorization Form

WO#524312
Job Plan
Priority: 3
Work Type: SC

REPLACE DOMESTIC WATER FILTER IN LADIES ROOM ON THE EAST END

Callers Description:
OF THE BUILDING. POC IS MELIA BURTON @ 452-1100
(E-MAIL REQUEST)
Report
5/15/2009 12:22:00

POC Name:

Target Start:

Sched. Start: 5/15/2009 12:23:00 PM PAC:

Target Finish:

Sched. Finish: 5/30/2009 12:23:00 PM

Tom Cacciatore

ELIN:

P1-B033 ROUTINE SERVICE CALLS

Location:

SAUFIE-802

Reported By

Lead Craft

AAN55003

POC Phone: 1001X3X1805

PEN-FMD
Status: APPR

NETPDTC & NAVY EXCHANGE

System Type:

Failure Class:

Crew ID:
PA3-PLUMB

LABOR
Craft:________________Date:_______________Start:________________Stop:________________Total Hours:__________
Craft:________________Date:_______________Start:________________Stop:________________Total Hours:__________
Craft:________________Date:_______________Start:________________Stop:________________Total Hours:__________
Craft:________________Date:_______________Start:________________Stop:________________Total Hours:__________
Craft:________________Date:_______________Start:________________Stop:________________Total Hours:__________
Craft:________________Date:_______________Start:________________Stop:________________Total Hours:__________
Craft:________________Date:_______________Start:________________Stop:________________Total Hours:__________
Craft:________________Date:_______________Start:________________Stop:________________Total Hours:__________

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Work Authorization Form

WO#524312
Job Plan
Priority: 3
Work Type: SC

MATERIALS USED
Qty
Unit of Issue Item No

Description

______

_ _______________________________________________

______

_ _______________________________________________

______

_ _______________________________________________

______
_________ ____________ _______________________________________________________
DESCRIPTION OF PROBLEM FOUND AND WORK PERFORMED (USE BACK IF NECESSARY):

Work is Complete?

Date:____________
Date:____________

Craftsmans Signature: _______________________________

Authorized Signature: _______________________________

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APPENDIX J: SERVICE TICKET POLICY FOR NASP REGION

Variance from this priority guidance may be provided by Public Works Officer(PWO); Deputy Public
Works Officer(DPWO); NASP CO and XO; Public Works Requirements Director and Staff (FMS);
Regional Engineering Command Duty Officer/CDO; Admin. Contracting Officer/ACO; Disaster
Preparedness Officer/DPO and Facilities Support Contract Division Staff (FSC).
BUILDING/FACILITY PRECEDENCE
The following guidance is provide to determine the precedence of Emergency / Priority service tickets:
Order of Precedence list:
1) Naval Hospital / Branch Medicals / Dental (2268, 3600, 3911, 535 Corry)
2) SPAWAR Bldg 603, Base Communications Office (BCO) Bldg 3261, 3783 NIOC Pensacola
(Located Corry), NETPDC Server Farm Bldg 2434 DFAS 801 Saufley
3) Armory Bldg 1735, Magazines 391/1ET4 and 703/1BT3 and 703/1BT3, 4154, 4155, 4156, 4157,
4158 (Power loss only)
4) Bachelor Housing, FBOP Barracks 2440, 2447, 846, NASP Brig 3873
5) Training Commands (3460, 3450, 3220, 3221, 633, 1853, 1854, 512, 513, 514, 516, 3744, 3748,
1099, 665, 3801, 3860, 3943 etc.)
6) All other Buildings and or facilities
7) Roads
8) Traffic Signals
1. CRITERIA FOR VALID HVAC E-TICKETS
Criteria is based on the facility mission such as: medical, critical communication, training where a constant
humidity is required are listed (Complete facility), Air /Flight Operation/Runway and Port Ops support
facilities, facilities which contain explosive ordnance and or materials, sensitive computer equipment
rooms and weekends and holidays for most BQs (Bachelor Housing). weekends run from 1500 Friday to
0700 Monday and Holidays.
Extreme Heat criteria: Days when the black flag is posted (90 degree heat index or higher).
Extreme Cold criteria: Days when temperature does not reach 40 degrees or when below freezing
temperatures are expected.

Note: Cooling
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The following criteria will be used as guidelines for the start-up of the cooling season. However,
extenuating circumstances will also be taken into consideration. Examples of such item are extremely
unusual temperatures, building heat loads, building layout, and quality of life for occupants.
1). The forcasted mean temperature for 5 consecutive days is at least 70 degrees Fahrenheit (F)
and the daytime relative humidity is 80% or higher.
2). Exterior maximum temperatures forecasted for a 10-day period do not fall below 80 degrees
F.
3) Exterior minimum temperatures do not fall below 55 degrees F for the same 5-day period.
Building/Facilities listed below meet the critical requirements as an emergency ticket in the event HVAC
units go down. Other facilities may meet the critical requirements as an emergency ticket in the event
HVAC units go down in the case of extreme heat or cold weather only. In mild weather, all unlisted
facilities will be classified as priority tickets or lower.
NAVAL HOSPITAL / MEDICAL AND DENTAL FACILITIES
2268 Hospital (Complete facility)
3600 NASP Medical/Dental (Complete facility)
3719 Corry Dental (Complete facility)
3911 NATTC Medical/Dental (Complete facility)
535 Medical Corry (Complete facility)
3745 Hospital Pharmacy area only (Corry Mall)
NASP SPAWAR/DFAS /PWC/BQ
628 Telephone switch room 1-75 (NCTS Jacksonville, Pensacola Division personnel to make
calls only)
603 Communications- IT Systems/Computers(Complete facility)
633 Telephone switch room 113 (NCTS Jacksonville, Pensacola Division personnel to make
calls only)
1809 Telephone switch room (no number) (NCTS Jacksonville, Pensacola Division personnel to
make calls only)
3258 Server room 101 and 102 (NCTS Jacksonville, Pensacola Division personnel to make calls
only)
3260 Server room 114 (NCTS Jacksonville, Pensacola Division (personnel to make calls only)
3261 Communications- Main Telephone Facility (Complete facility)
3560 PWC Server room (room 111) NMCI Main Frame
3910 BQ Server and Sprint Phone System (Room 1045)
781- Section L, room is located in the northwest corner (server room only)
4125 Fire Dept. Room 117 Emergency Communications Center
SAUFLEY FIELD SPAWAR/DFAS/NETPDTC
801 DFAS server rooms (rooms 112, 126,159/161 and 204)
807 DFAS server rooms (107, 108 and 166)
804 Telephone switch room (No room number, northwest corner 1st floor) (NCTS Jacksonville,
Pensacola Division personnel to make calls only)
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851 DFAS server rooms (103 and 105)

2434 NETPDTC (Server farm only rooms 101, 101A-G, 102 and 106, (UPS room 104), (Server
Farm Command Center/ Help Desk room 116).
2435 DFAS server rooms (3211 and 3240)

CORRY STATION
502 Server room 101E (SPAWAR personnel to make calls only)
504 Telephone switch room (No room number, southwest corner, 1st floor)
(NCTS Jacksonville, Pensacola Division personnel to make calls only)

511
512
513
514
1099
3744
3748
3783

Server room 111

Server rooms 115 and 125
Server room 127
Server room 103
Server rooms 132 and139A
Server room 112
Server room 204A
NOIC Pensacola Servers are located in rooms, 120, 201, 205, 220 (Complete Facility)

NASP TRAINING BUILDINGS

3220 NATTC (1st Deck Rooms 105, 106, 107, 108, 109, 114, 116, 128, 131, 133, 134, 135, 139, 141, 142,
147, 148, 149,151, 155, 157, 165, 169, 171, 174, 176,177, 178, 181, 182, Mezzanine M109, M11, M12,
Second Deck 237, 239, 241, 245, 251, 268, 273, 275,276,278,286
3450 NATTC server room A141
3460 NATTC server room 2219
3480 Simulators T6 and 2B37
3258 Griffith Hall Simulators room 102
3268 Training Equipment and computers (complete facility)
3801 NOMI NSTI Training Devices and Multi-station Spatial Disorientation Device (Complete
facility)
ALL BQS (BACHELOR HOUSING)
Weekends and Holidays only for E-Tickets

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Priority tickets from 0700 Monday until 1500 Friday.

Red highlighted/underlined BQ facilities are currently using P-Tac HVAC units and will be urgent or lower
tickets at all times, all other BQ facilities are either quad units or central units and will be E-tickets on the
weekends and holidays. *3246 has some P-Tac units on the 1st deck.
600 *3246 3469 3474 3704 3709 3717 3902 3907
601

3251

3470

3475

3705

3710

1082

3903

3908

602

3252

3471

3701

3706

3714

1084

3904

3910

623

3448

3472

3702

3707

4144

1090

3905

626

3248

3473

3703

3708

4145

3901

3906

FBOP Barracks
2440, 2477, 846, Weekends and Holidays only for E-Tickets
AIR FLIGHT OPERATIONS (Complete Facility)
3962

Control Tower Equipment and computers

3963

Radar Facility (FASFAC)

1917

Airfield Tacan

1967

Trunking and Paging Site (Window Units)

1852

Weather communications

1892

Radio Transmitter Site

1893

Radio Receiver Site

3255

Air Search Radar

1981

Precision Approach Radar (Air Ops Cost, due to its equipment and not a facility)

639

Motorola Transmitter

856A Motorola VHF trunking system

Instrument Landing Systems (ILS): (2 each) No facility number, located at north and south end of
runway 7 L. (Window units).

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FIRE DEPARTMENT
NASP Building 4125, 1878, 3374
Corry Building 504
Saufley Building 2451
Weekends and Holidays only for E-Tickets
Priority tickets from 0700 Monday until 1500 Friday
Special Requirements
PWC server room 111, temperature range 68-70 degrees with a relative humidity range not
below 30% or higher than 55% with 53% being their ideal range.
Building 3480 Simulators: T6 Temperature range 59-75 degrees with a relative humidity range not
below 40% or higher than 60%. Room 2B37 temperature range 68-76 degrees with a relative humidity
range 0 to 50%.
Building 3258 Simulators room 102: Temperature range 60-75 degrees, with relative humidity range not
below 30% or higher than 60%.
Building 3268 complete facility: Temperature set at 60-75 degrees with relative humidity not below 30%
or higher than 60%.
Building 3565 Naval Museum IMAX Theater: Temperature range 65-68 degrees with a relative
humidity not to exceed 40-50%.
Building 3783 NIOC Pensacola (Located on Corry): Temperatures range 65-77 degrees with a relative
humidity not below 35% or exceed 60%. The rooms are 120, 201, 205 and 220. However these rooms are
supplied by the two main units. Note: Room 220 is a 24/7 Operations Center and A/C is supplied from the
buildings Main Chillers/cooling towers, there are 3 portable A/C units in this space to help maintain
approx. 72 degrees and relative humidity 45-65%, AHU 2-2 in room 216 (zones 3, 5, 6) supply room 220.
Building 781 Section L, Located northwest corner: Temperature range 59 degrees lowest and 78 as the
highest with a relative humidity not below 40 and not higher than 60%.

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Special Requirements
Thermostat settings for all NAS Pensacola facilities are established by Commander Navy Installations Command (CNIC), using
Common Performance Level Standards (CPLS). NAS Pensacola is currently operating under CPLS3, which requires ambient
temperatures no warmer than 68 degrees during the heating season and no cooler than 76 degrees during the cooling season.
Exceptions to CPLS3 are made only when the mission cannot be accomplished within the required temperature settings due to
health, safety, or equipment issues, or where the Navy/DoD has established a separate instruction dictating specific
temperature/humidity requirements. Such exceptions must be documented in writing and submitted to the PWD Energy
Management Team for review.
Current exceptions are listed in the table below. All other facilities should maintain the temperatures mandated by CNIC.

NASP EXCEPTIONS TO MANDATED THERMOSTAT SETTINGS

Facility
2435

NETPTDC Admin

Cooling
Temperature Setting
72, 50% RH

3465

Naval Aviation
Museum

65-68

IMAX (RH 40-50%)

National Aviation
Museum

70, 50% RH

68, 50% RH

Main Facility

11-May-12

606

Portside Gym

Gym facility

11-May-12

4143

Physical Fitness
Center

Cardio Area

12-Jun-12

Physical Fitness
Center

3465

4143

Activity

3221

Museum-East

4149

479th Training
Group

4192

Museum

DDC

Heating Temps
Settings
70, 50%RH

Exempted Spaces

Date of accepted
of Temperature
Exam Scan Room 1129 12-June-12

Verification
Source
MFTR data

MFTR
Standard

PT Area

11-May12

12-Jun-12

National
Archives
Standards
Navy Fitness
Standards &
Metrics
Navy Fitness
Standards &
Metrics
Navy Fitness
Standards &
Metrics
National
Archives
Standards

70, 50% RH

68, 50% RH

Rooms 101, 101A, 102

12-Jun-12

70, 33-55% RH

70, 33-50% RH

Room 219

12-Jun-12

Explosives
Charges-safety
Reqmt

70, 50% RH

68, 50% RH

Artifacts & Collections

Spaces

12-Jun-12

National
Archives

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Standards
4143

Physical Fitness
Center

Spin Room

12-Jun-12

3711

Wenzel Gym

Cardio Areas

8-Aug-12

3712

Navy Wellness
Center

All

Navy Hospital &

Branch Medical Clinics Y

73, 30-60% RH

68, 30-60% RH

Cardio Areas

All Spaces

8-Aug-12

18- Sept-12

Navy Fitness
Standards &
Metrics
Navy Fitness
Standards &
Metrics
Navy Fitness
Standards &
Metrics

Joint Commission Standard

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April 2009
SERVICE TICKET POLICY for (PWD Utilities shown below)
Annex 1601000 Chilled Water Systems
Annex 1602000 Electrical Distribution Systems
Annex 1603000 Natural Gas Distribution Systems
Annex 1604000 Wastewater Systems
Annex 1605000 Steam and Hot Water Systems
Annex 1606000 Potable Water Systems
1. Building/Facility Precedence:
The following guidance is provided to determine the precedence of emergency / priority service tickets:
Criteria for Valid E-Tickets (PWD Utilities Annexes) Criteria for emergency tickets are classified as to prevent immediate danger of
personnel, restoring essential services that have been disrupted by breakdown of utilities, correct failures that degrade mission
capabilities and addressing emergencies that have impact relating to fire, safety or environmental issues.
Examples of valid E tickets are:
*
Unscheduled outages to primary electrical circuits, both overhead and underground
*
Traffic lights that are inoperable.
*
Broken water mains.
*
Water pressure problems.
*
Low level alarms on elevated water storage tanks and reservoirs
*
Chemical treatment alarms.
*
Alarms received by SCADA system at building 3561 that cant be cleared by SCADA operator and where redundant
service does not exist.
*
Alarms received by DDC system at building 3561 that cant be cleared by DDC operator and where redundant
service does not exist.
*
Damaged natural gas mains.
This list is not inclusive of all valid E tickets but represents valid examples:
Failure of equipment in Utilities Plants or Utility Distribution Systems will not be deemed an emergency if a redundant source of
operation is available. When an emergency service call is requested, the person-taking the call should verify with caller that
condition meets above criteria. If criteria is not met requestor should be referred to PWD Utilities Commodity Manager and the CM
will initiate routine, scheduled or priority ticket if request if valid.
Persons receiving request for emergency tickets are to notify PWD Utilities Commodity Managers during normal working hours and
the CDO after hours and on weekends and holidays either by phone or email of each emergency ticket submitted. Reference Process
Map for Processes 84 and 96.
PWD Utilities Commodity Managers:
Tom Allen (Electrical)
Ph. 452-3131 ext. 3110
Hung Nguyen (Chill Water, Natural Gas, Steam & Hot Water)
Ph. 452-3131 ext. 3109
Jeff Raggard (Water & Wastewater)
Ph. 452-3131 ext. 3114
Steve Perlman
Ph. 452-3131 ext. 3113
Mark Shull
Ph. 452-3131 ext. 3115
CDO Cell 516-2098 or Pager 452-5678 (then dial 161 option 3)

55
FOR OFFICIAL USE ONLY

NAVFAC SE Public Works Department

Building Managers Handbook

Facilities Management Facilities Services (FMFS).

Jim Hasty (FMFS Branch Head)
Kenny Makin (Lead)
Doug Del Aquila
Jim Taber
Ron Mangum

56
FOR OFFICIAL USE ONLY

NAVFAC SE Public Works Department

Building Managers Handbook

INDEX
Activity Telephone Coordinator (ATC) ..................................................................................................... 21
Appointment (of BM) ................................................................................................................................... 8
Authorized Caller List .................................................................................................................................. 8
defintion.................................................................................................................................................. 39
Base Communications Office (BCO) ......................................................................................................... 21
BASIC Self-Help
Self-Help Request Approval Diagram.................................................................................................... 31
BOS (FEMS) Contract Service Provider
defintion.................................................................................................................................................... 7
Building Manager
definition................................................................................................................................................. 39
Building Manager (BM)/Assistant Building Manager
definition................................................................................................................................................... 6
Building Manager Assistant
definition................................................................................................................................................. 39
Building Manager Coordinator
definition..............................................................................................................................................6, 39
BUILDING/FACILITY PRECEDENCE ............................................................................................... 51
Categories of Service Level Work (Funding responsibility, and the BOS contract) .................................. 57
Categories of Service Work........................................................................................................................ 26
Command Duty Officer (CDO) ................................................................................................................. 54
Commanding Officer.................................................................................................................................. 6
Communications ........................................................................................................................................... 9
Contract Surveillance Representative........................................................................................................... 7
Criteria for Valid HVAC E-Tickets.......................................................................................................14, 24
CRITERIA FOR VALID HVAC E-TICKETS ................................................................................51, 54
Cultural Resource Manager ........................................................................................................................ 12
Cultural Resources
services ................................................................................................................................................... 11
Customer Assistance Center
definition................................................................................................................................................. 39
Definitions .................................................................................................................................................. 39
Emergency Service Calls .......................................................................................................................... 23
Energy Management
services ................................................................................................................................................... 12
Environmental
services ....................................................................................................................................8, 18, 19, 33
Examples of valid E tickets .................................................................................................................. 54
Excavation (Dig) Permits
services ................................................................................................................................................... 12
EXCAVATION PERMIT INSTRUCTIONS ........................................................................................ 46
Excavation Permits
sample permit ......................................................................................................................................... 45
Exhaust Maintenance
services ................................................................................................................................................... 12
Exterior Signs
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FOR OFFICIAL USE ONLY

NAVFAC SE Public Works Department

Building Managers Handbook

services ................................................................................................................................................... 13
Extreme Cold criteria ................................................................................................................................ 51
Extreme Heat criteria ................................................................................................................................ 51
Facilities Maintenance Officer
definition................................................................................................................................................. 39
Facilities Management and Facilities Services ....................................................................................... 32
Facilities Support Contract Management Division ................................................................................. 7
Contact List ............................................................................................................................................ 33
PWD FMS ................................................................................................................................................... 6
definition................................................................................................................................................. 39
POC ........................................................................................................................................................ 34
PWO
definition................................................................................................................................................... 6
Frequently Asked Questions....................................................................................................................... 41
Grounds Maintenance
services ................................................................................................................................................... 13
How to contact a PAR .............................................................................................................................. 32
Indoor Air Quality ...................................................................................................................................... 20
Industrial Hygiene ...................................................................................................................................... 20
Janitorial Services
services ................................................................................................................................................... 13
Letter of Designation ............................................................................................. See Appointment (of BM)
definition................................................................................................................................................. 39
sample ..................................................................................................................................................... 43
Maintenance/Repair and Alterations
services ................................................................................................................................................... 13
MOLD ........................................................................................................................................................ 20
Natural Resources
services ................................................................................................................................................... 20
Naval Computer and Telecommunications Station (NCTS) ...................................................................... 21
Order of Precedence list ........................................................................................................................... 51
Performance Work Statement
definition................................................................................................................................................. 40
Pest Control ................................................................................................................................................ 15
services ................................................................................................................................................... 15
POINTS OF CONTACT ............................................................................................................................ 32
Primary Tenant
definition................................................................................................................................................. 39
PWD, Code 300 .......................................................................................................................................... 54
References .................................................................................................................................................. 38
Refuse Collection
services ................................................................................................................................................... 15
Regional Inmate Coordinator ..................................................................................................................... 13
Responsibilities............................................................................................................................................. 6
Safety .......................................................................................................................................................... 21
Security Department ................................................................................................................................... 21
Self Help Projects ..................................................................................................................................... 22
Self-Help..................................................................................................................................................... 30
definition................................................................................................................................................. 39
58
FOR OFFICIAL USE ONLY

NAVFAC SE Public Works Department

Building Managers Handbook

services ................................................................................................................................................... 15
Service Call Status Requests ............................................................................................... See Service Calls
Service Calls ..........................................................................................................6, 7, 22, 23, 28, 33, 39, 41
Obtaining Tracking Number................................................................................................................... 26
Priority .................................................................................................................................................... 24
Routine ................................................................................................................................................... 24
Sample Service Ticket ............................................................................................................................ 48
Scheduled ............................................................................................................................................... 24
Service Call (Ticket) Submission Diagram ............................................................................................ 27
Submitting a Service Ticket ................................................................................................................... 26
Service Ticket Policy for NASP Region ...............................................................................................14, 24
SERVICE TICKET POLICY FOR NASP REGION ................................................................................. 51
Service Ticket Policy for PWD Utilities ...............................................................................................14, 24
SERVICE TICKET POLICY FOR PWD UTILITIES .............................................................................. 54
Site Approvals
services ................................................................................................................................................... 15
Space Management
services ................................................................................................................................................... 16
Special Requirements ................................................................................................................................ 51
Submitting a Service Call .................................................................................................... See Service Calls
Swimming Pool Maintenance
service ..................................................................................................................................................... 16
Telephone Control Officer (TCO) .............................................................................................................. 21
Telephone Support...................................................................................................................................... 21
Temperature/Humidity range for all facilities other than below ............................................................. 51
Tenants ........................................................................................................................................................ 6
Tracking Number
definition................................................................................................................................................. 40
Training ........................................................................................................................................................ 8
Transportation........................................................................................................................................17, 33
services ................................................................................................................................................... 17
Trouble Tickets.................................................................................................................... See Service Calls
Unauthorized Commitments ....................................................................................................................... 22
When to contact a PAR ............................................................................................................................ 32
Work Request
Work Request Process Diagram ............................................................................................................. 29
Work Requests 22, 28

59
FOR OFFICIAL USE ONLY

Housing
Managers
Procedures
Manual
Public Housing Agency

November 2005

Internal Review

Project Director

Technical Reviewer

Management Reviewer

A Word About This Manual

This manual was initially prepared as a resource for public housing agencies (PHAs) participating in the
Moving to Work (MTW) Demonstration that were transitioning to project-based management. However,
given the recent shift to project-based management for the public housing program as a whole, it is
anticipated that this manual will have much broader application. Included with this document are sample
job descriptions for Regional Manager, Housing Manager, Housing Assistant, Maintenance
Superintendent, Maintenance Superintendent and Housekeeper. These job descriptions are also in keeping
with a project-based model.

How to Use This Manual

The intent of this document is to provide PHAs with a sample procedures manual for housing managers
under project based management. Please note that it assumes a fairly evolved (or decentralized) projectbased management structure, one that is consistent with norms in private housing. PHAs must decide
what model best meets the needs for each property. Consequently, PHAs should adapt this manual to fit
local conditions, where appropriate. For example, while the manual assumes that housing managers will
have purchasing authority of up to $200 without prior approval from the regional manager, PHAs may feel
that higher (lower) thresholds are appropriate.
Certain other assumptions used in the development of this manual include:

o Local landlord-tenant laws . These laws vary across jurisdictions. For example, whereas this

manual includes a late fee of $10 on the 6th day of the month and $15 on the 10th , PHAs may not
be permitted, or may not choose to adopt, such a late fee policy. Similarly, rules on managing
security deposits or the disposition of abandoned furniture vary by locality. PHAs will want to
conform the procedures in this document to all such local laws.

o Automated management information system. This manual assumes that the subject PHA has an
automated management information system to handle such functions as: rent collections, wait list
management, reexaminations, work orders, and property accounting.

o Forms. It is assumed that, as part of this hypothetical PHAs automated management information
system, all forms required by housing management personnel are contained in a shared drive
within the agencys intra-net. This manual references, but does not include, these forms. The
exception is of certain forms that, in the opinion of the authors, might be new to PHAs who
previously have maintained centralized property management systems. For example, this manual
includes a Petty Cash Log (few PHAs today have petty cash accounts for each property) as well as
a Traffic Log (tracking the number of applicant inquiries under a site-based waiting list system).
These selected forms appear as exhibits at the end of the chapters in which they are first
introduced and are referenced, in the text, with brackets (<>).

o Agency size. While no specific agency size was intended in the development of this manual,
smaller agencies will likely have simpler organizations and possibly more streamlined procedures
than contained herein.

o Collective bargaining. The majority of larger PHAs are subject to collective bargaining
agreements. This manual assumes that the maintenance staff is covered under a collective
bargaining agreement, but one where the work rules are more similar to practices in private
housing (where the workforce tends not to be subject to formal collective bargaining agreements).

Housing Managers Procedures Manual Public Housing Agency

A Word About This Manual

In keeping with its conventional approach to property management, this manual has a particularly strong
emphasis on marketing, curb appeal, and customer satisfaction. While some public housing properties benefit
from strong demand, and therefore face little difficulty filling units, efforts at curb appeal, customer
satisfaction, and marketing should be universal themes, regardless of property type or subsidy program.

Another resource developed in conjunction with this manual is a series of sample job descriptions.
Managing under PBM model means the assignment of new job tasks and responsibilities for housing
management personnel, especially for the following positions: housing manager, assistant housing
manager, maintenance supervisor/technician, and regional property manager. The sample job
descriptions are provided in the Manuals Appendix.
Acknowledgements
This manual combines (1) the experience of various MTW and non-MTW PHAs who, in recent years,
have initiated project-based management with (2) the actual operating procedures of a private property
management company. Special appreciation is extended to: Allied Group of Renton, WA, and the housing
authorities of King County, WA, Portland, OR, Cambridge, MA, Dade County, FL, Louisville, KY,
Baltimore, MD, Tampa, FL, and Indianapolis, IN. This manual was prepared under contract C-OPC21702, Task Order 5, between Abt Associates Inc. and the Department of Housing and Urban
Development.

A Word About This Manual

Housing Managers Procedures Manual Public Housing Agency

Contents
Introduction............................................................................................................................. vii
Purpose ............................................................................................................................vii
Property Management Goals ..............................................................................................vii
Agency Philosophy ...........................................................................................................vii
Agency Organization........................................................................................................viii
Agency Policies ...............................................................................................................viii
Automated Management Information System (AMIS) ..........................................................ix
Organization of this Manual................................................................................................ix
Chapter 1................................................................................................................................... 1
Financial Management .............................................................................................................. 1
1.1.
Overview ................................................................................................................1
1.2.
The Operating Budget..............................................................................................1
1.3.
Financial Reporting .................................................................................................1
1.4.
Budget Thresholds ...................................................................................................2
1.5.
Coding (Chart of Account Structure).........................................................................2
1.6.
Monthly Cut-off ......................................................................................................2
1.7.
Declining Budget Form............................................................................................3
1.8.
Approving Vendor Invoices .....................................................................................4
1.9.
Petty Cash...............................................................................................................6
1.10. Use of Agency Funds, Facilities, and Materials..........................................................7
1.11. Fixed Assets............................................................................................................7
1.12. Annual Inventory.....................................................................................................8
Chapter 2
General Office Procedures......................................................................................................... 9
2.1.
Overview ................................................................................................................9
2.2.
Administrative Staffing ............................................................................................9
2.3.
Appearance .............................................................................................................9
2.4.
Office Equipment, Services, and Supplies ...............................................................10
2.5.
Hours of Operation ................................................................................................12
2.6.
Phone Protocol ......................................................................................................12
2.7.
Filing ....................................................................................................................12
2.8.
Bulletin Boards .....................................................................................................13
2.9.
Product Knowledge Notebook ................................................................................14
2.10. Key Control ..........................................................................................................14
2.11. Agency Calendar...................................................................................................16
2.12. Courier Service......................................................................................................16
2.13. Weekly Property Staff Meeting ..............................................................................16
2.14. Monthly Operations Timeline .................................................................................17
2.15. Periodic Reporting .................................................................................................17
2.16. Property Inspections ..............................................................................................19
2.17. Utility Allowances.................................................................................................19
2.18. Accessibility .........................................................................................................19
2.19. Access to Occupied Units.......................................................................................20
2.20. Approvals for Non-Housing Use of Units................................................................21
2.21. Parking .................................................................................................................21
2.22. Property Insurance.................................................................................................21
2.23. Emergency Procedures Plan/Manual.......................................................................23
Housing Managers Procedures Manual Public Housing Agency

Contents

2.24.
2.25.
2.26.
2.27.
2.28.
2.29.

Annual Reexaminations .........................................................................................24

Interim, or Special, Reexaminations ........................................................................25
Lease Renewals/Expirations ...................................................................................25
Annual Home Inspections ......................................................................................26
Resident Complaints ..............................................................................................26
Required Approvals ...............................................................................................26

Chapter 3................................................................................................................................. 29
Marketing and Leasing Presentation....................................................................................... 29
3.1.
Overview ..............................................................................................................29
3.2.
The Leasing Training Program ...............................................................................29
3.3.
Leasing Book ........................................................................................................29
3.4.
Advertising/Marketing Efforts ................................................................................30
3.5.
The Marketing Plan ...............................................................................................31
3.6.
Telephone Technique/The Invitation to Apply .........................................................35
3.7.
The Importance of an Accurate Traffic Log.............................................................36
3.8.
Signage .................................................................................................................37
3.9.
Curb Appeal..........................................................................................................37
3.10. Landscaping ..........................................................................................................38
3.11. Safety Precautions for Leasing ...............................................................................38
3.12. Showing the Apartment/The Marketing Path ...........................................................39
3.13. Closing the Deal....................................................................................................40
3.14. A Lasting Impression .............................................................................................41
3.15. How Do Others View You?....................................................................................41
3.16. Special Leasing Plans for Properties Completing Modernization...............................42
3.17. Maintaining Copies of Advertising .........................................................................42
3.18. Fair Housing .........................................................................................................42
3.19. General Comment..................................................................................................43
Chapter 4
The Waiting List...................................................................................................................... 45
4.1.
Overview ..............................................................................................................45
4.2.
Outline of Site-based Waiting List Procedures.........................................................45
Chapter 5
The Mechanics of Leasing an Apartment................................................................................. 49
5.1.
Orientation............................................................................................................49
5.2.
Move-in Inspection ................................................................................................50
5.3.
What to Give the Resident at Move-in.....................................................................51
5.4.
Resident Handbook................................................................................................51
5.5.
Lease Execution ....................................................................................................51
5.6.
Rental Insurance....................................................................................................52
5.7.
Live-in Aide ..........................................................................................................53
5.8.
Resident Transfers .................................................................................................53
Chapter 6
Resident Relations and Retention............................................................................................ 55
6.1.
Overview ..............................................................................................................55
6.2.
Developing a Relationship ......................................................................................55
6.3.
Amenities..............................................................................................................56
6.4.
Newsletters ...........................................................................................................57
6.5.
Rules for Resident Retention ..................................................................................58
6.6.
Parcels and Packages .............................................................................................58
ii

A Word About This Manual

Housing Managers Procedures Manual Public Housing Agency

6.7.
6.8.
6.9.
6.10.
6.11.
6.12.
6.13.

Mailboxes .............................................................................................................59
Parking Numbering Systems ..................................................................................59
Resident Recognition Programs ..............................................................................59
Resident Councils/Associations ..............................................................................59
Resident Council Funding ......................................................................................60
Programming Community Space ............................................................................60
Collaborations with Outside Service Agencies.........................................................61

Chapter 7
Unit Turnover Procedures....................................................................................................... 63
7.1.
Termination of the Lease........................................................................................63
7.2.
Move-Out Process.................................................................................................64
7.3.
Cleaning and Preparing Vacant Units......................................................................67
7.4.
Monitoring Unit Turnover ......................................................................................69
Chapter 8
Maintenance ............................................................................................................................ 71
8.1.
Overview ..............................................................................................................71
8.2.
Personnel and Staffing Plan....................................................................................71
8.3.
Customer Relations and Appearance.......................................................................72
8.4.
Work Order Procedures..........................................................................................73
8.5.
Unit Turnover (see also Chapter 7) .........................................................................77
8.6.
Preventive Maintenance .........................................................................................78
8.7.
Working Hours......................................................................................................80
8.8.
Uniforms...............................................................................................................80
8.9.
Inventory and Materials Management .....................................................................80
8.10. Shop Organization .................................................................................................82
8.11. Purchasing (see also Chapter 11) ............................................................................82
8.12. After-Hours Procedures .........................................................................................83
8.13. Maintenance Quality Inspection..............................................................................83
8.14. Vehicles................................................................................................................84
8.15. Reporting Problems ...............................................................................................84
8.16. Dumpsters.............................................................................................................85
8.17. Grounds Maintenance ............................................................................................85
8.18. Warranties.............................................................................................................85
8.19. Graffiti..................................................................................................................85
8.20. Service Contracts...................................................................................................85
8.21. Inspections ............................................................................................................86
8.22. Salvage/Disposition of Materials ............................................................................87
8.23. Fire Code Violations ..............................................................................................87
8.24. Emergency Snow Plan...........................................................................................87
8.25. Domestic Hot Water ..............................................................................................87
8.26. Weekend and Holiday Coverage .............................................................................87
Chapter 9
Lease Enforcement .................................................................................................................. 89
9.1
Overview ..............................................................................................................89
9.2
General Principle ...................................................................................................89
9.3
Notices/Process.....................................................................................................89
9.4
Evictions ...............................................................................................................91
9.5
Legal Status Codes ................................................................................................92
9.6
Charges.................................................................................................................92
9.7
House Rules..........................................................................................................92
Housing Managers Procedures Manual Public Housing Agency

Contents

iii

9.8
9.9
9.10

Formal Resident Grievances...................................................................................92

Alterations to Unit .................................................................................................93
Disposition of Abandoned Property ........................................................................93

Chapter 10
Security Programs ................................................................................................................... 95
10.1 Overview ..............................................................................................................95
10.2. Security Program...................................................................................................95
10.3. Daily Patrol of Grounds .........................................................................................95
10.4. Graffiti Removal...................................................................................................95
10.5. Restricted Parking .................................................................................................96
10.6. Lighting................................................................................................................96
10.7. Signs ....................................................................................................................96
10.8. Access Control ......................................................................................................96
10.9. Security Equipment ...............................................................................................97
10.10. Courtesy Guard Service .........................................................................................97
10.11. Resident Programs.................................................................................................97
10.12. Law Enforcement ..................................................................................................97
10.13. Tracking Crime .....................................................................................................97
10.14. Photo Identification ...............................................................................................98
10.15. Lease Enforcement ................................................................................................98
10.16. Office Security ......................................................................................................98
10.17. Incident Reporting .................................................................................................98
Chapter 11
Procureme nt............................................................................................................................ 99
11.1. Overview ..............................................................................................................99
11.2. Ethics in Public Procurement..................................................................................99
11.3. Procurement Planning.......................................................................................... 100
11.4. Authorization Levels............................................................................................ 100
11.5. Procurement Methods .......................................................................................... 101
11.6. Technical Description and Specifications for Procurement ..................................... 101
11.7. Cost and Price Analysis ....................................................................................... 102
11.8. Blanket Contracts (i.e., Pre-Established Contracts)................................................. 102
11.9. Section 3............................................................................................................. 103
11.10. Minority Business Enterprise Program.................................................................. 104
11.11. Wage Rate Requirements for Maintenance Work................................................... 105
11.12. Insurance ............................................................................................................ 106
11.13. Codes and Laws .................................................................................................. 106
11.14. Certifications and Permits .................................................................................... 106
11.15. Identifying and Soliciting Vendors........................................................................ 107
11.16. Vendor Registration ............................................................................................. 108
11.17. Justification of Award to Other than Lowest Bidder............................................... 108
11.18. Non-Competitive Purchasing................................................................................ 109
11.19. Executing the PO/Obtaining Approvals ................................................................. 110
11.20. Notifying Vendors of Award................................................................................ 110
11.21. Appeals from Unsuccessful Vendors..................................................................... 110
11.22. Receiving your Goods or Services ........................................................................ 110
11.23. Record Keeping................................................................................................... 111
11.24. Internal Controls .................................................................................................. 112

A Word About This Manual

Housing Managers Procedures Manual Public Housing Agency

Chapter 12
Capital Programs....................................................................................................................113
12.1. Overview ............................................................................................................ 113
12.2. Capital Planning .................................................................................................. 113
12.3. Capital Fund Budget............................................................................................ 113
12.4. Procuring Capital Improvements........................................................................... 113
12.5. Modifications to Physical Plant ............................................................................ 114
12.6. Capital Work Funded through Resident Councils and Other Bodies ........................ 115
Chapter 13
Personnel................................................................................................................................117
13.1. Overview ............................................................................................................ 117
13.2. Supervisory Responsibility ................................................................................... 117
13.3. Recruitment, Posting, and Filling Personnel Positions ............................................ 117
13.4. Drug Testing ....................................................................................................... 118
13.5. Dress Code and Uniform Policy............................................................................ 119
13.6. Training.............................................................................................................. 119
13.7. Beepers and Communications ............................................................................... 119
13.8. On-Call Status ..................................................................................................... 119
13.9. Attendance Reports.............................................................................................. 119
13.10. Overtime ............................................................................................................. 119
13.11. Leave of Absence................................................................................................ 120
13.12. Payroll Records ................................................................................................... 120
13.13. Disciplinary Action.............................................................................................. 120
13.14. Annual Performance Reviews............................................................................... 120
13.15. Salary Schedules and Compensation ..................................................................... 120
13.16. Reclassifications.................................................................................................. 121
13.17. Employee Files.................................................................................................... 121
13.18. Posting of Minimum Wage, Worker Safety, and EEO Signs ................................... 121
13.19. Accident/Injury Reports ....................................................................................... 121
13.19.1.Time Clocks ....................................................................................................... 121
13.19.2.Employee Orientation.......................................................................................... 121
13.20. Travel Expenses..................................................................................................... 121
Chapter 14
Risk Management and Safety .................................................................................................123
14.1. Overview ............................................................................................................ 123
14.2. General Loss Prevention Strategy ......................................................................... 123
14.3. Notice/Signage .................................................................................................... 123
14.4. Reserves Against Losses...................................................................................... 123
14.5. Drugs/Security .................................................................................................... 123
14.6. Monthly Safety Meetings ..................................................................................... 124
14.7. Sound Safety Practices......................................................................................... 124
14.8. Materials Safety Data Sheets (MSDS)................................................................... 125
14.9. Comment ............................................................................................................ 125
Chapter 15
Energy Conservation..............................................................................................................127
15.1. Overview ............................................................................................................ 127
15.2. HUDs Utility Funding ........................................................................................ 127
15.3. Invoicing............................................................................................................. 127
15.4. Utility Monitoring ............................................................................................... 127
15.5. Capital Planning .................................................................................................. 127
Housing Managers Procedures Manual Public Housing Agency

Contents

Chapter 16
Computer Operations .............................................................................................................129
16.1. Equipment and Software ...................................................................................... 129
16.2. Repairs and Service ............................................................................................. 129
16.3. Computer File Storage ......................................................................................... 129
16.4. E-mail................................................................................................................. 130
16.5. Scheduling .......................................................................................................... 130
16.6. Help Desk........................................................................................................... 130
16.7. User Computer Access Form................................................................................ 130
16.8. Training System Access....................................................................................... 130
Chapter 17
Tenant Accounting..................................................................................................................131
17.1. Overview of the Tenant Accounting System (TAS)................................................ 131
17.2. Leasing of Units: Rent Set-Up............................................................................. 131
17.3. Move-out ............................................................................................................ 132
17.4. Unit Status Codes ................................................................................................ 132
17.5. Rent Collections .................................................................................................. 132
17.6. Resident Charges................................................................................................. 134
17.7. Rent Re-Determination ........................................................................................ 134
17.8. Terminating Accounts.......................................................................................... 134
17.9. Office Safe.......................................................................................................... 135
17.10. Escrow Accounts................................................................................................. 136
17.11. Reimbursement for Property Damage to Resident .................................................. 136
17.12. Reporting Other Income....................................................................................... 136
17.13. NSF/Account Closed Checks................................................................................ 137
Appendix - Exhibits

A Word About This Manual

Housing Managers Procedures Manual Public Housing Agency

I ntroduction
Purpose
The purpose of this manual is to provide each Housing Manager, and other site personnel, with the routine
operating instructions and general expectations for the day-to-day operation of his/her development.
This procedures manual has been designed as a simple reference guide. It is not an attempt to replace
communication between the Housing Manager and supervisor. The Housing Manager has a responsibility
to ask questions and inform the supervisor if he/she does not understand any instruction contained, or faces
a situation not addressed, herein.
Note: Hereafter, simply for the sake of editorial convenience, residents and applicants are referred to using
the feminine pronoun and housing management staff are referred to using the masculine pronoun.

Property Management Goals

The Agencys goals for all properties that it manages are:

o To maintain the property in superb condition,

o To keep expenses within the operating budget,
o To explore opportunities for revenue growth or expense reduction,
o To assess and address capital needs proactively,
o To comply with all Federal, State, and local laws and regulations, and
o To provide excellent service to all residents.
The development of the annual budget for each property shall reflect these goals.

Agency Philosophy
The Agency is devoted to providing first-rate property management services and believes, in furtherance
of that goal, that its employees are its greatest assets. As such, the Agency is committed to making the
workplace a source of joy, pride, and learning. The Agency recognizes that personal growth is imperative
for an employees full potential to be realized. Therefore, the Agency encourages the pursuit of
educational means designed to refine and expand job skills. The Agency also strongly supports career
advancement through internal promotion.
The Agencys solid reputation has been built on the success of its employees and is committed to
providing competitive wages, benefits, and fair management practices.
The Agency is an equal opportunity employer and does/will not discriminate against any employee or
applicant for employment in any manner.

Housing Managers Procedures Manual Public Housing Agency

I ntroduction

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Agency Organization
Agency structure is typical of most property owners/agents, except that the Agency is overseen by a fivemember Board of Commissioners, which sets policy and provides oversight. The Agency has two main
divisions Property Management and Housing Vouchers. In addition, the Agency maintains four
support offices Accounting, Resident Services, Human Resources, and IT. Within Property
Management, there are two regions, overseen by Regional Managers, and an Office of Construction,
whic h handles larger construction projects, e.g., comprehensive modernization.

Reporting Relationships
The Housing Manager is responsible for the overall operating performance of the property, from collecting
rent to readying vacant units. Although the Housing Manager may delegate the completion of these tasks
to subordinates, the Housing Manager is ultimately responsible for their successful completion and for
meeting all property goals.
The following is the chain of command:
Site personnel (other than Housing Manager)

Housing Manager

Regional Manager

Director of Property Management

Agency Director
Under this arrangement, each Housing Manager will go to his Regional Manager for management
leadership, while all other on-site personnel will receive supervisory direction from their Housing
Manager.
If it is not possible to resolve issues that come up in connection with employment, job activities, or general
requests with the direct supervisor, staff should contact the next person in the chain of command. Issues
relating specifically to employment may be referred to Human Resources.

Agency Policies
In addition to the instructions contained in this manual, the Housing Manager shall also be familiar with
the following, copies of which shall be available in the Management Office:

o Admission and Continued Occupancy

Policy (ACOP)

o Emergency Procedures Manual

o Job Descriptions (for all site employees)

o Personnel Handbook

o Utility Allowance Schedule

o Ethics Policy

o Product Knowledge Notebook

o Risk Management Handbook

o Leasing Notebook

o Collective Bargaining Agreement

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o Resident Handbook
The Housing Manager shall also be familiar with (and have a copy of) HUDs Public Housing Occupancy
Handbook.
The Housing Manager is expected to keep current with all policies and procedures that come into effect at
a later date, as notified by the Agency.

Forms
All required management forms can be found on the Agencys shared drive, along with this manual and
other related documents, including the Admissions and Continued Occupancy Policy, the Personnel
Handbook, the Lease, etc. The Housing Manager shall become familiar with any updates, deletions, or
additions to these required policies, procedures, and forms.

Automated Management Information System (AMIS)

The Agency maintains an automated management information system, or AMIS. This system, which is
explained more fully in Chapter 16, includes the following modules:

o Finance
o Tenant Accounting
o Work Orders

o Purchasing, and
o Wait List

As a result of AMIS, the Housing Manager does not need to prepare certain management reports that
might otherwise be required in other property management organizations. Rather, standardized reports are
available electronically within the respective modules, which the Housing Managers can access directly.
For example, AMIS eliminates the need for Accounting to distribute monthly financial reports since the
Housing Manager can access these reports electronically.

Organization of this Manual

The remainder of this manual is divided into the following chapters:
1. Financial Management

10. Security

2. General Office Procedures

11. Procurement

3. Marketing and Leasing Presentation

12. Capital Programs

4. Site-based Waiting Lists

13. Personnel

5. The Mechanics of Leasing an Apartment

14. Safety and Risk Management

6. Resident Relations and Retention

15. Energy Conservation

7. Unit Turnover Procedures

16. Computer Operations

8. Maintenance

17. Tenant Accounting

9. Lease Enforcement

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Chapter 1
Financial Management
1.1.

Overview

This chapter covers financial management, including annual budgeting, financial reporting, and
accounting (other than tenant accounting, which is discussed in Chapter 17).

1.2.

The Operating Budget

Property-specific operating budgets are developed each year according to the following schedule:
ACTI ON

SCHEDULE

1. Accounting releases preliminary budget figures,

including any fees for centralized services.

5 months prior to start of fiscal year

2. Final budget package distributed to Housing

Managers.

4 months prior to start of fiscal year

3. Housing Managers complete and submit detailed

budgets to Regional Managers.

3 months prior to start of fiscal year

4. Site budgets approved.

2 month prior to start of fiscal year

The key to meeting this schedule is proper planning. When preparing the budget, the Housing Manager
should examine last years expenses, deferred costs, property inspections, service contracts, etc.
Typically, in accordance with instructions provided by Accounting, the Housing Manager will be required
to prepare/submit the following as part of the annual budget package:

o Rental Market Study

o Updated Capital Needs Analysis

o Projected Rent and Income Schedule

o Three-year Operating Comparison

o Line Item Budget and Supporting

Worksheet

Narrative

1.3.

Financial Reporting

The Housing Manager is responsible for the budgetary performance of the property. Once the budget for
the property has been approved, Accounting will produce monthly financial reports by the 5th business day
of the month. These financial reports (covering the prior months activities) will be available within the
Finance Module of AMIS.
Once the financial reports are available, the Housing Manager reviews these reports with the Regional
Manager. The Regional Manager then prepares, by the 10th day of the month, a narrative explanation for all
major line item variances (maintenance materials, maintenance contracts, personnel, etc.), positive or negative.

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In reviewing the monthly financial reports, the Housing Manager assures that all charges to the property
are accurate. If the Housing Manager determines that an expense has been inappropriately charged to his
property, he contacts Accounting to reverse any charges. Ultimately, the Housing Manager is responsible
for all site purchases.

1.4.

Budget Thresholds

The approved operating budget is the formal financial plan for the property for the subject year. Once
approved, the Housing Manager is responsible for implementing that budget. The Housing Manager is
authorized to make purchases up to $200 without prior approval from the Regional Manager. Any single
purchase of more than $200 requires the approval of the Regional Manager. (Please see Chapter 11,
Procurement.)
Regardless of the purchasing approval levels, the Housing Manager is ultimately responsible for all
expenses incurred by the property and for assuring economy of operation.

1.5.

Coding (Chart of Account Structure)

In order to track income and expenses properly, the Housing Manager should use the following coding
system (or chart of account structure).

CHART OF ACCOUNT STRUCTURE

FFF
Fund

MMMMMM
Major

SSSSSS

CCC

PPP

Sub-account

Cost Center

Project

In all there are 21 digits, as described below:

1. Fund - The fund is identified as a three-digit number. It identifies what the source of funding is.
2. Major - The first four-digits of this six-digit field identifies the standard HUD accounts. It
identifies the type of expense.
3. Sub-account - The six-digit field that further identifies detail from the major account.
3. Cost Center -This is a three-digit segment. It identifies what department is responsible for the
expense.
4. Project - This three-digit segment identifies the development by HUD project number.
Each year, Accounting publishes a formal chart of accounts. The Housing Manager should refer to this
document when purchasing items. A copy of this complete chart of accounts is found on the shared
drive. A smaller summary chart of accounts is also found on the shared drive.

1.6.

Monthly Cut-off

In order to produce financial reports by the 5th business day of the month, Accounting will generally cutoff between the 25th and the 28th day of the month. Consequently, the financial reports will reflect

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financial activity (revenue and expenses) as of these cut-off dates. Cut-off dates are published in the
Agencys monthly calendar (Chapter 2).

1.7.

Declining Budget Form

In order to monitor expenditures throughout the course of the month, the Housing Manager shall use the
declining budget form to record all purchases <Exhibit 1.1>. The declining budget form is also reviewed
by the Regional Manager when approving purchases over $200 (to assure that funds are available).
The following are directions for maintaining declining budget worksheets:
Setting up the Declining Budget Worksheet

o A separate worksheet is required for each expense account.

o Only accounts in which expenses have been budgeted need to be completed.
o Worksheets are not required for Salaries and Wages, Insurance, Taxes, or Debt Service.
o The worksheets should be completely filled out on the top with the Account Code and Account
Description.

o The worksheets must be maintained in a three ring binder. The Housing Manager may find it
helpful to keep the current operating budget handy within the same binder.
Using the Declining Budget Worksheet

o The first entry made on each worksheet should be the budgeted amount allocated to each account
in the first month of the budget (the beginning of the budget year or takeover). This figure
represents the funds available to spend in that account category during the given month. On the
first day of each accounting month, the new months budgeted amount will be added to the
remaining balance. Think of your declining budget worksheet as a checkbook register.

o Each time a purchase is ordered or made, the Date, Vendor Name, and actual or estimated
purchase amount will be entered on the declining budget page for the appropriate account code. At
this time, the purchase is subtracted from the Budget Balance. The new balance is now the amount
that is available to be used in that account category.

o Upon receipt of the invoice, the Invoice Date, Invoice Number and confirmed Invoice Amount
must all be entered on the worksheet.

o The last column generally completed is the column titled Date sent to Accounting. This column
should contain the date that the invoice was sent to Accounting for payment.

o At the end of each accounting month, draw a highlighted line below the last entry of the current
month. When you begin a new accounting month, write the appropriate name on the month, then
fill in the Month Budget Amount and add (or subtract) to the final balance from last month. Input
this new amount in the Budget Balance column.

o Declining Budget worksheets must be up-to-date and available for audit by the Regional Manager
at all times.

o Any purchase that would result in a negative balance on a declining balance worksheet must be
approved by the Regional Manager.

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1.8.

Approving Vendor Invoices

Note: Please also refer to Chapter 11, Procurement

To assure proper control over costs, and to assure that the Housing Manager approves all payments, all
goods and services received by the property will be invoiced directly to the property, with the following
exceptions:

o Agency Overhead/Management Fee. These costs will be charged to the property each month
based on a schedule of fees/costs posted at the beginning of the year.

o Property/Liability Insurance. The costs will be paid by the Agency each month based on the
schedule provided by the carrier.

o Purchased Utilities (water, electric, and gas). To avoid late payment fees, utility bills are sent
directly to Accounting. A copy of the bill is then forwarded to each property and costs/consumption
are entered on the Utility Tracking Report within the Finance Module of AMIS. Although
Accounting receives the bill directly, the Housing Manager is still responsible for monitoring utility
costs/consumption. Any discrepancies can be resolved in subsequent billing periods.

o Central Refuse Disposal. With the exception of a central trash crew, the Agency does not
maintain any centralized maintenance personnel all other maintenance personnel are site-based.
Because of a special exemption that was provided to the Agency regarding tipping fees, the
Agency is able to pick up and dispose of trash dumpsters at costs that are below market. Each
year, Accounting publishes a rate schedule for each property, which appears as a regular charge on
each propertys financial statements. The charge for refuse disposal is less than what other haulers
would charge for this service.

o Taxes, property insurance, and debt service (if applicable).

When an invoice is received, the Housing Manager must:

o Verify the invoice amount. Match the invoice to the actual work/goods received. Also calculate
the items on the invoice to verify the accuracy.

o Stamp the invoice with the coding stamp. The preferred area for stamping is on the left-hand side
of the invoice. If there is not room on the front, you may turn the invoice over and stamp in the top
left-hand corner of the backside. Do not stamp on the remittance stub.

o Record the appropriate account code (see section 1.5 above) on the stamped area. If only one
account code is being used, write in the total amount of the invoice on the top left line under the
Amount heading. If more than one account code is used (both plumbing and painting materials,
for example), you must separate out the amounts. Be sure your total matches the invoice total. If it
is off by pennies, change your amount by pennies to adjust for the rounding difference.

o Record the date and initial your approval for payment.

o Attach the Purchase Order and the receiving ticket and then forward to Accounting for payment.
o Complete the entry on the declining budget for this invoice, adjusting any prior amount, if
necessary, as if a new expense or credit.

o Code and approve each invoice individually, as each invoice is entered into the computer individually.

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Credit Memos
Code a credit memo individually, as if it were an invoice, and attach to it the invoice it is crediting. If the
original invoice has already been mailed to Accounting, reference the invoice and purchase order number
on the credit memo, then mail. Do not adjust an invoice by the amount of the credit. Both documents must
be entered into the computer at their full amounts. The computer will then apply the credit to the invoice,
or future purchases from that vendor.
Vendor Statements
The Agency will only pay from invoices, not statements. An invoice is a dated document issued by a
vendor that details charges, including tax, with the total amount to be paid by the property within 30 days
of the invoice date. A vendor often assigns a specific number to the invoice for reference. A statement is a
vendors summary of invoices, which should have already been received by the property and may have
already been paid by the Agency. The statement is usually issued at the end of each month and may
include current, as well as past due, invoices. Statements can be filed with the vendor folder at the site
office and do not need to be submitted to Accounting.
Housing Managers should research any past due balances reflected on the vendors statement. If you see
an invoice on the statement that you have not received, call the vendor and request a duplicate copy. If the
invoice is not already marked as a duplicate, please mark on the copy that the invoice is a duplicate.
Cut-offs
Accounting cut-offs are noted on the Agency Calendar each month. If either date falls on a weekend, the cut-off
will be the prior Friday. Any invoice received after these dates will be processed by Accounting in the next
check run. In order for Accounting to prepare timely and accurate financial statements, the Housing Manager
must make sure that all original invoices are forwarded to Accounting with the regular Friday courier service,
which will normally allow for bills to be paid within two weeks of receipt. Housing Managers should examine
the due date for each invoice and the scheduled dates for check runs. In certain instances, such as to avoid late
penalties, the Housing Manager may need to expedite forwarding the invoice to Accounting.
Vendor Payment Inquiries
In the instance that a vendor contacts a site regarding payment, do not forward the vendor to Accounting.
The Housing Manager is responsible for communicating with the vendor. Make a note of the unpaid
invoice number, date, and amount, then tell the vendor that you will research this issue and return a
telephone call within one day. The Housing Manager should then review site records to verify that the
invoice was processed correctly. If the invoice was handled appropriately, contact Accounting for further
assistance. It is advisable to request a copy of the unpaid invoice from the vendor (a faxed copy is fine for
the reference) in order to thoroughly research the matter.
Duplicate/Subsequent Invoices
Upon receipt of a second/subsequent invoice (for the same work), the Housing Manager should:

o Check to determine if the invoice has already been processed/forwarded for payment.
o Look-up on AMIS if the payment has been made.

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Do not, however, forward a second/subsequent invoice to Accounting unless it is learned that, for
whatever reason, Accounting does not already have the invoice.
Other

o Referral fee requests (see Chapter 3) are processed in the same manner as an invoice <Exhibit
1.2>.

o Manual check requests require proper backup before they can be processed <Exhibit 1.3>. When
submitting a check request, attach appropriate documentation to substantiate the request, i.e., the
vendor quote or invoice. When possible, check requests should be timed to hit during a scheduled
check run.

o Housing Managers are responsible for resolving all discrepancies/disputes with invoices prior to
submitting for payment. Invoices received by Accounting that have not been properly stamped and
coded, and that do not have the necessary attachments, will not be approved and will be returned
immediately to the Housing Manager. Failure to comply with these requirements will result in
vendors not receiving prompt payment.

o When creating purchase orders (Chapter 11), the name of the property should be on the first line,
the Agencys name on the second line, and the address of the property on the third line. Since the
vendors are to send invoices to the property, it is important to include the propertys address, not
the main office of the Agency. The Housing Manager shall also make sure that the vendor has the
agencys Tax ID number to assure proper tax exemption.

o If applicable, complete the Mileage Expense Report at the time of travel and mail it to
Accounting when the reimbursement amount reaches $10 or more <Exhibit 1.4>.

1.9.

Petty Cash

Each property is authorized for a petty cash fund of up to $300. All funds are entrusted to and are the
responsibility of the Housing Manager. When a Housing Manager first assumes responsibility for a
property, he will sign a Petty Cash Acknowledgement Form <Exhibit 1.5>. Assignment of
secondary/custodial responsibility to others by the Housing Manager in no way relieves the Housing
Manager of responsibility. Petty cash is to be used for the payment of minor development expenses.

o The fund should be locked and secured in a safe place.

o The custodian is responsible for controlling petty cash but may authorize others to administer in it
in his/her absence.

o Each purchase of more than $2.00 must be supported by a receipt.

o The receipts must be numbered and taped to a piece of 81/2 x 11 sheet of white paper (no
staples please). Then staple each sheet of receipts to the back of the Petty Cash Log <Exhibit 1.6>.

o Circle the total on each receipt in ballpoint pen. Do not use a highlighter, as it will make the totals
fade over time. Distribute the amount of the receipt over the appropriate general ledger code as
you would if you were coding over an invoice from a vendor. Attach a second log sheet if
necessary. Remember to make these entries in your declining budget worksheets as well.

o Do not:
o

include personal expenditures on your petty cash receipts;

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accept handwritten receipts that are not from a receipt book;

include a note about lost receipts (you are responsible for lost or forgotten receipts);

pay someone out of petty cash to pick up garbage or deliver your newspaper;

pay a vendor out of petty cash.

o Transactions will be reflected in the Petty Cash Log.

o Receipts for purchases must show the Agencys retail sales tax exemptions number. Personal use
of the Agencys tax exemption is strictly prohibited.

o The Housing Manager should request replenishment of the fund when it is half-depleted. The
Petty Cash Log, along with receipts for transactions, shall be submitted to the Regional Manager
for approval.
The effective operation of the property depends on the timely replenishment of this fund. Petty cash is the
Housing Managers responsibility. It must be accurate, balanced, and kept in a locked office desk drawer
or safe/lockbox at all times. Everything in the petty cash box or file must total the entire fund at all times
(including receipts, cash on hand and a copy of any Petty Cash logs that have been forwarded for
replenishment).
A petty cash acknowledgement must be signed whenever the petty cash fund is transitioned to a new
Housing Manager.

1.10. Use of Agency Funds, Facilities, and Materials

The Agency is responsible for exercising prudent judgment in the handling of funds. No person may take
funds, materials, equipment, or use facilities or vehicles, for personal or unauthorized use.

1.11. Fixed Assets

At the time of purchase, all fixed assets shall be coded accordingly on the purchase order. The Housing
Manager is responsible for reporting all dispositions and/or changes of location to Accounting. The
Housing Manager should keep at all times complete and accurate records of capital equipment.
All fixed asset purchases must go through the normal procurement process. Upon completion of the
procurement process and receipt of the asset, the asset must be tagged with a Fixed Asset Tag (FAT).
Each site will be given a supply of serially-numbered tags, which should be stored in a secure location.
After the item is tagged, complete the Fixed Asset Notification form, attach a copy of the invoice, and
forward to Accounting.
The following items should be tagged as fixed assets:

o Office equipment such as fax machines, typewriters, shredders.

o Office furniture including desks, chairs, bookcases, file cabinets, and tables.
o Tools such as drills, saws, snow blowers, lawn mowers, power tools, drain snakes.
o Other items including appliance dollies, high-end ladders, lawn furniture.
o Vehicles and appliances.

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o Computer equipment such as monitors and CPUs (hard drives). Keyboar ds and mice should not be
tagged.
Tools covered under the tool allowance are the employees property and should not be tagged. Also, the
office copiers are leased and should not be tagged.

Fixed Asset Transfers

Occasionally, it is necessary to transfer an asset from one community to another. Fixed assets are tracked
by location on the system. The Housing Manager must complete the Fixed Asset Transfer Form and
forward to the Regional Manager for approval. Upon approval, the form is forwarded to Accounting,
which then updates the transfer in the system.

Disposition of Assets
When an asset becomes unusable, the Housing Manager will complete the Fixed Asset Disposal Form.
This form will be forwarded to the Regional Manager for approval. Upon approval, the Housing Manager
shall dispose of the asset in accordance with the disposition instructions provided by the Regional
Manager (haul away, salvage, etc.). Upon disposition, the Housing Manager will forward the Fixed Asset
Disposal Form, updated to reflect the disposition action, to Accounting to update the system. All fixed
asset tags should be removed prior to disposition.
Due to EPA rules, refrigerators cannot be taken to the landfill as heavy trash. Proper disposal method will
be included in the disposal authorization.

1.12. Annual Inventory

Each site will be required to perform an annual inventory of fixed assets.
Prior to beginning the
inventory, Accounting will provide each site with a spreadsheet containing the fixed assets that should be
located at that site. The sites will also be provided with a log for entering the appliance inventory. (There
will not be a separate, physical inventory of resident appliances at the end of each year, which would be
impractical; rather, during the annual unit inspections, the maintenance or management staff will check the
tag numbers of the appliances during the inspection and report the results of that at year-end.)
Other areas to be inventoried include: the community building, all management offices, computer lab,
resident aide office, and maintenance shop. A listing will be provided for the assets in these areas.
Maintenance parts and supplies located in the maintenance shop will be handled under a separate
inventory process. (The maintenance parts/supplies are expensed as they are purchased and, hence, are
not treated as inventory; however, at the end of the year, Accounting will want to know how much of that
stock is on-hand.) Tools must be inventoried if they are the property of the Agency.
Upon completion of the inventory, the Housing Manager will forward the original, signed inventory sheets
to Accounting and retain a copy at the site. All assets will be verified and any un-located assets will need
to be marked as such. After completion of the inventory, Accounting may contact the Housing Manager to
perform an audit of a percentage of the assets.

