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Transcript of Slide Number #1 © 2007 Nan McKay & Associates Slide #1 Cara Gillette Effective Property Management...
Slide Number #1
© 2007 Nan McKay & AssociatesSlide #1
Cara Gillette
Effective Property Effective Property ManagementManagement
© 2007 Nan McKay & Associates
Slide Number #2
© 2007 Nan McKay & AssociatesSlide #2
What We’ll Cover TodayWhat We’ll Cover Today
Making the property competitive Filling the units
Marketability and marketing Unit officers
Collecting rent and other amounts Turning it around…
October 2007 Ethics 2
Slide Number #3
© 2007 Nan McKay & AssociatesSlide #3
What We’ll Cover TodayWhat We’ll Cover Today
Enforcing the lease Monitoring performance of the property
Including financial performance
Supervision Including quality control
October 2007 Ethics 3
Slide Number #4
© 2007 Nan McKay & AssociatesSlide #4
Quick BackgroundQuick Background
Under the new model, operating subsidy will be calculated and allocated to each AMP Each AMP will be its own business (with
eventually its own PHAS score) and needs to do well in its own right
The manager is the business manager of the AMP
October 2007 Ethics 4
Slide Number #5
© 2007 Nan McKay & AssociatesSlide #5
Quick BackgroundQuick Background
The manager must ensure that the property is decent, safe, sanitary and in good repair, and competitive in the marketplace Performance of the manager will like be more
closely tied to performance of the property under PBM
Slide Number #6
© 2007 Nan McKay & AssociatesSlide #6
Making the Property CompetitiveMaking the Property Competitive
Your first priority is to fill the units The property
has to be attractive to attract tenants
Page 2-10
Slide Number #7
© 2007 Nan McKay & AssociatesSlide #7
Making the Property CompetitiveMaking the Property Competitive
And, in order for your property to be financially viable, your property needs to attract a healthy mix of incomes People have choices
You also have to understand the marketplace and your competition
Page 2-10
Slide Number #8
© 2007 Nan McKay & AssociatesSlide #8
Making the Property CompetitiveMaking the Property Competitive
What is your competition? The Section 8 HCV program Multifamily developments Other shallow subsidy programs Depending on local rents, units in the
open market
Page 2-10
Slide Number #9
© 2007 Nan McKay & AssociatesSlide #9
Making the Property CompetitiveMaking the Property Competitive
Factors to consider and plan for: Curb appeal – view from the sidewalk or street
– first impressions are critical First perception lasts Image – combination of location, appearance,
age, and public perception
Slide Number #10
© 2007 Nan McKay & AssociatesSlide #10
Making the Property CompetitiveMaking the Property Competitive
What does that mean, plan? Good management includes following a
comprehensive property management plan Measuring and monitoring performance
Property management requires management of rents, physical space, property values, and staff
Slide Number #11
© 2007 Nan McKay & AssociatesSlide #11
Making the Property CompetitiveMaking the Property Competitive
Curb appeal – look at: Does it look like, talk like, and act like public
housing to someone driving by? Are there mattresses and junk in the yards? Are sheets and blankets thrown on balconies? Is the dumpster overflowing?
Slide Number #12
© 2007 Nan McKay & AssociatesSlide #12
Making the Property CompetitiveMaking the Property Competitive
Curb appeal – look at: Is there landscaping – trees, lawn, bushes – or
does it look like a wasteland? Signage? Paint and trim – fresh or peeling? Broken-down cars or car repair on premises? Presence of management?
Slide Number #13
© 2007 Nan McKay & AssociatesSlide #13
Filling Your Units – MarketingFilling Your Units – Marketing
Marketing is an important function – it has both financial and non-financial outcomes
Page 2-2
Slide Number #14
© 2007 Nan McKay & AssociatesSlide #14
Filling Your Units – MarketingFilling Your Units – Marketing
The property manager is ultimately responsible for filling the units Includes working with the eligibility team,
making recommendations for capital improvements, budgeting, managing the office and maintenance staff at your site, and knowing your neighborhood
Page 2-2
Slide Number #15
© 2007 Nan McKay & AssociatesSlide #15
Filling the Units - MarketingFilling the Units - Marketing
The number one complaint from prospective renters is how dirty the unit is
The seemingly small details make the “sale”
You are a factor in making living there seem desirable or not
Slide Number #16
© 2007 Nan McKay & AssociatesSlide #16
Filling the Units - MarketingFilling the Units - Marketing
What the pro’s do Advertise – think about a brochure, ad in the
paper, and/or website The prime time to show a property is when
prospective renters can come after work Know not only the unit and the property –
know the neighborhood!
