© Copyright 2009 Nan McKay & Associates Housing Help Sessions Managing the Maintenance Function...

© Copyright 2009 Nan McKay & Associates

Housing Help Sessions

Managing the Maintenance Function January 30, 2009

Slide 1

Earned Income Disallowance


Housing Help SessionsManaging the Maintenance Function – January 30, 2009

NMA Host:Trainer Jay Ortenzo





Slide 2

Maintenance – Keeping Your Project Sound




Slide 3

Understanding theMaintenance Function

• Managers must work well with maintenance• Manager must know how maintenance relates

to PHA’s income, management, and PHAS– Daily communication with maintenance

– How to prioritize work

– Manager needs to understand PHA’s modernization programs




Slide 4

Effect of Maintenance Costs

• One of the largest line items in budget

• Costs can be controlled by:– Making routine repairs– Preventive maintenance

• Checking before breakdown

– Using capital funds wisely




Slide 5

Locating Problem Areas

• The manager can detect problems by:– Reviewing inspection results

• Perform housekeeping inspections annually

• Educate residents on housekeeping

• Walking the site




Slide 6

• The manager can detect problems by:– Reviewing work orders

• To determine if there is a pattern of problems and to follow-up on requests

• Can also assess if residents are reporting needed maintenance

– Listening to residents

Locating Problem Areas




Slide 7

Importance of Inspections• HUD mandates UPCS inspection at

least every 12 months

• Inspection accomplishes:– Dialogue with resident– First-hand info on units and

grounds and work needed– Lease enforcement...




Slide 8

Work Orders as a Management System

• Maintenance receipt and recording system is the work order system– Usually includes policies, procedures, and

control forms• Any responsive maintenance performed should

be the direct result of a work order• Components of the system are used to plan,

assign, control and monitor the maintenance function




Slide 9

AnalyzeYour Work Order Log

• Use work order log to analyze:– Maintenance workload– Response time– Systemic maintenance problems– Evidence of repeated requests– Productivity of each employee– Materials use




Slide 10

Resident vs. MgmtWork Orders

• PHAs tend to deliver maintenance on a time- and customer-driven basis– There are efficiencies and cost savings

when the majority of repair work is planned

– The PHA should set a benchmark for the proportion of management-generated vs. resident-generated work orders, and monitor properties and the portfolio




Slide 11

Response to Emergencies• Components of emergency response

system:– Notification system - who does the resident

call?– Screening systems– Response system - who responds?

• Main rules in an emergency: Be prepared, do no harm and abate the emergency– Know your property




Slide 12

Emergency Procedures Plan

• Each property must have a plan– Contains all information to safeguard

residents, visitors, and property before, during, and after an emergency

– Manual will give directions about how to save lives, how to make property more secure, how to prepare for emergency, how to react (including evacuation), and how to restore the property after




Slide 13

Property Control

• Property or inventory control is required regardless of size of the PHA

Page 2-39




Slide 14

– Equipment and supplies procured must be accounted for and managed

– Property control consists of responsibility for accountability, operability, utilization, and maintenance

– Users of all equipment must be identified and accountable

Property Control




Slide 15

• Inventory– The ACC and HUD regulations require

that the PHA maintain records of all non-expendable equipment (fixed assets)

Property Control




Slide 16

Capital Improvements




Slide 17

Key Components ofCapital Fund

• Five-year plan and annual statement of needs are part of PHA Plan– These are the capital plan documents,

and now will be required of each project– Includes use for emergency funds– Formula allocation based on relative

needs of modernization needs of all PHAs




Slide 18

Eligible Expenses

• Important to budget as many eligible items under capital programs as possible because:– Adequate funds will be available for routine

maintenance– Capital program funds large items and

extensive modernization work– Allocated on a fair-share basis to PHAs




Slide 19

Security




Slide 20

• PHAs have experienced an increase in violent and drug-related crime

• Communication between manager and residents is critical element

• Security strategies should be developed with local law enforcement

Security




Slide 21

• Broken window theory– If there is a broken window for an

extended prior of time, appears that nobody cares

– If graffiti not removed quickly or street problems, crime will flourish

– If it appears nobody cares, it’s an invitation to crime

Security




Slide 22

Management and Resident Team Effort

• Educate women, the elderly, and parents• Offer and promote legitimate activities at your

property that are visible and inviting• Safeguard PHA equipment so it isn’t a target• Target key places of crime – most crime is

committed at 10% of places available• Work closely with law enforcement




Slide 23

Security Issues• Your PHA may be held liable if PHA

employees, residents or guests are attacked or if their personal property is stolen or destroyed

• You are responsible for precautions

• Your security measures should be aimed at taking away the security of criminals