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Chapter 2
General Office Procedures
2.1.

Overview

This chapter covers the general procedures for the operation of a site office (excluding topics covered in
other chapters).

2.2.

Administrative Staffing

Most Agency properties will be staffed with a Housing Manager and an Assistant Housing Manager.
Depending on the size and other needs of the property, there may be additional administrative staffing,
including Leasing Consultants and Clerks. Job descriptions for all site employees are available on the
shared drive. The number and mix of staffing will be determined during the annual budget process. At
smaller properties, when references are made in this manual to Leasing Consultants or Clerks, and where
such positions do not exist, the Housing Manager or Assistant takes on those functions.
The Housing Manager will be responsible for training and supervision of all site staff. Please see Chapter
13, Personnel.

2.3.

Appearance

As with the property itself, the management office should always clean, inviting, and professional looking.
The entry to this office shall be mulched, planted, weeded, edged, and blown clean.
Remember that a good first impression is a lasting impression. With that in mind, the office is often the
first impression your visitor or client will see. It is imperative that the office is vacuumed, and that all glass
tables/mirrors, doors, sinks, fixtures, and bathrooms are cleaned daily. Furniture should be placed in an
orderly fashion and all pillows and cushions fluffed. Background music should be playing at a soft level as
not to disturb anyone but to emit a relaxing and welcoming sound. Aroma is equally important make
sure the area smells fresh and clean with no offensive odors. All areas should be kept clear of clutter and in
showroom condition.
Have all refreshments such as coffee, cookies, napkins and cups set out in an inviting manner for
enjoyment. During summer months, it is nice to have a fresh pitcher of iced tea or lemonade available in
the afternoon. Feel free to alternate your beverages with the change of seasons, maybe adding cocoa or hot
teas in winter.
Make sure collateral material such as brochures, newsletters and community information is arranged attractively
for visual purposes. Floor plans should be displayed, along with color boards and site maps if available. The
information a potential resident can obtain will help to make them feel that your community is a place to call
home. Be careful to not overload the display table and make sure the information is up-to-date.

Smoking in the Office

For health and safety reasons, the Agency discourages smoking. If an employee smokes, it is his
responsibility to ask the supervisor about the location of smoking areas.

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o Smoking is strictly prohibited in all offices, or immediately outside the office or clubhouse.
o All smoking materials must be disposed of in an appropriate manner.
o Smoking is prohibited in residential apartments where maintenance work is being performed.
o Smoking is prohibited in, or adjacent to, all buildings where combustible materials and/or
flammable liquids are stored or maintained.

Dress Code and Appearance

Please refer to the Agency Employee Handbook for dress code policy.

Food and Beverage Consumption

Snacking and authorized beverages are permitted in the offices if housekeeping is maintained at a neat and
sanitary level. All meals (e.g., lunch) must be consumed in a designated lunchroom or an outside location.
Office/workspace housekeeping chores are the responsibility of individual employees. Caution should be
used in and around Agency equipment (e.g., computer terminals).

Music in Offices
It is recommended that sites have background music for atmosphere in the form of jazz, light contemporary
or soft music for the enjoyment of the residents and guests.
Employees must keep radios, tape players, etc., at a low volume at all times. The Agency reserves the right
to notify a particular employee that music is not allowed in his/her office or work area.

Signs
Handwritten signs are not allowed in any situation no matter what size the property is. If you need to post
a temporary notice to your residents, please create a sign with your word processor.
Any signage that will be permanent should be ordered and purchased from a professional signage vendor
and include a Fair Housing logo of the required size. All signs must be approved by your Regional
Manager. If your property does not have a working relationship with a sign company, please ask your
Regional Manager for suggested vendors or to refer you to a vendor list.

2.4.

Office Equipment, Services, and Supplies

Note: Please also refer to Chapter 16, Computer Operations.

Telephones and Mail

Personal mail is not to be sent in Agency envelopes or on Agency stationary. Personal mail may be sent
from the site office, but it must carry a stamp provided by the staff member. Do not send personal mail
through an Agency postage meter and do not use Agency stamps. Also, personal mail should not be
directed to the site office.

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Telephones are for business use only. Look up phone numbers using the telephone directory to research a
number instead of calling Directory Assistance.
The office phone should never be anyones home phone.
The Agency reviews telephone bills periodically for excessive and improper usage.

Computer/Printer
Employees should not download, add, or change programs and/or settings in the computer. Use of the
computer for personal purposes during or after work is not allowed.
If the computer is not operating correctly, contact the Regional Manager for advice. Repair to the
computer should only be completed by an approved technician hired/employed by the Agency never ask
a resident or friend to troubleshoot or repair the problem.

Email/Internet
The email system is a very important means of communication that should be treated as such. Not everyone
on the site staff will have access to the email system and sometimes communications will arrive that should
only be viewed by the Housing Manager. Extremely confidential information, such as personal information
about residents, should not be sent via email if the computer is used by other site staff.
Check for emails at least three times each day (once at the beginning of the day, another during the middle
of the day, and once more before leaving the office for the day). Respond to emails when they are
received, especially communications from prospective residents, current residents, and Agency employees.
Do not use email for personal use. It is usually assumed that employees who have time to send personal
communications through the company email system may not be using their paid time appropriately.
The internet has been provided to facilitate the email system and to improve the marketing success at each
property. Internet usage should be limited to activities that would be considered business. After hours
use of the computer to access the internet for personal purposes is prohibited. The internet is largely
available at enough locations other than site offices that access should not be difficult.

Facsimile (Fax) Machines

As with other equipment, this machine should be used for Agency purposes only. Staff should familiarize
themselves with the instructions before attempting operation. If the instructions are not clear, please ask
the vendor for assistance.

Photocopy Machine
Most site offices have a photocopy machine on the premises. Staff should become familiar with how to
use the machine. If the operation of the machine is not clear, please ask the vendor for assistance.
No paper clips, staples, or other related items are to be used on or near the machine.

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Photocopy machines are to be used for Agency business only. The Housing Manager should locate the
best pric es for the purchase of paper for the machine, and may shop for reasonably priced maintenance
services locally.

Purchase of Equipment
All equipment purchases, whether for the office or maintenance shop, must be approved by the Regional
Manager and added to the inventory log.

2.5.

Hours of Operation

The official hours of operation for the Agency are 8:00 am to 5:00 pm, Monday through Friday. These
hours should be conspicuously posted and sufficient notice given to residents when any change in hours is
made. Any deviation from these established schedules shall be approved by the Regional Manager. When
a Housing Manager is responsible for more than one property, the office hours of the satellite sites should
be established with the Regional Manager.
All offices will be properly staffed during working hours. The office should never be closed for lunch,
unless only one administrative person is assigned to the site. Appointments should be scheduled when
more than one team member is present.

2.6.

Phone Protocol

All offices shall have a voicemail system. Calls should be returned upon return to office and voicemail inboxes should not exceed a 15-message capacity.
Incoming phone calls shall be answered politely and friendly, as follows: Good morning [afternoon].
Thank you for calling __________. My name is ____. How may I help you?

2.7.

Filing

The Agency requires a variety of files to be maintained on-site. All files shall be maintained in an organized
manner and are expected to be kept current. At a minimum, files shall be maintained on the following:

o Resident files (see below)

o Unit files (non-resident information)
o Employee files (see Section 13 of this
manual)

(PHAS) files

o Security monitor log

o Vendor files,

o Equipment and inventory records

o Work order files,

o Preventive Maintenance files/logs

o Budget files,

o Key control logs

o Master form file (containing a blank

o Inventory files,
o Warranty files,

o General correspondence files

o Public Housing Assessment System

copy of each form)

o Plans and blueprint files,

o Staff meeting agenda/minutes

o Work schedules

o Policy binders and training manuals

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File Retention
All files and records shall be maintained for seven years from the date of last transaction (for example,
waiting list files should be maintained for seven years from the date an applic ant was removed from the
waiting list, not the date of application).
At the end of each year, all files should be purged that are more than seven years old. All files should be
properly stored in banker boxes that are labeled indicating the contents and the year. These boxes need to
be stored in an area that can be accessed in the event these files are needed in the future.

Resident Files
The content of resident files shall be maintained in accordance with the instructions in Perfect File Folder
found on the shared drive <Exhibit 2.1>. Resident files should remain in the Management Office and
should not be removed/taken home without authorization from the Regional Manager. Files should be refiled in their proper place every night before staff leaves the office.

Confidential Information
Confidential files, such as resident files or financial records, should be kept in locked file drawers or in a
secured area. Only authorized personnel should have access to such files.
Confidentiality shall also be maintained with respect to any lease enforcement actions.

Material Safety Data Sheets (MSDS Sheets) and Safety Meetings

Each community must maintain a binder with all their MSDS sheets, a mandatory requirement for health
and safety reasons. It is important to request these sheets when ordering products. The binder should be
divided into sections for sheets containing cleaning products, painting & sundries, pool & spa chemicals,
and miscellaneous products. Having your binder organized will be helpful in the event this information is
needed. Typically, the MSDS binder is stored in the maintenance office.
You should also maintain a separate binder for monthly Safety Meetings (see Chapter 14, Safety and Risk
Management).

2.8.

Bulletin Boards

Lobby
A bulletin board should be maintained in the lobby of the management office that contains up-do-date
copies of the following:

o Lease agreement
o House rules (if any)
o Grievance policy
o Income limits

o Admission and Continued Occupancy

Policy (or reference an accessible
location)

o Office hours

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o Emergency and after-hour contact

numbers

o Schedule of charges
o Resident-oriented circulars

o Fair housing poster/logo

o Reporting of Injury/Damages

o Equal Employment Opportunity poster

o Addresses of the Agencys main office
o Utility allowances, where applicable
This bulletin board should be neat, clean, and free of clutter. It should be organized into four categories:
lease related documents, resident programs and services, property amenities, and any remaining
miscellaneous information.

Staff Bulletin Board

Within the actual offices for the staff, preferably the lunch/break room, a separate bulletin board should be
maintained that gives notice of work rule changes, legally required postings, social activities, safety
bulletins, and, with the permission of the Housing Manager, employee personnel notices. At a minimum,
the staff bulletin board should include:

o Federal Employment Law Poster

o Equal Opportunity Notice

o State Employment Security Poster

o Other Agency staff notices

o Agency Personnel Postings

Employees are permitted to post material on the staff bulletin board but must have the approval of their
supervisor prior to posting.

2.9.

Product Knowledge Notebook

In addition to the Leasing Book (see Chapter 3, Marketing and Leasing Presentation), which is essentially
a marketing tool, the property should maintain a Product Knowledge Notebook that provides a quick
reference for staff about the community, surrounding area, and other pertinent information.
Start by completing a notebook using the outline that is found in the shared drive <Exhibit 2.2>. Add such
additional categories and information as are appropriate. Keep the information current. Be familiar with the
information. Keep this notebook available for quick access by all staff members in a convenient location.

2.10. Key Control

In order to assure safety of the development and its residents, proper key control procedures are essential.
Only the Housing Manager, the Maintenance Supervisor, and the Regional Manager shall have keys to the
site office (unless otherwise approved by the Regional Manager). Other major elements of an effective key
control program include:

o There shall be no master keys for apartments.

o All maintenance spaces, except storerooms, shall be on a single master. Storerooms should not be
mastered but should be keyed separately.

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o All gas and electric meter rooms and any doors leading thereto, except if they also lead to boiler
rooms, shall be on a lock supplied by the Agency. The key shall be kept in the storeroom along
with the other keys, and signed for when used. Three of these keys must be given to the Gas and
Electric Company.

o Development office entrance doors and community spaces used for recreational activities, clinics,
libraries, etc., shall be on separate masters with sub-masters, if required.

o All master keys shall be stamped Do Not Duplicate.

o Keys should be labeled or coded in a way so as not to reflect the same number as the unit itself.
o All apartment locks should be changed/re-keyed once a unit is vacated.
o Duplicate keys to apartments should be identified with a number that bears no relationship to the
apartment to which it fits. The key numbers should be cross-referenced and kept in a secured
location.

o When an individual or master key (to management areas) is loaned out, the person assigning the
key shall note the time of the day and date on a key register or master key log <Exhibit 2.3>.
When the key is returned, the time shall again be noted. No keys will remain on loan overnight.
The Housing Manager shall designate a person to handle the key register and master key log. At
the end of each day, the key log should be audited and all keys accounted for and locked in the
key box no exceptions.

o At the end of each month, the key log should be audited for accuracy and to make sure that all
keys have been accounted for. The key log should then be placed in a binder separated by
monthly tabs or filed away for future reference if necessary.

o All keys shall remain, unless loaned-out (above), in a locked box at all times.
o The log shall be kept separate from the box.
o Whenever there is a change in the Housing Manager, Assistant, Maintenance Supervisor, or any
other personnel who has access to the Management and Maintenance keys, there shall be an
immediate change in locks for these areas.

o The Housing Manager should maintain a list of all employees that have been issued keys. All
employees permanently assigned keys must sign a key control form, listing the keys in their
possession. A copy of this form must be kept in the employees employee file.

o All requests for additional property keys must be made to the Housing Manager in writing. The
Housing Manager reserves the right to deny, or limit, the approval of additional site keys.
Remember that keys represent the only security in most cases for residents individual apartments, and site
office/maintenance/common areas. The protection of keys, and the responsibility for same, is to be taken
seriously.
In accordance with the lease, residents may not add locks without permission from the Housing Manager.
The Housing Manager should allow installation only if (1) resident purchases the same brand of deadbolt
as the lock presently on the door, (2) management maintains a key to the new lock, and (3) resident pays
the appropriate fee for installation of the lock by site maintenance staff.

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Apartment keys are to be given to residents at the time of move-in. If the resident loses her key, the lock
should be changed and the cost of a new lock and key charged to the resident. A lockout policy of each
site must be approved by the Regional Manager.
Under no circumstances shall an apartment key be given to anyone other than a legal occupant (signatory
to the lease). Photo identification is required.

2.11. Agency Calendar

Each month, the Agency produces for staff a monthly calendar. This calendar includes both special
announcements/events and the dates during the month for submitting or preparing various forms.

2.12. Courier Service

The Agency has arranged for courier service to pick up once each week for delivery to the Agencys main
offices. The Housing Manager should use this service, in lieu of regular mail, unless items are timesensitive. Time-sensitive materials should be mailed or delivered, accordingly.

2.13. Weekly Property Staff Meeting

A property staff meeting chaired by the Housing Manager should be held weekly. Topics discussed at the
meeting will vary, but should include:

o New policies

o Budget variances

o Property goals

o Maintenance/grounds issues

o Performance on occupancy, rent

o New projects

collections, work orders, etc

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2.14. Monthly Operations Timeline

The following is the general monthly and weekly schedule of routine events/activities.
DATE
st

ACTI VI TY

Rent is due

5th

Grace period ends

Financial statements available on shared drive

6th

14-day notices sent to all delinquent accounts

7th

Monthly Property Report due to Regional Manager <see Exhibit 2.4>

7th9

Check all resident apartments for whom 14-day notices were sent

Business meeting with Regional Manager to review prior months financial

and management performance
Regional Manager forwards narrative variance report to Director of
Property Management, accompanying monthly financial report

12th15

Send Letter of Responsibility to vacating residents

Begin apartment pre-inspections for vacating residents

On or about 21st

Send list of all delinquent accounts to attorney

21st30

Accounting Month-End (AME) form due (see Agency calendar for exact
date)

30th

Safety meeting notes.

Monday

Submit Traffic Log to Regional Manager

Tuesday
Friday

Courier Service
Timesheets due to Payroll by 11:00 am (bi-weekly).

Daily

Site inspection.
Bank deposits.
Cash sheets faxed or e-mailed to accounting.

Weekly

Invoices due to Accounting.

Notice of Intent to Vacate to Regional Manager

Early in Month

Scheduled recertifications and unit inspections

2.15. Periodic Reporting

The following is a list of the required periodic reports and the dates when they are due.
REPORT
Payroll Time Sheets

DUE DATE
Every other
Friday before
11:00 am

NOTE
Faxed to the Payroll. A cover sheet indicating the
total number of pages and staff members for your
property should be included. Occasionally, the
deadline for time-sheet submission may be
accelerated due to a holiday, in which case a

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REPORT

DUE DATE

NOTE
notification will be posted on the Agency calendar,
sent via e-mail/facsimile or included in the monthly
Agency newsletter. All time sheets are to be filled
out on a daily basis and submitted in handwritten
form to Payroll.

Incident Reports

Within hours of
occurrence

Anytime there is an incident on the property,

whether major or minor, an Incident Report must
be completed and faxed to the Regional Manager.
If the incident involves a life threatening injury,
major property damage, or media coverage, your
Regional Manager should be notified immediately.

Small Claims Court and

Legal Notices

Same day

Anytime you receive a legal notice of small claims

court, the Regional Manager should be sent a
copy and notified by phone.

Invoices

Daily

Invoices should be processed on a daily basis as

you receive them in the mail (coded, approved
and entered into your declining budget). Invoices
should be sent into Accounting via courier (if
possible) every week; however, mailed if
necessary to meet the cutoff dates. Be sure to
research and resolve any prior balances or
statements before sending the bill for payment.
Accounts payable cutoff dates are posted monthly
in the Agency calendar.

Monthly Property Report

7 Business Day

Declining Budget and

Request for Approval
Forms

As needed (for
review)

The Declining Budget should be kept in a

notebook format and should be updated on a daily
basis with accounts payable as items are ordered.
Your Regional Manager will ask to see the
notebook periodically.
Appropriate back-up information for the purchase
must be competed and e-mailed, faxed, or held
for the Regional Manager, along with a copy of
the Declining Budget when you are intending to
incur an expense of $200 or more, or the
purchase exceeds budget.

Delinquency Reports

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On or about the
st
21 day of month

A list of all residents who have not paid in full in

response to their 14-day notices (14 days
th
following the 6 of the month) must be faxed to
the attorneys office. Include a fax coversheet
(indicate that the attorney should proceed with an
eviction and include correct spelling of the
residents name), a copy of the front and back of
the lease and a copy of the 14-day notice. It is a
good idea to call the attorneys office to confirm

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REPORT

DUE DATE

NOTE
that they have received all the documents you
faxed.

Rental Market Study

Once annually, in conjunction with preparation of

property budget (see Chapter 1).

2.16. Property Inspections

The Housing Manager is responsible for inspecting the property on a daily basis. In conducting these inspections, it is
essential that the Housing Manager view the property from the eyes of someone who might be leasing a unit, or
visiting the development, for the first time. Property management is all about the little things. A good Housing
Manager makes it a practice to notice and correct these small imperfections.
When conducting these property inspections, the Housing Manager should carry a clipboard, pen, and paper on
which to write notes, work orders, resident infractions, and other matters that need follow-up attention. The
Housing Manager should also establish a tracking system to follow-up on problems noted in previous inspections.
This tracking system should consist of a simple log indicating the date of the inspections and the conditions found.
The Housing Manager must consistently strive to maintain high standards for the property and for observing the
small things that make a difference between an average property and one that stands out.
Daily site-inspection guides can be found on the shared drive (one for a high-rise property and one for a garden
property).

2.17. Utility Allowances

Residents either pay for their utility costs in their rent (i.e., project paid utilities) or directly to the utility company.
When the resident follows the latter procedure, resident rents are reduced by an Allowance for Utilities that is
developed by the Agency in consultation with the utility supplier. Each year, the Director of Property Management
receives from the Regional Manager a new utility allowance schedule, which is then forwarded to each property.
Once received, it is the Housing Managers responsibility for updating the utility allowances for each unit type.

2.18. Accessibility
Facilities
It is the policy of the Agency to comply with applicable laws relating to Civil Rights, including Executive Order
11063, Section 504 of the Rehabilitation Act of 1973 (24CFR, Part 8), the Fair Housing Amendments Act and Title
II of the ADA. 504 Regulations require that the Agency make all of its public non-housing facilities (hearing rooms,
laundry rooms, community rooms, management offices, crafts and games rooms, etc.) accessible and these facilities
must also be located on accessible routes.
The Housing Manager is required to make sure that the property is accessible and for requesting funds for such in
the annual budgeting process.
Because the property receives Federal funding, the Housing Manager has on-going responsibilities:

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o To make unit modifications needed by an applicant or resident with a disability;

o To make reasonable accommodations in policies, procedures, and practices needed by a resident with
disabilities; and

o To communicate with all applicants and residents with disabilities in a way that is understandable to them.
In deciding whether an applicant or resident qualifies for unit modifications, reasonable accommodations or special
forms of communications, the Housing Manager verifies two facts with a qualified medical practitioner:

o That the individual qualifies as an individual with disabilities under the 504/ADA guidelines, and
o That the unit modification, reasonable accommodation or special communication is needed because of the
individuals disability.
When both the above facts have been verified, the Housing Manager is required to make the changes requested at
the projects expense.
In providing reasonable accommodations or structural modifications to existing housing programs or in carrying out
other alternations for otherwise qualified persons with disabilities, the Agency is not required to:

o Make each of its existing facilities accessible or make structural alternations when other methods are
demonstrated to achieve the same effect.

o Make structural alterations that require the removal or altering of a load-bearing structural member.
o Provide an elevator in any multifamily housing project solely for the purpose of locating accessible units
above or below ground level.

o Take action that results in fundamental alteration in the nature of the program.
o Take action that results in an undue financial and administrative burden to the Agency.
Leasing Accessible Units
Before offering a vacant accessible unit to an applicant without a disability, the Agency will offer such units:
(a) First, to a current occupant of another unit of the same development, or other public housing developments
under the Agencys control, having a disability that requires the special features of the vacant unit (in effect,
a transfer of the occupant with disabilities from a non-adapted unit to the vacant accessible/adapted unit).
(b) Second, to an eligible qualified applicant on the waiting list having a disability that requires the special
features of the vacant unit.
(c) When offering an accessible/adaptable unit to a non-disabled applicant, the Agency will require the
applicant to agree to move at the Agencys expense to an available non-accessible unit within 30 days when
either a current resident or an applicant needs the specific features of the unit. This agreement should be
reflected in the lease agreement signed by the non-disabled party.

2.19. Access to Occupied Units

At times, it will be necessary for management and maintenance staff to enter an occupied unit when the resident is
not home. Under the Agencys lease, management cannot enter the unit unless (a) the resident has requested a work

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order and the work is to be completed within the next 48 hours (note: under the Agencys lease, whenever a resident
submits a request for a work order, the Agency has permission to enter the unit within the next 48 hours to complete
that work order), (b) the head of household has been provided with 48-hour advanced written notice of intent to
enter, or (c) there is an emergency.
After entry into an empty unit, the site staff will leave a note stating the date, time of entrance, time of exit, and nature
of work completed (generally, this will be accomplished by leaving a copy of the completed work order). An
emergency constitutes something that is life-threatening, or a danger to the resident, or property.

2.20. Approvals for Non-Housing Use of Units

Any units that are to be used for purposes other than housing public housing residents must first be approved by the
Director of Property Management and then by the Agency Director and HUD. Acceptable uses of non-dwelling
units may include additional management or maintenance space, space for resident programs and services,
community policing operations, or any other use that would best serve the Agency and its community. No
alternative use of pre-approved non-housing units is allowed without written consent from the approving staff
member.

2.21. Parking
The Housing Manager is responsible for developing appropriate parking policies and for enforcing those policies.
All resident and non-resident vehicles should be parked in designated parking spaces. While all resident cars should
be registered, the Housing Manager of each site will determine if it is appropriate also to issue parking decals.
The Housing Manager is also accountable for posting clear rules and regulations regarding parking, vehicle
registration (if applicable), and towing policies. Such notices shall be placed in an obvious setting.
If a vehicle is parked in a non-parking zone, the Housing Manager shall tow the vehicle in accordance with the
parking rules and signs. If a vehicle is abandoned, the Housing Manager shall post a Notice to Tow within 48
Hours on an obvious location on the vehicle, i.e. front, side, or back window. If the vehicle is not moved by the
owner within the set time-frame, the Housing Manager shall have the vehicle towed. An abandoned vehicle is one
that has no visible tag/registration, inoperable due to flat tire(s), missing major parts, or vandalized. (At some
properties, where there are courtesy patrols, the security patrols also enforce parking rules.)
The Housing Manager shall make sure that all appropriate signs are properly hung and are visible.
The property must offer handicapped spaces both near the office/non-housing facilities and near the units of
residents with disabilities who need such spaces.

2.22. Property Insurance

General
Since insurance claims and losses result in higher insurance costs for the property, it is imperative that the Housing
Manager report all suspected claims, or actual losses to the Regional Manager, not the insurance agent, within 24
hours.

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Fill out a copy of the Incident Report and fax a copy to the Regional Manager <Exhibit 2.5>. Make sure the
Incident Reports are filled out and transmitted as quickly as possible, regardless of whether it is known if a claim
will be filed.
If a known incident occurs such as a fire, water damage, etc., check with the Regional Manager to determine if the
Incident Report should also be faxed or mailed to the insurance agent. In the case of employee injury, complete an
Injury Form, not an Incident Report, and submit the completed paperwork to the Regional Manager.
Photographs are helpful documentation. If an incident is reported to the site office, the Housing Manager should
photograph the damage or condition of the injured person if feasible. It is possible that, years later, a claim will be
filed by a resident for injury due to tripping on a piece of concrete sidewalk that had heaved. If made aware of an
individual tripping and falling, immediately take photographs of the section of sidewalk stairs, etc., as well as the
individual, if permission can be obtained.

Types of Insurance Coverage

Several types of coverage are purchased for each property in a blanket policy. Each Housing Manager should be
familiar with the types of coverage carried, and should provide information to all site staff members so they too will
be aware of the type of coverage available for losses or potential losses. The Emergency Procedures Manual should
contain all pertinent insurance information.

o Fire, wind, snow, hail, aircraft, explosion, riot, terrorism and vandalism are all causes of property
losses. Flood and earthquake are excluded. The deductible varies from property to property but is usually at
least $5,000 - $10,000.

o General liability insurance protects the property from lawsuits (civil rights lawsuits are not covered by the
general liability policy). A bodily injury, such as a resident falling down stairs due to a worn or ripped
carpet, is a general liability loss. Property damage, such as a car being damaged from flying debris from the
propertys lawnmower, is also a general liability loss. This policy comes with various deductibles, the most
common being $5,000 - $10,000.

o A boiler, furnace, or central air unit exploding or rupturing is a boiler and machinery loss. This is a
specialized insurance and is not available on all properties. Machinery made inoperable by anything other
than age or normal wear and tear is usually covered.

o Auto liability usually results from a covered auto causing injury or physical damage to another persons
auto or property. Deductibles vary.

o Auto physical damage provides coverage for a covered vehicle in the event of a collision, vandalism, hail,
wind, etc. Deductibles are applicable in varying amounts for comprehensive losses and collision losses.

o Non-owned auto liability and physical damage provides property and liability coverage for hired (rental
cars) or non-owned autos (i.e., employee vehicles) as long as they are being used for Agency business. The
deductibles are usually the same as the auto policies above.

o Fidelity coverage provides coverage for employee dishonesty such as an employee removing any physical
property from the premises, including money.

o Agencys or the states workers compensation coverage covers employees who are injured on the job,
or become ill due to their positions. It covers medical expenses and a percentage of lost wages after a
waiting period that is determined by the state. In case of severe injuries, rehabilitation and other expenses
may also be covered.

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o Umbrella liability coverage provides additional liability overage over and above the primary limits of
general liability and auto liability. When applicable, building ordinance coverage provides additional
insurance monies in the case of a loss that requires complete replacement of an apartment, building, or
complex and when city inspectors demand an upgrade to current code over what was previous code when
the apartment was built.

Claims Received
Any telephone calls or correspondence received in connection with possible claims from residents and/or their
attorneys, or outside parties, should be referred first to the Regional Manger.
Actual court filings and related insurance correspondence should be sent immediately to the Regional Manager.
It will be necessary to obtain all relevant information from the Housing Manager if a claim is filed. In most cases,
claims are not filed for some time after the incident, so it is important to retain all reports, notes, etc., regarding a
known incident. The Housing Manager should file all incident reports, and retain copies of pertinent notes in the
event a claim in filed. Any photographs taken of known damage should also be kept with the copy of the Incident
Report.

Reducing Losses
It is important that each staff member participates in and coordinates efforts to reduce losses at each property.
Please see Chapter 13, Safety and Risk Management.

2.23. Emergency Procedures Plan/Manual

Each property shall have prepared an Emergency Procedures Plan, which is to be incorporated in an Emergency
Procedures Manual. The plan/manual is to be updated periodically. This manual will contain all the information
needed to safeguard residents, visitors, and property before, during, and after an emergency. When complete, it will
house in one convenient place everything the manager and the rest of the management team will need to combat an
emergency situation.
Specifically, the manual will give direction about:

o How to save lives

o How to make the property more security and prevent emergencies altogether or, at least, minimize their
impact

o How to prepare for an emergency

o How to react during an emergency (including how to evacuate the property)
o How to restore the property after an emergency
Creating the Manual
The plan/manual must be a joint effort between the Housing Manager and the management team. Because team
members are so closely involved with the day-to-day operation of the property, their input is vital to the plans

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success. They must supply input on everything that goes into the manual and on who should receive a copy of the
completed document.
The manual should contain detailed instructions for everyone involved in an emergency, including the Regional
Manager, management staff members, work crews, other staff, and the propertys occupants. In order to be of any
assistance, the manual must be an exhaustive collection of steps to follow before, during, and after an emergency

Contents of Manual
Generally, an emergency procedures manual is made up of three sections: (1) Reference information, (2) Directions
for the management staff to follow for each possible emergency, and (3) Directions for building occupants. <Exhibit
2.6>.

Distribution of Manual
The Regional Manager, all members of the management team, and any other parties the team recommends should
have a copy of the manual. Additional copies should be stored in a safe place, in case the original is destroyed.
At least one copy of the manual should always be at the property, with another copy stored off the property but
easily and quickly accessible. This off-site manual may be needed if it is impossible to enter the property.
When one of the team members leaves the propertys or Agencys employ, that employees copy of the manual
should be retrieved and re-issued to his or her replacement.
When the manual is given to a new employee, the Housing Manager should always emphasize the confidential
nature of the material in the manual, particularly the phone numbers.

2.24. Annual Reexaminations

The Housing Manager is responsible for assuring that each households family status is re-examined at least once
annually. In conducting these re-examinations, the Housing Manager should:

o 90 to 120 days prior to the recert month send notice to all affected residents and retain copy in the file.
o 60 days prior to the recent month send a coy of the items previously issued to all residents that did not
respond to the initial notice. Write 2nd request and the date across top of letter and keep a copy in the
residents folder.

o 45 days prior to the recert month verbally contact any resident who has not responded to the 2nd letter or
who failed to provide any back up necessary to complete the recertification, letting them know that their
lease will be terminated if their annual recertification is not completed by the end of the month.

o 30 days prior to the recert month all residents who have not responded to the prior notices, or who have
failed to provide any necessary back-up so that the recertification can be completed, should be given a
notice that their lease will be terminated for failure to recertify their income. This notice is to be effective
on the first day of the month their annual is due. It should be posted and mailed, with a copy retained in the
residents file. The notice must be issued in time to give a 30-day notice of termination, so dont miss
this date.

o For all residents that do comply and attend the recertification interview, determine that the family continues
to qualify as a family and is in compliance with the resident obligations and lease responsibilities. Further,

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ensure that the family signs the authorization forms for the release of information from necessary third
parties.
The Housing Manager shall manage this process so that residents are provided with 30-day notice of any change in
rent, except when such notice cannot be provided because of failure on the part of the resident to comply. A
recertification tracking log is found on the shared drive <Exhibit 2.7>.
Since the recertification process requires that a staff member spend time with each household to prepare the
recertification, this is also a perfect time to practice Resident Retention by asking the household if they have any
maintenance needs or other concerns. Some sites choose this time to perform annual unit inspections as well (see
below).

2.25. Interim, or Special, Reexaminations

In addition to annual reexaminations, there may be interim, or special reexaminations. Such instances would
include:

o The familys income has decreased such that their Total Tenant Payment would be reduced.
o Family composition has changed, resulting in a need for an apartment of larger/smaller size.
o The family qualifies for additional deductions from income that will reduce Total Tenant Payment.
o The family was paying the Minimum rent and requests a Hardship Exemption.
o The family was paying Flat Rent and has requested a Hardship Exemption.
o The family experiences an increase in income that triggers an increase in the Total Tenant Payment in
accordance with the Agencys ACOP.
Rent decreases go into effect the first of the month following the reported change, provided the change in income,
or circumstances, was reported within 10 days of when the decrease occurred. Rent increases require 30 days
written notice and will go into effect the first of the month following the 30-day notice. However, if a special
reexamination is the result of misrepresentation or non-compliance, the rent is retroactive to the date that it
otherwise would have been effective.
When either the family reports no income, or the source of income cannot be verified (whether at annual or special
reexaminations), the Housing Manager may require that the residents income be reviewed every 90 to 120 days.

2.26. Lease Renewals/Expirations

All public housing leases carry an initial one-year term and are then renewed perpetually for one year terms. Hence,
there is not a separate process of lease renewals and/or expirations. Rather, the recertification process is, in effect,
the lease renewal process for public housing. The Agency may only refuse to renew a lease for failure by an adult
family member to comply with community service requirements. Even in this case, State law regarding lease
termination must be followed.

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2.27. Annual Home Inspections

The Agency is required to conduct an annual inspection of each unit in accordance with HUDs Uniform Physical
Condition Standards (UPCS). The Housing Manager can schedule these inspections either to coincide with the residents
annual recertification or on some other schedule as approved by the Regional Manager.
For the annual unit inspections, the Housing Manager shall provide the resident 48 hours notice and shall attempt to
arrange for the resident to be present. If the home has not been maintained in a satisfactory condition, mention the
deficiencies to the resident during or immediately after the inspection and follow up with a letter to document the
residents file.
It may be discovered during this inspection that there are damages to the home or repairs that need to be made by
the maintenance staff. All damages caused by the resident must be charged back to the resident. Necessary repairs
discovered during the annual inspection should be noted, with the inspection form given to the Maintenance
Supervisor for completion of the repairs and notation of the cost.
If no items of repair or correction are noted at the time of the annual inspection, the Housing Manager should still
schedule an appointment convenient to the resident for annual preventive maintenance on the home. At that
appointment, maintenance staff can change furnace/air-conditioning filters and conduct the routine preventive
maintenance chores.

2.28. Resident Complaints

Residents must be advised to follow the grievance procedures referenced in the lease and ACOP (and posted on the
bulletin board). Encourage residents to follow steps to avoid disputes with management and to resolve problems if
they do arise.

2.29. Required Approvals

The following is a list of specific approvals needed from the Regional Manager, as noted throughout this manual.
ACTI ONS REQUI RI NG APPROVAL AND/ OR
SUBMI SSI ON TO REGI ONAL MANAGER

Operating Budget
Purchases over $200 (and any office equipment,
regardless of value)
Renewal of any service contract
Mileage Reimbursement Form
Fee Referral Form
Manual Check Request
Petty Cash Reimbursement
Disposal of Fixed Asset
Hours of Operation
Issuance of Office Keys other than to Regional
Manager or Maintenance Supervisor
Non-dwelling Units
Incident Reports (informational)
Notice of all other emergencies
All advertising campaigns, advertisements,

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ACTI ONS NOT REQUI RI NG

REGI ONAL MANAGER APPROVAL

Posting of accounts (rent, charges,

etc.)
Debits/credits to accounts
Rent payment evictions
Normal lease enforcement actions
General supervision
General contract administration
Applicant screening and wait list
management

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brochures, etc.
Signage and new paint schemes
Newsletters and resident flyers
Resident Recognition Programs
Non-rent eviction cases
Cancellation of evictions
Accepting rent for any case after filed in court
Non-residential leases
Any capital improvements/alterations to property
House Rules
Formal Resident Grievances
Disposal of abandoned resident furniture
Any disciplinary action above record of counseling
All hiring decisions
Non-emergency overtime
Staff travel
Any small claims/legal notices

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Chapter 3
Marketing and Leasing Presentation
3.1.

Overview

This chapter of the manual covers all aspects of marketing and presenting the property for leasing when
the waiting list is open. The next two chapters cover the actual mechanics of maintaining the waiting list
and leasing an apartment.
In conjunction with the overall marketing plan and product presentation, site personnel must be aware of
and able to implement the Agencys fair housing policies. It is the combination of both the material
presented in this chapter and fair housing fundamentals that create and build a positive property image.
Depending on availability of housing in the locality, the specific product, and location, many affordable
housing properties have long waiting lists, which may even be closed. The evidence of strong demand for
your property does not relieve property staff from presenting the property in the most positive light or in
treating all prospective residents with courtesy and respect. Much of what follows in this chapter describes
actions that could be taken if the wait list is open or if it is very short.

3.2.

The Leasing Training Program

The Leasing Training Program has been designed to familiarize all new office personnel with the property
as well as the required tasks and duties that must be fulfilled on a daily basis <Exhibit 3.1>. The checklist
includes items such as reviewing the lease paperwork and reading the details of each agreement; preparing
a Leasing Book; using courtesy over the telephone; understanding the elements of a Shoppers Report;
becoming familiar with property management terms and formulas, etc.
Housing Managers should ensure that all new office employees are given a copy of the Leasing Training
Program checklist on their first day and that the exercises have been satisfactorily completed at the end of
the first week. The completion of this checklist by the new employee will get him started on the right foot.

3.3.

Leasing Book

A Leasing Book is a marketing tool that always changes. It is an avenue for a manager and other
office/leasing employees to (1) find new and different ways to promote their community and (2) measure
the amenities, services, and rents of other properties competing for the same prospective residents.
The look of the book should be attractive and professional, as it will be used with prospective residents,
current residents, and other outside regulators.
The leasing book should include the following:

o Introduction page
o Property Highlight page showing the propertys best assets
o Top 20 reasons why someone should rent there

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o Photos of: signage, amenity shots, photos of a model, happy faced residents, play area, and
anything that shows off the property

o A current newsletter
o A brochure and/or current flyer
o Site map
o Floor plans with flat rents and room measurements
o Description of how income-based rent is determined
o City highlights or what is nearby that helps promote the property
o Resident handbook
o Eligibility requirements for your community, including income limits
o Resident selection criteria
The leasing book should be displayed so that it can be viewed by prospects if they have to wait to be
shown an apartment, and also by current residents as they wait to talk to the Housing Manager
(demonstrating why they initially chose to rent at this community). Be sure any photos depict families of
more than one race. All information in the book should be kept current.

3.4.

Advertising/Marketing Efforts

Housing Managers are responsible for conducting outreach and marketing efforts to maintain sufficient
numbers of applicants on the waiting list. These marketing and outreach efforts should be undertaken in
accordance with all applicable Fair Housing rules and regulations.
All advertising for affordable properties must contain an appropriately-sized fair housing logo and the
phrase Equal Housing Opportunity.
Review the efforts for marketing with the Regional Manager. Always get approval for any advertising you
are preparing PRIOR to placing an ad. It is important that the ad conforms to all applicable laws and
regulations. Any photos or drawings of residents must include people of a variety of races.
Other than what is required to comply with fair housing rules, advertising should be approached in a
conventional sense. Advertising launches all other marketing activities for a property. Advertisement in the
classic sense is associated with the local newspaper or other publications that are wisely circulated to large
numbers of individuals who will be attracted, by virtue of the content of single or multiple advertisements, to
visit the property. However, the local newspaper is not the only media source available to the property. The
following are other successful means of pulling traffic into a property to build or expand a waiting list. (Be
sure to use not just one newspaper. If minority or alternative language media are available, they must also be
used.)

o Senior citizens centers

o Churches
o Relocation specialists for local businesses or industries
o Director of Housing at local military bases

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o Flyers at grocery stores/stuffers for grocery bags

o Bingo halls
o Apartment referral companies
o Schools (community colleges, technical, etc.)
o Vendors, friends, and associates
o Laundromats
o Brokers
o Direct mailing label services
o Other apartment communities
o Real estate offices
o Social agencies, e.g., YMCA, Goodwill, Salvation Army
o Transitional housing facilities
o Department of Human Services
When you are trying to attract applicants, be creative with advertising. Do not allow ads to remain routine.
Change them often (unless they are drawing in qualified residents to the property, resulting in applicants).
Enlist the help of staff members to come up with new and fresh ideas. Always get the most for the
advertising dollar.
Small teaser ads can be extremely effective in piquing interest among readers. These teaser ads can be
run for several days through the week, such as Monday, Wednesday and Friday of each week, and will
pull in traffic on those days that would otherwise be slow application days. The larger display ads can be
dispensed with altogether if the traffic is adequate from the teaser ads. Maintain a marketing file that
contains all ads used, all outreach efforts, in what medium, and when employed. Comments should be
made in the log about the success of any specific ad, so more proven ads can be identified and utilized in
future marketing plans. (All advertising copy and layout must be approved by your Regional Manager
prior to publication.)
Curb appeal of the property is the best advertisement available. Drive by traffic will be attracted to the
property with the help of effective signage to direct visitors to the property. Word-of-mouth advertisement
will be attained when each visitor to the property is well treated and given an organized, professional tour
of the propertys amenities and model or market-ready apartments by well-trained and qualified leasing
personnel.
In order not to attract undue over-income traffic, make sure you include all applicable income limits in
your advertising.

3.5.

The Marketing Plan

Any Housing Manager would agree that the best leasing scenario is where people are waiting at the door
when the office opens, wanting to apply today and move-in tomorrow. Or when the phone never stops
ringing and people actually keep their appointments.

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Housing Managers know that this rarely, if ever, happens. A strategic marketing plan is needed to bring
those people to our door and to make that phone ring off the hook. Prior to developing that plan, however,
the Housing Manager must consider all affirmative marketing requirements.
Affirmative Marketing
Federal law requires that housing authorities conduct affirmative marketing to eligible families and
individuals whose race, ethnicity, or disability is under-represented both in the development and on the
waiting list. Affirmative marketing entails the following steps:

o Using local demographic data (e.g., census reports, city planning data) to determine the racial,
ethnic, age, and disability breakdown of eligible families and individuals in the agencys
jurisdiction,

o Preparing a report that breaks down the current resident population and the waiting list by race,
ethnicity, age, and disability,

o Determining whether any group in the eligible population is under-represented in the resident
population or waiting list, and

o If any group is proportionately under-represented, designing a marketing campaign to attract them

to the property.
For the purpose of affirmative marketing, the racial groups are:

o Black/African American,
o White/Caucasian,
o Asian,
o Native Hawaiian/Pacific Islander,
o Alaska Native/Native American
Ethnic groups are:

o Hispanic/Latino,
o Non-Hispanic/Non-Latino
Age groups are:

o Elderly families (head, spouse or sole member age 62 or older),

o Non-elderly families
Disability groups are:

o Family has member who is a person with a disability,

o Family has no members who are persons with disabilities.
Developing the Plan

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A good marketing plan is developed by a team of people: the Regional Manager, the Housing Manager,
the Leasing Consultant or Assistant Managers, and, yes, the maintenance personnel. It takes the complete
team to create a comprehensive plan to attract good, qualified prospects to your community.
Divide responsibilities between the team.

o The Housing Manager focuses on the market studies and defines the properties that offer a
comparable product. What incentives, if any, are the competitors offering? What is the propertys
marketing/advertising budget? Where is your current traffic coming from?

o The Leasing Consultant and/or Assistant should then visit the comparable properties and obtain as
much first-hand information as possible. Get to know the staff at the comparable properties. Bring
them a little treat bag with your business card attached. Find out where their vacancies are. Are
they 100% leased in their two-bedroom, two-bath units but need applicants for their threebedroom units? Are you then in need of applicants for your two-bedroom, two-bath units but are
full for three-bedroom units? Promote referrals. Does your property offer to pay $100 to other
communities who refer a resident to your property? Be nice. Be courteous. Be professional. Find
out what marketing or advertising medium your competitors use that produces the best results for
them.

o Maintenance has the most important job. Their responsibility is to provide a clean and beautiful
property with lots of curb appeal and a perfectly turned unit. Their insight into what residents tell
them about what they like or dislike about the property that they share with the rest of the ream is
priceless as your existing resident profile represents the people you attract to your property, what
they like, how they live, what maintenance overhears or sees or is told is what needs to be
considered when setting up a plan to market the property.
Now you should be ready to determine what you want your property to say to the public (the image,
theme, etc.), defining who you are as compared to your competitors.
Next, determine the best combination of methods to promote your property to the public. If the printed
medium is going to be utilized, have your ideas ready so that their staff can help you design the ad YOU
want. Is your main traffic drive-by? What about leasing banners or burma shave signs? Dont forget
your resident referral monthly flyers offering your residents $$$ for each referral they give you that results
in a rental! Do you want to do a direct mailing? Find out the companies who provide direct mail
information on labels all they need is the zip code you are interested in mailing to, the income level, and
if you want everyone in that zip code, or just those in apartments.
In preparing your marketing plan, remember that the most successful ones combine all levels of media:

o Publicity visibility programs designed to exploit situations that are beneficial to the marketing
effort, build credibility, and increase public awareness. Typically, news items, public interest
articles, or editorials are publicity vehicles.

o Word of mouth effective management that results in satisfied customers and residents, thereby
creating work-of-mouth advertising beneficial to the enhancement of the community.

o Signage the physical symbol identifying the product and property to the general public is a
visual medium.

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o Promotional material the printed medium that provides factual data to both residents and
potential customers, customized to promote the service, apartment, and site amenities.

o Merchandising the actual packaging and physical enhancement of the product or servic e.
o Direct advertising promoting the product and creating a need for the product through newspaper,
radio, television and direct mail promotions.
Part of the marketing plan needs to focus on how to improve any prior marketing plans used. How do you
increase the number of visitors to net the greatest number of applicants? How many applicants do you
need to rent an apartment?
Keep close tabs on the results of your marketing effort so you can adjust the marketing plan to
accommodate your leasing goals by maximizing the most successful advertising methods (see traffic log,
below).

Creating an Effective Advertisement

Once you have put your marketing plan together, you have decided what form of advertising medium is
your biggest traffic draw, you have become familiar with comparable properties and what they offer, you
know why people rent at your property, and you have identified what your resident profile is, you are
ready to create an effective advertisement for your property.
An effective advertisement cannot be produced unless you have definite answers to each of the items listed
above. One puzzle piece cannot be left out.
Now put yourself in the shoes of the public armed with all the answers to your propertys puzzle: what do
you think is the most important to highlight in the ad? Does your property have amenities or special
services? What about creating an advertising campaign where, every two weeks or every month, there is a
new advertisement that highlights each of your propertys amenities and services? For example, one week
could be a ghosted background of a computer circuit board and in the middle of the ad a tag line such as:
ABC PropertyAffordable Living in Downtown and highlight the propertys proximity. Then, the next
ad could be filled with great photos of the recreational facilities and the tag line could be: ABC
PropertyFamily Friendly. The third ad could emphasize great service and affordable rents. These are
just suggestions to point out that creative advertising is serious business. Know to whom you need to
advertise.
How an advertisement is designed and created is as crucial an issue as when to advertise. Here are some
suggestions for certain key elements to consider in preparing the printed advertisement:

o Ad placement the typical reading pattern is from left to right, thus left hand placement on a page
should be the best location for the printed ad. Alternately, the upper-right hand corner has been
acknowledged as an excellent location for eye-catching. Although newspaper advertisement
placement should be maintained in the classified section for easy location, consider advertising in
the local interest pages of the weekend papers for maximum exposure, or for a change, a display
advertisement in the classified real estate section.

o Bold border make the advertisement stand out and not spill over onto another advertisement by
placement of a bold border around the printed material.

o Artwork place any artwork near the top of the advertisement to catch the readers eye and the
tendency to read downward.

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o Focus on the unique selling qualities what makes the product unique or better than the
competition?

o Leave white space white space in an advertisement attracts attention and improves readability.
o Vary the size of the type large type calls attention to the most important information, while small
print allows room to detail necessary information such as an address, etc.

o Location finder a map or diagram of the property location gives the potential resident direction
to the property and shows the location in respect to the general area.

o Visual uniformity create a visual image so that advertising becomes identifiable with the
property.

o Research distribution make sure the printed medium used will reach the greatest number of
individuals in the trade area or the targeted market as well as any group to whom your are
affirmatively marketing.

o Use descriptive words to describe the property and amenities, but avoid terminology that would
discourage applicants from applying.

Advertising Tools (Brochures/Flyers)

Brochures
Most of the time your property will already have a brochure created for it. Does it fit the image of your
property? If it needs a face-lift, ask your Regional Manager for help. Is there money in the budget for
brochure printing and is it possible to change the look of it? Have some suggestions ready. Creating nice,
professional brochures does not have to be an expensive venture. Search around for reasonably-priced
vendors. Remember, your brochure speaks volumes about the property. A copy of a copy of an old
brochure in not acceptable. Please remember to stay on top of your brochure supply. Try not to let your
property use up the very last brochure without having an order already placed.
Flyers
Whether it is a direct mail flyer, a resident referral flyer, or a property information flyer to be handed out
to visitors, it is imperative that it is easy to read, has correct information in it, is grammatically correct, and
has the approval of your Regional Manager.
Flyers are the least expensive marketing tool you can develop and use to market your property. Be
creative!
Remember, be sure to include the Fair Housing logo or use the phrase Equal Housing Opportunity in
both your flyers and brochures.

3.6.

Telephone Technique/The Invitation to Apply

A potential applicants telephone call to the office for rental information may be the only opportunity staff
has to get them into the office. How the conversation is handled, and the response given to callers
questions, could determine whether or not the caller will want to visit the property to see an available unit.
The sole purpose of a telephone call is to get the prospect out to the property! Smile before answering the
phoneit works! Always answer with a cheerful and business-like greeting, such as: Thank you for
calling Ashford Lane Apartments. This is Linda, how may I help you?

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Put down what you are doing, listen, and devote your undivided attention to the caller. He/she can sense if
you are truly interested, or if your attention is elsewhere. Always be prepared with any and all information
regarding the apartments. For example, know the income limits, know the flat rent for all sizes of apartments,
the way income-based rent is determined, the square footage, interior colors, exposure, view, the deposit
amount, what units are currently available, and what is coming available. Do not refer to the property as low
income or subsidized at any time. Instead, you should identify your property as an affordable housing
property.
Be careful not to over-describe on the phone. Answer the callers questions by offering enough
information to communicate that an apartment at the property would fit his/her needs. The main concern is
satisfying the needs of the caller. By asking questions, leasing personnel will be in a better position to
respond to his needs in a friendly, helpful manner.
Always try to get a phone number from the prospect, and determine how they learned of the property, i.e.,
the telephone book, drive-by, advertisements, etc. Try to make an appointment with the caller to file an
application. Offer him a few possible available times for a first visit to the property, for example: I can
make an appointment for 2:00 this afternoon, would you be available to see the apartment at that time or
would 3:00 pm be more convenient? People are more likely to come by if they have an appointment.
Keep an area map handy and offer to give clear directions to the property.
A sample telephone script is included in the shared drive <Exhibit 3.2>. Spend the necessary time to adapt
this script to the property and the individual(s) taking telephone calls, and watch the traffic to the property
improve. Remember, in order to be successful, the presentation must fit your style and no one elses.
Most important of all is to know the prospects name and use it. People like to hear their own names!
INVITE HER TO APPLY!

3.7.

The Importance of an Accurate Traffic Log

It is SO important for an accurate traffic log <Exhibit 3.3> to be completed on a daily basis NO
EXCEPTIONS! This information will assist you or your supervisor in placing the budgeted marketing
dollars in the right medium for advertising to ensure continued quality volume traffic.
Remember these two things about your traffic log to help you be successful:
1. Keep the traffic log next to the telephone. Whenever a rental inquiry call is taken, use the log to
record the call and gather as much information as possible. Keep questions conversational since
the prospective renter should not be made to feel that they are participating in a rental survey.
Every caller or visitor should be recorded on this log, regardless of the length of the contact or
result of contact. Each person is a possible source of referral or source of detailed information
regarding marketing.
2. When you make an appointment with the caller to visit the site, the traffic log will help to jog the
Leasing Consultants memory if reviewed just prior to their appointment time. The traffic log also
serves as a follow up tool in the case the caller doesnt show up for their appointment, if she did
not apply for admission when she visited the property, or to record a successful application.

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Every phone call, every visitor who asks you a question about your property, should be shown on your
traffic log. All of these people are prospective applicants or may refer individuals to your property. Every
prospective renter, even if over-qualified, can be a source of a referral.
The traffic log is evidence of the efforts you put into securing residents for the property.

3.8.

Signage

Burma Shave (lead-in) signage or A-Boards at the nearest intersection closest to the property can be a
very critical aspect of the first impression for a prospective resident looking for the property. Strategically
located lead-in signs are the first sighting of the community and prepare the prospects frame of mind.
These types of signs contain brief word blurbs, such as job center, playground, computer lab, etc.
A-Boards should be BEAUTIFUL, easy to read, and always kept clean.
Banners that are visible from the street can indicate specials or catch phrases such as Washington Village
Apartments, Newly Remodeled or Washington Village Apartments Large Two and Three Bedroom
Apartments. Banners should always contain a phone number in case a prospect wants to call first. Now
the prospect has been brought to the property sign itself, which specifically identifies the name of the
property and further emphasizes the atmosphere and impression given of the property. Try an eye-catching
black banner with white lettering.
All signage, to be effective, must always be professionally done and well-maintained. It is not impressive
to arrive upon a property where the signage has a weathered, tired appearance. Create an image for all
visitors that will be a lasting one and will reinforce the effectiveness of leasing personnel, Housing
Manager, or other staff members conducting the tour of the model, amenities, and grounds.
It will be necessary for Housing Managers and leasing personnel to stay abreast of local city ordinances
regarding signage, e.g., whether tags or banners are allowed at entrances. Be assured that, regardless of local
ordinances, competitors will use every possible tool available to pull prospective residents from your property
to theirs.
All affordable sites must have the fair housing logo included in their monument signage.

3.9.

Curb Appeal

What should I look for? What creates curb appeal? Why does our property have a greater appeal than
another? What causes a prospective resident to turn into your property rather than the one across the
street? All are questions that should be very important to the Housing Manager and leasing personnel, and
require objective and honest answers. The answers will play a big part in future plans geared towards
curb appeal.
Some of the possible responses to these questions, as well as those relating to a prospects impressions
when they enter the office or model, are all contained in the broad subject of curb appeal.
A first impression can be a lasting memory, whether it is a good one or a bad one. A first impression can
also be a determining factor in whether or not leasing personnel succeed in renting vacant apartments.
Just imagine: if you were to come onto the property for the very first time, with an eye open to all those
little things that are usually ignored, how would you rate it, based on the appearance of the property when

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you drive up to it for the very first time? Are the grounds well-maintained? Is there any trash in sight?
Would you like to live in a property that looks like this one?
Visitors to the property should not be able to identify your property as low income or affordable
simply because of its appearance. The curb appeal at your property should be as pleasing as or better than
conventional properties in your community.

3.10. Landscaping
It is not just signage that creates the image of a desirable community, but every inch of the grounds. That
usually requires contracting with professional landscaping services.
The lawns should be well maintained and manicured year round. Green, lush grass, bright colored, healthy
looking flowers, shrubs and trees will make the oldest of properties seem younger, and will keep the new
properties looking brand new. If you do contract with a vendor, make sure that you understand what
services you need and what services you are contracting for. Is there an insect problem each year? Do you
need a fertilization schedule? How many colored flower rotations do you get and where will they be
placed? Does it include bulb plantings? What about irrigation?
These questions may seem out of place in the Marketing Section; however, think about when you are
showing an apartment to a prospect and you walk them through the marketing path you choose. Wouldnt
it be wonderful to know that your grounds are immaculate and presented positively? Of course it would.
The first hour of every day should be spent on grounds. This is not just limited to maintenance either! The
leasing staff should walk the marketing paths to their show units before the day begins and assist with
the clean up, especially in these areas and those near the signs and office.
Pride in property and grounds should be evident to any visitor whether they be prospective residents,
investors, owners, visitors, vendors, or the competition.

3.11. Safety Precautions for Leasing

The following security procedures should be followed:

o Try to have at least two people in the office at all times. This is not always possible, so notify
other staff about which apartments(s) are being shown and when leasing personnel expect to
return. It should not take more than 10 to 15 minutes to show an apartment.

o If there are any apprehensions about the visitor(s), the Housing Manager or leasing personnel
should ask a staff member to accompany them when showing an apartment(s). It is best not to
show apartments after dark.

o If you do not feel comfortable showing an apartment, ask the applicant to come back the next day,
or explain that someone must be in the office at all times and ask the applicant to return when
someone else will be there.

o Verify photo I.D. on every tour of the property. The minimum requirements are as follows:
o

I.D. must be verified for at least one visitor of each tour (it is only necessary to see the I.D. of
the potential lessee if the visit is attended by other people).

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Photo I.D. can include but is not limited to: a state-issued driver license or identification, a
military I.D.

Write the I.D. type, the issuing authority and number in the Traffic Log, and then hand the
I.D. back to the visitor.

An associate should NEVER show an apartment to a visitor if the appropriate identification is

not provided.

Our commitment to fair housing practices requires that we always following this procedure and do not
deviate for any reason. Any occurrence of non-compliance with this policy by personnel may result in
disciplinary action. The sites specific I.D. policy should be posted in a conspicuous place for the visitor
and staff to refer to as needed. A Regional Manager may decide to increase the standards of the established
policy for a site. The increased standards must be applied consistently to every applicant.

3.12. Showing the Apartment/The Marketing Path

When a prospective applicant who is ready to lease arrives at the leasing office to view an apartment and
decide whether or not to apply, she should be greeted with a quick, warm smile, eye contact, and a strong
handshake.
When speaking to an applicant by telephone or in person check the spelling and pronunciation of the name
as it appears on the application or traffic log, and then use it frequently throughout the presentation. Show
a sincere and genuine interest in the prospects needs whether or not you are able to fill them. Find out as
much as possible about the prospect while maintaining an informal conversational tone to determine if the
prospect fits the propertys residential qualifications. With pen in hand, prepare to interview the prospect
and proceed to obtain all pertinent information that will not only be used for communication and a selling
tool on the tour, but later for qualifying the prospect and follow-up. Listen to the answers to the following
questions on the application or telephone log:

o What is the size of your family?

o Who will be living with you?
o Do you have pets?
o Are you employed in this area?
o Whats important to you?
Once you know the number of people who will reside in the unit, quote the applicable income limit for the
appropriate number of household members. Be very clear with the applicant that their Annual Income
cannot exceed the stated limit and that there is an income verification process that requires additional
paperwork that they must be willing to complete. Remember that many types of income are not included
in Annual Income (for example, foster care payments, earned income of minors, and educational grants
or scholarships.) If the applicants household income exceeds the applicable limit at your property, then
refer the applicant to another property with either higher income limits or no income limits.
Depending on the average amount of time between application and leasing, staff will either offer the
prospect an application or, when the wait list is brief, combine the application with a property tour. The
most impressive route from the office to the model and amenities is desirable.

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Be certain to walk alongside the prospect and not several paces ahead. Remember, this is a personalized
tour and not leading the troops. Dont appear to be in a hurry even if this is the case.
Remember, the presentation needs to demonstrate that the property can fulfill the applicants needs. Know
the propertys amenities and show them to their best advantage. When showing the vacant apartment or
model, walk by the community room, computer lab, playground, etc. Move to the whats important to you
question this should be done prior to showing anything. Ask about the applicants interests and hobbies,
what floor or location he/she might prefer, and be sure to listen! Ask questions that elicit a yes response as
often as possible.
Always be certain that the right set of keys have been taken from the rental office. There is nothing more
un-nerving or disruptive during the tour than arriving at the model or vacant apartment with the wrong
keys.
Show or describe the amenities in the unit and try to make the prospect feel at home. Be enthusiastic and
informative. Once inside the unit, step away from the door and allow the visitor(s) to walk into the unit
without having to trip over the leasing personnel. Alternatively, some personnel will take a more involved
approach to the demonstration by opening doors, blinds, inviting the applicant to look at the patio by
walking out of the apartment onto the patio, etc.
The heart of the tour now begins as the details concerning the model as representative of all units in the
property unfold.
Involve the prospect in the whole process. Ask questions that will create images of their new home, the
furniture in the apartment, etc. After the tour has been completed, it is now time to close the deal.

3.13. Closing the Deal

Begin closing the deal by returning to the office and finding a quiet space were it is possible to talk and
field questions or use the model apartment if it is appropriately furnished. Throughout the presentation,
continue to ask for feedback from the potential resident: Do you like the unit? Do you like the location?
The more frequently they respond with a Yes, the more eager they will be to rent. If they are
noncommittal or negative, inquire as to the specific objections so it is possible to respond to each one
positively. As an example, this might help when attempting to overcome objections.
Objection: This unit seems very small to me.
Response: Yes, it is compact (positive statement without contradicting), but then, its much
easier to clean and furnish (benefits)
It is possible, especially at a property experiencing high occupancy, that marketing techniques such as
those discussed above will seem above and beyond the call of duty in renting units. However, it is Agency
policy that each site responds professionally to the housing needs of potential residents. Regardless of
whether there is a long waiting list and a ready supply of potential residents needing rental housing, or a
highly visible presence in the community, remember that high occupancy is not guaranteed. If leasing
personnel fail to respond to each potential residents need professionally, and in a typical apartment
marketing fashion, there may be no way to gain respect from residents, or the local community, when the
need arises to market units. Potential residents will respond in kind if they feel leasing personnel will not
give the time to discuss their housing needs, regardless of whether units are currently available.

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The following listing of closing techniques contains suggestions that can be tailored for your personality
and attitude when trying to induce a prospect to file an application.
SI X SUCCESSFUL CLOSI NG TECHNI QUES
1.

Assumptive

Personal

Incentive

Summary

Where did I
go wrong?
White Rabbit

Assuming the prospect is going to rent. Example: Wont your patio furniture
look great on your new deck?!
Letting the prospect know that you care about them; also that you want them to
live in your community. People buy from people they like!
A closing technique where you are offering some type of special. Example:
reduced security deposit. This incentive must have the prior approval of the
Housing Manager. The incentive close is used at the end of your product
demonstration.
A closing technique in which you summarize all the prospects yeses and
close them again.
This is the last opportunity to close asking the prospect where you went wrong.
Its a technique that utilizes descriptive words painting a picture with words.
It is especially effective with phone calls.

