Operations Manual - SunRidge Management Group

THE

OPERATIONS

MANUAL

1603 LBJ Freeway

Suite 350

Dallas, TX 75234

(972) 243-7648

EMERGENCIES

Emergencies in General

Disaster Planning

Bomb Threat

Earthquakes

Fire

Flood

Freezing Weather

Storms

Tornadoes

First Aid

Injuries to Employees

Resident/Guest Injury or Victimization

Resident Illness or Death

Dealing with the Media

The Incident Report

OPERATIONS MANUAL

TABLE OF CONTENTS

OFFICE PROCEDURES

Office Appearance

Dress Code

Office Hours

Office Notices

Office Safety

Maintaining On-Site Files

Desk Drawers

Property Control Library

Texas Apartment Association Redbook

MSDS Binder

MANAGEMENT REPORTING

Manual Reports

Monthly Reports

Reporting Income and Expenses

The Budget Control Log (BCL)

Vendor File Maintenance

Chart of Accounts

Contracts

Petty Cash/Eviction Fund/Social Services Fund


SECTION 1

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SECTION 2

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3

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SECTION 3

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Revised 04/27/2010 Operations Manual: Table of Contents 1 of 5

RESIDENT ADMINISTRATION

Customer Service

Work Orders (Service Requests)

Answering Service

Resident Complaints

Acceptance of Resident Packages

Government Officials

Lease Renewals

Apartment Transfers

Move-Out Procedures

Roommates

Move-Out Inventory and Condition Form

Security Deposit Disposition/Final Account Statement

Final Account Statement Recap

RENT COLLECTION & EVICTION

Banking Procedures

Collection Policy

Notice to Vacate

Late Fees

Lockouts

Landlord Lien

Abandonment

Eviction

Notice of Lease Violation

Non-Sufficient (NSF) Checks

SAFETY

Safety Policy Statement

Use of Tools and Equipment

Safety Meetings

Hazard Communication Program

RESIDENT SERVICES

Apartment Modification

Work Orders/Service Requests

Maintenance Emergencies

Pool/Spa Maintenance

Key Control

Lockouts

Lock Changes

Pest Control

Apartment Make-Ready

Preventative Maintenance

Maintenance Reports

Revised 04/27/2010 Operations Manual: Table of Contents


SECTION 4

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SECTION 5

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SECTION 6

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SECTION 7

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PERSONNEL ADMINISTRATION

Hiring Responsibilities

New Hire Paperwork

Signed Property Inventory

Employee Lease Contract

Photograph for Name Badge

Position: Manager

Position: Assistant Manager

Position: Leasing Consultant

Position: Lead Maintenance Technician

Position: Maintenance Technician

Position: Porter/Groundskeeper

Position: Make Ready

Position: Painter

Position: Housekeeper

Drug Abuse Policy

Employee Apartments

Orientation for New Employees

Introduction to Safety

Performance Review

Disciplining Employees

Termination Procedure

SAMPLE FORMS

Sample Forms

Apartment Modification

Application Verification Form

Assessment Questionnaire – Manager & Assistant Manager

Assessment Questionnaire – Leasing Consultant

Assessment Questionnaire – Maintenance Personnel

Authorization of Enter

Budget Control Log (BCL)

Chart of Accounts

Commission Voucher

Confidential Investigation Report

Contract Checklist

Conversation Log

Direct Deposit Election Form

Emergency Freeze Notice to Residents

Emergency Information

Employee Direct Deposit Enrollment Form

Employee Performance Review

Employee Reprimand

Employee Utility Verification & Vehicle Info Form

Employment Application

Eviction Fund Voucher

Feature/Benefit Selling Sheet

Housekeeper’s Checklist



SECTION 9

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SECTION 8

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SAMPLE FORMS - CONTINUED

I-9

Incident Report

Key Checkout Log

Lease File Checklist

Lease Renewal Worksheet

Lockout/Tagout Log

Make Ready Board Worksheet

Make Ready Checklist

Mileage Log

Move Out Cleaning Instructions

Neighborhood Analysis

New Employee Orientation Checklist – Assistant Manager

New Employee Orientation Checklist – Leasing Consultant

New Employee Orientation Checklist – Lead Maintenance

New Employee Orientation Checklist – Maintenance & Make Ready

New Employee Orientation Checklist – Porter

New Hire Addenda

New Hire Checklist

Notification of Serious Crime Occurrence

Notification of Water Shut Off

OneSite New Employee Password Form

Operations Sheet

Out of Town Resident Form – Freeze Alert

Out of Town Resident Notification – Freeze Alert

Overtime Sheet

Package Log

Painter’s Checklist

Personal Property Inventory – Business & Fitness Center

Personal Property Inventory – Clubroom

Personal Property Inventory – Maintenance

Personal Property Inventory – Model

Personal Property Inventory – Office

Personal Property Inventory – Pool & Spa

Personnel Action Form

Petty Cash Voucher

Preventative Maintenance Checklists – January thru December

Privacy Policy

Reference Check Form

Release of Items Held Under Contractual Lien

Rental Qualifications Guidelines

Resident Handbook

Safety Meeting Minutes

Sample First Written Request for Rent Letter

Sample Lease Break Letter

Sample Notice of Non-Acceptance of Personal Checks Letter

Sample Renewal Letter 1



Security Deposit Disposition Form – OneSite Properties

Security Deposit Disposition Form – Non-OneSite Properties

Termination/Resignation Checklist



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SAMPLE FORMS - CONTINUED

Time Sheet

Transfer Policy Agreement

Vacancy Report

W-4

Weekly Exterior Checklist

Weekly Status Report

Welcome Card

Work Order Follow-Up Log

Yardi New Employee Password Form


SECTION 9

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Revised 04/27/2010 Operations Manual: Table of Contents 5 of 5

EMERGENCIES

EMERGENCIES IN GENERAL

Emergencies are defined as existing or potential dangers to life or property. Emergencies can occur on any day at any time. The ability to handle emergencies with intelligence and common sense is a mandatory skill for all company employees.

REMAIN CALM IN EMERGENCY SITUATIONS

CALL POLICE, AMBULANCE, OR FIRE DEPARTMENT (911)

HANDLE THE SITUATION ACCORDING TO

PROCEDURES AND COMMON SENSE

COMPLETE AN INCIDENT REPORT

CONTACT YOUR ASSISTANT VICE PRESIDENT (AVP)

Unfortunately, the best way to learn about emergencies is to experience them. However, contained herein is information on coping with several different types of emergencies. Please review every section and discuss them with a co-worker, the Manager or your AVP.

Revised 04/27/2010 Operations Manual: Emergencies 1 of 1

EMERGENCIES

DISASTER PLANNING

All employees must be versed in disaster procedure and know where to find information during an emergency.

In addition to the procedures outlined in this manual, refer to the PROPERTY INFORMATION

BINDER . This binder contains the Emergency Information form with employee and contractor contact names and numbers. It also contains site plans with utility cut-offs, meter locations, sewer clean-outs, irrigation controls, etc., clearly marked.

General responsibilities in a fire, flood, or natural disaster resulting in property damage follow:

First Employee at Scene: Call appropriate authorities (police, fire department, etc.).

Call

Manager: Visit scene and assess the situation.

Begin informing affected residents by going door-to-door or by phone.

Maintenance:

Inform the AVP.

Begin an Incident Report and take photos.

Secure names, phone numbers, and comments from witnesses.

Document any information that might be useful for insurance or liability purposes.

Deal with media as necessary.

Make sure residents are evacuated if necessary and are safe.

AVP: Take inventory of needed supplies.

Call contractors as needed to secure property.

Secure property when police or fire department releases control of the area. clean-up.

Emergency management requires the cooperation of all employees. If the Manager or Lead Maintenance

Technician is not available, the Assistant Manager or Assistant Maintenance Technician must be prepared to assume a leadership role.


EMERGENCIES

BOMB THREAT

Even though a bomb threat may be nothing more than a prank call, it is important that it be taken seriously. Your initial reactions should be based on the threat of eminent danger to human life and property loss.

If you receive a bomb threat by phone, the following responses are required:

• Do not put the caller on hold or transfer the call.

• Do not assume the caller is a hoax.

• Do not antagonize the caller. Keep a calm attitude and do not argue.

• Make sure the caller understands that saving lives is the most important point.

• Begin taking notes immediately. Try to remember every word the caller says.

• Always ask the caller:

1.

What time is the bomb set to go off?

2.

Where is the bomb located?

3.

What does it look like?

• If the caller has demands or directions for you, explain that you are taking careful notes. Repeat his or her instructions back to the caller to verify the information.

• After the caller hangs up and before you speak to anyone, make notes that describe the caller.

Notes would include the following facts:

1.

Exact time caller hung up

2.

Male or Female

3.

Approximate age

4.

Tone of voice

5.

Accent of voice

6.

Background noises

7.

Familiarity of the voice (Does it sound like anyone you know?)

After you hang up:

• If the Manager is in the office, he or she should immediately CALL THE POLICE.

• If the Manager is not present, you must immediately CALL THE POLICE.

• Comply with any direction by the Police.


EMERGENCIES

EARTHQUAKES

Education, planning and preparedness are the best means to minimize earthquake losses, injuries or death.

BEFORE AN EARTHQUAKE

Structural damage includes slabs, foundations, beams, roofing, walls, etc. Nonstructural damage, the greatest hazard to individuals, includes ceiling light fixtures and fans, windows, furniture, files and all types of equipment.

Search your property for earthquake hazards and secure as many areas as possible. Below are example items that should be secured by using latches, hooks, clamps, bolts, wire, two-by-fours or tape. Your list should include, but is not limited to the following:

• Top-Heavy Items

• File Cabinets, Storage Cabinets

• Light Fixtures

• Wall Decorations

• Hanging Plants

• Computers and Other Office Equipment

• HVAC Equipment

• Pipes

• Mirrors

• Kitchen Appliances, Microwave Ovens

• Water Heaters

• Heavy Items on Shelves

DURING AN EARTHQUAKE

• Stay Calm!

• If you are indoors, stay there. Hide under a sturdy table. Move it away from windows or exterior walls; an inside wall is best. If the furniture moves, move with it. Cover your head with your hands and tuck your head to your knees. Watch for falling objects and debris.

• If you are outside, stay away from chimneys, buildings, trees and power lines.


EMERGENCIES

AFTER AN EARTHQUAKE

• Expect aftershocks.

• Check for injuries and notify appropriate authorities.

• Keep residents as calm as possible.

• Check for fire, gas leaks and water leaks.

• Turn off utilities if necessary.

• Do not light matches. Make safety inspections using flashlights only.

• Put all telephone receivers on the hooks.

• Check storage areas for chemical spills and clean them up.

• Listen to the radio for emergency information.

CLEAN UP AND REPAIR

• Check structures for damages and secure areas of instability.

• Begin clean-up process.

• Secure buildings against looting.

• Work closely with your AVP to develop a lengthy clean-up and repair checklist.


EMERGENCIES

FIRE

The company plans many activities concerning fire prevention including regular inspection and preventive maintenance of boilers, electrical equipment, dryer rooms, smoke alarms, fire suppression systems and extinguishers. We also concentrate on resident education since most apartment fires are caused by carelessness with cigarettes, ranges and candles. We have an obligation to constantly encourage residents to maintain adequate Renter’s Insurance.

IF A FIRE BEGINS DURING OFFICE HOURS:

CALL 911

• Call the Fire Department. Give accurate directions to the location of the fire.

• Open the electronic gates.

• Contact Maintenance to cut off the electrical power to the building.

• Go to the scene and assess the situation.

• Using common sense, knock on the doors and yell to make sure all residents are out. IF THE

FLOOR IS HOT, GET OUT OF THE AREA.

• Assist the Fire Department in keeping the crowd and spectators away.

• If the fire is near a Maintenance Shop, boiler room or chemical storage area, INFORM A FIREMAN

IMMEDIATELY.

• Call your AVP.

IF THE FIRE BEGINS AFTER HOURS:

• Call the Fire Department.

CALL 911

• Call all other on-site employees and your AVP to report to the property immediately.

• Go to the scene and assess the situation.

• Assist the Fire Department in keeping the crowd and spectators away.

• If the fire is near a Maintenance Shop, boiler room or chemical storage area, INFORM A FIREMAN

IMMEDIATELY.

AFTER THE FIRE:

• If the residents were not at the scene of the fire, they must be notified immediately. If their apartment is now uninhabitable (even temporarily), encourage them to stay with friends or relatives or recommend a nearby, inexpensive hotel. Do not offer to pay for anything.

• If several apartments were affected by the fire, the Red Cross will usually be available at the scene to assist fire victims. Media may also show up at the scene. (It is important for you, the property employees, residents and property owner that all questions be directed to your AVP.)

The most appropriate comments to make are:

“The Fire Department has not determined the cause of the fire.”

“Right now we are concentrating on securing the area and assisting the residents.”


EMERGENCIES

See “Dealing with the Media” in this section of the Operations Manual.

• Some employees must begin the initial reporting of the incident while others are securing the area and assisting residents. This process begins with the incident report and collecting reports from the Fire Department, residents, employees and witnesses. Take photographs. Contact your

AVP for additional instructions, including contacting the insurance company.


EMERGENCIES

FLOOD

Most floods are due to melting snow, broken water lines, frozen or bursting pipes and prolonged heavy rainfall. In the case of natural flooding, listen to flood forecast warnings to determine the possibility of a flood, the expected severity of the flood and when and where flooding may begin. The company plans many activities concerning flood prevention including regular inspection and preventative maintenance.

The PREVENTATIVE MAINTENANCE SCHEDULE (See the Maintenance Handbook) should include maintenance of creeks, flood drains, storm drains, French drains, gutters and sump pumps.

WHEN A FLOOD OCCURS:

EXTERIOR

• Inspect the property to determine the loss.

• Secure or rope off dangerous areas.

• Pump out flooded areas.

• Make sure no gas or electrical lines are exposed or damaged.

• Clean up area after water has subsided or broken lines are repaired.

• Complete an Incident Report.

INTERIOR

• Help the resident(s) move furniture to a dry location.

• If there is too much water to extract with a water vacuum, remove carpeting and pad and properly dispose.

• Properly dry the interior of the unit to avoid unhealthy conditions. Bacteria, mold, and mildew are serious culprits in air conditioning ductwork.

• In the case of water flowing through the ceilings, punch a small hole to allow drainage.

• Clean the area and make needed repairs.

• Complete an Incident Report*.

Remember… One picture is worth a thousand words!


EMERGENCIES

FREEZING WEATHER

Freezing weather and its affect on apartment communities is unpredictable. We have an obligation to both the residents and the property owners to take zealous precautions to prevent damages. The

PREVENTATIVE MAINTENANCE SCHEDULES (See Maintenance Handbook) for November, December and

January concentrate on these precautions.

FREEZE ALERT

In the event that freezing weather is forecast, the EMERGENCY FREEZE NOTICE TO RESIDENTS* should be sent to every resident. By November 1, every property should have the following items on hand:

SUPPLIES FUNCTION

FREEZE ALERT Signs

FREEZE ALERT Flyers

Post at all exits and entrances to alert residents.

Distribute to all residents and place in common areas.

Site Plan with Marked Water Cut-Offs Use in the event of broken pipes.

Rope/Safety Flags Use to cordon off open holes.

Laundry Room Locks/Heat Sources

Water Shut-Off Notices

Letters to Residents

List of Out-of-Town Residents

Camera/Film/Flashbulbs/Batteries

Insulation/Spigot Covers

Micro Cloth

Use if laundries are in danger of broken pipes.

Distribute if necessary.

Reminds residents to notify the office if going out of town.

Use to check these apartments to take precautions.

