District Property Manager

SUMMARY

The District Manager is accountable for the overall operation for a portfolio of apartment communities and/or retail centers and HOAs by performing essential job functions personally or through subordinate associates. The District Manager is accountable for supervising the Property Managers of the assets in their portfolio that are responsible for managing the day to day operations of the property to maximize revenue generation to meet or exceed established budget parameters.

RESPONSIBILITIES

Provide prompt and superior customer service to all residents, prospective residents, visitors and vendors.

• Be responsive and respectful.
• Be friendly and helpful.
• Be prompt and complete: Get it right the first time.

Rent collection and timely deposit of all rent payments & fees, including posting to resident ledgers.

• Rent is due on the first of the month and delinquent on the second.
• All monies must be posted and deposited on a DAILY basis; be efficient, plan your deposits and make no more than (two) 2 deposits per day.
• “Pay or Vacate” notices must be delivered by the 5th calendar day of the month.
• Post a Notice of Pending Entry and confirm unit is still occupied prior to filing an eviction.
• Evictions must be filed by the 15th of the month.
• At least a monthly review of resident ledgers to ensure appropriate rent posting and related charges prior to month end close.

Conduct Market Surveys and provide recommendations to District Manager

• Market Surveys are to be completed semi-monthly and submitted by the 14th and the 28th of each month.
• Rent schedules with requested rent increases or concessions must be approved by the District Manager by the 25th of each month and sent to the OPS Facilitator.

Plan and execute marketing strategy to qualified sources to increase traffic to the community and/or property

• A detailed marketing plan should be created and implemented each month relating to advertising, outreach marketing, resident retention and community events.
• A minimum of 4 hours per week of outreach marketing is to be done weekly.
• The outreach marketing log is to be sent to the OPS Facilitator on the 14th and 28th of each month.
• Craigslist Ads should be updated on a daily basis, and all other free sources of internet advertising should be updated at least twice weekly.

Oversee and participate in leasing and renewal activities to maximize revenue and retention goals.

• Ensure there are appropriate entryway signage and/or balloons to draw in traffic.
• Answer the phone unless with another customer. A missed call is lost revenue.
• Check phone messages regularly and return calls promptly.
• Check email regularly for electronic inquiries/leads.
• Keep Marketing Path and Show Units fresh and presentable.
• Have prospect complete the guest card and confirm accuracy upon completion.
• Be sure to obtain prospect email address and cell phone number.
• Follow up, follow up, and follow up.
• First contact with renewals should be in person at 120 days prior to lease expiration.
• Lease renewal letters and/or contact should occur at 90, 60, 45 and 30 days prior to expiration.
• All pending renewals must be closed out no less than 30 days prior to lease expiration.
• Be neat, professional, and presentable. Smile. More residents RENT and STAY at a property because of management.

Train, direct, motivate and develop property staff to ensure proper performance is obtained to achieve established goals.

• Be sure ALL employees are following policies and procedures.
• Work with employees in deficient areas.
• Document performance that is substandard with the purpose to help improve the performance.

Process of S.O.D.A requests and reconciliations according to policy.

• Units are to be walked with the resident as soon as the Notice to Vacate is received to assess damages and give resident a chance to remedy prior to returning keys.
• Walk and secure the unit immediately upon return of keys and assess any charges necessary.
• The SODA must be completed in Yardi and scanned to the OPS Facilitator within five (5) business days from date of move-out.

Follow established purchase order procedures to effectively manage and monitor expenditures as well as to ensure timely processing all invoicing without exception.

• Purchase orders must be keyed in Yardi and approved PRIOR to ordering goods and services.
• The purchase order number MUST be given to the vendor at time of order.
• The purchase order must be complete with information and have the correct account number.
• All lawn care and snow removal invoices must have inspection sheet attached.
• Invoices with the attached approved purchase orders and inspection sheets MUST be submitted to the corporate office at least weekly.

Oversee maintenance in the preservation of the asset to include capital projects, unit turn policy compliance, and work order processing in addition to inspection of all units to ensure quality standards & resident compliance.