3.14. A Lasting Impression

Bee-back coupons enticing an applicant to return to the property, thank you notes following a property
presentation, and various coupons designed to reward and thank your customers is the best way to leave a
lasting impression on your potential clients. Although time-consuming and sometimes perceived as
overkill, it is surprising how responsive clients are to those who go the extra mile to ensure client
satisfaction.
It may be that you do not have the right product for a potential resident, or they just dont want to make a
decision now. Regardless, leaving that lasting impression from the follow-up you provide will not only
ensure that your client will return when ready or the right product is available, but you can be assured that
the potential client will refer you to others. Take the extra time and make the effort to follow up on every
client you make a presentation to. You will be surprised at the lasting effect your gesture will have. A
sample Bee-Back coupon is included in the shared drive <Exhibit 3.4>.

3.15. How Do Others View You?

As a training tool, leasing personnel will occasionally be shopped for their effectiveness in the leasing
effort by other Agency personnel and/or by personnel hired by the Agency for this purpose. See the shared
drive for a copy of the shoppers report <Exhibit 3.5>. The shopping report that is generated is a valuable
tool in understanding how the individual is perceived by prospective residents. Leasing personnel should
understand that any negative comments made about their presentation would be better viewed as
constructive criticism. The Regional Manager will provide the leasing personnel with a copy of any
shopping reports performed, and go over the same with the individual.

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3.16. Special Leasing Plans for Properties Completing Modernization

Housing Managers should prepare property-specific leasing plans for all properties undergoing
modernization at least 180 days prior to the date that units will be offered to waiting list applicants, i.e.,
after satisfying all internal transfers. These leasing plans shall include the following:

o The anticipated date in which all in-house moves will be completed,

o Site staff that will be involved in the leasing process, their roles, and, where necessary, training
needs,

o Leasing schedule, which would include the number of units to be leased weekly, until full lease-up
is achieved,

o Evaluation of existing waiting list and identification of market,

o Community outreach programs,
o Advertising campaign,
o Model apartment,
o Brochures, and
o Signage, graphics, banners, and production of other collateral materials such as newsletters and
social activity schedules.

3.17. Maintaining Copies of Advertising

The Housing Manager shall maintain copies of all formal and informal advertising efforts in the Leasing
Book.

3.18. Fair Housing

All leasing and marketing efforts shall be undertaken in accordance with appropriate fair housing laws.
Key elements to remember include:

o HUDs Fair Housing Poster should be posted in a conspicuous space (the bulletin board).
o The Fair Housing logo of the specified size shall be displayed on all printed materials as well as
on the property signage.

o All application records shall be kept for seven years.

o The Housing Manager shall maintain consistency in application of all rules and practices.
o Rental Screening Criteria should be posted or attached to all blank applications.
Each year, the State Civil Rights Commission offers a Fair Housing Summit. The Housing Manager
should attend that summit meeting to remain up-to-date with applicable fair housing requirements and best
practices.

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3.19. General Comment

Every contact with the public and prospective residents is an opportunity to sell your property. In light
of this, the Housing Manager shall make sure that:

o The property always looks good,

o All calls are handled promptly and courteously,
o All visitors are greeted with enthusiasm, warmth, and professional courtesy.

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Chapter 4
The Waiting List
4.1.

Overview

The Agency has been approved for site-based waiting lists at all properties. Under this system, applicants
may obtain applications from any site and can submit an application for any site from any site. Applicants
may submit for up to two sites.
Upon receipt of an application, the Housing Manager will first conduct a preliminary eligibility
determination. If the applicant passes the preliminary eligibility assessment, the Housing Manager will
enter the applicant into the AMIS system, which will automatically assign to the applicant a client number
and place, electronically, the applicant onto the waiting list for all sites selected (up to two).
Under this site-based waiting list system, the Housing Manager is responsible for conducting any
marketing or screening activities, including the criminal background check. The Housing Manager must
initiate marketing efforts in accordance with the needs of the property.
It is also important to stress the need to update any available information on all applicants on the AMIS
system. Only by doing so can the Agency monitor waiting list activity at each property.

4.2.

Outline of Site-based Waiting List Procedures

Where to Obtain an Application

Applicants may request applications by mail or telephone, or may pick up applic ations in person, at any
site management office. Applications are not available at other administrative offices of the Agency.

Submitting Applications
Completed applications can be mailed or hand-delivered to any site office.

Development Choice
Applicants may choose up to two sites for placement on a site-based waiting list.

Processing an Application
When the wait list is open and an application is received, the Housing Manager will:

o Date and time stamp the application,

o Enter the application data into the computer system,
o Prepare and send the applicant a written letter confirming receipt of the application, along with the
computer-generated client number, and

o Enter the applications within one business day of receipt.

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When the wait list is closed, the Housing Manager mails the application and a note explaining that the list
is closed back to applicant.

Initial Eligibility Determination

You should conduct an initial eligibility determination for all applications to determine if:

o The applicant owes a balance to the Agency (in its public housing or voucher program),
o The applicants income exceeds HUD-established guidelines,
o The household does not meet immigration guidelines (as per the ACOP), and
o The applicants household size is too large or too small for units at the property (e.g., the
propertys smallest unit is a two-bedroom and the applicant is a single person).
You should provide all applicants with a copy of the Agencys Rental Screening Criteria <Exhibit 4.1> so
that they may understand how their application will be evaluated.
If an applicant is ineligible, the Housing Manager will send a letter to the applicant declining placement on
the waiting list and the grounds for that denial. Applicants whose applications have been rejected may
request an informal hearing.
It is important that the rejection letter indicate that it is the application that has been rejected and not the
applicant.

Waiting List Placement

Applicants who pass the preliminary eligibility screening are entered into the AMIS system and placed on
the waiting lists of their choice (up to two) that are currently open. The AMIS system randomizes all
applications received on a given day to assign placement on the waiting list according to the date and time
of application.
The AMIS system will also sort the waiting lists by income tiers and by preference.

Screening and Wait-List Management

o As an applicant rises to the top of the waiting list (for appropriate bedroom size), you should fax
the completed application to the screening company. You should keep the rental application in a
pending applications folder so you can check on the status until it is returned from the screening
company.

o The screening company has been provided with the Agencys screening criteria (criminal history,
utility, credit references, and tenant history) and will screen the application accordingly.
Applications can take from four hours to 72 hours to process. If the application is completed
properly and written legibly, the response time will be quicker.

o The screening company will return the application with a recommendation of approved or denied
housing.

o If the application is approved, call the applicant and notify him/her immediately of their
recommendation (note time and date of notification on the screening recommendation report).
Send the applicant an appointment letter, indicating that they have passed the screening and now

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their eligibility must be verified. If the applicant fails to contact the office or fails to reschedule
the appointment, withdraw the applicant from the waiting list.

o If an applicant with a disability has requested some method of communication other than written
materials, the Housing Manager shall use the method requested (assuming it is reasonable).

o If the application is denied, notify the applicant immediately by telephone and with an Offer
Rejection or Denial Letter. Make a copy of the letter to keep with the application.

o Rejected applications may request an informal hearing. In the event that the applicant is not
satisfied with the results of the informal hearing, you may refer the applicant to the Regional
Manager.

o If the applicant responds to the appointment letter, create a folder and schedule an interview. If the
applicant fails to make the appointment, withdraw the applicant from the waiting list.

o If an applicant with a disability fails to respond to a notice for a documented reason related to the
disability, the Housing Manager must reinstate the applicant.

o The Housing Manager should conduct an interview and also perform the necessary eligibility
preference and income verifications. Generally, you should begin the interview process 90-120
days before it is anticipated that a unit will be available.

o If the applicant is qualified, you should place the applicant in the Ready Pool and send the
applicant a letter specifying the wait time and availability of unit. If the applicant is not qualified,
send a letter stating the reason for rejection and the right to an informal hearing. If the applicant
does not request an informal hearing, or the applicants hearing has been held but the decision
upheld, the application is withdrawn from all lists and entered into the rejection file.

Offer and Move-in

o For applicants that pass the screening criteria, offers can be communicated by phone or by mail.
Offers made over the phone will be confirmed in writing by letter to the applicant (the Welcome
Letter). If you are unable to contact an applicant by phone, a notification letter will be sent to the
last known address of the applicant.

o Offers should be made in accordance with the Agencys income tiers and preferences. However,
you should not leave units vacant to satisfy income-mixing requirements.

o The applicant has 72 hours to accept the offer. If the applicant accepts, enter the acceptance into
the system and the field is set up to track across all lists, removing the applicant from other lists.
The housing offer form is updated with the Housing Managers and applicants signatures.

o If the applicant rejects the offer, or fails to respond to the offer within the 10 day timeframe,
update the AMIS system to indicate the rejection.

o As specified in the ACOP, an applicant may refuse a unit offer for good cause without losing
his/her place on the wait list.

o The Housing Manager proceeds to move in the accepted applicant in accordance with established
procedures.

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Fees
In keeping with HUD rules, the Agency does not charge application, screening, or reservation fees.
However, in accordance with its ACOP, the Agency does charge a pet fee/deposit, if applicable, at the
time of move-in. Please see the ACOP for the appropriate pet fee/deposit. Note that assistive animals
that supports residents with disabilities are not pets and are not subject to the pet deposit.

Reinstatements
The Housing Manager will consider reinstatement requests for documented reasons relating to extenuating
circumstances. Such circumstances must rise to the level that the applicant could not respond to the offer
in the time allowed, e.g., hospitalization, jury sequestration, etc.

File Retention
The Housing Manager should retain the file of all rejected or denied applications at the site office for
seven years.

Updating, Opening, and Closing Waiting Lists

The Housing Manager should update, close, and open waiting lists in accordance with procedures
established under the Agencys ACOP.

Changes in Circumstances
Changes in an applicants circumstances while on the waiting list may affect preference and/or eligibility.
Applicants are required to notify the Housing Manager in writing of any changes in circumstances within
30 days of such occurrence. These changes include but are not limited to changes in amount or source of
income, household size, address, and telephone numbers.
If a letter is returned by the Post Office without a forwarding address, the applicant will be removed from
the waiting list without further notice, and the unopened envelope and letter will be maintained in the
applicants file. If a letter is returned with a forwarding address, it will be re-mailed to the address
indicated.

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Chapter 5
The Mechanics of Leasing an Apartment
The previous two chapters explained the importance of Fair Housing, curb appeal, advertising, how to
maintain a waiting list, etc. Now you are ready to lease! This chapter will guide you step by step through
leasing an apartment.

5.1.

Orientation

Once an applicant has been determined eligible and successfully screened, up to 90 days before unit is
available, you should make an appointment (allow at least one hour) with the applicant to prepare for the
lease-execution and move-in. Get all of the paperwork ready before the future resident arrives for their
appointment. This process gives the applicant 30 days to notify her current landlord and get her security
deposit and first months rent.
It is suggested that the inspection and orientation be conducted a day or two before the actual move-in
date. Your success in properly orienting the resident to the property, the terms of their lease and the rules
and regulations will be limited if a moving van is sitting idle while the resident is trying to absorb the
information provided. In addition, an appointment should be made for the date and time the resident
intends to move in. In buildings where there is congestion in the parking areas and the loading and
unloading areas, this timing can be very crucial.
It is a good idea to discuss each section of the lease and what it means to the resident. The resident should
also be given a resident handbook during the move-in process, which will highlight some important topics
as well as service in the area. Here are some key points to remember when orienting a new resident to your
property:

o Make sure the resident understands when the rent is due and how delinquencies are handled.
o Review on-site policies and procedures for the following items and provide phone numbers as
necessary: towing, parking (assigned or not), after-hour emergencies, maintenance requests, and
courtesy patrol (if available).

o Be firm in explaining the rules and that management does enforce the rules! Explain the Rules and
Regulations, emphasizing the why and wherefores rather than the dos and donts.

o Complete the utility transfer form provided by your local power utility company in order for the
resident to have the utilities turned on in her own name <Exhibit 5.1>; she has only three days to
do this or the gas/electricity, as applicable, will be turned off. (Be sure to verify that utility service
was established in the residents name; it will be hard to collect utility money once the resident
has moved in.) The utility transfer form should be used as part of the initial resident paperwork to
ensure utility changeover.

o Explain that there is a charge for any keys not turned in when the resident moves out, including
mail box keys, laundry keys, etc.

o As part of the overall marketing and leasing effort, consider a token Welcome to Your New
Home gift, such as a greeting card or certificate for pizza, waiting for the new occupant in their
new home.

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o Carefully expla in the residents obligations to report changes in income and family status, and the
obligation to recertify at least once annually.

o In a building with security locks, common hallways, and elevators, the timing is even more
important. If there are elevators, the Housing Manager should prepare the elevator with pads (if
applicable) and let in the service (moving) persons.

o Review any special safety procedures and energy conservation practices.

o Discuss available resident activities/resident associations

5.2.

Move-in Inspection

The Apartment Inspection form establishes the units condition at move-in and sets the basis by which the
resident will get her security deposit back. If it is not filled out at the time of move-in, there is usually a
difference of opinion as to the condition of the unit when it is time for the resident to move out. The
Agency requires you to complete the move-in inspection with the new resident before keys are issued to
the apartment. Both the resident and management representative completing the move-in must sign the
inspection form.
The resident and the Housing Manager (or Maintenance Supervisor) must inspect the apartment together
before the resident starts moving anything in. At this time, the report is signed by both parties. The keys
and a copy of the inspection form will be handed to the resident only after both he/she and the Housing
Manager/Maintenance Supervisor sign and date the form. The head of household and co-head, as
applicable, must sign the inspection report.
Units are expected to be in white glove condition prior to a residents occupancy. The resident not only
deserves to take occupancy of a unit that is in excellent condition but the condition should establish a
precedent as to what is expected from the resident when he/she moves out.
During the actual inspection, be sure to;

o Turn on the circuit breakers,

o Demonstrate the use of appliances, window dressing, furnace, etc.
o Go over the rules and regulations once again and explain use of recreational facilities, laundry
areas, and similar common areas.
You should clarify the following points at the time of move-in inspection:

o Cleaning and repairs, if any, the unit needs, and the date by which the necessary cleaning and
repairs will be completed. This date may be no more than 30 days from the date of initial
occupancy. (This situation should be quite rare, for units should generally be completely ready
for a new move-in.)

o Which areas of maintenance will be the responsibility of management and which will be the
residents according to the terms of the lease.

o What will constitute damages beyond normal wear and tear to the unit during the course of
occupancy.

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A resident is responsible for any damage to the unit that was not noted on the report that she personally
signed. Therefore, make sure that the inspection form is completed thoroughly and accurately. The form
should contain as much detail at move-in as at move-out. The staff member who does the inspection must
sign both the move-in and move-out when they happen, and date each signature.
If, for any reason, there are unfinished repair items listed on the form, make sure that both the site office and the
residents copy are initialed when the repairs have been completed. In this instance the inspection form bec omes
a work order, but both parties must affix initials when the work is finished. If the copies are not so noted and the
same item is broken again by the current resident after it has been repaired, she could claim no responsibility
since it could not be proven that the item was repaired after the initial form had been executed.

5.3.

What to Give the Resident at Move-in

The resident should receive a copy of the documents listed below as part of the move-in procedure in
addition to the Resident Handbook:

o Resident grievance policy

o Common area rules and procedures for reserving the common room
o Reasonable accommodation/modification policy for residents with disabilities
o Schedule of repair charges
o Transfer policy
o Rent collection policy
The above items should be packaged neatly in a folder for the new resident.

5.4.

Resident Handbook

The following is a suggested outline for the handbook:

o Welcome to your new home!

o What to do when you move in
o Emergency numbers
o Paying your rent
o Rules and regulations
o Maintenance tips
o Community information
o Service providers

5.5.

Lease Execution

Following the inspection and move-in orientation, execute the lease and collect the security deposit, pet
deposit (if applicable), and first months rent (see Chapter 17 for entering this data). The amount of the
security deposit, as per Agency policy/lease, is based upon bedroom size ($75/per bedroom) for all

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developments. If a prospective resident cannot pay this amount, the Agency allows for installments of up
to two months. Give the new resident two sets of keys to the apartment.
If the resident rejects the apartment, obtain this rejection in writing and have the applicant sign the
Apartment Offer and Refusal form.
Please also remember to have the resident fill out the utility transfer form <Exhibit 5.1>.

PREPERATI ONS FOR A SUCCESSFUL NEW MOVE- I N

The key to a successful new move-in is to be prepared. Here is the list of paperwork needed (as
applicable):
Lease
Applicable Addenda (any of the following may apply)
Mold and Mildew Addendum
Smoke Detector Notice
Security Deposit Payment addendum
Pet Agreement
Parking/Storage Agreement
New Carpet Acknowledgement
Lead-based Paint Notification
Asbestos Information
Drug-Free Housing
Non-Citizen Rule
Smoke Detector Notification
Live -in Aide
House Rules
Resident Handbook
HUD Form 50058
Move-in Inspection Form
Utility Transfer Card

5.6.

Rental Insurance

Rental insurance is not required; however, it should be strongly recommended to your residents and future
residents. You can offer brochures to your new residents in their move-in package and advertise it in your
monthly newsletters.
In the event of a building fire, flood, break-in, roof leak, hot water tank leak, car theft, refrigerator that
goes bad or any other number of accidents or catastrophes, the build ings are insured, but resident
belongings are not covered by the building insurance. Most resident rental insurance polices cost less
than $1.00 per day.

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5.7.

Live-in Aide

A live-in Aide is someone who lives with an elderly or disabled individual and is essential to their care and
well-being. The caregiver cannot contribute financial support and is someone who would not live in the unit
except to provide care. A relative may be considered an Aide only if they meet the above requirements.
A live-in Aide does not sign on a lease or rental agreement. The caregiver is considered a member of the
household for HUD certification/eligibility purposes, but is not a member of the family. A live-in Aide may
only occupy the apartment as long as the individual needing care resides in the unit. If the resident vacates the
unit, the caregiver must also vacate. A criminal background check should be run on live-in Aides.

5.8.

Resident Transfers

The Housing Manager shall refer to the Agencys ACOP for the overall policy on transfers. The
discussion that follows merely summarizes that policy.

o It is recognized that transfers are costly and therefore should only be made for good reasons, as
established under the ACOP.

o Transfers will be made without regard to race, color, national origin, sex, religion, or familial status.
o Neither the Agency nor any of its employees shall in any way interfere with, discourage, or
impede any resident from requesting a transfer.

o The Agency maintains a transfer waiting list. Residents are awarded transfers in accordance with
this list and the priorities established in the ACOP.

o Once processed, residents will receive one unit offer for a transfer. If resident turns down the
offer without good cause, the resident will be removed from the voluntary transfer list or, in the
case of mandatory transfers, will be issued a notice of lease termination.

o Transfers can be made within the property and to other properties the Agency owns.
All transfer requests are to be entered electronically onto the AMIS transfer module, where they are maintained
electronically. A paper copy of the request should be maintained in the management office. All transfer requests
must be date stamped to indicate when they were received in the management office. When approved, transfer
requests are returned to the management office and shall be logged into the developments transfer book. After
all transfer requests have been logged, the request is to be filed in the residents folder.
The resident should be notified in writing within two weeks of her actual transfer date. A transfer
conference shall be scheduled during this week interval to discuss the following: (a) housekeeping
inspection schedule, (b) recertification responsibility, (c) signing of intent to vacate and discussion of the
return of keys to the old unit, cleaning the old unit, and actual time frame that the resident has to move
(transfer); and (d) follow-up inspection within 30-45 days after their transfer into the new unit.
All obligations must be satisfied by the resident before she is permitted to transfer (current rent, recertifications, housekeeping, etc.). A transfer fee (as provided in the ACOP) is charged for any transfer
that is not an emergency, a reasonable accommodation transfer, a relocation, or a transfer as a result of
modernization. The transfer fee must be paid prior to the transfer (two installments are acceptable.)
Management must inspect the new unit with the resident.

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Please remember that, when a resident transfers, the old lease is terminated and a new lease must be
executed. However, the Housing Manager does not need to recertify the family again but can retain the
former anniversary date of the recertification. Further, anything remaining of the security deposit goes
with the family to the new unit; however, the amount will not be recomputed.

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Chapter 6
Resident Relations and Retention
6.1.

Overview

One of the keys to successful property management is effective resident relations and participation. This
chapter discusses what is expected of the Housing Manager in this area.

6.2.

Developing a Relationship

To establish good resident relations, management must try to create a sense of community among residents
immediately upon move-in. Good resident relations not only ensures continued occupancy and word-ofmouth advertising, it also reduces the effort required to collect rents, enforce rules and regulations, and
impose site-specific maintenance standards. Additionally, good resident relations reduces non-routine
maintenance resulting from abused common facilities, and instills community pride that is reflected in the
curb appeal of the property.
What kinds of management skills are necessary to ensure good resident relations? Housing Managers must
be able to convey messages to residents and relay resident concerns back to the Regional Manager.
Housing Managers need to be accessible, with regular office hours. The Housing Manager should
regularly circulate in the community and talk to residents outside the office. Management should be
capable of keeping communications flowing while solutions are being found to problems that necessitate
policy changes. Strong leadership skills are necessary in communicating and enforcing community rules
and regulations. Management must show that they care by upholding community covenants.
Management should be firm but fair diplomatically. One of managements most difficult roles is in being
friendly to all but friend to no one. It is very difficult, if not impossible, to fire, evict, or reprimand a friend.
Management must act as a mediator in arguments that arise between residents defusing the confrontation and
guiding them through to a solution to the problem. The personal touch is required in managements being
honest in all personal and business dealings, treating residents fairly at all times, being cheerful and enthusiastic,
using common sense in all decision making, and knowing residents names, hobbies and interests.
The rules and regulations for the community should be reasonable and reasonably enforced. No one likes
living in an environment that has Do Not... signs posted everywhere. Rules are intended for the good of
all residents to foster harmonious living; they are not meant to be unnecessarily restrictive. Rules must,
however, be enforced at all times in the same way for every resident.
Good resident relations begin with the first phone call or visit from a potential resident through the
residents tenancy. The initial impression made is managements chance to demonstrate that the property
is operated in a businesslike manner, but that the staff is also polite, considerate and reasonable.
The first visit from a potential resident should allow management an opportunity to gather information
needed to determine if the prospect is eligible for residency in the property. Management will also want to
offer information on basic requirements for residency, such as whether pets are allowed, what services and
amenities are provided, rental rates, etc. If for some reason the applicant does not qualify for residency,
management should be helpful and concerned enough to explain why the property will not fit their needs
and supply information about other sites that may be more suitable.

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By introducing a new resident to such professional management skills and a high level of personal concern for
their well-being, the task of maintaining on-going good relations with residents can be easily maintained.
A good resident relations program is not accidental, but rather the result of sound business practices. A lot
of time is spent talking about screening residents and marketing the property, but the job does not end
when the resident has moved in. Management wants to keep residents happy so that they will stay.
Turnover is probably the most expensive operating cost for the property. A stable, long-term resident with
good rental history is a known quality and a measurable asset.
What type of tools can management use, in addition to clearly defined residency documents, to preserve good
relations with residents? Show the resident that all property staff care by their expressions, the tone of their
voice, by their attention to detail. The way that staff handle themselves, conducts the business of managing the
property, and the way management treats employees, residents, and prospective residents will determine the
type of relationship that management and staff will have with all of the residents during their tenancy.

Maintaining Lines of Communication

Communication with residents and prospective residents should be open and honest. Do not promise a prospect
or resident anything that cannot be delivered and/or that which staff has no authority to grant. If management
anticipates a problem with a resident or a prospect, or if a resident or prospect is dissatisfied with management
for some reason, call the Regional Manager and discuss the situation. Sometimes a different perspective on a
problem will give management the answer needed, and the problem will be resolved.
On-going communication between management and residents can be accomplished in several ways. A
good way to start this communication would be to write a letter to the resident a couple of days after the
move-in and confirm that their move-in was okay.
Secondly, periodic community newsletters are an easy and fun way to keep residents abreast of
management policy, change in policy, community news, activity schedules, and helpful hints. A
conveniently located bulletin board either inside or out is a communication tool that can be used in
conjunction with a community newsletter to post notices of new developments or new items that come up
between newsletters. A resident scrapbook located in the visiting area of the office can detail resident
activity, birth announcements, news clippings about residents, and photographs of social activities.
Keeping lines of communication open can include requiring residents to communicate problems or
complaints in writing (or other method needed by residents with disabilities) and guarantee management
response within two days. Whatever the method used, maintaining a line of communication with residents
will ensure good relations with residents and promote the community spirit.

6.3.

Amenities

Amenities sell. They sell prospects and sell residents, who in turn also sell potential new residents.
Amenities can be a marketing tool to enhance rentals. Whether determining amenities for an existing or
planned community, management should give careful consideration to the type of amenities that will be
most beneficial to residents and the value of the property.

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Amenities should be chosen from internal and external surveys and should reflect market realities: what
do existing and prospective residents want, and what is not available in other rental communities with
which the property is competing?
Amenities are generally categorized as recreational (picnic area, tennis, shuffleboard, playground, exercise
yard, etc.) or lifestyle (on-site laundry, cable television, street lights, sidewalks, community room, bus
stops, courtesy patrols, recreational vehicle parking area, off-street parking, etc.).
Above all, amenities must be well maintained and cared for by staff. Amenities poorly maintained, or
ignored by staff, will not only set a precedent for the residents care of the facility(ies), but will also send a
message to the general public about how little staff cares about the condition of the property.
Internal community relations is an on-going effort to ensure that the bottom line, resident satisfaction, is
maintained and occupancy is held at the highest level. Creating a sense of community requires open lines
of communication, firm but supportive management, clear-cut and reasonable policies, and ample resident
services.

6.4.

Newsletters

Each site is encouraged to produce a regular newsletter for its residents. On larger sites, a monthly
newsletter is an excellent way to keep your residents informed of changes in office hours, staff changes,
resident events, etc. On the smaller properties, sending out newsletters once every two or three months is
probably sufficient.
Newsletters are a very friendly and effective way of keeping the resident informed of site events, policy
changes, and general items of interest. It also promotes good resident/management relations by softening the
blow of rule enforcement. They are a great communication tool and are encouraged throughout the Agency.
The Regional Manager can provide you with an approved vendor for creating the monthly newsletter.
All newsletter formats must be pre-approved for distribution by the Regional Manager to double check the
content for any wording that could be considered offensive, inflammatory, or legally inadmissible. A copy
of each newsletter must be forwarded to the Regional Manager prior to distribution.
Potential subject matter for the development of a site newsletter could include, but is not limited to, the
following:

o Monthly calendar showing dates scheduled for events, holidays, etc., welcome to new residents
(with permission but do not use the last name or unit number of the resident. Instead, you might
say, Welcome to Tim and Tina in Building I).

o Congratulations, on births, anniversaries, birthdays, graduations, etc. (with residents permission)

o Housekeeping tips
o Recipes
o Ads for babysitting and/or items for sale
o General resident information
o Word games
o Community assistance programs

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A good rule of thumb when preparing a newsletter is to keep it light. Do not use it as a forum to air
management grievances against the residents.
Try to get residents involved in the writing, developing, and editing. Ask for suggestions, comments,
and/or help from the residents in its preparation.
Criteria for determining the appropriateness of material in newsletters to residents are as follows:

o Offensive or risqu jokes, stories, etc., are not acceptable.

o Newsletters should be used to inform residents of the items they need to know. Gossip or hearsay
should not be included.

o Generally anything provided to inform or entertain the residents is acceptable.

o If you have questions about whether or not material is appropriate, contact your Regional
Manager.

o Specific information about residents, such as full names, birthdates, etc., should not be printed
without express written permission from the resident.
Newsletters should be typed. Handwritten announcements of any kind are not acceptable. Photocopying
should be of good quality. Your newsletter should always contain office hours and phone number as well
as the managers name and the names of other staff members. Do not forget to include after hour
emergency numbers. It should also include the propertys name and address, in logo form if possible,
courtesy patrol numbers, and a property calendar.

6.5.

Rules for Resident Retention

Found on the shared drive and reprinted from Sales and Marketing Magic is a list of thirty-three rules
for successful resident retention. The ideas presented are proven winners in retaining residents as well as
conducting management activities in a professional manner. Indeed, many of these ideas are required
Agency practices.

6.6.

Parcels and Packages

Each site should designate a specific area where resident parcels and large packages can be received. This
should be a secure area that is accessible only to site staff to avoid lost, stolen, or misplaced packages. If
at all possible, this area should be locked. Do not allow residents to retrieve packages on their own.
Like the Key Log, it is important to maintain a Parcel Log <Exhibit 6.2>. Each day all parcels, packages,
large envelopes or deliveries should be recorded on a log indicating the day of arrival, apartment number,
residents signature, the delivery company and the employee who has received these packages. Once the
parcel, package, or large envelope has been claimed, site staff should obtain the notification slip left by the
delivery company. The log should then be competed by listing the date the package was picked up, to
whom it was released, and the employees initials.
At the end of the month, the parcel log should be audited to ensure that all items have been picked up and,
if not, the resident should be notified. The parcel log should then be kept in a large binder separated by
monthly tabs or filed away for future reference and a new log started.

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On-site staff should not sign for insured, certified, or registered packages or letters on behalf of residents.

6.7.

Mailboxes

Mailbox keys are to be given to residents at the time of move-in. If the resident loses her mailbox key, the lock
should be changed and the cost of a new lock and key charged to the resident.
Keys are to be collected at move-out and not borrowed or re-issued under any circumstances after moveout. Mailbox locks should be changed after every move either by replacement, if necessary, or rotation.
Under no circumstances should a mailbox key be given to anyone other than a resident whose signature
appears on the lease. If a resident goes on vacation and asks a site employee to pickup the mail, the
resident should be asked to have the Post Office to hold the mail instead.

6.8.

Parking Numbering Systems

For security reasons, parking numbering systems (where specific spaces are assigned to specific units)
should not match the number of any apartments.

6.9.

Resident Recognition Programs

Recognition programs (yard of the month, best volunteer, etc.) are a way to encourage greater resident
responsibility and involvement in the property. Such programs shall be approved by the Regional Manager.
Newsletters are a good tool for communicating these programs.

6.10. Resident Councils/Associations

To retain responsible tenants and create a strong resident community, the Housing Manager shall
encourage residents to establish an active Resident Council (RC), or be involved in an existing council.
Properly organized resident councils are eligible for funding from the Agency (see section 6.11 below).
Any residents that want to form a RC (where none currently exists) must follow the guidelines provided in
HUD regulations and the Agencys Uniform RC Bylaws, which govern, among other things, election
procedures . If the residents feel that they need help in organizing a council, or in holding elections, they
may request assistance from the Agencys Office of Resident Services. In order to be recognized by the
Agency, and in order to receive Agency funding, an RC must execute the Agencys uniform Bylaws.
Management is encouraged to help form a residents association. Projects that a resident association may
want to consider are: obtaining outside speakers to make appearances, setting up special interest or
improvements classes, weekly movies shown in the community room, a community-share library,
organizing a regular card game or game room, organizing dance classes or aerobics, billiard or table tennis
tournaments, putting on an exhibition in the community room, organizing an arts-crafts fair, health fair, or
science fair, challenging other rental communities in a sporting event, and hosting holiday parties. By
encouraging the association to open their programs to individuals outside the community, management
enables them to make new friends and show off the community to potential residents.
Because issues of policy will surface at resident meetings despite the fact that policy development is
outside the scope of the resident association, management should plan on periodic meetings with
representatives of the association. (Larger group meetings are discouraged because it is difficult to get

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matters accomplished in mass meetings. If issues do surface regarding policy, procedures, or operations,
management can more effectively communicate with a few representatives.)
A resident association, if properly organized to provide resident-organized programs, can provide an
excellent vehicle for maintaining good resident relations and creating satisfied residents by allowing them
to be involved in programs that can enhance their lives.

Social Programs
The best type of social programs are, in the majority of cases, organized and directed by residents.
Management has the task of initially organizing a desired program, and soliciting volunteers to run the
program. Once established, other activities can be added and a greater number of volunteers obtained
through the participation of residents in the various activities.
An effective starting point in establishing social programs can be in organizing a Neighborhood Watch
program. Residents are often concerned with vandalism and theft and can be motivated to help organize
and carry out such a beneficial program. From that program, management may be able to organize a
residents association whose duty it would be to put on self-managed recreational programs such as swim
meets, outings, and team sports for the children in residence. Resident participation in other local
programs such as Safe Streets or local crime prevention programs can be an effective way to involve
residents in their community. All activities should be designed around common interests of all residents
and not partial to any particular group or party.

6.11. Resident Council Funding

Resident councils that are organized and operated in accordance with uniform by-laws are eligible for
operating funds. Funding for the council is designated each year from the operating budget. Each council
receives $25 per unit per year (as determined by the number of occupied units on July 1 of the previous
year) in resident participation funds. At family properties, $10 per unit goes to the Youth Council (where
applicable) and $15 per unit goes to the overall council. At elderly developments, the entire $25 per unit
goes to the council.
The Office of Resident Services helps the resident councils prepare their budgets. Once finalized, Resident
Services submits the funding request to the Housing Manager for payment approval. This amount then
gets charged to the site (and should be included in the annual property budget).
Resident Services is responsible for ensuring that annual financial reviews of resident council expenditures
are performed; however, Resident Services may request more frequent audits, if necessary.

6.12. Programming Community Space

Each property has varying degrees of community space. Some properties have the benefit of a large
community center while others have had to convert apartments to community use. The use of community
space will generally be for the following purposes:

o Resident council meetings

o Resident and management meetings

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o Social Service activities (after school activities, educational activities, skills training, job training,
etc.)

o Special events hosted by management or Resident Relations

o Special events hosted by residents
o Community meetings
The Housing Manager may choose to assign the programming of certain portions of the community space
to the resident council. Even under these circumstances, the Housing Manager is ultimately responsible
for these matters.
A request for use of these facilities is submitted on a Community Use Request form. The Housing
Manager will then review the request, check scheduling availability, and assess any usage fees (as
determined by Agency schedules). Community space is reserved on a first-come, first-served basis.
Note: Any agency or organization that wishes to utilize non-dwelling space to operate on-going
programs/services must execute a formal non-dwelling lease with the agency, which requires, among other
stipulations, that the entity carry appropriate insurance. This lease may only be approved by the Agency
Director.
Note: For community space or programs, no signs, notices, advertisements, stickers, etc. will be posted on
Agency property without authorization by management. Site staff are to look for such signs upon their
daily inspection of the property. Similarly, resident program signs announcing activities, meetings, field
trips, classes, or any other formal resident event, may be posted at the development after receiving official
clearance from the Housing Manager.

6.13. Collaborations with Outside Service Agencies

In order to meet the needs of residents, partnerships with outside social service providers are strongly
encouraged.
In addition, the Agency maintains, through Resident Services, certain contracts and contacts with outside
social service agencies that provide various intervention services for elderly and family households. The
Housing Manager will often be approached by residents seeking assistance with problems unrelated to
housing. In such instances, the Office of Resident Services contacts can be used for referrals. At a
minimum, every referral should provide not only an agency name, but he agencys address, telephone
number, and wherever possible, the name of a staff member.

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Chapter 7
Unit Turnover Procedures
This chapter reviews the process of turning vacant apartments for re-occupancy.

7.1.

Termination of the Lease

There are two ways that a lease can be terminated: when the resident ter minates the lease by giving notice to
the landlord and when the landlord, by initiating legal action, seeks court approval to terminate the lease.

Resident Termination
A resident has one legal method for terminating the lease by giving the landlord written notice of his/her
intent to vacate. In accordance with the Agencys lease, the resident must provide 30-days notice.
Once this notice has been received from the resident, it is the entire staffs duty to attempt to find out
exactly why the resident wishes to move. If just one notice can be revoked by the resident because of
something as simple as completing an unknown repair to the unit, that is one less apartment that you need
to worry about leasing.
It is preferable that the resident use the Agencys intent to vacate form <Exhibit 7.1>; however, any
written, dated and signed notice can be accepted as a legal 30-day notice. If a non-standard notice is
received, it is preferable the Housing Manager send the resident a copy of the form notice detailing the
date of termination and noting that a copy of the notice is attached. In that way, the resident will also
receive instruction regarding preparation for the move-out inspection.
While a resident may provide 30-day notice to move out prior to the end of the month, the resident will
still be required to pay that last months rent in full, but will receive an adjustment at move-out for the
balance. Hence, if a resident indicates that he/she wants to move out on October 15, and provides notice by
September 15, the resident will still be required to pay all of Octobers rent; however, the resident will
receive a credit at move-out.
In some instances, the Regional Manager may decide to accept a holdover, i.e., to allow the resident to
stay a few extra days and pay only for those days. The manager will need to check with the Regional
Manager to determine the specific policy of each property.
In public housing, you may only charge the resident for his/her portion of the rent (if the resident leaves
early); you may not charge the market or ceiling rent for the unit.

Landlord Termination
While the landlord, the Agency, may send the resident various notices requesting that she vacate the
premises, and informing the resident of the landlords intent to seek eviction in the event she does not vacate,
the only way that the Agency can legally require a resident to vacate is through a formal eviction action.

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7.2.

Move-Out Process

Processing a Move-out
A successful move-out inspection is just as important as the move-in inspection. The circumstances,
however, may not always be as positive as you would like. The resident may be leaving under eviction,
duress, or under normal conditions. The move-out should be conducted in a professional and organized
manner to ensure that at least a positive remembrance of the staff and the Agency can be recalled.
1. Once the written notice is received, the residents record in AMIS should be updated, noting the
move-out date. If the resident did not use the proper form, contact her and arrange to have the
correct form completed if at all possible. To plan for the move-out, the Housing Manager should
use the Move-out Checklist <Exhibit 7.2>.
2. The letter of responsibility is mailed or hand delivered to the resident after notice is received
<Exhibit 7.3>.
3. Assuming that notice is given for a month-end move-out, apartments should be pre-inspected no later
than the 20th of the month (assuming move-out at months end). A pre-move out inspection form is
found on the shared drive <Exhibit 7.4>. This gives management and maintenance personnel advance
warning of any extraordinary problems that may need to be addressed after the move-out, in addition
to providing necessary information for ordering parts, scheduling vendors, etc. Be sure to issue a 48hour notice of inspection to the resident prior to conducting the inspection.
4. The Housing Manager should explain to the resident that he/she will be filling out an apartment
inspection form detailing any and all charges against the security deposit after the Maintenance
Supervisor or Housing Manager conducts the actual move-out inspection. Since some damage
may need to be bid out for repair, it will not always be possible to complete the charges on the
inspection form at the move-out inspection. Indicate that she will receive any balance on the
security deposit within 14 days with an itemization of any charges against the security deposit.
5. On the day of the move-out, the Maintenance Supervisor or Housing Manager will walk through
the unit with the resident and complete the entire move-out inspection form using the same form
as was used at move-in.
6. Do not conduct the final inspection until all of the residents personal belongings have been
removed from the premises! (That sofa sitting in the middle of the room waiting to be picked up
by the movers may be covering a large hole or stain in the carpet.) Ideally, the resident is present
and signs his/her acknowledgement of the charges assessed, if known, and the condition of the
apartment at vacating. If the resident does not or will not attend the move-out inspection, note on
the resident signature line what circumstances prohibited a joint inspection, i.e., resident refused
inspection, resident abandoned, etc.
7. Once the inspection is completed, the Maintenance Supervisor or Housing Manager and the
resident will sign the move-out inspection form, and a copy can then be given to the resident.
8. If the apartment is in extremely poor or damaged condition, dirty, or has extensive damage, take
pictures of the damage before beginning repairs or clean up. When an unattended inspection
takes place, note photos on the inspection report.
9. When a resident moves out, it is to be noted on the AMIS. The actual date that the apartment was
vacated must be recorded. Onc e the apartment is ready for occupancy, also enter the Date Ready.

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10. Regardless of the move-out date, the resident is responsible for rent until the keys are turned in to
the Housing Manager. When a resident is moving out over a weekend, or when the office is not
open at a smaller community, the resident is given the benefit of the doubt and is charged rent
through the day that she plans to have vacated the apartment, provided the keys are in the
managers possession by the beginning of the business day following the date the apartment is
reported to be vacated. If an apartment is abandoned or the resident skips, the move-out
inspection is dated the day the apartment is discovered to be abandoned, and charges for rent are
made through the end of the next rental period.

Security Deposit Forfeiture

As stipulated in the lease and in accordance with State law, a residents security deposit should be
forfeited (not applied to charges) under the following circumstances (unless the failure to give notice is
beyond the residents control, e.g., death or medical emergency):

o A resident breaks a lease by moving out prior to its expiration,

o A resident gives improper notice or skips, or
o A resident is evicted for non-payment of rent.
If a resident pays through the end of the lease, but vacates the premises, this is not a forfeit-of-deposit situation.
Note: this policy does not apply to pet deposits, as they are strictly a deposit for damages that are incurred
because of a pet.

Resident Charges
The resident will be charged only the actual costs to repair, clean, paint, etc. Deduct only those charges
that are actual, reasonable, fair, and beyond normal wear and tear. Common sense and good judgment
must be applied here.

o Any damages beyond normal wear and tear, such as holes in doors and/or walls, broken windows,
broken drawers, missing light fixtures, broken or missing switch plates, etc, will be charged to the
resident at the actual or repair cost.

o Painting expense is considered normal wear and tear after the resident has lived in the apartment
for a minimum of three years. Painting expense on apartments occupied for less than three years
will be assessed per the Agencys list of charges. Painting charges are based on resident damage,
not the availability of matching paint for touch-ups. If the apartment requires additional coats of
paint due to heavy smoke in the apartment, additional coats will be charged the vacating resident.

o If the apartment is left clean, there will be no cleaning charges assessed. Sometimes a resident
would rather the cleaning charge be deducted from his/her deposit instead of cleaning the
apartment him/herself. Cleaning charges are assessed in accordance with the schedule in the
Letter of Responsibility, actual costs, or the schedule of approved Agency charges.

o If repairs are made by the maintenance staff, the resident is charged for labor at a flat rate
(determined at each site based on actual expenses) per hour, in addition to the applicable
materials. Likewise, if a vendor is used to make the repairs, the resident will be responsible for
the amount the property is charged.

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o Replacement of major items such as appliances, carpet, etc., is to be charged to the resident based
on its current or depreciated value. The depreciation method is detailed in the Letter of
Responsibility or Agency charges.

o It is important to review the residents payment status before the resident leaves the office to be
sure that there are no unpaid balances. Make sure all keys are collected; if not, charge the resident
for every missing key. Failure to return apartment keys or mail box keys will result in lock
replacement charges to the vacating resident.

o Once a resident has returned the keys to the apartment, he/she is no longer in possession of the
apartment and should not be allowed re-entry into the apartment for purpose of doing additional
cleaning, painting, or repairs in an effort to avoid charges against the security deposit. Keys must
be returned by midnight on the scheduled move-out date to avoid further rental charges. If the
resident were permitted to re-enter after turning in the keys, the resident could sue for the time and
material spent on such reconditioning because possession of the apartment was turned over to site
personnel. Thus, the resident would technically be working for the property as a sub-contractor.
All apartment door locks and mailbox locks are to be changed immediately upon obtaining the
keys from the vacating resident, or upon discovering the apartment is abandoned so long as proper
notice is posted for the abandonment.

o If the apartment is rented during a period for which the departing resident has paid rent, only
request a refund of the pro-rated rent portion after the new resident has paid all move-in costs and
rent, and the money is in the bank. The change in refund would be processed by sending
Accounting a revised move-out report.

o Late fees based on utility bill-back fees or outside vendor charges (i.e., furniture rental, cable,
telephone, etc.) should not be included in move out accounting.

Death of a Resident
If you have reason to believe that a resident may have died in an apartment, contact the police to perform a
resident welfare check. If they discover that your resident is deceased, do not take steps to notify family
members or emergency contacts this is the job of law enforcement officials and/or the Medical
Examiner. Your job is to cooperate with law enforcement and secure the apartment. Do not give access to
anyone other than law enforcement, the Medical Examiner, the Executor of the estate or someone else on
the lease. The executor of the estate must provide legal proof that she is the Executor.
If the resident gave keys to family member or friends, it is not our job to bar their access to the home
unless directed by law enforcement. If management is informed that the resident died while away from the
property, the same rules regarding access to the apartment apply.
The site staff needs to be extremely sensitive in communicating with family members and should explain
that these requirements exist to protect the rights of the deceased. Management should keep in mind that
the privacy of the deceased resident should still be protected and that information about the situation
should not be shared with anyone who does not have a legal right to know.
The Executor of the deceaseds estate should be given a reasonable amount of time to remove the
residents belongings from the apartment (14 days in the Agencys lease). If the Executor requires
additional time, they may pay market rent for a reasonable time not to exceed one month. The lease is
terminated and no further rent charges apply upon return of possession of the apartment. If there is not an

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executor, management must dispose of the residents belongings in accordance with State law. Please
consult your Regional Manager in this case.
If the resident died in the apartment, a cleaning company certified in biohazard clean-up must be used to turn
the apartment after it is released by law enforcement. In some cases, this may occur before the Executor has
removed the deceaseds belongings. This work may be done by project maintenance staff only if they are
qualified in bio-hazard clean-up. These situations are very delicate and require consultation with the Regional
Manager. Some or all of the costs involved should be charged to the residents estate as should all normal
turnover costs. Security deposit forfeiture does not apply in this case.

7.3.

Cleaning and Preparing Vacant Units

One of the most critical and important steps in successfully renting apartments is the cleaning and
preparation of the vacant apartments. Often, it is the care taken in preparing a vacant apartment that
determines whether or not a prospective resident will want to live in your building. Additional
information about apartment preparation and a relevant checklist can be found in Chapter 8, Maintenance.
All units shall be cleaned and prepared in accordance with the following standards and with the Vacant
Unit Turnover Checklist found on the shared drive <Exhibit 7.5>:

o If the apartment is to be painted, all plug covers, switch plates, drapery rods, heater vents, and
other items that are not to be painted should be removed and thoroughly cleaned prior to replacing
these items after the painting is completed. It is a good idea to place all of the plastic plug and
switch covers in detergent and scrub them with either a rag or brush to remove the grime that
accumulates whether the apartment is painted or not.

o All light fixtures should be removed, and the globes or other glass parts washed and rinsed to
remove all the dust and dirt. At this time, the light bulbs should all be checked, and burned out or
missing bulbs replaced.

o The covers of all kitchen and bathroom exhaust fans should be removed and thoroughly washed,
the fan motors themselves cleaned of all grease, dust, etc., and the motor oiled, if necessary. This
procedure also applies to range fans and filters.

o All heater grills or outlets should be checked for accumulation of dirt or dust and thoroughly
cleaned. In light of recent recalls, double check all heating to ensure that parts are clean and any
retrofit parts from recalls have been installed. The use of products such as a heat resistant paint
can both enhance and add a safety feature to grills and covers.

o Windows should be cleaned inside and out. In addition, window casements should be thoroughly
washed with extra attention given to the tracks in which the windows slide. These are prime places
for dirt, grease, and other grime to build up. It may be necessary to use a small scrub brush and
vacuum to clean these tracks.

o Refrigerators should be unplugged, have all ice trays emptied, along with any drip trays, and
should be checked to make sure that all food is removed from the vegetable coolers, egg racks,
butter bin, and other shelves. Refrigerators should also be pulled away from the wall and the coils
in the back of the refrigerator thoroughly vacuumed, in order to remove any accumulation of dust
and dirt. The floor under the refrigerator should also be cleaned at this time. When finished, the
refrigerator should be plugged in and turned on low.

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o The range and oven should be thoroughly cleaned with the range burner drip pans removed and
either thoroughly cleaned or replaced. All control knobs should be removed and cleaned in a
detergent solution to remove grease and other dirt.

o All the kitchen cabinets should be thoroughly washed down, both inside and out, with a light
detergent solution that will cut grease. This is also the time that you remove any shelf paper or
other unsightly debris or attachments. Wood-faced cabinets should then be treated with Liquid
Gold or a similar solution. A wood soap is recommended for cleaning cabinet faces before using a
wood polish solution.

o All closets should be checked, and any coat hangers, old papers, or other items removed.
o The kitchen wall title, if any, should be washed down with a heavy solution of ordinary bleach.
The bleach should be allowed to stand for at least an hour, and then the white grout between the
tiles should be cleaned with a small brush.

o The same bleaching procedure should be followed on the grout wherever there is tile in the
bathroom. At this time, the caulking around the tub and the splash rails around the sink and
shower should be checked. If the caulking is old, cracked, shrunken or in any other way
deteriorated, it should be removed. The space, which the old caulking occupied, should be
completely dried and a bead of new caulking should be applied.

o The toilets, of course, must be thoroughly cleaned and should be washed with a commercial
disinfectant deodorant solution.

o Any leaking washers, in either the sinks, bathtub, or the toilet assembly, should be replaced.
o Towel bars and hooks should be checked to make sure that they are still firmly fastened to the
wall.

o A thorough check should be made throughout the apartment for any broken or missing doorstops,
loose coat racks, and loose drawer or cabinet pulls to ensure that all these items are in perfect
working order.

o You should already have checked the carpet and called a commercial cleaner to have them clean
the carpet. Major repair work or carpet replacement must be approved by your Regional Manager.

o All doors should be opened and shut to make sure that they do not stick or have squeaky hinges.
The tops of all door frames, doors, refrigerators, medicine cabinets, closet shelves, and any other
place you may think of should be washed down with a damp rags in order to remove any
accumulated dust or dirt.

o The apartment should be aired out by opening the windows for a day or longer, if necessary.
Buildings without screens must take care to avoid rain-staining drapes while windows are open.

o A final sparkling clean touch-up should be given the apartment. This includes such items as
removing water spots from all chrome, raking carpets, and re-checking for any items missed
during the original cleaning process.
When an apartment remains vacant for more than a few days, it is necessary to return periodically and dust
so as to keep the apartment looking sparkling clean Thermostats left on in the name of the building
should be set at the lowest settings; breaker switches should be turned off when you are not showing the
apartment, and you should consider using the breaker switches as a method of turning all the lights in the
apartment on at once, just prior to showing a prospect through.

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All of these items should be taken care of as quickly as possible. Every day that an apartment remains
vacant, it costs your building a considerable amount of money. An apartment should be totally cleaned,
and if necessary, carpeted, draped, re-tiled, and prepared for re-renting within twenty four hours of
becoming vacant. If for any reason you are unable to prepare all vacant apartment to that will be ready for
re-renting in three days, you should notify your Regional Manager of thee reasons for the anticipated
delay, so that you and he/she may consider an alternative method of getting the apartment ready. You will
not necessarily be criticized but you will be held responsible for failure to notify your Regional Manager
when you are unable to properly prepare an apartment in a timely fashion. Again, good planning is
essential to meeting these deadlines. When residents provide the proper 30-day notice, there should be
plenty of time to conduct the pre move-out inspection, to order parts, arrange for vendors, and the get the
unit turned in the first few days of the month.

7.4.

Monitoring Unit Turnover

Housing Managers should use the tracking sheet found on the shared drive to monitor the progress of preparing
and leasing vacant units <Exhibit 7.6>. This form can either be maintained as a log and kept in a file or
incorporated into a wall-board. Finally, when the unit has been prepared, the Completed Make Ready Form
shall be signed by the Maintenance Supervisor and initialed by the Housing Manager <Exhibit 7.7>.

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Chapter 8
Maintenance
8.1.

Overview

This chapter covers the requirements and expectations for the general maintenance of the property. Good
planning and organization is essential to the proper care and upkeep of the property.
Note: All procedures in this chapter shall be subject to all provisions and conditions contained in the
collective bargaining contract between the Agency and its maintenance employees.

8.2.

Personnel and Staffing Plan

In accordance with the annual budget, each property is to be staffed at an appropriate level. This staffing
plan will differ from one property to the next based on differing circumstances. It is the responsibility of
the Housing Manager to assure that this staffing plan meets the needs of the site. In most cases, a
propertys staff will consist of one Maintenance Supervisor (a working foreman) and several other
technicians. In terms of reporting relationships, the Housing Manager supervises the Maintenance
Supervisor, who in turn supervises the remaining maintenance staff.
It is expected that the staffing plan be adequate for the routine needs of the property. It is also expected
that the maintenance staff shall be responsible for carrying out all functions provided under their job
descriptions. However, there may be times that the Housing Manager will need to supplement existing
staff due to:

o seasonal work;
o sudden or unanticipated work;
o work requiring skilled trades.
To meet seasonal or unplanned work, the Housing Manager can hire temporary staff, contract labor, or use
overtime hours and regular staff, given the circumstances and in keeping with the propertys operating
budget. It is the responsibility of the Housing Manager to determine when to supplement staff to meet the
needs of the site. Depending upon the situation, it can be more economical to hire an outside contractor.
All Maintenance Supervisors are required to take a written test as part of the hiring process <Exhibit 8.1>.
Applicant testing for the rest of the maintenance staff is left to the discretion of the Housing Manager,
Maintenance Supervisor, and Regional Manager.
The maintenance staff should be general mechanics, trained in all phases of maintenance and repair. To be
most effective, the staff should be able to go through every apartment, service facility, etc., with a
checklist and perform all preventive maintenance work necessary. If the work is beyond the scope of
preventive maintenance, needed repairs should be reported for scheduling at a later date. Each staff
member, when possible, will work independently of the other, as it is rarely necessary to have more than
one person working on a typical project.
Most Agency properties will be staffed with a full or part time Maintenance Supervisor who has
mechanical aptitude and previous supervisory experience. The Housing Manager will provide training for

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the Maintenance Supervisor in the projects operating statements and will meet daily with the Maintenance
Supervisor to review pending work orders, maintenance projects, and rent ready unit availability.
Job descriptions for all maintenance staff are available on the shared drive.
The Maintenance Supervisor is responsible for the training and supervision of all maintenance staff. Each
staff member should be trained, if possible, to do every routine or scheduled maintenance task at the
property. After the training period has been completed, the Maintenance Supervisor determines which
employees do certain jobs most effectively, and assign jobs according to performance. In some instances,
specific licensing or certification will require third party training. The Agency encourages maintenance
personnel to attend training classes or seminars sponsored by approved vendors or applicable trade groups.
In addition to maintenance and general operations training, each employee should be well indoctrinated in
maintenance record keeping, cost control, and workplace safety. All of these subjects are covered later in
this chapter.

8.3.

Customer Relations and Appearance

The importance of public relations training for the Maintenance Supervisor and maintenance staff cannot
be overlooked. It is important to understand the relationship between maintenance personnel and property
residents. Maintenance personnel provide a service to their customers the property residents.
Maintenance personnel can be the best public relations members of the site staff since, once a resident has
moved in, most of their contact is often with the maintenance personnel.
Most residents care about their home and the surrounding environment. Therefore, the attitude of the
maintenance staff toward the residents and the manner in which they respond to service requests is very
important. Remember, the maintenance staffs job is to serve the resident, as well as the owner, by properly
maintaining the property. Maintenance personnel should look upon service requests as the source of their
livelihood, and not as a burden. It is, after all, one of the services for which the resident is paying rent.
Appearance of the maintenance staff is also important, as a clean and professional appearance conveys to
residents, guests, and vendors that site personnel will perform maintenance tasks in a professional manner.
Acceptable attire and appearance standards are covered in the Employee Handbook.
The standard to which the property is maintained as well as the staffs attitude towards residents are both a
direct reflection of the Agencys philosophy as well as their own pride in the job that they perform. Keep
in mind the following:

o Never promise anything to a resident that cannot be delivered or is beyond staffs authority to
deliver.

o If a promise is made, be sure to keep it.

o If unable to comply with a promise or if an appointment with a resident is missed, it is imperative
that the reason be explained o the resident as promptly as possible.

o All residents are to be treated with courtesy.

o Answer all service requests with prompt attention to the problem.

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o Perform the work needed and leave the resident promptly. Be polite, but do not linger, socialize, or
look for more problems. If the resident brings up additional maintenance issues, attempt to take care of
them only if they are minor and you have needed tools and/or supplies in your possession. Otherwise
ask the resident to report the problem to the office so that a new service request can be made.

o Wipe your feet or consider wearing disposable booties when working in occupied apartments.
o Wear coveralls and latex gloves while painting or performing other potentially messy jobs. If you
are pulled away to do another job, you will look much more presentable and professional.

o Remove all old parts, wrapping materials, etc., when a project is completed. Never use the
residents trash can.

8.4.

Work Order Procedures

All maintenance work, exclusive of general cleaning and porter service, shall be captured on a work order,
as described below.
The prompt, courteous and effective handling of work orders is critical to the success of an apartment
community. After moving in, the majority of contact with site staff involves interaction with maintenance
personnel during the work order process. Therefore, it is essential to make the work order process a
positive experience and to handle all maintenance requests similarly regardless of their magnitude. Resetting the breaker on a garbage disposal or putting a closet door back on track may seem trivial to you,
but may be very important to the resident.
Maintenance requests should all be addressed and, if possible, completed within 24 hours of being
submitted. If you are unable to address a maintenance request within 24 hours, the resident must be called
and given an update as to when the request will be addressed. If a work order request cannot be completed
during the initial visit (due to unavailable parts, required specialty services, etc.), arrangements to
complete the work order must be made as soon as possible and the resident kept informed of any progress.
Residents are informed at move-in, and throughout their occupancy, that ALL maintenance requests must
be made to management office personnel. The purpose for handling work orders in this manner is to
eliminate interruptions created by answering calls for service requests, to provide a control to ensure that
all maintenance work services are handled, and to ensure that adequate records are kept for all repairs. If a
resident asks you to perform a repair that has not been reported to the site office, politely ask them to call
the work order into the office at their earliest convenience. Only legal residents are allowed to request
work to be done in an apartment.
Once the office staff member has received a call for service, they will attempt to obtain as much
information as possible about the problem so a work order can be prepared. The person talking the work
order will make sure to complete the following:

o Who wrote the work order? This is important if the maintenance staff has any questions about the
work order.

o When was the work order taken? This is important in tracking how long it takes to handle work
order requests.

o The apartment number and name of the resident that called in the order.

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o Get a phone number. This is very important if the maintenance department has questions about the
work order or if the need to change the scheduled appointment. (This is a good time to make sure
that the office has the correct resident contact information.)

o Remember, the work order permission to enter is good for 48 hours. If more than 48 hours pass
in completing the repair, the resident must be contacted to obtain a new permission to enter.
Upon initiating the work request, the maintenance staff will fill out the following information on the work
order:

o Complete the unit entry section. Make sure the date, time entered, and time departed sections
are accurately filled out.

o Who performed the work.

o What is the status of the repair and, if the repair is not complete, when will it be completed? If
additional work is required, office personnel will need to contact the resident for permission to reenter the unit.

o Once the work is satisfactorily completed, fill out the appropriate section. Include cost for labor
and materials, especially if cost is to be billed back to the resident.

o Make detailed notes of work performed and materials used. If work is not completed, make note
of why. Also, detail any needed parts or supplies.

o In all cases, when arriving at an apartment to initiate a work order, a door tag must be hung on the
outside of the unit door. When leaving the apartment, whether the work order has been completed
or not, the outer side of the door tags must be completed and hung on the inside of the entry door.
Completing the door tag is especially important in cases where a return visit is necessary since the
paperwork order is removed and the resident has no idea what work was performed or the status of
work remaining.

Work Order Forms

Work orders are printed on three-part forms:

o The top (white) copy is the control copy. It remains with the Housing Manager or clerk as the
work order is assigned to maintenance.

o The middle (yellow) copy is completed after the work is done and is retained in the Residents file.
o The third (pink) copy is left with the resident after the work is done (or left in the unit if the
resident is not at home).

Work Order Intake

Resident maintenance requests shall only be taken in the management office, by phone or in person.
Requests should never be taken outside the office or in the field. Instead, residents should be directed to
call or visit the office so they may receive a work order number. After entering the work request into the
system, the resident will be given a work order number for reference purposes.

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Personnel receiving work order requests for maintenance should strive to isolate the exact nature and
extent of the work required. Fully understanding the nature and source of the complaint will greatly assist
the maintenance staff in, for example, determining which tools should be taken to the unit.

Work Priorities
The Maintenance Supervisor should work with the Housing Manager to determine work order priority.
Prioritizing work orders based on time received is not always the most efficient or effective way to proceed.
Work orders shall be prioritized according to the following:
1. Emergencies. Refers to a response to conditions that pose an immediate threat to life, facilities,
health and/or safety of residents and/or Agency property. Emergency conditions must be
responded to immediately and corrected or abated within 24 hours. Samples of emergency work
orders include: fire of any nature; gas leaks; oil spills; missing or inoperable smoke detectors;
broken water supply line(s); electrical fault with visible sparks or overheating; dangerous
structural hazard; complete loss of electrical power; loss of air conditioning in elderly buildings;
sewer back up; main entrance door release not operable (high-rise); elevators not operating
properly; flooding; clogged toilet (units with one full bathroom); and entrance door not operable.
In the rare situation when an emergency cannot be repaired in 24 hours, it can be abated by
moving the resident out of the unit temporarily.
2. Urgent. Urgent work orders include items that, if not repaired, pose potential threat to life,
facilities, health and/or safety of residents. Urgent items must be corrected/abated within 48 hours
of notification. Samples include: refrigerator not working or broken window.
3. Unit Preparation. Work having to do with making a unit ready for occupancy.
4. Routine. Most of the work that is not classified as emergency, urgent, or preventive. Includes:
repair screen door, paint occupied unit, change air conditioning filter, general maintenance in unit,
unscheduled PM.
5. Preventive Maintenance (PM) . This includes all work conducted as part of the propertys annual
PM program (see below).
6. Other. Work orders that do not fall into the five noted categories above.
Work orders may be generated by the same source (see below) but have different priorities. For example,
based on a unit inspection, work orders may be created for a missing tile (routine) as well as replacement of
the smoke detector (emergency). It is important that work orders are prioritized properly for HUD reporting
purposes since PHAs are measured on their timeliness in responding to different priority of work orders.

Source of Work Order

Work orders shall be classified according to their source, as follows:
1. On Demand (Resident Requested): This is work that is requested by the resident.
2. UPCS Inspection: This is work that is the result of UPCS inspections.
3. Preventive Maintenance: This is work that is the result of PM inspections.
4. Other: This is work that is generated by sources other than the three noted above.

