© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 1
Earned Income Disallowance
© Copyright 2008 Nan McKay & Associates
Housing Help SessionsManaging the Maintenance Function – January 30, 2009
NMA Host:Trainer Jay Ortenzo
© Copyright 2009 Nan McKay & Associates
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 2
Maintenance – Keeping Your Project Sound
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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...
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 13
Property Control
• Property or inventory control is required regardless of size of the PHA
Page 2-39
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 15
• Inventory– The ACC and HUD regulations require
that the PHA maintain records of all non-expendable equipment (fixed assets)
Property Control
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 16
Capital Improvements
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 19
Security
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 24
Physical Security Improvements
• Additional security lighting
• Security fencing
• Landscaping
• Clearly-posted addresses
• Doors and locks
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 25
Physical Security Improvements• Windows
• Security for common areas
• Graffiti
• Reconfiguration of common areas
• Activity support
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 26
Risk Management
• Risk management is the process of controlling or reducing risk to acceptable levels
Page 2-53
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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)
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 34
Day-to-DaySupervision at the Project
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
Transition from Employee to Supervisor
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
Transition from Employee to Supervisor
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
Transition from Employee to Supervisor
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 42
Supervisory Competencies
• Core skills of the supervisor:– Problem-solving and decision-making– Planning– Delegation– Basics of internal communication– Meeting management– Managing yourself
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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…
Supervisory Competencies
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
Supervisory Competencies
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 45
Communication
• Communication is single most important skill for supervisors to learn and continue to develop
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 51
Staffing• Supervisors monitor staff to ensure that
progress is being made based on PHA’s vision, mission, goals, and strategic plan
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 54
Training Plans• Prepare employees to perform well in
their jobs– Clear-cut training goals
give direction to
employee, supervisor
and trainer
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 62
• Always consult with your supervisor and HR when you believe misconduct has occurred and before you begin any course of discipline
Discipline
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
Progressive Discipline
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
Progressive Discipline
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 72
Effective Delegation
• 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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
Effective Delegation
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 74
• Delegate the responsibility and authority– Cooperation from other employees and
departments should be paved by you– Require cooperation from employees you
supervise
Effective Delegation
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 75
Delegation
• Delegation self-assessment
• Page 9-33 & 9-34
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 76
Quality Control
• Good supervision has to include quality control
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 81
Types of Quality Control
CONTINUOUS
PREVENTIVE PERIODIC
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 84
Staff Productivity• The key to success for any business
is staff– Properties require multi-skilled and
efficient staff
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 90
Strategies for Productivity
• 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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 91
Strategies for Productivity
• 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
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 92
Conclusion
• As property manager, you will use all your people skills, technical expertise, and common sense
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 93
Summary
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 94
Summary
• What have we learned?– Did you learn anything that helped you?– Any surprises?– What will you do differently in your job?
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
Slide 95
Seminar Evaluations
• Seminar evaluations– Complete both sides– Feedback is welcome!
• Thank you for attending!– Hope to see you again!
© Copyright 2009 Nan McKay & Associates
Housing Help Sessions
Managing the Maintenance Function January 30, 2009
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