We have multifamily units in a small college town, and the vast majority of our tenants are between the ages of 18 and 30, and yes, they want everything done "now". We have recently downsized from 1 maintenance technician per 300 units to 1 per 500 units, apartments ranging in age from 47 years to 1 year. Just does not make sense, but that is how some people look at it. Why would we think a 40 year old "experienced" property of 200 apartments will be maintained at the same needs and requirements as a 200 apartment community that is 5 years old?Įverything in our industry has changed dramatically over the past 10-20 years, so why would be expect the demands related to staffing to stay the same. (2) Not every property, property age, property size, property amenities, property construction, etc., etc, is the same. Studies still show the number one reason a resident leaves is because of lack of or poor service. Our residents live in an age where everything is "now," including when they want things done. (1) Resident services are at a much higher level today than they were 10-20 years ago. The old boilerplate of 1 per 100 in my opinion is out the window for two reasons. And of course if you ask our valued resident they will say, "I don't care, what ever it takes to fix it." If you ask a manager they will say 1 per 100. If you ask a managment executive he will say 1 per 150. If you ask an owner he will say 1 per 200.
This email address is being protected from spambots. We have been raising rents and have a 10-year relatively low turnover rate of about 28%. Our property is about 40 years old that is near 100% occupied, we turn down more than a third of applicants. On a property with about 350 apartments/townhomes, we have a maintenance staff of 5: one person performs customer service requests during the work day (we perform about 2,500 customer service requests a year), two persons perform "make-ready" work in vacant apartments, one person helps in the "make-ready" plumbing PM updates, while also performing general PM of A/Cs and repairs to bathroom ceramic tile floors and walls, and a supervisor who coordinates and troubleshoots the variety of issues that can arise on any sizeable property. Snow plowing and shoveling does not lend itself well to contract services. In upstate NY, 18 feet of snow is a specialty concern. Age of property and condition of primary components, particularly plumbing and electrical.Ĥ. Delineate the work the performed in-house, or contracted services.Ģ. In staffing there are multiple variables to consider, which requires an individual analysis for each property:ġ. Many of our customers have stayed 5, 10, 15, 20, 25, 30 years or more. In the end, each maintenance person is essentially a leasing person. We even pick up trash throughout the property twice a week and take it to a central location.įrankly, everything in the apartment business is marketing - mowing the lawn, maintaining the pool, plowing and shoveling 18 feet of snow. Our service expectations are "same-day" service and we do not differentiate between emergency and non-emergency service after business hours - if a customer needs a light bulb changed on Christmas Day, we will do so. 25% of our leasing is derived from referral leads traffic (current customers, previous customers, friends, relatives, Realtors). Or just hire one that floats from one asset to the next helping on the MOST important jobs.įor us, service is just another part of our marketing program. Just don't let you service go down at property giving the help.
Have a maintenance guy from a less active property for the week go and help on the real important issues at the other property with the regular guy.
#Maintenance man how to#
each property on a per week basis get 17 maintenance calls) Then figure out how to arange the orders, for each property. run an analysis of maintenance call volume, you need to break it down to a small as level as possible. Thus residents are happy, they tell their friends, Occupancy goes up, rent goes up and you smile all the way to the bank. Now you are hitting the maintenance issue from both sides the MOST important and the secondary. you have accomplished something for an extra 8 to 12 dollars per day, for a dual trained employee. Have the groundskeeper trained to handle less important maintenance issues and bump pay a bit, and presto. Age of assets, usual annual amount of maintenance needed(both in terms or dollars and call volume), any deffered maintenance needed, the quality of service provided or want to provide to residents. One would need to look at and consider many factors when making this decision. 1+1 I would say is typical for a C class asset, with non-instutional owners/investors.
0 kommentar(er)