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Tracking work orders by their source is critically important for both HUD reporting purposes and for
future planning.

Assignment
Unless otherwise directed by the Housing Manager, the Maintenance Supervisor is responsible for
assigning and completing work orders. The Supervisor should periodically retrieve the work orders from
the management office and assign them to the maintenance staff in accordance with the priorities
established and the skills of the respective staff. When assigning the work, the Maintenance Supervisor
shall make sure that the worker is provided with the anticipated tools/materials and also that the worker
has access to the units. (All maintenance workers are provided with a tool allowance under the collective
bargaining agreement; hence, the only tools that should generally need to be supplied are power tools.) If
the worker must make more than one visit, the work order remains open until the work is completed.
Also, if the work is beyond the capabilities of the on-site staff, the Maintenance Supervisor is responsible
for assuring that the work is done by a qualified crew, if any, or under contract to a qualified vendor. The
work order remains open until all work is completed.

Completion
Upon arriving at a residents apartment, the worker shall knock on the door to see if the resident is home.
If the resident is home, the worker shall exchange greetings and identify him/herself as an Agency
maintenance employee and show the employee badge. Then, the worker shall ask permission to enter. If
the resident is not home or does not answer the door (and there is either an emergency or there has been
prior-permission to enter), maintenance staff shall enter the apartment by (1) knocking on the front door
and calling loudly and identifying himself as a maintenance worker: This is [name of worker] from the
maintenance department. Is anybody home? If you hear no response, wait approximately one minute;
(2) knock again, announce oneself, and wait another minute; and (3) if no one responds again, knock a
third time and, while unlocking the door, announce loudly again that you are entering the unit.
Any maintenance employee or outside contractor working in a residents apartment must hang a maintenance
sign on the exterior door knob of the apartment. This policy is to ensure that the resident does not find
someone in their apartment unexpectedly and is for the benefit of the employee as well as the resident.
Upon completion, each work order shall be signed by both the worker and the resident. If the resident is
not home, the worker shall leave a completed copy of the form in the apartment. All information on the
work order form should be completely filled out (description of work completed, hours worked, materials
used, etc.). In addition, the worker shall leave a sign on the outside of the door indicating that
maintenance had been in the unit. On each work order the worker shall, where appropriate, mark the
presence of bad housekeeping. The worker shall also recommend any charges for damages.
The maintenance worker should always clean up after the work is completed, avoid contact with residents
personal belongings, accomplish tasks as quickly as possible, remain courteous, and avoid all contact of a
personal nature.
If the work cannot be completed at that time, such as might be the case if parts must be ordered, the worker
should offer residents a realistic completion date. If the worker is not sure when the work can be completed, it
will be necessary for the maintenance staff to phone or visit the resident once the information is known.

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Close Out
All completed work orders should be delivered to the Maintenance Supervisor for approval, who must sign
them before they are closed out. Completed work orders should be closed out (a task performed by the
administrative staff at the property) within 24 hours after completion. The Housing Manager is responsible
for authorizing and posting all charges.
The Housing Manager is responsible for monitoring on a daily and weekly basis the status of outstanding
work orders to determine the cause of any delay and to take appropriate action.

8.5.

Unit Turnover (see also Chapter 7)

Pre -move-out Inspection

The Maintenance Supervisor will perform a pre-move-out inspection and complete the inspection form for
all units on notice to move-out. The purpose of this inspection is to get an idea of the work that will be
needed upon move-out to return the unit to rent ready condition. The inspection form should be competed as
th
soon as possible after receiving written notice to vacate, or no later than the 25 of the month allowing
sufficient time to order any parts, supplies, or schedule vendors needed for unit turnover. Ordering parts and
supplies, and scheduling vendors ahead of time, will ensure that turns are completed in a timely manner and
will reduce vacancy loss. On or before the 15th of each month, the Maintenance Supervisor will obtain a list
of all units on notice for that month from the Housing Manager. Using this list, the Maintenance Supervisor
will work with the office staff to schedule a date or send out a 48-hour notice to enter to all units on notice.
Once pre-move-out inspections are complete, supplies are ordered, and vendors scheduled, the Maintenance
Supervisor should provide the Housing Manager with projected rent ready dates for all units.

Move-out Inspection
The Maintenance Supervisor will perform all move-out inspections on the day of the move-out. If the
move-out is scheduled on the Supervisors day off, then the inspection will be performed the next business
day. The Maintenance Supervisor will have the pre-move-out form and note any additional repairs that
may be found.
All move-out charges should be taken from the list of Agency charges to ensure that all residents are
treated fairly and that charges are consistent.
All move-out charges should be documented and photos taken. The completed list of move-out charges and
photos will then be given to the Housing Manager for use in completing the move-out inspection form.

Make -Ready
Once a unit has become vacant and the pre-move-out and move-out inspections have been completed, the
Maintenance Supervisor should then assign the unit to a maintenance staff member for turnover. A copy
of the Unit Make Ready Checklist will be completed for each unit turned, and permanently filed in the
maintenance file once the turnover is completed. The Maintenance Supervisor and the Housing Manager
must both inspect and sign off on the checklist before the unit is to be shown to prospective residents.
The Maintenance Supervisor will also be responsible for scheduling all contracted work for the units. All
contracted work should be scheduled after the pre-inspection is completed to ensure that vendors are

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available when needed. Trying to schedule vendors at the beginning of the month can be very difficult and
slow the process of unit turnovers.
All unit turnovers should be completed and signed off by the Maintenance Supervisor and the Housing
Manager no later than five days after move-out, although a three-day turnover is preferred. If a unit is not
going to be ready by the 5th day, or is in need of extensive work, the Housing Manager should be notified
immediately and provided with a detailed list of the repairs needed.
During unit turnover, all preventive maintenance items should be performed and noted in the units
maintenance file. (At most sites, a separate file will be maintained on each unit for work orders and
information regarding repairs and replacements, which will, among other benefits, save time during annual
inspections and enable staff to prolong the life of the unit.)

8.6.

Preventive Maintenance

Each property is to have a formal Preventative Maintenance (PM) program. PM is the systematic
planning, scheduling, completion, and documentation of work tasks that are conducted to ensure the
continued life of all facilities, mechanical systems, and equipment. There is often a fine line between
work that is defined as PM and work that actually falls within the category of seasonal or planned
maintenance activities. Examples of the latter might include cycle touch-up painting or spring and fall
fertilization programs. For the purposes here, PM includes these seasonal and planned activities as well.
When PM is properly implemented, it will minimize unexpected or premature failure of equipment,
property, and systems. It will also reduce the number of on-demand maintenance requests and, as such,
improve customer satisfaction.
All daily maintenance and repair work should be approached with PM in mind. For example, any cracking
asphalt, chipped paint, leaky gutters, etc., should be noted during daily property inspections and action
taken before the problem worsens.
Sample PM programs (one for high-rise and one for low-rise) are included in the shared drive. Each year,
the Maintenance Supervisor shall prepare an updated PM schedule and have it reviewed/approved by the
Regional Manager as part of the annual budgeting process. Included with that PM program shall be an
annual landscaping plan (a sample of which is also included in the shared drive).
The Maintenance Supervisor will provide the completed PM report to the Housing Manager on the 25th of
each month, detailing the work completed in the prior month on the PM plan.
The PM program for each site should include but is not limited to cycle painting, apartment rehab, and
appliance replacement. The following represents minimum standards for PM at each site.

Unit Interiors
Unit interiors will be inspected for needed maintenance and repairs a minimum of once per year, generally
after Annual Unit Inspections have been completed. Items found needing repair during the annual
inspection will be documented, work orders will be generated, and repairs completed as soon as possible.

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During the unit interiors inspection, the Maintenance Supervisor should check for the proper operation of
all heating/cooling systems, mechanical systems, electrical systems, appliances, plumbing fixtures and
drains. All walls, ceilings, doors, countertops, cabinets, hardware, windows, and floors will also be
inspected for any sign of problems or wear and tear that may require repair or replacement.
A copy of the annual unit inspection form should be used for the purpose of doing unit interior inspections.
The forms provide a list of items that are required to be inspected, cleaned, or replaced upon every
inspection. It will also provide a guide for the maintenance staff member performing the inspection, in
order to ensure that nothing is overlooked. The form chosen depends on whether or not all units are being
inspected at one time, or units are inspected annually at income recertification.

Common Areas, Grounds, and Building Systems

The Agency considers proper landscaping and maintenance for the grounds and common areas critical to a
successful project. Curb appeal is also one of the measurements used by owners to determine if a
management company is performing well. Regardless of who is assigned the tasks of maintaining the
landscaping and grounds, the Maintenance Supervisor is responsible for making sure the grounds present a
well-kept and orderly appearance at all times.
The PM of all common areas should be performed on a continuous basis so nothing goes unchecked for
extended periods of time. Staff members should always be looking for any problems when walking or driving
through the property. If problems are found, work orders should be written and repairs should be made.
Common areas require janitorial services daily. Entranceways, hallways, and stairways require day-byday monitoring for trash and other discarded materials and dirt. Floors must be mopped or vacuumed
daily, or more frequently as needed in bad weather.
Periodically, walls must be washed or painted, and floors professionally cleaned. All loose or damaged flooring
must be repaired or replaced when observed. As with landscaping, clean and well-maintained common areas
help to raise the success level of the apartment community and the satisfaction of the resident.
Once a month, the Maintenance Supervisor will walk the property and inspect all common areas and
grounds, noting any repairs that are needed. When the repairs have been made, a copy of the checklist will
be given to the Housing Manager for recordkeeping and budget purposes.
The inspections of building systems will be performed at a minimum on an annual basis, using the Annual
Property Inspection Form. Many items will need to be inspected by an outside contractor for insurance,
liability, and/or safety purposes.
Some items may need to be inspected more frequently than annually. For example:

o Air conditioners will be inspected and serviced at least once annually during the early spring
months. Repairs and inspections may be done by in-house staff if staff includes a qualified air
conditioner repair person, or in combination with an air conditioner contractor.

o Boiler and water pump inspections and service is performed on a continuous basis. The
Maintenance Supervisor should set up a maintenance and service contract with a contractor
suggested by the boiler manufacturer. The Maintenance Supervisor will talk with the boiler
manufacturer and develop a set of monitoring tasks for proper boiler maintenance. All boilers

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must have an annual inspection by an outside contractor, and, when required, must obtain an
annual permit for operation as a result of the inspection.

o Roofs, gutters, and downspouts should be inspected approximately every six months or after a
heavy rain or windstorm. In most if not all cases roof inspection will have to be performed by an
outside contractor due to liability issues.

8.7.

Working Hours

Generally, the maintenance staff shall work during the hours of 8:00 a.m. to 5:00 p.m. Each property
should also assure adequate weekend coverage. If the Housing Manager determines that there should be
any change in working hours to improve maintenance responsiveness, approval will be needed from the
Regional Manager.

8.8.

Uniforms

The Maintenance Supervisor shall see to it that all staff report to work in proper attire. Such attire is to include:

o Shoes with safety toes;

o Agency-issued uniforms that are clean and well-kept, with the name of the employee embroidered
on the front of the shirt; and

o Badge/identification card prominently displayed during the entire workday.

Proper attire is beneficial to the Agency for reasons of morale, safety, professionalism, and customer
service.
In accordance with the Agencys collective bargaining agreement with its maintenance personnel, the
Agency supplies maintenance staff with four shirts, a pair of overalls for painting or dirty jobs, a ball cap,
a jacket in the winter, and two long sleeved shirts. Maintenance employees are responsible for showing up
with clean clothes and allowed to wear jeans daily.

8.9.

Inventory and Materials Management

The Maintenance Supervisor should strive to maintain a level of inventory at the site that balances the
need for a ready supply of materials with the need to reduce the costs of carrying such an inventory.
Generally, this will mean maintaining a two week supply of the most commonly used items. It should be
kept in mind that even this supply level will be determined according to the speed by which parts/supplies
can be obtained and the rate of usage. In this regard, it is critical for the Maintenance Supervisor to
regularly anticipate and plan for upcoming material needs, particularly in conjunction with the annual and
monthly work plans.
The Maintenance Supervisor is ultimately responsible for maintaining a proper inventory of supplies and
has the responsibility of overseeing the control of that inventory.

Location
Supplies, tools, and equipment should be kept in a secure location, locked up when not in use. Equipment
and tools should be engraved with the property identification number and telephone number. The size of

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the stockroom(s) will be based on the unique needs of the property. However, the Maintenance Supervisor
should strive for economy of storage. With proper materials planning, the need for stockroom space can
be greatly minimized. Additionally, the smaller the space and the smaller the inventory, the easier it is to
control that inventory.
All stockrooms should be well-lit, clean, and organized to allow for easy inspection and proper planning.
Material should be stored on shelves and not on the floor. Remember that an annual inventory must be
conducted.

Inventory Log
Your community should have an extensive Inventory Log <Exhibit 8.2> in the binder listing all capitalized
equipment and property at the site, the model number, make, date of purchase (if available) and the dollar
amount. As additional items are bought or replaced, the log should be updated.

Appliance Control
All appliances are capitalized and shall have serial numbers. The Housing Manager maintains a log of
appliances that tracks whenever appliances are transferred out of a unit <Exhibit 8.3>. This log should be
up-dated whenever changes or replacements are made. These serial numbers should be verified on the
annual unit inspection and any changes made at that time. Additionally, each property shall maintain at
least one reconditioned refrigerator in good working order at all times, which can be loaned to residents on
a temporary basis and stored at the development when not in use.

Periodic Stockroom Inventories

Each property will conduct periodic inventories of their stockrooms. The Maintenance Supervisor should
then adjust quantities appropriately.

Tool Equipment Issue and Control

The Maintenance Supervisor is responsible for maintaining proper control over tools and equipment. Since
the union contract provides for a hand-tool allowance for each technician/mechanic, the workers should
generally only need to be supplied with tools when the work involves power equipment. Properties will
have different power equipment needs. For example, while all properties should have a key machine, not
all properties will need a sit-down mower. The Housing Manager is responsible for assuring that the
property is adequately equipped and that the resources needed for that equipment are planned for in the
annual budget process (for example, snow blowers, drain machines, key machines, etc.).
The Maintenance Supervisor must maintain inventory records on all property tools and equipment. Tools
and equipment listings should be provided to the Housing Manager whenever there has been a staff
change, new tools or equipment are purchased, or upon request by the Housing or Regional Manager.
Items that need to be removed from the Inventory List because of break down, failure, or for any other
reason must be approved and signed off by the Housing Manager. Any and all items on the Inventory List
must be accounted for by the Maintenance Supervisor.

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Tool Storage
Equipment should be stored in a secured area. Preferably, shadow boards should be used to identify the
exact storage location of each tool and whether it is missing or on loan. Tools and equipment should not be
brought home by employees and should be returned to the shop at the end of the day.

Equipment Repair Histories

Any motorized equipment should be serviced in accordance with manufacturers recommendations.
Records of this maintenance should be kept on file. All equipment instructions/manuals should be kept in
the maintenance office.

8.10. Shop Organization

The Maintenance Supervisor is responsible for ensuring that all maintenance shops, garages, storage units,
and maintenance offices are well kept. All maintenance areas should be clean, organized, and fully
accessible at all times to ensure a safe and decent work environment for all staff members.
The Maintenance Supervisor should inspect all maintenance areas daily for general upkeep purposes to
ensure safety.

o Doors should open completely and freely.

o Floors should be clean and free of obstructions so as to allow access to all areas.
o All parts/supplies should be organized and on shelves or in bin boxes.
o Shop tools such as Key Machines and Bench Grinders should be securely mounted to a
workbench or other solid surface.

o All other tools should be hung on the wall, in a tool rack, or stored so as not to limit movement or
access to any part of the shop.

o Large or heavy parts should be kept on lower shelves or stored in a safe manner.
o Old or broken parts should be stripped of usable parts and disposed of properly.
o All flammable or caustic materials such as oil based paint, thinners, or acids should be stored in an
approved location and container (see Safety Manual).
The Maintenance Supervisor is also responsible for acquiring and keeping up-to-date property plans and
drawings (as-built) if available. A copy of the On-Site Procedures Manual will be kept in the office. The
maps with the Emergency Procedures Manual showing the locations of all electrical, water, and gas shutoffs will prove invaluable during emergencies. As -built drawings and accurate property maps will also
assist in obtaining accurate bids for major repairs.

8.11. Purchasing (see also Chapter 11)

The Maintenance Supervisor, with approval from the Housing Manager, will coordinate the purchase of all
parts and materials needed for the maintenance program. The Maintenance Supervisor should obtain a
current copy of the property budget that covers maintenance parts, supplies, and contracts from the
Housing Manager. All expenditures for parts and supplies must stay within budget parameters and be

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approved by the Housing Manager. All contracts, major purchases, or purchases that exceed the budget
limit must be authorized by the Housing Manager and approved by the Regional Manager. A spending
limit of $200 has been imposed on all purchases. Purchases over this limit must be approved by the
Regional Manager.
Except for emergency purchases, the Maintenance Supervisor should attempt to purchase supplies on a
weekly basis, although monthly purchasing is preferred. The Maintenance Supervisor is required to keep
track of all supplies used during the course of the maintenance program, and to anticipate the number of
replacement items that will be needed during any given period based on past use. Supplies and contracted
work needed for unit turnover should be ordered or scheduled in advance of the unit becoming vacant. The
pre-move out inspection will determine what work or parts are needed in each unit to return it to rent ready
status. By keeping accurate records, the Maintenance Supervisor can ensure that enough parts are kept
inventoried and available for timely repairs. Conversely, the Maintenance Supervisor will also be sure that
supplies are not overstocked.

8.12. After-Hours Procedures

Routine work requests will only be accepted during regular hours of operation.
To report a maintenance emergency after-hours, on weekends, or during holidays, a resident shall call the
twenty four hour answering service for the property. The answering service is provided with the Agencys
policy on what constitutes an emergency and the need for a call-back. If the situation calls for it, the
answering service will immediately contact the first name on the duty roster for the property, who will go
to the location to contain or fix the situation. If the emergency situation cannot be immediately resolved,
the technician will contact the developments Maintenance Supervisor for further instruction.
Each on-duty technician will report all activity from the previous night during the first two hours of the
next business day on the After-Hours Work Form.
When an emergency work order has been sufficiently abated, but the problem is not fully corrected, the
emergency work order will be closed and, in its place, another work order will be submitted as a nonemergency work order for either urgent or routine response.
The Housing Manager, Maintenance Supervisor, and/or on-call staff member will all carry pagers or
cellular phones at all times whether on or off the property. When on vacation, or other leaves of absence,
the duties of the Housing Manager or Maintenance Supervisor will be assigned by the individuals
supervisor to a designated replacement for the duration of the absence.
The on-call staff member must respond to all after-hours calls or pages within ten (10) minutes.

8.13. Maintenance Quality Inspection

The Maintenance Supervisor should, from time to time, inspect a small sample of completed work order to
check work quality and talk to the resident about the service he/she received. Provide the resident with 48hours notice of the intent to enter the unit.

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8.14. Vehicles
In accordance with the approved operating budget, some properties might be assigned maintenance
vehicles (usually, a pick-up truck, scooter, or golf cart). Where properties are provided with such vehicles,
the Housing Manager/Maintenance Supervisor shall make sure that:

o Assigned parking spaces are available for all Agency vehicles

o Vehicles are left in a secured location after-hours
o Vehicles are not used for personal use
o Vehicles are locked when unattended
o Vehicles are clean
o Vehicles are maintained in operating order
o PM is performed as per manufacturer requirements
o The vehicles are operated only by appropriate Agency personnel and that drivers use safe driving
practices, such as always wearing seat belts, having valid drivers licenses, carrying proof of up-todate insurance, etc.

o Keys are never left in the vehicle.

Each day, the driver assigned to the vehicle should check:

o Tires (wear, pressure, etc.);

o Fluid levels;

o Frame and suspension (loose bolts,

o Starter safety switch;

cracks, etc.);

o Transmission shift indicator;

o Parking brakes;

o Instrument gauges; and

o Safety lights;

o Spare tire and jack.

Any damage to the vehicle should be reported immediately and an accident/injury report filed.
Maintenance vehicles may only be operated or ridden by authorized employees. Employees who allow
residents, guests, or other persons to operate or ride on maintenance vehicles or equipment will be subject
to disciplinary action up to or including termination of employment.

8.15. Reporting Problems

The Maintenance Supervisor shall notify the Housing Manager, who in turn shall notify the Regional
Manager, if any of the following occur at the property:

o Property damage;

o Safety problem.

o Vandalism;
o Accidents (vehicle or personal);
o Health problem; and/or

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These incidents shall be reported on the Incident Report form. A copy of that form should be faxed
immediately to Legal so that they may determine if additional action is required.

8.16. Dumpsters
The Maintenance Supervisor should ensure that there is appropriate dumpster service, taking into
consideration size, placement, frequency of pick-up, and time of pick-up. In addition, the area around the
dumpsters should always be swept clean and dumpster interiors should be sprayed with disinfectant at a
scheduled time.
As per health department regulations, all drain holes at the bottom of dumpsters must be closed or covered
to prevent entry by rodents.
Finally, the condition of dumpsters shall be monitored. It is impossible to prevent the infestation of
dumpsters that are rusted out.

8.17. Grounds Maintenance

Each Maintenance Supervisor should work with the Housing Manager and Regional Manager to establish
a grounds maintenance program for their particular development. This program should address such items
as: fertilization, irrigation, frequency of cuts, flowers and plantings, mulching, shrub care, pruning,
aeration, etc. In most cases, these services will be performed by a qualified contractor. The Housing
Manager and Maintenance Supervisor should routinely review the work of this contractor.
Guidelines for annual grounds/landscaping program can be found on the shared drive.

8.18. Warranties
The Maintenance Supervisor maintains all warranties in a file. The site should identify items protected by
warranties and items that are not warranty protected. Generally, the roof, heating and air-conditioning
equipment, pumps, water heating, and apartment appliances are covered by warranties.
Warranties provide service coverage for an item that may need repair or replacement. If service is not
performed by the manufacturer or a manufacturer-designated contractor, the warranty may be voided. The
maintenance staff is to be informed of warranties and service coverage prior to conducting any
maintenance on the systems.

8.19. Graffiti
All graffiti should be removed from the property within 24 hours after initial detection. Properties that
experience a significant graffiti problem must invest in efficient graffiti-removal equipment.

8.20. Service Contracts

Work not performed by maintenance staff is considered contracted work, and falls into one of three
categories: ongoing maintenance contracts, standard vendor services, and capital projects. Approval and
termination of all contracts must be authorized by the Portfolio Manager.

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In accordance with the Annual Budget, the Housing Manager is responsible for ensuring that all
appropriate services are delivered to the property and decides which services will be provided in-house
and which services will be contracted out.
Regardless of the type of work contracted, all vendors are required to fill out vendor registration
paperwork (see Chapter 11, Procurement).

Ongoing Maintenance Contracts

Ongoing maintenance contracts are typically for set monthly amounts and are in place for up to a 12month period. Examples include: landscaping contracts, security service contracts, fire and security alarm
monitoring, etc. A copy of all current maintenance contracts is kept at the property.
Ongoing maintenance contracts should be reviewed prior to renewal by both the site staff and the Regional
Manager. Contracts are typically re-bid prior to expiration in order to ensure the best service at the lowest
cost. When reviewing bids, be careful to pay attention to the specifics within the contract to make sure that
everything is equal. Are all the bidders for landscaping services including fertilization? Or is that extra?
Will the security company patrol for six hours per night or eight? It is very important to look at much more
than just price when comparing proposals (see, again, Chapter 11 on Procurement). One way to ensure that
all bids are truly comparable is to provide detailed scopes of work.
It is the responsibility of the Maintenance Supervisor to make sure that contracted vendors complete
ongoing maintenance as specified in the contract. If, for example, the landscape maintenance company is
not performing weed control as specified in the contract, it is the Maintenance Supervisors responsibility
to bring it to the contractors attention and, if the problem persists, to inform the Housing Manager.

Standard Vendor Services

A great deal of work contracted at the site is done by outside vendors through simple Purchase Orders.
Work of this type includes carpet cleaning, unit painting, apartment cleaning, etc.
Even though formal contracts are not required for small jobs, it is important to follow all rules for vendor
registration. As with ongoing maintenance contracts, it is important to compare quotes from other vendors
regularly to ensure that the property is receiving the best available pricing.

Capital Projects
Most larger, non-routine contracts fall into this category. Exterior painting, a new trash compactor, or recarpeting the office are all examples of capital projects. All work falling into this category will be
coordinated through the Maintenance Supervisor, the Housing Manager, and the Regional Manager.
Typically, major capital projects are funded by the Agencys Capital Fund rather than the operating budget.
Please see Chapter 10 for more detail on Capital Projects.

8.21. Inspections
A primary goal of maintenance personnel is to keep the property in good physical condition. Ongoing
inspections are imperative to catch potential problems before they worsen. It is the responsibility of

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maintenance staff to tour the property daily and note areas of concern. Has siding fallen off the building?
Are some of the gutters clogged? Are some of the curbs crumbling? These are all issues that should be
discovered and dealt with on a day-to-day basis through regular daily property inspections.
In addition to these daily inspections already discussed in this manual, more detailed inspections are done
on an annual or as-needed basis, including:

o Annual Unit Inspections. This inspection is to be done at least on an annual basis to locate any
potential maintenance issues as well as to determine the general condition of a propertys unit
interiors.

o Pre-Move-out and Move-Out Inspections.

o Move-in Inspections.
o Annual Property Inspections/Detailed Common Area Inspections.
o REAC/HUD Inspections. On a periodic basis, HUDs Real Estate Assessment Center (REAC)
contracts with third-party contractors to inspect all properties. At least one week prior to a REAC
inspection, site maintenance staff shall inspect all unit interiors as well as the entire property for
obvious maintenance or repair issues and remedy all problems that are discovered. Common
deficiencies noted during REAC inspections include: vegetation overgrowth, missing downspouts,
water leaks, damaged doors, missing siding, trees or shrubs coming in contact with buildings, graffiti
on buildings, ponding water, exposed wiring, outdated fire extinguisher inspections, inoperable smoke
detectors, potholes in parking lots or roadways and neglected play areas.

8.22. Salvage/Disposition of Materials

Outdated and worn-out equipment and materials are to be disposed of if the materials are obsolete. Please
follow the disposition procedures presented in Section 1.12 of this manual.

8.23. Fire Code Violations

Through the use of the daily property inspection, the Hous ing Manager/Maintenance Supervisor should
assure that the property is free of fire code violations. A file of fire code violations must be maintained
containing copies of completed work orders or service tickets to demonstrate their correction.

8.24. Emergency Snow Plan

The Maintenance Supervisor is responsible for developing an Emergency Snow Plan. This plan should be
clearly posted on the bulletin board in each lobby. When residents move in, they are also to be given a
copy of the Emergency Snow Plan.

8.25. Domestic Hot Water

The acceptable and energy saving temperature for domestic hot water is 115 degrees F.

8.26. Weekend and Holiday Coverage

The Maintenance Supervisor should plan for holiday and weekend coverage as necessary.

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The Housing Manager shall request employees to submit desired vacation days in order to make sure that
the site is never left shorthanded.

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Chapter 9
Lease Enforcement
9.1

Overview

This chapter reviews the protocols associated with enforcing the lease.

9.2

General Principle

The Housing Manager is responsible for assuring that the property is well-maintained, that residents
uphold their responsibilities under the lease, and that the property is free from crime and drugs.
Remember: The key to good lease enforcement is prompt, certain, and consistent application of the
terms of the lease, supported by strong documentation. The Housing Manager does not need approval
from the Regional Manager to proceed on any lease-termination for non-payment of rent; all other lease
terminations require the review and approval of the Regional Manager.
Most lease violations can be handled quickly and informally by calling the resident in for a conference and
explaining the policy or procedure. Others may require more formal notices and may eventually lead to
eviction.
Other than cases that are of a criminal nature or pose an immediate threat to the health and safety of other
members of the community, the Housing Manager should generally apply the principle of progressive lease
enforcement, beginning with informal counseling and leading up to termination of tenancy. The Housing
Manager should consult the ACOP for further itemization of these progressive lease enforcement steps.

9.3

Notices/Process

An unlawful detainer or eviction action is a limited statutory proceeding under State landlord/tenant law
and the primary purpose is to recover possession of real property. An unlawful detainer action may be
initiated by the landlord upon any substantial lease noncompliance by the tenant and the appropriate notice
from the landlord. The procedures for an unlawful detainer must be strictly followed or the court will
dismiss the case. HUDs regulations are pretty comparable a public housing tenant may only be evicted
for serious or repeated violation of the material terms of the lease.
The landlord must be able to prove that one of the notices specified in the statute was properly served on
the tenant. Service of a proper notice is a jurisdictional condition precedent to commencement of the
action, meaning that, if the notice is not served or delivered in the proper manner, the eviction lawsuit will
not be successful. Hence, the notice should contain an adequate description of the premises, the date the
tenancy is terminated, and should be signed by the owner or an agent.

Violations other than Non-payment of Rent

For any violation except non-payment of rent (for non-payment of rent, see below), the Housing Manager
shall use the following notices:

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o Notice of Lease Violation. This notice is the first step in progressive lease enforcement. It is a
warning notice and is essential in building a case for eventual eviction. This is generally for the
first lease violationsuch as playing loud music or failure to keep the unit clean.

o Lease Termination Warning - 30-day Remediation Required. This is the second step in
progressive lease enforcement. It advises the resident that, if they do not correct the situation
within 30-days, or if they violate the lease again, their lease will be terminated.

o 30-Day Notice of Lease Termination. This notice is sent to residents after a 30-day notice to
cure has been sent and conditions were not corrected.

o 72-Hour Notice of Lease Termination. This notice is sent to residents when a case of drugrelated, or criminal activity, or a serious instance threatening the health and safety of the property
has occurred.
In all circumstances, including documentation of the infraction and management action taken, should be
included in the resident file.
Whenever there is an incident that may threaten the safety of any member of the staff, the Housing
Manager shall call 911.

Non-Payment of Rent
The Housing Manager should comply with the following in enforcing rent collections.

o Rent is due on the 1st and a late fee is assessed if rent is not paid by the 5th business day (as
provided under the lease).

o On the 6th business day, the Housing Manager issues a 14-day notice to all residents who did not
pay in full by the 5th ; at a minimum, the Housing Manager shall also contact all such households
by phone. Partial payments shall not be accepted.

o Delinquent accounts must be paid in full, or repayment agreement executed, by the end of the 14day notice. Upon expiration of that notice, the Housing Manager shall immediately refer to the
attorney to file for eviction all delinquent accounts.

o After filing, the Housing Manager shall not cancel a case unless the resident pays the balance in
full (collecting all delinquent rent, late fees, attorneys fees, and court costs).

o Per Agency policy, a resident may not enter a repayment agreement more than twice a year.
o Failure to comply with a repayment agreement is immediate cause for termination.
o The Housing Manger shall use the AMIS system to generate delinquency reports, as needed.
How to Serve Notices
The notices must be serviced in the following manner:

o Personal service on the tenant, or

o Leaving a copy with the person of suitable age and discretion and mailing a copy to the tenant, or
o Posting a copy in a conspicuous place on the premises and mailing a copy to the tenant.

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Note: If the tenants are husband and wife, the notice should be directed to and served on both.
Additionally, in the case of elderly housing or disabled residents, the resident may have a protective payee
who would also need to be notified.

A Note about Rent Collections Policy

Tenant rent constitutes a major portion of the revenue available to operate the property and, as such,
prompt rent payments are essential.
Methods to assure prompt payment include:

o Clear and definite understanding between the Housing Manager and resident at the outset of
tenancy.

o Consistent and fair application of the policy regarding delinquent rent every time!
o Refusal to allow special arrangements for rent deadlines.
Common reasons for collection failures include:

o Fear of vacancy.
o Failure to take a threatened action.
o Confusion of personal kindness with personal responsibility to the owner.
o Lack of diligence at all levels of administration.
o Failure to complete HUD certifications accurately or in a timely manner.
When a resident has had several 14-day notices in a short period of time, the Housing Manager may want
to consult with the Regional Manager in regards to the possibility of issuing a 30-day notice to terminate.
Keeping a resident with poor rent-paying habits takes entirely too much time and effort.

9.4

Evictions

Eviction is the legal process by which a resident has her tenancy legally terminated by the court. There are
no self-help evictions, meaning that, to evict a household, the Housing Manager must seek authority from
the court and cannot take this action on his/her own.
When deciding to evict a household, the Housing Manager must weigh the disruption that the resident is
causing the property against the time and costs of eviction. Once the process starts, the Housing Manager
should generally not cancel the eviction unless ordered by the court, or because a court settlement
agreement has been entered. Thus, by the time the Housing Manager has filed for eviction, he/she has
already made a determination about the seriousness of the behavior (or non-behavior), the costs involved,
the likelihood of success, and the impact of the outcome on other residents.
When a lease enforcement action requires formal eviction proceedings, the Housing Manager should
contact the attorney, who will advise as to the specific steps that should be taken.
Once a case has been filed in court, the Housing Manager should never accept rent from that household
without the Regional Managers approval.

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9.5

Legal Status Codes

Any tenant that is formally in legal status, i.e., the file has been sent to the attorney to be put on summons list
for eviction, should be coded in the system as SL. Additionally, any resident that is under a repayment
agreement (but not filed for eviction) should be coded as A. It is essential that the Housing Manager maintain
updated legal status codes so that the Agency can effectively monitor lease enforcement activity.

9.6

Charges

The Housing Manager is responsible for assessing damages and charges in accordance with the posted
schedule. While the maintenance personnel recommend charges (via the work order), only the Housing
Manager has the authority to impose charges. These charges must match the Agency-adopted schedule of
charges. Per HUD regulations, these charges will not appear (via the AMIS system) on the tenants
account until the month after which they have been assessed.

9.7

House Rules

The Housing Manager is responsible for posting House Rules for the property. These house rules must
be approved by the Regional Manager. In addition, the House Rules must be posted for a 30-day comment
period before they can be adopted. Resident council input into the formulation and adoption of these rules
is wise prior to posting.

9.8

Formal Resident Grievances

Residents have a right to a formal hearing if the resident disputes any Agency action or failure to act
involving the tenants lease or Agency regulations that adversely affect the individual residents welfare,
duties, rights, or status. Residents are not entitled to a grievance hearing for the following:

o Disputes between residents not involving management,

o Class grievances,
o To initiate or negotiate policy changes,
o Termination of tenancy based upon a residents creation or maintenance of a threat to the health or
safety of other residents or Agency employees, including drug-related criminal activity, or 72-hour
lease terminations, or

o Refusal to pay rent when due, unless the amount of rent charged is in dispute.
Any grievance shall be personally presented in writing to the management office so that the grievance may
be discussed informally and settled without a hearing. This shall be done by the resident within 14 days of
any dispute.
Once a discussion has been completed, management prepares and sends to the resident an Informal
Settlement of Grievance Hearing Summary within 5 days.
If the complainant is not satisfied with the proposed disposition of the informal grievance, she shall
request in writing a formal grievance hearing within 14 days of receipt of summary of discussion referred
above, specifying the reasons for the grievance and the action or relief sought. If the resident does not

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request a hearing, the Agencys proposed disposition of the grievance shall be final. Once requested by
the resident, the Housing Manager shall contact the Regional Manager for a hearing officer. Generally,
these hearings are arranged within three days of request and the decision of the hearing officer will be
made within 48 hours of the hearing.

9.9

Alterations to Unit

Residents shall not make alterations to the interior or exterior of the unit without prior written approval of
Management. Such unauthorized alterations include: changing or removing appliances, fixtures, or
equipment; adding paint or wallpaper; shelves, screen doors, or other permanent improvements; installing
washers, dryers, fans, satellite dishes, heaters, or air conditioners; aerials or antennas; carpet; locks; fences
or swimming pools (exterior). Residents should be encouraged to discuss this lease requirement with
Management if they have any doubt.

9.10

Disposition of Abandoned Property

Management may enter a unit for a reasonably necessary purpose after a seven (7) day absence of the
resident. Once entered, if the unit appears abandoned (for example, the removal from the unit of
significant amounts of furniture and belongings), management must send a seven-day notice of
abandonment, advising the resident that the unit appears to have been abandoned and that the lease will be
terminated effective seven days following the date of the letter. The notice should also state that the
abandonment of a unit is a serious threat to the health and safety of other residents. After the expiration of
the time limit set in such notice, management may regard the lease as terminated. If it is clear that the unit
is unoccupied, management may take possession.
The Agency may always remain liable for the wrongful conversion of a residents property if household
furnishings or personal effects are removed from the unit without consent of the resident or under the
authority of a court order. The law provides that a residents ownership of personal property does not end
when the lease is terminated. A resident is allowed under the law a reasonable amount of time to
remove personal property from the unit after the lease has been terminated.
The following list is the sequence of events that must take place when removing personal property from
empty units. It must be clearly understood that Agency personnel are strictly forbidden to take any items
left in a unit for their own use or to sell.

o The Maintenance Supervisor inspects the vacated unit and take pictures of every room.
o If during the inspection it is found that the resident has left behind any property, the Maintenance
Supervisor itemizes these items and attaches the sheet to the inspection report.

o The property must be stored for 30 days before being disposed of. If the resident claims the
property within 30 days, it shall be returned to the resident. Trash, or property with no value can
be disposed of immediately. Items should be disposed of in one of the following ways: (1) donated
to some charitable organization, or (2) taken to the city dump.

o Disposal of the property requires approval of the Regional Manager.

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Chapter 10
Security Programs
10.1

Overview

This chapter covers the general security of the property, as well as the elements common to a good
security program. Good property maintenance and lease enforcement will help considerably in this effort.
Clean, well-kept properties discourage criminal activity.
Regardless of what problems are experienced on the property, it is critical to eliminate drug activity for the
property to be managed in accordance with Agency goals. Because of the unique nature of the problem, the
Housing Manager should contact the Regional Manager to initiate discussions on how the problem will be
best handled, and what type of long-range plans can be implemented to remove the problem permanently.
Security guards are a last recourse since the cost and level of supervision of security staff is often greater
than the benefit. Building monitors, local security programs such a Neighborhood Watch, security lighting,
security door entry, and other such security measures are preferable. If security is a problem at the
property, contact the Regional Manager to determine how security issues can best be resolved and which
methods will produce the best results for the problems experience.

10.2. Security Program

Generally, a good security program addresses the following elements:

o Daily patrol of grounds

o Security equipment

o Graffiti removal

o Courtesy officer service

o Controlled vehicular access to the site

o Resident programs

o Restricted and assigned parking

o Partnerships with local law enforcement

o Lighting

o Photo identification for employees

o Signage
o Site, building, and unit access control

o Consistent lease enforcement

Each propertys security program will be governed by the needs at the particular property and the
budgetary resources available, as well as the source of funding.

10.3. Daily Patrol of Grounds

The Housing Manager shall patrol the grounds of the property daily, noting any signs of disordersuch as
vandalism, graffiti, broken glass, trash, etc.and taking actions needed to correct them.

10.4. Graffiti Removal

Graffiti shall be removed from the property within 24 hours. Keeping a property clean and orderlylooking is a deterrent to vandalism.

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10.5. Restricted Parking

The Housing Manager should ensure that both illegally parked and abandoned vehicles are removed
promptly from the property. The Housing Manager should also prohibit automotive repairs in parking lots
(oil changes, etc.). Additionally, the Housing Manager should adopt and enforce restricted parking rules,
as appropriate.

10.6. Lighting
The Housing Manager is responsible for periodically conducting night inspections of the property to
assure that all exterior lights are in working order. The Housing Manager should also discuss with the
resident organization, police, and others of the appropriateness of existing exterior lighting arrangements.
Strategic, vandal-resistant lighting will offer criminals fewer places to hide on the property, and will help
residents feel safer outside their homes at night.

10.7. Signs
Signs reminding residents of house rules, such as No Loitering and No Trespassing, should be posted
and enforced throughout the property. In addition, a good signage program (see Chapter 2) that results in
strong curb appeal is an indication that a property is well-kept and does not tolerate criminal activity.

10.8. Access Control

It is important to control access to the propertys site, building, and individual units. Unauthorized persons
should not have easy access to the site or residents living space. Attractive, sturdy, well-planned fencing
around the propertys perimeter, maintaining secured doors to multiple-unit entrances, and quickly
responding to residents reports of broken locks on the entrance doors of their units are among the items
that can restrict access. For buildings with entrances to multiple units, Housing Managers should
determine the feasibility of installing an intercom or similar call-up systems, if not already installed. The
Housing Manager should consider the most appropriate treatment given budgetary resources and other
needs. Whatever system is adopted, it is important to keep it in good repair.

Controlling Access in High-Rises for the Elderly

All high-rise buildings for the elderly have intercom systems at the entrance door, allowing guests to
ring the resident. The intercom systems are hooked up to the residents regular phone. Because these
phones are a required utility, they are part of the residents utility allowance calculation.
All high-rise buildings for the elderly also have card-access systems for residents.

Vacant Units
The Housing Manager should assure that all Not ready units are well-secured at all times.

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10.9. Security Equipment

Security equipment, such as closed-circuit television, shall be properly maintained at all times and checked
daily to ensure that equipment is in working order. The Housing Manager should, as necessary, include
equipment purchases and repair in the sites annual budget.

10.10. Courtesy Guard Service

In conjunction with the annual budget process, the Housing Manager should decide whether courtesy
guard service is needed and whether funds are available in the operating budget.
Hiring courtesy service is similar to procuring anything else for the property. The Housing Manager must
follow the required procurement procedures, as described in Chapter 11 of this report.

Monitoring Courtesy Guard Contracts

The Housing Manager should establish appropriate post orders for nighttime guard service when
management is not available to physically supervise the courtesy guard. These orders should include: what
the guard should do and when, and what report he/she should have ready for the Housing Manager at the end
of his/her shift. Guards should always be in uniform, wearing identification badges in an obvious and easy to
read place on the front of their uniforms. Typically, the courtesy guards travel through the property several
times between the hours of 6 p.m. and 8 a.m. They also check the doors at specified times, e.g., to lock up the
laundry at 10 p.m. and to check to see that all offices are secure. Additionally, most courtesy guard services
are authorized to tow a car parked in the fire lane or someones assigned space.

10.11. Resident Programs

Resident participation is one of the keys to successful security programs. The Housing Manager should
seek the input and participation of residents in developing a security plan. The Housing Manager should
also seek outside sources of funds for youth intervention and prevention programs that might assist with
crime reduction.

10.12. Law Enforcement

The Housing Manager shall establish close communication with local law enforcement and encourage
police officers to provide residents with activities (such as community policing) that will foster a good
relationship between them and law enforcement officials. The Housing Manager may want to work with
the officers assigned to their areas to encourage regular patrols throughout the development, and work
with residents to encourage cooperation with law enforcement efforts.

10.13. Tracking Crime

As required under PHAS, the Agency must maintain a system of monitoring criminal activity (arrests,
calls for service, etc.). Each time that the Housing Manager is notified of an arrest on the property, an
entry should be made to the electronic security log for the property. It is the responsibility of the Housing
Manager to take appropriate follow-up action in all cases and to update the security log accordingly.

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A crime file containing police reports of all activity in and, if possible, around the property, should be kept
and used in the development and modification of the security program as needed.

10.14. Photo Identification

All staff shall wear their photo identification badges at all times. Residents should be reminded only to
allow those employees with identification badges, worn visibly, to enter their units.

10.15. Lease Enforcement

Lease enforcement is critical to the success of any security plan. Damage or destruction of property,
engaging in illegal activities on the property, and failure to respect the privacy of other tenants and their
quiet enjoyment of the property are lease violations that directly affect security and safety on the property.
The Housing Manager should to respond to such violations quickly, fairly, and consistently.

10.16. Office Security

A security plan for a development should also consider security for the site office and maintenance shop.
Each office should be alarmed and fitted with proper security hardware.

10.17. Incident Reporting

All out-of-the ordinary incidents should be recorded on the Incident Report form and forwarded to the
Regional Manager within 24 hours of occurrence (see Chapter 2).

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Chapter 11
Procurement
11.1. Overview
This chapter explains the requirements and expectations of the Housing Manager in the area of
procurement or purchasing.

11.2. Ethics in Public Procurement

The procurement policies of the Agency prohibit any employee of the Agency from participating in the
selection of a vendor or the award of a contract, quote, bid or RFP if a conflict, real or perceived, would be
involved. Such conflict would arise when a financial interest in the firm selected is held by the employee,
his family, partner, or any organization that employs, is negotiating to employ, or has an arrangement
concerning future employment with any of the persons listed. The policy also prohibits employees
participating in the procurement process from soliciting or accepting gifts, gratuities, favors, and
kickbacks from current or potential vendors or contractors.
The Housing Manager shall ensure that all employees under his/her direction are fully familiar with these
prohibitions. Any employee who believes he/she may have an actual or perceived conflict of interest with
respect to a specific procurement, or who is offered a gift, gratuity, favor, or kickback by a vendor or
contractor, shall immediately bring the situation to the attention of the Regional Manager.
ETHI CS AND BUYI NG

Maintaining good relationships with your vendors in important. They can let you know about
new products, shortages, upcoming price increases, etc.

It is easy to become overly friendly and relaxed with vendors. Successful sales people are
usually fun to be with and to talk to. In working with sales people, buyers have to be conscious
of maintaining both positive and professional relationships with vendors. Because we have, or
are perceived to have, access to company purse strings, buyers may be more tempted to cross
certain ethical lines.

Vendors may bring freebees or gifts when they visit. If they offer a little bit of inexpensive food,
you can put it in the office to share. If they offer a free cup, hat, flashlight, or other token with a
logo, it is best not to use or wear the item, because it can appear that the Agency is biased
towards that vendor. Tell the vendor you are donating the item on their behalf. Ongoing office
perks, like regularly delivered coffee, cannot be accepted. You can always use the line, The
best gift you can provide us is great pricing and excellent service.

As a general practice, dont go to lunch with your vendors, particularly if they pay but even if
they dont. Buyers need to avoid even the appearance of bias, or that they may be willing to
accept gifts or perks that could affect their buying decisions. Dont worry about offending sales
reps. It is common for businesses to prohibit vendor lunches, both because it could create a
poor appearance and also so that staff who are purchasing goods/services are not receiving
benefits not available to other staff.

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ETHI CS AND BUYI NG

Never accept free tickets to games or shows, substantial gifts sent directly to your home or
other valuable items or perks. By accepting gifts, you risk the Agencys reputation as well as
your own. If you accept a gift or perk that you wouldnt want a manger or supervisor to know
about, youve probably crossed an ethical boundary.

Do not request or accept special pricing when buying items for yourself, if the special price is
due to the fact that you are an Agency employee. Dont advertise your position if you are not
buying for the agency.

11.3. Procurement Planning

Procurement planning is part of the annual budget process. Advance procurement means that goods and
services are in place when and where they are needed, at a competitive price, and within the resources
available of the approved operating budget.
In planning for a propertys annual procurement needs, the Housing Manager reviews (a) the unit
inspections, (b) work orders (completed and outstanding), and (c) the record of spending (materials,
equipment, services, etc.) of prior 12 months.
Once the budget is approved, the Housing Manager establishes a schedule for requisitioning goods and
services to ensure that goods and services are available when needed, but will not result in the stockpiling
of excess supplies or the lapse of services.

11.4. Authorization Levels

Subject always to availability of funds in the propertys budget, the Housing Manager has authorization to
spend up to $200 without approval from the Regional Manager. The Regional Manager then has
authorization up to $5,000 and the Director of Property Management up to $25,000. Amounts above
$25,000 must be approved by the Agency Director.
The above signatures (for amounts above $200) are recorded on the Purchase Order Approval Form, which
also serves as the documentation for the cost and price analysis (Exhibit 11.1>. Please note that this form is
presented to the appropriate levels at the time that the Housing Manager is ready to make an award, i.e., the
Housing Manager has already completed the steps outlined in this chapter, including the bid tabulation and
recommendation. The Housing Manager is not required to obtain approvals to solicit quotes or proposals;
however, no Housing Manager shall solicit quotes/proposals/qualifications for products for which there are
no funds budgeted or available or for which the work clearly will not be authorized.

Making an Award
When the Housing Manager receives quotes back, the vendor can be selected. How does a Housing
Manager choose a vendor? He should always make an award to the lowest, most responsible vendor. In
addit ion to the actual price, factors to be included in choosing the best vendor include:
1. Lowest delivered cost to the Authority

3. Reliability

2. Fastest delivery (if this is important)

4. References

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If your purchase is over $500, and you are recommending an award to anyone other than the lowest-priced
vendor, you will document your decision on the Purchase Order Approval Form.

11.5. Procurement Methods

The method used to ensure that the Authority obtains the most responsible and responsive offer in each
procurement action will depend upon the type and price of the procurement. While the Housing Manager
may initiate procurement at any level of expenditures supported by the approved budget and authorized
according to the procurement threshold requirements, the role of site staff will vary depending on the value
and type of procurement.
PURCHASE AMOUNT

PROCUREMENT METHOD

Less than $50.00

Petty cash. Require receipt from vendor. Receipt must be

attached to completed petty cash log/replenishment request.

$50.00 to $500.00

One reasonable price quote. Purchases of this nature should be

equally distributed among qualified vendors to assure
competition, if practical.

$500.00 to $2,500.00

Three quotes (fax, written, or e-mail). If three quotes cannot be

obtained, or is otherwise impractical, approval is required from
Regional Manager. Oral quotes may be obtained for building
materials and supplies but not for services.

$2,500.01 to $100,000

A minimum of three written quotes. Fax and e-mail quotes may

be accepted.

Over $100,000

Formal advertisement and sealed bid.

11.6. Technical Description and Specifications for Procurement

It is the responsibility of the site staff to put together the package of technical specifications that describes
the material, equipment or service being procured. When the item or service is relatively simple, e.g.
purchase 15 dead-bolt lock-sets, prune all the trees on the development, site staff may need no further
assistance from the Regional Manager.
The description of what is needed should be clear and concise. For commodities, writing the description
should be a straightforward process: if the employee writing the specification is unclear about
terminology, a standard catalog, or previously purchased item, can generally be used as a reference.
However, even relatively simple items can be complex to specify if an attempt is being made to match
things already in use on the site. Brand names cannot be specified without an or equal clause, so a
detailed technical and performance specification may be needed to assure receiving a matching item.
For services, there is generally no standard reference, and the employee should not assume that there is
general agreement as to what constitutes adequate performance. The specifications should include:

o a detailed description of the service to be performed

o the time frame for performance, e.g., within 4 hours of the emergency request, twice weekly
from April to October, whenever the grass is over 2" high

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o time estimate required to complete the task(s)

o who will supply the materials and equipment
o standards to be applied
o wage determination, where applicable (see below)
When the procurement involves major work on buildings structures, building envelopes or systems, an
engineering expert may be needed to prepare the specification and, when needed, plans. In this case, the
Housing Manager shall contact the Regional Manager. Examples would include elevator repairs,
replacement of a sewer lateral, or installation of new AC system in a community center.
All specifications are to be included in the standard Request for Quotes Form that is sent to potential
bidders <Exhibit 11.2>.
Tip: One of the most common ordering mistakes is ordering the wrong quantity or wrong unit of
measure. Be careful that you dont order a carton instead of an each. You can always order by
the each to be safe.
Tip: The better the description, the better the procurement. Dont ask for Mower Bags. Ask for
Grass Bags for Toro Mowers #8-2759.

Make sure the vendor knows that you want the price to include the price of delivery.

11.7. Cost and Price Analysis

For all purchases estimated to cost more than $2,500, the Housing Manager must complete an independent
estimate of the proposed cost prior to the solicitation of bids. For complex purchases, this estimate should be
prepared on the Cost Estimate Form. Also, once quotes/bids are received, the Housing Manager must
determine that the price is reasonable. Generally, receipt of quotes from a reasonable number of vendors
should be sufficient to establish price reasonableness (market forces). However, if sufficient competition is
not received, the Housing Manager will need to demonstrate through other means that the price is reasonable.
For smaller purchases, where no separate documentation is needed, the Housing Managers signature on
the purchase order testifies that the price received is considered reasonable.

11.8. Blanket Contracts (i.e., Pre-Established Contracts)

Before initiating any procurement, the Housing Manager should determine whether the goods or services
requested are already covered under an existing blanket purchase order or indefinite quantity contract. If
so, the price has already been determined to be reasonable and the vendor has already been selected;
therefore, pre-selected contracts for goods/services (blankets) should be utilized in lieu of solicitations,
unless the Housing Manager receives approval from the Portfolio Manager.
The Agency generally maintains blanket contracts on the following goods/services:

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SERVI CES
Cleaning vacant units (priced by
unit size)
Painting (vacant or occupied
units, common areas)
Flooring repairs (including
materials, priced by square foot)
Landscaping, yard maintenance,
and snow removal (priced by
specific task and frequency)
Elevator maintenance (per
elevator, annually with hourly
rate for skilled personnel)
Extermination (priced by number
of units and frequency)
Applicant screening (per
applicant)

MATERI ALS/ GOODS

Paint and drywall
Lumber rough and finish
Electrical, plumbing and
HVAC supplies

EQUI PMENT
Vehicles (State
contract)

Hardware; all types

Flooring
Appliances
General maintenance
materials

Boiler maintenance (per boiler,

per year)
Legal services
Audit services
Uniforms

The advantage of a blanket contract is that the Housing Manager does not actually need to procure the
work since that function has already been performed. A list of these blanket contracts can be found on the
shared drive and copies are distributed to all properties.
Blanket contracts are monitored and administered by a contract monitor. In most cases, the contract
monitor is the Director of Property Management. Blanket contracts represent a binding agreement between
the Agency and contractor. Going off contract is not permitted unless the contractor cannot supply
goods or services in a timely fashion. In this case, the contract monitor shall be consulted before any
action is taken.
If a Housing Manager is going to use a blanket contract, he should, for the purposes of the AMIS
computer, complete the same Purchase Order process as is done for any other purchase.

11.9. Section 3
Section 3, as explained in 24 CFR, part 135, specifically promotes economic opportunities for low-income
residents and certified low-income businesses. For work funded either with Operating or Capital Fund
proceeds, housing authorities must provide, to the greatest extent feasible, training and employment
opportunities to Section 3 residents and businesses.
In the area of procurement, the Housing Manager must make sure that, to the greatest extent feasible, the
Agency provides opportunities for qualified Section 3 firms. A qualified Section 3 firm is one that meets
the following requirements:

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o At least 30% of the firms employees are low-income, or

o 51% of the business is owned by residents, or
o The firm subcontracts with a Section 3 business concern for at least 25% of the value of the work.
The agency maintains a list of qualified Section 3 business concerns and also conducts regular outreach
efforts. Whenever the Housing Manager learns of another qualified vendor, the Housing Manager should
attempt to add that vendor to the qualified list.
In accordance with the Agencys purchasing policies, Section 3 does not apply to purchases:

o Of less than $25,000,

o Involving only goods and supplies (Section 3 involves only professional services or other labor
contracts).
For all contracts involving labor that are expected to be worth at least $25,000, at least one of the three
required quotes shall be requested from a Section 3 eligible firm (unless no Section 3 eligible firm is
available).
In all cases, the purchasing file should include documentation with respect to Section 3 efforts, including,
if applicable, explanations for why Section 3 eligible firms were not solicited.
Once a contract is awarded, vendors have a responsibility to provide opportunities to qualified Section 3
residents for any new positions created under this work. Sometimes, the contract may not result in new
hires (the vendor may simply be using a worker assigned to another job to complete the requested job).
Under these circumstances, the vendor will simply be asked to certify that no new positions are created
and no further responsibilities of the vendor in this area are required. However, if the work will require
new hires, the vendor will be expected to make good faith efforts to hire at least 30% Section 3
residents. A Section 3 resident includes any one of the following:
1. residents living in the housing development receiving the Section 3 funding;
2. residents of other Agency developments;
3. participants of HUD YouthBuild programs situated in the Section 3 location;
4. residents of neighborhoods in or around the property where Section 3 service or project will be
located; and
5. individuals in the area where the Section 3 project is assisted under the Stewart B. McKinney
Homeless Assistance Act.

11.10. Minority Business Enterprise Program

It shall be the practice of the Agency to actively support and promote Minority Business Enterprises
(MBEs), Womens Business Enterprises (WBEs), and Resident-owned Businesses (ROBs). A MBE is a
business enterprise that is fifty-on (51%) percent or more owned, controlled, and actively operated by one
or more persons who are classified as part of a racial or ethnic minority group or 51% or more owned,
controlled and actively operated by a woman/women.

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The following strategies will help a housing site accomplish the MBE goal:
1. Active participation in minority chambers of commerce functions
2. Regular interaction with City and State EEO office and associated vendor fairs
3. Actively contacting and including all qualified MBE/WBE contractors to the greatest extent
feasible.
4. Advertising within the local print media and insertion of business opportunities on Agency
website
The Agency compiles and maintains a list of local MBE/WBE/ROB companies that is maintained on the
shared drive. To the maximum extent feasible, the Housing Manager shall seek to include
MBE/WBE/ROB firms in each solicitation. The Housing Manager shall, where appropriate and feasible,
encourage majority firms to partner with minority firms.
Businesses can self-certify to their status; therefore you do not need to seek independent certification.
Business certifications are identified on the New Vendor Registration Form <Exhibit 11.3>.

11.11. Wage Rate Requirements for Maintenance Work

All maintenance contracts with a value of $2,000 or greater must pay workers prevailing rates as determined
by HUD for all maintenance classifications. These HUD-determined rates are issued each year on HUDForm 52158, posted on the shared drive. Prior to soliciting quotes, the Housing Manager must insert the
appropriate wage determination in the request for service.
A separate wage determination, known as Davis Bacon, is established for work that is classified as
construction (as opposed to routine or non-routine maintenance) and with a value that will exceed $2,000.
For these construction-related contracts, the Housing Manager shall contact the Regional Manager.

Exempted Contracts
The following contracts, as per HUD guidelines, are specifically exempted from these prevailing wage
requirements for maintenance:

o Extermination

o Unit and building inspections/testing

o Security guard service

o Copier/office equipment maintenance

o Dumpster/trash pick-up

o Vehicle service/repairs

o Alarm systems

o Vehicle maintenance

o HVAC (routine service/testing)

Process
To assure compliance with HUDs maintenance wage requirements, the Housing Manager should observe
the following:

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1. Manager determines if contract is applicable (i.e., it includes maintenance labor, is not specifically
excluded, and exceeds $2,000 in value).
2. Include with the bid or request for quotes both the HUD-determined wage rate from the HUD52158 as well as the Maintenance Wage Rate Contract Addendum. If the work includes a
classification not provided on the HUD-52168, the Manager shall contact the Regional Manager
for an appropriate classification.
3. The vendor is selected and signs, along with the purchase order or contract, the appropriate wagerate addendum.
4. Manager will conduct at least one (1) wage interview, (2) file review at the vendors offices, or (3)
require the vendor to submit certified payrolls for a random number of weeks to gauge
compliance.

11.12. Insurance
The successful contractor, before start of work, must submit a certificate of insurance, naming the Agency
as an additional insured. These mandatory insurance provisions are contained on the Request for Quotes
form (if a new vendor) or are part of the submissions included with the Vendor Registration Packet. In
general, each successful contractor must carry:

o General Liability: $1,000,000 per occurrence for bodily injury, personal injury and property
damage, and an aggregate limit of $2,000,000.

o Automobile Liability: $1,000,000 per accident for bodily injury and property damage.
o Employers Liability: $1,000,000 per accident for bodily injury or disease
o Errors and Omissions Liability (if necessary): $1,000,000 per occurrence and an aggregate limit
of $1,000,000.
If the contract involves motor vehicles or mechanized equipment for operations, then the contractor shall
provide Bodily Injury insurance as well.
If a Housing Manager uses a blanket contract for procurement, he can assume that documented insurance
standards have been met.

11.13. Codes and Laws

The contractor must agree that all work performed under the Agreement shall be in strict compliance with
applicable laws, codes, ordinances, rules, regulations, and requirements of federal, state, county and
municipal authorities. For example: OSHA requires contractors to have safety manuals on each work site.
If contractor performs any work contrary to such laws, codes, ordinances, rules, regulations, or
requirements, the contractor shall bear all costs arising or resulting there from.

11.14. Certifications and Permits

It is the responsibility of the contractor to have in his possession all applicable permits, licenses and other
certifications prior to commencement of work. The Agency may ask for all such documents prior to
executing a contract or awarding a Purchase Order.

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The Agency is never liable to the contractor for any work performed by the contractor that was not
covered under authorized certifications and appropriate and necessary permits.

11.15. Identifying and Soliciting Vendors

Vendors may be identified through formal/informal advertisement, through knowledge of qualified
vendors, or through the existing Agency vendor screen on AMIS.
Once a vendor is identified, the Housing Manager is responsible for checking all vendors against the HUD
Barred List (excluded parties) for eligibility by using the website www.epls.gov. The Purchase Request
Form contains a certification that the Housing Manager checked HUDs barred list before recommending
an award.
All first-time vendors must complete the New Vendor Registration Form.
Working w ith Sales Representatives
A great sales representative can make your week. A poor one can be frustrating, expensive, and a
waste of time.

Meetings: Plan for the meeting. Make a list of what the rep can do for you (within reason): for
example, product research. A sales rep may believe that the longer they talk to you, the
better it is for them. Control your time. Set a time limit and stick to it. Only meet when it is
beneficial to you. Vendors that come once a week may not be doing you a favor. Make a list
of good and bad incidents that have occurred with the vendor and inform the rep in a
professional and straightforward manner.

Be direct and fair about what you want and need.

Dont be convinced to buy products that you dont need just because they are new or an on
sale.

Dont think that you owe the vendor a sale if they have spent time working with you on a
genuine need. If you are worried, be clear to the rep that he/she may not get the sale, even if
they have spent time on it. This is part of their job. A good rep will know that service will pay
off in the long run.

Dont become so friendly with a vendor that you hesitate to work with a competitor.

Minority vendors also are identified through the Citys MBE/WBE Directory. Preexisting vendor lists
carry no guarantees a vendor is not on the barred list.
The actual solicitation will be issued on the Agencys standard Request for Quotes form. To this Request
for Quotes, the Housing Manager shall attach all required documents, certifications, wage-determinations,
etc., applicable to the procurement.