Slide Number #17
© 2007 Nan McKay & AssociatesSlide #17
Understanding the MarketUnderstanding the Market
Marketing needs to be planned and thought out
It’s necessary to understand what factors affect your market These factors will determine whether good
applicants are attracted to your site
Slide Number #18
© 2007 Nan McKay & AssociatesSlide #18
Understanding the MarketUnderstanding the Market
Know your competition – what do they have that your project doesn’t? What do they have better? Size of bedrooms Laundry rooms Playground Sports equipment
Dishwasher Central AC Gates Carport or garage
Slide Number #19
© 2007 Nan McKay & AssociatesSlide #19
Market SurveyMarket Survey
Marketing your site This is a useful tool You need to know
your competitors You can do this by
phone
Attachment 1
Slide Number #20
© 2007 Nan McKay & AssociatesSlide #20
Filling the Units - MarketingFilling the Units - Marketing
New resident orientation is when you familiarize new residents with the property and the lease This is when you
educate and establish rapport
Page 2-17
Slide Number #21
© 2007 Nan McKay & AssociatesSlide #21
Filling the Units - MarketingFilling the Units - Marketing
New resident orientation The site office and staff should convey a
professional image When difficulties arise during tenancy, it’s
often because people are uninformed Follow up with new residents shortly after
move-in
Page 2-17
Slide Number #22
© 2007 Nan McKay & AssociatesSlide #22
Strategic Asset Management Strategic Asset Management DecisionsDecisions
If the vacancies continue despite best efforts, strategic decisions must be made: Reconfiguring the number of bedrooms Reconfiguring bedroom sizes More generous occupancy standards Capital improvements…
Page 2-17
Slide Number #23
© 2007 Nan McKay & AssociatesSlide #23
Strategic Asset Management Strategic Asset Management DecisionsDecisions
If property continues to be non-performing: Demolishing – some of the buildings or all Disposition (selling)
Page 2-17
Slide Number #24
© 2007 Nan McKay & AssociatesSlide #24
Unit OffersUnit Offers
The unit offer system needs to be described in detail in the ACOP And practice need to match
policy
Page 2-17
Slide Number #25
© 2007 Nan McKay & AssociatesSlide #25
Unit OffersUnit Offers
If the waiting list is centralized and the eligibility team screens and makes offers: Look at your PHAS vacant unit turnaround time
Down time Make-ready time
Lease-up time
Page 2-17
Slide Number #26
© 2007 Nan McKay & AssociatesSlide #26
Unit OffersUnit Offers
If lease-up time needs to improve: Do you have a robust waiting list? Are enough files being processed, and timely? How many offers for each vacant unit?
Is the process being tracked carefully? How much time for acceptance or refusal?
Are you offering your longest vacancies first?
Page 2-17
Slide Number #27
© 2007 Nan McKay & AssociatesSlide #27
Unit OffersUnit Offers
If make-ready time needs to improve, you need to work more closely with maintenance We’ll talk briefly about supervision later Supervising maintenance means following the
work orders, tracking time, doing QC, and daily communication
Page 2-17
Slide Number #28
© 2007 Nan McKay & AssociatesSlide #28
Unit OffersUnit Offers
If you have site-based waiting lists The good news is that you have more control You also have more accountability And if no one wants to live at your property, you
have work to do – along with leadership and a plan
Page 2-17
Slide Number #29
© 2007 Nan McKay & AssociatesSlide #29
Selling the Unit, Property, and Selling the Unit, Property, and NeighborhoodNeighborhood
The unit: You as property manager and the PHA
response to maintenance needs Choice between income-based and flat rent
Earned income disallowance Self-sufficiency opportunities and FSS
Slide Number #30
© 2007 Nan McKay & AssociatesSlide #30
Selling the Unit, Property, and Selling the Unit, Property, and NeighborhoodNeighborhood
The property: Safety and security
Communication between manager and residents is critical element
Security strategies should be developed with local law enforcement
You need to exhibit speedy and fair lease enforcement
Slide Number #31
© 2007 Nan McKay & AssociatesSlide #31
Selling the Unit, Property, and Selling the Unit, Property, and NeighborhoodNeighborhood
The property: Self-sufficiency opportunities at the site
Day care, learning center, community center activities, classes, resident groups
Opportunities to transfer or homeownership
Slide Number #32
© 2007 Nan McKay & AssociatesSlide #32
Selling the Unit, Property, and Selling the Unit, Property, and NeighborhoodNeighborhood
Know and market your neighborhood: Local schools Adult ed centers Daycare centers Job opportunities Public transportation
Supermarket Career center Colleges Clinics & pharmacies YMCA and YWCA
Slide Number #33
© 2007 Nan McKay & AssociatesSlide #33
Collecting RentCollecting Rent
Collecting rent is an important measure of job performance
Rent collection policies should have very limited and specific flexibility And in your ACOP!