Use to photograph damages.

Use to protect exterior faucets.

Use to cover flower beds.

Vendor List Use for emergency repairs.

WHEN FREEZING WEATHER IS ANTICIPATED:

• Consult your AVP. Some properties, due to age, construction or location, may take precautions sooner than others. In general, begin precautions when the temperature is sustained at less than

30 ° for more than 12 hours.

• Place a FREEZE ALERT sign at each exit and entrance.

• Distribute FREEZE ALERT* flyers.

• Walk every vacancy and each apartment on the out-of-town list. Set the heat to a minimum of

50 ° , drip all the faucets (both hot and cold), and open all closet and cabinet doors. If the apartments have laundry connections on exterior walls, discuss precautions with the Lead

Maintenance Technician and the AVP. Take the same precautions in the office, models, clubrooms, shops, etc.

*Review the Freeze Alert forms in the Sample Forms section.


EMERGENCIES

• Protect the exterior spigots; install faucet covers.

• Open the electronic gates.

• Shut down and drain off the sprinkler system. Discuss this procedure with your landscape contractor.

• Follow interior fire sprinkler procedures (if applicable).

• Make sure the pool and spa pumps are working properly. The circulating water will prevent freeze damage during a mild freeze.

IF THE FREEZING WEATHER IS SEVERE, ICY OR EXTENDED:

• Shut down the laundry rooms. Lock doors, post signs and drain the water lines.

• Re-check all vacancies and out-of-town residents’ apartments. Leave notice in all occupied apartments.

IF THE PROPERTY EXPERIENCES FREEZE DAMAGE:

Freeze damage includes broken pipes, damaged landscaping and any other property damage.

• Contact your AVP.

• Begin an Incident Report. Keep detailed notes on the specifics and the location of damages.

• Take photos.

• Mark a site plan with the locations.

• Inform the residents of utility cut-offs, etc.

• Keep a log of vendors called, services performed and employee’s time for timesheets.

• Check with the AVP for appropriate account codes. Keep a photocopy of all appropriate invoices and timesheets for the final insurance claim.

AS SOON AS THE FREEZE ALERT IS OVER:

• Remove the FREEZE ALERT signs and reactivate the gates (if applicable).

• Restore the laundry rooms.

• Walk the vacancies and the out-of-town apartments to adjust the heat and close the faucets, doors and cabinets. Leave an appropriate note in the occupied apartments.

• Check your supplies. Do they need replenishing?


EMERGENCIES

STORMS (VIOLENT OR ELECTRICAL THUNDERSTORMS)

Spring usually brings with it rapidly changing weather patterns including violent electrical and/or thunderstorms.

The following action will help prevent damage to the property caused by high wind and heavy rain.

• Secure outdoor furniture, small signs and trash containers to prevent them from blowing away or blowing into windows, cars, etc.

• Make sure all common areas and amenity doors are securely closed.

• Turn off and unplug computers, fax machines, copy machines, televisions and all the other electrical equipment.

• Stay indoors.

Before storm season arrives, make sure the following is completed:

• Make sure gutters and downspouts are clean and free of debris.

• Prune tree branches away from roof.


EMERGENCIES

TORNADOES

Tornadoes strike without advance warning; however, they typically strike during April, May and June.

Preparedness is important for protection of human life and property.

If you hear or see a tornado, take action.

• Take cover in an interior hallway or room on the lowest floor of the building. The safest place is in the center of the building in the smallest room such as a closet or bathroom.

• Stay clear of windows.

• Do not run outside to warn others or attempt to save the property from damage. If you can hear or see the tornado, it is too close for you to take any other action other than taking cover.

After the tornado has passed, take the following action:

• Call 911 if anyone has been injured.

• Watch for fallen electrical lines as you move around the property.

• Call the utility companies and ask for assistance if there are any electrical, gas or water problems.


• Begin an Incident Report. Keep detailed notes on the specifics and the location of damages.

• Take photos.

• Mark a site plan with the locations.

• Inform the residents of utility cut-offs, etc.

• Keep a log of vendors called, services performed and employee’s time for timesheets.

• Check with the AVP for appropriate account codes. Keep a photocopy of all appropriate invoices and timesheets for the final insurance claim.



EMERGENCIES

FIRST AID

The purpose of our first aid program is to treat minor injuries and to give basic first aid treatment to employees with more serious injuries until medical assistance arrives or while the employee is transported to a medical facility. Some tips for proper conduct of the first aid program are:

• A first aid kit will be properly maintained at the Management Office and Maintenance Shop.

• All first aid treatments must be recorded on an Incident Report.

• Immediately fax the Incident Report to the Human Resources Department and contact your AVP.

• Ensure that the employee is drinking plenty of water and/or sports drink.

If you have any questions, please contact your AVP.


EMERGENCIES

INJURIES TO EMPLOYEES

Every injury to an employee must be handled carefully to assure proper medical treatment and worker’s compensation coverage.

An important company philosophy is that all injuries can be prevented and that all employees are responsible for the safety of themselves and their co-workers.

If you see a company employee in a situation which may result in an injury, intervene to prevent the injury and immediately report it to the Human Resources Department and your AVP.

WHEN AN EMPLOYEE IS INJURED:

• Using common sense, seek medical attention for the injury. If the injury is to the head, medical observation is mandatory due to the risk of concussion.

• Call and report the injury to the Human Resources Department and your AVP.

• Complete an Incident Report and fax it to the Human Resources Department immediately.

• Drug testing is mandatory.

• Determine and document the estimated recovery time.

• The employee must not return to work until released for full duty by his/her physician. (Refer to the RETURN TO WORK POLICY in the Employee Handbook.)

• If the employee loses time from work due to the injury, indicate “Job Injury” on the timesheet.

If the employee will be unable to work for an extended period of time, discuss the situation with your AVP.


EMERGENCIES

RESIDENT/GUEST INJURY OR VICTIMIZATION

RESIDENT/GUEST INJURY

If a resident or guest becomes injured in any way at the property, follow the steps below.

Occasionally you may hear of a possible resident injury from a third party. Even if the injury is not confirmed, immediately complete an Incident Report, document “for information only” and submit it to your AVP immediately.

RESIDENT/GUEST VICTIMIZATION

This term applies to residents or guests who become crime victims while at the property. Follow the steps below.

WHEN A RESIDENT OR GUEST IS INJURED OR VICTIMIZED:

• Encourage the resident or guest to seek medical attention. Document the conversation.

• Call and report the injury to your AVP immediately.

• Complete an Incident Report and fax it to the Corporate Office immediately.

• Take photos if applicable.

• Mark a site plan with the incident location.

• Contact your AVP to determine if you should send the NOTIFICATION OF SERIOUS CRIME

OCCURANCE* to the residents.

• Keep detailed records and a copy of all related paperwork.

*Review the Notification of Serious Crime Occurrence form in the Sample Forms section.


EMERGENCIES

RESIDENT ILLNESS OR DEATH

RESIDENT ILLNESS

Typically, resident illnesses do not affect the operations of an apartment property unless those illnesses are the basis of a potential lawsuit or the illnesses pose a threat to the safety of the property or of other residents.

A resident may suggest that an illness such as an allergy or infection is caused by paint, cleaning chemicals, pesticides, mold or the swimming pool. If a resident makes this suggestion, immediately contact your AVP, complete an Incident Report and fax it to the Corporate Office.

A resident possibly may be a victim of infectious diseases. This disease will probably pose no threat to you, other employees or residents, but you may wish to discuss it with your AVP. Once the afflicted resident moves out of your community, you should notify your vendors and staff so that they may take any precautions they deem necessary when completing the make-ready of the apartment.

Occasionally, a resident may exhibit an unusual mental or emotional condition. If this behavior represents a danger to residents or others, inform your AVP immediately. You are obligated to address the situation by informing the resident’s family or friends or mental health authorities. Document the exact nature and circumstances of the behavior.

ATTEMPTED SUICIDE

Sometimes you may receive a request to “check” on a resident if their family, friends or employer cannot contact them. You may do so but do not allow the concerned party to accompany you. Contact your AVP and the police before entering and do not touch anything.

DEATH OF A RESIDENT

When a resident dies at a community, the Management staff has certain obligations to the estate and family of the resident. Your actions following the death depend upon the circumstances but in all situations do not allow unauthorized persons to have access to the resident’s apartment. If the resident had previously given keys to non-residents, that action is out of your control; but do not allow anyone, including family members and attorneys, to have access without a court order, written instructions prepared by the resident prior to death or Letters of Testamentary.

YOU DISCOVER THE DEATH

• Do not disturb the apartment or touch anything.

• Call the police. Do not call the family or friends listed on the application; this is a job for the police.

• Call your AVP. If the body has been in the apartment for some time, your AVP will help you make the appropriate decisions.

• Normally, the family will contact the management office to make arrangements to remove the resident’s belongings. You should make every effort to be helpful in their time of grief and allow reasonable latitude to accommodate their move-out schedule.


EMERGENCIES

THE DEATH IS REPORTED BY FAMILY OR FRIENDS


• Work with the family to make move-out arrangements. You should make every effort to be helpful in their time of grief and allow reasonable latitude to accommodate their move-out schedule.

In Texas, refer to the Texas Apartment Association Redbook, DEATH OF A RESIDENT for more information.


EMERGENCIES

DEALING WITH THE MEDIA

In the wake of a crisis you may be faced with answering questions from local TV, radio or newspaper journalists. In most cases, you should refer the media to your AVP. In the event your AVP is not available, you may have the responsibility of the first media contact. The following guidelines should help you in this situation.

• Less is more. Don’t answer questions. Refer reporters to the appropriate authorities (police, fire department, etc.) for questions about the incident. Offering information about a crime to the media may compromise a police investigation.

• Do not be defensive.

Reporters are only doing their job. You will be more credible in their eyes if you calmly and confidently respond to their questions.

• Do not say “No Comment.” Instead respond with something along these lines:

“Right now we are concentrating on securing the area and assisting our residents.”

“The fire department has not determined the cause of the fire.”

“The police are investigating. They haven’t informed us if they have a suspect.”

“I honestly don’t know.”

Be confident and emphasize that your first concern is for your residents’ safety.


EMERGENCIES

THE INCIDENT REPORT

If the community should have a potential property insurance claim during or after normal working hours

(including evenings, holidays, etc.) or on the weekend, notify your AVP immediately. Never discuss the issue of insurance claims with residents or anyone who considers him or herself an “injured party.” Only your AVP and insurance company representatives can make a determination of the validity of a claim and only they have the authority to enter into discussion with a potential claimant.

When an incident occurs, a detailed investigation must be completed. The purpose of this investigation is to document the files thoroughly while memories are fresh and photographs can be made. When making the investigation, think like a detective and assume that the company (and possibly you) will be sued.

A lawsuit may be filed up to two years after the incident. In two years, it will be impossible to provide documentation necessary to defend the company.

The INCIDENT REPORT will aid in the investigation. Contact the Corporate Office or refer to the SunRidge

Website for the correct, current Incident Report for your community. The Incident Report is a comprehensive report designed to expedite the investigation and reporting of incidents occurring at a community.

This report must be completed for all incidents which involve losses or damages to apartment, resident or guest property and injuries or crimes against anyone at the property. Fill out every line. If one area is not applicable to the current incident, write “N/A” in that area.

Your reports will provide the basis for preparing insurance claims. Most insurance policies are written with provisions which require quick reporting of claims. If claims are not filed within a specific period of time

(usually 24 hours) the insurance carrier may deny the claim and the property or company will not be able to recover any losses.

REPORT ALL INCIDENTS. If you aren’t sure if an Incident Report needs to be completed, do so anyway and contact the Corporate Office immediately.

LIFE-THREATENING/CATASTROPHIC INJURIES

• If someone’s life is in danger, call 911 and request EMS be dispatched to the scene.

• Unless the victim is in danger or risk of further injury, do not attempt to move him or her.

• Follow the direction of emergency authorities.

• Once the victim has been taken away by EMS, contact your AVP immediately.

NON LIFE-THREATENING INJURIES

• Complete an Incident Report and fax it to the Corporate Office immediately.

• Contact your AVP the day the incident occurs.


EMERGENCIES

WORKERS’ COMPENSATION CLAIMS

• Contact the Human Resources Department immediately for instruction regarding the handling of a workers’ compensation claim.

SOME TYPICAL INCIDENTS ARE:

• Losses or damages to the apartment property: Freeze damage, fire, damage to a building, thefts of apartment property, vandalism, storm damage, etc.

• Losses or damages to Resident/Guest property: Flooding, apartment burglary, apartment damage, damage to a car or car theft, etc.

• Injury to or crimes against Residents/Guests: Rape, assaults, robberies, injuries, etc.

Completion of an Incident Report is not admission of liability or fault. Do not ever say the property,

Management Company, management company representatives or owner’s insurance are responsible or will pay for losses, damages, injury or crimes.

The final page of the Incident Report instructs you to fax the completed Incident Report immediately to the Corporate Office. The original report should be submitted to your AVP the same day as the incident along with back-up documentation. A photocopy of the report and back-up documentation must be kept in the General Property Files.


Review the Incident Report in the Sample Forms section.



OFFICE APPEARANCE

The Manager’s responsibility is to see that the office is neat, clean, and ready for business at all hours during the day.

You never get a second chance to make a good first impression!

CLEANING PROCEDURES

It is the responsibility of the on-site employees to make sure that the office is clean. Daily duties to be performed PRIOR TO BUSINESS HOURS are:

 Carpet Vacuumed

 Furniture Dusted

 Trash Baskets Emptied

 Front Door Cleaned

 Deodorized

Consider cleaning the office before you leave for the evening so you arrive the next day to a fresh office.

DESKS

 Property files and records should never be left in view of prospects or residents.

 Desks should be free of clutter. Limit personal items.

 Unnecessary pens, paper, forms, etc., should be placed in drawers.

ATMOSPHERE

 Soothing background music should be used to make the office more appealing. Country western, pop or trendy music is not permitted. Volume should be low so verbal communication is not difficult. Consult your AVP if there is a question as to the appropriateness of a particular radio station.

 The office should be free of offensive odors and should smell fresh and clean. Do not burn candles. Keep air freshener in your desk and use when necessary.

MAIL AND DELIVERIES

 Do not pile boxes or envelopes on the front desk or office floor.

 Maintenance deliveries must be checked against the order before they are accepted and then delivered directly to the shop or storage room.

Revised 02/16/2016 Operations Manual: Office Procedures 1 of 16


REFRESHMENTS

 Complimentary coffee, water and snacks may be made available during business hours for prospects and residents. Be certain that they are kept fresh and appealing.

 Canned soft drinks and bottled water may be kept in the model apartment for prospects.

 Employees are welcome to coffee, but must supply their own soft drinks, bottled water and snacks.

LUNCHES/SNACKS

 No one is allowed to eat at his/her desk.

 If no place is available for lunches or snacks, the back area of the office can be used.

 NEVER EAT AT THE FRONT DESK.

SMOKING

 Smoking is not allowed in the leasing and management office.

 Smoking is not allowed in the Maintenance Shop.

 Smoking is not allowed in any apartment, whether vacant, occupied or make-ready.

 Employees may not smoke on the grounds.

 Smoking is only permitted in designated smoking areas, away from the front entrance and common areas.

SUMMARY OF OFFICE APPEARANCE:

 Clean the office PRIOR to business hours. Consider cleaning the office as your last duty for the day so the office is fresh when you arrive.

 Desks should be free of all unnecessary items.

 Smoking is not allowed in the office, any apartment, on the grounds or maintenance shop.

 The only music permitted in the office is soft, easy-listening music.

 Employees should never eat at the front desk.

 The office should smell pleasant at all times.