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Getting Quotes from Vendors

Once the vendor has been identified (for purchases under $500 that require only one reasonable quote), the
Housing Manager may either orally verify price and terms and then fax/mail to the vendor a Purchase
Order to confirm the purchase or, for more complicated purchases, provide the vendor with a Request for
Quotes form. The Request for Quotes Form includes all required language regarding insurance
requirements, payment procedures, etc.
For purchases over $500 where more than one quote is required, the Housing Manager will generally issue
to each potential bidder/respondent the Request for Quotes Form. The exception is those relatively simple
purchases of less than $2,500 where an oral quote is sufficient, e.g., supplies and materials. In these
instances, the Housing Manager will confirm the oral quote by sending to the vendor a Purchase Order.
All agency vendors have been instructed not to accept orders without a PO number.

Delivery Arrangements
The Housing Manager will need to work out delivery arrangements with vendors if there wont always be
someone at the site during regular delivery hours. It may be possible to specify a window of time for the
delivery on a certain day. Provide the vendors with a cell phone number of someone that they can call
when they are ready to deliver.

11.16. Vendor Registration

All new vendors must submit a vendor registration packet to Accounting. This packet includes:

o Completed W-9 form (Note: for vendors what are sole proprietors, the Business Name line must
be completed with the individuals name, which can be followed with the company name under
which they are doing business as.)

o New Vendor Registration Form

o Business License
o Proof of Insurance
o Contractors License (virtually all service providers with the exception of cleaners)

11.17. Justification of Award to Other than Lowest Bidder

When a contract is awarded, it must be awarded to the most responsive and responsible lowest bidder.
Selection of contractors is not based solely on the bidders cost proposal. However, determining factors
other than price must be stated in the request for bid/quote. Reviewers must also take into consideration
the work experience of the bidder as well as the quality of work. Reference checking is an important part
of the selection process.
An explanation/justification for selecting a bidder other than the lowest priced must be included with the
Purchase Order Approval Form. This information must also be maintained in the bidders contract file.

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11.18. Non-Competitive Purchasing

There are four types of non-competitive purchasing:
1. Emergency
2. Special Market Conditions
3. Sole Source
4. Only one quote/bid received
TYPE

EXAMPLE

Emergency:

A car hits a post holding up a deck and the post

needs immediate shoring to keep the deck from
collapsing. Maintenance figures that $3000 of
lumber is needed to shore up the post before a
contractor can come out and repair. Once getting
approval that this situation is an emergency,
you may purchase the lumber from the hardware
store w/o having to get 3 bids for lumber.

Defined as a situation where time is of the

essence in preventing serious injury to the
Agency or threatening the publics health,
welfare or safety. All emergency purchases
must be approved by the Regional Manager.

Special Market Conditions:

Defined as a situation where a vendor can offer
goods and/or services at reduced prices for a
limited time that cannot be reasonably matched
by another vendor; e.g. fire sale.
Sole Source:
Defined as goods and/or services are of such a
unique nature that only one vendor or company
can provide the goods and/or services.

Only one quote/bid received:

Can use the goods and/or services of the sole
respondent if it is reasonably shown that a resolicitation is not in the best interests of the
Agency.

Joes hardware is going out of business and

every item is half price for two days. You need
$2000 (at normal pricing) of lawn and garden
supplies and can obtain these items at Joes for
$1000, so you do not need to get three quotes.
Some of the sod for the grounds at a community
center is in need of replacement but in order to
match the existing sod, only Schmidts Sod
carries the specific product that matches your
specifications. You may purchase at Schmidts
w/o obtaining 2 other quotes for sod.
You send out 3 vendor quote sheets to replace
some fencing that was crushed by an Agency
dump truck. Only Garcia Bros. responds with a
quote. The fence is protecting the dumpsters and
is needed to be replaced ASAP and to try to get
other quotes would delay the installation of the
fence and the dumpsters are too tempting a
target for vandalism. You can buy the fencing
from Garcia Bros. because they can deliver and
install the same day.

Each of the above situations needs a memo to the file detailing the circumstances, conditions and results of
each transaction.
Emergency purchase orders are used when time is of the essence and loss of prompt and immediate action
may result in death or injury and/or significant property damage. The most common situation when

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significant amounts of emergency procurements occur is when the property experiences some sort of
disaster such as a flood or hurricane.
The Agency Directors approval is required for Emergency Purchase Orders (EPOs) meeting or exceeding
$10,000.
EPOs are not required if a blanket service or supply contract is in existence and fulfills the needs.

11.19. Executing the PO/Obtaining Approvals

Once the Housing Manager is ready to make an award (all steps have been completed, up to and including
the signature/approval of the Regional Manager on the PO approval form, as applicable), the Housing
Manager shall complete the PO on the AMIS system.

11.20. Notifying Vendors of Award

All vendors shall be notified of the results of the procurement, either by phone or letter.

11.21. Appeals from Unsuccessful Vendors

For purchases over $100,000, the Agency has a formal appeals process. Please refer to the Agencys
Procurement Policy. For purchases under $100,000, an unsuccessful vendor can request an informal
meeting with the Housing Manager.

11.22. Receiving your Goods or Services

Use the Declining Budget Worksheet to see which orders are overdue. Check the list regularly and call
vendors who are late in delivering. They could have a question about the order that delay filling it, the
product could be discontinued, or the item backordered. Its good to know before the need becomes an
emergency. Another reason: the Housing Manager may forget about an order, the product is back-ordered,
the Housing Manager doesnt realize it, orders again, and ends up getting twice the amount needed.
When an order comes in, find the packing slip that comes with the order (should be taped to the box, or
inside), check the packing slip against the items received and the Purchase Order. Mark what has and has
not been received on the packing slip or PO. Please CIRCLE each item on the pack slip and initial and
date goods received.
Tip: If your order is delivered and could be damaged (leaking or damaged boxes) you must note
that on the receiving documents. If you release the driver without this notification, you are
accepting the goods as is.

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The following table outlines possible problems with your order and how you might resolve them.
MI S- SHI P

SHORT- SHI P

BACKORDER

DAMAGES

Looks like

Wrong item listed

on the packing
slip. Wrong item
in the box.

Item shows on
PO but not on
packing slip. Item
not in box.

Items listed on
packing slip as
backordered or
b/o. Item not in
box.

Item/box arrives
damaged.

Fix

Call vendor. Tell

them if you want
right item
shipped, if you
want to keep
wrong item, or if
you want to
return wrong
item.

If you need item,

call vendor you
may be able to
negotiate no
charge for rush
service if their
fault. Make sure
you arent
charged for items
not received.

Decide whether
to wait for item or
not. If not, call
vendor and
cancel backorder.
You may want to
check on
expected delivery
date.

Decide whether
item is
acceptable as is.
Call vendor,
arrange for
credit/return or
credit/keep.
Always look for
damage when
boxes arrive from
shipper. Note
damage when
signing for
packages.

11.23. Record Keeping

Audits will be performed periodically by Agency finance and procurement staff to ensure compliance with
Agency and HUD regulations and to provide continuing education opportunities. Bid and Quote files with
associated documents, correspondence and purchase orders will be kept in a secure and accessible location
and are to be filed alphabetically. The following describes the composition of the file and its contents (not
all items will be required, depending on the nature of the work):

o Bid/quote package

o Insurance certificates

o Executed Purchase Order Approval

o Packing slips, receiving reports, etc.

Form

o Copy of cost estimate

o Wage Determination, if applicable

o Check for payment and close purchase

order when payment is complete

o Miscellaneous correspondence

o Notification Letters
o Contracts and associated documents
(including Notice to Proceed)

o Invoice copy
o Any other documents in support of
procurement

o Certified payrolls
o Payroll questionnaire, if applicable

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11.24. Internal Controls

The Housing Manager carries the primary responsibility for ensuring that all purchases made are part of an
approved budget, and that funds for purchases are available.
All Purchase Orders are coded with the account, project, and fund to which the proposed expenditures are
to be charged. Once the goods or services have been delivered, the receiving reports completed, and the
invoices paid, the expenditures are charged to the accounts indicated. Accounting will provide each
property a monthly Income and Expense report, indicating how much has been budgeted, and how much
expended, by account, project, and fund, in the preceding month and year-to-date. This report provides a
basis determining whether funds are available for future purchases. The Agency will conduct audits of
procurement procedures and purchases on a periodic basis.

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Chapter 12
Capital Programs
12.1. Overview
This chapter reviews the role and responsibility of the Housing Manager in capital planning and programs.

12.2. Capital Planning

Each year, the Agency is required to prepare and submit to HUD a five-year rolling capital plan. The
first year of the Plan (the coming fiscal year) is quite detailed, while years two through five simply list
work items and cost estimates. Likewise, each site is required to submit a five year capital plan. This plan
is generally submitted to HUD in mid-July. The role of the Housing Manager in this process is as follows:

o Conduct a physical needs assessment of the property;

o Hold one or more meetings with residents to identify needs and priorities;
o Update the propertys five-year rolling capital plan, taking into consideration resident comments,
using forms/instructions supplied by the Agency.
Additionally, as part of the annual operating budget process (see Chapter 1), the Housing Manager will
plan for non-routine expenditures that might normally be funded with operating funds.

12.3. Capital Fund Budget

Based on the annual planning process described above, the Agency will make determinations about the
amount and extent of projects to be funded through the Capital Fund. Generally, minor capital projects
will be undertaken by on-site personnel and major projects by the Construction Office. However, all work
to be done by the Construction Office shall be coordinated with the Housing Manager.

12.4. Procuring Capital Improvements

Capital work to be undertaken by site personnel (sidewalk repairs, installation of exterior doors, etc.) shall
be procured in the same manner as any other good/service (see Chapter 11). Most of the time, capital
projects are funded from the Capital Fund and not the Operating Budget and the Housing Manager should
make sure to use the proper fund code.
Although a more complete discussion is provided under Chapter 11, Procurement and Materials
Management, the following guidelines are included as a reminder:

o A scope of work should include the following:

o A very specific description of the work that is to be done. Depending on the type of project, the
Housing Manager may need help preparing this scope from an engineer or architect. In these
instances, please contact the Regional Manager. If specifications are vague, there can be
substantial problems at the end of the job when the contractor thinks he has completed the job and
you feel it is not done to your expectations.

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o If the contractor is providing the materials, the required materials should be specifically detailed.
o If the property is providing the materials, that too should be specified.
o Language that informs bidders of the time allowed for completion of work and that there will be
specific remedies if agreed upon timelines are not met.

o That all tools used or maintained at the property are to be secured at all times to prevent possible
injury to residents or guests at the property.

o That the job site is to be secured at all times to prevent possible injury to residents or guests at the
property.

o Who (typically the contractor) will be responsible for obtaining all permits required for the job.
o Who (typically the contractor) will be responsible for disposing of all waste resulting from the job.
o Acceptable work hours. You want to make sure that work is not too disruptive to your residents
and that the contractor is willing to complete the job within the hours that you specify.

o The appropriate wage-rate classification (either HUD-determined wages for maintenance or

Davis-Bacon for Construction). Please contact the Regional Manager for the appropriate wagerate classification for the work to be done. Also, be reminded that it is the type of work, and not
the source of funding, that determines whether the appropriate wage schedule is routine, nonroutine, or construction.
Once the scope has been prepared and approved by the Regional Manager, it should be included with the
Request for Quotes. The Request for Quotes should detail when the bid is due, where the bid is to be sent,
and who the bid is to be submitted to. If the value of the work will exceed $100,000, formal bids are
required and the procurement will be handled by the Director of Property Management or other designated
contracting officer.
The Housing Manager shall maintain a generate a bid tracking log. The log should include the names,
phone numbers, and other pertinent information for each contractor that received a bid request. The log
should note when the bid packages went out and when the completed bids are returned.
Once all bids are received, they are all reviewed carefully to make sure that they were done per
specifications. Bids that do not match the scope should be rejected. If any of the bidders noted an
important item that was omitted from the scope, the scope should be modified and all bidders given a
chance to adjust their bids.
After all bids are finalized, a contractor can be selected. More than cost often goes into making the final
choice, and all bids should be reviewed carefully by the Regional Manager, Housing Manager, and
Maintenance Supervisor.
The selected contractor should be contacted immediately and a meeting should be scheduled to discuss final
contract terms and conditions. Unsuccessful bidders should be sent a letter thanking them for their bid and
notifying them that another contractor was chosen. It is important to maintain positive communication with all
contractors as you, or other Agency properties, may want to ask them for a bid again in the future.

12.5. Modifications to Physical Plant

No modifications to the physical plant shall be conducted without the approval of the Regional Manager.

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12.6. Capital Work Funded through Resident Councils and Other Bodies
On occasion, resident groups and other outside parties may receive funds for capital improvements to public
housing for example, the expansion or renovation of a day-care center. While, in these cases, the Agency
does not procure the services, the work must nonetheless be authorized by the agency. No work of a capital
nature shall be performed on a Agency property without receiving approval from the Agency Director and
that includes a legal contract between the Agency and the entity regarding quality of work, supervision of
work (Agency will not supervise the work but wants to assure quality completion), insurance, etc.

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Chapter 13
Personnel
13.1. Overview
This Chapter covers personnel.
Note: The Agency does not recognize any offers of employment that are not made in compliance with the
hiring procedures contained herein.

13.2. Supervisory Responsibility

o The Housing Manager is responsible for the overall performance of the property and directly
supervises all administrative staff and the Maintenance Supervisor assigned to the property.

o The Maintenance Supervisor supervises the maintenance staff assigned to the property, but is
supervised by the Housing Manager.
The Housing Manager is responsible for ensuring that staff receive the training necessary to properly
perform their tasks and fully comprehend Agency policies and procedures that are directly associated with
their work.

13.3. Recruitment, Posting, and Filling Personnel Positions

The Housing Manager is responsible for making sure that his property is appropriately staffed. During the
budgeting process, the Housing Manager identifies and recommends budgets for permanent staff
(administrative and maintenance) at the property. If the approved budgeted positions are vacant or become
vacant, the Housing Manager shall post and fill the position in accordance with the instructions below.
For any permanent position that is not included in the budget, the Housing Manager must get approval
from the Regional Manager before filling the position.

Posting Job Announcements

A copy of all property management job descriptions can be found on the shared drive. The Appendix
contains several sample job descriptions. <Exhibit 13.1> To fill a budgeted position, the Housing
Manager shall prepare a Personnel Action Request (PAR) to post the position, which will then be
approved by the Regional Manager and forwarded to Human Resources for informational purposes. Once
approved, the Housing Manager shall post the position for a mandatory five business days for in-house
staff (referred in the collective bargaining agreement as job-bidding). To comply with this posting
requirement, the Housing Manager shall fax a copy of the recruitment to all site offices and to the central
office job board the posting shall include opening and closing dates.
Following the internal posting, if sufficient qualified candidates are not available in-house, the Housing
Manager shall post the position outside the Agency. The Housing Manager shall ensure that all job
announcements for openings at his site are posted in accordance with bargaining agreements. Postings shall
be prominently displayed in the public areas of the housing development, and published in local multi-

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cultural newspapers and publications and radio. Such announcements should be displayed or published for a
minimum of two weeks. The exception to this timeframe is an emergency situation that necessitates that a
specific position be filled immediately. If the Housing Manager determines an emergency exists, Human
Resources must be consulted prior to deviating from the above referenced process.

Filling Vacant Positions

It is the Agencys policy to hire and promote individuals who best meet the requirements of available
positions and who have the best potential for advancement. It is the Agencys policy also to provide Equal
Employment Opportunity in full compliance with all applicable laws.
In keeping with this policy, the Housing Manager will make decisions regarding applicants for
employment, recruitment, hiring, training, transfer, promotion, pay, benefits, lay-off, demotion, or
discharge without respect to race, color, religion, sex, national origin, age, or disability.
Once a position has been posted for the appropriate period, the Housing Manager shall screen all
applications and interview the most qualified candidates. When the final three candidates are determined,
the Housing Manager shall present the top three candidates, in order, to the Regional Manager, who may
determine if secondary interviews are necessary.
Once approval is received from the Regional Manager, the completed Personnel Action Request is
forwarded to Personnel to schedule the drug-testing, etc.

Temporary Employees
A temporary employee is hired for a specific period of time, less than one (1) calendar year. Often,
temporary employees are hired to temporarily substitute for the absence of a permanent employee. The
Housing Manager must receive approval from the Regional Manager for use of any temporary employees.
(Please see collective bargaining agreement regarding unit work and temporary employees.)

Complying with Section 3 of the Housing Act of 1968

In accordance with Section 3, the Housing Manager shall, to the maximum extent feasible, seek to hire
Section 3 residents for permanent positions (see Chapter 11, Procurement). The Agency has a goal that
30% of all new hires be Section 3-eligible.

13.4. Drug Testing

The Agency does not tolerate any drug or alcohol use that could endanger the health and well-being of its
employees or residents or threaten its reputation.
If the Housing Manager suspects that an employees work performance or on-the-job behavior may have
been affected in any way by alcohol or drugs, he may require the employee to submit a urine and/or blood
sample for alcohol and/or drug testing. Please refer to the Agencys personnel policy for disciplinary
action to be taken based upon the outcome of the drug test. Due to potential legal issues, any referral of an
employee for the above referenced testing will require notification and consent of the Human Resources

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13.5. Dress Code and Uniform Policy

All Agency administrative staff are requested to present a neat and business-like appearance and manner at
all times. Maintenance staff are issued a set of uniforms to wear while on duty (see collective bargaining
agreement). These uniforms are to be maintained in a neat and presentable appearance by the employee.

13.6. Training
As part of his supervisory responsibility, the Housing Manager shall ensure that all new employees receive
proper formal and informal training necessary to perform their job. In addition, the Housing Manager
shall ensure that all new employees attend an Agency orientation to familiarize themselves with Agency
policy and procedures regarding employee conduct, payroll, employee benefits, safety rules, etc.

13.7. Beepers and Communications

As a matter of practice, the Housing Manager is assigned a cell-phone, which is then given to the person
assigned to be on-call. Additionally, walkie-talkies are assigned to the maintenance staff during the day,
with one also assigned to the management office.
Employees should use the communication systems provided for Agency business only.

13.8. On-Call Status

On-call employees (for after-hours emergencies) are assigned in accordance with the instructions in
Chapter 8, Maintenance.

13.9. Attendance Reports

The regular work week for full-time employees generally consists of 40 hours, five days a week, Monday
through Friday, from 8:00 a.m. to 5:00 p.m., with one (1) hour allocated for lunch. Per the Agencys flextime policies, the Housing Manager, with the approval of the Regional Manager, may change these hours
to better suit the needs of a particular housing development. Employees will be scheduled a lunch period
by their supervisor in a manner that is not disruptive to housing operations.
All employees are expected to meet their regular work schedule and must report attendance and hours
worked on a daily basis. A time sheet must be completed each day reflecting start work, lunch out, lunch
return, and ending work time. Excessive absenteeism and/or tardiness will not be tolerated. Supervisors
will review time sheets and/or time cards regularly to determine the frequency of absence and tardiness.

13.10. Overtime
The Housing Manager must authorize, in advance, all development overtime based on allocated site budgets.
Housing Managers shall utilize Agency overtime authorization forms to document the overtime approval
process. The Housing Manager should plan work to avoid the need for overtime, in general, but also to
assure that no employee exceeds these overtime limits. Whenever there is an after-hours emergency, the
Housing Manager should examine the completed work order when he returns the following morning.

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13.11. Leave of Absence

The Housing Manager is responsible for approving all leaves of absence, ensuring continuous service to
the property.

13.12. Payroll Records

The pay periods for all employees is based on the calendar week. All employees, except those covered by
union agreement, are paid on a weekly basis on Friday. The Housing Manager is responsible for ensuring that
the proper paperwork is turned into Payroll in a timely manner. Time sheets are to be filled out each day for all
hourly, non-exempt employees. Salaried employees are to report time off during pay period on time sheet.

13.13. Disciplinary Action

The Agency uses progressive discipline and copies of all disciplinary actions must be forwarded to Human
Resources. Progressive discipline steps are found in the Personnel Handbook. When an employees
performance is unsatisfactory, the Housing Manager/Maintenance Supervisor is responsible for taking
corrective action, up to and including recommendation for termination. The standards are set forth in the
personnel policy, department rules, safety and health regulations, federal and state laws as well as the job
description. Agency policies require additional sign-off by Human Resources in the event of proposed
suspension or termination of any employee, and said policies must be followed. Additionally, discipline
of employees covered by union agreement must follow Agency policies and union contract requirements.
All personnel actions related to union members must be referred to Human Resources for assistance prior
to taking any action against a union employee.
All violations against Agency policies shall result in corrective action. The Agency will not tolerate acts
that are unprofessional.
All disciplinary actions above a record of counseling must be approved by the Regional Manager.

13.14. Annual Performance Reviews

The Housing Manager assures that all Agency employees (excluding contract employees) receive annual and
semi-annual performance evaluations. If a maintenance supervisor is on staff, he completes the evaluations of
the maintenance staff; however, these evaluations are reviewed and signed by the Housing Manager.
The Housing Manager and Maintenance Supervisor will evaluate staff performance in the areas of
productivity, initiative, dependability, communication and cooperation, job knowledge, and needed
improvement. The purpose of the performance review is to evaluate how the staff member has performed
his job during the review period, plan how to develop and improve the staff members skills for the future,
and reach agreement on goals and objectives for the coming review period.

13.15. Salary Schedules and Compensation

Salary schedules and compensation are established by the Agency and approved by the Board of
Commissioners. The Housing Manager should not take any action that would be construed to indicate that
he can establish compensation levels.

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13.16. Reclassifications
Reclassifications can only be approved by Human Resources. If the Housing Manager feels that an
employees position should be reclassified, the Housing Manager completes a formal request for
reclassification and forwards it to the Regional Manager, for eventual approval by Human Resources.

13.17. Employee Files

Other than time-sheets and non-confidential material, all other personnel files should be maintained by
Human Resources.

13.18. Posting of Minimum Wage, Worker Safety, and EEO Signs

By state and federal law, notices of minimum wage, worker safety and EEO signs are to be posted in a
conspicuous place at the workplace.

13.19. Accident/Injury Reports

The Housing Manager should be notified immediately if:

o an employee is injured (no matter how slight the injury may be);
o an employee become ill as a result of his/her work;
o an employee becomes aware of any work hazards.
Any employee involved in an accident must be referred to for treatment and/or screening. Human Resources
must be immediately notified if employees are involved in any accidents. If an employee suffers an injury on
the job, she/he is required to submit a written accident report within 24 hours of the injury.

13.19.1. Time Clocks

All maintenance staff shall use time clocks to record when they reported to and left work each day.

13.19.2. Employee Orientation

The Housing Manager shall make sure that all new employees are provided with an orientation, which, at a
minimum, shall include the following:

o Agency mission

o Work rules, hours, performance standards

o Safety techniques

o Personnel policies

o Job responsibilities/job description

13.20. Travel Expenses

In general, travel at property or Agency expense may be authorized for property business, training, or
company business, only by the Regional Manager. Please see Employee Handbook for reimbursement of
travel expenses and related requirements.

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Mileage reimbursements request forms are available on-site and should be submitted monthly.
Any traffic tickets or moving violations are the responsibility of the employee. The Regional Manager will
authorize which employees, if any, are authorized to travel. All employees authorized to travel on property
or on Agency business must have provided the Regional Manager with proof of current insurance
coverage when using their personal vehicle in order to be eligible for mileage reimbursement.
All expense reports must be presented to the Regional Manager for approval. All receipts must be attached
and documented on the report. Once received in Accounting, the expense check will be issued on the next
check run for the property.

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Chapter 14
Risk Management and Safety
14.1. Overview
The overall mission of the risk management and safety program is to assure, as much as practically possible,
safe and healthful working conditions for all workers and safe living conditions for all residents. Certain
safety instructions are contained herein but can also be found in the Agencys Risk Management Manual.

14.2. General Loss Prevention Strategy

There are several ways to reduce incidence of loss, and they all start with proper maintenance of all
common areas, reported maintenance requests, and exteriors. Do not, for example, allow a hole in the
parking lot to go un-repaired simply because the weather will not permit proper repair. Sand, or some
other similar material, can be poured into a hole for the time being. Failure to seal or put ice melt on stairs
when it is a common maintenance practice at the property can also be grounds for a suit if an individual is
injured while using untreated stairs. Attempts to put ice melt down, when done inadequately or
sporadically, can also result in a claim if someone is injured falling down. The majority of claims against
housing agencies are slip-and-fall claims.

14.3. Notice/Signage
All site offices will post a sign, and advise residents upon move-in, that all property damage or bodily
injuries must be reported to the Housing Manager within a 24-hour time period following any incident.
Although this requirement may not be met by the resident, and failure to notify management will not void
a claim in and of itself, making required notification a part of the rental policy at the property will
definitely be to the propertys advantage in disputing claims made.

14.4. Reserves Against Losses

On occasion, the propertys insurance agent, or the insurance company itself, can be available for
presenting seminars and question/answer sessions for site staff that wish to know more about preventing
losses. Additionally, the insurance agent will periodically provide the Housing Manager with a loss run on
all properties. The loss run lists all pending or completed claims against each policy. In each pending case,
a reserve fund is set aside for the worst-case scenario, a full settlement on the claim. Once settled, the
reserve is closed, and the exact amount of the loss recorded on the loss run.
Any property experiencing a loss or holding monies in reserve in excess of 30% of the annual premium
during any quarter for a particular policy coverage, e.g., property, liability, or auto, will be required to
provide the Regional Manger with a plan for reducing incident of losses for the property, consistent with
the type of losses being claimed or paid.

14.5. Drugs/Security
Drugs and security are also large potential liability issues. Each Housing Manager should be aware of the
eviction process in connection with drug-related evictions. Under no circumstances should known drug
users or dealers be allowed to reside in the complex if there is any legal way to remove them. Further,

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Housing Managers will have to develop programs, or work with local service and law enforcement
agencies to deter drug use, or other security problems on site. Please see Chapter 10, Security Programs.

14.6. Monthly Safety Meetings

Each community should schedule a specific day of the month that the entire staff gathers to discuss a
safety topic. The Agency will assign a topic to be discussed in the monthly newsletter/corporate calendar.
It is the responsibility of the Housing Manager to assign this topic to a staff member who will disburse
pertinent information at the meeting. A copy of the notes and log with each employees signature should
be kept in the binder for future reference.

14.7. Sound Safety Practices

Electrical Safety
All electrical tools and equipment shall be maintained in a safe condition and checked regularly for
defects.

o broken or damaged tools shall not be used until they have been properly repaired.
o temporary power shall be supplied with Ground Fault Circuit Interrupters (GFCI), plugged into a
GFCI-protected power pole, a GFCI-protected generator, or GFCI extension cord to protect
against shocks.

o ladders, scaffolds, equipment or materials never come within 10 feet of electrical power lines.
Personal Protective Equipment
Workers shall wear appropriate safety equipment.

o Ear muffs or plugs shall be worn by workers using high noise-level power equipment such as
grinders, jackhammers, impact wrenches, mowers and leaf blowers.

o Any time workers are around machinery or moving equipment, including hand tools such as
hammers, workers shall wear goggles or safety glasses with side shields; proper tinted eye
protection should always be used around welding equipment.

o Respiratory equipment is required in toxic atmospheres, where spraying is done in confined

spaces, or where heavy cleaning dust or noxious gases are present.

Elevator Safety
All elevators in buildings owned by the Agency are under maintenance contracts with an elevator
contractor. Safety rules for cleaning of the elevator pit, and procedures for personnel trapped in a
malfunctioning elevator, can be found in the Risk Management Handbook.

Asbestos
Depending on the age of construction, asbestos was once used extensively in building materials in general
and, to a great degree, as insulation for steam and hot and cold water piping. Asbestos cement wall and
roof panels, and asbestos -containing floor tiles, were popular because of their fire-resistance.

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Asbestos fibers may cause asbestosis, an accumulation of fibers in the lungs; lung cancer; mesothelioma,
or cancer of the abdomen lining; and/or gastrointestinal cancer. Property staff should not attempt to touch
or remove piping insulation whose material makeup is unknown; this work should be referred to a
qualified contractor familiar with asbestos work.

Lead Paint
Buildings generally constructed before 1978 often contain lead based paint (LBP) and, as the landlord of
such buildings, the Agency has a responsibility to ensure the residents are notified of the hazards
associated with lead and actions they can take to minimize them. In addition, the Agency has a
responsibility to take certain actions around LBP on a periodic basis. Please refer to the Maintenance
Reference Handbook for the following:

o Procedures for Complying with Lead Paint Abatement Notice(s) and Structures Housing Elevated
Blood-Lead Level Children; and

o HUD Form 52951, Watch Out for Lead Paint Poisoning.

14.8. Materials Safety Data Sheets (MSDS)

A MSDS binder shall be maintained in the maintenance office.

14.9. Comment
The support and dedication of management (Housing Manager, Maintenance Supervisor, other staff) to
workplace safety is the single most important factor in making the safety program successful. Supervisors
are in the best position to prevent accidents; they see the workers and the workplace every day and are best
able to anticipate potential problems. The supervisor is often the most experienced staff members, and can
therefore provide the necessary training for the other employees. Promoting safety awareness and
education is an important part of each supervisors job.

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Safety Enhancement Methods

Method

Examples
Conduct Regularly-scheduled training of employees

Participate in Safety Training

Provide specialized training on specific problems

Conduct formal orientation program

Indoctrinate New Employees

Distribute written handouts

Review safety rules/policies
Document training
Explain rationale of rules and policies

Enforce Safety Rules/Policies

Provide verbal warnings

Document violations in employee file
Monitor workplace and employee work habits
Use safety as one element in employee evaluation
Encourage workers to report existing hazards and incidents

Encourage Employee
Participation
Conduct Internal Safety
Inspections

Increase Supervisor/Employee
Safety

Collect information on hazards, near-misses, and unsafe

conditions/ practices from experienced employees

Institute a formal program with guidelines

Utilize checklist procedure

Conduct frequent (monthly) inspections

Report results to management
Utilize positive reinforcement
Conduct employee safety sessions
Integrate on-the-job and off-the-job safety programs
Make job safety analysis a team effort

Promote Safety Climate

Set the example

Select safety posters
Distribute folders and brochures
Support reward incentive programs
Conduct safety contests

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Chapter 15
Energy Conservation
15.1. Overview
Utilities account for a large percentage of the Agencys operating budget; hence, it is important to monitor
their costs closely and to undertake conservation efforts. This chapter reviews the expectations of the
Housing Manager with respect to utility monitoring and conservation.

15.2. HUDs Utility Funding

PHAs are funded for utility costs based on historical consumption patterns (essentially, a three-year
rolling base). Unlike prior years, HUD no longer reconciles the projected funding amounts with
actual consumption and utility rates at year-end.
The Housing Manager should be familiar with the utility subsidy calculation for his property and
extra diligent with respect to monitoring utility consumption. Further, as a result of the above rules,
the Housing Manager should not assume that, when utility costs are running less than budgeted
amounts, those savings can be used to cover other needs. On a case-by-case basis, the Regional
Manager may determine that savings in budgeted utility expenses will be carried over as a reserve
against increases in utility costs in the following year.
Purely with respect to HUDs calculation of the rolling base, utilities include the following: heating oil,
gas, electric, and water/sewer. The rolling base does not include repairs, maintenance, or labor. It also does
not include trash collection (which some management companies treat as a utility expense).

15.3. Invoicing
Because of the short turnaround time, and the late penalties that can be assessed, all utility bills are sent
directly to Accounting for payment. As bills are received, Accounting logs both costs and consumption
into the utility spreadsheet for Housing Managers to monitor (see below). A copy of the bill is then
forwarded to each property.

15.4. Utility Monitoring

The Housing Manager is responsible for monitoring utility costs and consumption. Each month, the
Housing Manager should review cost/consumption trends with the Regional Manager during the regular
monthly performance review meeting.

15.5. Capital Planning

During the annual capital planning process, the Housing Manager should make recommendations for
improvements/upgrades to the utility systems consistent with the observed patterns of utility
expenditures/costs.

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If appliances or fixtures are scheduled for replacement, be sure to specify energy efficient or utility
conservation items. For example, converting to low-flow shower heads and commodes saves both water
and sewer charges.

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Chapter 16
Computer Operations
16.1. Equipment and Software
All computer equipment and supplies at your community are the property of the Agency and are to be used
only to conduct Agency business.
Each community has the following computer equipment.

o A PC for all administrative staff.

o A combination copier/laser printer.
o A laser work order printer.
All Agency PCs have the same primary software applications installed, as determined from time to time
from by the Agency.
No unauthorized software is ever to be installed on any Agency computer without prior permission from
IT. IT may remove unauthorized software immediately without warning if they encounter it.

16.2. Repairs and Service

No alterations or repairs are to be made to Agency hardware or software without prior authorization from IT.

16.3. Computer File Storage

IT provides secure network storage for all users. A brief description of the standard drives available on
Agency systems and their contents are as follows:
C: Drive This is the local drive; that is, it is inside the computer currently in use.
A: Drive This is the diskette drive on the front of the computer currently in use. It may be used to
save small files. Please remember that the removable diskettes used by this drive are magnetic media.
They may be damaged by sunlight, heat, cold, or magnetic fields such as the speakers on your desk, in
your car, or inside your cell phone. Any Agency files they contain are considered confidential, and it
is your responsibility to secure them against any unauthorized access.
P: Drive This is a network drive. The files here are actually stored on a large server located in the
central office, and are backed-up nightly by IT. This drive is to be used for documents and
information intended for Agency-wide consumption. Please do not use this drive for sensitive or
personal information.
Z: Drive This is the personal network drive. It can only be accessed by the Housing Manager and IT.
The Director of Property Management may access this drive only after first submitting a written or e-mail
request to IT. The Housing Manager may store what he likes there. Do not delete the folder named
profile stored here, as it contains all the information about desktop settings and printers, and all the My
Documents files. This drive is also located on the central office server and is backed-up nightly.

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Please use the My Documents folder when storing files that do not need to be accessed by others. This
folder is specially designed to copy your files from the server to the PC youre working on at start-up, and
to synchronize your files and copy new files or versions back to the server on shutdown. This provides
fault protection so that if your PC fails, you will not lose all your documents.

16.4. E-mail
o E-mail is a primary means of business communication at the Agency. It is your responsibility to
check your e-mail at least three times a day no exceptions.

o No Agency-wide e-mails are allowed.

o Please follow the normal chain of command in forwarding e-mail to Agency employees.
o Your e-mail storage is limited to 100MB. Users will be issued a warning when their mailbox size
reaches 92MB, and their mailbox will be closed to incoming or outgoing mail at 100MB. This block
will remain until the user removes enough e-mail messages to bring them below the 100MB limit.

o Agency e-mail services are to be used only for conducting Agency business. You may not receive
regular advertising or other messages through mailing lists that are not directly related to the Agency
or the business of public housing. Your Agency e-mail address should not be given out as a means
of contact to businesses, groups or individuals not involved in Agency business.

16.5. Scheduling
The Calendar application software may be used for both community and personal scheduling.

16.6. Help Desk

When computer problems arise, please call the IT Help Desk. IT will open a work order and assign it a
priority according to Agency needs. Users may also e-mail the IT group or Helpdesk to report a problem,
or to request business-related technology services or information.

16.7. User Computer Access Form

Any person who wants to access the Agency network or use agency computer equipment must have a login and
password. It is a violation of Agency policy to share your login and password with anyone, including your
supervisor, or to log in for another user. These violations are subject to disciplinary action as stated in the
Agency Policies and Procedures manual. User access forms can be obtained by clicking on the IT link at the
Agency Intranet location. You may also call the Help Desk and IT will e-mail you the appropriate form.

16.8. Training System Access

IT provides an AMIS training system that can be used for practicing AMIS skills or experimenting with
new ways to use the software or process information. This system contains a copy of the data in the actual
production system, and the data is refreshed approximately once every quarter. In order to use the training
system, ask your supervisor to e-mail a request to IT to send you a training system login and password and
instructions on how to access the system.

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Chapter 17
Tenant Accounting
This chapter sets forth the procedures to follow for Housing Managers in the area of tenant accounting.

17.1. Overview of the Tenant Accounting System (TAS)

The Agency uses a computerized management system to handle all of the tasks and duties involved with
tenant accounting, including rent collection, resident charges, and rent determination. The computerized
system links the housing developments with the central office. This system allows for the electronic
storage of accounting records for current and previous Agency tenants in a central location.
Each site office has a computer terminal that allows Agency personnel to access, input, modify, and print
tenant account information on tenants liv ing at their specific development.

17.2. Leasing of Units: Rent Set-Up

This section covers the accounting aspect of leasing units to tenants, including rent set-up and security deposits.

New Residents
For a new resident, the Housing Manager must complete the New Resident screen in TAS, which
requires basic information on the household, unit assigned, rent, etc.
Security Deposits
Security deposits ($75 per bedroom) are collected at the time a new resident rents an apartment and these
deposits are considered to be refundable as long as all aspects of the residents rental agreement are
adhered to. The monies are to be deposited and held in a trust account, which is separate from the rental or
operating account. Deposits are included in the normal operating account deposit. Accounting will transfer
the appropriate amount into the trust account monthly.
If your property allows pets, a refundable pet deposit is appropriate (consult your Regional Manager). In
these circumstances, a separate pet agreement is executed (see shared drive).

Transfers
All transferring residents must have their accounts paid in full, including all rent, retroactive rent,
maintenance charges, court costs, and eviction costs, before being transferred. This requirement applies to
both transfers within a development and from one development to another development. The Housing
Manager should move out the resident from the existing unit and enter the family as a new resident in the
new unit. The tenant will retain her former client number.
If transferring tenants have already paid a security deposit on a previous lease, the Agency will not require any
further security deposits. Any time a resident transfers to another unit, a new lease is completed and signed, and
a new account number is assigned to the resident with the old information transferred over to the new account.

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17.3. Move-out
The Housing Manager shall enter all move-outs in the move-out screen of the TAS module. The computer
will automatically enter a 7-day projected ready date. If it is expected that the anticipated ready date
will be different from this date, the anticipated ready date must be manually entered.

17.4. Unit Status Codes

The Housing Manager is responsible for maintaining accurate unit status codes on TAS. The approved
codes for vacant units are:

Code
A
C

Category
Administrative Unit
Casualty Damage

Disaster

Modernization/Rehabilitation

L
M

Litigation
Changing Market Conditions

R
S

Make Ready
Special Use

Vacant

Description
A unit off-line and used for administrative offices.
A unit vacant due to pending insurance claim (HUDapproved).
A unit vacant due to natural disaster (HUDapproved).
A unit vacant as a result of approved modernization
program.
A unit vacant due to litigation (HUD-approved).
A vacant unit due to changing market conditions
(HUD-approved).
A vacant unit being prepared for occupancy.
A vacant unit used for resident services, resident
organization offices, and related activities (HUDapproved).
A unit that is ready to be leased.

17.5. Rent Collections

The Housing Manager is responsible for collecting 100% of the rent that is due each month. Rent is due
and payable on the first business day of the month, late on the second, and, if not received by the end of
the 5th business day, a late fee of $10 is assessed on the 6th business day. An additional fee of $15 is
assessed if rent is not paid by the 10th . (Late fees are done automatically by Accounting after confirming
that batches and deposits are current see below.)
Rent payments may be in the form of a check or money order (cash is never accepted at the site) and all
receipts are to be deposited in the bank daily, regardless of the amount.

Preparing for Rent Collection

Generally, Accounting posts the rent roll around the 28th of the month for the following month (refer to
Agency Calendar). Once posted, the Housing Manager should run the rent statements for his property.
While there is no requirement that these rent statements be mailed/delivered to residents (most managers
do not), the bottom portion of the rent statements are used as receipts for those residents who request it.

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Never enter payment information in anticipation of the monthly rush, or for any other reason.
Additionally, never accept post-dated checks. Remember that all rent monies received be deposited into
the bank within 24-hours of receipt. Ask the resident either to change the date to the current day or make
other arrangements for paying rent in a timely manner.

Collecting Rent
Residents pay their rent at the management office. As rent is collected, the following procedure must occur:

o Stamp the check received with the days date.

o Enter the amount received in the tenants rent screen in the TAS module.
o After entering the rents onto the system, the Housing Manager shall tally up the rents with a tape
register and then have the computer print out a batch report. The tape register should match the
batch report generated by the computer. If matched, the Housing Manager should take the
batch(es) to the bank daily and receive a bank deposit receipt. A copy of the bank deposit receipt
and the computer-generated batch report shall be filed in chronological order in the management
office. Rents shall be deposited daily at the bank.

o The original batch report and bank deposit receipt should be sent to Accounting as deposited. The
deposits should be listed on the cash sheet as well. Cash sheets <Exhibit 17.1> can be found on the
shared drive.
The cash sheet is the means by which you communicate deposits with Accounting. It is important that the
procedures below be followed to ensure correct financial accounting:

Begin a new cash sheet each month.

Enter the date the deposit was made.

Enter the amount of the deposit in the appropriate column. Enter what actually took place, not
what should have happened.

Keep a running total of all deposits made during the month by adding each new deposit amount to
the amount in the accumulated total column. Remember to verify your calculations.

Returned checks should be entered in the appropriate column and then subtracted from the
accumulated total.

Miscellaneous income and refunds that are not listed on the TAS should be noted as such on the
cash sheet.

Fax or e-mail the cash sheet to Accounting each time you have made a deposit.

Rent Abate ment

If rent is abated because conditions exist in a tenants unit that are hazardous to the life, health, or safety of
its occupants, the abatement is posted to the account as soon as these hazards are confirmed. The duration
of the rent abatement period is the length of time from the earliest documentation of the condition until
either the condition is corrected or the tenant is transferred to another unit.

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Repayment Agreements
A resident can only enter into a repayment agreement if she does not already have a repayment agreement
in force.
A repayment agreement should never go beyond a three-month time period. Management should point out
to residents that signing a repayment contract binds the household to the agreement. If the tenant fails to
uphold her part of the deal, a second chance will not be given. Failing to meet the terms of the repayment
contract is considered a contract breech on behalf of the tenant. The repayment agreement shall be entered
into TAS. Standard repayment agreement forms are found on the shared drive.

17.6. Resident Charges

In addition to rent, late fees, and NSF fees, other charges that a resident may be required to pay are utility
and maintenance charges. These charges are due on the first of the month following when the charges
were billed. Non-payment of these charges does not follow the same collection and eviction procedures as
non-payment of rent because, under HUD rules, a thirty (30) day notice of lease termination is required for
non-payment of anything except rent. Resident charges shall be entered in TAS, as any other charges.
A notice of returned check form is found on the shared drive <Exhibit 17.2>.

Utility Charges
Where applicable, tenants are charged for excess usage of electricity, water, and gas. A copy of the
current allowance charts and consumption schedules for these utilities should be posted on the bulletin
boards in the Management offices at each site.

Maintenance Charges
Residents can also be assessed maintenance charges if maintenance work performed is due to something
the resident, or guest has done, or if damage is because of resident neglect.

17.7. Rent Re-Determination

After the Housing Manager completes a rent re-determination (annual or interim), and completes that work
on the TAS, the system will automatically update the tenants account. (See Chapter 2 for a description of
that annual recertification process.)

17.8. Terminating Accounts

After a resident submits a Notice of Intent to Vacate, rent accounts are terminated in TAS in accordance
with the date established in the move-out notice.

Maintenance Charges at Move -Out

Based on the move-out inspection, maintenance staff will notify management whether there are any
renovation charges that are to be charged specifically to the resident. If there ar e charges, a copy of the

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work order with the charges to be billed is provided to management. These charges shall be posted to the
tenants account prior to the terminating the account in the system.

Terminating an Account
Once all charges, if any, are posted to an account, the account can now be terminated in the TAS system.
The household is notified by receiving a close out-letter.
Depending upon whether there is a debit or credit remaining on the terminated account, the former resident
will be sent a letter by site staff describing the credits and debits posted to the account. The letter informs
the family that the Agency is requesting payment for an outstanding balance, or informing the family of
their security deposit refund. When the residents forwarding address is unknown, the termination letter is
sent to the former residents development address. If this letter is returned stamped address unknown,
the letter shall be placed in the tenants file.

Credit Balances
If the resident is to receive a security deposit refund, an occupancy termination report is completed by site
staff and signed by the Housing Manager. The original plus two (2) copies are forwarded to Accounting.
Another copy of the termination report is placed in the residents file.
Once the refund is approved, Accounting issues the refund check to the resident.

Debit Balances
If site staff fails to collect on any outstanding balances from terminated accounts, the residents records are
turned over to a Collection Agency. If the Collection Agency is unsuccessful, the vacated balance is
written off 90 days after move-out.
If there is a debit or credit balance on an account due to death, permanent institutionalization, or other
extreme emergencies, a memorandum shall be typed to charge off the balance. The original copy is sent to
the Regional Manager and then forwarded to accounting.

Reinstatement of Accounts
When a former tenant pays monies on an inactive account, the account needs to be reinstated for the
payment to be posted to the account.

17.9. Office Safe

All offices have been equipped with a small office safe for the storage of rent and other receipts. As the
Housing Manager collects rents, these checks should be placed in the safe (they should not, for example,
be stored in a desk drawer). All safe combinations are to be safe-guarded. Site staff must ensure that all
safes are properly secured at all times, particularly at the end of the work day.
Bank deposits are to be made on a daily basis.

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17.10. Escrow Accounts

Tenants may dispute their rental charge based upon any maintenance work that has been or needs to be
performed. If this occurs, whether through a court or the Grievance Process, some or all of their rent may be
placed into an escrow account until the maintenance or rental issue is resolved. This means that the rental
money is paid into a third-party escrow account until the work has been completed in a satisfactory manner or
the rent dispute resolved. The Agency does not receive those monies until those facts have been established.
Once the decision has been made to place rent into an escrow account, site staff pulls up the Tenant Rent
Payment Summary on the TAS. Site staff shall provide the designated staff person with the findings so
that this information will appear in court. This information must be entered into TAS.
A letter is then sent to the resident stating that the resident is still responsible for other charges on the
account while the rent is in escrow.
Once the case has been resolved, site staff waits until the memorandum and check has been received in the
office before the case is taken out of TAS. A copy of the residents Tenant Collection screen must be
printed prior to taking the account out of escrow.
Immediately, go to Tenant Account Payments screen and enter in the payment through the normal procedure.
Place a copy of the check, memorandum, and residents payment screen in the residents folder.

17.11. Reimbursement for Property Damage to Resident

If damage to a residents personal property is the result of Agency actions, the Agency will properly
reimburse the resident for the loss. However, it is the residents responsibility to be able to document that
the Agency is responsible for the damage. The Agency does not reimburse for property damage caused by
the tenant, including vandalism, neglect by the tenant or third parties, or the tenants acts or omissions.
Also, when reimbursed, the Agency prescribes to a present value policy (for the item damaged).
As soon as the resident notices the harm to her property, she must report it immediately to the Housing
Manager. If a resident requests reimbursement for the loss of, or damage to personal property, then the
Housing Manager fills out a form documenting the tenants claim for reimbursement. A work order is
required to have been called in documenting the damage, and resident reporting of the issue.

17.12. Reporting Other Income

Rental and other income must be reported separately. Other income includes, but is not limited to, fees paid for
parking, storage, security deposit, vending and laundry machines, vendor refunds, and late charges.
If a miscellaneous income check is received say, from vending machine income it should be deposited
in the bank using a separate deposit slip (separate from all rent monies), and the Accountant for the site
should be advised of the deposit by noting the same on the cash sheet. Backup must be submitted with the
deposit copies in the weekly courier packages.

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17.13. NSF/Account Closed Checks

If a returned check is received, the resident must be notified immediately with a Notice of Returned Check and
a 14-day notice and informed that the returned check must be replaced by a cashiers check or money order
<Exhibit 17.2>. If a second returned check is received during the residents tenancy, the resident will be put on
a money order only basis of payment. Personal checks will no longer be accepted.
Regardless of the reasons for which the check was returned, a returned check fee must be charged. If the
returned check is for rent, late fees may also apply.

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Appendix
Exhibits

List of Exhibits
Chapter 1
Exhibit 1.1 Declining Budget Worksheet Form
Exhibit 1.2 Referral Fee Request Form
Exhibit 1.3 Manual Request for Check Form
Exhibit 1.4 Mileage Expense Report
Exhibit 1.5 Petty Cash Acknowledgement Form
Exhibit 1.6 Petty Cash Log

Chapter 2
Exhibit 2.1 Perfect File Folder
Exhibit 2.2 Product Knowledge Notebook
Exhibit 2.3 Key Log
Exhibit 2.4 Monthly Property Report
Exhibit 2.5 Incident Report
Exhibit 2.6 Emergency Procedures Manual
Exhibit 2.7 Recertification Log

Chapter 3
Exhibit 3.1 Leasing Training Program
Exhibit 3.2 Telephone Script
Exhibit 3.3 Traffic Log
Exhibit 3.4 Bee-back Coupon
Exhibit 3.5 Shoppers Report

Chapter 4
Exhibit 4.1 Rental Screening Criteria

Chapter 5
Exhibit 5.1 Utility Transfer Card

Chapter 6
Exhibit 6.1 Parcel Log

Chapter 7
Exhibit 7.1 Notice of Intent to Vacate
Exhibit 7.2 Move-out Checklist
Exhibit 7.3 Letter of Responsibility
Exhibit 7.4 Pre-move out Inspection
Exhibit 7.5 Vacant Unit Turnover Checklist
Exhibit 7.6 Vacant Unit Tracking Sheet
Exhibit 7.7 Completed Make Ready Form

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139

Chapter 8
Exhibit 8.1 Maintenance Skills Assessment Test for Qualifications
Exhibit 8.2 Inventory Sheet for Tools and Equipment
Exhibit 8.3 Appliance Control Log

Chapter 9
No Exhibits

Chapter 10
No Exhibits

Chapter 11
Exhibit 11.1 Purchase Order Approval Form
Exhibit 11.2 Request for Quotes for Small Purchases
Exhibit 11.3 Vendor Registration Form

Chapter 12
No Exhibits

Chapter 13
No Exhibits

Chapter 14
No Exhibits

Chapter 15
No Exhibits

Chapter 16
No Exhibits

Chapter 17
Exhibit 17.1 Cash Sheets
Exhibit 17.2 Notice of Returned Check

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List of Exhibits for Chapter 1

Exhibit 1.1 Declining Budget Worksheet Form
Exhibit 1.2 Referral Fee Request Form
Exhibit 1.3 Manual Request for Check Form
Exhibit 1.4 Mileage Expense Report
Exhibit 1.5 Petty Cash Acknowledgement Form
Exhibit 1.6 Petty Cash Log

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Exhibit 1.1 Declining Budget Wor ksheet

Description:

Date

Account Code:

Vendor Name

142

Appendix

Invoice
Date

Invoice #

Invoice
Amount

MONTHLY
BUDGET
AMOUNT

Budget
Balance

Date Sent to
Accounting

Housing Managers Procedures Manual Public Housing Agency

Exhibit 1.1 Declining Budget Worksheet

SAMPLE

Description:

Date

Account Code:

Vendor Name

5/23/03
6/1/03
6/12/03
7/1/03
7/27/03
8/1/03

Invoice
Date

Invoice #

June Month Begin-----------------------------------------Specialty Parts

6/1/03 WA123456
ABC Plumbing
6/10/03
00056
Joes Plumbing
6/12/03
00-01123
July Month Begin-----------------------------------------Specialty Parts
7/5/03 WA56897
August Month Begin-------------------------------------Joes Plumbing
Specialty Parts

Invoice
Amount

MONTHLY
BUDGET
AMOUNT

Budget
Balance

$300.00
$200.00
$200.00
$900.00
$1200.00
$900.00

Date Sent to
Accounting

$600.00
$400.00
$200.00
$1100.00
$(100.00)
$800.00

6/5/03
6/12/03
6/15/03
7/7/03

$250.00
$95.00

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Exhibit 1.2 Referral Fee Reque st

REFERRAL FEE REQUEST

Property Name:

Meadowood Park Apartments

New Resident:
Name: Tom Jones
Apt. #: A107

Move In Date: 7/14/04

Referred By:
Name: Elvis Presley
Address:

12340 Main Street

Seattle, WA 98188

Apt. #: B109

Approved By:

Referral Fee:

Martha Manager

7/20/04

Housing Manager

Date Submitted

Paula Regional Manager

7/23/04

Regional Manager

Date Submitted

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$150.00

Housing Managers Procedures Manual Public Housing Agency

Exhibit 1.3 Request for Check

Check Needs to Be Cut By:

Date of Request:
Make Check Payable to:

Charge to (Property):
(Vendor Name) If this is a new Vendor, attach a W-9 and New Vendor Registration.

Address:

Amount:

Charge to Account #:
(see Chart of Accounts)

Description of Item(s) to Purchase:

(Use Check Request Estimate port ion of Check Request Log if more detail is necessary.)
q

Hand Delivery

q
q

Leave at Front Desk for pick-up by:

Deliver to:
Mail Check to Vendor (address above)
Mail Check to Property (noted above)

To be Mailed

Courier Delivery Check will be placed in property (noted above) folder for next pick up.
Other (please specify Name and Address)

q
q

Requested By:

Approved By:

Date Request Received:

Check #:

Date Check Cut:

By:
Check Request Procedure

The following paperwork must be submitted to Accounting:

1) Completed Check Request Form
2) Copy of the invoice (and contract if this is work done by or to be done by a contractor), receipt or bid sheet attached.
OR
Completed Check Request Estimate portion of the Check Request Log.
NOTE: Check requests will be processed through the normal A/P schedule unless the Regional Manager and Controller have deemed
otherwise, in which case emergency check requests will only be processed on Thursdays.
After the items are purchased and receipts are obtained, a Check Request Log must be completed and returned to the corporate office
within 7 days. All receipts corresponding to the log entries must be attached to the back of the sheet. Please tape them securely do
no staple or paper clip! You may put them in an envelope and staple the envelope to the back of the log sheet or tape them on a
separate sheet of paper and attach that to the log sheet. You must have a receipt showing the total paid for every entry on the log
sheet. Any leftover funds must be deposited in the property bank account immediately and a copy of the deposit slip attached to the
log.
Personal items are not to be purchased with property funds and should never be included on a property receipt.

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Exhibit 1.4 Mileage Expense Report

Property Name:

Property Code:

Employee Name:

Miles Driven

Date of
Trip

Destination or Person Visited

Purpose of Visit

$0.00

Total Miles x .33 per mile =

(Total Miles
Driven)

(Reimbursement Amount)

Employees Signature:

Date Submitted:

Supervisors Signature:

Date Approved:

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Exhibit 1.5 Petty Cash Acknow led gement

PETTY CASH ACKNOWLEDGEMENT

I, Martha Manager, agree to receive and be responsible for a petty cash fund in the amount
of Two-Hundred Dollars ($200.00) for Meadowood Lake Village Apartments . This fund is
fully my responsibility to manage and use for property related expenditures only during my
term as Housing Manager with above mentioned Apartments. If at any time the fund is
short, I authorize the Agency as agent for Meadowood Lake Village Apartments, to
withhold the deficit from my next paycheck. I further understand that upon my departure, I
am responsible for submitting all receipts and/or remaining cash on hand to my Regional
Manager for a final calculation. If the fund is short in any amount, I authorize the Agency.
as agent for the aforementioned Apartments, to withhold any deficit from my final
paycheck.
Martha A. Manager

7/21/04

Housing Manager

Date

Paula Regional Manager

7/21/04

Regional Manager

Date

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Exhibit 1.6 Petty Cash Log

Property Name:
Period: From

Managers Name:
To

Address:

Remarks:
Codes
Receipt #

Date of
Receipt

Paid To

Amount of
Receipt

Items Purchased

--------

Total Disbursed

Date Submitted:

148

Cash Balance on Hand (+)

Appendix

Total

(=)

Site Manager:

Total Amount of Fund

(-)

Regional Manager:

Short or Over

(=)

Accounting:

Housing Managers Procedures Manual Public Housing Agency

List of Exhibits for Chapter 2

Exhibit 2.1 Perfect File Folder
Exhibit 2.2 Product Knowledge Notebook
Exhibit 2.3 Key Log
Exhibit 2.4 Monthly Property Report
Exhibit 2.5 Incident Report
Exhibit 2.6 Emergency Procedures Manual
Exhibit 2.7 Recertification Log

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Exhibit 2.1 Perfect File Folder

Section I Initial Occupancy RIGHT SIDE (back to front)
Within this section, the following information should be contained:
Application Packet
Initial Move-In Information
This section originates in occupancy. Developments should not add or remove anything from this section.
This section of the file is considered closed.

Application
Application Checklist
Thank you letter
Preference certification
Preference verification
Social Security cards, birth certificates, picture ID
Citizenship declarations
Criminal history NOTES
Credit history
Landlord verifications
PHA official certification
Applicant/tenant certification
Release of information (HUD 9886)
Release of information
Emergency contact information
Move-in inspection

Section I I Lease Agreements RIGHT SIDE (back to front)

Within this section, the following information should be contained:
Policy acknowledgements
Lease attachments
Lease

Minimum rent notice

Lead notice
One Strike notice
Flat v. income base rent notice
Housekeeping policy
Maintenance policy
Pet policy/addendum, if applicable
Grievance policy acknowledgement
Community service policy acknowledgement
House rules
Transfer paperwork
Lease

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Section III Financial and Resident Management Data RIGHT SIDE (back to front)
Within this section, the following information should be contained:
Tenant Accounting Documents
Income Verifications
Annual Review Packets, or Interims

Income verifications
Deduction verifications
50058 worksheet and printout of 50058 submitted
Tenant accounting worksheet
Any other related verifications
MEID approval, worksheets, notices
Notice of rent adjustments
Notice of annual reviews
Annual review documents (certifications, release, notices, verifications)
Recertification checklist
Interim review documents
Vacate letter

Section IV Maintenance Data LEFT SIDE (back to front/oldest to newest)

Within this section, the following information should be contained:
Housekeeping issues
Maintenance issues

Inspections
Work order change letters
Housekeeping and maintenance correspondence
Resident damage claims, if applicable
Referrals

Section V Rent Collection Data LEFT SIDE (back to front/oldest to newest)

Within this section, the following information should be contained:
Rent related documents

Late letters
Legal, enforcement notices
Repayment agreements
Other correspondence related to rent payments
Retro rent information

Section VI Lease Enforcement LEFT SIDE (back to front/oldest to newest)

Within this section, the following information should be contained:
Lease violations

Lease violation warnings/notices

Police reports, including file notice, banned notices, protective orders, etc.
Lease terminations
Legal correspondence

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Exhibit 2.2 Product Know ledge Notebook

Chapter

Contents

Your Apartment Community

Emergency Information (this

information should also be
contained in the sites
Emergency Procedures
Manual)

Apartment Information

152

Appendix

Name
Address
Telephone number, fax number, e-mail address, modem phone
number
Police (location/phone numbers)
Fire (location, distance to nearest station, phone number)
Location of all fire extinguishers
Hospital (name of nearest facility, location and distance, phone
number)
Ambulance (name of nearest service, phone numbers)
Construction type (include year of construction, size of
apartments, apartment lay-outs, as-built drawings, etc.)
Security (service of system, name and phone number of service,
type and service vendor if system)
Equipment (sizes and types of all appliances in each apartment
ranges, refrigerators, dishwashers, disposals, etc. For hot water
heaters, include number of gallons, location of recovery line,
manufacturer, make and model, gas or electric.)
Hating (type of system)
Air conditioning (type of system)
Fireplaces (make and type wood burning, gas, electric, etc.)
Television Antenna/Cable Hook-up/DSL where located in each
apartment, name and phone numbers of service vendors,
acceptable locations for satellite dishes)
Other special features
Carpeting (colors available, manufacturer, type of material
polyester, wool, nylon, etc.)
Window treatments (blinds or drapes, colors, window sizes in each
apartment, window treatment policy on additional window coverings)
Electrical switches and outlets (where located and which
switches operate which outlets, how the GFI works)
Breaker box (location and operations)
Water shut off valves (location and operation, location of t-bar
for emergency shut-off)
Manuals for standard fixtures/appliances
Asbestos Manual and Information (location of Asbestos O & M
Manual/location of asbestos at the site, location of sample
testing/asbestos survey, site procedure for damage to asbestos
containing materials)
Lead-based Paint (copy of lead-based paint brochure if
property built before 1978)
Other hazardous materials (nature of hazard, special handling
instructions)

Housing Managers Procedures Manual Public Housing Agency

Exhibit 2.2 Product Know ledge Notebook

Community Information

Neighborhood Information
(include phone numbers
where appropriate)

Utility Information

Opening dates of each phase (if applicable)

Number of acres
Number of apartments in each phase (if applicable)
Number of parking spaces in each phase (if applicable)
Number of garages/garage spaces in each phase (if applicable)
Parking assignment list
Social and Recreational facilities and rules
Playground facilities
Laundry facilities (cost and hours of operation, location)
Storage facilities (location, assignment)
Additional facilities
Community Map (mark water, electric and gas shut-offs as well as
fire hydrants; mark fire alarm panel, sprinkler controls and hydrant
locations; photo cell locations; location of fire extinguishers)
Daycare facilities
School district (enrollment information, bus service, location of
schools, other school information)
Adult education programs/services (college and universities)
Technical schools, adult classes
Postal service information (nearest branch post office hours,
main post office, nearest mail drop box)
Newspapers (subscription information)
Shopping information (nearest convenience store, shopping
center, supermarket, and other shopping information)
Transportation service/bus (nearest stop, where to get
timetables, cost, where to purchase passes/tickets)
Transportation service/taxi (phone numbers)
Transportation service/airport facilities (location, quickest/ easiest
route to airport from apartment community, shuttle services)
Transportation service/train (location of station, quickest/ easiest
route to station from apartment community)
Entertainment and recreation (restaurants, clubs, theaters,
bowling alleys, golf courses, parks, museums/art galleries,
libraries, other entertainment and recreation facilities)
Churches (locations and denominations)
Voting information (where to register, where to change address of
registered voter, where to vote)
Social service agencies
Electricity (how to order/transfer utility, average monthly cost and
billing cycle)
Gas (how to order/transfer utility, average monthly cost and
billing cycle)
Telephone (how to order/process service options, average
monthly cost)
Water/sewer (if sub-metered, how to order and cost information)
Recycling (location of containers, types of materials recycled)

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Exhibit 2.3 Key Log

Property:

Month of:
CHECK-OUT

Date

Time

Name/Company

CHECK-IN
Apt.#

Employee

Date

Time

Page:

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Employee

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Exhibit 2.4 Monthly Property Report

Community Name
Month and Year
1. Property Narrative

2. Physical Occupancy
a
b
Unit Type
Total Units

c
Occupied
Units

d
Mod Rehab

e
Make Ready

f
Vacant Units

c/b %
Gross
Occupancy

c/(b-c) %
Adjusted
Occupancy

1brm
2 brm
3 brm
4 brm
5 brm
Total
3. Waiting List
Unit Type

Total

Number of Applications
RRO1
PEO3

PEO1

1 brm
2 brm
3 brm
4 brm
5 brm
**RRO1 = application approved/ready to be housed/awaiting ready unit**
**PEO3 = passed credit and criminal check; pending other verification**
**PEO1 = application received**

4. Move-Ins, Move-Outs, and Unit Turnaround Time

This Month

Year-to-Date

Move-ins
Move-outs
Evictions (included with move-outs)
Make-ready time
Lease-up time
Total Turnaround Time

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Exh ibit 2.4 Monthly Property Report

Community Name
Month and Year
5. List All Vacant Units and their Status
Address
Bdrm

Projected Ready
Date
(mm/dd/yy)

Anticipated
Lease Date
(mm/dd/yy)

Application
Approved and
Waiting?