Slide Number #34
© 2007 Nan McKay & AssociatesSlide #34
Collecting RentCollecting Rent
If you need to improve rent collection: Announce your focus and policies to
residents Meetings, newsletters, monthly rent
statements More rigorous rent collection shouldn’t be
a surprise to residents
Slide Number #35
© 2007 Nan McKay & AssociatesSlide #35
Collecting RentCollecting Rent
Methods to assure prompt rent payment: Clear understanding at
outset of tenancy Consistent and fair
application every time The goal is that families
stay and pay!
Slide Number #36
© 2007 Nan McKay & AssociatesSlide #36
Rent Collection PoliciesRent Collection Policies
Must be comprehensive – should include: Rent due date Date which rent is delinquent Schedule of late charges Consistent late payment – be clear and enforce Location where payments to be made Partial payments – or not
Slide Number #37
© 2007 Nan McKay & AssociatesSlide #37
Collecting Other AmountsCollecting Other Amounts
Damage caused by residents Some managers are more
rigorous about collecting rent than damages
Note: damages above normal wear and tear
Slide Number #38
© 2007 Nan McKay & AssociatesSlide #38
Collecting Other Amounts Collecting Other Amounts
Damage caused by residents Due and collectible 14 days after written notice
If resident doesn’t pay, proceed with 30-day If tenant pays before expiration of 30-day
notice, accept payment and cancel notice
Again, ACOP should specify exceptions for charging for damages
Slide Number #39
© 2007 Nan McKay & AssociatesSlide #39
Collecting Other Amounts Collecting Other Amounts
Retroactive payment agreements HUD will be tracking these more closely
through PIC This isn’t just a piece of paper – the PHA needs
to be enforcing and collecting
Slide Number #40
© 2007 Nan McKay & AssociatesSlide #40
Enforcing the LeaseEnforcing the Lease
Enforcing the lease will help you retain good families The lease is the contract
between the PHA and the family – and governs the professional relationship
Slide Number #41
© 2007 Nan McKay & AssociatesSlide #41
Enforcing the LeaseEnforcing the Lease
Your responsibility is to ensure that: Property is well-maintained Residents uphold their lease obligations Property is free from drugs and crime
Key to good lease enforcement is prompt, certain, and consistent application of the terms of the lease – with documentation!