• Ensure excellent curb appeal. All employees are expected to pick up trash when walking by.
• Work Orders should be processed promptly. A call to the resident after service is provided is key to ensuring a satisfied customer. Work orders must be updated in Yardi DAILY.
• All employees, including maintenance, should provide ultimate service. Prompt resolution and follow up is necessary for good service. Be courteous and friendly.
• All occupied units are to be walked within 30 days of move-in, and quarterly thereafter. Check for cleanliness and safety issues.
• Unit turns should be turned and rent ready within five (5) business days of move-out. Every day longer is lost revenue. Getting it done sooner can assist you in growing revenue. Rent Ready units must be updated in Yardi DAILY.
• Ensure all employees perform his/her job within approved safety standards. Check maintenance shop for neatness, orderliness and a safe working environment.

Staffing

• Recruiting for Open Positions; “Two to Hire”
• Development of Employees
• Timely Decision Making
• Performance Management AND Documentation; “Two to Fire”
• Training

Management

• Supervise 7 - 10 property managers responsible for a portfolio of real estate assets. Responsible for the overall direction, coordination, and evaluation of these units.
• Carry out supervisory responsibilities in accordance with the organization’s policies and applicable laws. Responsibilities include interviewing, hiring and training associates; planning, assigning, and directing work; appraising performance; rewarding and disciplining employees; addressing complaints and resolving problems.
• Promote and implement effective property management techniques and programs to achieve a maximum level of NOI through a high level of customer service, occupancy, rent collection and prudent expense control.
• Implement the policies and procedures documented in the T&R Properties Best Practices and Yardi manuals in the operation of and accounting for property operations.
• Analyze and report changes and trends within the marketplace to ensure appropriate market rental rates and tactics. Read industry periodicals to stay in touch with current market trends; make recommendations to management related to such topics and tactics.
• Prepare annual operational budgets and review/approve with Owner and CFO.

Property Visits

• Each property is to be visited at least every other week; out of state properties every 3-4 weeks depending on performance.
• Regional Manager is expected to be onsite at least 4 of the 5 workdays per week.
• Property Visit Form is to be completed, dated and signed on each visit. Note: we realize that not all items will be covered on each visit; however all items noted on the form must be reviewed at least monthly.
• Each property should have an active action plan, with specific goals and deadlines on what needs addressed. The Regional Manager should report, recommend and/or initiate improvements to the physical assets of the property as established by approval levels and budgets.
• Communication with the Owner on the Written Action Plan Items for direction on internal or external resources and bidding for services.
• All new move-ins since last visit should have a file review to ensure the lease and other information was entered accurately. Regional Manager to date and initial term sheet.

Financial and Operations Review

• The Regional Manager is expected to understand the properties operational and financial reports and to be able to discuss these reports with the Owner and/or CFO. Key reports are noted below but are not all inclusive.
• T&R Collected Revenue
• Unit Statistics
• Lease Expirations Report
• Weekly Status Report
• Rent Roll
• Resident Ledgers
• Work Order Directory
• Outstanding Purchase Orders
• Rolling 12 Income Statement
• Actual to Budget Income Statement

The Regional Manager is expected to know how to use Yardi to be able to verify the performance of staff and the integrity of data entered in Yardi.

• Why are there no rent ready units?
• Why does this resident have a credit balance?
• Why does a resident have a large balance?
• Are notes with residents entered in Yardi?

Timely Review and approval of all purchase orders. The regional manager is responsible for ensuring the PO is entered accurately and completely and the correct general ledger account is used. There should be no PO outstanding longer than 30 days without a note entered as to why.

• Lender Inspections
• Establish and negotiate with contractors, vendors and suppliers
• Written Correspondence to Various Inquiries
• Review of Resident Credit Reports
• Review and Approval of Lease Renewals and promotional activities.
• Weekly Update to Owner & CFO; Updates to include hours worked onsite at respective properties.
• Manage yourself and the properties with integrity and established Real Estate Management ethics
• All other duties as assigned

• Bachelor’s degree (B.A.) or equivalent combination of education and experience.
• Valid Driver’s License
• Must possess word processing, on-site management, and basic spreadsheet program skills.
• Must be available two evenings and weekends as needed.
• Ability to read, analyze and interpret general business periodicals, professional journals, technical procedures, or government regulations.
• Ability to write reports, business correspondence and procedure manuals.
• Ability to effectively present information and respond to questions from groups of managers, clients, customers, and the general public.
• Ability to work with mathematical concepts such as probability and statistical inference, and fundamentals of plane and solid geometry and trigonometry.
• Ability to apply concepts such as fractions, percentages, ratios, and proportions to practical situations.
• Ability to solve practical problems and deal with a variety of concrete variables in situations where only limited standardization exists.
• Ability to interpret a variety of instructions furnished in written, oral, diagram, or schedule form.