6. Customer Traffic
Walk-ins requiring about the property
Telephone inquiry calls
Applications taken
Interest letters with brochures sent out
7. Promotions/Advertising (narrative)

8. Recertifications
Outstanding at start of month
Due to be completed this month
Completed for this month
Ending backlog
9. Annual Unit Inspections
Total units to be inspected for the year
Number completed/start of month
Number inspected for the month
Number completed year to date
Total left to be inspected for the year
Have all building system inspections been completed?
If yes, please enter date

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Appendix

YES or NO
_______/_______/2005

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Exhibit 2.4 Monthly Property Report

Community Name
Month and Year
10. Lease Enforcements
Lease warnings issued
Lease violations issued
Abandonment letters
30-day lease terminations
72-hour lease terminations
11. Evictions
List all tenants on formal eviction/court summons, then all households for whom a judgment was issued, the date of the
judgment and the action (dismissal, eviction, etc.)
Resident Name

Reason (30-day/72-hour)

Summons Date

Judgment Action

12. Non-Emergency Work Orders

Beginning balance
Received
Closed
Ending Balance
Total work orders for the month
Total work orders for the year
13. Emergency Work Orders
This Month

Year-to-Date

Requested
Completed within 24 hours
Percent completed within 24 hours
14. Rent Collections
This Month
Rent charges
Other charges
Total new charges
Arrears, tenants in possession
Total charges
Collections
Amount outstanding
Collection rate

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Exhibit 2.4 Monthly Property Report

Community Name
Month and Year
15. Delinquencies
OUTSTANDING ACCOUNTS
Total number of households
Amount
Number under up- to-date repayment agreements
Amount under up- to-date repayment agreements
Number under legal (other than repayment agreements)
Amount under legal (other than repayment agreements)
Amount not under repayment agreements or legal
16. Other Comments/Notes

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Exhibit 2.5 I ncident Report and I nstructions

Notify appropriate emergency response services (fire, police, medical rescue).

DO NOT accept any responsibility for payment of any ambulance or medical expenses which might be
incurred.

DO NOT make any statements as to fault or responsibility for the cause of the incident. There may be other
circumstances of which you were not aware which may determine who is at fault in the matter.

Contact your Regional Manager IMMEDIATELY and DO NOT speak to the media.

Conduct an accident investigation immediately after an incident is reported to you whether or not any
claim is intended to be made:
a.
b.
c.
d.
e.
f.
g.

Complete thoroughly the Incident Report form. State only the facts. DO NOT state any opinions.
Visually investigate the incident and note any conditions present.
Interview persons or witnesses involved and have them complete the Part E Witness Statement
(as many as needed, one per witness).
Take photographs immediately.
Immediately fax the completed report to your Regional Manager. Call to confirm the report has been
delivered to your Regional Manager. Keep a copy for your records.
DO NOT make any statements that the incident will be turned in to the Agencys insurance company.
If specifically asked or requested to do so, you may advise only that you will notify the Agency.
Immediately contact your Regional Manager if you have any questions, concerns or additional
information.

PART A
Property:
Name:
Address of Incident:
Type of Incident:
( ) Fire
( ) Storm
( ) Employee Injury
( ) Other - Describe

Date Reported:
Phone #:

( ) Flood/Plumbing
( ) Vehicle Damage

( )Vandalism
( ) Electrical
( ) Assault
( ) Vehicle Injury
( )Personal Injury

Location of Incident: (specify building, unit #, room, exact location, etc.)

Time of Incident:
Weather conditions at time of incident:
Agencies called or involved:
( ) Police Case #
( ) Other Specify

a.m./p.m.

Date of Incident:

( ) Fire Department

( )Ambulance

Attach photographs of scene with date/time/location/ of photo indicated

General Description of Incident:

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Exhibit 2.5 I ncident Report and I nstructions

PART B
Complete for the following incident types:
Assault/Employee Injury/Vehicle Injury/Personal Injury/Other Describe

List injured party(s)/Age *(approximate)/Address/Phone number *(if injured party is under 18, list
parent/guardian information)

List witnesses/Age *(approximate)/Address/Phone number *(if witness is under 18, list parent/guardian
information)

Give detailed accounts of the occurrence (including extent of injury, cause of injury, instructions given on
behalf of the property, witness accounts, hospital, attending physician, injured partys insurance, police, fire,
and ambulance reports, etc.).

PART C
Complete for the following incident types:
Fire/Storm/Flood/Plumbing/Vandalism/Electrical/Vehicle Damage/Other Describe

List damaged property/locations/estimated damage

List witnesses/Age *(approximate)/Address/Phone number *(if witness is under 18, list parent/guardian
information)

Give detailed accounts of the occurrence (including extent of damage, cause of damage, instructions given on
behalf of the property, witness accounts, vendors called, third partys insurance, police and fire reports, etc).

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Exhibit 2.5 I ncident Report and I nstructions

PART D
Regional or Housing Manager Summary
( ) Site of incident secured
( ) Notices issued as a result of occurrence attach copies

( ) Bids requested from the following vendors for repairs:

( ) Repair work performed by the following vendors due to emergency needs:

( ) Follow-up actions taken:

Signature:
Title:

Date:

PART E
Witness Statement
Name:
Address:

Phone number:
Relationship to party involved:
Please provide as complete a statement of the occurrence as possible and sign and date the bottom of this
page. If you would like a copy of this statement, please request it at the time you give this information.

Signature:

Date:

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Exhibit 2.6 Emergency Procedures Manual Outline

Generally, an emergency procedures manual is made up of three sections: (1) reference information, (2)
directions for the management staff to follow for each possible emergency, and (3) directions for building
occupants.
Reference Information
The manual should contain in one place any and all information a Portfolio Manager might need in the event
of an emergency. This includes:
General description of the building
List of the buildings safety features, including their locations and information about how to operate
them
Building systems information
Floor plans and blueprints, including as built drawings showing all equipment systems to which
access may be needed during an emergency
Up-t o-date list of location of all residents and their special needs, equipment, etc.
Insurance information (agents name and home and work telephone numbers, types of insurance,
name of carrier, policy number)
List of any hazardous material on the property
Above all, the manual should contain an extensive list of telephone numbers. An emergency plan will be
virtually useless unless the people who put the plan into action can be readily reached. Therefore, one of the
most important features of any emergency manual is the list of telephone numbers for everyone involved in
disaster management.
The list of emergency phone numbers should make it possible to reach these people 24 hours a day. The
list should include the phone numbers for at least the following:
Police department
Fire department
Paramedics
Every member of the management team (in priority order)
Weather information
Building owner
Hospitals
Nearby hotels and motels
Manager of nearby building
Churches
Community services (Red Cross, Salvation Army, suicide hotlines, rape crisis centers, domestic
violence hotlines, poison control centers)
Utility companies
Electricians
Plumbers
Elevator contractors
Security servi ces
Glass company
Disaster restoration firms
Insurance agent
Media
Equipment rental company
Anyone who could provide special assistance during or after an emergency

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Exhibit 2.6 Emergency Procedures Manual Outline

Emergency Directions
Second, the manual should cover all of the emergencies that could happen on the property and the
procedures that should be followed in the event of each of these emergencies. For each such emergency,
the manual should include:
Detailed description of the management teams duties during the emergency
Flowchart of the chain of command during the emergency
Party responsible for handling the media
Copy of the emergency public address announcement that should be read to occupants in the event
of an emergency
Procedures to account for all employees and residents
Procedures for evacuating disabled/elderly residents
Procedures to allow residents to re-enter the building
Reporting and documentation procedures
Steps for restoring the property after an emergency
Resident Directions
Thirdly, the manual should contain information for occupants of the building about emergencies and how
they should react during them. A copy of the directions for building occupants to follow in an emergency
should be distributed to all residents at the time the procedures are created, upon new move-in, and as
updated. This information can also be included in the resident handbook.

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Exhibit 2.6 Emergency Procedures Manual Outline

Emergency Procedures Manual Development Checklist
Appliance information. Operating manuals, special instructions, specialty parts suppliers, common
problems, how to handle hot water tank emergencies, shut offs, etc.
Area map.
Elevators. Service company, emergency service code, machine room keys, and emergency
procedures.
Emergency exits.
Emergency numbers. Vendors, agency, emergency contacts of key staff, etc.
Emergency procedures. General instructions, people to call, etc.
Fire alarm system. How to reset, monitoring company, testing procedures, and location of main
panel(s), special instructions.
Fire drills. Procedures, frequency, timing.
Apartment and building floor plans.
General building description.
Hazardous material information. MSDS, where hazardous materials are stored.
Insurance information. Copy of policies, name and telephone number of agent.
Locks. What kind, who has master(s), key box location, who has access to key box. How key
system is coded, and combinations for access doors.
Mailboxes. Type of box, lock type and style, where replacements can be obtained.
Medical emergencies. CPR instructions, location of first aid equipment, known doctors or nurses on
site, closest hospital, etc.
Security. Telephone numbers and contact of security company, computer access codes, and
keypad instructions.
Site plan. Building specifications, electrical information (where breaker panels are located, insure
that breakers are properly marked, which breakers control common area electrical and which control
residents electrical), fire hydrant locations, garbage, landscaping sprinklers (where are controllers,
where are individual valves, who installed system, who has worked on system), pool and spa
information/instructions.
Resident listing/apartment numbers: Update periodically.
Residents who may need assistance. Update periodically.
Vendor listing. Identify main vendors and emergency vendors.
Water shut-off. Main property shut-off, individual building shut-offs, individual apartment shut-offs,
map with location, description of shut-offs, picture of shut-off locations.

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Exhibit 2.7 Recertification Log

Name

Unit No.

Date 1st
Letter
Sent

Date 2nd
Letter
Sent (with
copy of
1st letter)

Household Interview
Date
Market
Letter
Sent

Date

Completed
?

Housing Managers Procedures Manual Public Housing Agency

Verification Requests

Date 1st
Request
Sent

Date 2nd
Request
Sent

Appendix

Date 3rd
Request
Sent

165

All
Verifications
Received

50058
Prepared

50058
Changed
and Rent
Notice
Signed by
Adults

Effective
Date of
50058

Entered
into AMIS

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List of Exhibits for Chapter 3

Exhibit 3.1 Leasing Training Program
Exhibit 3.2 Telephone Script
Exhibit 3.3 Traffic Log
Exhibit 3.4 Bee-back Coupon
Exhibit 3.5 Shoppers Report

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Exhibit 3.1 Leasing Training Program

Mangers Name
Date Issued:
Date Completed
Community:
First Week Training Program
Date Completed

Approved By

1. Read:
the rental application
the lease agreement
the pet agreement
the move-in checklist
2. Learn how to answer the telephone and how to
use proper telephone manners
3. Learn procedures for writing up a Work Order
Request and complete one.
4. Walk the entire property including the models (if
applicable) and vacant units of each floor plan, the
laundry facilities, pool, tennis, and clubhouse areas.
5. Shop two area apartment communities.
6. Prepare or update Product Knowledge Notebook
that includes:
20 feature-benefit closes
map of property
community information
property information rent and policy
schedule, amenities, etc.
newsletter
product information square footage of
each unit type, appliances, carpet colors,
average utility costs, soundproofing, etc.
7. Be able to give directions to the community.
8. Know and understand all the elements of a
shoppers report.
9. Prepare a lease agreement and understand its
contents with someone who is experienced.
10. Prepare a move-in folder with someone who is
experienced.
11. Open apartments to be shown for the day with
someone who is experienced.
12. Listen in on at least two prospect telephone
calls.
13. Understand the purpose and elements of a
Guest Card.

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Exhibit 3.1 Leasing Training Program

14. Go with an experienced person to demonstrate
an apartment.
15. Open apartments/models to be shown for the
day.
16. Write a telephone sales script to assist in the
completion of #17.
17. Set an appointment with a prospect over the
telephone, obtaining the following:
marketing source, name, telephone number,
unit type desired, number of pets, number of
occupants; describe the following to the
prospect: community and amenities,
neighborhood, and the apartment.
18. Greet a prospect.
19. Demonstrate an apartment and present the
community.
20. Self-evaluation: evaluate your presentation.
21. Follow steps 17 through 20 again.
22. First week evaluation meeting with supervisor.
General Items
1. Has a working knowledge of the following terms:
(Have your supervisor quiz you on the terms.)
Ad Book: a cost effectiveness log for newspapers
and guides; also a reference book for historically
successful ads. A guide in helping on-site personnel
to create effective ads.
Assumptive Question: assumes the sale, includes
the answer in the question and is a closing
technique. Example: How soon will you be moving
into our community?
Available to Rent: a vacant apartment or apartment
on notice without a deposit on it.
Availability Rate: the percentage of apartments
available to rent (also known as Net to Rent
Percentage). Divide the number of units available to
rent by the total number of units.
Ben Franklin Close: a closing technique in which
you list the positives of renting an apartment and
then the prospect lists the negatives. A summary
close on paper.
Closing: getting the sale; leasing the apartment. A
continuous process of beginning when the prospect
enters the office.

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Exhibit 3.1 Leasing Training Program

Closing Ratio to Traffic: the percentage found by
dividing the number of rentals by the amount of
traffic. May be found for each leasing consultant or
all leasing personnel. May be determined for daily,
weekly or monthly figure.
Community: denotes a neighborhood atmosphere
unlike some other terms used in the apartment
industry, such as complex.
Cost per Rental: a figure found by dividing the total
cost of a given advertising source(s) by the total
number of rentals from the source(s). Monitored
regularly to determine the effectiveness of the
propertys spending on advertising.
Credit Check: a part of processing an application to
verify that the applicant pays his/her debts on time.
Feature/Benefit/close: the leasing consultant points
out a feature, makes it beneficial to the prospect and
then closes the prospect on it (gets a yes response).
Example, This balcony is very large, perfect for the
summertime barbecues. Wont you enjoy
entertaining or relaxing here this summer?
Greeting: the initial contact with the prospect. The
agent should stop what they are doing, stand up,
smile, greet the visitor, introduce himself/herself and
get their names, establish eye contact and be
enthusiastic.
Hot Button: a single, positive comment made by the
prospect or anything said which you can use as a
positive. Example: Prospect states, I have a bug
problem in my current apartment. The leasing
consultant would then respond, We provide a
monthly pest control service. Should you ever need
additional service, just contact the office.
Lease Agreement: a legal, binding contract between
both parties. It acts as a deposit receipt. It locks the
rental rate in for the period of time covered, unless
the agreement states otherwise. Protects both
parties in the agreement.
Marketing Plan: a written program designed to make
prospective residents aware of your apartments and
what you have to offer.
Merchant Referral: program by which the community
pays a feed to a merchant who has referred a
prospect to the community who rents an apartment
and moves in. The fee does not have to be money
but may include free promotions within the
community.
Move-In Checklist: a reminder list to complete all
steps before a prospect moves in.

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Exhibit 3.1 Leasing Training Program

Notice: an apartment which is occupied and the
resident has given written confirmation to the office
that they will be moving on a specific date in the
future.
Objection: an obstacle that stands in our way and
prevents us from successfully closing the sale. A
buying signal; they are interested. When dealing
with objections, first overcome it, close the prospect
on it and get their Yes.
Occupancy Rate: the percentage of apartments that
are occupied. Divide the number of apartments
occupied by the number of total apartments.
Occupied: an apartment that is currently lived in or
one that is producing income.
Open an Apartment: to turn on lights, set
temperature, open curtains, etc., in order to show a
prospect.
Post Selling: reinforcing the prospects decision
when they have come to move in or after they have
left the community and placed a deposit on an
apartment.
Pro-Rate: adjusting the first months rent, so that the
resident pays only for the days he/she actually
occupies the apartment.
Prospect: somebody looking for an apartment.
Punch-Out: All maintenance activity involved in
making an apartment rent-ready.
Qualifying Questions: questions asked to obtain
information to determine and satisfy the needs of a
prospect.
Rent -Ready: an apartment that is painted, cleaned,
shampooed and in good working order. An
apartment that is ready to be moved into.
Rental Application: a form that further qualifies the
prospect and provides information for verification
and approval of the prospect for residency.
Rent Schedule: a written account that shows the
amount of rent charged for each apartment size and
type.
Rent -Up Mode: a community wit high availability
and/or low occupancy.
Resident: party who has possession, use and
occupancy of an apartment as a result of a lease or
rental agreement. The word tenant is never used
when referring to a resident.

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Exhibit 3.1 Leasing Training Program

Resident Referral: a prospect referred by a resident
of the community. Often times, in states that permit
it, management will offer a fee to either or both
parties if the prospect rents, qualifies and moves in.
Responsive Marketing: reading your availability and
adjusting your rents accordingly.
Statement of Deposit: sent to every resident after
they have moved out detailing the status of their
security deposit. Must be sent within 14 days
according to Washington state law.
Self-Evaluation: when qualified prospect does not
rent, the next step is to evaluate your sales
presentation being honest with yourself.
Shopper: a person who appears to be looking for an
apartment but is actually observing the leasing
consultant and rating his or her ability.
Shoppers Report: a written account of the shoppers
visit with the leasing consultant detailing the results.
The rating of a leasing consultant.
Skip: an apartment that is deserted while still under
lease.
Street Rate/ Ideal Rent/Market Rent/Flat Rent: the
current rental rate of any vacant apartment.
Summary: a closing technique in which you
summarize all the prospects yess and close them
again.
Traffic Report: a report that shows the amount of
traffic, shows and rentals in addition to their sources.
May be broken down into individual leasing
consultants, cancellations and disapprovals.
Tent Card: a card left in a rent-ready apartment
showing the prospect or the new move-in that the
apartment has been inspected.
Urgency: a closing technique used in every
presentation. Example: I wouldnt want you to miss
out on this apartment.
Vacant: an apartment that is not receiving income.
Where Did I Go Wrong?: a closing technique which
is a last shot asking the prospect where you went
wrong.
Work Order or Service Agreement: a form used to
record requests from residents for maintenance
problems.
7-30 Days After Hire
1. Write a newsletter
2. Read Dress for Success by John T. Malloy.

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Exhibit 3.1 Leasing Training Program

3. Sales:
a.

b.
c.
d.

e.
f.
g.
h.
I.

Understand qualifying standards. Review

any advertising that your company may be
doing. Telephone technique, opening
apartments.
Greeting prospects.
Qualifying prospects, sales presentation,
telephone follow-up
Rent ten apartments. After you show an
apartment and the prospect doesnt lease,
self-evaluate the reasons why not.
Correctly complete all rental application
processing on ten rentals.
Correctly complete lease folders and movein paperwork on ten rentals.
Prepare ten welcome packages.
Follow-up on Guest Cards and send Thank
You notes to qualified non-renters.
Complete a Market Survey.

4. Reports and paperwork:

Understand rent pro-rations for a move-in.

Spend time with the Manager or Assistant

Manager reviewing policies on late rent,
NSF checks, early termination of leases,
etc.
c. Complete move-in procedures: 1) move-in
inspection, and (2) two-week follow-up.
5. Learn rent posting.
6. Attend at least one professional marketing/leasing
seminar.
7. Senior Leasing Consultant:
a.

Rent and/or renew 100 apartments.

Complete 25 marketing calls.

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Exhibit 3.2 Sample Telephone Script

Thank you for calling. My name is ____________________. May I help you?

GREAT! Who am I speaking with, please? Its very nice to meet you, ____________________. Please
call me ____________________. Are you looking for an apartment for yourself, or for someone else?
YES__________ NO __________ OTHER __________
OCCUPANTS ______ # OF ROOMMATES ______ TYPE AND SIZE OF PETS _______
WONDERFUL! What size apartment are you looking for? __________ When do you need to move into
your new home? __________ FANTASTIC, we do have a _______ bedroom apartment that will be
available at that time.
___________________, where will you be moving from? Oh, are you being transferred with your
company? YES __________ NO __________ What company are you with? ___________________
(If being transferred with the company, ask if others are being transferred and whom you can contact in
regards to these relocating employees.)
____________________ (their name), you mentioned that you were looking for a __________ bedroom
apartment for you and __________________ (if applicable). Please tell me what other kinds of things are
important to you in your new home.
NOTE: LISTEN CLOSELY and WRITE DOWN THE POINTS THEY MAKE. You will want to refer
back to these needs during your presentation.
____________________, I believe we will be able to meet most of your needs in your new apartment
with no problem. We are an income-restricted community. Based on the number of household members,
the income limit for your family is $__________ per year. Your familys gross income must be less than
this amount to qualify for an apartment in this community. Would you qualify for this apartment?
Wonderful, I know that we have the perfect apartment for you! I would love to show it to you. I have an
opening today at __________ or __________. Which would be more convenient for you? (If neither, ask
WHEN it would be convenient for them to come by get a specific date and time if possible.)
By the way ___________________, how did you hear about our community?
May I give you directions to our community?
____________________, is there a phone number that I could contact you at if I need to reach you
before our appointment?
Thank you very much ____________________. I look forward to meeting you __________ (day/date), at
__________ (time).

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Exhibit 3.3 Traffic Log

Visit

Future
Resident

E-mail

Time

Week Of:
Call

Property Name:

Source

Unit
Type

Date
Needed

# of
Occupants

Phone Number/
E- mail Address

Appt.
Sched.

Sources Codes Key

APG = Apartment Guide

DB = Drive By

BLB = Blue Book

A.com =
Apartments.com

FOR = For Rent

ID
Number

Unit
Shown

Comments

Code

Comment Codes Key

RR = Res. Referral

N = Newspaper

ID
Type

R.com = Rent.com

H.com =
Homestore.com
S = Signs
F = Flyer
BR = Business
Referral

AR = Agency Referral
YP = Yellow Pages

1 = Unit not Available

2 = Too small

5 = Possible Future Resident

5 = Put on Waiting List

R = Radio

3 = Too Expensive

7 = Not Qualified

BB = Be Back

4 = Inadequate Facilities

8 = Reservation Fee Taken

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175

Agent

Exhibit 3.4 Be - Back Postcard Coupon Sample

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Name:
Da t e :
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The Village at Overlake offers affordable Studios 1
& 2 Bedroom apartment homes! We have an onsite daycare, fitness center, parking & Metro transit
at our doorstep.

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VI LLAGE AT OVERLAKE
Any Town PHA
Anytown, USA
111-222-3333

Refer a friend to The Village & earn $50 if they qualify & move-in!

176

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Housing Managers Procedures Manual Public Housing Agency

Exhibit 3.5 Sample Apartment Shoppers Report

This confidential report has been requested by management. The purposes of the evaluation are to increase
productivity, to improve the leasing skills of the leasing staff, to attract quality residents and to increase
retention of existing residents. All comments and opinions are those of the individual who posed as a
prospective renter at the date and time shown below.
PROPERTY INFORMATION
Phone Number:

Property Name:
Address:
Managers Name:
Shopping Report Request Received:
Time Requested:
Special Instructions: (i.e., check for any discrimination in leasing practices)

Date of Shop:

Date/time of call:

SHOPPER INFORMATION
Arrival Time:

Departure Time:

TELEPHONE CONTACT
Person contacted:

Yes

N/A

Was the telephone answered by giving the name of the property?

Was the telephone answered by giving the rental consultants name?
Was he/she courteous and friendly?
Did he/she ask for your name (first and last)?
Did he/she explain that the rents are affordable?
Did he/she mention the square footage of the apartment?
Did he/she ask how soon you needed the apartment?
Were you asked questions to determine the apartment best for your needs (number of
occupants, pets, size, location, etc.)
Did he/she mention any interior amenities of the apartment (painting a desirable
picture)?
Did he/she mention any exterior amenities (pool, clubhouse, laundry facilities, etc.)?
Did the rental consultant try to make a definite appointment to show the apartment?
Were you asked for your telephone number (home and work)?
Were you asked where you live now?
Did he/she ask you why you were moving?
Did he/she ask where you were working?
Were you asked how you heard about the property?
Were you given clear and concise directions to the property?

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177

Exhibit 3.5 Sample Apartment Shoppers Report

Were you offered any benefits on the location (close to shopping, freeways, your job,
etc.)?
Did the consultant create a sense of urgency?
Based on this conversation, if you were an actual prospect, would you have visited the
property?
Why?
CURB APPEAL/APPEARANCE
Was the property easy to find?
Were the signs readable and in good condition?
Was the rental office/managers apartment easy to locate?
Did the office/rental area appear neat and professional?
Did you notice any odors?
Was the landscaping neat and well maintained?
Were the walkways clean?
Were any fences in good repair?
Were the buildings well maintained?
Was the dumpster area clean?
Was the parking lot clean and in good condition?
Were bikes and toys lying around?
Were derelict cars visible?
Were windows and draperies clean?
Was the pool/spa clean?
Was the pool area clean and in good condition?
Did he/she show the laundry room to you?
Was the laundry room and equipment clean?
Daytime __________ or evening __________ visit
If evening, were the common areas well lighted?
Based upon your first impression, was the property somewhere you would want to
live?
Rate the condition of your initial impression:
Excellent _____
Good _____
Fair _____
Poor _____
GREETING
Was the consultant well groomed and professional?
Did he/she stand when you entered the office?
Did he/she introduce himself/herself?
Did he/she ask your name?
Did he/she remember your phone call?
Did he/she remember your name from the phone call?
Was he/she eating or smoking?

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Exhibit 3.5 Sample Apartment Shoppers Report

Was he/she friendly and courteous?

Did he/she seem enthusiastic?
Was he/she in command of the situation?
Did he/she seem genuinely interested in you?
Comments:

THE INTERVIEW
Did he/she ask how you learned of the property?
Did he/she ask when you wanted to move?
Did he/she ask why you were moving?
Did he/she ask when your present lease was up?
Did he/she ask you about your needs?
Did he/she ask open-ended questions to get you to talking?
Did he/she act attentive?
Did he/she ask if you had any pets?
Did he/she ask who would be living with you?
If you had children, did he/she encourage you?
If you had children, did he/she discourage you?
Did he/she give you honest informatio n about the lease/deposits?
Was he/she frank about utility costs?
Did he/she ask you about your interests?
Did he/she mention other residents with your interests?
Did he/she tell you about churches, schools, shopping, etc.?
Did he/she ask you about your employment?
Were resident rules discussed?
Did he/she sell the management and maintenance?
Did he/she make you want to live there?
Did he/she use your name often?
Comments:

THE DEMONSTRATION
Did he/she go with you to see the model/vacancy?
What was discussed enroute to the unit?
Did he/she choose a scenic route to the unit?
Were amenities shown and discussed enroute?
Did he/she take control and lead the way with enthusiasm?
What was his/her opening statement upon entering the unit?

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179

Exhibit 3.5 Sample Apartment Shoppers Report

Was the unit clean and fresh smelling?

Were the units features and benefits demonstrated?
Did he/she smoke while showing the apartment?
Did he/she know the sizes of the rooms/unit?
Did he/she point out the units advantages?
Did he/she point out the units disadvantages?
Were the appliances clean and in working order?
Did you see any roaches, bugs?
Were any promises made about painting, cleaning, or carpeting?
Did he/she apologize for the property at any time?
Comments:

THE CLOSE
Did he/she try more than once to close?
Did he/she ask closing questions early?
Did he/she oversell at any time?
Did he/she say the management/community was very selective about their residents?
Did he/she explain the screening process?
Did he/she say how long it would take to screen?
How long?
Did he/she explain the rates/terms of the lease in a positive manner?
Did he/she ask you to fill out a rental application?
Did he/she review the application for completeness?
Did he/she imply theyd like you to live there?
Did you feel the apartment was yours from the beginning?
Did he/she create a sense of urgency in renting this unit?
Were your objections overcome?
If unable to meet your needs, did he/she refer you to another property?
Comments:

FOLLOW-UP
Did he/she contact you later by phone? ________ By letter? ________
Were you spotted as a shopper?

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List of Exhibits for Chapter 4

Exhibit 4.1 Rental Screening Criteria

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181

Exhibit 4.1 Rental Screening Criteria

QUALIFICATION CRITERIA:
Rental History:
12 months valid, verifiable rental history.
Valid means a written lease or month-to-month agreement or verifiable agency housing.
Rental history of less than 12 months may result in a conditional approval, requiring a CoSigner. The recommendation will be dependent on credit history, employment history and
income requirements.
Credit History:
Credit history reflecting that all existing accounts are in good standing. No

credit will be considered good credit.

Derogatory credit history in excess of $500 may result in a conditional approval requiring a
Co-Signer. The recommendation will be dependent on rental history, employment history
and income requirement.
Employment:
Income:

No minimum requirements.
No minimum requirements.
Applicant must have a valid, verifiable social security number and/or valid
visa, alien regis tration receipt card, temporary resident card, employment
authorization card number of other identification verifying eligibility to reside
in the United States.

Social Security:

Falsification of any of these numbers will result in denial.

CO-SIGNER CRITERIA:

A co-signer will be approved if all the qualifications below are met without exception. The co-signer will not
qualify if any one of the criteria are not met without exception.
Rental History:
12 months of valid and verifiable rental or mortgage history with no la te payments.
Credit History:
At least four accounts in good standing with less than $500 in derogatory accounts.
Employment:
12 months on the job or continuous, verifiable employment or guaranteed source of
income for 12 months.
Income:
Verifiable, income must equal no less than 4 times the rental amount.
Residence:
The co-signer must reside in the state of Washington.
GROUNDS FOR DENIAL WILL RESULT FROM THE FOLLOWING (BOTH CONVICTIONS AND PENDING
CHARGES) ON ALL APPLICANTS:

Verification that the household does not meet the eligibility requirements of the HUD program or any
other applicable affordable housing programs
Eviction from federally subsidized housing
Verified eviction showing on credit report or confirmed with landlord
Rental collection verified on credit report
Balance owing to landlord
Extreme negative and adverse rental history, e.g., documented complaints and/or damages, multiple late
payments or 72-hour notices to pay or vacate with statement by landlord of WOULD NOT RE-RENT
Verific ation from a former landlord of failure to cooperate with applicable re-certification procedures
Verification from a former landlord of termination of assistance as a result of fraud
Failure to sign and submit HUD required verification forms, e.g., HUD9887, HUD9887A, Section 214
Unverifiable social security number or falsification of social security number
Falsification of rental application or Rental Eligibility Application (including non-disclosure of criminal
records)
Breaking lease agreement that will result in collection filing
Verified name and date of birth match of criminal conviction as follows:
182

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Exhibit 4.1 Rental Screening Criteria

o
o
o
o
o
o

Murder (all counts)

Theft (all counts)
Burglary (all counts)
Rape (all counts)
Embezzling (all counts)
Arson (all counts)

o
o
o
o
o
o

Kidnapping (all counts)

Assault (1st , 2nd & 3rd Degree)
Vehicle Prowling (all counts)
Rape of a Child (all counts)
Forgery (all counts)
Reckless Burning (1st Degree)

o
o
o
o
o
o

Manslaughter (all counts)

Robbery (all counts)
Malicious Mischief (1st & 2nd Degree
Child Molestation (all counts)
Fraud (a ll counts)
Any Drug Related Conviction (all counts)

OCCUPANCY CRITERIA:

Studio
1 Bedroom Unit
2 Bedroom Unit
3 Bedroom Unit
4 Bedroom Unit

3 Occupants
3 Occupants
5 Occupants
7 Occupants
9 Occupants

*If a household is approved for occupancy based on their screening report but then later found to be
ineligible, the finding of eligibility will constitute a reversal of the screening approval.

Housing Managers Procedures Manual Public Housing Agency

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183

184

Appendix

Housing Managers Procedures Manual Public Housing Agency

List of Exhibits for Chapter 5

Exhibit 5.1 Utility Transfer Card

Housing Managers Procedures Manual Public Housing Agency

Appendix

185

Exhibit 5.1 Utility Transfer Ca rd

NOTICE OF CHANGED OF TENANTS

PLEASE PRINT.

To assist us in billing please complete this form when a tenant moves in or out and mail to us promptly. Thank you.
APARTMENT COMPLEX NAME:

ACCOUNT NO. (for office use only)

SERVICE ADDRESS

Apt. #

CITY

TENANT NAME (first, middle, last)

CARE OF

WORK PHONE

MAILING ADDRESS (if different)

EXT.
(

WORK PHONE

EXT.

CITY

STATE

ZIP

EMPLOYER

LENGTH OF EMP.

SOCIAL SECURITY NO.

PREVIOUS ADDRESS

CITY

SPOUSE (first, middle, last)

STATE

ZIP

EMPLOYER

TWO MAJOR CREDIT CARDS AND NUMBERS

CARD #

EXP. DATE

PERSONAL REFERENCE

CARD #

EXP. DATE

PHONE
(

ADDRESS

CITY

STATE

ZIP

If a deposit is requested on your account and you have previously had service with another utility, a satisfactory
payment verification letter can be provided within 10 working days of this application in order to waive the deposit.
CO-CUSTOMER (first, middle, last)
CARE OF

WORK PHONE

MAILING ADDRESS (if different)

EXT.
(

HOME PHONE

EXT.

CITY

STATE

ZIP

EMPLOYER

LENGTH OF EMP.

SOCIAL SECURITY NO.

PREVIOUS ADDRESS
MOVE-IN INFORMATION
In order to prevent discrepancies in move -in dates and meter readings we request that
tenant(s) and landlord/manager sign this form to verify information is correct. Thank you.
TENANT

MOVE-IN DATE
APARTMENT MANAGER/LANDLORD

DATE

SPOUSE OR CO-CUSTOMER

DATE

MOVE-OUT INFORMATION
In order to prevent discrepancies in move -out dates and meter readings we request that
tenant(s) sign out for utility service. Thank you.
MOVE-OUT DATE
TENANTS FORWARDING ADDRESS
CITY

APT. #
STATE

ZIP

STATE

ZIP

CO-CUSTOMERS FORWARDING ADDRESS

CITY

APT. #

APARMENT MANAGER/LANDLORD

DATE

TENANT

DATE

SPOUSE/CO-CUSTOMER

DATE

DID BOTH TENANT AN DCO-CUSTOMER MOVE? (check one)

o YES
o NO
(this section optional)
METER # ________________________________
DATE OF READ _________________________

MOVE-IN READ
From let to right, mark dials as viewed exactly.
(this section optional)
METER # ________________________________
DATE OF READ _________________________

MOVE-IN READ/MOVE-OUT READ

From let to right, mark dials as viewed exactly.
1400 12/98

186

Appendix

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List of Exhibits for Chapter 6

Exhibit 6.1 Parcel Log

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Appendix

187

Exhibit 6.1 Parcel Log

Property:

Month of:
CHECK-OUT

Date
Received

For Apt#

Addressed To

Delivery Company

CHECK-IN
Date of
Pick Up

Employee

Page:

188

Appendix

Housing Managers Procedures Manual Public Housing Agency

Released To

Employee

List of Exhibits for Chapter 7

Exhibit 7.1 Notice of Intent to Vacate
Exhibit 7.2 Move-out Checklist
Exhibit 7.3 Letter of Responsibility
Exhibit 7.4 Pre-move out Inspection
Exhibit 7.5 Vacant Unit Turnover Checklist
Exhibit 7.6 Vacant Unit Tracking Sheet
Exhibit 7.7 Completed Make Ready Form

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189

Exhibit 7.1 Notice of I ntent to Vacate

To _________________________________________ Apartments
(Property Name)
YOU ARE HEREBY INFORMED AND NOTIFIED that the undersigned residents will vacate said premises on or before _____________, 20_______ and you may
rent said premises and show the same for rental at all responsible times, with 24 hour notice, from this date forward. Resident understands that they are responsible
for rent through the end of their Lease or Rental Agreement regardless of move out date.
Name (please print)

Address

Name (please print)

Apartment No.

Phone No.

Dated this day of , 20

Residents Signature
IT IS THE RESIDENTS OBLIGATION TO LEAVE THE APARTMENT CLEAN AND IN GOOD CONDITION AT THE TIME OF VACATING AS INDICATED BY
THE INSPECTION REPORT FILLED OUT AT THE COMMENCEMENT OF HIS RESIDENCY. THE FOLLOWING IS A CLEANING GUIDE TO BE USED IN
ADDITION TO THE INSPECTING REPORT.
GENERAL AREA
1. o Walls are to be washed and all marks removed.
2. o Windows are to be washed and the tracks cleaned.
3. o Light fixtures, lamps, window sills and shelves are to be cleaned.
4. o Balcony, storage area and carport areas are to be cleaned.
5. o All tile, wood and/or vinyl floors are to be cleaned.
6. o All closets are to be cleaned.
7. o Fireplace is to be free of ashes and cleaned.
KITCHEN
1. o Refrigerator is to be defrosted and cleaned, inside and out and turned on low. Do not turn off.
2. o Range the outside must be cleaned thoroughly, including sides, top, under drip pans and drip pans.
Oven must be cleaned thoroughly.
3. o Hood and exhaust fan are to be cleaned.
4. o Dishwasher and disposal are to be cleaned and in operating order.
5. o Cabinets are to have all paper and utensils removed and shelves cleaned.
6. o Floor is to be swept and mopped clean.
BATHROOMS
1. o Tile/formica is to be washed and grout cleaned.
2. o Medicine cabinet is to be cleaned including mirror and shelves.
3. o Tub, basin, showers and toilet are to be cleaned.
WASHER & DRYER
1. o Washer is to be cleaned inside and out.
2. o Dryer is to be cleaned inside and out.
3. o Dryer vent is to be free from lint.
4. o Lint trap is to be thoroughly cleaned.
IN ADDITION, YOU SHOULD NOTIFY THE UTILITY COMPANIES, RETURN YORU KEYS, AND LEAVE A FORWARDING ADRESS WITH THE POST OFFICE
AND RSIDENT MANAGER.
The condition of the apartment at the time of vacating shall be inspected against the move-in Apartment Inspection Report by the Resident Manager, who has the
final authority to determine how much of the Security Deposit shall be refunded in accordance with the conditions set forth in the Rental Agreement or Lease. We
expect you to inspect the vacated apartment with the Resident Manager.
We have enjoyed your residency. Thank you. Please give us your reason for vacating:

190

Appendix

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Exhibit 7.2 Move Out Checklist

Resident Name:
Apartment #.

Type of Apartment:

Move In Date:

Move Out Date:

Checklist

Date Completed

Completed By

Received proper Notice to Vacate

Check Lease to see if Resident stayed Lease
Term (must pay for lease term)
Apartment Inspection Report completed
(Corporate office sends copy to resident)
Received forwarding address and telephone
number
Check Resident File/Ledger Card for
Additional monies owing
Number of keys received correct
Attorney called (if money is owing)
Power company notified
Postal Service notified of move-out
Turn off water heater
Locks changed on apartment/mailbox
Maintenance/Repairs done
Cleaning personnel scheduled
Painting personnel scheduled
Carpet cleaning scheduled

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191

Exhibit 7.3 Letter of Responsibility

Property Name:

Apartment #:

Address:
Resident(s):
Dear Resident:
Since you have been given notice to vacate on ___________________, we have listed below a few requirements that are expected of you before you
move. We hope this will assist you in getting your apartment ready for inspection.
KITCHEN
BATHROOM
Clean and defrost refrigerator (PLEASE DO NOT TURN IT OFF)
Clean toilet, tub, tiles, sink
Clean oven/range/broiler
Clean medicine cabinet
Clean vent hood and fan
Clean all floors
Clean cabinets, remove shelf-paper and rid room of trash
Rid room of trash
Wash all windows (inside)
Remove all nails and hooks
Required painting will be charged according to the time and materials as charged to the property by the vendor. Painting charges will be assessed on
your length of occupancy per the following schedule:
0-6 months
100%
6-12 months
75%
12-24 months
50%
24-36 months
25%
Over 36 months
0%
Paint charges are for painting only and do not reflect drywall repair. The average cost to fully paint an apartment in this community is $__________.
The guideline for replacing or repairing carpet, vinyl and wood flooring in your apartment will be based on a _____ year life-expectancy. You will be
charged for repair to or replacement of carpeting due to rug stains, burns or small holes in carpeting, or excessive wear and tear.
Replacement of appliances will be charged at current contract prices. Consideration will be given to the condition of the appliance at the time of
move-in.
Your apartment must be returned to us in the condition in which you received it, except for normal wear and tear. Dirt is not considered normal wear
and tear and charges will be assessed for all cleaning (with the exception of carpet and drapery cleaning) done. Charges will be assessed per the
following schedule:
Light touch up (3 hours)
$__________
Bathrooms
$__________ each
Kitchen
$__________
Extra dirty - $15 per hour for every hour over 3 hours
Required repairs and replacement for damage to the unit will be charged at cost plus $15 per hour.
Upon vacating your apartment, please return all keys to the office. (There will be a $__________ per key charge for all keys not returned, or
$__________ if the lock must be changed when keys are not returned). According to our records, you are scheduled for move-out on
__________(Date), with a move-out inspection scheduled for __________ (Time) that day. (Please note that move-out inspections can be scheduled
during office hours only.)
After the move-out inspection, any items that must be re-cleaned, repaired or replaced will be deducted from your Security Deposit, as well as any
balances that may be due for rental charges unpaid.
We will make every effort to accommodate your schedule in determining a move-out inspection. Failure to attend the move-out inspection will cause
you to lose the right to contest any charges contained in the move-out report.
Should you have any questions concerning the above, please do not hesitate to call the office.
Sincerely,
Housing Manager
192

Appendix

Housing Managers Procedures Manual Public Housing Agency

Exhibit 7.4 Pre- Move Out I nspection

Resident Name:
Property:

Date:

Prepared By:
Unit No.

Size:

Style:

Carpeting
Vinyl
Tile
Windows
Blinds
Doors
Paint/walls
Countertops
Appliances
Heaters/AC
Tubs/sinks
Other/Amenities
Comments

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Appendix

193

Exhibit 7.5 Vacant Unit Turnover Checklist

q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q
q

194

Remove all trash, litter and abandoned property from the apartment
Change locks on doors
Check for and repair any water leaks kitchen and bathroom(s)
Remove bi-fold doors
Remove interior doors
Remove switch and plug plates
Remove curtain rods and shades/blinds
Remove globes form light fixtures
Remove exhaust fans and covers bathroom(s) and kitchen
Remove all chrome accessories from bathroom
Remove heating system covers
Remove smoke detector covers
Remove nails, screws, etc. from walls
Wash walls as needed
Clean tops of doors and window trim
Clean tops of kitchen cabinets
Patch all holes and damaged areas in walls as needed
KILZ or prime all stains in ceiling and walls as needed
Check and repair all plumbing as needed
Check and repair all electrical as needed
Repair structural damage to doors, etc., inside and outside of apartment
Sand all walls to remove high spots and flaws
Straighten all metal doors and heat covers
Paint ceilings as needed
Paint walls as needed
Paint closets, shelving, bi-fold doors, heater covers, etc., (2 coats if necessary)
Clean, check and repair kitchen cabinets, handles, doors, hinges, shelves as needed
Stain all nicks, scratches and gouges in doors, door frames, windows and cabinets
Clean kitchen sink and fixtures
Clean bathroom sink and fixtures
Clean and re-install all bathroom chrome accessories
Re-caulk tub, sink and kitchen countertop
Check carpeting re-tack if needed inspect for cleaning or replacement
Check kitchen linoleum clean and repair or replace as needed
Check bathroom linoleum clean and repair or replace as needed
Replace all missing light bulbs
Clean and replace damaged light globes
Check and clean smoke alarm covers replace battery replace cover as needed
Clean and repair or replace kitchen appliances as needed
Clean and re-install light switch plates and plug plates
Clean, repair or replace window shades/rods/blinds
Clean, repair or replace exhaust fans and covers
Clean, repair or replace windows and screens
Check, repair or replace window and door weather stripping
Re-install interior doors
Re-install metal or wood bi-fold doors check tracks, pins and slides, clean as needed
Replace heating system covers
Clean apartment thoroughly
Remove any paint spills, brush marks, etc., from trim and base
Clean, repair or replace all base covers
Clean or replace carpeting as needed
Install all door stops
Inspect apartment and touch up as needed
Re-inspect apartment

Appendix

Housing Managers Procedures Manual Public Housing Agency

Exhibit 7.6 Vacant Unit Tracking Sheet

Unit

Date
Resident
Gave
Notice

1/10/2002

Initial
Inspection
of Unit

Supplies
Ordered
and
Vendors
Scheduled

MoveOut
Date

Date of
Move-Out
Inspection

Trash
Removal/
Hauling

Turnover
Maint. and
Prep Work

Painting

1/14/2002

1/15/2002

1/31/2002

2/1/2002

2/4/2002

Housing Managers Procedures Manual Public Housing Agency

Carpet
Cleaning
or
Replacement

Appendix

2/5/2002

Other
Contracted
Work Description
Window
Replacement

195

Other
Contracted
Work Date

Final
Cleaning

Ready
Date

Days
to
Turn
Unit

2/6/2002

2/7/2002

Exhibit 7.7 Completed Make Ready Form

Apt. #

Date:

Maintenance Associate

Check boxes for completed or replaced items. File completed and approved checklist in unit maintenance file.
Notify office of Maintenance Supervisor of any vendor work needed, such as: carpet, vinyl, counter top repairs, etc.
*Item should be checked closely, caulking may need replacement; **If caulking is needed, remove all caulking first.
Approach
Check Exterior Light Fixture
Check Hallways
Check Threshold
Check Sidewalks
Check Exterior Front Door*
Check Stairs
Interior Entry
Check Switches
Check Light Fixtures
Check Inside Front Door
Check Interior Doors
Check Windows*
Check Blinds
Check Doorsteps
Check Walls and Ceilings
Check Flooring
Check Carpet
Living Room
Check Ceiling Fan
Check Light Fixtures
Check Outlets
Check Switches
Check Interior Doors
Check Walls and Ceilings
Check Flooring
Check Carpet
Check Windows*
Check Sliding Doors
Check Blinds
Check Doorstops
Check/Paint Fireplace
Patio/Balcony
Check Exterior Doors*
Check Light Fixtures
Check Deck Surface
Check Railings
Check Water Heater
Check Outlets
Check Switches
Check Exterior Paint
Kitchen/Appliances
Check Refrigerator
Check Icemaker
Check Dishwasher
Check Disposal & Air Gap
Check Range Top
Check Oven
Check Microwave
Check Vent Hood
Check Washing Machine
Comments:

O.K.

Replace

Kitchen Continued
Check Hoses
Check Dryer
Check Dryer vent
Check Shelving
Check Countertops*
Check Cabinets
Check Sink
Check Faucets
Check Flooring
Check Walls and Ceilings
Check Interior Doors
Check Windows*
Check Blinds
Check GFCIs
Check Switches
Check Outlets
Check Light Fixtures
Bathrooms
Check Sinks**
Check Faucets
Check Pop-up
Check Bathtub/Shower**
Check Bathtub/Shower Faucets
Check Showerheads
Check Toilets*
Check Countertops*
Check Cabinets
Check Machine Cabinets
Check Shelving
Check Towel Bars
Check Paper Holders
Check Flooring
Check Walls and Ceilings
Check Interior Doors
Check Doorstops
Check Windows*
Check Water Heater
Check Blinds
Check GFCIs
Check Switches
Check Outlets
Check Light Fixtures
Hallways
Check Walls and Ceilings
Check Interior Doors
Check Doorstops
Check Windows*
Check Blinds
Check Carpet/Flooring
Check Switches

O.K.

Replace

Hallways Continued
Check Outlets
Check Light Fixtures
Bedroom
Check Ceiling Fan
Check Light Fixtures
Check Switches
Check Outlets
Check Walls and Ceilings
Check Carpet
Check Interior Doors
Check Doorstops
Check Windows*
Check Sliding Doors*
Check Blinds
Closets
Check Shelving
Check Walls and Ceilings
Check Light Fixtures
Check Switches
Check Pull Cords/Chains
Check Attic Access Panels
HVAC
Check Operation
Check Air Circulation
Check Thermostats
Check/Clean Evaporator
Check Condenser Pan
Check/Clean Condenser Coil
Check Condenser Fan Motor
Check Furnace
Check/Clean Baseboards
Check/Clean Wall Heaters
Check/Clean All Vents
Check All Filters
Safety/Security
Check Peephole 160 degrees
Check Passage Set
Check Strike Plate (3 screws)
Check Window Latches
Check Sliding Door Latch
Check Sliding Door Pin
Check Smoke Detectors
Check Fire Extinguisher
Change /Re-key Locks
Before Leaving Apt.
Remove All Trash
Turn Off AC and Lights
Close Drapes/Blinds
Lock Windows and Doors

O.K.

Date
Maintenance Supervisor must inspect, make ready, safety/lock/key items and initial here:
Housing Manager must inspect apartment and initial here:

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Replace

List of Exhibits for Chapter 8

Exhibit 8.1 Maintenance Skills Assessment Test for Qualifications
Exhibit 8.2 Inventory Sheet for Tools and Equipment
Exhibit 8.3 Appliance Control Log

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MAINTENANCE SKILLS ASSESSMENT

TEST QUESTIONS

DO NOT WRITE ON QUESTION SHEET. Record all responses to questions on the appropriate
answer sheet. Read each question carefully and choose the best answer. Some questions may appear
to have more than one answer.

GENERAL:

What type of drywall sheeting is best suited for use in interior, high moisture areas?
a. Bulldog wet board
b. Brown board
c. Green board
d. Primer grade yellow board

Which of the following fasteners is not commonly used in drywall?

a. Toggle bolt
b. Molly bolt
c. Spiral masonry nail
d. Bulldog hanger

In regards to door locks what is the difference between master pins and driver pins?
a. No difference
b. Master pins are a different color
c. Master pins are typically smaller
d. Master pins are oblong shaped

When is the best time to change a lock on a vacant apartment

a. As soon as the resident moves out
b. After the apartment is market ready
c. Just before new resident moves in
d. Only when instructed to do so by manager

What is the value of a preventative maintenance program?

a. Overall maintenance cost are minimized
b. Decreased in maintenance man hours
c. Increased efficiency and life of equipment
d. All of the above

Which of the following items would not be found on a metal entry door?
a. Self closing hinges
b. Strike plate
c. Threshold
d. Ballast

Which of the following items would not be used to repair a wooden door?
a. Drywall compound
b. Plastic wood
c. Rubbing compound
d. Carpenters glue

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If a resident asked you about transferring into another apartment in the community, what would you do?
a. tell the resident you do not know anything about transferring
b. politely refer the resident to the leasing agent in the information center
c. tell the resident that he/she will have to find someone else to rent their present apartment before a
transfer will be considered
d. tell the resident that you will check into it and get back to the resident with the answer

You witness a crime in progress on the property, what steps should you take?
a. notify the policy department immediately
b. get one or two more maintenance associates and catch the criminal, then call the police
c. get a good description, if possible, and immediately call the police department but make no
attempt to stop the crime yourself
d. make a citizens arrest and read the criminal his rights

10. A resident has fallen down and injured his back and cannot get up, what should you do?
a. pick up the resident and take him to the hospital
b. ask the resident to let you look at his back
c. keep the resident calm but do not try to move him. Inform him that you are going to get help
d. see if the resident can sit up
11. Which paint brush would be best suited for applying flat latex paint according to manufactures
recommendations?
a. hair bristle brush
b. nylon bristle brush
c. foam brush pad
d. doesnt matter all are good brushes
12. When entering a unit to be painted, what are the first steps to be taken in preparation for the work?
a. set up your tools, drop cloths, and materials; start filling all holes and cracks
b. look the unit over and start scraping and filling all holes
c. scrap and fill all holes and cracks and apply primer coat to all rooms
d. paint doors and trim, patch holes and cracks, then paint
13. What should you do before painting over dark water stains on walls and ceiling that have dried?
a. you should paint the entire room, because if you dont, the new paint will not match
b. sand the stained areas and then paint the same color
c. apply a thin coat of sheet rock to hide the stain and then paint
d. be sure the water leak has stopped, prime or seal the stained areas, allow to dry before applying the
finish coat. If necessary paint the entire surface.
14. Which of the following could be the cause of insulted glass fogging on the inside?
a. abnormal uv rays
b. high humidity
c. bad seal
d. stuck balance
15. If a water main on the property breaks what should you do?
a. Turn off the water at the meter in which the water main supplies, check to see if the water stops
running, if the water stops running call a plumber, if it doesnt stop running call the water company
b. Turn the water off at the utility main and call the water department
c. With the water still on see if you can dig up the water main to see why it is leaking
d. Turn off the water and dig up the water main to find the leak, once you find the cause of the leak
call the water company
16. Caulking can be used to make small repairs in vinyl floors.
a. true
b. false

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ELECTRICAL:
17. There are two kinds of electrical current. They are?
a. Direct current charge and current flow
b. Light current and electrical current
c. Direct current and alternating current
d. Plug in current and battery current
18. Which of the flowing types of light bulbs consumes the least amount of energy?
a. 60 watt incandescent
b. 150 watt par flood
c. 14 watt florescent
d. 150 watt mercury vapor
19. Which of the flowing tools is most often used to check continuity of a circuit?
a. Ammeter
b. Gyro meter
c. Ohmmeter
d. Voltmeter
20. What type of outlet is code required to be installed in areas where water could create a shock hazard
a. DMV
b. 3 prong grounded
c. duplex
21. A ballast would most likely be used with which of the following type bulbs?
a. Incandescent
b. Candelabra
c. Par flood
d. Florescent
22. Which of the following devices could be used to turn lights on the and off on the exterior of buildings?
a. photoelectric control
b. six hour clock timer
c. digital wattstat control
d. analog photosynter
23. What is the purpose of a circuit breaker?
a. to protect from being shocked
b. to protect the wire from being over amped
c. to turn off high voltage pumps (swimming pool. boiler, ea.) d. all of the above
24. Which of the following wire sizes would carry the most load?
a. 18 AWG
b. 16 AWG
c. 8 AWG
d. lO AWG
25. In a 120 V three wire system, which of the following wires is usually hot?
a. Red
b. White

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c.
d.

Black
green

26. Which of the following switches won1d be used to control a single fixture from two locations?
a. two way toggle
b. three way toggle
c. four way toggle
d. bi-way toggle
27. What does the international electrical symbol E stand for?
a. Watts
b. Ohms
c. Volts
d. amps
28. A circuit of 120 v has a resistance of 20 ohms. What would be the current flow (amps) of this ciIwit?
a. 12 amps
b. 16 amps
c. 8 amps
d. 6 amps
29. An exterior lighting circuit of 120 v bas 10, 60 watt light bulbs. What would be the current flow (amps) of
this circuit?
a. 8 amps
b. 6 amps
c. 5 amps
d. 3 amps
30. What does the international electrical symbol I stand for?
a. watts
b. ohms
c. volts
d. amps
31. The flow of electrical energy is cal1ed:
a. amperage
b. current
c. voltage
32. The rating for other than individual branch circuits sha1l be?
a. 15 or 20 amps
b. 30 or 40 amps
c. both a and b
d. none of the above
33. Fuses and circuit breaker sha1l be permitted to be connected in parallel.
a. when factory assembled
b. when factory assembled in parallel
c. when listed as a unit
d. both b and c
e. none of the above

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34. In a completed installation each outlet box sha1l be provided with a cover unless covered by______?
a. fixture canopy
b. lamp holder
c. receptacle
d. an of the above
35. Incandescent fixtures with partially enclosed lamps, installed in clothes closets shall _ permitted as follows.
a. surface mounted with a minimum clearance of 12 inches
b. surface mounted with a minimumclearance of 6 inches
c. recessed with the proper clearance
d. not permitted
36. Outlet boxes shall not be used as the sole support for ceiling -suspended (paddle) fans.
a. true
b. false
37. A fixture that weighs more than - or exceeds - in any dimension shall be supported by the screw shell of a
lamp holder.
a. 8 lbs., 16 inches
b. 16 lbs., 8 inches
c. 6 lbs, 16 inches
d. 8 lbs , 18 inches
38. Which of the following is a live part?
a. terminals
b. buses or electric conductors
c. components that are uninsulated or exposed and are a shock hazard
d. all of the above
39. The minimum head room of working space about service equipment, switchboards, panel boards, or motor
control centers shall be ____, not less than the height of the equipment.
a. 30 inches
b. 6.5 feet
c. 35 inches
d. 6 feet
40. To be considered for approval, continuing education courses must consist of not less than ___of instruction
and be open to monitoring by the department and/or the electrical board at no charge.
a. 4 hrs.
b. 61hrs.
c. 8 hrs.
d. 10 hrs.
41. What should you check if an electrical outlet is not working?
a. breaker
b. outlet, if breaker is ok
c. 1st out1et on the line
d. all of the above
42. If a fluorescent light is not working, what should you check?
a. Bulbs

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b.
c.
d.