• Criminals will go to properties where they won’t be seen or identified




Slide 24

Physical Security Improvements

• Additional security lighting

• Security fencing

• Landscaping

• Clearly-posted addresses

• Doors and locks




Slide 25

Physical Security Improvements• Windows

• Security for common areas

• Graffiti

• Reconfiguration of common areas

• Activity support




Slide 26

Risk Management

• Risk management is the process of controlling or reducing risk to acceptable levels

Page 2-53




Slide 27

• Residential real estate has many risks, of which manager needs to be aware– Fires, falling, and natural disasters have

always been a concern– Now, chemicals in the air and ground,

lead in the paint, bacteria in the water, mold in the walls, and more complex regulations

Risk Management




Slide 28

Identifying Risks• Almost all property management risks

can be categorized as follows:– Liability is the legal obligation to do, or

refrain from doing, something– Compliance with local state and federal

regulations and laws– Natural and man-made emergencies and

disasters




Slide 29

Liabilities Issues in Residential Mgmt

• Risks represent potential financial losses– Many lawsuits are based on claims that the

landlord failed to take adequate precautions– Management must make a reasonable effort

to provide a safe environment– Degree of risk is considered in determining

what’s reasonable




Slide 30

Insurance• When insured, the burden of

responsibility shifts to insurance carrier with three important exceptions:

1.Premium must be paid

2.All incidents must be reported promptly

3.Action must be taken to lessen any damage if a loss should occur




Slide 31

Types of Insurance

• Property losses– Fire, wind, snow, hail, aircraft, explosion,

riot, terrorism, and vandalism

• General liability– Protects property from lawsuits e.g.,

bodily injury (civil rights lawsuits not covered)




Slide 32

Risk Management Actions

• Look for potential risks during inspection• Have building records that show structural,

construction, and mechanical• Have insurance records and maintenance

records for company vehicles• Maintenance contracts for high liability items• Implement standard incident reporting

procedures




Slide 33

Prevention• Prevention is the most effective way to

reduce security risks– Use safety equipment, don’t take shortcuts,

report problems ASAP, follow directions– Local fire and police depts, and insurance

companies can help with prevention measures

– Preventive measures include educating, monitoring, repairing, and enforcing




Slide 34

Day-to-DaySupervision at the Project




Slide 35

Role of the Supervisor

• A good supervisor is many things to many people: a coach, a mentor, an advocate for the PHA and for the employee– You’re the first person to tell employees

about new policies and programs– And you often present employee requests

to management




Slide 36

• Supervisors “walk a fine line” between being a supervisor and being employees’ confidant– You manage these many roles by

understanding your PHA mission, knowing yourself, and following basic supervisory principles

Role of the Supervisor




Slide 37

Transition from Employee to Supervisor

• If you’re like most of us, you received little or no supervisory training when you took the job




Slide 38

• Often, employees are promoted because of their technical expertise– Supervision may have little to do with your

technical expertise– You deal with lots of paperwork and

people• The paperwork is tedious but predictable –

people aren’t





Slide 39

• New supervisors can feel overwhelmed– Wide range of policies, procedures, rules– You sign time cards, authorize overtime,

grant comp time, deal with performance problems, develop job descriptions, hire, handle problems

– The fact is, you have two jobs – supervisor and property manager





Slide 40

• New supervisors can feel overwhelmed– Sometimes the role of supervisor takes 2nd

place to “actually-doing-it”– And, you rarely have enough time– And then there are the interruptions

• Any surprise in the workplace or lives of employees is a sudden demand





Slide 41

The Supervisoris in the Middle

• You’re an advocate for the PHA and employees– If the PHA implements an unpopular policy,

you represent that to the employees• Management expects your loyalty, and

employees will vent their frustration to you

– You also represent the employees to management

– A mentor in the organization can be a big help




Slide 42

Supervisory Competencies

• Core skills of the supervisor:– Problem-solving and decision-making– Planning– Delegation– Basics of internal communication– Meeting management– Managing yourself




Slide 43

• Identifies and adapts leadership style to situations and people

• Establishes policies, plans, and priorities

• Effectively communicates

• Manages performance of staff

• Prepares and monitors the budget…





Slide 44

• Monitors programs and evaluates outcomes

• Delegates appropriately to get work done through the team

• Assesses risks and takes action

• Self-manages to improve own performance





Slide 45

Communication

• Communication is single most important skill for supervisors to learn and continue to develop




Slide 46

Types of Communication

• Communication is written, oral, and nonverbal

– Meetings, letters, explaining decisions and procedures

– Some supervisors fear sharing information• This fuels the gossip mill

– Give staff accurate information




Slide 47

Verbal Direction• Five points for clear direction:

– Be friendly– Keep it simple– Communicate the what

and the why– Ask for feedback– Follow up




Slide 48

Written Communication• You need to develop the skill of writing

• Writing clarifies, conveys information, and documents– Simplicity is the key– Every paragraph should convey an idea– Writing means drafting, revising, and

editing– Find someone willing to proofread your

work




Slide 49

• Essential and effective email– Business email has its own etiquette

• Clear subject line

• Identify yourself

• Business standard

• Focused message

• Brief

• Proofread

• Don’t assume privacy

• Check inbox daily

• Reply promptly

Written Communication




Slide 50

Meeting Management• Meetings are expensive

– Well-run meetings make a difference– Don’t meet if there’s– No reason to meet– Don’t try to resolve– Personality conflicts in a

meeting




Slide 51

Staffing• Supervisors monitor staff to ensure that

progress is being made based on PHA’s vision, mission, goals, and strategic plan




Slide 52

• Staffing by strategic plan– Determine knowledge, skills and attributes

employees must have– Conduct job analysis– Develop job descriptions– Develop performance standards– Hire employees – specific hiring process

Staffing




Slide 53

• Training is an ongoing commitment– Can make a difference between terminating a

nonperforming employee and keeping them an asset

– Does on-the-job training accomplish PHA’s goals?

– You need to understand the full range of trainings

Staffing




Slide 54

Training Plans• Prepare employees to perform well in

their jobs– Clear-cut training goals

give direction to

employee, supervisor

and trainer




Slide 55

Performance Reviews

• Prepare in advance– Review job description, competencies, and

performance standards for the position– Review performance reports and data– Record major accomplishments, strengths

and weaknesses– Describe behaviors – use examples– Describe specific needed improvement




Slide 56

Performance ReviewInterview

• State the goals about exchanging information about performance

• Listen to the employee

• Describe actions needed to improve– Ask employee for suggested action steps– Agree on actions and end on positive note

• Document the employee’s file




Slide 57

Performance ImprovementPlans

• Can allow a willing employee to succeed– Need may be identified during the

performance review – goals may be set to add, correct, or improve a competency or skill

– Plans may include more effort from the employee, more support from the supervisor, and/or training




Slide 58

Discipline

• Discipline is how supervisors correct behavioral problems and make sure staff adheres to rules– The purpose is to correct, not to punish or

embarrass




Slide 59

Preventing Need forDiscipline

• Often, a positive approach solves the problem without having to discipline– It’s not complicated but requires

commitment and consistency from the supervisor• Communicate often to employees

• Give constructive feedback calmly, professionally, and privately




Slide 60

Identifying PerformanceIssues

• When you see a problem beginning, document the file carefully– This includes emails– Keep a file on each employee you supervise– Talk to the employee and document the

conversation• There might be something you need to know

or do differently




Slide 61

Discipline• Examples of misconduct

– Excessive tardiness, failure to notify absence, insubordination, rude or abusive language, sexual harassment, dishonesty, theft

– Failure to follow agency rules or policies, such as not handling cash correctly

– The question is whether the employer has “just cause” to discipline




Slide 62

• Always consult with your supervisor and HR when you believe misconduct has occurred and before you begin any course of discipline

Discipline




Slide 63

• Factors to consider– Did the employee clearly understand the

rule or policy that was violated?– Was the rule or policy enforced

consistently and fairly?– Did the employee know that violation could

lead to discipline?– How serious is the offense?

Discipline




Slide 64

• Factors to consider– Consider the longevity of service of the

employee– Consider the previous good (or poor) work

record– Was the employee provoked?– Did he or she admit to the misconduct?

Discipline




Slide 65

Progressive Discipline

• Where behavior problems are not a threat or dishonest, disciplinary action should follow a progression– Should be detailed in the PHA’s human

resources policy– Always consult with your supervisor and

your human resources representative




Slide 66

• Progressive process could include:– Prevention – talk to employee– If problems continue, talk to employee and

document– Issue an email or letter of warning.– Issue a disciplinary letter

• Specify the problems and consequences





Slide 67

• If problems continue, you, your supervisor and human resources representative will need to decide what disciplinary action is appropriate, e.g., probation, suspension, or termination





Slide 68

Verbal Warnings

• Talk to the person privately when you first see the problem– Be specific about the behavior that’s a

problem– See what they have to say

• Document the file after the conversation, including employee’s responses




Slide 69

Written Disciplinary Actions

• In the written warning:– Specify the behaviors or performance issues– Refer to the previous discussions– State a specific time period in which

behavior or performance must improve– Be specific about consequences– Meet with employee to provide the written

warning, and document discussion




Slide 70

Effective Delegation

• Sign of a good supervisor is effective delegation

• Delegation is how you harness the energy of your staff– One of the most difficult

skills to learn




Slide 71

Delegation• Delegation can be difficult for new

supervisors if they were once

responsible for the service or task– Some supervisors want to stay in their

comfort zone by making the same decisions they’ve always made, or believe they can do a better job themselves