DRESS CODE

Office employees often have contact with the public and therefore represent the company in their appearance as well as by their actions. Good grooming and appropriate dress are an important part of the company’s public image. In positions where uniforms are required, employees should ensure that uniforms are clean, ironed (if applicable) and crisp at all times.

All clothing should be functional to the job requirements. The dress and grooming of on-site employees is to be governed by the requirements of safety and comfort. If an employee reports for work improperly dressed or groomed, the Manager should instruct the employee to return home to change clothes or to take other appropriate corrective action. The employee will not be paid until the employee returns to work appropriately dressed.

Special dress codes may be required. These codes will be determined by your AVP. If a uniform is required for your position, the employee must wear it. It is the responsibility of the employee to see that it is clean, ironed (if applicable) and in good repair at all times.

Name badges are required for all employees. Maintenance must wear picture name badges. Office employees must wear clip-on name badges provided by the Corporate Office.

YOU ARE A PROFESSIONAL!

MAINTENANCE PERSONNEL (MEN & WOMEN)

 All Maintenance personnel are required to wear clean uniforms daily.

 Belts must be worn with shirts tucked in.

 Hair must be styled and clean.

 Men should be clean shaven or beards neatly trimmed.

 Facial hair should be neatly trimmed.

 Only SunRidge ball caps can be worn. (If a cap is worn it is considered part of the uniform.)

 Tattoos must be covered.

 Hair should be conservatively styled and clean.

 Conservative earrings are permitted (women). No other visible piercings are permitted.

 All clothing must be clean and pressed.

 Photo name badges are required.

 All new maintenance staff members must wear a solid color, logo-free shirt until uniforms are provided.



PROFESSIONAL DRESS CODE FOR MEN

 Either a suit or dress slacks and shirt is required.

 A belt must be worn along with matching shoes and socks.

 Collared dress or golf shirts. Shirts must be tucked in.

 Hard-soled dress shoes are required. Shoes should be polished and in good condition.

 Hair should be conservatively styled and clean. Long hair must be kept in a ponytail.




 Name badges are required.

NOT PERMITTED:

 Blue Jeans

 T-Shirts

 Western Boots

 Flip-Flops

 Tennis Shoes (except with Summer Dress Code)

 Piercings

PROFESSIONAL DRESS CODE FOR WOMEN

 Suits, dresses and/or coordinated skirt/trouser/blouse ensemble is required.

 Unless specifically made to be worn un-tucked, all blouses/shirts must be tucked in.

 If hose are worn; no runners, patterns or decorations.

 Hard-soled dress shoes are required. Shoes should be polished and in good condition.

 If worn, make-up should be appropriately applied for day wear.


 Conservative jewelry is permitted.




NOT PERMITTED:

 Skirts shorter than 1” (one inch) above the top of the kneecap

 Any tight-fitting ensembles

 Tight or casual slacks

 Blue Jeans

 Casual tops or blouses exposing the midriff

 Any low-cut or low-back dresses

 See-through fabrics

 Flip-flop shoes, slide-style shoes, ankle wrap shoes and canvas shoes

 Piercings (no other visible piercings except earrings)



SUMMER DRESS CODE FOR MEN*

 Solid colored walking length shorts or casual work pants.

 Only SunRidge approved, tailored shirts.

 Shirts must be tucked in.

 Clean, non-decorative tennis shoes.

 Hair should be conservatively styled and clean. Long hair must be kept in a ponytail.





NOT PERMITTED:

 Shorts shorter than 1” (one inch) above the top of the kneecap

 Blue Jeans

 T-Shirts

 Western Boots

 Flip-Flops

 Piercings

SUMMER DRESS CODE FOR WOMEN*

 Solid colored walking length shorts, casual work pants or Capri pants.

 Only SunRidge approved tailored shirts or blouses.

 Unless specifically made to be worn un-tucked, all blouses/shirts must be tucked in.

 Clean, non-decorative tennis shoes.

 If worn, make-up should be appropriately applied for day wear.


 Conservative jewelry is permitted.




NOT PERMITTED:

 Shorts shorter than 1” (one inch) above the top of the kneecap

 Any tight-fitting ensembles

 Blue Jeans

 Shirt, casual tops or blouses exposing the midriff

 T-Shirts

 See-through fabrics

 Flip-flop shoes, slide-style shoes, ankle wrap shoes and canvas shoes

 Western Boots

 Piercings (no other visible piercings except earrings)

*SUMMER DRESS CODE IS ALLOWED FROM MAY 1

ST

THRU SEPTEMBER 30

TH

.



OFFICE HOURS

Office hours will be in effect January through December:

Monday – Friday 9:00 a.m. to 6:00 p.m.

Saturday 10:00 a.m. to 5:00 p.m.

*Sunday 1:00 p.m. to 5:00 p.m.

*Offices may be closed on Sunday if the actual occupancy and trend are above 95%. It must be authorized by the AVP.



OFFICE NOTICES

The following signs are required to be placed permanently on the front door of the office:

 After hours and emergency telephone numbers

 Office hours

The following signs are required to be placed in clear view in the front office:

 Fair Housing poster

 A sign indicating that Proof of Identification is required in order to see an apartment

 A sign indicating that the office does not accept cash payments

 The SunRidge RENTAL QUALIFICATION GUIDELINES* including the Privacy Policy* statement

 The “Proudly managed by SunRidge Management” sign.

The following signs should be available when needed:

 Each property should have a permanent sign to post when it is necessary to leave the office during working hours, i.e. lunch, touring the property, etc.

 Offices are not closed for lunch unless only one staff member is on duty.

 When the office will be closed on recognized holidays, notify the residents via the newsletter or notices in heavy-traffic areas at least three (3) days in advance and place a sign on the front door with emergency telephone numbers.

Although our offices may be open after dark,

Leasing Consultants are not to show an apartment after daylight hours.

*Review the Rental Qualification Guidelines and the Privacy Policy in the Sample Forms section.



OFFICE SAFETY

Please take the following steps to ensure office safety practices are adopted by all employees.

 Ensure that no electrical cords are placed so people can trip over them. If a cord must temporarily extend across a walk way, protect it and prepare a warning sign to be placed nearby.

 Ensure that all adjoining file cabinets are bolted together.

 Never open more than one file or desk drawer at a time. Do not lean on an open drawer.

 Never leave file or desk drawers open. People can bump into them or trip over them.

 Never do any lifting or heavy moving for which you are not trained, authorized or conditioned to do. Even if you have to wait, safety comes first!

 Report all damaged equipment promptly so it can be repaired or replaced. Never use damaged equipment.

 Do not put dangerous materials, i.e., glass, razor blades, etc. in waste baskets. Place them in separate containers and have them removed from the office as soon as possible.

 When searching through waste baskets for lost papers, do not plunge hands in carelessly. Dump contents on a flat surface so any hazardous material can be avoided.

 Do not leave foreign matter on floor. Pick up paper, rubber bands, pencils, paper clips, etc.

 Never use a chair or a box to reach items on a shelf. Always use a safe ladder or stool.

 Do not leave razor blades lying unprotected in desk drawers.

A little thought and care on everyone’s part can do away with safety hazards. Please be certain to address these items with each employee. Contact your AVP if you have any questions or require additional information.

HELIUM TANK SAFETY

If the property has a helium tank in the Management Office or Maintenance Shop, please ensure that it is being properly stored using the guidelines below:

 Ensure the tank gauge is accurately reflecting the level of gas in the tank.

 Chain the tank to a stationary object in order to keep the tank from falling over.

 Store the tank where it will be least likely to be knocked over.

 Train every employee who may have to use the tank in the proper steps of its use.

Please contact your AVP if you have any questions.



MAINTAINING ON-SITE FILES

RESIDENT FILES

A file must be set up on each unit, even vacant ones. File tabs must indicate the unit number. The files should be kept in a locked filing cabinet and should be kept locked after office hours. Resident files should be filed numerically. Items to be included in the files are:

 Lease File Checklist (SunRidge form)

 Lease (TAA form)

 *Resident Handbook (SunRidge form)

 Any applicable lease forms and addenda (TAA forms)

 Mold Addendum (TAA form)

 Satellite Dish Addendum – with or without satellite dish (TAA form)

 Animal Addendum – with or without pets (TAA form)

 Move In/Out Inventory & Condition Form (TAA form)

 Rental Application (TAA form)

 Application Verification Form (SunRidge form)

 Copy of paycheck stubs

 Credit Score Card

 Copy of application fee and deposit checks or money orders

 Copy of rent prorate

 Welcome Card (SunRidge form)

 Conversation Log recording any conversations with residents or occupants (SunRidge form)

 Any correspondence, e.g. lease renewal or rent increase letters

 Special notices, documentation or correspondence

* The Resident Handbook is created specifically for each community. Contact the Corporate Office for a copy of the master form for your community.

Review the Lease File Checklist, Resident Handbook, Application Verification Form and Welcome Card in the Sample Forms section.



MOVE-IN FILES

New leases should be kept in “suspense” files in numerical order. After resident has completed and signed all paperwork and the manager has signed off on the file, it is transferred to the permanent resident file.

LEASE RENEWAL FILE

A separate file should be kept for lease renewals that need to be signed.

INACTIVE FILES

Inactive files should be filed alphabetically and in a separate cabinet or drawer. When files are transferred to the inactive file, they should also include the following:

 Notice to Vacate (TAA form)

 Signed Move-Out Inventory Form (TAA form)

 Security Deposit Disposition Form (SunRidge form)

MOVE-OUT FILES

These files are also set up in numerical order. When a notice to vacate is received, the file is removed from the resident filing cabinet and placed in the appropriate move-out filing cabinet.

ALL RESIDENT FILES MUST BE RETAINED FOR 7 YEARS

CANCELLATION/REJECTION FILES

Canceled or rejected applications must be kept in a separate file and should be filed alphabetically.

These files are to be kept for 2 years.

WELCOME CARDS

By law, a record of all apartments shown must be kept on file for 2 years. All Welcome Cards are to be kept in a separate file. Welcome Cards are to be filed alphabetically, by last name.

VENDOR FILES

Vendor files are to be set up in alphabetical order. Regular vendors for parts or supplies should have their own folder. In addition, set up files for Electricity, Water, Gas, Telephone, Petty Cash and Eviction Fund.

Files should contain copies of invoices that have been processed. These files are to be kept for 2 years.



EMPLOYEE FILES

Employee files are confidential and should be kept in a locked filing cabinet in the Manager’s office. They should include the following:

 Personnel Action (PA) Form (SunRidge form)

 Time Sheets (SunRidge form)

 Job Descriptions (See Personnel Administration section of Operations Manual or the SunRidge

Resources webpage)

 Sick & Vacation Pay Schedule

 Performance Review (SunRidge form)

 Reprimands (SunRidge form)

 Other miscellaneous personnel paperwork

GENERAL PROPERTY FILES

The General Property file drawer is usually in the Manager’s office and is the place to file:

 1099 Vendor Information

 Bids

 Catalogs, flyers and brochures from vendors

 Certificate of Insurance

 Contracts for all monthly services

 Incident Reports (Contact the Corporate Office)

 Miscellaneous correspondence

 Miscellaneous items

 Property Incident Files: Active and Inactive

 Warranties and instructions

 Weekly Reports

Review the (SunRidge forms) in the Sample Forms section.


DESK DRAWERS

Set up each desk with the following items in the file drawer:

MANAGER

 Questions for AVP

 Budget

 Budget Control Log (SunRidge form)

 Current Financial Statement

 Current Contracts

 Bids/Proposals

 Pending Purchase Orders or Funding Requests (SunRidge form)

 Current Market Survey (SunRidge form)

 Marketing

 Memos

 Employee Files

ASSISTANT MANAGER


 Bank Deposit Summaries and Check Copies

 Bank Deposit Slips and Bank Deposit Stamp

 Delinquent Report

 Rent Debt Collections

 Current Lien Paperwork

 Lease Renewal Logs (SunRidge form)





LEASING CONSULTANT

 Leasing Notebook

 Availability Report (OneSite/Yardi) or Vacancy Report (Manual Properties) (SunRidge form)


 Marketing

 Lease Applications (TAA form)

 Move-In Packet Documents (SunRidge form) – Do not pre-print more than 5 copies at a time to insure the most current forms are being utilized from the SunRidge Forms webpage.

 Lease File Checklist

 Conversation Log

 Employment Verification Form

 Rental Verification Form

 Approval Checklist

 Resident Handbook

 Work-Order Follow Up Log

 Birthday Card Log

 Thank You Cards

 Resident Notice of Intent to Vacate (TAA form)

EVERY DESK

 Rental Information Schedule (RIS)


 Approved Weekly Specials (SunRidge form)

 Floor Plans

 Site Plans

 Welcome Cards (SunRidge form)

 Telephone Cue Cards (SunRidge form)

 Rental Qualification Guidelines (SunRidge form)

 Apartment Entry Permission Form (TAA form)




PROPERTY CONTROL LIBRARY

The property Control Library consists of several binders designed to maintain a day-to-day account of all property activities. These binders track a property’s progress for the owner and provide a written record of events and information.

MEMO BINDER

 Memos from the corporate office

 Filing order in this binder is back-to-front so that the most recent memos are in the front. If the binder becomes too bulky, file the oldest memos in the General Property Files.

BUDGET CONTROL LOG BINDER

This binder should contain the following tabs:

 Budget

 Current Budget Control Log (BCL) (SunRidge form)

 Vendor List

 Current and next month Budget Control Log (BCL)

PROPERTY INFORMATION BINDER

This is one of the most important binders in the office and must be kept up-to-date. This binder should contain the following tabbed sections:


 Operations Sheet (SunRidge form)

 Property Inventories (SunRidge forms)

 Contract Checklist (SunRidge form)

 Marked Site Plans:

 Water Cut-Offs

 Gas Cut-Offs

 Utility Meter Locations

 Sewer Clean-Outs

 Sprinkler System Controls

 Roof Replacement


 Floor Plans marked with room dimensions




LEASING NOTEBOOK

A Leasing Notebook should be made available to each Leasing Consultant. Each notebook should contain the following:

 Welcome Cards (SunRidge form)




 Floor plans with dimensions marked

 Feature/Benefit Selling Sheet (SunRidge form)

 Area map with neighborhood amenities marked

 Neighborhood Analysis (SunRidge form)

 Blank Rental Applications (TAA form)

 Tape measure

 Pen

 Business cards, brochures, etc.




TEXAS APARTMENT ASSOCIATION REDBOOK – TEXAS ONLY

The Redbook is a red, hardbound textbook produced every 2 years by the Texas Apartment Association.

This book is a compilation of all legal issues, articles and forms affecting the rental housing industry. A hard copy of the Redbook should only be purchased after approval from your AVP as sites with access to

TAA (Bluemoon.com) can review this online.

MSDS BINDER

The MSDS (Material Safety Data Sheet) Binder is a requirement of OSHA, the Occupational Safety and

Hazard Administration. This binder contains a list of all chemicals at your community and a MSDS detailing the hazards associated with each chemical. Each time you buy a chemical, you should receive a

MSDS for that particular chemical. Every employee must know where to locate the MSDS Binder. The binder is tabbed as follows:

 Paint Products

 Parts Cleaners

 Restroom Cleaners

 Sanitizers/Deodorants

 Silicones/Sealants

 Lubricating Fluids/Oils

 Dishwashing Products

 Drain Cleaner

 Floor Cleaner

 General Purpose

 Germicidal

 Adhesives

 Aerosol

 Car/Truck Care Products

 Carpet Cleaners

 Degreasers

 Gases

 Pool

 Office

 Acid

 Food Plant Products

 Herbicides/Insecticides

 Industrial Solvents

 Laundry Compounds



MANUAL REPORTS

These reports are worksheets. They are to be used if your AVP requests you to do so. In order for your

WEEKLY STATUS REPORT (SunRidge form) to balance, these worksheets MUST be kept current throughout the day.