Slide Number #42
© 2007 Nan McKay & AssociatesSlide #42
Enforcing the LeaseEnforcing the Lease
Most lease violations can be handled quickly and informally by: Calling resident (or calling him or her in) Discussing alleged violation or complaint Listening Explaining relevant lease provisions and
consequences of continued noncompliance
Slide Number #43
© 2007 Nan McKay & AssociatesSlide #43
Enforcing the LeaseEnforcing the Lease
Some lease violations require more formal notices and may lead to evictions Other than criminal or
threat, usually following a progressive lease enforcement process works best
Slide Number #44
© 2007 Nan McKay & AssociatesSlide #44
Enforcing the LeaseEnforcing the Lease
Documentation is critical Even minor problems – over time, may add
up If there is a need to evict, the documentation
or lack of it, will make or break your case
Page 4-6
Slide Number #45
© 2007 Nan McKay & AssociatesSlide #45
Monitoring PerformanceMonitoring Performance
You need to know how the property is doing Financial and non-financial Performance of the
property will be closely tied to performance of the property manager
Slide Number #46
© 2007 Nan McKay & AssociatesSlide #46
Monitoring PerformanceMonitoring Performance
In order to assess and track the performance of the property, accurate on-time reports must be generated Many will be electronic – will enable the
managers to aggregate and synthesize data and monitor trends
Slide Number #47
© 2007 Nan McKay & AssociatesSlide #47
Monitoring PerformanceMonitoring Performance
A clear org chart and defined reporting policies and procedures are essential The supervisor’s
responsibilities and authorities should be well-defined
Slide Number #48
© 2007 Nan McKay & AssociatesSlide #48
Monitoring PerformanceMonitoring Performance
Quality data for key program areas and functions will be reported This data forms a baseline against which the
PHA can monitor progress over time (trend analysis)
The PHA should set benchmarks for acceptable performance – PHAS criteria at minimum
Page 8-5
Slide Number #49
© 2007 Nan McKay & AssociatesSlide #49
Monitoring PerformanceMonitoring Performance
Current PHAS criteria should be drilled down to monitor the project Physical condition for each project Current ratio and MEFB for each project Vacant turnaround time, work orders,
inspections, capital funds
Page 1-188
Slide Number #50
© 2007 Nan McKay & AssociatesSlide #50
Monitoring PerformanceMonitoring Performance
PHAS will be revised to be project-based The AMPs will be the new measurement focus
Each AMP will receive its own PHAS score The PHA shouldn’t wait for HUD! Under the first year of project-based PHAS,
the project-based score will be transitional and current scores will be binding
Slide Number #51
© 2007 Nan McKay & AssociatesSlide #51
Monitoring PerformanceMonitoring Performance
HUD “contemplates” the following: Physical condition of each project
Current methodology – independent inspection Financial condition of each project
Assessment of the AMP’s liquidity Management operations of each project
Onsite management review – no self-certification Capital Fund obligation/expenditures
Slide Number #52
© 2007 Nan McKay & AssociatesSlide #52
Monitoring PerformanceMonitoring Performance
Under project-based PHAS Management Operations will be significantly
changed – form HUD-9834, onsite multifamily management review form, may be used Will cover tenant selection, unit
assignment, lease and grievance, and tenant participation
Page 1-188
Slide Number #53
© 2007 Nan McKay & AssociatesSlide #53
Monitoring PerformanceMonitoring Performance
The AMP reports from HUD’s stop-loss kit are a good template Attachment 2
(FHEO report added)
Page 1-192
Slide Number #54
© 2007 Nan McKay & AssociatesSlide #54
Project ReportsProject Reports
Slide Number #55
© 2007 Nan McKay & AssociatesSlide #55
Project ReportsProject Reports
Slide Number #56
© 2007 Nan McKay & AssociatesSlide #56
Project ReportsProject Reports
Slide Number #57
© 2007 Nan McKay & AssociatesSlide #57
Project ReportsProject Reports
Slide Number #58
© 2007 Nan McKay & AssociatesSlide #58
Project ReportsProject Reports
Slide Number #59
© 2007 Nan McKay & AssociatesSlide #59
Project ReportsProject Reports
Slide Number #60
© 2007 Nan McKay & AssociatesSlide #60
Project ReportsProject Reports
17. Fair Housing (Reasonable Accommodation, FHEO Issues)
Unit Request Date Requested
Status
114 Request for live-in aide 11/21/06 Approved pending background check of live-in aid
187 Request for transfer to sunnier unit 10/29/06 Denied 11/15/06. No documentation provided that need for a sunnier unit is related to a disability
Slide Number #61
© 2007 Nan McKay & AssociatesSlide #61
Monitoring PerformanceMonitoring Performance
In some cases, the reports are synopses More detailed reports from the projects will
be needed, that drill down to source documents Source documents are unit inspections,