– They may not want to share the spotlight




Slide 72


• Basic approach and steps:– Don’t delegate if it has to be done

right, right now, and you’re the one who can do it

– Assign the task to the right employee - delegate to employee’s strengths• Don’t delegate beyond capability




Slide 73

• Basic approach and steps:– Give clear info on the “what, why, when,

who, and where”– Allow the team member to determine the

“how” unless they ask you for help– Provide instructions, orally and in writing,

and include milestones and timeline• Encourage employee to check in with you





Slide 74

• Delegate the responsibility and authority– Cooperation from other employees and

departments should be paved by you– Require cooperation from employees you

supervise





Slide 75

Delegation

• Delegation self-assessment

• Page 9-33 & 9-34




Slide 76

Quality Control

• Good supervision has to include quality control




Slide 77

• QC for key program areas and functions will be compiled and reported– This data forms a baseline which can be

measured over time (trend analysis)– The board sets benchmarks for acceptable

performance for the project and the portfolio

Quality Control




Slide 78

• Periodic quality control– The PHA should conduct periodic

(annually) reviews of policies, procedures, forms, and a wide scan program areas• This review happens at a higher

management level

Quality Control




Slide 79

• Preventive quality control– For high-stakes issues that represent

potential risk or large money impact– Reviewing cases before court or hearing,

reviewing denials of requests for reasonable accommodation, following up on H&S deficiencies

Quality Control




Slide 80

• Continuous quality control– This is the only way to conduct effective

and fact-based trend analysis– This is done by the front-line supervisor

and up• The supervisor checks the most critical

areas of every staff person – a certain number of files monthly

Quality Control




Slide 81

Types of Quality Control

CONTINUOUS

PREVENTIVE PERIODIC




Slide 82

• The QC process– PHA needs to carefully select its critical

areas for monthly QC – you can’t check everything

– You have to drill down – tenant files, lease violation results, documentation, inspection reports

– You need to understand what is really going on – don’t jump to conclusions

Quality Control




Slide 83

• Talk to people to gather data– The stated reason for the

problem may not be the root cause

– Only when you get to the real problem can you develop a plan

What’s going on?

Quality Control




Slide 84

Staff Productivity• The key to success for any business

is staff– Properties require multi-skilled and

efficient staff




Slide 85

• Investment in staff development and training is important– Target the right development and training

where and to whom needed

• People need to know what’s expected of them!– Being busy isn’t necessarily being

productive

Staff Productivity




Slide 86

Needed for StaffProductivity

• Up-to-date job description• Assessment of the KSAs needed by all

positions, measurement of actual KSAs of each employee, and individual plans to close any gaps

• Ongoing communication• Property performance monitoring, and• Performance reviews




Slide 87

Needed for StaffProductivity

– Up-to-date job description– Assessment of the KSAs needed by all

positions, measurement of actual KSAs of each employee, and individual plans to close any gaps

– Ongoing communication– Property performance monitoring, and– Performance reviews




Slide 88

• The property manager, as supervisor, is at the heart of staff productivity– Bottom line, not everybody is the same –

different people have different needs and are inspired and motivated by different things

– In large surveys about satisfaction in the workplace, the number one is that people want to feel part of the organization, “in the know”

Staff Productivity




Slide 89

Strategies for Productivity

• Recognition goes a long way– When folks have done a good job, it

helps that someone noticed

• Personal growth and development– Promoting an environment that fosters

this makes for more productivity

• Give folks who want it some authority




Slide 90


• Challenging work– Those with this need want to exercise their

talents to attain success

• Interaction and affiliation– Provide opportunities to work on teams,

participate in meetings and in the community

• Independence




Slide 91


• Predictability– Job security is good, but so is a pleasant,

safe, harassment-free, non-confrontational workplace

• Fairness is a motivator

• Employees feel fulfilled when they do useful work




Slide 92

Conclusion

• As property manager, you will use all your people skills, technical expertise, and common sense




Slide 93

Summary




Slide 94

Summary

• What have we learned?– Did you learn anything that helped you?– Any surprises?– What will you do differently in your job?




Slide 95

Seminar Evaluations

• Seminar evaluations– Complete both sides– Feedback is welcome!

• Thank you for attending!– Hope to see you again!




Slide 96

• February 6, 2009– Income Exclusions (not including EID)

• February 13, 2009– Supervision-Handling Performance Problems

and Discipline

• March 6, 2009– Pets and Service Animals

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