THE MANUAL VACANCY REPORT

This report must be kept current throughout the day and a new report started at the beginning of each reporting week. On this report, list all apartments available to lease, either vacant or on-notice. Group apartments in numerical order by floor plan, from smallest to largest, skipping a few spaces between each floor plan for addition to the report during the week.

For example, when a unit is vacated during the week, it is added to the bottom of the vacancy report.

When a unit is leased, it is immediately noted on the report. After make-ready work is completed in a vacant apartment and the Manager has walked it, write that date in the “Ready Date” box. The vacancy report is corrected and re-copied at the end of each reporting week.

Fill in the columns as follows:

VACANT UNITS (FUTURE MOVE-INS)

Type:

Number:

MO Date:

A-1, B-1, B-2, etc.

Apartment number

Move-out date: date apartment was vacated

Ready Date:

Leased:

Date the Manager signed off that the unit was ready to show

Put an “X” in the box if the unit was leased this week

MI Date: Move-in date for the new resident

Resident’s Name: The new resident’s name

NOTICES TO VACATE (FUTURE VACANCIES)

Type:

Number:

MO Date:

Pre-leased:

A-1, B-1, B-2, etc.

Apartment number

Move-out date: date the residents are scheduled to move out

Put an “X” in the box if the unit is pre-leased this week

MI Date: Move-In date: date the new residents are scheduled to move in

Resident’s Name: The new resident’s name

Review the Weekly Status Report and Vacancy Report in the Sample Forms section.

Revised 04/27/2010 Operations Manual: Management Reporting 1 of 11


MONTHLY REPORTS

THE MEANING OF MONTH-END

At the end of business on the 15 th of each month income activity is “cut-off.” Any income received or expense incurred after this date will be posted to the next month’s accounting activity.

By noon on the 16 th

Procedures below.)

, all month-end reports are due in the Corporate Office. (See the Monthly Closeout

Market Survey (SunRidge form, located on the SunRidge Forms webpage) – Due monthly unless otherwise requested

Work Order Follow-Up Log (SunRidge form) – Due to AVP weekly

Leasing Commissions (SunRidge forms located on the SunRidge Forms webpage) –

Due to AVP the first week of each month no later than the 8 th

Recurring Replacement Reserve (for required properties) – Forms with back-up are due in the Corporate Office prior to the 15 th

You will be able to download and print a Property Calendar from the SunRidge Resources webpage each month. Follow this calendar closely to ensure your reports are turned in a timely manner.

MONTHLY CLOSEOUT PROCEDURES

(For a complete explanation of closeout, refer to The

Manager’s Book or the SunRidge Resources page of the SunRidge Website.)

Closeout is the 15 th of each month.

All closeout paperwork is due in the Corporate Office, by noon on the 16 th of each month.

If closeout falls on a day other than the 15 th of the month (a weekend or holiday, for example), the

Corporate Office will instruct you when you should closeout. Refer to the monthly property calendar for the closeout date for each month.

If you are experiencing computer failure, it is

Systems Specialist – not your AVP – to send in a late closeout. You must personally talk to the Systems

Specialist on the 15 mandatory th or sooner if you are having a problem. In this case, your AVP does authority to approve a late submission of closeout.

that you contact and get approval from the not have the

It is YOUR responsibility to begin and finish your closeout in time for it to be shipped overnight to the

Corporate Office in Dallas so that they are received, by noon on the 16 th .

THERE ARE NO EXCEPTIONS TO THIS RULE.

*Review the Work Order Follow Up Log and Leasing Commissions forms in the Sample Forms section.



REPORTING INCOME AND EXPENSES

PURCHASING GUIDELINES

Every company employee has an obligation to the property owner to use money wisely when purchasing for the property. The following guidelines have been established to help you in this ongoing effort.

 Only the Manager has the authority to approve purchases on the site level.

 Purchases in excess of $1 over the monthly budget must be approved by the AVP.

 Shop and compare prices but be sure to take into account sales tax, delivery charges, employee time, delays, etc. A product may look less expensive on price alone but may cost more after these factors are considered.

 Never purchase anything through telemarketing sales such as light bulbs, office supplies, etc.

These offers are often scams.

 Never purchase more than 1 week’s supply of anything. The property budget has been prepared in this manner and most properties do not have extra storage space. Also, waste and petty theft are more common when supplies are over-stocked.

 Always prepare written specifications when shopping for a service such as painting or cleaning.

Some of these are supplied to you in the Resident Service Section of this manual. If you need help with this, discuss it with your AVP.

 Keep your BUDGET CONTROL LOG (BCL) current at all times.

THE PROPERTY OPERATING BUDGET

Annual operating budgets are prepared by the AVP. The ability to accurately project income and expenses is the key to success for Managers and AVPs because once a budget is approved, you must live with it!

Budget due dates may vary by property depending on an owner’s needs. Check with your AVP for your budgeting schedule. Following are the general steps necessary for devising a quality budget.

 Keep a “wish list” of anticipated needs and desired upgrades. Add to the list all year long.

 Unit-by-unit inspections are required. Your AVP will notify you typically 4 months before budgets are due.

 Solicit contractor estimates for any needs or wish-list items identified.

 Contact service and monthly contract vendors for anticipated cost increases (including utility companies). Do so 90 days in advance of the deadline.

To a great extent, your performance will be judged by your ability to meet or exceed budget net income projections! The budget has two sections – income and expenses – that work together towards the ultimate goal of positive NOI and positive cash flow.



INCOME

Most of the discussions about the budget pertain to the expenses. However, an understanding of the income aspects of the budget is necessary.

The PHYSICAL OCCUPANCY on page 3 is budgeted for each month. If the budgeted occupancy is not met for a month, adjustments will have to be made to make up for the extra vacancy losses through either greater-than-budgeted income in other areas or reduced expenses.

GROSS RENT POTENTIAL is the next line item. This line represents what the income will be if all units were occupied at the current market rent. Notice that this figure will increase throughout the year on months that a rental increase should be implemented. Please consult your AVP on any rental increases that need to be implemented before making any changes to the market rents in the computer.

The next line item represents lost income due to leases that are in place at a rate lower than market rent.

This figure is a calculation of all leases that are below market rent minus any leases that are above market rent, creating a total loss (or gain) to lease figure. This figure is then subtracted from the Gross

Potential for an adjusted TOTAL POSSIBLE RENT PER LEASE .

The next section subtracts all RENTAL LOSSES including vacancy loss, administrative units, models, write-offs and discounts/concessions.

 VACANCY LOSS means that the budgeted occupancy was not met.

 ADMINISTRATIVE UNITS and MODELS are self-explanatory.

 WRITE-OFFS include residents that were delinquent in the month or that moved out owing rent. Therefore, timely collections coupled with liens, lock-outs, utility cut-offs and prompt eviction filing is crucial to reduce this loss – it directly affects your NOI .

 After all this is calculated, the total Rental Losses is subtracted from the Total Possible Rent Per

Lease equaling the NET RENTAL INCOME .

OTHER REVENUE represents income received from several areas including application fees, deposit forfeitures, pet fees, NSFs, late fees and vending/telephone/miscellaneous income. All these figures are based on the prior year’s history. The budgeted income will not be met if:

 Application fees, late fees or pet fees are waived.

 The Manager is not walking the move-outs and fairly assessing charges in a timely manner

(within 24 hours of move-out).

 The laundry room machines, vending machines or payphones are not operational.

 Washer/Dryer rentals to residents are not being collected.

 All Parking Spaces, Garages or Storages are not leased.

The TOTAL REVENUE budgeted for the month is the sum of Other Income added to the Net Rental

Revenue.



Periodically throughout the month a Monthly Income Summary (OneSite) should be printed. Compare the collection figures to the budgeted figures to assess collections for the month. Compare each line item to discover focal points for collection of budgeted income.

EXPENSES

The expense budget is separated into 20 categories, grouped together. These categories include: personnel, management fees, administrative, leasing, services, cleaning and decorating, repairs and maintenance, taxes and insurance and recurring expenses. The last category – non-recurring – is not

“grouped” for variance purposes since each line item in this category is addressed individually for any variances.

Any time there is a negative variance – expenses that are greater than the budgeted amount – in any before the purchase is made. category a PO must be obtained from your AVP

PERSONNEL EXPENSES includes employee payroll including any rental discounts/payroll deductions.

The only site-level code recorded here will be invoices from temporary personnel services, advertisements placed for hiring and the costs of pre-employment testing.

The MANAGEMENT FEES category is the only category where it is good to be over budget! This means that the property did better on income than was budgeted.

The next category is ADMINISTRATIVE . One common mistake in coding for this category is the difference between office supplies and computer supplies. Please insure all toner, drums and diskettes for the printer are coded to 43480 – Computer Supplies.

LICENSES/PERMITS/FEES is the account code for all boilers, pools and city-required permits as well as computer program software fees. Please be aware of when permits expire so renewals are not missed, running the risk of a citation or shutting down pools. The line item 43450 – Training and Seminars – is to be used at the site level for Apartment Association functions, shopping reports or other training expenses. A line item that is NOT to be utilized at the site level is 43490 – Miscellaneous Charges.

LEASING EXPENSES encompasses line items such as advertising, locator commissions, resident referrals, project promotions, brochures and leasing commissions. Brochures are generally budgeted one time per year. Please get with your AVP before purchasing brochures in the event that changes are required. Do NOT wait until you only have a few left. The process for revising brochures is lengthy.

43560 – Model & Related is used ONLY for the cleaning of your model. Do not code anything else to this line item unless authorized by the AVP.

Most line items in the UTILITIES category are paid from the Corporate Office such as water, sewer and gas on all house meters. Vacant electric is self-explanatory. Some properties receive vacant electric bills that include connection or final read fees. Code these to 43670 – Utility Connection Charges. Code all invoices for Utility Billing companies (Velocity, Holcutt, Sierra) to 43680.

The SERVICE EXPENSES category contain most of your monthly contract items such as landscaping, exterminating, trash, courtesy persons, uniforms, equipment rental and fire protection. These are all selfexplanatory.

 Grounds Maintenance is NOT for seasonal flowers.

 Some property trash bills are included with other utility house meter invoices that are paid from the Corporate Office. Check with your AVP if you are not sure how property trash is billed.



 Fire protection includes smoke detectors, 9-volt batteries for smoke detectors and the phone lines specifically used to monitor sprinkler systems you may have.

 Equipment rental includes pager services, which are paid from the Corporate Office.

 Pool cleaning contract is only for those properties that utilize a pool company to handle the cleaning and chemical balancing for the pool(s). This line item should NOT be used for pool supplies such as chlorine, shock, etc.

 Corporate unit expense covers bills received for corporate units including furniture, electric, phone, housekeeping, etc. This should be the actual expense, NOT the amount that is being billed to the resident. You should be receiving income for any items coded here.

CLEANING AND DECORATING contains the line items for turning vacant units and includes paint labor, paint supplies, housekeeping, cleaning supplies, carpet cleaning, carpet dyeing/repair and sheetrock repairs.

REPAIRS AND MAINTENANCE spans several line items. Some of the common misconceptions occur in line terms such as “roof repairs.” The items coded here should NOT exceed $500. If the cost is greater, a funding request is needed from your AVP; this is coded under Non-Recurring.

TAXES AND INSURANCE are paid from the Corporate Office.

NET OPERATING INCOME – NOI

The NOI is the NET income made after normal operating expenses. It is calculated by subtracting the

EXPENSE categories listed above from the TOTAL REVENUE. The NOI should be greater than budget for the month and year as well as greater than the previous year.

The RECURRING category includes carpet replacements, blinds, appliances and individual hot water heaters. These are all self-explanatory. As long as the category total is not negative from a purchase, you may exceed one budgeted amount to make up for another. For example: If you do not need any water heaters for the month but will need more than the amount that is budgeted for carpet, you can exceed the carpet budget as long as the category total is not negative from the purchase.

NON-RECURRING line items are treated somewhat differently than all others. For the purpose of calculating variances, each line item is calculated individually. If $5,000 is budgeted in carpentry, for example, but gutters are needed, the carpentry budget may NOT be used for the gutters. The monthly property calendar instructs when to prepare the funding requests for all non-recurring items. Three bids are required for any budgeted items other than HVAC and unit upgrades. Once submitted, the AVP will get approval. Do not delay requesting the bids as it takes quite some time to compile them.

RESERVE ACTIVITY only pertains to certain properties. Each month an amount of money is budgeted as an expense. Monthly or quarterly, there is credit to offset the monthly or quarterly expense. Each item purchased under recurring (as long as it is coded to an actual unit number) will go towards the

Replacement Reserve. This is calculated by the Corporate Office.

DEBT SERVICE is the amount of the monthly mortgage and is paid from the Corporate Office. If the property is asked to perform functions as part of a “RE-FI” it is an attempt to reduce the debt service for the property.

NET CASH FLOW is the amount of profit for the month. Like NOI, this should be ahead of budget and ahead of last year. If there are brackets around the cash flow number, the owner had to pay that amount of money out of his/her pocket.



THE BUDGET CONTROL LOG (BCL)

Budget control is a prime responsibility of the Manager!

Strict adherence to purchasing guidelines and BUDGET CONTROL LOG (BCL) procedure will make expense control a breeze. Think of the BCL as a checkbook register for multiple checking accounts. Each category has been funded a certain amount per month as noted on your budget. The amount listed for each category is all you may spend without contacting your AVP for either a P.O. or Funding Request!

Remember, month-end (cut-off) is the 15 th of the month or as noted on the Property Calendar. Expenses incurred after the final bills are submitted to the end of the calendar month are logged in the next month’s BCL.

On the 16 th of the month:

1.

Enter the upcoming month’s budget for each line item.

2.

Enter the total monthly budget for the line items on each page.

3.

Enter all recurring monthly invoices.

When placing an order:

4.

Enter the actual date the order was placed.

5.

Log the vendor name.

6.

Describe the purchase with as much detail as possible.

7.

Log the quoted amount of the expense in the appropriate column.

Subtract the purchase from the total page budget and enter the balance, just like your 8.

checkbook.

When the invoice is received:

9.

Enter the date on the BCL.

10.

Compare the invoiced total to the quoted total logged at purchase.

11.

Make any adjustments to original quote by logging the difference on a separate line.

If you have not received a bill you know you should have received, log the expense in red ink and highlight on your month-end BCL. These may include contract expenses or parts and services ordered for which you have not been invoiced. Include these anticipated expenses in your variance calculations.

These amounts should be subtracted from the next month’s BCL.

Rules to Live By:

1.

Any category that exceeds the budget for the month by more than $1.00 must have prior approval by your AVP .

2.

Refer to Rule #1.

The BCL is imperative to control the property’s expenses. Lead Maintenance must be made aware that he/she should never order anything without verifying the budget balances for the category in which he/she will be spending money. Communication with Lead Maintenance is essential in controlling property expenses. Not completing the BCL and overspending without a P.O. or Funding Request is grounds for termination!

Review the Budget Control Log in the Sample Forms section.



VENDOR FILE MAINTENANCE

Each time you use a new vendor their tax I.D. number must be on the CHECK VOUCHER and a Certificate of Insurance showing that the vendor meets our requirements must be on file.

Enter payables directly and keep the vendor database current. If you are submitting check requests, you will periodically receive an updated vendor list from the Corporate Office.

Please discuss minimum insurance requirements for different types of vendors with your AVP.