tenant files, verifications
Slide Number #62
© 2007 Nan McKay & AssociatesSlide #62
Monitoring PerformanceMonitoring Performance
The vacancy report is one of your most important reports Needs to be kept up daily and submitted
weekly
Slide Number #63
© 2007 Nan McKay & AssociatesSlide #63
Monitoring Performance Monitoring Performance
A vacancy report could also contain info on what you are doing to fill vacancies Advertising, marketing, coordination with
maintenance and management Efforts to achieve a pool of applicants
Then you could see what has and hasn’t worked, where improvement needed
Page 8-13
Slide Number #64
© 2007 Nan McKay & AssociatesSlide #64
Monitoring Performance Monitoring Performance
More on financial performance Applying PHAS criteria to the AMP helps
track financial performance Current ratio – measure of liquidity –
does your AMP have enough cash? Months expendable fund balance –
measure of viability – adequacy of reserves
Slide Number #65
© 2007 Nan McKay & AssociatesSlide #65
Monitoring Performance Monitoring Performance
More on financial performance The property manager will need to
understand the budget and work within it Monitor budget-to-actual (variance) The project needs to be bringing in more
than it’s spending
Slide Number #66
© 2007 Nan McKay & AssociatesSlide #66
Monitoring Performance Monitoring Performance
More on financial performance After the first year of project-based
accounting and budgeting, the project will have to have excess cash in order to pay the asset management fee to the central office
Slide Number #67
© 2007 Nan McKay & AssociatesSlide #67
Excess CashExcess Cash
In the 1st year of PBM, there is no excess cash requirement for the payment of the asset management fee
In the 2nd year, each AMP must have excess case to pay the asset management fee
In the 3rd year, excess cash must equal specific assets minus current liabilities minus one month’s operating expenses
Page 6-23
Slide Number #68
© 2007 Nan McKay & AssociatesSlide #68
Asset Management Fee Asset Management Fee Calculation ExampleCalculation Example
X
AMP has 120 units: $10 x 120 units x 12 months = $14,400
$10 PUMAsset Mgmt Fee
Total ACC Units
Slide Number #69
© 2007 Nan McKay & AssociatesSlide #69
Excess Cash and FungibilityExcess Cash and Fungibility
Excess cash is the project’s net liquid assets, or “surplus cash”
Calculation is based on prior year-end financial statements
Audited statements will determine final excess cash amount
Slide Number #70
© 2007 Nan McKay & AssociatesSlide #70
Uses of Excess CashUses of Excess Cash
Retain funds for future project use Transfer funds to other AMP Pay as asset management fee to COCC Use for other HUD-approved eligible
purposes Financing new units, handling lawsuits,
covering accrued pension and retirement
Slide Number #71
© 2007 Nan McKay & AssociatesSlide #71
Excess Cash and FungibilityExcess Cash and Fungibility
Uses of excess cash not permitted: Loaning or giving COCC cash other than as
the asset management fee Proceeds from the sale of assets to the
COCC – these belong to the AMP Except with HUD approval
6-60
Slide Number #72
© 2007 Nan McKay & AssociatesSlide #72
Calculation of Excess CashCalculation of Excess Cash
Calculation of excess cash:Sum of asset accounts on the FDS
- Sum of ALL current liabilities- One month operating expenses for AMP
= Excess cash
Slide Number #73
© 2007 Nan McKay & AssociatesSlide #73
FungibilityFungibility
Fungibility effective date Prior to first project-based submissions,
on or after July 1, 2008, all funds are considered fully fungible, including to the COCC Once the PHA has reported PBM data,
excess cash restrictions and limitations apply
Slide Number #74
© 2007 Nan McKay & AssociatesSlide #74
FungibilityFungibility
In the 1st year of project-based accounting, full fungibility of op funds between projects
In the 2nd year, fungibility is allowed provided project has excess cash
In the 3rd year, fungibility will require that excess cash must equal at least one month of operating expenses
Slide Number #75
© 2007 Nan McKay & AssociatesSlide #75
Allowable FungibilityAllowable Fungibility
Page 6-61
Is this transfer fungible? Yes No
Transfer cash from AMP 1 to AMP2 Transfer cash from AMP 1 to COCC Transfer cash from HCV to AMP1 Transfer cash from Cap Fund to AMP1 Transfer cash from COCC to AMP1
Slide Number #76
© 2007 Nan McKay & AssociatesSlide #76
RIM ReportsRIM Reports
We’ll talk about quality control next chapter
Bottom line, you need to monitor the annual reexamination and rent calculation process
Slide Number #77
© 2007 Nan McKay & AssociatesSlide #77
RIM ReportsRIM Reports
You need to keep a recertification log if you supervise staff conducting reexams
You need to also need to monitor that staff is determining income correctly and calculating rent accurately
Sample reexam tracking report Attachment 3