Power
starter/ballast
any of the above

43. It is ok to touch the glass on a halogen element with your fingers.

a. true
b. false
44. Which of the following is a good sign that a photocell is faulty?
a. when the lights remain on/off all the time
b. when the lights flicker
c. when the lights are on during the day and off at night
d. all of the above
45. When changing a submerged pool light you should?
a. Shut off breaker, drain pool below the light and change the bulb
b. turn off chlorinator
c. Put on a swim suit and dive in
d. turn off breaker, raise light from under water to pool deck then change bulb
PLUMBING:
46. When should you change a flapper valve on a toilet?
a. if it is discolored and the edges are curled
b. if you hear water leaking from the tank to the bowl
c. when doing maintenance on a market ready apartment
d. all of the above
47. Which of the following tools would not be used to unstop a toilet?
a. force cup / plunger
b. auger
c. seat wrench
d. snake
48. Which of the following items would not be found on a typical toilet?
a. ballcock.
b. flapper
c. closet boh
d. sillcock
49. When should drain acid be used to unstop a toilet?
a. as a last resort if nothing else works
b. pour half a cup in the bowl before using a plunger
c. never use in a toilet under any circumstances
d. depends on type of toilet
50. What is the primary purpose of a trap on a drain pipe?
a. to prevent large items from entering the waste line
b. to provide access to the waste line
c. to prevent sewer gas from escaping into the unit
d. to provide easy installation of drain parts

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51. Which of the following toots is used to work on hard to reach water supply pipes and faucets behind sink
and lavatories?
a. strap wrench
b. fixed spud wrench
c. pipe wrench
d. basin wrench
52. Of the following types of rigid copper pipe, which is the one most often used (code permitting) for above
ground residenria1 plumbing with soldered joints?
.
a. Type K
b. Type M
c. Type L
d. Type J
53. What is the standard size pipe on a kitchen sink drain?
a. 1"
b. 1 "
c. 1 "
d. 1 "
54. What is the main purpose of the T & P valve on a water beater?
a. maintain constant gas pressure to the burner
b. keep heated water from backing up into the cold water supply system
c. to provide protection against explosion
d. to turn off the gas/electric supply to the burner/element in the even the temperature in the tank
exceeds manufacturers recommended level
55. A water heater makes a thumping noise while heating the water, what could be the problem?
a. not completely full of water
b. too much water pressure
c. lime build up
d. they all make this kind of noise
56. A quick way to stop a pipe leak is to use a pipe clamp.
a. true
b. false
c. only on a steel or copper pipe
d. never use a pipe clamp
57. If a toilet leaks from the bottom, you should.
a. caulk around the base
b. replace the wax seal
c. call a plumber
d. tighten the bolts
58. If the water faucet chatters, what is it caused by?
a. faucet not secure
b. all cheap faucets chatter
c. air in system or loose washer
d. water lines in the wall are under sized

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59. A water hose that is connected to a faucet and is submerged in a pool is considered as what?
a. a time saver
b. a cross connection
c. a hydro gap connection
d. a siphon stop
60. What is the purpose for using flux on copper pipe when soldering?
a. it makes the solder stick to the pipe.
b. it lowers the melting point of solder
c. it prevents oxidation from forming in the joint
d. it's not necessary

APPLIANCE REPAIR:
61. Which of the following refrigerants is used in refrigerators?
a. R-22
b. R-123
c. R-12
d. R-502
62. What is the desired temperature for the freezer compartment in a refrigerator?
a. 10-32 degrees
b. 10-15 degrees
c. 5-15 degrees
d. 0-8 degrees
63. What is the desired temperature for the fresh food compartment in a refrigerator?
a. 28-32 degrees
b. 38-42 degrees
c. 45-48degrees
d. 0-12 degrees
64. When referring to a refrigerator as frost free-it means:
a. moisture is not present to create frost
b. a timed beating element melts frost
c. frost is never present
d. mullion heater keeps frost from forming
65. Which of tile following is an indication that tile door gaskets on a refrigerator are "leaking"?
a. condensation on outside of refrigerator
b. food spoiling
c. excessive ice build-up
d. all of the above
66. Which of the following could cause abnormally high temperatures in the freezer section of the refrigerator?
a. defective defrost thermostat
b. defective defrost limit
c. defective icemaker
d. all of the above

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67. What is the most common use of a frost-free refrigerator failure?

a. old and worn out
b. not level
c. dirty condenser or bad defrost timer
d. residents overload the refrigerator with food
68. If an oven dots not beat up to tile required temperature setting, what could be the cause?
a. bad door gasket
b. bad thermostat
c. loose electrical connection
d. all of the above
69. What line voltage is necessary for tile proper operation of a gas range?
a. 24Ov
b. 12v
c. 24v
d. none of the above
70. What would you check first if a garbage disposal motor did not run but the flywheel turned freely?
a. wall switch
b. breaker
c. reset button
d. none of the above
71. Hot water should be used to flush or rinse a garbage disposal?
a. always
b. never
c. only with vegetables
d. only with "fatty" waste
72. Which of the following should you check first if a dishwasher does not dry the dishes properly?
a. water valve
b. drain solenoid
c. ca1rod heater
d. energy saver switch
73. Which of the following temperature ranges is desirable for the best operation of a dishwasher?
a. 115-120 degrees
b. 95-115 degrees
c. 120-140 degrees
d. 105-110 degrees
74. Which of the following would be the probable cause of a dishwasher overflowing?
a. defective timer
b. defective pump
c. defective float switch
d. defective water solenoid

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75. If the dishwasher will not drain, what could be the problem?
a. bad pump solenoid
b. gate arm on pump closed.
c. drain hose clogged
d. all of the above
76. If a dryer makes a loud noise, what should you do?
a. clean plastic drum bearing, if worn replace
b. take off the front of the dryer, vacuum and clean it out
c. check the drum guides
d. all of the above
77. If a dishwasher is not getting enough water, what should you check?
a. screen at the connection
b. valve turned on
c. timer
d. all of the above
e. both a and b
78. When replacing a hot water tank you should?
a. shut oft power
b. replace PT valve
c. purge air from new tank
d. all of the above
79. What is the highest temperature a hot water should be set at?
a. 100 degrees
b. 110 degrees
c. 120 degrees
d. 130 degrees
80. If a refrigerator is running noisy, what should yon check first?
a. drain pan
b. condenser fan and motor
c. evaporator fan
d. none of the above
81. Which of the following best describes how to check: an element on a hot water tank?
a. disconnect power, meter across the terminals. reading of 0 ohms means it is bad
b. with the power on, meter across the terminals. reading of 0 ohms means it is good
c. remove the element and check it visually
d. none of the above
POOLS/SPAS:
82. How many gallons of water are in a rectangular shaped pool that is 20' x 40' x 5'?
a. 25,000
b. 30.000
c. 35,000
d. 40,000

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83. What is the ideal Ph range for a plaster pool?

a. 7.0-7.4
b. 7.4-7.6
c. 7.6-7.8
d. 7.4-7.8
84. What chemical is used to stabilize pool water, which slows down the dissipation of chlorine?
a. muriatic acid
b. hydrochloric acid
c. nitrogenic acid
d. cyanuric acid
85. At what level of stabilizer is a pool considered "locked up"?
a. 100 ppm
b. 35 ppm
c. 55 ppm
d. 80 ppm
86. What chemical is used to raise Ph in a pool/spa?
a. soda ash
b. bicarbonate of soda
c. muriatic acid
d. calcium chloride
87. What is the proper level of total alkalinity in a pool/spa?
a. between 60-85 ppm
b. between 70-75 ppm
c. between 80-125 ppm
d. between 90-140 ppm
88. What chemical is used to lower both Ph and total alkalinity in a pool/spa?
a. hydrochloric acid
b. cyanuric acid
c. polymeric acid
d. muriatic acid
89. What happens when total alkalinity is to high?
a. plaster and metal etching
b. plaster and pipes scale
c. filter plugs easily
d. water line tile discolors
90. What is the ideal level of chlorine for a pool?
a. .5 - 1.0 ppm
b. 1.5 - 3.0 ppm
c. 2.0 - 2.8 ppm
d. 2.5 - 3.0 ppm

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91. What is the proper chlorine level to obtain good super chlorination?
a. 3.0 Ppm.
b. 7.0ppm
c. 15.0 ppm
d. 25.0 ppm
92. What is the primary indicator used to determine when filters should be backwashed?
a. jandy valves
b. flow meters
c. pressure gauges
d. pumps
93. What device is used to contto1 the flow of water through a pool filter?
a. jandy valve
b. gate valve
c. flow valve
d. multiport valve
94. Turnover rate is the movement of the entire volume of pool water through one complete cycle of the
recirculatory system. What is the required turnover rate for public pools?
a. 6 times in a 24 hour period
b. 4 times in a 24 hour period
c. 3 times in a 24 hour period
d. 2 times in a 24 hour period
95. What is the recommended maximum temperature for spas?
a. 95 degrees
b. 100 degrees
c. 108 degrees
d. 104 degrees
96. What diameter ball would you use to test the distance between bars in a pool fence?
a. 3"
b. 4"
c. 5"
d. 6"
97. When testing a pool gate to see that it is self-closing and latching, you should hold the gate open to what
distance?
a. 6" to 12"
b. 12" to 24"
c. 24" to 36"
d. over 36"
98. What three (3) ingredients are critical to pin proper water balance in a pool or spa?
a. PH, chlorine residual, stabilizer
b. PH, total alkalinity, calcium hardness
c. PH, total dissolved solids, chlorine
d. stabilizer, chlorine, total alkalinity

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99. What is the only way to lower the cyanuric acid level in a pool?
a. add muriatic acid
b. clean the filter
c. drain the pool part way and add fresh water
d. add calcium cloride
100. When checking pool chemicals you should always check the PH first.
a. true
b. false
c. not enough information
THANK YOU FOR YOUR TIME

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MAINTENANCE SKILLS ASSESSMENT TEST ANSWER KEY

GENERAL
1.
C
2.
C
3.
C
4.
A
5.
D
6.
D
7.
C
8.
B
9.
C
10. C
11. B
12. A
13. D
14. C
15. A
16. B
ELECTRICAL
17. C
18. C
19. C
20. C
21. D
22. A
23. B
24. C
25. C
26. B
27. C
28. D
29. C
30. D
31. D
32. C
33. D
34. D
35. D
36. A
37. C
38. D
39. B
40. A
41. D
42. D
43. B
44. A
45. D

PLUMBING
46. D
47. C
48. D
49. C
50. C
51. D
52. B
53. C
54. C
55. C
56. A
57. B
58. C
59. B
60. C

POOL AND SPA

82. B
83. B
84. D
85. A
86. A
87. C
88. D
89. B
90. B
91. B
92. C
93. D
94. C
95. D
96. B

APPLIANCE
61. C
62. D
63. B
64. B
65. D
66. D
67. C
68. D
69. D
70. C
71. B
72. D
73. C
74. C
75. D
76. D
77. E
78. D
79. C
80. B
81. A

97.
98.
99.
100.

A
C
C
B

Exhibits 8.2
I nventory Control Sheet- Tools and Equipment
Property: _________________________________ Maintenance Supervisor ______________________________
Page ____of _____ Inventory as of: _____________________, 20__________

Item Description

Quantity

Brand/Make

Model

Serial#

Purchase
Date

Housing Managers Procedures Manual Public Housing Agency

Cost

Items Removed From

Listing Require Manager
Approval

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211

Exhibit 8.3 Appliance Control Log

Property Name: _________________________

Unit #

212

Furnace Serial #
Brand/Model #

Appendix

Date: ____/_____/20_____

Water Heater
Serial #
Brand/Model #

Stove Serial #
Brand/Model #

Prepared By: _______________________________

Refrigerator Serial
# Brand/Model #

Dishwasher Serial
# Brand/Model #

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Microwave
Serial #
Brand/Model #

Page _ of _

Washer/Dryer
Serial #
Brand/Model #

List of Exhibits for Chapter 11

Exhibit 11.1 Purchase Order Approval Form
Exhibit 11.2 Request for Quotes for Small Purchases
Exhibit 11.3 Vendor Registration Form

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Exhibit 11.1 Purchase Order Approval Form

TO:
RE:
FROM:
DATE:

Regional Manger or Director of Property Management

Purchase Order Number _____________________________________________
Housing Manager/Property ____________________________________________
____________

Budget Fund No.

Major Account No.

Sub-Account No.

Cost Center

Project No.

Item/Service Description

Bid Tabulation (Note: Only one reasonable price required for purchases under $500. List recommended award first.)
Quotes/Bids
Company Name
Section 3 Firm
MBE, WBE, DBE Firm?
Amount
(Attach)

1.
2.
3.
4.
If other than lowest bidder, justify:
Are funds available in the current operating budget for this item:

o Yes

o No

Based on a review of HUDs website, is this vendor debarred/suspended?

o Yes

o No

Is this a Section 3 covered contract?

If yes, will there be new hires?

o Yes
o Yes

o No
o No

For labor contracts (check which applies and attach): o HUD-Determined

o Exempt (if exempt, explain)

o Davis Bacon

Attach supporting documentation (indicate N/A if not applicable)

o Independent cost estimate
o Request for quotes, including wage determination (where applicable)
o Certificate of Insurance
o Contract

Approvals
o

Regional Manager (over $200)

Date

o
o

Director of Property Management ($5,000 to $25,000)

Agency Director (over $25,000)

Date

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Exhibit 11.2 Request for Quotes

Property Name:
Property Address:
City, State, Zip
Contact Person:
E-Mail:
Phone:
Fax:

Scope of Services:

1. The PHA will select the lowest, most responsive and responsible quoter.
2. Due date and local time:
3. Number of copies to submit:
4. Place of submission:
5. Submission requirements:

Respondents must complete the attached quote sheet.

6. Form of submission:

Quotes may be mailed, hand-delivered, e-mailed, or faxed.

7. Date work to commence:

8. Date work to be completed:
9. MBE/WBE/DBE Policy: It is the policy of the PHA to encourage responses from MBE/WBE/DBE
contractors. It is the goal of the PHA to increase its minority contract base. All contractors that
qualify are encouraged to register with the local, city, or state office of the Department of Equal
Opportunity (DEO) or, if local, to register with the Citys DEO, 999-888-7777.
10. Invoicing Method: Upon satisfactory completion of the work, the vendor shall submit an invoice,
along with the work ticket signed by the Housing Manager, to address listed at the top of this
request.
11. Terms: Payment will be made in full within 30-days of invoice provided (a) satisfactory
completion, and (b) compliance with all requirements of the quote/contract.

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12. Wage Determinations (check if applicable):

o Payment of HUD-Determined Maintenance Wages: The PHA has determined that this
contract qualifies as a maintenance contract that is subject to certain HUD-determined
wages. To that end, attached is a bid addendum containing the appropriate minimum
maintenance wages rates that must be paid in connection with this contract and related
provisions.

o Payment of Davis-Bacon Wage Rates: The PHA has determined that this contract qualifies
as a construction contract that is subject to Davis-Bacon, to that end, attached is a bid
addendum containing the appropriate minimum wage rates that must be paid in connection
with this contract and related provisions.
13. Any contract of $25,000 or more requiring labor in the performance of a service, or construction
or installation, is subject to Section 3 of the Housing Act of 1968. Any such Section 3-covered
contracts should read carefully the attached Section 3 addendum (if applicable).
14. Insurance Requirements: A current certificate of insurance is required with each quote and
before the commencement of any work, the following dollar limits must be satisfied:

o Vehicular liability of $1 million minimum per incident (all vendors)

o General liability of $1 million minimum per incident (excludes supplies and materials)
o Workers compensation consistent with all statutory requirements (all vendors)
o The Certificate of Insurance names the PHA as additional insured.
15. Examination and Retention of Contractors Records. The Housing Authority (HA), HUD, or
Comptroller General of the United States, or any of the duly authorized representatives shall, until
three years after the final payment under this contract, have access to and the right to examine any of
the Contractors directly pertinent books, documents, papers, or other records involving transactions
related to this contract for the purpose of making audit, examination, excerpts, and transcriptions.
16. Right in Date and Patent Rights (Ownership and Proprietary Interest). The HA shall have
exclusive ownership of all proprietary interest in, and the right to full and exclusive possession of all
information, materials, and documents discovered or produced by Contractor pursuant to the terms
of this Contract, including but not limited to reports, memoranda or letters concerning the research
and reporting tasks of this Contract.
17. Energy Efficiency. The Contactor shall comply with all mandatory standards and policies
relating to energy efficiency which are contained in the energy conservation plan issued in
compliance with the Energy Policy and Conservation Act (Pub.L. 94-163) for the State in which the
work under this contract is performed.
18. Termination for Cause and for Convenience (contracts of $10,000 or more).
(a) The HA may terminate this contract in whole, or from time to time in part, for the HAs
convenience or the failure of the Contractor to fulfill the contract obligations (cause/default). The
HA shall terminate by delivering to the Contractor a written notice of Termination specifying the
nature, extent, and effective date of the termination. Upon receipt of the notice, the Contractor
shall: (1) immediately discontinue all services affected (unless the notice directs otherwise), and (2)
deliver to the HA all information, reports, papers, and other materials accumulated or generated in
performing the contract, whether completed or in process.
(b) If the termination is for the convenience of the HA, the HA shall be liable only for payment for
services rendered before the effective date of the termination.

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(c) If the termination is due to the failure of the Contractor to fulfill its obligations under the contract
(cause/default), the HA may (1) require the Contractor to deliver to it, in the manner and to the
extent directed by the HA, any work described in the Notice of Termination; (2) take over the work
and prosecute the same to completion by contract of otherwise; and the Contract shall be liable for
any additional cost incurred by the HA; and (3) withhold any payments to the Contractor, for the
purpose of set-off or partial payment, as the case may be, of amounts owed by the HA to the
Contractor. In the event of termination for cause/default, the HA shall be liable to the Contractor for
reasonable costs incurred by the Contractor before the effective date of termination. Any dispute
shall be decided by the Contracting Officer.
PHA is an equal opportunity contractor and employer.

Attachments (check if applicable):

o Quote tab sheet (Quote shall be submitted in this format. Other submissions will not be
accepted.)

o Wage determination
o Wage addenda
o Section 3
End of Request for Quotes.

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QUOTE SHEET
Name of Service Requested: _____________________________________________________
Date of Request for Quotes: ______________________________________________________
Time/Date Quotes Due: __________ am pm

on_______________________________

Quote: _____________________________________________________________________
Company Name: ______________________________________________________________
Company Address: ____________________________________________________________
City, State, Zip: ______________________________________________________________
Company Phone: _________________________
Company Fax: ___________________________
Reference 1: _____________________________
Reference 2: _____________________________
Reference 3: _____________________________
Person Preparing Response: ______________________________________________________
I certify that my firm will supply the above items/services in accordance with the terms provided in
the Respective Request for Quote.
Signature of authorized Representative Preparing Response:
________________________________________________ Date: ___________________________
END

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Exhibit 11.3 Vendor Registration Form

7/25/05
Meadowood Farms Apartment
Date:__________________________
Property: _____________________________________
ABC Vendors
Business Name: ______________________________________________________________
Is your busine ss incorporated?:

X
__________Yes or ___________
No (Check one)

91-2345678
Federal Tax ID #:_______________________________________________
(Not State UBI #)
12340 Main Street
Mailing Address: _____________________________________________________________
Suite A-1
___________________________________________________________________________
Seattle, WA 98188-3103
___________________________________________________________________________
206/555-5555
Phone Number: ______________________________________________________________
206/555-5556
Fax Number: ________________________________________________________________
Arnold B. Curry
Business Owners Full Name (Print):______________________________________________
Business Owners Social Security #:_______________________________________________
ABCVEND001N7
Contractors License #:_________________________________________________________
Expiration Date: _____________________________________________________________
3/18/2006
ALL VENDORS MUST HAVE A BUSINESS LICENSE, INSURANCE IN THEIR BUSINESS
NAME AND A COMPLETE VENDOR REGISTRATION PACKAGE
o
o
o
o

Attach Business License

Attach copy of Insurance
Attach W-9
Attach a copy of Contractors license (MUST have for interior/exterior painting, paving,
electrical work, plumbing work, carpentry verify with your Portfolio Manager if you are
not sure)

Is this vendor related to you or a staff member by blood or marriage? Yes

No
Who referred you to this vendor? _____________________ at ___________________ Apts
Is this vendor an Agency, Inc. employee?
Yes
No
If yes, where: _____________________________________

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List of Exhibits for Chapter 13

Exhibit 13.1 Sample Job Descriptions

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Exhibit 13.1 Sample Job Descriptions

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REGI ONAL PROPERTY MANAGER

Job Description
This job description is a basic outline and must be used in conjunction with the Authority's On-Site
Procedures Manual.

Scope and Purpose

To be responsible, under the direction of the Director of Public Housing, for overseeing the operation
of a group of properties through subordinate personnel, and monitor fiscal and occupancy status for
properties through regular reports. The Regional Property Manager is responsible for direct budget
preparation, monitoring budgets, preparing reports of activities and fiscal status, monitoring
operating practices and procedures and recommending changes to promote efficiency, participating
in pre-employment interviews, supervising, evaluating performance and training site personnel.

Duties and Responsibilities

General Administration:

Monitor collections, collection loss, vacancy reports, court filings, etc. through computer
generated and manual reporting systems, conversations, and meetings.

Review and take appropriate action on resident transfer requests.

Provide assistance and direction in the development of the annual budget.

Monitor budget through monthly reports and provide input regarding status of budget as
needed.

Ensure that resident lease terminations and grievance hearings are properly processed.

Monitor lease enforcement by providing information and assistance as needed.

Meet with residents, resident organizations, and external agencies to receive input regarding the
operation of housing programs, assess needs, and address concerns.

Conduct informal hearings as needed, and make appropriate recommendations in accordance

with the Authority's policies and procedures.

Oversee the development and implementation of marketing plans and strategies in order to
promote high levels of occupancy.

Ensure that residents receive available services by cooperating with service providers to deliver
services to residents.

Oversee schedule for emergency on call responsibility and follow-up on emergencies to ensure
proper handling.

Assist subordinates in handling difficult or complex problems with residents by offering

alternatives and working directly with residents as needed.

Preparation and submission of monthly report detailing the prior months occupancy and fiscal
performance.

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Supervision of General Property Management and Maintenance:

Participate in pre-employment interviews and make hiring recommendations as needed.

Although the Regional Manager would typically only interview the Housing Manager, there may
be times when interviews of other site personnel is warranted.

Interpret and apply Authority personnel policies, departmental policies, and other relevant
policies and procedures.

Monitor performance of subordinates through periodic inspections of properties and information

reports.

Review and approve time and leave reports for assigned staff, and approve leave requests.

Conduct or coordinate training programs for all new employees, and periodic training for other
employees.

Coordinate staffing to assure that all properties are adequately staffed.

Prepare and review performance appraisals and discuss with subordinates as appropriate.

Counsel employees regarding job performance and document in accordance with established
procedures.

Recommend disciplinary action as needed.

Conduct periodic staff meetings.

Monitor and analyze the effectiveness of policies and procedures, and prepare revisions and
recommend changes as needed.

Skill Requirements

Knowledge of Authority policies and procedures, particularly as they pertain to property

management.

Knowledge of Department of Housing and Urban Development ("HUD") rules and regulations
that apply to property management.

Knowledge of laws and standards that apply to property management, such as Fair Housing
Laws, Landlord-Tenant Law, OSHA Standards, local and state building codes.

Basic knowledge of building maintenance, fire prevention and liability reduction principles.

Knowledge of basic office practices, procedures, and equipment.

Knowledge of the principles of management and supervision.

Knowledge of the operation of the Authority's computer system and software.

Knowledge of the agencies that provide assistance and services to residents, including some
knowledge of eligibility requirements.

Knowledge of basic English in order to communicate verbally and in writing.

Knowledge of mathematics sufficient to perform calculations required for summarizing rent

collections, making deposits, and for rent adjustments.

Ability to maintain required records such as tenant files, vacancy reports, etc.

Ability to read and interpret policies and guidelines in order to make sound decisions.

Ability to prepare clear, concise reports and make appropriate recommendations within scope of
responsibility.

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Ability to use basic office equipment such as telephone, fax, copier and computer.

Ability to communicate verbally and in writing.

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Ability to generate records, receipts, and reports efficiently using a calculator and the computer
system.

Ability to establish and maintain effective working relationships with peers, superiors, residents,
community service agencies, and the public.

Ability to manage multiple priorities and multiple demands to accomplish tasks in accordance
with established requirements.

Skilled in analyzing situations in order to identify problems and offer possible solutions.

Skilled in communicating with all types of people in a wide variety of situations.

Qualifications for this Position

Bachelor's degree in management, business administration, social science area, or closely

related field.

Minimum of five years experience in property management (preferably, some in public housing)
and experience involving public contact preferred.

Certification as a Public Housing Manager.

Neat, clean and appropriate appearance.

Valid Driving License and automobile insurance.

Must provide automobile for local job-related travel and pick-up.

NOTE :

This job description should not be interpreted as all-inclusive. It is intended to identify the
major responsibilities and requirements of this job classification.

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HOUSI NG MANAGER
Job Description
This job description is a basic outline and must be used in conjunction with the Authority's On-Site
Procedures Manual.

Scope and Purpose

To be responsible, under the direction of the Regional Manager, for the overall management of site
operations and supervision of maintenance of the physical plant. Above all else, the spirit of
teamwork and cooperation with other team members will not only improve the job you do, but
enhance the entire work experience.

Duties and Responsibilities

General Administration:
Collect rents and maintain computer records according to the Authoritys On-Site
Procedures Handbook.
Process requests for rent adjustments in accordance with established procedures, including
obtaining verifications, entering information into computer, etc.

Prepare and monitor site budget.

Post charges associated with work order, late charges, etc. by entering them in computer
and generating notices fore residents.

Follow-up delinquent accounts and pursue collections in accordance with established

procedures

Monitor expenses to ensure spending is within guidelines.

Maintain tenant files and related documentation regarding continuing eligibility and
adjustments.

Show vacant apartments utilizing professional marketing procedures, and maintain a high
level of continued occupancy by leasing property in a timely manner.

Check references and other information on resident applications through Authority's

approved credit and criminal investigative service.

Complete Rental Agreements.

Make daily bank deposits.

Prepare reports in accordance with established procedures.

Complete move-in and move-out reports, and send move in and move out packages to
Property Accountant for permanent filing and disbursement of security deposits.

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Address resident concerns in a professional manner.

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Send/Post all notices regarding compliance to rules and regulations when a violation occurs.

Hire, train, supervise and (sometimes) terminate site staff.

Issue purchase order numbers and track purchases from order through invoice.

Process invoices for correctness, accuracy, and proper coding.

Purchase office supplies and other administrative supplies for the property.

Maintain and reconcile the property's petty cash fund.

Maintain and reconcile the property's declining budget.

Write advertisements if needed, obtain prices and place advertisements (with Property
Manager's approval) in the appropriate publications for best exposure for the community.

Establish and maintain a waiting list per established procedures.

Complete and submit incident reports for all events that may involve injury or damage.

Maintain the property business office in a neat, orderly and business-like manner at all times
with regularly scheduled office hours per established procedures.

General Repair and Maintenance I ncluding Grounds Maintenance:

Oversee maintenance of the grounds, trash container areas, and common areas not allowing
any trash or debris to accumulate.

Oversee all work associated with the upkeep and maintenance of the grounds.

Be sure all vacant apartments are cleaned immediately and made ready for showing and
occupancy within three days after move out.

Log all resident complaints and dispatch maintenance personnel promptly. Items covered under
warranties should be reported to the appropriate maintenance companies and followed up for
prompt repairs.

Generate work orders in response to requests for repairs from residents, coordinate completion
of repairs, and close out work orders in accordance with established procedures.

Conduct property inspections, including move-in, housekeeping, and grounds in order to assure
adherence to established standards.

Maintain records of the status of assigned units, e.g. filled, vacant, anticipated vacancy, etc.

Assist with security activities by communicating with security personnel regarding specific
problems, and participating in "knock and talk", as needed.

Be available at all times either personally, or through other site personnel, for emergency calls.

Maintain community-owned materials and tools in a neat and orderly manner at all times.

Maintain a neat and organized workshop area free of clutter and debris for these tools. Upon
completion of a maintenance task, all tools and excess supplies shall be cleaned up and stored
properly.

Tenant Relations:

Counsel residents who are not complying with the terms of the lease, and concerning delinquent
payments.

Refer residents with special problems, such as economic, social, legal, health, etc. to groups or
agencies that provide assistance, or to resident services coordinator, as appropriate.

Maintain liaison with resident services coordinator to assist with resident activities, address
specific problems, plan meetings, or support activities as appropriate.

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Resolve conflict and complaints among residents, if possible, in order to avoid grievances.

Recommend eviction if resident behavior warrants, and prepare related documentation to

support recommendation.

Schedule and complete customer surveys in order to identify resident needs, assess quality of
services, etc.

Participate in hearings and appeals as needed.

Supervising Personnel:

Participate in pre-employment interviews and make hiring recommendations as needed.

Interpret and apply personnel policies, departmental policies, and other relevant policies and
procedures.

Review time and leave reports for assigned staff.

Train or assist in training other site personnel.

Prepare and review performance appraisals and discuss with subordinates as appropriate.

Counsel employees regarding job performance and document in accordance with established
procedures.

Recommend disciplinary action as needed.

The Housing Manager is authorized to delegate authority to key employees. Any such
delegation must be approved by the Property Manager. The Housing Manager's responsibility is
always primary, even for activities delegated to subordinates.

Skill Requirements

Knowledge of Authority policies and procedures, particularly as they pertain to property

management.

Knowledge of Department of Housing and Urban Development ("HUD") rules and regulations
that apply to property management.

Knowledge of laws and standards that apply to property management, such as Fair Housing
Laws, Landlord-Tenant Law, OSHA Standards, local and state building codes.

Basic knowledge of building maintenance, fire prevention and liability reduction principles.

Knowledge of basic office practices, procedures, and equipment.

Knowledge of the principles of management and supervision.

Knowledge of the operation of the Authority's computer system and software.

Knowledge of the agencies that provide assistance and services to residents, including some
knowledge of eligibility requirements.

Knowledge of basic English in order to communicate verbally and in writing.

Knowledge of mathematics sufficient to perform calculations required for summarizing rent

collections, making deposits, and for rent adjustments.

Ability to maintain required records such as tenant files, vacancy reports, etc.

Ability to procure goods and services in accordance with Authority procedures and in keeping
with the assigned Operating Budget for the property.

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Ability to read and interpret policies and guidelines in order to make sound decisions.

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Ability to prepare clear concise reports and make appropriate recommendations within scope of
responsibility.

Ability to use basic office equipment such as telephone, fax, copier and computer.

Ability to communicate verbally and in writing.

Ability to generate records, receipts, and reports efficiently using a calculator and the computer
system.

Ability to establish and maintain effective working relationships with peers, superiors, residents,
community service agencies, and the public.

Ability to manage multiple priorities and multiple demands to accomplish tasks in accordance
with established requirements.

Skilled in analyzing situations in order to identify problems and offer possible solutions.

Skilled in communicating with all types of people in a wide variety of situations.

Qualifications for this Position

High school education or equivalent.

Experience in property management and experience involving public contact preferred.

Must obtain certification as a Public Housing Manager, or equivalent, within twelve (12) months
of employment.

Valid driver's license

Use of personal automobile for local job-relate travel and pick-up.

Neat, clean and appropriate appearance.

NOTE :

This job description should not be interpreted as all-inclusive. It is intended to identify the

major responsibilities and requirements of this job classification.

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ASSI STANT MANAGER

Job Description
This job description is a basic outline and must be used in conjunction with the Authority's On-Site
Procedures Manual.

Scope and Purpose

To work with the Housing Manager in the general administration of the property and perform all
related secretarial/clerical functions as requested by the Housing Manager.

Duties and Responsibilities

Maintain a professional image and attitude in keeping the objectives of the Authority and
residents' welfare.

Prepare and maintain complete resident files.

Maintain general office files.

Assist in advertising preparation.

Type letters and memos.

Assist in showing units and screening applicants.

Assist in scheduling vacant units for refurbishing and occupancy.

Assist in maintenance work order system and in following purchase order procedures.

Assist in certifying residents' income.

Assist in maintaining the required computer postings.

Prepare late notices and notices to pay rent.

Order office supplies within established budgeted guidelines.

Maintain tickler files for annual apartment inspections.

Assist in keeping the apartment condition and status chart up-to-date.

Assist in annual unit inspection process.

Assist in typing and/or maintaining weekly and monthly reports.

Assist in collection of rents and preparation of receipts.

Assist in adherence to the Policy Handbook and Procedures Manual.

Work with manager regarding legal proceedings.

Assist in maintaining all required inventories for project supplies and equipment.

Maintain records of rental levels of comparable units in surrounding areas.

Answer the phone pleasantly and professionally.

Maintain courteous communication with residents, applicants, and representatives of other

companies.

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Qualifications for this Position

Strong organizational skills.

High school education or its equivalent.

Accurate typing.

Accurate use of ten-key calculator, fax machine, computer and other office equipment.

Full-time secretarial experience (in real estate field preferably).

Well groomed.

Ability to work well with and understand the problems of residents.

Capable of assisting in the performance of the Housing Manager's duties on his/her days off.

Ability to complete tenant certifications.

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MAI NTENANCE SUPERVI SOR

Job Description
This job description is a basic outline and must be used in conjunction with the Authority's On-Site
Procedures Manual.

Scope and Purpose

To be responsible, under the direction of the Housing Manager, for the overall maintenance of the
physical plant. When applicable, the Maintenance Supervisor will oversee the performance of other
maintenance personnel who are working alongside or in conjunction with the Maintenance
Supervisor.

Duties and Responsibilities

General:

Maintain a professional image and attitude in keeping with the objectives of the Authority and
residents welfare.

Report to the Housing Manager each morning to communicate daily needs of the property and
before and after breaks and lunch hour.

Report any observed problems in units or on the property to the Housing Manager.

Wear uniform shirt and identification as provided/directed by the Housing Manager and/or
Regional Manager. Jeans or khaki pants may be worn that are in good condition and free of
dirt, paint and holes. Work boots and/or tennis shoes may be worn; however, sandals are not
allowed.

Supervise any subordinate maintenance staff of the site.

Recommend, when appropriate, the use of outside contractors for some projects and supervise
their work.

Maintain records and prepares reports in accordance with regulations.

Participate in the hiring process by interviewing candidates and making hiring recommendations.

Make recommendations for changes in policies and procedures in response to changing

conditions, requirements, regulations or technology.

Assist in preparations of maintenance budget for the site.

Regularly conduct inventory of equipment, tools, parts and supply of materials.

In the event a property requires multiple maintenance personnel, the Maintenance Supervisor is
responsible for overseeing the following work tasks, and may be involved in the actual labor to complete
the same. In addition, the Maintenance Supervisor is responsible for coordinating the crew, assessing
employee performance, hiring, reviewing time and leave reports, performing appraisals of staff, and
ensuring that staff are properly trained.

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Physical Requirements:

Physical aspects of the job may require heavy lifting, bending, pushing, pulling, kneeling,
stooping, climbing, balancing, and carrying.

Grounds:

Keep or ensure that the grounds, garbage container areas, hallways, garages and/or parking
lots, in a neat and orderly manner not allowing any trash or debris to accumulate. Patrol these
areas every morning and continually throughout the day. Depending on the property, you may
be required to vacuum and/or blow hallways, parking areas and/or breezeways as necessary.
The direct supervisor will determine the frequency of these duties. Some properties may require
these tasks daily.

Oversee and assist all work associated with the upkeep of the grounds.

Curb Appeal:

Assist management/leasing staff with curb appeal which may include detailing model units,
putting out balloons, banners, a-boards, etc.

Work Orders:

Work orders are to be recorded in the work order system. Permission to enter must be given by
the resident. Work orders are to be properly completed within 24 hours unless parts or outside
repair by a contractor must be secured. If a work order is not completed within 24 hours, the
resident must be notified in writing as to the anticipated completion date. Leave the resident a
copy of the completed work order in the unit and return one copy to the office for filing OR
leave the resident copy of the incomplete work order with the estimated completion date. Once
completed, the work order can be returned to the office for filing.

Maintain and periodically analyze work orders for consistent patterns or long-term maintenance
concerns.

Always report questionable activity, unsanitary conditions, unauthorized occupants and/or pets
to the Housing Manager.

Building & Common Area Maintenance:

Regular maintenance of the building exteriors, building interiors and common areas are the
responsibility of the Maintenance Supervisor and include but are not limited to pressure-washing
as needed, painting and maintenance of all building systems such as gutters and downspouts,
roof drainage systems, French drain systems, surface water management systems, fire alarm
systems, fire extinguishers, fire sprinkler systems, signage, laundry centers, playgrounds, tennis
courts, sports courts, and any other common areas, etc. The Maintenance Supervisor should
conduct a monthly check of all property systems to determine the maintenance needs of any
aspect of housing units, including major equipment.

Assist in the procurement of outside contractors when necessary and help establish general
guidelines and priorities in the contractor's projects.

Participate in annual inspection of units to determine the need for preventative and restorative
repairs.

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Perform a wide variety of electrical, plumbing, carpentry, and preventative maintenance tasks,
as needed.

Crawl spaces and venting areas are especially susceptible to stray cats, insects, birds and
rodents. A monthly check that all areas are sealed should be conducted with supplemental pest
control called should the need arise.

Maintenance staff should take care of pest control such as for wasps, bees and fleas (unless the
nest is too large and present a danger to the staff and/or resident). All other pest control needs
such as for rodents, cockroaches, silverfish, ants; etc. should be assessed and taken care of by a
professional pest control vendor.

Empty lint filters in common area laundries at least once per week.

Parking Areas:

Parking areas are to be maintained in a clean and safe manner. Speed bumps, fire lanes and
parking stalls should always be crisply painted. Any potholes should be addressed immediately
with cold patch, with larger jobs being bid by asphalt contractors.

I nventory, Tools & Supplies:

The Maintenance staff should supply their own basic tools such as a hammer, screwdrivers, drill,
etc. Specialty tools used for property purposes may be purchased with the approval of the
Regional Manager only.

Keep an inventory on all parts and tools belonging to the property. Maintain property-owned
materials and tools in a neat and orderly manner at all times. Maintain a neat and organized
workshop area free of clutter and debris. Upon completion of maintenance task, all tools and
excess supplies shall be cleaned up and stored appropriately.

Bids & Vendors:

Larger projects that will likely cost over $500 such as re-paving, exterior paint, roof
replacements and the like requires bid specifications be prepared and at least three bids for the
same work/same product are obtained. Occasionally, bid specifications may require a
consultants expertise to prepare, which should be discussed with the Regional Manager prior to
obtaining such services.

The Authority takes great pride in the relationship developed with many vendors. The Authority
expects each staff member to treat vendors with respect, fairness and honesty. The Authority
does not allow kick-backs or gifts from vendors.

The Authority does not use any vendor exclusively.

The Authority does not ever allow vendors to charge materials or anything on property
accounts.

Turnovers:

Vacant units are to be turned and made market ready within 3 days of the prior residents moveout. Maintenance staff schedules may be varied to accommodate the turnover schedule when
the 1st day of the month falls on a weekend. Status of vacant units should be reported on a
board in the management office.

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During the 3rd week of every month, pre-inspect any units on notice to vacate and assess what
maintenance supplies will be necessary to return the units to market ready status. Prepare a
supply order in writing and turn it in to the Housing Manager for order placement and approval.

At the discretion of the Housing Manager and/or Regional Manager and depending on size of
property and number of turnovers, maintenance personnel may be required to paint units.

Vendor scheduling may be done by the Maintenance Supervisor at the discretion of the Housing
Manager and/or Regional Manager to include painters, cleaners and carpet cleaners.

Change the lock(s) on all vacant unit doors, once vacant, and make or have made any necessary
keys. Occupied unit keys may require changing periodically depending upon the situation.

Vehicle use/ Mileage/ Supply transport

A few properties may have either a maintenance vehicle or maintenance golf-cart. These
vehicles are to be driven only by approved licensed drivers with a clean driving record. These
vehicles are to be used on the property only for the transport of supplies. Residents are not
allowed in or on the vehicles at any time. The vehicles are to be maintained in a neat and
orderly manner at all times. Abuse or misuse of vehicles may cause the elimination of the
vehicle and/or revocation of driving privileges.

For those properties that do not have a vehicle provided to transport supplies, other carts,
dollies or similar apparatus may be used. It is not recommended that personal vehicles be used
and mileage for travel on the property is not reimbursed.

Mileage is only reimbursed for those round-trips totaling 10 miles or more at one time. Mileage
reimbursement is reserved for special trips, not for regular trips to pick up supplies. Should the
need arise for mileage reimbursement, complete the provided form and turn in monthly.
Mileage is paid through accounts payable, not through payroll.

On- call Emergencies:

The Maintenance Supervisor and Maintenance Assistant must be available to take emergency
calls on a 7-day rotating basis. The staff person on-call will be equipped with a digital pager and
is required to return pager calls within 10 minutes of the page.

Maintenance staff must never respond to an emergency page while intoxicated or after
consuming alcohol.

On call emergencies are considered anything involving life-safety issues, floods, fires,
earthquakes, other natural disasters or major destruction or threat to the physical property.

Maintenance staff are never allowed to carry weapons.

Safety:
All staff must strictly adhere to safety policies and procedures to prevent on the job injuries and
maintain a safe work and living environment. Additional safety training is available through the
Authority office. Arrangements can be made through your Regional Manager.

Skill Requirements

Knowledge of the principles of management and supervision.

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Knowledge of HUD regulations regarding housing quality standards and other maintenance
related standards.

Knowledge of the Authority's policies and procedures.

Knowledge of the physical layout of the site.

Knowledge of building and grounds maintenance, including standard practices, methods, tools,
materials, electrical, plumbing, HVAC, painting, carpentry, and grounds keeping.

Knowledge of safety rules, including accident causation and prevention.

Knowledge of occupational hazards and appropriate safety precautions.

Ability to supervise a comprehensive maintenance program for a public housing site.

Ability to analyze information from inspections in order to determine the maintenance needs,
and the quality of maintenance services provided.

Ability to develop plans and procedures for efficient and timely completion of work.

Ability to maintain records in an orderly fashion.

Ability to communicate effectively orally and in writing.

Ability to establish and maintain effective working relationships with supervisor, subordinates,
co-workers, residents, contractors, and the general public.

Ability to prepare recommendations and reports, as required.

Ability to read, understand and work from sketches and blueprints.

Ability to understand oral and written instructions.

Qualifications for this Position

High school education or equivalent.

Experience in multifamily maintenance and experience involving public contact preferred.

Valid driver's license and current vehicle insurance.

Use of personal automobile for local job-related travel and pick-up, or ability to drive pickup
truck and van.

Neat, clean and appropriate appearance.

Maintenance personnel must provide tools needed to perform routine maintenance tasks.

Some type of formal training or experience in the following areas: carpentry; light plumbing
work; light electrical work; painting; refurbishing and Authority's "Maintenance Test".

Willingness to pitch in and work in areas other than repairs and maintenance, i.e. janitorial,
custodial, gardening, painting, etc.

Physical aspects of the job may require heavy lifting, bending, kneeling, stooping, climbing,
balancing, and carrying.

NOTE :

This job description should not be interpreted as all-inclusive. It is intended to identify the
major responsibilities and requirements of this job classification.

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MAI NTENANCE TECNI CI AN/ ASSI STANT

Job Description
This job description is a basic outline and must be used in conjunction with the Authority's On-Site
Procedures Manual.

Scope and Purpose

To be responsible, under the direction of the Housing Manager and/or Maintenance Supervisor, for
the overall maintenance of the physical plant. Because of the importance of assuring the successful
management of the maintenance staff, the maintenance technician/assistant must be trained to
perform the duties of the Maintenance Supervisor and provide support and cooperation in completing
all work items. Above all else, the spirit of teamwork and cooperation with other team members will
not only improve the job you do, but enhance the entire work experience.

Duties and Responsibilities

General:

Maintain a professional image and attitude in keeping with the objectives of the Authority and
residents welfare.

Report to the Housing Manager and/or Maintenance Supervisor each morning to communicate
daily needs of the property and receive daily assignments.

Report any observed problems in units or on the property to the Housing Manager.

Physical Requirements:

Physical aspects of the job may require heavy lifting, pushing, pulling, bending, kneeling,
stooping, climbing, balancing, and carrying.

Grounds and Curb Appeal:

Keep or ensure grounds, garbage container areas, hallways, garages and/or parking lots in a
neat and orderly manner, not allowing any trash or debris to accumulate. Patrol these areas
every morning and continually throughout the day. Depending on the property, you may be
required to vacuum and/or blow hallways, parking areas and/or breezeways as necessary. The
direct supervisor will determine the frequency of these duties. Some properties may require
these tasks daily.

Assist management/leasing staff with curb appeal which may include detailing model units,
putting out balloons, banners, a-boards, etc.

Oversee and assist all work associated with the upkeep of the grounds.

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Work Orders
Work orders are to be recorded in the work order system. Permission to enter must be
given by the resident. Work orders are to be properly completed within 24 hours unless
parts or outside repair by a contractor must be secured. If a work order is not
completed within 24 hours, the resident must be notified in writing as to the anticipated
completion date. Leave the resident a copy of the completed work order in the unit and
return one copy to the office for filing OR leave the resident copy of the incomplete
work order with the estimated date of completion and return one copy to the office.

Maintain and periodically analyze work orders for consistent patterns or long-term
maintenance concerns.

Always report questionable activity, unsanitary conditions, unauthorized occupants

and/or pets to the Housing Manager.

Building & Common Area Maintenance:

Regular maintenance of the building exteriors, building interiors and common areas directed by
the Maintenance Supervisor and include but are not limited to pressure-washing as needed,
painting and maintenance of all building systems such as gutters and downspouts, roof drainage
systems, French drain systems, surface water management systems, fire alarm systems, fire
extinguishers, fire sprinkler systems, signage, laundry centers, playgrounds, tennis courts, sports
courts, and any other common areas, etc.

When requested, participate in annual inspection of units to determine the need for preventative
and restorative repairs.

Perform a wide variety of electrical, plumbing, carpentry, and preventative maintenance tasks,
as needed/requested.

Maintenance staff should control for pests such as wasps, bees and fleas (unless the nest is too
large and presents a danger to the staff and/or resident). All other pest control needs, e.g.,
rodents, cockroaches, silverfish, ants, etc., should be assessed and taken care of by a
professional pest control vendor.

Empty lint filters in common area laundries at least once per week.

Parking Areas:

I nventory, Tools & Supplies:

Maintain property-owned materials and tools in a neat and orderly manner at all times. Maintain
a neat and organized workshop area free of clutter and debris. Upon completion of
maintenance task, all tools and excess supplies shall be cleaned up and stored appropriately.

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Vendors:

The Authority does not use any vendor exclusively.

The Authority does not ever allow vendors to charge materials or anything on property
accounts.

Turnovers:

At the discretion of the Housing Manager and/or Maintenance Supervisor, and depending on size
of property and number of turnovers, maintenance personnel may be required to paint units.

Change the lock(s) on all vacant unit doors, once vacant, and make or have made any necessary
keys. Occupied unit keys may require changing periodically depending upon the situation.

Vehicle use/ Mileage/ Supply transport

On- call Emergencies:

Maintenance staff must never respond to an emergency page while intoxicated or after
consuming alcohol.

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On call emergencies are considered anything involving life-safety issues, floods, fires,
earthquakes, other natural disasters or major destruction or threat to the physical property.

Maintenance staff are never allowed to carry weapons.

Safety:

All staff must strictly adhere to safety policies and procedures to prevent on the job injuries and
maintain a safe work and living environment. Additional safety training is available through
the Authority office. Arrangements can be made through your Regional Manager.

Skill Requirements
Knowledge of the principles of management and supervision.

Knowledge of HUD regulations regarding housing quality standards and other maintenance
related standards.

Knowledge of the Authority's policies and procedures.

Knowledge of the physical layout of the site.

Knowledge of building and grounds maintenance, including standard practices, methods, tools,
materials, electrical, plumbing, HVAC, painting, carpentry, and grounds keeping.

Knowledge of safety rules, including accident causation and prevention.

Knowledge of occupational hazards and appropriate safety precautions.

Ability to administer a comprehensive maintenance program for a public housing site.

Ability to analyze information from inspections in order to determine the maintenance needs,
and the quality of maintenance services provided.

Ability to develop plans and procedures for efficient and timely completion of work.

Ability to maintain records in an orderly fashion.

Ability to communicate effectively orally and in writing.

Ability to establish and maintain effective working relationships with supervisor, subordinates,
co-workers, residents, contractors, and the general public.

Ability to prepare recommendations and reports, as required.

Ability to read, understand and work from sketches and blueprints.

Ability to understand oral and written instructions.

Qualifications for this Position

High school education or equivalent.

Experience in multifamily maintenance and experience involving public contact preferred.

Valid driver's license and current vehicle insurance.

Use of personal automobile for local job-relate travel and pick-up, or ability to drive pickup truck
and van.

Neat, clean and appropriate appearance.

Maintenance personnel must provide tools needed to perform routine maintenance tasks.

Some type of formal training or experience in the following areas: carpentry; light plumbing
work; light electrical work; painting; refurbishing and Authority's "Maintenance Test".

Willingness to pitch in and work in areas other than repairs and maintenance, i.e. janitorial,
custodial, gardening, painting, etc.

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Physical aspects of the job may require heavy lifting, bending, kneeling, stooping, climbing,
balancing, and carrying.

NOTE :

This job description should not be interpreted as all-inclusive. It is intended to identify the

major responsibilities and requirements of this job classification.

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HOUSEKEEPER/ GROUNDSKEEPER
Job Description
This job description is a basic outline and must be used in conjunction with the Authority's On-Site
Procedures Manual.

Scope and Purpose

To be responsible, under the direction of the Housing Manager and/or Maintenance Supervisor, for
the overall maintenance and care of the grounds, parking areas and common area facilities so they
stay clean and orderly at all times. Because of the importance of assuring the successful
management of the maintenance staff, the housekeeper may be cross-trained to complete some
duties of the groundskeeper and/or maintenance technician/assistant to provide support and
cooperation in completing all work items. Above all else, the spirit of teamwork and cooperation with
other team members will not only improve the job you do, but enhance the entire work experience.

Duties and Responsibilities

General:

Maintain a professional image and attitude in keeping the objectives of the Authority and
residents welfare.

Report to the Housing Manager and/or Maintenance Supervisor each morning to communicate
daily needs of the property and receive daily assignments.

Report any observed problems in units or on the property to the Housing Manager.

Physical Requirement s:

Physical aspects of the job may require heavy lifting, bending, kneeling, stooping, climbing,
balancing, and carrying.

Grounds:

Keep the grounds, garbage container areas, hallways, garages and/or parking lots, in a neat and
orderly manner not allowing any trash or debris to accumulate. Every morning and continually
throughout the day these areas must be policed. Depending on the property, it may be
required to vacuum and/or blow hallways, parking areas and/or breezeways two or three times
a week or as necessary.

Assist or perform all work associated with the upkeep of the grounds at the direction of the
Housing Manager and/or Maintenance Supervisor.

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Curb Appeal:

Assist management/leasing staff with curb appeal which may include detailing model units,
putting out balloons, banners, a-boards, etc.

Building & Common Area Maintenance:

Daily cleaning of all common areas including but not limited to the community room, fitness
area, elevators, elevator lobbies, laundry centers, hallways and model unit as designated by the
Housing Manager.

Sweep all assigned areas, stairways, halls, laundry centers, building entrances and common
areas.

Wet mop and vacuum all public areas stairways, hallways, laundry centers, building entrances
and common areas. Always post Slippery When Wet signs.

Empty garbage containers in all common areas.

Dust all furniture and fixtures in the common areas.

Report all unusual circumstances such as vandalism, missing light bulbs or fixtures, missing
smoke detectors or extinguishers in the common areas to the Maintenance Supervisor.

Report supply needs to the Maintenance Supervisor.

Parking Areas:

Parking areas are to be maintained in a clean and safe manner. Speed bumps, fire lanes and
parking stalls should always be crisply painted. Any potholes should be reported immediately to
the Maintenance Supervisor.

I nventory, Equipment & Supplies:

Keep an inventory of all supplies and equipment belonging to the property. Maintain propertyowned materials and equipment in a neat and orderly manner at all times. Maintain a neat and
organized work area free of clutter and debris. Upon completion of cleaning tasks, all
equipment and excess supplies shall be cleaned up and stored appropriately.

Supply needs should be reported to the Maintenance Supervisor.

Vendors:

The Authority takes great pride in the relationship developed with many vendors. Each staff
member is expected to treat vendors with respect, fairness and honesty. The Authority does not
allow kick-backs or gifts from vendors.

Vehicle use/ Mileage/ Supply transport:

A few properties have either a maintenance vehicle or maintenance golf-cart. These vehicles
are to be driven only by licensed drivers with a clean driving record. These vehicles are to be
used on the property only for the transport of supplies. Residents are not allowed in or on the
vehicles at any time. The vehicles are to be maintained in a neat and orderly manner at all
times. Abuse of vehicles may cause the elimination of the vehicle and/or revocation of driving
privileges.

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For those properties that do not have a vehicle provided to transport supplies, other carts,
dollies or similar apparatus may be used in lieu. It is not recommended that personal vehicles
be used and mileage for travel on the property is not reimbursed.

Mileage is only reimbursed for those round-trips totaling 10 miles or more at one time. Mileage
reimbursement is reserved for special trips, not for regular trips to the bank or to pick up
supplies. Should the need arise for mileage reimbursement, complete the provided form and
turn in monthly. Mileage is paid through accounts payable, not through payroll.

Safety:

All staff must strictly adhere to safety policies and procedures to prevent on the job injuries and
maintain a safe work and living environment. Additional safety training is available through
the central office. Arrangements can be made through your Regional Manager.

Qualifications for this Position

High school education or equivalent (exceptions may be made).

Full-time housekeeper/custodial experience, or gardening/grounds keeping experience,

experience in related field or willingness to learn.

Personable and trustworthy.

Ability to work with and understand the problems of residents.

Concern for work-safety program.

Physical aspects of the job may require heavy lifting, bending, kneeling, stooping, climbing,
balancing, and carrying.

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List of Exhibits for Chapter 17

Exhibit 17.1 Cash Sheets
Exhibit 17.2 Notice of Returned Check

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Exhibit 17.1 Cash Sheet

Property: Allied Gardens
Month: January 2003
$143,500.00

Fax or e-mail to Accountant immediately after banking.

Budgeted Monthly Revenue

52%

% of Budgeted Cash Received

Monthly Totals

$74,713.00

$565.00

$74,148.00

Batch #

Amount of
Deposit

Returned
Check

Accumulated
Total

Date

E-mail
Date

Notes

1
1230001
12/31/02
$1,500.00
$1,5000.00
12/31/02
2
0102001
1/2/03
$14,568.00
$16,068.00
1/2/03
3
0102NSF
1/2/03
$565.00
$15,503.00
1/2/03
4
0103001
1/3/03
$22,395.00
$37,00300
1/3/03
5
0103ADJ1
1/3/03
-$895.00
$37,898.00
1/3/03
ADJ-Misapplication
6
0103ADJ2
1/3/03
$895.00
$74,148.00
1/3/03
ADJ-Misapplication
7
0103002
1/3/03
$36,250.00
$74,148.00
1/3/03
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
Per Batch Computation = Amount of Deposit minus Returned Check Amount equals Total
Accumulated Computation = Prior Accumulated Total plus Amount of Deposit minus Returned Check equals Current Accumulated Total

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Exhibit 17.2 Notice of Returned Check

Date:

07/13/2004

To:

Melissa Jones and Gene Smith

Apt. #

234

Your check, No.

5689 in the amount of $ 850.00 has been returned to us by the bank.

Please promptly remit the following:

Amount of original payment by check:
Returned check charge

$850.00
$40.00

Automatic late fee

$40.00

Current daily late fee

$35.00

$5.00 will be assessed daily until payment is made in full.

Total Due as of 7/13/04

$965.00

The total due must be paid immediately in the form of a cashiers check or money order ONLY.
Thank you for your prompt attention to this matter.

Martha Manager
Housing Manager
Forest Hill Woods Apartments

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MCLAIN REAL ESTATE

PROPERTY MANAGEMENT
POLICIES & PROCEDURES
MANUAL

2007

FORWARD

The policies outlined here are based on experience and suggest one or more ways to
reach a specific destination. Rarely does this document serve as a conclusive map
designed to overcome every obstacle; hence, we rely on professional judgment to make
decisions that affect a propertys operations.
The purpose of this policy manual is two-fold. First, operating personnel use this manual
as a reference guide. Secondly, managers can use it to streamline administrative
functions and responsibilities.
This manual consists of eight (8) sections, each designed to interlock with the others.
Each section consists of a general objective and requirements and it is supplemented by
property-specific guidelines, sample reports, or schedules.

1.
2.
3.
4.
5.
6.
7.
8.

CUSTOMER SERVICE
MARKETING AND LEASING
MAINTENANCE AND ENGINEERING
ADMINISTRATION
ACCOUNTING AND REPORTING
CONSTRUCTION MANAGEMENT
ANNUAL BUSINESS PLAN
GRAPHIC STANDARDS

Revisions to the text can be made at any time. All such requests must be submitted to the
Coldwell Banker Commercial McLain Real Estate Executive Committee for approval.
Accordingly, you will be asked to update your manuals with the new information that
will be dated. You will be charged with initiating procedures commensurate with the
policies and inserting the appropriate exhibits that comply with the policy. Sharing
exhibits and information among employees is encouraged so that we can utilize
experiences to enhance operations.

Standard Operating Procedures Manual

TABLE OF CONTENTS
I.

Customer Service______________________________
Section

Page

1.1 Tenant Relations

1.2 Tenant Visitations
1.3 Tenant Communication
1.4 Tenant Move In/Out Procedures
1.5 Tenant Contact List
1.6 Tenant Information Manual
1.7 Tenant Emergency Manual
1.8 Owner Relations
1.9 Community Relations
1.10 Tenant Surveys
1.11 Property Inspections

II.

Marketing and Leasing

2.1 Marketing Center
2.2 Marketing Presentation
2.3 Market Surveys and Research
2.4 Competitive Building Information
2.5 Marketing Plans
2.6 Space Measurements
2.7 Lease Books
2.8 Lease Abstracts/Briefs
2.9 Lease Files
2.10 Broker Relations
2.11 Public Relations
2.12 Prospect Development
2.13 Presentation and Collateral Materials
2.14 Standard Lease Documents
2.15 Co-Brokerage Commission Agreements

1
1
1
2
2
2
3
3
3
4
4
____
5
5
5
5
6
6
6
7
7
7
8
8
8
8
9

2.16 Lease Documentation and Processing

2.17 Lease Negotiations
2.18 Credit Approval
2.19 Standard Proposals
2.20 Lease Activity Report
2.21 Lease Analysis and Approval
2.22 Training/Continuing Education
2.23 Licensing
2.24 Vacant Space Preparation

III.

Maintenance & Engineering

9
9
10
10
11
11
11
11
12
_________

3.1 Life Safety Systems

3.2 Energy Management
3.3 Preventative Maintenance Management Plan 13
3.4 Thermographic Testing
3.5 Daily Inspection and Logs
3.6 Licensing and Permits
3.7 Inventory Control
3.8 Access Control
3.9 Environmental Issues

IV.

13
13
14
14
14
14
15
15

Administration
4.1 Work Order System
4.2 Service Contract Administration
4.3 Elevator Operations
4.4 Janitorial Maintenance
4.5 Recycling/Waste Removal
4.6 Landscaping and Grounds Management
4.7 Authorization Levels
4.8 Emergency Preparedness/Crisis Management
4.9 Risk Management
4.10 Incident Reporting/ Insurance Claim Form
4.11 Certificates of Insurance
4.12 Property Tax Management
4.13 Management Agreements
4.14 Management Office Administration
4.15 Management Office Hours
4.16 Management Office Telephones

16
16
17
17
17
18
18
18
19
19
20
20
20
21
21
21

4.17 File Management Standardization

4.18 File Retention
4.19 Security Operations
4.20 Parking Operations
4.21 Contract Bidding

22
22
23
23
24

Accounting and Reporting

5.1 Operation Reports
5.2 Variance Reports
5.3 Balance Sheets
5.4 Income Statement
5.5 Chart of Accounts
5.6 General Ledger System
5.7 Cash Flow Reporting
5.8 Bank Reconciliation
5.9 Check Register
5.10 Cash Management Receipts
5.10a Cash Management Disbursements
5.11 Cash Receipts Journal
5.12 Vending
5.13 Petty Cash
5.14 Property Tax Accounting
5.15 Metered Utility/HVAC After Hours Billing
5.16 Real Estate Tax Escalations
5.17 Operations Expense Escalations
5.18 CPI (Consumer Price Index) Escalations
5.19 Rent Roll
5.20 Tenant Billings
5.21 Tenant Charge Backs
5.22 Security Deposits
5.23 Management Fees
5.24 Aged Receivables Report
5.25 Collections
5.26 Legal Services Fees
5.27 Write-Off
5.28 Litigation
5.29 Percentage Rent
5.30 Vendor Tax Identification Number
5.31 Purchasing

25
25
25
26
26
26
27
27
27
28
28
28
29
29
29
30
30
31
32
32
32
33
33
34
34
35
35
35
36
36
36
37

5.32 National Purchasing Agreements

5.33 Budget
5.34 Asset Capitalization
5.35 Leasing Commissions

VI.

37
37
38
39

Construction Management
6.1 Building Standards
6.2 Project Development
6.3 Project Approval
6.4 Project Process

40
40
40
40

VII. Annual Business Plan

____

7.0 Annual Business Plan

VIII. Graphic Standards

42
____________________________

8.1 Logo Guidelines and Corporate Communication

8.2 Administrative and tenant Communication

43
43

CUSTOMER SERVICE

SECTION 1.1 TENANT RELATIONS

OBJECTIVE
To be recognized in the real estate industry as a premiere provider of customer service.
RESPONSIBILITY
Entire Building Team under the direction of the Property Manager.
REQUIREMENTS
Overall Program
Set goals for a program that is reasonable, specific, and measurable.
Develop a plan based on set goals and detail in the appropriate section of the Annual Business
Plan.
All programs will be subject to change annually, as a minimum, based on budget approval.
Tenant Gifts
Deliver Tenant Welcome gift/manuals upon move-in.
Celebrate each Tenants Lease anniversary with commemorative token.
Tenant Relations
Offer Quality Information Seminars as prompted by tenant interest.
Schedule routine Tenant visits.
Subject to market conditions - contact Tenants with expiring leases 6 months in advance of
lease termination.

SECTION 1.2 TENANT VISITATION

OBJECTIVE
To gain Tenants trust and confidence through open and productive communication, resulting in
improved service quality and tenant satisfaction.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Conduct quarterly or at some frequency determined by the desire of the Tenant.
Maintain dates and results of visits on Tenant Visitation Log.
Conduct drop-by visits monthly or as situations arise. Visitation cards to be used by management
and maintenance in the event the Tenant is unable to meet.

SECTION 1.3 TENANT COMMUNICATIONS

OBJECTIVE
To maintain clear and concise communication with Tenants informing them about routine building
activities and emergency situations.
RESPONSIBILITY
Property Manager.

CUSTOMER SERVICE

REQUIREMENTS
Draft Tenant Newsletter
Use masthead forms preprinted communication forms for purposes of a consistent delivery of
specific messages. No communication is to be published on any stock outside of letterhead and
masthead forms.
Place literature stands at each elevator bank, or appropriate central location, for communication
pieces made available to all tenants. Communication pieces limited to property newsletter,
masthead forms, and letterhead. Any advertisement piece must have a masthead form cover
denoting building sponsorship.

SECTION 1.4 TENANT MOVE IN/OUT PROCEDURES

OBJECTIVE
To ensure that a Tenant and the selected mover understand and meet the building guidelines
facilitating a seamless move and minimizing damage. Upon move out, to identify condition of
space and determine tenant liability, if any.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Submit guidelines to Tenant not later than two (2) weeks prior to move date. Movers Certificate of
Insurance must be received and include the appropriate additional insured prior to physical move.
Checklist to be filed in Tenants lease file. Property Manager to complete and forward move-in/out
notification form to Accounting to commence billing/close account.

SECTION 1.5 TENANT CONTACT LIST

OBJECTIVE
To maintain a data bank of tenant contact information for routine communication and emergency
situations.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Update list upon move in/out of tenants; changes in contact name and telephone number; subleasing
of premises, etc.
Distribution-Management & Security staff.
Never give list to anyone other than those listed without the Property Managers approval.

SECTION 1.6 TENANT INFORMATION MANUAL

OBJECTIVE

CUSTOMER SERVICE

To familiarize Tenant with important procedures and services that will assist them in acclimating to
their new business environment.

RESPONSIBILITY
Property Manager.
REQUIREMENTS
Deliver Tenant Handbook immediately upon move-in.

SECTION 1.7 TENANT EMERGENCY MANUAL

OBJECTIVE
To provide a comprehensive plan addressing various emergencies that could arise and to familiarize
tenants with emergency related systems and procedures.
RESPONSIBILITY
Property Manager, Maintenance Staff.
REQUIREMENTS
Deliver Emergency Procedures Manual immediately upon move in.
Complete Fire Warden Training within thirty (30) days after move in.
Have Tenant sign acknowledgment of receipt of Manual and Training.

SECTION 1.8 OWNER RELATIONS

OBJECTIVE
To maintain open and informative communication with Owners Representative informing them of
major issues and concerns.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Maintain a minimum of weekly telephone meetings with Owner or Owners Representative.
Hold quarterly ownership meetings as needed.

SECTION 1.9 COMMUNITY RELATIONS

OBJECTIVE
To recognize the importance of the surrounding community and its impact on the property and vice
versa.
To be involved in and aware of any governmental or quasi-governmental issues that may affect the
property.
RESPONSIBILITY
Property Manager and Leasing Representative.

CUSTOMER SERVICE

REQUIREMENTS
Hold active memberships in real estate related organizations.
Eliminate those that may have undesirable political ramifications when selecting charitable
organizations to sponsor.

SECTION 1.10 TENANT SURVEYS

OBJECTIVE
To ascertain level of tenant satisfaction, analyze trends, set benchmarks, and monitor property team
performance.
RESPONSIBILITY
Property Manager and contracted through a third-party consultant.
REQUIREMENTS
Perform tenant survey annually.
Submit survey to tenant contact(s)/decision maker(s).
Goal: 75% response rate.
Initiate process in June with results tallied by August so that cost-related items can be included in
budget.

SECTION 1.11 PROPERTY INSPECTIONS

OBJECTIVE
To monitor physical and an aesthetic attributes of property at all times and to note items in
preparation for Budget planning.
RESPONSIBILITY
Property Manager
REQUIREMENTS
Monthly
Roof to basement-base building areas including all closets, mechanical rooms, common areas,
restrooms, etc. Parking Deck-all levels, gate equipment, elevators, stairwells, lighting, etc.
Monthly meetings and inspections to be held with Landscape, Janitorial, Security, and Parking
Deck Contractors.
Inspection Methods
Informal walking tour
Checklist format with comments
Follow/up
Distribute to respective parties for completion
Set date for items to be complete
Spot check items from prior inspection while performing next periodic inspection.

