Post on 17-Jan-2016
UnderstandingThe Balance Analysis
The Balance Analysis in this particular case will track overall property performance, recognizing those properties that are exceeding expectations and identify those with areas of opportunity for improvement. The Analysis is designed to gauge such performances by comparing each property equally.
The following describes in detail how the scores for each of the five different categories are determined:
• Customer Service• Employee Retention• Net Operating Income• Economic Occupancy• Sequential Cash Collections.
PROPERTYCUSTOMER
SERVICE POINTS
The Schuh on 5th
9.2 1
Holland Meadows
7.0 2
The highest average score receives the #1 rating
If ten residents were called and the below scores were give the property rating would be 7.0 (average of total sum):
CSI scores are based off of these ratings:
10 if completely satisfied
7.5 if somewhat satisfied
5 if neither satisfied nor dissatisfied
2.5 if somewhat dissatisfied
0 if completely dissatisfied
*We use the last 3 mos. rolling average
#1
Customer Service
Resident #1 7.5
Resident #2 5
Resident #3 7.5
Resident #4 5
Resident #5 10
Resident #6 7.5
Resident #7 5
Resident #8 7.5
Resident #9 5
Resident #10 10
Average Property Rating 7.0
MONTH PROPERTY
# OF EMPLOYEE
S
EMPLOYEES SEPARATED THIS PERIOD
BALANCE
# OF EMPLOYEES
RETENTION
JanuaryCoppess
Court10 2 8 10 80%
FebruaryCoppess
Court9 0 9 9 100%
MarchCoppess
Court10 0 10 10 100%
AprilCoppess
Court10 1 9 10 90%
MayCoppess
Court9 0 9 9 100%
Turnover is the ratio of the number of Associates that had to be replaced in a given period of time, to the average number of workers. So here’s the math:
*We use a cumulative year-to-date calculation
Employee Retention
PROPERTYEMPLOYEE RETENTION
(%)POINTS
Coppess Court 94% 1
Holland Meadows 91% 2
The highest % equals #1 on the rating
#1
Determine number of Associates
Determine how many people terminated
(voluntary and involuntary term’s)
Divide the number of associates left on the team by the number of associates and that is the
Retention Percentage.
This is a cumulative year-to-date calculation and unless the open position will not be re-filled, the separations are considered.
Layoffs are not included.
Net Operating Income
Total All Income
(Total All Income on income statement)
Operating Expenses
(Sum of Total Controllable Expenses + Total
Repair/Replacement Expenses)
Net Operating Income (NOI)
(MTD Actual)
Net Operating Income (NOI)
(MTD Budget)
The highest % to budget is ranked #1
Actual to Budget NOI%
*We use actual month Budget to Actual
PROPERTYNOI ACTUAL TO BUDGET
(%)POINTS
Hanachek House
19.1% 1
Holland Meadows
15.1% 2
#1
Economic Occupancy
MTD Total Rental Income(Actual Rent))
MTD Total Potential Rent(Actual Rent))
$_________ Sum
MTD Budgeted TotalRental Income
(Actual Rent))
MTD Budgeted TotalPotential Rent
(Actual Rent))$_________ Sum
The highest economic occupancy %
is ranked #1
Economic Occupancy %*We use current monthly actual.
PROPERTYECONOMIC
OCCUPANCY (%)
POINTS
Coppess Court 95% 1
Logan Landing 92% 2
#1
Sequential Cash Collections
Net Rental Income Net Other Income Reimbursed Utilities
Total Cash CollectedThrough Operating
Activities
— The Major Categories to Focus on Cash Collection —
Rents / Other Income / NWP Utility Collection
— Cash Books/Income Statement for Account Period —
*We compare prior month to actual month.
#1
Total Rank
Clyde Court Adams Place
Customer Service 4 6
Employee Retention 3 4
NOI 13 9
Economic Occupancy 7 13
Sequential Cash 8 11
35 43
PROPERTY TOTAL POINTS OVERALL RANKING
Clyde Court 35 1
Adams Place 43 2
#1 #2
Lowest points equals#1 on the ranking#1
Performance Matrix
Execution