CHART OF ACCOUNTS

Each income and expense item at an apartment community can be classified into an account listed on the

CHART OF ACCOUNTS. (If you need a Chart of Accounts, refer to the SunRidge Forms webpage.) These accounts correspond to the property budget and are listed on the Budget Control Log (BCL).

If there is a question about where to classify an expense, call and discuss it with your AVP.

Review the Chart of Accounts in the Sample Forms section.



CONTRACTS

Each apartment community enters into contracts for recurring services such as lawn maintenance.

Contracts cannot be signed by anyone on-site but must be reviewed and executed by the President only.

You should be familiar with and maintain a copy of all current contracts on your community. The

CONTRACT CHECKLIST should be in your Property Information Binder and should be kept current at all times.

Review the Contract Checklist in the Sample Forms section.



PETTY CASH/EVICTION FUND/SOCIAL SERVICES FUND

To remain best prepared for any situation, petty cash needs to be processed approximately every two weeks or more often if the petty cash fund is more than one-half depleted.

The following is a guideline on how to process petty cash:

1.

Tape each receipt to a blank piece of letter-size copy paper. Make a copy for the property files.

2.

Highlight the date and the total amount of the receipt.

3.

Code all receipts on the PETTY CASH VOUCHER (SunRidge form).

4.

Total the amount of all receipts and enter in the Total section.

5.

“Replenishment in transit” refers to previously returned voucher sheets for which the check has not been received.

6.

Subtract the amount of the receipts from the Total Petty Cash Fund (at the top of the voucher) and any replenishment’s in transit and this is the amount of cash that should be on hand .

7.

Enter into the computer accordingly. The vendor for Petty Cash is the Manager’s name and the property address. Items coded to “Common” with the same account number should be combined so that there is only one total per account code.

8.

Petty Cash funds are not to be used to pay for gas or mileage for a staff member. Gas and mileage are to be recorded on a MILEAGE LOG (SunRidge form) and is paid like any other invoice. Only gas for property equipment can be expensed from Petty Cash.

Petty Cash should be kept in a locked area (fire safe if you have one) and should not be commingled with an employee’s personal monies or accounts.

If you do not have a safe area to keep your Petty Cash fund, please speak to your AVP.

Do not use these funds to purchase personal items. If purchasing personal items with personal funds, get a separate receipt.

Petty Cash is not to be used for employee meals, snacks or parties without prior approval from your AVP.

Petty Cash is not to be comingled with the Eviction Fund or Social Services Fund at any time.

Review the Petty Cash Voucher, Eviction Fund Voucher and Mileage Log in the Sample Form section.



CUSTOMER SERVICE

PERSONALIZED SERVICE

Remember the word “service,” because that word describes what we are all about. Our company is a service organization working with and for people.

Is the service you offer personalized? Does the prospect have a good feeling about your community? To ensure that you cultivate successful relationships, you must communicate your genuine interest and concern to each prospect and resident you meet.

BEING PROFESSIONAL

Being professional is important, requiring teamwork, enthusiasm, and the ability to offer personalized service. To be professional, you also must have a positive attitude and a willingness to go that extra step to satisfy each prospect.

Professionals not only know their duties but also the full range of their community’s services. They know names and facts and where to find information a prospect or resident may require.

BEING TRUSTWORTHY

As a member of our management team, you are in a position of trust. Everything you learn about a prospect or resident should go no further than you, unless it directly pertains to the operations of the company. Nothing can undermine our professional image more than for prospects or residents to feel that we cannot maintain a high level of confidentiality.

Revised 02/16/2016 Operations Manual: Resident Administration 1 of 16


WORK ORDERS (SERVICE REQUESTS)

Requests for service from residents must be given top priority. Consistent, quality maintenance is the foundation of our resident relations and resident retention program. Office personnel handling a request have the responsibility to assist Maintenance personnel by clearly understanding and recording the problem. Ask appropriate questions and communicate this information effectively to the Maintenance

Technician. Follow up with the resident and communicate any delays in resolving the problem. This

“preventive communication” will help in avoiding conflict or negative feelings.

A WORK ORDER FOLLOW-UP LOG (SunRidge form) is to be completed weekly and sent to your AVP in the weekly package.

The purpose of the Work Order Follow-Up Log is:

1.

Ensure that the work orders are being taken care of in a timely manner.

2.

Ensure that the Maintenance Technicians are cleaning up after themselves.

3.

Ensure that the resident is happy with the work that was done.

It is imperative that the resident’s new telephone number is recorded in the lease file upon move-in.

Refer to the Move-In Inventory and Condition Form.

All work orders that have been turned in as completed must be called back on a weekly basis and the information recorded on the WORK ORDER FOLLOW-UP LOG. A pending work order list should be printed from the computer daily to ensure that there is no work order that has been inadvertently missed.

Maintenance issues are the number one reason that a resident moves out. Completing the WORK ORDER

FOLLOW-UP LOG will help us correct any issues before the resident has time to get angry. It will also allow us another avenue for resident retention.

Review the Work Follow-Up Log in the Sample Forms section.



ANSWERING SERVICE

Answering services have been provided to our communities to ensure that our residents have 24-hour access to emergency services. These services should be utilized only when the Office is unattended.

When the employee returns to the office, the answering service should be contacted and messages obtained for response to residents and/or vendors. The answering service is not to be utilized as a tool for uninterrupted work time for office personnel. Having the service continue to answer all calls during normal business hours may cause a delay in emergency situations or create the perception of disinterest for residents and prospects.

ANSWERING SERVICE GUIDELINES

Answering Service operators must be cordial and willing to assist at all times. The following guidelines will assist you in directing your answering service:

 Upon connection to the answering service, inform the Operator which Manager and

Maintenance Technician is on-call.

 Inform the Operator the length of time the office will be unattended.

 Upon receipt of a phone call, the Operator is to differentiate between routine service requirements and true emergencies.

 If the call is routine, the resident should be advised that a service request will be made the next morning. Name, phone number, and apartment number needs to be recorded, as well as the problem. If there is a maintenance emergency, the on-call Maintenance Technician should be contacted immediately. NOTE: Ensure contact is made – nothing is more upsetting to residents or prospects than having to wait for service or a returned call.

 When on-call Maintenance assistance is required, the home number should be called first, then the pager or mobile number, as given. If no response is received, contact the Manager on-call. The answering service is responsible for making sure an employee is contacted.

Contact should be made within 15 minutes.

 If, after a diligent effort has been made and on-call employees have not responded to

Operator, then the Operator should begin contacting other community employees.

 Management on-call should be contacted for:

1.

Potentially irate residents

2.

Unresolved emergency calls

3.

Any “grey area” call

 Disturbances should be handled by the on-site Courtesy Service. If the community does not have a Courtesy Service or if he/she fails to respond, the police department should be called for disturbances.

 Lock-outs are handled by on-call Maintenance.



EMERGENCY SITUATION LIST

The following problems should be considered emergency situations:

 No heat or air conditioning when the outside temperature is below 50  or above 85 

 Electrical failure of any nature

 Overflowing commode

 Stopped-up commode with only one bathroom.

 Water problems (severe plumbing or roof leaks).

 Fire or electric sparks.

 Refrigerator malfunction

 No hot water

 An unsecured entry or window



RESIDENT COMPLAINTS

Noise complaints are the most difficult complaints to document and enforcing our policies concerning these types of complaints is extremely challenging.

 Lease Violation – It is vital that the resident being complained about is notified in writing* each time a complaint is received. Of course, a telephone or in-person conversation is also recommended and must also be documented on the CONVERSATION LOG. (SunRidge form)

 Eviction – When a resident has not corrected a policy violation after three written notifications*, an eviction must be filed.

If three or more separate violations occur within a thirty-day period, eviction proceedings should be initiated.

*NOTE: All communities in Texas use the Texas Apartment Association (TAA) NOTICE OF LEASE

VIOLATION. Print from the computer or copy from the Texas Apartment Association Redbook. If your community is not in Texas, contact your AVP for the appropriate lease violation notice.

Review the Conversation Log in the Sample Forms section.



ACCEPTANCE OF RESIDENT PACKAGES

PACKAGE RELEASE LOG

Any resident requesting a package for pick-up should be asked to provide you with a delivery notice.

Prior to releasing the package(s), the PACKAGE LOG (SunRidge form) must be completed. No package should be disbursed without documenting the package ID number, date, verifying the resident’s ID and obtaining the Residents signature. All packages delivered to the office should be promptly placed in a locked area until disbursed.

PACKAGE STORAGE

The procedures below should be followed when accepting packages for residents:

 Ensure each package is secured behind locked doors immediately upon receipt.

 When a resident arrives at the office to pick up his or her package, the employees should review the delivery receipt with the resident, verify the resident’s ID and retrieve the package for the resident. Residents should never be allowed to hand select their deliveries.

 Review the PACKAGE LOG weekly. Send a notice to each resident whose packages have not been picked up. If packages are not picked up in a reasonable time, they may be returned to the sender.

Review the Package Log in the Sample Forms section.



GOVERNMENT OFFICIALS PROCEDURE

If a law enforcement agent requests information on any resident or requests entry into an apartment for which he or she does NOT have a Search Warrant, Arrest Warrant, Subpoena or Court Order, you should refuse to cooperate with the request. It is SunRidge policy to deny access – and it is not a violation of any law to refuse to cooperate – without proper documentation.

If a law enforcement agent wants information on any resident or requests entry into an apartment for which he or she does have a Search Warrant, Arrest Warrant, Subpoena or Court Order:

 Complete the CONFIDENTIAL INVESTIGATION REPORT form (SunRidge form). Obtain official’s signature.

 Manager should sign and date.

 Upon completion, please forward all original records of request to your AVP. Retain a copy on site.

If you have any questions, please contact your AVP.

Review the Confidential Investigation Report in the Sample Forms section.



LEASE RENEWALS

Lease renewal rates and programs are to be set on a monthly basis in cooperation with your AVP.

As with new lease programs, Fair Housing and discrimination laws must be considered. All residents must be treated in a consistent, objective manner. Renewal rates must be set on a definable basis.

Some examples of acceptable rate formulation criteria are:

 All residents renewed at the same rate; or

 All residents renewed at a set dollar amount increase over their current lease rate; or

 All residents renewed at a percentage increase over their current rate; or

 “Floor” or “ceiling” rates may be established in conjunction with set or percentage increases; or

 Renewals may be approached based on defined lease expiration date, geographic or floor plan criteria; e.g. “A-1 and A-2 floor plans with expiration dates between 10-10 and 12-10 in

Section 3 of the property.”

The LEASE RENEWAL WORKSHEETS must be reviewed and approved by your AVP and should be documented in writing for your protection should a discrimination claim arise due to a rate increase or decrease.

For a complete explanation of lease renewals, see The Manager’s Book.

RENEWAL LETTERS

Each Community will generate Renewal Letters (SunRidge forms) a minimum of 45 or 65 days, depending on the terms of the resident’s Lease Contract.

Renewal letters will be produced by each property by the 25 th of the month. The Manager should verify letters for accuracy and promptly deliver to the resident. Retain one copy for resident file and follow up.

PREPARING THE RENEWAL LEASE

Lease renewals are printed from the computer. Use the official form. (Texas Communities use TAA forms.) SunRidge policy is to use a new 6 page lease contract (TAA form) for all renewals. The one page renewal form (TAA form) is not to be used.

 Verify the security deposit on the original lease and with the computer Ledger Card. Do not rely on the previous lease.

 Insert “NA” in the prorated rent blank.

 Review the Resident File to ensure all current documents have been signed. If changes have been made, prepare the new document for the Resident(s) to sign upon renewal.

 Review all forms with the Resident(s).

 Give the Resident(s) an original copy of all signed documents.

Review the Sample Renewal Letters in the Sample Form section.



APARTMENT TRANSFERS

A TRANSFER POLICY AGREEMENT (SunRidge form) is required whenever a resident moves from one apartment to another within the apartment community or transfers to another company property during a lease term.

The following general rules apply to transfers:

 A resident may only transfer if he or she has complied with the lease terms in his or her lease.

 Resident must be in current apartment for at least 6 months.

 The Manager must walk the current apartment to evaluate its condition and assess damages before authorizing the transfer.

 TRANSFERS AT THE END OF A LEASE: A resident may transfer after his or her current lease term has expired if the resident pays a new security deposit for the new apartment he or she has chosen. The original security deposit will be processed as if the resident has moved out and will be refunded provided there are no cleaning and damage charges. (The Resident is not charged a transfer fee if moving into a different apartment at the end of his/her lease term and does not have to complete the TRANSFER POLICY AGREEMENT.)

 TRANSFERS DURING A LEASE TERM: A resident may transfer before his or her current lease term has expired if the resident agrees to pay the new security deposit and non-refundable transfer fee of $175.00. The resident’s original security deposit will be processed as if he or she moved out. The resident must complete the TRANSFER POLICY AGREEMENT.

The TRANSFER POLICY AGREEMENT should be prepared at the time the resident chooses his or her new apartment. The resident will pay the transfer fee and new security deposit at that time. The resident will pay rent on his or her new apartment, receive the keys and listen to the lease brief on the day the resident is scheduled to actually move to the new apartment.

RESCREENING

 All residents transferring, for ANY reason, must be rescreened.

 Rescreening CANNOT be overridden, as information may have changed since their last screening.

Residents should be allowed a 24-hour grace period to move from the old apartment to the new apartment.

Review the Transfer Policy Agreement in the Sample Forms section.



MOVE-OUT PROCEDURES

MOVE-OUT NOTICE GUIDELINES

When a resident comes into the office to give move-out notice, it is mandatory to pull the lease folder to check the lease dates. Make sure the lease is about to or has expired.

When a resident wants to move out, ask the resident to complete the RESIDENT’S NOTICE OF INTENT

TO VACATE (In Texas, use the TAA form). When completing this form, the resident must include his or her new forwarding address and sign the form. The resident must also give the reason for giving notice.

Give the resident a copy. (The TAA form perforates at the bottom. Make a copy of the entire form before tearing off the Resident’s portion.) Refer the resident to the Resident Handbook for Move-Out Cleaning

Instructions and written instructions on move-out procedures.

If the resident leaves a move-out letter in the night drop, call the resident and request that he or she come in to fill out the official form. If they do not do so, complete the Resident’s Notice of Intent to

Vacate and attach the Resident’s written notice. Write “see attached” where the Resident would typically sign. Make a copy of everything and immediately hand-deliver a copy to the resident.

ALWAYS ask the resident’s reasons for wanting to move. Reasons for moving can help you and other members of the leasing team determine how to better serve other residents at your community or enable you to take action that might save the Resident. Do everything within your power to keep the

Resident!

WHEN THE LEASE HAS BEEN FULFILLED

 The resident must give a full 30- or 60-day written notice (as required by their lease) on the notice to vacate form.

 All rent due through the move-out date must be paid, including any outstanding balances due.

(Example: If a resident intends to move out on the 8 th of the month after his or her lease expires, explain that eight days of prorated rent will be due on the 1 st of that month.)

 The resident’s apartment must be left clean, in accordance with the Move-Out Cleaning

Instructions in the Resident Handbook.

 All keys, remotes and other entrance devices must be returned.

 All other property items must be returned (e.g., car stickers, personal access cards, transmitters).

 The resident MUST leave a forwarding address and a telephone number which must be entered into the computer before the FINAL ACCOUNTING STATEMENT (FAS).

 The resident will be notified within 30 days of move out about the disposition of the security deposit. (Texas law) Any remaining charges or damages will be charged against the security deposit.

Review the Resident Handbook and Move-Out Cleaning Instructions in the Sample Forms section.