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SECTION 2.1 MARKETING CENTER
OBJECTIVE
To showcase the property.
RESPONSIBILITY
Director of Leasing and Property Manager.
REQUIREMENTS
The marketing center ("Center") is the showcase of the property and the prospective tenant's initial
impression of the property. Locate center in an area of the building that is accessible and easy to find
(lobby level or exposure to an elevator lobby). Center should have an efficient design, with reception
up front and conference areas off reception.

SECTION 2.2 MARKETING PRESENTATIONS

OBJECTIVE
To develop and provide a program with updated collateral materials.
RESPONSIBILITY
Leasing Associate and Director of Leasing.
REQUIREMENTS
Provide upon appointment or on an as-needed basis.
All collateral materials must be approved by Owner.

SECTION 2.3 MARKET SURVEY AND RESEARCH

OBJECTIVE
To maintain specific information on new and renewal leases in competitive projects.
RESPONSIBILITY
Leasing Associate and Director of Leasing.
REQUIREMENTS
Update specific leases and renewals in competitive projects as they happen or soon thereafter. Update
market information regarding vacancies, absorption, new developments, and trends within the subject
property's submarket and the overall market on a quarterly basis.

SECTION 2.4 COMPETITIVE BUILDING INFORMATION

OBJECTIVE
To tour each competitive building and to gather specific information on the tenants, leases, available
space, amenities, common areas, restrooms, parking, ingress/egress, and marketing information in
order to analyze and understand their strengths and weaknesses in comparison to the subject property.

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RESPONSIBILITY
Director of Leasing, Leasing Associate, and Property Manager.
REQUIREMENTS
Tour at least once a year; update new leases and information as they occur.

SECTION 2.5 MARKETING PLANS

OBJECTIVE
To communicate message points to brokers and prospective tenants through several advertising and
promotional channels, building promotional events, and everyday collateral material used by the
leasing and management team.
RESPONSIBILITY
Director of Leasing, Leasing Associate, Management and Staff.
REQUIREMENTS
Develop annual written plan. Leasing Director and Property Manager to develop and implement a
marketing plan in conjunction with budget for appropriate timing.

SECTION 2.6 SPACE MEASUREMENTS

OBJECTIVE
To maintain a consistent approach to measuring space in buildings.
RESPONSIBILITY
Director of Leasing, General Manager, and building's architect.
REQUIREMENTS
Measure each lease transaction area to maintain accuracy. Tie measurements consistent with rent roll
and stacking plan.
The measurement standard should be based on BOMA or a modified-BOMA measuring standard,
contingent on the building market and its size, lobbies, and floor factors.

SECTION 2.7 LEASE BOOKS

OBJECTIVE
To maintain a complete and updated account of each tenant suite and available space within the
property.
RESPONSIBILITY
Director of Leasing and Leasing Associate.
REQUIREMENTS

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The book will have detailed information regarding size of the suites, lease expirations, tenants rights
including, but not limited to rights of expansion, renewal, first refusal, and cancellation. Updated
"as-builts" will be maintained for each vacant suite, separately and on a composite. A section of the
book will include a chart that depicts the building's measurement on a gross, rentable, and usable
basis including penetrations and other allocations.

SECTION 2.8 LEASE ABSTRACTS/BRIEFS

OBJECTIVE
To effectively streamline the accounting and management functions of the property and update
Owners valuation models.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Provide Property Accountant a Lease Abstract upon execution of a Lease. This document is used to
summarize all pertinent Lease information contained within (tenant charges, square footage, special
provisions, etc.).
Enter this pertinent information into a computer database and a Lease Abstract generated.
Distribute Lease Abstracts to key management personnel who maintain complete Lease Abstract
books.

SECTION 2.9 LEASE FILES

OBJECTIVE
To ensure that records are maintained in good condition for the duration of the Lease and then
properly stored for the period of time designated by Owner or as required by law.
RESPONSIBILITY
Office Manager.
REQUIREMENTS
Alphabetize Tenant Lease files by tenant / corporation name and should be kept in a location of the
office is that is accessible to all pertinent personnel.
Each tenant file should contain the following sections; Lease Documents, Billing/Accounts
Receivable, Monthly Sales, Correspondence.
Review all files and dated materials stored in the designated areas on an annual basis.
Purge the Lease file from the system based on the retention schedule upon expiration and/or
termination of a Lease.

SECTION 2.10 BROKER RELATIONS

OBJECTIVE
To develop and maintain relationships with key brokers in the subject propertys market. Pay
commissions timely.

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RESPONSIBILITY
Director of Leasing and Leasing Associate.
REQUIREMENTS
Create a long term approach in the Annual Business Plan and identify a budget annually.

SECTION 2.11 PUBLIC RELATIONS

OBJECTIVE
To maintain positive relations with all outside private, public, and other members of the communities
in which we operate.
RESPONSIBILITY
Third-party public relations firm, Director of Leasing, and Property Manager.
REQUIREMENTS
Develop and implement written crisis communication & operational communication programs to
include specific individuals designated for communication depending upon circumstances.

SECTION 2.12 PROSPECT DEVELOPMENT

OBJECTIVE
To identify and secure relocating tenants from competitive buildings, and new firms migrating into
the area.
RESPONSIBILITY
Leasing Associate and Assistant.
REQUIREMENTS
Refer to monthly report - leasing activity report section.
Maintain database of tenants lease expirations in competitive buildings. Regularly speak with
corporate real estate directors.

SECTION 2.13 PRESENTATION AND COLLATERAL MATERIALS

OBJECTIVE
To maintain informative and stylish promotional materials necessary to properly position the property
in the market.
RESPONSIBILITY
Director of Leasing and Property Manager.
REQUIREMENTS
Update annually.

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SECTION 2.14 STANDARD LEASE DOCUMENTS
OBJECTIVE
To utilize an Owner-approved standard lease document.
RESPONSIBILITY
Director of Leasing and General Manager.
REQUIREMENTS
Review regularly for changes in the law and market, and submit changes to the Property Manager.
The Lease Committee is to meet quarterly to review all leases and approve updates. For immediate
update requirements the Committee can meet as necessary. Any changes to standard lease document
must be approved by counsel or in-house paralegal.

SECTION 2.15 CO-BROKERAGE COMMISSION AGREEMENTS

OBJECTIVE
To utilize a standard market-driven co-brokerage agreement. Show changes to the agreement with
footnotes and/or stricken language.
RESPONSIBILITY
Director of Leasing and Property Manager.
REQUIREMENTS
Review documents annually or on an as-needed basis.
Show changes to the agreement with footnotes and/or stricken language. Comply with subrogation
rights of mortgage loan agreement.

SECTION 2.16 LEASE DOCUMENTATION AND PROCESSING

OBJECTIVE
To administer, track, and process a lease from tenant's signature to placement of a fully executed
lease into the lease file.
RESPONSIBILITY
Leasing Associate and Property Manager
REQUIREMENTS
Develop and implement a written Lease Documentation and Processing Program. Any material
changes must be approved by the Lease Review Committee.

SECTION 2.17 LEASE NEGOTIATIONS

OBJECTIVE
To have an orderly and consistent process.

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RESPONSIBILITY
Leasing Associate, Director of Leasing, and Property Manager.
REQUIREMENTS
The following narrative flowchart describes the lease negotiation process from the submission of a
lease proposal to the receipt of a signed lease from the Tenant:
Prepare a Lease Analysis indicating the effective rent and the face rent to effective rent
percentage.
Submit a lease proposal to a qualified prospect.
Request financial and credit information. Review financial and credit information prior
to final negotiations.
Negotiate the terms and conditions of the lease proposal, without going below budget
guidelines.
If the terms and conditions changed from the lease proposal, then revise the Lease
Analysis to incorporate the new terms and conditions.
The Director of Leasing signs the final Lease Analysis and reviews the pertinent financial
and credit information.
The Lease Analysis form is approved by the Leasing Agent, Leasing Director, and
Property Manager.
The Leasing Associate or Director of Leasing generates and submits a standard lease
document incorporating the approved terms and conditions to Tenant. Tenant's attorney
makes changes and revisions to the standard lease document and submits to Leasing for
review. Leasing reviews the scope of changes and either (i) negotiates non-legal,
business issues, or (ii) involves in-house or local counsel to negotiate only the legal
issues subject to the complexity of changes and requests.
Any significant issue will be submitted to the Property Manager and Leasing Director for
review and approval.
Upon agreement between the Tenant and Leasing, a black-line draft will be attached to
the original lease document for file reference. Leasing receives three (3) original leases
signed by the Tenant.

SECTION 2.18 CREDIT APPROVAL

OBJECTIVE
To clearly understand the financial viability of and credit history of each tenant signing a new lease or
a renewal lease, and to determine what, if any, security should be posted and whom, if anyone, must
guarantee lease.
RESPONSIBILITY
Leasing Associate and Director of Leasing.
REQUIREMENTS
Analyze the financial and credit information with trend analysis of cash, accounts receivables, short
and long-term debt. Start-up companies, limited net worth companies, Sub S corporations, Limited
Liability Companies, Partnerships, and Professional Corporations all require security deposits, letter
of credit, and/or a personal guarantee, dependent on market.

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SECTION 2.19 STANDARD PROPOSALS
OBJECTIVE
To communicate the project's financial terms of a market lease transaction. In addition to the
acceptable terms and conditions, the standard proposal format should include the amenities and
pertinent building and operational information.
RESPONSIBILITY
Director of Leasing.
REQUIREMENTS
Each lease proposal must contain standard disclaimer language.

SECTION 2.20 LEASE ACTIVITY REPORT

OBJECTIVE
To accurately track prospects and the financial details of the leasing activity each month.
RESPONSIBILITY
Leasing Associate and Director of Leasing.
REQUIREMENTS
Utilize and incorporate a standard format into the Monthly Property Report.

SECTION 2.21 LEASE ANALYSIS AND APPROVAL

OBJECTIVE
To analyze the financial terms of a lease transaction and to compare them to the budget.
RESPONSIBLITY
Leasing Associate and Director of Leasing. The Leasing Associate prepares the Lease Requisition
and submits it to the Property Manager. The Property Manager signs all the Lease Requisitions/Lease
Analysis and submits them to the Director of Leasing for approval.
REQUIREMENTS
Prepare for each lease proposal.

SECTION 2.22 TRAINING / CONTINUING EDUCATION

OBJECTIVE
To attend classes designed to enhance overall real estate knowledge of leasing, marketing, and
financial skills.
RESPONSIBILITY
All staff members with a real estate license.

MARKETING AND LEASING

REQUIREMENTS
Attend any classes required by state law. Classes and/or conferences must be in the approved annual
budget.

SECTION 2.23 LICENSING

OBJECTIVE
To maintain real estate license for the appropriate state, if required.
RESPONSIBILITY
All staff members that require a real estate license.

REQUIREMENTS
A sales persons license must be held by a broker.

SECTION 2.24 VACANT SPACE PREPARATION

OBJECTIVE
To prepare vacant space for tenant showings and avail tenants and brokers of opportunities at the
property. All vacant space should be put into marketable condition and be free of tenant storage.
Space should be checked at least weekly by the Property Manager and or the maintenance personnel.
RESPONSIBILITY
Leasing Associate, Director of Leasing, and Property Manager.
REQUIREMENTS
Update as space becomes vacant.

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SECTION 3.1 LIFE SAFETY SYSTEMS
OBJECTIVE
To ensure that all components of the Life Safety Systems are inspected, tested, and maintained in
accordance with local ordinances, insurance requirements, and other applicable guidelines.
RESPONSIBILITY
Maintenance Engineer.
REQUIREMENTS
Develop and implement a written program to address the inspecting, testing, and maintenance of the
Fire Safety Systems, Fire Detection and Alarm Systems, Sprinkler and Fire Pump Systems, and
Emergency Generators at all properties.

SECTION 3.2 ENERGY MANAGEMENT

OBJECTIVE
To control property level energy expenses without compromising tenant comfort, safety, and security.
RESPONSIBILITY
Maintenance Engineer.
REQUIREMENTS
Develop and implement a written energy management plan at all properties. The plan shall describe
energy management and strategies, tenant sub-metering, HVAC overtime usage, and appropriate
billings; any and all programs available through local utility company participation. Investigate cost
savings attributed to energy deregulation.

SECTION 3.3 PREVENTATIVE MAINTENANCE MANAGEMENT PLAN

OBJECTIVE
To promote optimum operating efficiencies in a property and its mechanical equipment through
planned maintenance, testing, and inspection while minimizing Ownership's capital requirements and
liability exposures.
RESPONSIBILITY
Maintenance Engineer/Property Manager.
REQUIREMENTS
All properties will develop and implement a preventative maintenance system addressing all
structural, mechanical, and cosmetic aspects of each property. Servicing, adjustments, and testing
information shall be obtained from equipment operational manuals, technical bulletins, and/or
recommendations of competent technical personnel. All preventative maintenance will be adequately
documented. Where the tenant is responsible for the HVAC preventative maintenance, a copy of the
contract that tenant has executed with a qualified mechanical contractor shall be maintained and the
minimum standards shall be attached to each lease agreement.

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SECTION 3.4 THERMOGRAPHIC TESTING
OBJECTIVE
To ensure that electrical equipment is properly maintained and to prevent costly breakdown, risk to
occupant life and safety, and excess liability to ownership.
RESPONSIBILITY
Maintenance Engineer.
REQUIREMENTS
Institute a thermographic testing program for the building's major electrical equipment at all
properties. Records of tests and corrective actions shall be documented in writing. All major switch
gear shall be tested once per year and bus ducts and panels shall be tested once every three (3) years.

SECTION 3.5 DAILY INSPECTIONS AND LOGS

OBJECTIVE
To ensure that building systems and equipment achieve maximum operating efficiency and to
minimize the potential for mechanical failure.
RESPONSIBILITY
Maintenance Engineer.
REQUIREMENTS
Monitor chillers, water treatment, fire alarm panels, emergency generators, sprinkler systems, lawn
sprinkler systems, and work orders at a minimum. The program must include a definition of
personnel responsibilities, frequency of tasks, description of items to be monitored, and verification
of the appropriate individual and time of inspection.

SECTION 3.6 LICENSING AND PERMITS

OBJECTIVE
To ensure and monitor that each property obtains the applicable local, state, and national
requirements of governmental agencies.
RESPONSIBILITY
Maintenance Engineer.
REQUIREMENTS
System must be in writing and must address expiring licensing and permits. Keep the original of all
licensing and permits in a fire-proof and secured cabinet.

SECTION 3.7 INVENTORY CONTROL

OBJECTIVE

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To ensure that critically important equipment, parts, and supplies are available to avoid lengthy and
expensive equipment down time.

RESPONSIBILITY
Maintenance Engineer.
REQUIREMENTS
Develop and implement an inventory system that identifies critical parts, maintains all necessary
vendor information to permit emergency procurement, maintains historically adequate inventory of
critical lead time parts, and provides for the security and accountability of the inventory.

SECTION 3.8 ACCESS CONTROL

OBJECTIVE
To ensure the safety of the property and its occupants and to minimize Ownership liability exposures.
RESPONSIBILITY
Maintenance Engineer.
REQUIREMENTS
Develop and implement a detailed written program of maintenance and inventory of all access control
equipment and supplies at all properties. Method of collecting and deprogramming the access cards
from tenants that have vacated shall be implemented.

SECTION 3.9 ENVIRONMENTAL ISSUES

OBJECTIVE
To identify and address any and all environmental requirements. To provide an environmentally safe
environment for tenants, employees, visitors, and contractors and to minimize Owner's liability
exposure due to improper handling or miscommunication of hazardous materials.
RESPONSIBILITY
Maintenance Engineer.
REQUIREMENTS
At a minimum, Asbestos Management, Indoor Air Quality, CFC's Management, Hazardous Waste
Disposal, Underground Storage Tanks (UST), PCB's, and a Hazardous Communication Program; and
other issues raised in Phase I of Environmental Study if applicable.

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SECTION 4.1 WORK ORDER SYSTEM
OBJECTIVE
To ensure that tenant and building maintenance requests are being processed in a timely fashion and
that all billable items are charged to the appropriate tenant.
RESPONSIBILITY
Work Order Coordinator/Property Manager.
REQUIREMENTS
Record all incoming tenant work order requests and enter the information into the property
management software.
Check for work orders daily and update the maintenance technician.
Reconcile the work orders on a monthly basis. All billable items will be itemized and given to the
property accountant for posting.
Develop a three (3)-part, carbonless form. Each work request, both work specific to the property and
tenant work requests, is then documented on the first section of the form (date the request was taken
and identifies the work to be performed and contact name and number) by a member of the
management staff.
Retrieve the work request form (leaving a copy of the form with the management office for tracking
purposes). The staff member who performs the required task(s) completes the second part of the form
(date, time, and materials) and obtains the necessary signature from tenant / client, and delivers the
form back to the office manager. Finally, all items that are billable are itemized and invoiced to the
tenant.

SECTION 4.2 SERVICE CONTRACT ADMINISTRATION

OBJECTIVE
To ensure a comprehensive analysis of all service contracts, specifying all pertinent economic and
service details of each contract (i.e., commencement and renewal dates, costs, services to be
performed, etc.). These files should be accessible to all staff members for their review.
RESPONSIBLILITY
The Property Manager shall be responsible for maintaining Service Contract Binders that shall
contain executed copies of all current property contracts. These binders shall be kept in the common
filing area of the office of the building.
A comprehensive list of all the service contractors, contact names and phone numbers, the
corresponding service(s) provided, and contract expirations should be incorporated into the Service
Contract Binders. Additionally, information regarding service contract billing should also be noted.
REQUIREMENTS
Include all service contracts in the binders.
Include a thirty (30)-day agent cancellation clause in all contracts.
Stagger contract expiration dates to minimize the stress generated from a multitude of contracts
expiring and being bid simultaneously.
Management agreements with the third-party owners specify compliance.

ADMINISTRATION

SECTION 4.3 ELEVATOR OPERATIONS

OBJECTIVE
To ensure the safety of all users, achieve competitive pricing and optimum levels of vendor contract
services, and maintain elevators in a first rate condition.
RESPONSIBILITY
Property Manager.
On a weekly basis, a member of the management staff and the vendor representative should
physically inspect all vertical transportation apparatus.
REQUIREMENTS
Bid and negotiate Elevator Maintenance Contracts a minimum of every three (3) years.
Develop and implement Preventative Maintenance Schedules.
Hire an independent consultant to conduct monthly contractor performance appraisals when a
property's vertical transportation requirements are substantial. Monthly meetings should be scheduled
(property manager, contractor representative, and consultant) to review said performance appraisals
and miscellaneous operational issues.
Perform state inspections and certifications annually.
A log or manual should be maintained pertaining to equipment inspections.
Define specific safety procedures concerning the use of vertical transportation equipment that has
been involved in an incident/injury.

SECTION 4.4 JANITORIAL MAINTENANCE

OBJECTIVE
To ensure optimum enjoyment of the facilities by all building occupants and to achieve competitive
pricing and highest performance of the vendor contracted services.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Bid and negotiate Janitorial Contracts a minimum of every three (3) years.
Conduct daily and/or weekly property reviews with the cleaning supervisor and a member of the
management staff.
Audit Janitorial payroll shifts and bid-specified cleaning schedules monthly.
Bid the cleaning supplies contract on an annual basis to verify competitive pricing.
Monitor the vendors inventory of supplies sporadically.

SECTION 4.5 RECYCLING / WASTE REMOVAL

OBJECTIVE
To demonstrate a corporate philosophy that is dedicated to preserving the environment while
minimizing expenses.

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RESPONSIBILITY
Property Manager.
The contractor should be responsible for the maintenance of all on-site equipment.
REQUIREMENTS
Bid and negotiate the recycling/waste removal contract a minimum of every two (2) years due to
fluctuating market conditions in this industry.
Recycle/dispose all office trash by the Janitorial cleaning staff. Office tenants are to be supplied with
waste and recycling receptacles and then the janitorial cleaning staff is to dispose of the materials in
the appropriate, designated areas.
The retail tenants are solely responsible for the disposal of their store trash to the appropriate,
designated areas.

SECTION 4.6 LANDSCAPING AND GROUNDS MANAGEMENT

OBJECTIVE
To ensure optimum enjoyment of the facilities by all building occupants, and to maintain competitive
pricing and highest performance of the vendor contracted services.
RESPONSIBILITY
The Property Manager has direct responsibility for this and all other service contracts.
REQUIREMENTS
Bid and negotiate contract a minimum of every three (3) years.
Conduct weekly property reviews with the landscaping account representative and a member of the
management staff.
Keep a maintenance log of the property inspections and all subsequent items that were discussed.
Include the provision for the immediate disposal and replacement of damaged or dying items in all
contracts.

SECTION 4.7 AUTHORIZATION LEVELS

OBJECTIVE
To maintain tight control of all non-contracts property expenses keeping all budget expense account
line items balanced and to maintain competitively priced vendor services.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Ownership is responsible for setting the authorization limits for each staff member that is authorizing
non-contract property expenses.

SECTION 4.8EMERGENCY PREPAREDNESS/CRISIS MANAGEMENT

OBJECTIVE

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To establish precise communications and life safety programs that are to be implemented and
followed in the event of emergency. The goal of such programs should be to ensure the safety of all
building occupants while addressing potential issues of ownership liability.

RESPONSIBILITY
Property Manager.
All members of the management team will attend annual meetings to continually refine the program.
The Property Manager and the contracted security firm shall be responsible for training all security
personnel with regard to emergency procedures and building evacuation procedures and to maintain
the emergency contact phone list, providing quarterly updates to all parties involved.
REQUIREMENTS
Establish communications program.
Carry pagers issued to the all management personnel 24 hours, seven days a week.
Compile emergency contact telephone lists that include all personnel and vendor phone numbers
(home, office, cellular, pager, and facsimile numbers to be included). The telephone lists are then
distributed to all management personnel. The lists are updated monthly. Additionally, a pocketsized, laminated card that includes the telephone numbers for all key management personnel and
significant vendors is distributed to and carried by all management personnel. Cellular phones and
facsimile machines stored in predetermined locations throughout center. Establish several locations
in the building to be used as command posts in the event the Office of the Building is inaccessible.
The life safety program should include: Predetermination of several locations on the property to store
quantities of necessary life safety equipment (traffic cones with reflective tape for heightened
visibility, flashlights, bullhorns, Motorola radios, cellular phones, facsimile machines, general first
aid supplies). Evacuation plans shall be developed for each section of the building. Architectural
drawings of key areas of the building shall be accessible.

SECTION 4.9 RISK MANAGEMENT

OBJECTIVE
To minimize the potential financial liability to ownership through effective management of potential
and / or hazardous conditions that exist in the building.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Establish program for tracking claims.
Prepare a list of insurance providers listing, type, deductible, and coverage period for each property.

SECTION 4.10

INCIDENT REPORTING/INSURANCE CLAIM FORM

OBJECTIVE
To maintain accurate records regarding incidents/injuries that occur on property.
RESPONSIBILITY
Property Manager.

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REQUIREMENTS
Develop and utilize a standard Incident Reporting Form by all personnel. Additionally, a
standardized routing procedure should be implemented so that key management personnel are kept
informed. Incident Reports should be kept on file for a minimum of seven (7) years.
Submit incident report to the Insurance Carrier.

SECTION 4.11 CERTIFICATES OF INSURANCE

OBJECTIVE
To ensure that all tenants and vendors operating within the building have obtained the necessary
insurance coverage minimizing the potential liability to the owners.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Identify and communicate to all tenants and vendors performing work in the building the required
coverage and the name of the appropriate additional insured. A Sample Certificate of Insurance
should be completed and faxed to the appropriate party whenever necessary.
Maintain a Certificate of Insurance Log Book and update annually for both tenants and vendors, so
that expiring Certificates of Insurance can be renewed prior to expiration.
No service contractor is to be allowed to perform any work on the property until they have supplied
evidence of the required Certificate of Insurance.
The office manager is responsible for maintaining the Certificate of Insurance files for all office and
retail tenants, as well as all vendors operating in the building through a service contract agreement.
The Property Manager is responsible for verifying that all non-service contract vendors performing
work in the building have provided evidence of the required coverage.

SECTION 4.12 PROPERTY TAX MANAGEMENT

OBJECTIVE
To monitor and control a property's overall real estate and personal property tax obligations and to
ensure timely filing.
RESPONSIBILITY
Property Manager
REQUIREMENTS
Keep all tax parcel legal descriptions on file at the property and match annually to the real estate tax
invoices received from the government; submit quarterly.
Approve all property tax settlements by the property Owner.
Forward annual tax bills and abatement filings to the Property Manager for review.
Handle litigation and appeals through the propertys real estate tax counsel, and/or consultant.
Issue promptly all tax payments to avoid any fees (interest) assessed on late payments.
Submit quarterly updates regarding the status of the property tax protest and on-going negotiations
with the tax authorities.

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SECTION 4.13 MANAGEMENT AGREEMENTS
OBJECTIVE
To delineate performance requirements and related compensation for Manager and the Preferred
Service Provider.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Draft a compliance calendar outlining managements responsibilities under each agreement.

SECTION 4.14 MANAGEMENT OFFICE ADMINISTRATION

OBJECTIVE
To communicate to all staff members the corporate policies and procedures to which each staff
member will be expected to adhere.
RESPONSIBILITY
Office Manager/Property Manager.
REQUIREMENTS
Develop and distribute the office policies and procedures handbook to the staff under separate cover.
Such policies shall include office hours, employee conduct, dress code, appearance, attitude and
behavior, lunch breaks and lunch area policies, overtime authorization procedures, processing of
vacation requests, contact required to be made when out ill or with personal emergencies, employee
benefits administration, emergency procedures, confidentiality requirements, disciplinary process,
and resolution procedures.
Ensure that all property employees receive a copy of the handbook and return a Receipt
Acknowledgment Form to be filed in their personnel files.

SECTION 4.15 MANAGEMENT OFFICE HOURS

OBJECTIVE
To establish and notify all property personnel and building occupants of the hours of operation.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
These stated office hours are a minimum requirement for all management personnel. In the event of
an emergency after hours the telephone system will notify the Property Managers cellular telephone.
The management office observes the following holidays: New Years Day, Memorial Day,
Independence Day, Labor Day, Thanksgiving, and Christmas. All members of the management staff
carry pagers and cellular telephones. The Property Manager makes certain that ample personnel are
available to report to the property on any given holiday in the event of an emergency.

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SECTION 4.16 MANAGEMENT OFFICE TELEPHONES
OBJECTIVE
To streamline communications, to provide the optimum level of service to all incoming telephone
inquiries, and to monitor expenses.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Implement procedures so that all in-coming telephone calls are answered personally during
standard office hours (no automated greetings).
After hours an automated attendant answers the phone lines. All callers have the option of entering
the desired extension or using a company directory to determine the appropriate extension.
Determine procedures regarding appropriate voice mail greetings and when to update such
greetings.
Clarify the corporate policy regarding use of business telephones for personal matters and the
specified disciplinary action to be taken for such violations must be reviewed with all employees.
Determine the greeting used and ensure that protocol is followed.

SECTION 4.17 FILE MANAGEMENT STANDARDIZATION

OBJECTIVE
To ensure proper filing and storage of pertinent documents.
RESPONSIBILITY
Property Manager.
The office manager is responsible for the organization and maintenance of the on-site tenant,
vendor, and correspondence files.
REQUIREMENTS
Establish and maintain separate files for the various aspects of the project Tenant, Vendor, Account
Payables and Receivables, and Correspondence). Alphabetize Tenant files by the tenant name and
should be kept in a location in the office that is accessible to all pertinent personnel. Each tenant
file should contain the following sections; Lease Documents, Billing/Accounts Receivable,
Monthly Sales, Correspondence.
Review all files and purge dated materials to the designated storage location on an annual basis.
Ownership to dictate retention period on file maintenance.
Retain an executed original of all tenant Lease documents in addition to the files kept on-site for the
property's owners, lenders, and legal counsel.

SECTION 4.18 FILE RETENTION

OBJECTIVE
To ensure that records are maintained in good condition for the period of time designated by the
Owners or as required by law.

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RESPONSIBILITY
Office Manager.
REQUIREMENTS
Maintain all accounts payable, expired and terminated tenant files, and contractor/vendor files on-site
for a period of seven (7) years or as otherwise stated.
Ownership is responsible for conveying the file maintenance schedule to the Property Manager who
in turn shall convey that schedule to the Office Manager / Property Accountant for implementation.

SECTION 4.19 SECURITY OPERATIONS

OBJECTIVE
To streamline the property security operations to ensure the health and safety of the building
occupants while minimizing the properties potential exposure for negative publicity and/or liability.
RESPONSIBILITY
Director of Security / Property Manager.
When the Security Operation is not contracted, it is the responsibility of the properties Director of
Security and Property Manager to develop the Security Operations Manual and to have it approved by
ownership.
REQUIREMENTS
Provide Security personnel Security Operations Manuals with specific information regarding
corporate, on-site, and departmental operating procedures. Standard Operating Procedures must
detail all facets of a Security Officers responsibilities. Additionally specifics must be incorporated
regarding Emergency Procedures, Evacuation Procedures, Training, General Orders, and Employee
Benefits Administration.
Security personnel are not permitted to make statements of any kind to the media with respect to the
property or any incident thereon.
Develop a policy for assessing whether the Security Operation should be contracted or in-house.
Generally speaking, the Security Operation is a contracted service at most properties. As such it is
the contractors responsibility to develop the Security Operations Manual and to have such document
approved by the ownership and the Property Manager. If the service is contracted it should be
assigned independent status.

SECTION 4.20 PARKING OPERATIONS

OBJECTIVE
To streamline the property's parking operations to ensure the satisfaction and safety of the building
occupants while maximizing the propertys revenue stream and minimizing the potential exposure for
negative publicity and/or liability.
RESPONSIBILITY
Generally speaking, the Parking Operation is a contracted service at most properties. As such it is the
contractor's responsibility to develop the Parking Operations Manual and to have such document
approved by the ownership and the Property Manager. If the service is contracted then it should be
assigned independent status.

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REQUIREMENTS
Develop an extensive Parking Operations Manual that provides parking personnel with specific
information regarding corporate, site, and departmental operating procedures. Standard Departmental
Operating Procedures must detail all facets of the Parking employees responsibilities (cashier,
attendant, and managers procedures, as well as employee benefits administration).
Authorize Parking Rates and Validation Programs by ownership and the Property Manager prior to
implementation.
All Parking Vendor Service Contracts must contain a provision for ownership to audit the operation.
Determine and obtain appropriate insurance coverage as cost effectively as possible.

SECTION 4.21 CONTRACT BIDDDING

OBJECTIVE
To ensure that the property is receiving the most economical cost and quality services from its service
contractors. Performance standards and stipulations vary based on the buildings requirements.
REQUIRMENTS
Building personnel have no authority to neither supervise nor instruct employees of contracted
services. Infractions of performance by service agencies are to be resolved between designated
management Supervisors and the contractors designated supervisory employees.
Write and submit the specifications for the specific contract service to at least three (3) prominent
companies that can provide the quality services. Length of the contracts vary based on specifications
and the contractors start-up costs and assumption of liabilities, e.g., the elevator service contract is
generally five (5) years initially if the contractor assumes liability for the mechanical parts
replacement.
Maintain a log detailing the name of the present contractor, specifications for performance standards,
internal inspections of compliance with the standards, and names and cost proposals from the
competitive set.

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SECTION 5.1 OPERATION REPORTS
OBJECTIVE
To report on the month and year-to-date transactions and resulting book value including identification
of emerging trends.
RESPONSIBILITY
Property On-site Controller, Property Manager, Director of Leasing.
REQUIREMENTS
Submit monthly by the 7th of the following month.
Provide financial statements with accompanying cash flow schedules. Report should encompass
operations, leasing, marketing, capital expenditures, and other reports as requested by the Owner.
Various schedules supporting balance sheet accounts are also included.

SECTION 5.2 VARIANCE REPORTS

OBJECTIVE
To communicate explanations of operating and capital variances from the approved annual budget
and to identify trends or changes in operations.
RESPONSIBILITY
Property Manager, Property on-site Controller.
REQUIREMENTS
Submit monthly - Due on the 1st of the following month.
The Property Manager will receive the monthly operating statements from accounting approximately
the 1st of each month. A spreadsheet is utilized showing year-to-date budget vs. actual along with
explanations for variances within the specified criteria. The report is included with the monthly
financial statements.
Explain variances in accordance with the management agreement parameters. If the management
agreement is silent then year to date variances of + or - 10% and no less than $5,000 should be
explained.
The character of the variance (permanent or timing) is to be noted. Also, indicate if the variance
impact by year-end (e.g., base rent is under budget due to delay in leasing suite XX, which is now
expected to be leased____ months later. By year end, this variance will have grown to $_____). If an
accounting error is to blame for a variance, say this and what the variance should have been. Finally,
note if the change is due to a circumstances or is indicative of an emerging trend (e.g.: utility costs are
greater than budget due to an unanticipated rate change).

SECTION 5.3 BALANCE SHEETS

OBJECTIVE
To report property book value and equity position.
RESPONSIBILITY
Property on-site Controller, Property Accountant.

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REQUIREMENTS
Review the balance sheet monthly and reconcile all accounts at a detailed level such that all
balances are easily supported. Various spreadsheets are to be created and included in the
monthly reporting package. Each and every balance on the balance sheet should have a
reconciliation performed. Roll-forward schedules are to be utilized for fixed assets and other
similar accounts. It is also recommended to compare balances to the prior year for
reasonableness as a review step.

SECTION 5.4 INCOME STATEMENT

OBJECTIVE
To provide an accurate statement representing the financial operations for the current month
and year-to-date operations in relationship to the annual budget and the latest reforecast,
purchase pro-forma, or prior year.
RESPONSIBILITY
Property on-site Controller, Property Accountant, Property Manager.
REQUIREMENTS
Produce monthly in conjunction with the financial package. The report can be run from the
financial software utilized unless special requirements are communicated by the Owner.
Conform the categories presented to those on the approved budget summary.

SECTION 5.5 CHART OF ACCOUNTS

OBJECTIVE
To ensure comparability of transactions within an owner's property portfolio and to provide sufficient
separation of activity to report meaningful information.
RESPONSIBILITY
Property Accountant.
REQUIREMENTS
Submit monthly or as needed.
Communicate with the property owner to obtain specific chart of accounts requirements and
limitations. The chart of accounts is to be updated as needed and allowed. Any changes are to be
communicated to property management and affected parties.

SECTION 5.6 GENERAL LEDGER SYSTEM

OBJECTIVE
To provide financial history of real estate transactions for events occurring during the month.
RESPONSIBILITY
Property Accountant.

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REQUIREMENTS
Submit monthly.
Post all accounting transactions to the general ledger on a monthly basis from the AP, AR, and any
other subsystems. The current accounting software is YARDI. It is important to utilize proper
coding descriptions for all general ledger and account payables transactions (e.g., utilities should
include period covered, lease commissions should include suite number and Tenant name). Be sure
the general ledger is in balance. This is not readily apparent with all accounting systems.

SECTION 5.7 CASH FLOW REPORTING

OBJECTIVE
To provide projections of property cash flows to the Owner to assist in cash management
activities.
RESPONSIBILITY
Property Manager, Property Accountant.
REQUIREMENTS
Submit monthly (with monthly report) & Quarterly (15 days after month-end)
The monthly report contains a Statement of Cash Flows which satisfies the monthly
requirements. Quarterly, a projection of cash flows is performed that includes a 90-day
projection of cash needs compared to original budget.

SECTION 5.8 BANK RECONCILIATION

OBJECTIVE
To reconcile banking activity as recorded in the property books to the bank records.
RESPONSIBILITY
Property Accountant.
REQUIREMENTS
Completed on a monthly basis. Bank statements are received approximately by the 5th of the month.
The reconciliation should be performed in sufficient time to allow any possible corrections necessary
to be initiated (i.e., 20th of the month). Additionally, any interest income or bank fees should be
recorded at this time. Controller is to approve all bank reconciliations. Outstanding items are to be
sorted by date.
Include bank reconciliations with bank statement copies in the monthly operating report to the owner.

SECTION 5.9 CHECK REGISTER

OBJECTIVE
To provide records of all property disbursements.
RESPONSIBILITY

55. . AACCCCOOUUNNTTIINNGG AANNDD RREEPPOORRTTIINNGG

Property Accountant.

REQUIREMENTS
Review register at time of any disbursement.

SECTION 5.10 CASH MANAGEMENT - RECEIPTS

OBJECTIVE
To provide control of all cash received at the property.
RESPONSIBILITY
Property Accountant.
The accountant is responsible for overseeing all banking relationships in accordance with any
requirements established by the owner.
REQUIREMENTS
Where applicable, rents are sent from the tenants directly to the lockbox held at a local bank. In some
instances, checks are received directly at the management office and a log is maintained documenting
the monies received. These monies are forwarded to the lockbox. All property receipts are sent
through the lockbox account with the exception of vending cash collected. Vending receipts are
deposited at the teller windows (See Section 5.18-Vending Collections). Additionally, the daily
lockbox deposits are faxed from the bank identifying the tenant name, check number, and deposit
amount. These faxes are utilized to determine up to date collections without waiting for the return of
deposit advices from the bank.

SECTION 5.10A CASH MANAGEMENT - DISBURSEMENTS

OBJECTIVE
To provide control over cash disbursed at the property through adequate controls over the
disbursement of property funds and to minimize or eliminate the possibility of loss.
RESPONSIBILITY
Property Accountant.
REQUIREMENTS
Establish separation of duties for the disbursements of property funds. All invoice entry is performed
by the Accounts Payable Administrator and reviewed by the Property Accountant or Controller.
Checks are printed by the Accounts Receivable Administrator and logged in a check log and reviewed
by the Controller. Check signing is performed by the Property Manager where authority has been
granted.

SECTION 5.11 CASH RECEIPTS JOURNAL

OBJECTIVE
To provide a detailed report of cash receipts collected by the property.
RESPONSIBILITY

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Property Accountant.

REQUIREMENTS
Daily/Monthly.
Enter all cash received at the property through the Cash Receipts reporting module of the accounting
software including non-tenant receipts. Run the Receipts Statement several times during the month to
determine delinquent tenants and to perform general account research since the report contains charge
and receipt information. The report can be run historically for any time period. Total deposits should
agree to the monthly bank statement.

SECTION 5.12 VENDING

OBJECTIVE
To account for and track vending revenue received at the property.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Collect cash/coins via vending machines located throughout the buildings by a designated
maintenance person. Each machine's collections are documented and recorded. A copy of the
collection report is given to Accounting and the cash along with the original report is given to the
receptionist to roll and place in keyed lockbox. Total collections are verified and monies are
forwarded to available administrative person to deposit to the bank. Deposit ticket is returned to
Accounting for a recording of deposit.

SECTION 5.13 PETTY CASH

OBJECTIVE
To safeguard cash held on hand, while allowing ease of payment of incidental expenses.
RESPONSIBILITY
Property Accountant, Office Manager.
REQUIREMENTS
Maintains a locked petty cash box located within the confines of Office Managers office. All
requests for petty cash must be accompanied with a receipt or voucher for cash removed if exact
amount needed is unknown at the time.
Prepare a reconciliation when the fund is near depletion listing all expenditures, purpose, amount,
general ledger coding, etc. An invoice is submitted to Accounting for review and payment.
Authorization by the Property Manager is necessary. The check is paid to the office manager as petty
cash officer and added back to the fund.

SECTION 5.14 PROPERTY TAX ACCOUNTING

OBJECTIVE

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To facilitate the timely payment and recording of real estate taxes.

RESPONSIBILITY
Property Accountant, Property Manager.
REQUIREMENTS
Review all returns. Appealed taxes for prior years will have a variable due date. The tax parcel must
be identified as to the assessed area within the building complex such that appropriate logical
allocations can be made if necessary. Proper allocation is essential since there is a direct effect on the
operating expenses passed through to the tenants.
Prepare invoices well in advance and coding should include the tax parcel identification number.
Late fees are substantial so timely preparation is essential. Checks are delivered to the tax consultant
2-3 days prior to the due date to assure timely payment.

SECTION 5.15 METERED UTILITY INCOME/HVAC AFTER-HOURS

BILLINGS
OBJECTIVE
To properly bill tenants for sub-metered and after-hours HVAC expenses and to record the
appropriate reduction in building electric pass-through expense.
RESPONSIBILITY
Accounts Receivable Administrator, Property Manager.
REQUIREMENTS
Update monthly at a minimum.
Maintain records of all tenant suites that contain a sub-meter for direct billing of electric usage.
Monthly, the meters are read (generally, the 30th) and forwarded to Accounting for billing purposes.
Maintain a spreadsheet that calculates utility costs based on the current month usage. The
Administrator will utilize the current electric bill to obtain a per- kilowatt rate for the period. This
spreadsheet will generate an Accounts Receivable Entry Form as well as individual bills to each
tenant that are attached to the monthly tenant statements for support. Deadline for the Accounts
Receivable Administrator is the 18th of each month.
Deduct the metered electric expense from the building electric cost at the time the power bills are
coded. This eliminates double collection of electric costs (i.e., Operating expense recovery and
metered income). Additionally, the Accounts Receivable administrator will input the HVAC Tenant
charges that are forwarded by engineering along with all other Tenant Work Orders. They are
charged to the Tenant using the appropriate billing code to separate these billings from metered
billings. At the end of the year the cost of the HVAC usage is treated as a reduction of escalatable
utility pass-through expenses (i.e., a reduction in building electric expense).

SECTION 5.16 REAL ESTATE TAX ESCALATIONS

OBJECTIVE
Incorporated with Section 5.17 Operating Escalations.
RESPONSIBILITY
Property Manager.

ACCOUNTING AND REPORTING

REQUIREMENTS
Escalate property taxes separately from the total operating expenses due to its higher weighted cost.
By performing independent escalations, there is less likelihood of a total reduction in building cost
pass through due to a reduction in property taxes. The standard lease should be written such that taxes
are a separate escalation from other operating expenses.

SECTION 5.17 OPERATIONS EXPENSE ESCALATIONS

OBJECTIVE
To determine the tenant's share of operating expenses associated with operating the property for a
given period of time in accordance with the lease provisions.
RESPONSIBILITY
Property Accountant, Property Manager.
REQUIREMENTS
Prepare at time of budget preparation - August/September. Prepared prior to year-end (December) for
recording of accrued income/expense based on operating pass-through true-up estimate. Complete
final schedule for tenant billing for March billings (e.g., February 20th).
Prepare the expense summary that will assist in the operating expense pass-through calculations per
square foot. Summarize the operating expenses directly from the year-end operating statement.
Adjust amounts for any prior year reversals and current year accruals. These amounts will be linked
to the operating expense summary worksheet when further adjustments will be made for HVAC billbacks, metered electric, gross-ups, and any deferred charges, resulting in a psf pass-through amount
generated. The psf amount will be used to determine the actual per tenant share.
Use a separate spreadsheet to calculate each tenant's appropriate share of the operating expenses.
Update the spreadsheet for the current year occupancy and leasing activity, as well as any new base
years. The Owner Approval is needed for the annual expense true-ups prior to billing the Tenants.
Estimations:
Based on Budget that is prepared in August October.
Tenant monthly estimations forwarded to accounting by Property Management to be
included with January invoices.
Letters of estimate notification prepared and sent by Property Management by December
1st of each year.
Reconciliation:
True-up estimates needed prior to year-end for recording of accrued debits/credits. This
should be performed in mid-year as well if it is apparent that expenses will not be in line
with estimates,
Final true-up performed by Controller from audited year-end statement noting gross-ups,
adjustments, etc. Completed within ninety (90) days after year end or as specified in the
lease.
Send final reconciliation letter to Tenant on or around March 1st.

Record the final escalation true-up amounts to the General Ledger account - "Prior Year True-up "

DEFFERED MAINTENANCE
There may be the instance where on a GAAP basis expenditure has been capitalized, but can still be
passed back to the Tenant through escalations. This is typically restricted to deferred maintenance
projects (e.g., pavement rehab) or capital items that reduce building expenses (e.g., lighting retrofits).

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The retrofit pass- through items are generally defined in most leases, while the justification for
deferred maintenance is that the projects are truly classified as maintenance, but the projects benefit
several periods, and it is more equitable to both Tenant and Landlord to spread the cost over several
periods. In addition, many leases allow the cost of capital (i.e., interest expense) to be passed back as
well. Avoid setting base years with unusually high deferred maintenance pass-throughs.
OTHER MISCELLANEOUS PROVISIONS
The Property Manager may recommend a market adjustment if the expenses are out of line with the
local real estate average. This must be approved by the Owner.
If it becomes apparent that the operating expenses of the building will be significantly different than
the estimate, then good tenant relations warrant notice to the appropriate Tenants.
Tenants that vacant in mid-year can be handled in two ways. The first is to make the best estimate of
expenses to date and to do a reconciliation at move-out. No year-end true-up will be performed if this
is done. If the Tenant makes significant contributions, then it is best advised to do a year-end true-up
along with the remaining tenants in the building. If collection is an issue an interim true-up should
also be performed.

SECTION 5.18 CPI (CONSUMER PRICE INDEX) ESCALATIONS

OBJECTIVE
To assure accurate billing of tenants for appropriate rate increases, based on indices in lease
provisions.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Determine tenants subject to CPI increases through the assistance of the rent roll. Obtain the
applicable CPI index from the appropriate financial publication (Bureau of Labor Statistics for the
CPI index) and calculate the appropriate increase. Reflect the increase in the current billing cycle.

SECTION 5.19 RENT ROLL

OBJECTIVE
To provide an accurate record of occupancy, rental charges, lease dates and lease options, or special
stipulations.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Provide monthly.
Forward all leasing activity and changes in leasing/occupancy to the Property Manager. Update rent
roll prior to billing cycle. Reconcile the rent roll to the Leasing Report (included in the Financial
Statements). Indicate any variances (e.g., Space leased, but not yet occupied by Tenant). Also,
reconcile the rent roll to the total building square footage.
Complete move in/out, Notice Address Change Forms.
Complete Security Deposit Form.

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Complete and distribute Rent Memo upon tenant signature on lease.

SECTION 5.20 TENANT BILLINGS

OBJECTIVE
To provide notification of current amounts due from the tenants and to assist in the timely collection
of rents through proper billing documentation.
RESPONSIBILITY
Property Accountant, Accounts Receivable Administrator.
REQUIREMENTS
Provide monthly.
Mail or hand-deliver rental billings by the 20th of each month. Include in the billings all current
month recurring rental charges as well as any sundry billings such as metered electric, work orders,
Tenant improvements, and extra hours HVAC. Attach support to each invoice for any current month
sundry charge. Additionally, keep a log for any unusual billing circumstances, such as tenants that
request early fax notification. Retain the Tenant statements for a period of 2 to 3 months such that if
any Tenant questions arise, both the Tenant and Manager will have the same document in question.
Old statements can be discarded.
No billing to the Tenant's account should occur without properly executed leases, amendments, etc.

SECTION 5.21 TENANT CHARGE-BACKS

OBJECTIVE
To assure that all work authorized and goods purchased on behalf of the tenant are properly
reimbursed.
RESPONSIBILITY
Property Accountant/ Property Manager.
REQUIREMENTS
Reimburse upon invoice receipt.
Copy and forward all invoices coded to tenant reimbursements to the Accounts Receivable
Administrator. Note on the packing slip if the invoice is to be charged back to the tenant. Log the
invoices into a worksheet recording the suite number, tenant, vendor, date, and amount. Receive
work orders from engineering and upon monthly billing cycle, check all work orders against the log.
Record the Work order number in the log book. Follow up with Engineering any unbilled invoices
until resolved.

SECTION 5.22 SECURITY DEPOSITS

OBJECTIVE

ACCOUNTING AND REPORTING

To record and maintain accurate records of all security deposits held in escrow account. To
release deposit at lease termination after property inspection.

RESPONSIBILITY
Property Accountant/ Property Manager.
REQUIREMENTS
Record upon receipt of deposit or move-out of tenant.
Collect security deposits at the time the lease is signed by the Tenant. Clearly note on the check all
security deposits received as "security deposit for suite #______". Deposit the security deposit after
the Landlord has approved the lease, and the payments are recorded to the tenant's suite via the
accounting software system.

Request all tenants vacating to have the move-out notification form completed by Property
Management subsequent to their departure. This form will indicate if any portion of the deposit
should be held for property damages. Before releasing the deposit, an outstanding receivable report
should be prepared identifying any unpaid charges, and appropriate deductions from the tenant
deposit should be made.
Monthly, the bank statement is reconciled to the general ledger and any differences are resolved.
Also earned interest should be periodically transferred to the operating account.

SECTION 5.23 MANAGEMENT FEES

OBJECTIVE
To assure timely payment of management fees in accordance with the current management
agreement. To properly allocate fees for consistent and accurate pass-through of expense.
RESPONSIBILITY
Property Manager/ Property Accountant.
REQUIREMENTS
Monthly, during the accounting close-out.
Fees are to be calculated in accordance with the management agreement to assure that only the
specified receipts are used in the fee calculation. At the close of each month prepare the receipts
statement to obtain the month's collections. Calculate the appropriate fee utilizing the computer file
prepared for assistance. An invoice is prepared and forwarded to Accounts Payable for timely
processing by the 7th of the month.
Other requirements are to accrue for the fees at the month end and attach adequate invoice backup so
that the invoice is self-supporting. Additionally, fee invoice is included in monthly reports.

SECTION 5.24 AGED RECEIVABLES REPORT

OBJECTIVE

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To produce an accurate report detailing delinquent balances by tenant and billing code in order to
facilitate collections and determine the probability of same.

RESPONSIBILITY
Property Accountant/Property Manager.
REQUIREMENTS
Include in monthly report / prepare as needed
Prepare to determine delinquencies for collections as needed. The Aged Accounts Receivable Report
is prepared off the system at month end and balances are transferred to a spreadsheet such that
comments can be added for each amount outstanding. Prepaid balances are listed separately. This
monthly review should be utilized to follow up on any balances that may remain.
Prepare spreadsheet for subsequent review by the Property Manager for inclusion in the monthly
report to the Owner.

SECTION 5.25 COLLECTIONS

OBJECTIVE
To assure the timely collection of rents due in accordance with the lease agreement in effect.
Additionally, to enforce late fees when applicable to offset collection costs and encourage timely
payments.
RESPONSIBILITY
Property Manager/Property Accountant.
REQUIREMENTS
Monthly statements due out the 20th of each month.
First late notice on 5th.
Late letter on 10th.
Turn over collection to Property Manager on 20th.
Mail statements on the 20th to allow timely payment by tenants. Send delinquent tenants a copy of
statement on the 5th by the Accounts Receivable Administrator. If tenant continues to be delinquent
by the 10th, then a letter is sent as a 3rd notification of amount due. Charge late fees for rents not
received by the 10th, however, tenants that are consistently late are charged fees in strict adherence
with the lease.
Determine the delinquent tenants through the use of the delinquent report as well as referring to the
daily lockbox faxes received and the log of checks hand delivered, not yet recorded by the bank.
Miscellaneous work orders and miscellaneous delinquent charges other than base rents are actively
pursued after they become sixty (60) days delinquent. The Accounts Receivable Administrator
prepares notices and appropriate back up support to facilitate collection. A second letter is sent after
thirty (30) days if non-payment continues and the matter is subsequently turned over to Property
Management if not collected five (5) days after the notice.

SECTION 5.26 LEGAL SERVICES FEES

OBJECTIVE
To obtain competitive legal fees for nature of service rendered.

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RESPONSIBILITY
Property Manager.
REQUIREMENTS
Limit legal services to lease drafting, lease related issues, and tenant defaults. Legal services outside
of those stated above must have approval of the Owner. Contact Office Manager for direction prior
to utilizing outside services for issues not approved.

SECTION 5.27 WRITE-OFF

OBJECTIVE
To eliminate uncollectible balances from the assets.
RESPONSIBILITY
Property Accountant/ Property Manager.
REQUIREMENTS
Review after exhaustion of all legal efforts and completion of an asset search.
Attempt all collection efforts available as provided for in the lease. If all efforts are unsuccessful,
then a write-off request form is sent to the Owner identifying the tenant and nature of uncollectible
charges. The Owner is to provide approval prior to recording the bad debt.

SECTION 5.28 LITIGATION

OBJECTIVE
To minimize damages.
RESPONSIBILITY
Property Manager
REQUIREMENTS
Refer all questioning, papers served, etc., to Owners counsel. For slip and fall injury also copy
general liability insurance carrier.

SECTION 5.29 PERCENTAGE RENT

OBJECTIVE
To track the sales and related percentage rents for tenants with percentage rent clauses in their lease.
Collect all revenues due under the lease and identify the performance of the retail tenants.
RESPONSIBILITY
Property Accountant/Accounts Receivable Administrator.
REQUIREMENTS
Track monthly at a minimum.

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Copy and file in the percentage rent folder percentage rents received that are accompanied by a sales
report when received. Update the schedule used to facilitate the tracking of percentage rents due on a
monthly basis.

SECTION 5.30 VENDOR TAX IDENTIFICATION NUMBER

OBJECTIVE
To comply with state and federal tax regulations in regard to vendor payment.
RESPONSIBILITY
Property on-site Controller, Accounts Payable Administrator.
REQUIREMENTS
Obtain prior to new vendor payment.
Complete the new vendor set-up form upon receipt of invoice from vendor. Contact the vendor to
obtain its tax identification number and nature of its business form (i.e., partnership, corporation). A
W-9 form request is sent to the vendor via facsimile or mail for its completion and return. Forward
the form to the Controller for review and approval.
Udating the vendor database. Retain new vendor set-up forms in a separate file along with the W-9
form returned by the vendor.

SECTION 5.31 PURCHASING

OBJECTIVE
To control the authorization of the purchase of goods and services to achieve the lowest operating
costs while maintaining a Class-A facility.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Review upon initiation of purchase of goods. Regulate the control of purchasing at several levels.
Contain the primary guidelines within the management agreement that authorizes a broad scope of
purchasing powers within the management company organization. Additional Owner approval on a
more specific basis will be incorporated within the approved annual budget.
Identify individual authority within the management organization via a purchasing authorization
matrix developed by the management company in adherence to the management contract.
Prohibit Management from receiving any kickbacks from purchasing agreements. Additionally, any
rebates or credits are to be received directly by the property. No employee of the property is to
receive any personal benefits from agreements entered into on behalf of the property.

SECTION 5.32 NATIONAL PURCHASING AGREEMENTS

OBJECTIVE
To minimize expenses.

55. . AACCCCOOUUNNTTIINNGG AANNDD RREEPPOORRTTIINNGG

RESPONSIBILITY:
Property Manager.
REQUIREMENTS
Research viability of using incumbent vendor being used at other owned properties prior to signing
contracts for "major" services. "Major" includes Janitorial, Security, HVAC, Parking Deck
Management, and Elevators.

SECTION 5.33 BUDGET

OBJECTIVE
To provide a benchmark for the operations of the building
RESPONSIBILITY
Property Manager/ Director of Leasing.
REQUIREMENTS
Prepare all budgets on a modified-accrual basis. Begin process in July with preliminary planning, the
first draft due date is encompassed in the management agreement (November 15) or as specified by
Owner. Final budget approval by mid December. Timing may change for reviews. All presentations
of budget materials will include the latest reforecast for the current year. Explanations of the changes
from the original plan to reforecast and reforecast to next year budget must be included.
Coordinate the budget process with the assistance of Accounting and Leasing. Property Management
is responsible for producing the following sections: operating expenses, parking deck, health club,
income projections, taxes and operating expense pass-throughs, and capital expenditures. Leasing is
responsible for occupancy projections including base rents tenant improvement costs, lease
commission costs, and marketing expenses.
Prepare the budget packages in whatever format that ownership approves.

SECTION 5.34 ASSET CAPITALIZATION

OBJECTIVE
To properly account for fixed asset purchases in accordance with GAAP (Generally Accepted
Accounting Principles). Also, to provide a vehicle to track and control costs as the job progresses.
RESPONSIBILITY
Property Accountant/ Property Manager.
REQUIREMENTS
Complete a Capital Appropriation Form (CAF) prior to commencement of non-budgeted capital
expenditure and submit to the Owner for all capital expenditures not in approved budget. This form
is to include estimate capital expenditures based on specific bids received. After approval is received
Accounting receives a copy and files in the approved CAF book for future referral.
Track all invoices received in relation to the capital job (if these are multiple invoices) via a project
status spreadsheet that includes approved cost, project costs to date, current costs, expected costs to
complete, and variances from budget and projection. Submit this sheet with each draw for approval.
Multiple invoices may be included in each draw. Create a job file for each capital project
commenced. Use the project status spreadsheet as a tool to record change orders as well as identify

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any cost overages, which may trigger a need to lessen the scope of the project if possible or indicate
the need to communicate overage to the Owner for approval of additional expenditures.
Compute construction fees within the same spreadsheet.
Input completed projects into the fixed asset software program.
Deferred Maintenance
There may be the instance where on a GAAP basis the expenditure should be capitalized, but can
still be passed back to the Tenant through escalations. This is typically restricted to deferred
maintenance projects (e.g., Pavement rehab) or capital items that reduce building expenses (e.g.,
lighting retrofits). The retrofit pass-throughs are generally defined in most leases, while the
justification for deferred maintenance is that the projects are truly classified as maintenance, but
the projects benefit several periods and it is more equitable to both Tenant and Landlord to spread
the cost over several periods. Add appropriate interest rat as is specified in the lease.
Tenant Reimbursable Jobs
Construction jobs that are reimbursable by the Tenant follow the same procedures as above, but
other requirements apply as well. A signed lease, amendment, etc. must be executed prior to
initiating any construction. Tenant should be billed prior to the commencement of construction.
The amount can be a 100% billing up front or 50% on start and 50% on completion depending on
the relationship with the Tenant and its creditworthiness. See attached flowchart for further
details.

SECTION 5.35 LEASING COMMISSIONS

OBJECTIVE
To ensure accurate and timely payment in accordance with the commission agreement for outside
brokers and in accordance with the leasing agreement as detailed in the management agreement for
the internal leasing agent. Foster good relations with the brokerage community through timely
payment of commission.
RESPONSIBILITY
Director of Leasing /Property Manager.
REQUIREMENTS
Approve all commission invoices upon receipt of broker invoice, or execution of lease for internal
commissions. Required support documentation is a commission recalculation and a copy of the
commission agreement for external brokers. Generate internal commission invoices upon execution
of the lease and forwarded to Accounting accompanied by the approved Lease Requisition and
calculation support.
Facilitate payments through Accounting in the regular payment cycle (not to exceed one week) unless
otherwise directed by Leasing. All checks are returned to Director of Leasing for delivery to broker.
Maintain internal incentive compensation for the appropriate leasing agent based on commission
payments made.
Capitalize and amortize commissions over the term of the lease on a straight line basis. If a lease is
terminated early, then the unamortized balance should be fully amortized at that time.

66. . CCOONNSSTTRRUUCCTTIIOONN M
MAANNAAGGEEM
MEENNTT
SECTION 6.1 BUILDING STANDARDS
OBJECTIVE
To ensure the quality and integrity of the property.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Develop and implement a complete and comprehensive program of Building Standards at all
properties. The program must address all materials and procedures where appropriate, to maintain
consistent and optimum levels of finish and construction throughout the property. Develop and
implement a Standard Building Rules and Regulations for construction at all properties.

SECTION 6.2

PROJECT DEVELOPMENT

OBJECTIVE
To ensure the fairest and most cost effective program of project development while maintaining the
Owner's requirements of quality, integrity, and asset protection.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Develop and implement a complete and comprehensive program of Project Development at all
properties. The program must address the relationship with the Project Architect/Space Planners,
Specification Development, Request for Proposal, Bid Evaluation, and Award of Bid.

SECTION 6.3

PROJECT APPROVAL

OBJECTIVE
To ensure Owner participation and authorization of any capital funds expended.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Specifically identify each project in the annual approved budget or Business Plan at all properties.

SECTION 6.4 PROJECT PROCESS

OBJECTIVE
To ensure that all properties complete construction projects in a timely manner while maintaining
appropriate financial, legal, and physical implementation.

CONSTRUCTION MANAGEMENT

RESPONSIBILITY
Property Manager.
REQUIRMENTS
Develop and implement a written Project Process Program at all properties. The Program must
address the Bid Award and Contract Documentation; Tenant Approval and Change Order Process;
Permit and Code Compliance Process; Project Meeting Requirements; Inspection and Punchlist
Process; Test and Balance Report Requirements; As-Builts Requirements; Certificates of Occupancy;
Job Cost Tracking; Payment Schedules and Authorizations; Lien Waiver Submittals and
Requirements.

7. ANNUAL BUSINESS PLAN

SECTION

7.0 ANNUAL BUSINESS PLAN

OBJECTIVE
The business plan is used to identify strengths, weaknesses, opportunities, and threats in order to
strategically position the property to achieve the highest long term returns based on changing market
conditions. Also the plan serves as the basis for recasting a new five year forecast by noting trends;
for example, a potential occurrence that could impact market rental rates or operating expenses in the
next three to five years. Finally, the plan sets the short-term strategy for the next year budget that will
fit into the longer-term goals.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Prepare in conjunction with the annual property budget. Timing is one month before the budget is
complete in order that the Owner has an opportunity to review market and operating assumptions.
The updated market information is used to support the annual budget and the revised five-year
valuation model.

8.
SECTION
8.1
COMMUNICATION

GRAPHIC STANDARDS
LOGO

GUIDELINES

AND

CORPORATE

OBJECTIVE
To provide national consistency with a unified image.
RESPONSIBILITY
Office Manager/Property Manager.
REQUIREMENTS
Logo:
CBC logo must always be used in concert with CBC McLain Real Estate.
Always use approved font and colors.
Do not enclose logo in odd shape.
Do not expand or condense logo.
Do not place logo on an angle.

SECTION 8.2 ADMINISTRATIVE AND TENANT COMMUNICATION

OBJECTIVE
To provide consistent/unified communication for each specific property. For use in conjunction with
corporate communication pieces.
RESPONSIBILITY
Property Manager.
REQUIREMENTS
Use the company letterhead and envelopes. Some properties will be specific to the ownership name
instead of using the standard CBC McLain Real Estate letterhead.

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