Slide Number #78
© 2007 Nan McKay & AssociatesSlide #78
SupervisionSupervision
Page 9-14
Supervision is key to successful performance of the property Highly skilled staff who
know what’s expected of them
Accurate reports
Slide Number #79
© 2007 Nan McKay & AssociatesSlide #79
The Supervisor is in the MiddleThe Supervisor is 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
Slide Number #80
© 2007 Nan McKay & AssociatesSlide #80
Supervisory CompetenciesSupervisory Competencies
Core skills of the supervisor: Problem-solving and decision-making Planning Delegation Basics of internal communication Meeting management Managing yourself
Page 9-5
Slide Number #81
© 2007 Nan McKay & AssociatesSlide #81
Quality ControlQuality Control
Good supervision has to include quality control
Page 9-35
Slide Number #82
© 2007 Nan McKay & AssociatesSlide #82
Quality ControlQuality Control
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) We looked at the stop-loss reports
The board sets benchmarks for acceptable performance for the project and the portfolio
Slide Number #83
© 2007 Nan McKay & AssociatesSlide #83
Quality ControlQuality Control
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
Slide Number #84
© 2007 Nan McKay & AssociatesSlide #84
Quality ControlQuality Control
You can’t check everything Need to QC critical areas – for all your staff 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
Slide Number #85
© 2007 Nan McKay & AssociatesSlide #85
Quality ControlQuality Control
Starting to QC the property and staff might mean monthly checks of certain key areas For staff with no errors, these QC checks
might be quarterly or semi-annually
Over time (trend analysis), you’ll see where the problems are Then you can come up with an intervention
Pages 9-37
Slide Number #86
© 2007 Nan McKay & AssociatesSlide #86
Quality ControlQuality Control
Talk to people and gather data if there’s a problem 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
Pages 9-37
What’s going on?
Slide Number #87
© 2007 Nan McKay & AssociatesSlide #87
CommunicationCommunication
Communication is single most important skill for supervisors to learn and continue to develop
Slide Number #88
© 2007 Nan McKay & AssociatesSlide #88
StaffingStaffing
Supervisors monitor staff to ensure that progress is being made based on PHA’s vision for the property
Page 9-17
Slide Number #89
© 2007 Nan McKay & AssociatesSlide #89
StaffingStaffing
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
Slide Number #90
© 2007 Nan McKay & AssociatesSlide #90
StaffingStaffing
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 staff’s training needs
Page 9-18
Slide Number #91
© 2007 Nan McKay & AssociatesSlide #91
Performance ReviewsPerformance Reviews
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 Number #92
© 2007 Nan McKay & AssociatesSlide #92
Staff ProductivityStaff Productivity
The key to success for any business is staff Properties require
multi-skilled and efficient staff
Page 9-39
Slide Number #93
© 2007 Nan McKay & AssociatesSlide #93
Staff ProductivityStaff Productivity
Investment in staff development and training is important
People need to know what’s expected of them!
Recognition, a sense of doing meaningful work, and fairness contribute to productivity
Slide Number #94
© 2007 Nan McKay & AssociatesSlide #94
Turning the Property Around Turning the Property Around
Track and monitor If it’s going well, keep doing what you’re
doing If it’s not going in the right direction –
leadership, a plan, and some hard work Leadership and a plan will help you work
smart and not just hard!
Slide Number #95
© 2007 Nan McKay & AssociatesSlide #95
Turning the Property Around Turning the Property Around
Leadership, a plan, and hard work Look at your project – would you want to live
there? Make recommendations – take an active role Do what needs to be done to fill the units
Work with the asset manager in making strategic decisions
Slide Number #96
© 2007 Nan McKay & AssociatesSlide #96
Turning the Property Around Turning the Property Around
Leadership, a plan, and hard work Communicate, communicate, communicate Enforce, enforce, enforce Collect, collect, collect Policies and practices help to attract and
retain higher income families…
Slide Number #97
© 2007 Nan McKay & AssociatesSlide #97
Turning the Property Around Turning the Property Around
Leadership, a plan, and hard work Work well with law enforcement to keep the
project safe Budget wisely to spend money where it’s
going to make the most difference Work well with residents, other PHA
departments – financial, modernization, centralized maintenance and procurement
Slide Number #98
© 2007 Nan McKay & AssociatesSlide #98
Q & AQ & A
All questions welcome
Thank you for participating
Slide Number #99
© 2007 Nan McKay & AssociatesSlide #99
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