New Property Manager

Hi,

I just accepted a job offer as a Property Manager of 72 unit apartment community, I have years of experience in the apartment industry with leasing, marketing and a little of the accounting part. I will be the only onsite employee other than the maintenance man. I will be trained by the current Property Manager until her last day, and wanted to get some pointers. What questions should I ask about taking over? From small things to major things. Also I was told I can order anything for the office that I think is needed, for example they don't have a make ready board. Are there any suggestions about ordering anything that make your day go a little smoother? Any help will be appreciated!

Great question, Amy! I think one of the biggest things that transitions often forget are introductions to current residents. Since it is a smaller community, they all knew the departing manager, they all knew how she did business, and they were comfortable with her. But without the right transition, they will walk into the office and be surprised by some random "stranger" whom they have no connection to. So I would create a plan to transition those relationships as best as possible. What I think would be great is a short video that you all do together where you all sit side by side, and she introduces you to the camera, and then you share just a tidbit about yourself so that people connect with you. Then, I would email out that video to all the residents!

I would also work with the manager to understand if she ever gave out special exceptions. It will be better for you if you know ahead of time that the manager usually lets a certain resident do XYZ. You don't have to follow that trend, but you can at least go into that conversation with that knowledge.

Hope that helps!

Congratulations!!!!

Having been in the position of being the existing maintenance department when transitioning to a new Property Manager, here are a couple of things to consider:

- Keep what works: Habits had been formed with the outgoing PM that may or may not work with your style or personality. These habits are probably not right or wrong, just different than what either of you are used to. During the period of adjustment, cultivate a culture of understanding so that any differences are worked through instead of dictated. An example may be the make-ready board. It's possible that a system is already in place using some other form of documentation that has worked. If changing to a board is desired, ensure that what worked about the old system is considered.

- Over-communicate instead of assume: Assuming is stressful for everyone on the property. Residents, vendors, existing staff, and yourself all have thoughts that occur when getting the notice of change. Some of these expectations are realistic, others aren't. I've found when taking over on an established community that communicating consistently and often, at least at the start, can stop missed expectations before they blow up to major issues. Questions such as: Whom is responsible for distributing resident notices? What is the expectation for the amount of time in between a move out and when a prospective resident is told they can move in? How do we handle any needed change to that time? Under what circumstances would we consider performing a task in house instead of contracted out to a vendor (Or the reverse)?

Do something different: To continue with Brent's comment about getting to know the residents, one of the most successful transitions I was ever a part of was a larger community that replaced the Property Manager and Maintenance Supervisor and kept the rest of the existing staff. Right off the bat the new PM wanted the residents to know something had changed. What he did was for the first month all of the office rotated through picking up the grounds in the morning alongside maintenance. He and the existing office staff were seen by residents outside the office and got to meet kids and parents at the bus stop in the morning in addition to people leaving for work. The residents were aware that something was up and that the change was positive as all were instructed to be communicative.

Starting a different community is an exciting adventure. So many new situations to experience, and people to meet. I hope this helps...

Hi Amy,

First of all, yay! Got a new position! I always like to acquaint myself with the office and knowing where everything is and how to find what I cannot find. Organization is the key. So, if you need the Make Ready Board, get one. Maybe with a smaller property, you won't need a large board. I used a plain white board on a property and my tech and I would prioritize vacant turns together. It's important to determine your office furniture and where it should be placed, too. You don't want your back to the door.

1.Communicate with the Maintenance Supervisor and discuss what he needs to do the job better - maybe there are equipment/tools he needs. Check out the budget and see if there is any money in it for those things and if not, you are in Budget Season so set aside $$$ for Maintenance.

2.Introduce yourself to Residents. Create a newsletter and feature your Maintenance Supervisor and any tips he has for residents in maintaining their home, what constitutes a maintenance emergency and how to call for on-call service.

3.Host an informal resident event. Always keeps treats in the Office (which maintenance, residents and Prospects like. Pet treats are welcome, too.

4.Set up a leasing area with all your marketing materials nearby.

5.Keep your work orders organized, too - tickets needing service and completed ones, so you KNOW what is to be done and maintenance knows where to pick them up and turn them in. Discuss outstanding work orders each morning, if necessary, and make a plan for completion. Morning meetings are great.

Not sure if this helps or not, but it is what I did when I started somewhere new.