WHEN THE LEASE IS BROKEN AND NOTICE IS NOT GIVEN

The following guidelines apply to move-outs when the resident is breaking his or her lease and/or a 30- or 60-day notice was not given:

 The resident is responsible for paying rent for the entire 30 day notice.

 The resident is responsible for paying the Reletting Fee equal to 85% of one month’s rent. (In

Texas, see page 1 of the TAA lease for the exact amount.)

 The resident is liable for the lease term fee, which will be equal to one month’s actual rent.

 Any rent discounts or concessions the resident received during that lease term must be charged back to the resident.

 The security deposit will be applied to any monies owed.

 Send the resident a LEASE BREAK letter (SunRidge form).

RECORDING THE MOVE-OUT NOTICE

After the resident has left the office, the move-out notice must be entered on the appropriate weekly reports (Manual Properties Only) and/or entered into the computer. Ensure the forwarding address and telephone numbers are correct.

FINAL MOVE-OUT PROCEDURE

 After the resident has vacated the apartment, make sure that all keys, gate cards, transmitters, remotes, etc. are collected and recorded on the Move-In/Move-Out Inventory & Condition Form

(TAA form).

 Inspect the apartment after move-out. If possible, do so with the vacating resident. The moveout portion of the Move-In/Move-Out Inventory & Condition form must be completed at this time.

(This must be completed before the FINAL ACCOUNT STATEMENT (FAS).

 The FINAL ACCOUNT STATEMENT (FAS) is to be completed immediately, but no later than 7 days after the resident has vacated the apartment. All FAS’s completed for the week are to be recorded on the FAS recap sheet and sent to the corporate office along with all required backup.

For a list of backup required for each FAS refer to the SunRidge Resources webpage.

Review the Sample Lease Break Letter in the Sample Forms section.



CHANGE MOVE-OUT DATES

 A resident may change his/her scheduled move-out date only if the change does not interfere with the make-ready efforts for a pre-lease. Rent for the additional days of occupancy must be paid at the time the change is made.

 The resident must come to the office so that he or she can initial the change on the notice to vacate form.

 All office records must be changed to reflect the new move-out date.

 If the resident wishes to cancel the notice to vacate, they may do so. This change must be submitted in writing. If the apartment has been pre-leased, the applicant must be contacted immediately. If possible, provide the applicant with another apartment. If the applicant refuses the change in apartments, you must cancel their application and refund the applicant’s deposit.

 If a resident does not move out on the date specified on the notice to vacate, holdover rent plus damages will be incurred by the resident. In Texas, refer to the “Holdover” section of the

“Default by Resident” paragraph of the TAA lease. The holdover resident will be charged a 25% increase over the current rent. If the new applicant has signed his/her lease, the holdover resident will be responsible for paying that entire lease term. The resident may not pay prorated rent upon holdover; a full month’s rent will be due at the beginning of each month.

 The current notice to vacate will be void and a new 30- or 60-day notice (as outlined in the lease) is required.

When a resident declares that he or she intends to move, correct procedures must be followed to ensure good resident relations.



ROOMMATES

Roommates must meet the RENTAL QUALIFICATION GUIDELINES. Deposits paid by roommates are considered apartment security deposits, not individual security deposits. Roommate security deposits will be refunded in one check, made out to all persons on the lease; how the security deposit refund is dispersed is left up to the roommates.

Any time roommate status changes, the LEASE CONTRACT AMENDMENT TO ADD OR CHANGE A

ROOMMATE DURING LEASE TERM form must be completed. (Texas only. Properties in other states should contact the AVP.) The “Security Deposit” paragraph of this addendum lists options as to how the security deposit will be handled. Contact your AVP for instructions on how to handle the security deposit.

If only one roommate decides to move out, the vacating roommate must complete the RESIDENT’S

NOTICE OF INTENT TO MOVE OUT (TAA form).

If a new roommate is to move in, this individual must qualify as a new resident: complete the rental application, pay the non-refundable application and/or administration fee(s), pay a security deposit (if applicable) and meet all RENTAL QUALIFICATION GUIDELINES. Although the LEASE CONTRACT

AMENDMENT TO ADD OR CHANGE A ROOMMATE DURING LEASE TERM form does not require it, a new lease should be prepared for all existing residents to sign.

If no new roommate moves in, the vacating roommate’s name is to be removed from the lease. This change must be initialed by all roommates. The remaining roommate(s) must qualify on income for the apartment without the exiting roommate.

Review the Rental Qualification Guidelines in the Sample Forms section.



MOVE-OUT INVENTORY & CONDITION FORM

When a resident moves out, the MOVE-IN/MOVE-OUT INVENTORY & CONDITION FORM (TAA form) must be completed and maintained as part of the resident’s permanent file. For best results, our employee should walk the apartment with the resident.

Print a blank Inventory & Condition form (TAA form) from the computer for that apartment. Check the

“Move-Out Condition” box.

A complete description accurately describing the condition of the apartment should be noted on each line of the form. If the apartment does not have the applicable room or applicable amenities, N/A should be inserted on the appropriate line.

If the resident walked the apartment, have him or her sign the form. The SunRidge representative walking the apartment with the resident signs also. A copy is given to the resident.

Any charges should be completed by the Manager making the final inspection of the apartment immediately after move-out. These same charges will appear on the FINAL ACCOUNT STATEMENT (FAS) form.

In situations where charges are excessive or may be questioned, take pictures of the move-out to document the condition of the apartment.

Remember – one picture is worth a thousand words!



SECURITY DEPOSIT DISPOSITION / FINAL ACCOUNT STATEMENT

The disposition of a vacating resident’s security deposit must be handled immediately upon move-out. By law, the resident must receive notification of this disposition within 30 days (according to Texas law) or the Landlord may be held liable for paying 3 times the actual deposit amount plus 1 month’s rent.

ASSESSING DAMAGES

Our company’s cleaning and damage policy is designed to assess charges on a reasonable and fair basis.

These charges must be detailed and documented on the Inventory & Condition form. If there are significant charges, document these charges with photographs.

The following are guidelines for determining the difference between “reasonable wear and tear” – that cannot be charged back to the resident – and damages we can charge back to the resident:

Cleaning The resident should make a reasonable effort to clean the apartment, all appliances and carpet.

Painting After 12 months, it is expected that the walls will need to be painted. If conditions exist that increase the cost of painting, the difference should be charged to the resident. If occupancy is less than 6 months and it is determined that the apartment must be painted, a prorated portion of the paint job should be charged to the resident.

Damages Presumably, all correctable problems were taken care of prior to the resident’s occupancy and any existing damage was noted on the Inventory & Condition form. In general, if a repair would have been made at no charge to the resident while he or she occupied the apartment, you should not charge the resident on move-out. However, if damage is the result of resident negligence – e.g., a water leak that was allowed to continue without notifying Management, thereby increasing the damage – the damage cost should be charged to the resident.

Carpet Carpets are expected to remain in good condition for a minimum of 5 years with proper care. When assessing carpet replacement charges, you must know when the carpet was replaced last. If the carpet was new when the resident moved in, you may charge the prorated cost of the carpet (based on a 5 year carpet life) minus the number of months the resident lived in the apartment. If the carpet was not new when the resident moved in, you may only charge the prorated amount of the remaining life of the carpet, based on a 5 year carpet life.

It is very important to keep carpet invoices and note on the Inventory & Condition form when the carpet is replaced. To figure the monthly prorate amount of carpet, divide the cost of the carpet by 60 (months of expected carpet life). This is the monthly prorated amount of the carpet. Then multiply the monthly carpet prorate by the number of months you may charge for based on the above explanation.

The amount of any charge-back must be based on the actual cost to the community. (See charges listed under the “Move Out Cleaning Instructions” section of the Resident Handbook.) Whenever possible, attach actual invoices to prove charges. Do not forget to calculate the man-hours of your staff if charged repairs are made in-house. Per the Resident Handbook, charges not listed will be charged at cost plus 5% labor charges. If you have any questions, please contact your AVP.



FINAL ACCOUNT STATEMENT RECAP

1.

Start each accounting month with Transmittal #1. Continue numerically until the final disposition of the month. The following month starts over again with Transmittal #1. Record transmittal numbers as follows: year, month, transmittal number. Example: 20060401

2.

Write ‘FINAL” across the last transmittal of the month.

3.

List apartment numbers in numerical order.

4.

Be certain your addition is correct across the Recap as well as up and down. Double check everything!

5.

Carry totals forward from #1 to #2 and so on until month-end.

6.

Month-to-date totals should equal forfeited and refunded on your computer-generated close-out report.


RENT COLLECTION / EVICTION

BANKING PROCEDURES

1.

MONEY MUST BE POSTED DAILY

2.

BANK DEPOSITS MUST BE MADE DAILY BEFORE 3PM!

Remember: Each time a check is received from a prospect or a resident, you must verify that the numerical amount and the written amount match exactly.

Legally, the written amount is the correct amount and the bank will pay accordingly. If these amounts differ, an office employee must notify the individual of the error and request a new check be issued to replace the incorrect check. If this is done prior to the check being deposited, it can save your community

– and the individual – time and the risk of additional charges.

Revised 04/27/2010 Operations Manual: Rent Collection / Eviction 1 of 14


COLLECTION POLICY

Monthly rent collection is one of the most vital functions performed by the Property Management personnel. The importance of ensuring that revenues from residents are collected expeditiously cannot be overemphasized.

Each employee accepting payments in the following forms is directly responsible for issuing a written

SunRidge-approved receipt for the monies received if requested by the resident. (Request a SunRidge receipt book from the Corporate Office.) Retain a copy of the receipt for your records. The following are acceptable forms of payment:

• Personal Check (only accepted on or before the 3 rd of the month)

• Cashier’s Check

• Money Order

• Traveler’s Check

• Credit Cards (on selected sites)

• ABSOLUTELY NO CASH

Rent is due and payable no later than the third (or RIS date) of each calendar month.

NOTE: The Collection Schedule on the following page is designed to comply with Texas law. If your property is not located in Texas, comply with the laws in your state or contact your AVP.



COLLECTION SCHEDULE

DAY OF THE MONTH COLLECTION ACTIVITY

3 rd Telephone Resident (see Telephone Collection, below)

4 th (or RIS late date)

7 th

Post NOTICE OF INTENT TO TERMINATE RIGHT OF OCCUPANCY IF RENT,

UTILITIES OR OTHER SUMS ARE NOT PAID (TAA form); post NOTICE OF

INTENT TO EXERCISE CONTRACTUAL LANDLORD’S LIEN (TAA form); For all-bills-paid communities, post ADVANCE NOTICE OF INTENT TO CUT OFF

NON-SUBMETERED, NON-ALLOCATED ELECTRICAL SERVICE (TAA form)

Exercise the lien; post NOTICE TO VACATE FOR NON-PAYMENT OF RENT,

UTILITIES OR OTHER SUMS (TAA form)

8 th File eviction with the Justice of the Peace or contact your AVP.

If these dates fall on a weekend or holiday, exercise of the collection action may be deferred until the next regular business day. Refer to the property calendar located on the SunRidge resources webpage.

All residents in the same situation must be treated the same. For instance, if you are implementing lockout procedures, all residents who have not paid rent must be locked out.

In Texas, the TAA Redbook contains step-by-step instructions on how to lawfully execute the above procedures. Consult the Redbook before performing any action with legal ramifications. You should also call your AVP.

TELEPHONE COLLECTION

Every resident who is delinquent with rental payments or other charges must be contacted by telephone.

These calls should begin on the 3 rd and continue daily until a conversation occurs with the resident and a commitment to pay or move has been established. Always document the conversation on the

CONVERSATION LOG (SunRidge form) in the resident’s lease file.

Certain telephone procedures must be followed:

• You may leave a message on an answering machine or with a co-worker or anyone answering the phone, but you may not indicate that your call concerns a delinquent payment.

Simply leave a message with your name and phone number and a message to return the phone call as soon as possible.

• When you discuss payment with a resident, make sure that the resident understands the collection procedures. Explain to the resident that he or she will continue to receive written notification as you are required to do.

Review the Conversation Log in the Sample Forms section.



NOTICE TO VACATE

The NOTICE TO VACATE FOR NON-PAYMENT OF RENT, UTILITIES OR OTHER SUMS (TAA form) is commonly called a 3-Day Notice. SunRidge gives residents 3 days to comply although the lease indicates that only 24 hours are necessary. Since many Justices of the Peace insist on 3 days, we allow 3 days.

This form must be completed in duplicate (or photocopied). The original is taped to the inside of the resident’s main entry door to the apartment.

If you cannot gain entrance to the apartment, the notice must be mailed by certified mail and regular mail. The receipt must be maintained. In the case of an eviction trial, the certified mail receipt will have to be presented. If you mail the notice by certified mail, you must wait 4 days before proceeding with eviction.



LATE FEES

Refer to the approved RIS for your property, the Lease Contract and the Resident Handbook for appropriate late fee rates and dates for your property.

Typically, late fees begin after midnight of the 3 rd . The first duty of the day on the 4 th time must be considered late and applicable late fees begin.

of the month is to check the rent drop box and date stamp all rent checks in the rent drop box. Any rent collected after that

The initial late fee, typically due on the 4 th , is $50 plus $10 for each additional day the rent is late.

All late fees must be applied equally. SunRidge policy is to NEVER waive late fees.

Since a few properties differ on the dates and amounts, contact your AVP for verification if you have questions.



LOCKOUTS

Lockouts are a legal method utilized to force discussion of a rental problem face-to-face with a resident.

The lockout procedures must be followed carefully to avoid the risk of liability. This lockout procedure complies with Texas law. If your property is not located in Texas, comply with the laws in your state or contact your AVP.

LOCKOUT PROCEDURES

• If you have not been able to discuss the problem with the resident and arrange for payment, serve the resident an ADVANCE NOTICE OF INTENT TO EXERCISE LOCKOUT RIGHTS (TAA form) on the 4 th of the month.

This form must be taped to the inside of the front door of the apartment.

• Three days later, on the 7 th of the month, proceed with the lockout. This may be done by (a) changing the lock or (b) installing a lockout device over all exterior doorknobs. Make sure all windows and sliding glass doors are locked.

• Tape the NOTICE OF ACTUAL LOCKOUT FOR NON-PAYMENT OF RENT (TAA form) securely to the outside of the front door. The resident must be allowed to gain access at any time of the day or night even though he or she may not pay the past-due charges.

• Notify the staff person who will be on call after hours that a lockout is in progress. An employee of SunRidge Management must meet the resident within 2 hours (any time, 24 hours a day) of the resident’s request to allow access to the apartment.

• At the time of access, make arrangements with the resident to pay rent. Explain further rent collection attempts to the resident at that time.

• If the resident is not present at the time the SunRidge employee shows up to allow access, the

NOTICE THAT RESIDENT WAS NOT PRESENT TO OBTAIN NEW KEY AFTER STATUTORY

LOCKOUT (TAA form) must be taped securely to the outside of the resident’s front door.

• If the resident breaks into his or her apartment, the resident will be liable for all damages and repairs.

• By law, a resident can only be locked out once during a rent payment period (once a month).

You cannot exercise lockout with anyone inside.

This procedure is legal in Texas, but all other states must abide by the laws of that state. If you have questions, contact your AVP.



LANDLORD LIEN

The exercise of contractual lien is thoroughly discussed in the TAA Redbook. Review the Redbook article,

“Recommended Landlord Lien Procedures,” the Lease Contract and Section 54.04 of the Texas Property

Code before filing and executing a lien.

The Contractual Lien in Texas is exercised when the resident has not paid rent as agreed to force a faceto-face meeting with the resident and/or to collect rent when you have reason to believe a resident is moving without notice or rent payment.

PROCEDURES FOR EXERCISING A LANDLORD LIEN

1.

Proceed to the apartment with a witness. You will need a blank NOTICE OF EXERCISE OF

CONTRACTUAL LIEN (TAA form). Optionally, you can take a camera.

2.

Select the lien items. Do not seize exempt items. (Exempt items are listed in the Redbook article, “Recommended Landlord Lien Procedures.”)

3.

Complete a detailed inventory of the lien items and indicate the condition on the lien form.

Photographing the lien items is optional.

4.

Do not take damaged or leased merchandise.

5.

Leave one copy of the lien notice and inventory taped to the inside of the apartment door.

6.

Safely store the items with a copy of the notice attached.

7.

If the resident pays the outstanding balance:

1.

The resident must pay the outstanding balance with cashier’s check or money order.

2.

If you took photographs, staple them to a copy of the Lien Notice and file in the Landlord’s

Lien Inventory file located in the miscellaneous files.

The RELEASE OF ITEMS HELD UNDER CONTRACTUAL LIEN (SunRidge form) must be signed by the resident and a witness before returning the lien items.

3.

The lien items can ONLY be released to a resident who signed the lease and the resident must make his or her own arrangements to pick up the items. (Do not have the resident meet you at the lien room. It is best that residents do not know where lien items are stored.)

4.

Give the resident a copy of the signed release and maintain a copy for the office.

5.

File the original release in the resident’s lease file and a copy in the Landlord’s Lien Inventory

File.

Review the Release of Items Held Under Contractual Lien in the Sample Forms section.



If the resident moves out and does not pay all monies due:

1.

Prepare the SECURITY DEPOSIT DISPOSITION/FINAL ACCOUNT STATEMENT with all applicable charges including storage fees of $30.

2.

Mail 2 copies of the NOTICE OF SALE OF RESIDENT’S PROPERTY (TAA form), one by regular mail, and one by certified mail, return receipt requested. Place a copy in the Landlord’s Lien file.

3.

Advertise the sale at least one week prior to the date with signs at the mail and laundry areas.

4.

Sell the items to the highest bidder. Give buyers a BILL OF SALE TO BUYER (TAA form).

5.

Staple the bills of sale, a copy of the NOTICE OF CONTRACTUAL LIEN and the NOTICE OF

SALE together and place in the Landlord’s Lien file.

6.

Revise the SECURITY DEPOSIT DISPOSITION/FINAL ACCOUNT STATEMENT to reflect credit from the sale of the items and deposit the proceeds.

NOTE: It is SunRidge policy that no lien items are to be stored off site or removed from the office or property without the VP's written consent. Employee’s are not authorized to remove any personal items left behind in vacant apartments or personal items set outside of an apartment after a Writ of Possession from the property. Employee’s, their relatives or any SunRidge Management Group, Inc. affiliate is not eligible to purchase any personal property left behind by a resident, including items in a lien sale, at any

SunRidge managed community.



ABANDONMENT

According to the Texas Apartment Association, an apartment is legally classified as abandoned when all of the following have occurred:

1.

Everyone appears to have moved out in our reasonable judgment;

2.

Clothes, furniture and personal belongings have been substantially removed in our reasonable judgment;

3.

The resident has been in default for non-payment of rent for 5 consecutive days or water, gas or electric service for the apartment (not connected in our name) has been terminated or transferred and;

4.

The resident has not responded for 2 days to the NOTICE OF ABANDONED DWELLING left on the inside of the main entry door.

Before any action is taken, the situation must be discussed with your AVP. Refer to the TAA Redbook or the laws of your state.

After the NOTICE OF ABANDONED DWELLING (TAA form) has been posted on the inside of the main entry door, wait for 2 days. If the resident has not made contact the apartment can be cleaned out and made ready for leasing.

Before clean up begins, take pictures of the apartment in its current condition and inventory all items.

The law says that you may throw away items which have no apparent value. Be careful and use common sense. If items are thrown away, note on the inventory and attach pictures.

Complete the NOTICE OF SALE OF RESIDENT’S PROPERTY (TAA form) and mail it to the last known address of the resident, which is that apartment. Please note that 2 copies must be mailed: one by regular mail and one by certified mail. Keep the certified mail receipt and a copy of the form in the resident’s file.

Box up and carefully store the valuable items for a minimum of 30 days after the NOTICE OF SALE OF

RESIDENT’S PROPERTY (TAA form) has been mailed.

Exercise good business judgment when selling resident property. Try to get the highest possible dollar amount for each item. Provide each buyer with a BILL OF SALE TO BUYER (TAA form) and keep a copy in the resident’s lease file along with the inventory and pictures.

It is SunRidge policy that no lien items are to be stored off site or removed from the office or property without the VP's written consent. Employees are not authorized to remove any personal items left behind in vacant apartments or personal items set outside of an apartment after a Writ of Possession from the property. Employee’s, their relatives or any SunRidge Management Group, Inc. affiliate is not eligible to purchase any personal property left behind by a resident, including items in a lien sale, at any SunRidge managed community.

After the sale of the items, revise the FINAL ACCOUNT STATEMENT (FAS), crediting the resident’s account with the proceeds from the sale.

INVENTORY EVERYTHING AND TAKE PICTURES!



EVICTION

These guidelines apply to Texas. All other states must adhere to the laws of their state or contact your AVP.

Causes for eviction:

• Rent or other amounts due are not paid on time

• Residents, occupants or guests violate the Lease Contract, apartment rules, fire/safety/health laws or criminal laws (regardless if arrested or convicted)

• The apartment is abandoned

• Resident gives false information on the application

• Resident or occupant is arrested, charged, detained, convicted or given deferred adjudication or pretrial diversion for a felony offense or any sex-related crime (including misdemeanors)

• Illegal drugs and/or paraphernalia are found in the Resident’s apartment

• Resident or any occupant, in bad faith, makes invalid complaints to utility companies or governmental entities

Documentation on all instances by the Manager is mandatory in order to support a case in court.

THE EVICTION PROCESS

Before any eviction proceeding is initialized, please contact your AVP. In some areas, eviction for nonpayment of rent does not require legal representation. In others it is advisable. Your AVP will brief you on exactly which steps to take. Usual steps before eviction are as follows:

• Serve a TAA NOTICE TO VACATE. The reason for the eviction will determine which form to use.

Check the TAA Redbook Index under “Eviction” to determine which form to use under certain circumstances. For example, if a resident is being evicted for non-payment of rent the NOTICE

TO VACATE FOR NON-PAYMENT OF RENT, UTILITIES OR OTHER SUMS form would be used. If a resident is being evicted for a non-rent issue, the NOTICE TO VACATE FOR NON-DELINQUENCY

BREACH OF LEASE would be used. Contact your AVP for questions and/or clarification.

• Tape a copy to the inside of the resident’s main entry door and place a copy in the resident’s lease file. The form dictates the time frame in which the resident must vacate the apartment or contact the Management Office for payment.

• Specific legal requirements will dictate how the notice is to be prepared. Do not evict anyone without reading the article, “Recommended Eviction Procedures for Non-Payment of Rent or For

Holding Over,” in the TAA Redbook.

In all cases, all eviction proceedings must be applied equally to all residents.



EVICTION PROCEDURES

If a resident fails to pay all delinquent rent and late charges after receiving the notice to vacate, eviction proceedings must be initiated. Initiating an eviction consists of five key elements:

• Official written notice to resident.

• Filing a Forcible Entry and Detainer suit (eviction law-suit) in J.P. Court.

• Making a court appearance

• If owner wins, the constable will evict within 5 days.

FILING A FORCIBLE ENTRY AND DETAINER SUIT

Before you go to court to file an eviction you need to determine if the resident is a member of the Armed

Forces. You will be required to complete an AFFIDAVIT OF MILITARY STATUS OF DEFENDANT(S) (TAA form), testifying if the resident is a member of the Armed Forces.

Three days after the resident has been served with the notice to vacate and all efforts to resolve the problem have been exhausted, you should file a “Forcible Entry and Detainer” suit, in triplicate, in J.P.

Court for possession. The suit must be notarized when it is filed.

At the time of filing, a tentative court date will be set, typically 7 to 10 days later. This date will be contingent upon the service of the citation by the Court Constable. The court will contact the Manager with a confirmed court date.

MAKING A COURT APPEARANCE

A representative of your property must be in attendance on the court date in order to receive a favorable judgment. When appearing in court, adhere to the following policies:

• Take to court all rental history documentation including the lease, the ledger card or computerized resident history and a copy of the notice to vacate.

• Do not volunteer any information in court. Answer only questions posed by the judge. In theory the only relative question is, “Is this resident’s rent past due and delinquent?”

If the judgment is granted in favor of the resident, discuss the particulars with your AVP for a decision relative to appealing the court ruling.

If judgment is granted in favor of your property, and the resident does not move within 5 working days of the judgment date, you will be authorized to file a Writ of Possession in J.P. Court.

FILING A WRIT OF POSSESSION

If the resident does not move out after you’ve filed the eviction you will have to force the eviction. Return to the presiding Evictions Justice Clerk and file a Writ of Possession. The writ, which will be posted by the Constable on the resident’s apartment door, will allow the resident 24 hours to move prior to forcible entry.



After filing the writ, you will be contacted by the Constable’s office to coordinate a time to remove the resident’s belongings from the apartment. The constable will act as the keeper of peace during the forcible entry possession.

FORCIBLY EVICTING THE RESIDENT

When forcibly evicting the resident, adhere to the following policies:

• Contact your AVP for specific instructions.

• Have ample personnel available for forcible eviction. The Constable will only supervise the eviction.

• Do not store the resident’s belongings for any reason. Set all the resident’s belongings on the street curb.

• Change locks on the resident’s apartment IMMEDIATELY after completing the forcible eviction.

NOTE: It is SunRidge policy that no lien items are to be stored off site or removed from the office or property without the VP's written consent. Employee’s are not authorized to remove any personal items left behind in vacant apartments or personal items set outside of an apartment after a Writ of Possession from the property. Employee’s, their relatives or any SunRidge Management Group, Inc. affiliate is not eligible to purchase any personal property left behind by a resident, including items in a lien sale, at any

SunRidge managed community.



NOTICE OF LEASE VIOLATION

Any time a complaint is received on a resident, send the resident an official NOTICE OF LEASE

VIOLATION (TAA form).

It is SunRidge policy that after any resident has received 3 unresolved NOTICES OF LEASE VIOLATIONS the resident may be evicted. Consult your AVP before evicting any resident for lease violations.

When delivering a lease violation notice to a resident, make a copy of the notice and maintain in the resident’s file. Any correspondence you have with the resident or the complainant regarding the complaint must be documented in the resident file.

NOTICE TO VACATE AT END OF LEASE TERM OR RENEWAL PERIOD

If you do not wish to renew a lease at the end of a resident’s lease term, deliver the ADVANCE NOTICE

OF LEASE TERMINATION AT END OF LEASE TERM OR RENEWAL PERIOD (TAA form) to the resident.

This notice must be delivered within the same time frame as the resident is required to give written notice to vacate. In other words, if your residents are required to give a 30-day notice to vacate, you are required to deliver our notice to vacate 30-days prior to the end of the lease term.



NON-SUFFICIENT (NSF) CHECKS

When a check is returned to your community for any reason, a NOTICE TO ISSUER OF BAD CHECK OR

REJECTED ACH DRAFT (TAA form) must immediately be hand-delivered to the resident. If the resident is not home, you are to tape this notice inside the resident’s main entry door to the apartment.

Policies regarding NSF checks are as follows:

• It is against company policy to run a resident’s check through the bank twice. Another personal check cannot be accepted to cover a returned check. Therefore, payment MUST be made with a money order or cashier’s check.

• Consult the Lease Contract for correct NSF fees for each resident. You must always check that resident’s lease to ensure what the NSF fees are for that particular resident. There is no latitude in this policy. If a policy has changed, a resident’s NSF fee may be different than what is currently being charged.

• After a resident has written 2 NSF checks, he or she will be required to make rental payments either by a money order or cashier’s check for the remaining term of that resident’s lease or future leases or until otherwise approved by your AVP. No personal checks will be accepted by that resident. Send the resident the NOTICE OF NON-ACCEPTANCE OF PERSONAL CHECKS

(SunRidge letter, end of section).

• If the resident does not redeem the non-sufficient check within 24 hours, a second NOTICE TO

ISSUER OF BAD CHECK OR REJECTED ACH DRAFT (TAA form) must be taped inside the resident’s main entry door. If the resident does not respond to the second notification within 24 hours, follow standard eviction procedures.

• If a resident moves out and fails to redeem an NSF or stop-payment check, the check must be turned over to the District Attorney for collection. Consult your AVP and city officials for proper procedure.

• All checks returned, for any reason, will be charged a returned check charge and all appropriate late fees which must be paid in full when redeeming the returned check.


SAFETY

SAFETY POLICY STATEMENT

Safety and health in our business must be a part of every operation. Without question safety is every employee’s responsibility at all levels.

This company intends to comply with all laws. To do this we must constantly be aware of conditions in all work areas that can produce injuries. No employee is required to work at a job he or she knows is not safe or unhealthy. Your cooperation in detecting hazards and, in turn, controlling them is a condition of your employment. Inform your AVP immediately of any situation beyond your ability or authority to correct.

The personal safety and health of each employee of this company is of primary importance. The prevention of occupationally-induced injuries and illnesses is of such consequence that it will be given precedence over operating productivity whenever necessary. To the greatest degree possible, management will provide all mechanical and physical facilities required for personal safety and health in keeping with the highest standards.

We will maintain a safety and health program confirming to the best practices of organizations of this type. To be successful, such a program must embody the proper attitudes toward injury and illness prevention on the part of Managers and employees. It also requires cooperation in all safety and health matters, not only between Manager and employee, but also between each employee and his or her coworkers. Only through such a cooperative effort can a safety program in the best interest of all be established and preserved.

Our objective is a safety and health program that will reduce the number of injuries and illnesses to an absolute minimum, not merely in keeping with, but surpassing the best experience of operations similar to ours. Our goal is zero accidents and injuries.

Our safety and health program will include:

• Providing mechanical and physical safeguards to the maximum extent possible.

• Conducting a program of safety and health inspections to find and eliminate unsafe working conditions or practices, to control health hazards, and to comply fully with the safety and health standards of every job.

• Training all employees in good safety and health practices.

• Providing necessary personal protective equipment and instructions for its use and care.

• Developing and enforcing safety and health rules and requiring that employees cooperate with these rules as a condition of employment.

• Investigating, promptly and thoroughly, every accident to find out what caused it and to correct the problem so that it will not happen again.

Revised 04/27/2010 Operations Manual: Safety 1 of 10

SAFETY

We recognize that the responsibilities for safety and health are shared:

• The employer accepts the responsibility for leadership of the safety and health program, for its effectiveness and improvement, and for providing the safeguards required to ensure safe conditions.

• AVPs are responsible for developing the proper attitudes toward safety and health in themselves and in those they supervise, and for ensuring that all operations are performed with the utmost regard for the safety and health of all personnel involved, including themselves.

• Employees are responsible for cooperating wholeheartedly and genuinely with all aspects of the safety and health program including compliance with all rules and regulations, and for continually practicing safety while performing their duties.

CODES OF SAFE PRACTICES

• All employees of this company will follow these safety practice rules, render every possible aid to safe operations, and immediately report all unsafe conditions or practices to their Manager or AVP.

• AVPs will insist that employees observe and obey every rule, regulation and order necessary to the safe conduct of the work, and will take such action necessary to obtain compliance.

• All employees will be given frequent accident prevention instructions. Instructions, practice drills and articles concerning workplace safety and health will be given at least once every month.

• Anyone known to be under the influence of alcohol and/or drugs will not be allowed on the job while in that condition. Persons with symptoms of alcohol and/or drug abuse are encouraged to discuss personal or work-related problems with their Manager or AVP.

• No one will be permitted or required to work while his or her ability or alertness is impaired by fatigue, illness or other causes that might expose the individual or others to injury.

• Employees should be alert to see that all guards and other protective devices are in proper place and adjusted, and will report deficiencies. Approved protective equipment will be worn in specified work areas.

• Horseplay, scuffling, and other acts which tend to endanger the safety or well-being of employees are prohibited.

• Work will be well planned and supervised to prevent injuries when working with equipment and handling heavy materials. When lifting heavy objects, back support belts must be worn and employees should bend their knees and use the large muscles of the leg instead of the smaller muscles of the back. Back injuries are the most frequent and often the most persistent and painful type of workplace injury.

• Workers will not handle or tamper with any electrical equipment, machinery, air or water lines in a manner not within the scope of their duties, unless they have received detailed instruction from their

Manager or AVP on how to perform the task.

• All injuries will be reported promptly to the Manager and AVP so that arrangements can be made for mechanical and/or first-aid treatment. First-aid materials are located in the Management Office.

Emergency, fire, ambulance, and rescue squads can be reached by dialing 911. Fire extinguishers are located at the Management Office, Clubrooms and Maintenance Shops.


SAFETY

SAFETY RULES

• Do not throw material, tools or other objects from heights (whether structures or buildings) until proper precautions are taken to protect others from the falling object hazard.

• Wash thoroughly after handling injurious or poisonous substances.

• Gasoline must not be used for cleaning purposes.

• Arrange work so that you are able to face the ladder and use both hands while climbing. Do not climb on the back of the ladder or stand on the fold-down support shelf.


SAFETY

USE OF TOOLS AND EQUIPMENT

• Keep face of hammers in good condition to avoid flying nails and bruising fingers. Check hammer handles to make sure they are secure and not split.

• Files shall be equipped with handles; never use a file as a punch or pry.

• Do not use a screwdriver as a chisel.

• Do not lift or lower portable electric tools by the power cords; use a rope. Do not leave the cords of these tools where cars or trucks will run over them or in walkways to avoid trips. Do not pull the plug of electric tools by the cords.

• All electrical tools or equipment should be checked periodically for frays or breaks in cord.

MACHINERY AND VEHICLES

• Do not attempt to operate machinery or equipment without instructions on how it should be used, unless it is one of your regular duties.

• Loose or frayed clothing, dangling ties or earrings, finger rings, etc., must not be worn near moving machinery or other places they can get caught.

• Machinery must not be repaired or adjusted until after they have been turned off.

OSHA POSTER

• An English and Spanish translation of the OSHA Poster #2200 must be displayed in the Management

Office. An original full-size poster may be obtained from the local OSHA office or by calling Human

Resources in the Corporate Office.

For questions, please contact your AVP immediately.

FIRE EXTINGUISHER SAFETY

Before installing your fire extinguisher, be sure you understand the instructions so that there will be no delay if a fire occurs. Before using the extinguisher, read the operating instructions on the extinguisher label carefully. Be sure you understand the instructions in the manual and on the extinguisher label. All employees must be trained on the use of a fire extinguisher.

The fire extinguishers must be recharged once a year if not activated during that one year period. Fire extinguishers in all common areas are to be inspected monthly to ensure that they are properly charged.

Contact your fire extinguisher supplier, local fire department, or qualified Maintenance Technician to set up a “hands on” training session with all employees on your property.

This topic must be discussed in a safety meeting with all employees. For questions or additional information, please contact your AVP.


SAFETY

CIRCUIT PROTECTION DEVICES

Employees and others working with electrical equipment need to use safe work practices, these include: de-energizing electrical equipment before inspecting or making repairs, using electric tools that are in good repair, using good judgment when working near energized lines, and using appropriate protective equipment.

DE-ENERGIZING ELECTRICAL EQUIPMENT

The accidental or unexpected sudden starting of electrical equipment can cause severe injury or death. Before ANY inspections or repairs are made – even on the so-called low-voltage circuits – the current must be turned off at the switch box and the switch padlocked in the OFF position. At the same time, the switch or controls of the equipment being locked out of service should be securely tagged to show which equipment or circuits are being worked on.

If more than one employee is repairing a piece of equipment, each should lock out the switch with his or her own lock and never permit anyone else to remove it. The Maintenance Technician should, at all times, be certain that he or she is not exposing other employees to danger.

TOOLS

To maximize his or her own safety, an employee should always use tools that work properly. Tools should be inspected frequently, and those found questionable are to be removed from service and properly tagged. Tools and other equipment should be regularly maintained. Inadequate maintenance can cause equipment to deteriorate, resulting in an unsafe condition.

GOOD JUDGMENT

All employees are to be thoroughly familiar with the safety procedures related to their particular job.

When work is to be performed around energized areas, the basic procedures are:

• Have the area de-energized.

• Ensure that the line remains de-energized by using some type of lockout and tagging procedures.

• Use insulated protective equipment.

• Keep a safe distance from energized lines.

Please contact your AVP if you have any questions.


SAFETY

LOCKOUT/TAGOUT PROCEDURES

It is procedure that any individual engaging in the maintenance, repair, cleaning, servicing, or adjusting of machinery or equipment on property will follow the procedures outlined in this document. These procedures are designed to meet or exceed applicable OSHA standards and SORM guidelines for safe work practices. The primary purpose is to help ensure that all individuals are protected from injury or death resulting from the accidental or unexpected activation of equipment during maintenance, repairing, cleaning, servicing, or adjustments.

DEFINITIONS:

Lockout The practice of using keyed or combination security devices ("locks") to prevent the unwanted activation of mechanical or electrical equipment.

Tagout The practice of using tags in conjunction with locks to increase the visibility and awareness that equipment is not to be energized or activated until such devices are removed. Tags will be non-reusable, attachable by hand, self-locking, and not easily removed.

Affected employee – an employee whose job requires him/her to operate or use equipment on which servicing or maintenance is being performed under the lockout or tag out. The job requires that this individual work in the area in which the servicing or maintenance is being performed. Affected employees must have received training on proper lockout/tagout work procedures.

Authorized employee – an employee who locks out or tags out equipment in order to perform servicing or maintenance and who has received training on lockout/tagout procedures.

PROCEDURE:

Remove equipment from service:

1.

An authorized employee must determine which equipment will need to be locked out or tagged out.

2.

The initial lockout/tagout log entry must be made.

3.

Affected equipment must be shutdown. All hazardous energy sources will need to be controlled.

Ensure the correct piece of equipment is shutdown. Potential energy must also be dissipated or minimized so that injury will not occur if released.

4.

After the equipment is verified to be shutdown and hazardous energy source(s) isolated, test the equipment to ensure that it will not run or start. Ensure that no one is exposed to the equipment when testing. After testing, return power switches to the off position.

5.

Locks and/or tags used to indicate that equipment is not to be operated must be put in place.


SAFETY

Return equipment to service:

1.

Verify that all work is complete. Ensure that everyone working on the equipment is notified that work has been completed and that equipment is to be returned to service. Area should be checked to ensure that no one would be exposed to hazards when restarting equipment. Ensure all tools/materials have been removed from equipment and area around equipment.

2.

After all parties have been notified of work completion, lock(s) or tag(s) can be removed.

3.

Equipment may be restarted. Once again ensure that no one is near enough to the equipment to be exposed to any hazards.

4.

Clean area and pick up any remaining tools.

5.

Make final Lockout/Tagout log entry.

RECORD KEEPING:

Logout/Tagout Inspection Log

• Facilities Services will maintain a log to record all Lockout/Tagout actions.

• At a minimum, the log will include the following information: Initial date of Lockout/Tagout;

Description of machinery or equipment being secured; Hazard/Malfunction; Date that

Lockout/Tagout Removed; Comments (if any); Initials of person making log entry.

Documentation

• Maintenance Supervisor shall annually review this procedure and make any changes as directed by OSHA or SORM.

• This procedure will be maintained in the SunRidge Resources website under the SunRidge

Employee Training.

Review the Lockout/Tagout Log in the Sample Forms section.


SAFETY

LADDER SAFETY

Everyday injuries happen at the workplace because employees fail to use the proper ladder or moveable platform provided to reach items or relocate material. It does take time to get a ladder or a moveable platform, and when we are in a hurry it sometimes seems to make sense to step up on a box, a bucket, a chair, or another shelf to reach up; it seems to save time. Maybe it does once, twice, or even a dozen times, but then comes that one time when a foot slips, the shelf buckles or the chair moves causing a serious injury.

Ladders and platforms are provided in order to avoid these types of injuries and to assist our employees in performing their job responsibilities. We try to keep equipment in good condition and depend on you to notify your Manager when a ladder or moveable platform is in need of repair. If any employee has a physical condition which makes climbing a ladder or a platform hazardous, you must advise your AVP so an alternate arrangement can be made.

It is the responsibility of the Manager or Lead Maintenance Technician on the community to ensure that each portable ladder meets the following criteria:

• Step-ladders must be equipped with a metal spreader or locking device of sufficient size and strength to securely hold the front and back sections in open position.

• Ladders must be inspected frequently and those which have developed defects are to be withdrawn from service for repair or destruction and tagged or marked as “DANGEROUS, DO

NOT USE.”

• Non self-supporting ladders shall be erected on a sound base with the base of the ladder a distance from the wall or upper support equal to one-quarter the length of the ladder, and placed to prevent slipping.

• The top of a ladder used to gain access to a roof should extend at least three feet above the point of contact.

• In general industrial use, portable metal ladders may be used in areas containing electrical circuits, if proper safety measures are taken, e.g., placing a rubber mat or some kind of grounding device under the ladder.


SAFETY

PERSONAL PROTECTIVE EQUIPMENT

All safety equipment must meet American National Standards Institute (ANSI) standards and carry markings, numbers or certificates of approval.

• Safety glasses shall fit high enough on the nose to adequately protect the eyes.

• Employees who wear prescription glasses where safety glasses are required must have eye protection that meets ANSI Z87.1 standards.

• Ear protection must be adequate and comfortable. It may be necessary to purchase more than one brand and style.

• All eye and face protection must be purchased to be worn with appropriate head protection.

• Rubber gloves are to be worn at all times when working with chemicals, e.g., oven cleaning, ammonia.

• Respiratory protection is to be used in any and all of the following areas:

• High dust areas.

• Toxic chemical storage, such as some janitorial products.

• Some maintenance chemicals, such as drain openers.

• Handling and/or using paint, stain killers such as Kiltz, water-proofing materials, pesticides, any chemical not mentioned above which produces irritating odors.

Read the label on original containers to obtain as much knowledge as possible about the product.

An OSHA-approved mask must be used in all conditions described above except dust. The throw-away dust mask is approved for working under dusty conditions.

Please contact your AVP if you have any questions or require additional information.


SAFETY

SAFETY MEETINGS

We recognize that we have a responsibility to provide a safe working environment and ask for your assistance and cooperation in ensuring our company policies are fully understood by all employees.

Briefly, our policies are as follows:

• We believe in safety and want to practice safety daily.

• We want your cooperation and expect it – it is part of your job.

• Always do the job the safe way.

• Set a good example for others.

• If you see something unsafe that could injure someone, correct it or tell your Manager about it immediately so it can be corrected.

• If you have any suggestions as to how we can improve our safety program, let us have your ideas – they will be given full consideration.

In an effort to reinforce these goals and objectives with all employees, mandatory safety meetings to discuss safety topics are to be held a minimum of once a month. To assist development of safety topics refer to The Safety Manual which addresses the areas about which we are most concerned. In addition, employees are also free to discuss whatever safety issues they recognize as being necessary and as frequently as your community deems practical.

In order to document the safety meeting, prepare the Safety Meeting Minutes form located on the

SunRidge Forms webpage. Give a brief description of the items discussed and have each employee sign it. Forward a copy to your AVP for our permanent records as described in your Safety Manual.

If you have any questions or require additional information on a specific safety topic, contact your AVP.

HAZARD COMMUNICATION PROGRAM

See the HAZARD COMMUNICATION section of THE MAINTENANCE HANDBOOK for our written Hazard

Communication Program.

Review the Safety Meeting Minutes form in the Sample Forms section.


APARTMENT MODIFICATION

Per the Fair Housing Amendments Act of 1988, a handicapped individual has the right, at his or her own expense, to make reasonable modifications to the interior and/or exterior premises for the full enjoyment of the premises. It is illegal to refuse a permit to the handicapped resident for this purpose.

“Premises” is defined to mean the interior or exterior parts, components or elements of a building or a dwelling unit, including the public and common use areas of a building or community.

The landlord has the right to ask the handicapped resident to restore the interior modification only (at his or her expense) allowing for reasonable wear and tear, upon move-out.

The LEASE ADDENDUM FOR RESTORATION OF DISABILITY MODIFICATIONS (TAA form) is to be used as a contract/agreement between the property and the Resident for the interior and/or exterior modifications to be performed.

PROCEDURES

When a handicapped resident inquires into making modifications to the premises:

• Inform the resident that per the Fair Housing Amendments Act of 1988, modifications can be made at the resident’s expense. We also have the right to ask the resident to restore the interior modifications, at the resident’s expense, upon move-out. If the resident is unaware of this law, refer him or her to the local HUD Office for complete explanation.

• Have the resident complete the APARTMENT LEASE ADDENDUM FOR RESTORATION OF

DISABILITY MODIFICATIONS form with complete construction details.

• All construction bids, contracts, plans and insurance certificates must be attached to the form.

• Insurance Certificates must meet the standard company requirements.

• The contractor and resident will work as individuals, not involving the landlord’s name on the actual contract.

• Contact your AVP to discuss the modifications.

• Proceed in the manner you would with any capital expenditure.

Revised 04/27/2010 Operations Manual: Resident Services 1 of 12

WORK ORDERS / SERVICE REQUESTS

The service request form serves several purposes:

• It initiates the maintenance process.

• It allows the Manager to track and follow up on service requests

• It records service performed on the permanent record.

• It is a tool for evaluating productivity.

All requests for service are to be handled in the following manner:

• An office employee will record the request in the computer as soon as it is reported. This request may be taken over the phone or in person, it may be submitted online (where applicable), it may be delivered in writing by a resident, or it may be initiated by an employee. All requests for repairs are to be properly recorded.

• Assign the service request to the appropriate personnel, then place it in the designated area or give it to proper personnel. Maintenance Technicians should check for service requests regularly throughout the day.

• It is SunRidge policy to complete service requests within 24 hours or less.

• When the task has been completed, the Action Taken/Comments section of the form should be completed in a clear and concise manner. The technician must sign the form and indicate the time-in and time-out of the apartment. A copy of the form must be left in a visible location in the resident’s apartment. Another copy must be returned to the office.

• The service request will be made complete in the computer by completing – in full detail on computer – dates, time, and action taken.

• Non-emergency, after hour’s maintenance calls must be recorded as a service request the following business day and completed as normal.


MAINTENANCE EMERGENCIES

The Manager and Maintenance Technicians will handle after-hours emergency requests in the routine manner except that they will register the request the following day. If an outside contractor must be called, try to determine the charge at that time.

It will be necessary to obtain the resident’s phone number so that, prior to responding in person to an emergency call, the Maintenance Technician can make phone contact with the resident and determine the nature of the emergency. This will also help to ensure that the appropriate equipment and supplies are available.

MAINTENANCE EMERGENCIES DEFINED

• No heat or air conditioning when the outside temperature is below 50 ° or above 85 °

• Electrical failure of any nature

• Overflowing commode

• Stopped-up commode if only one is available

• Water problems (severe plumbing or roof leaks)

• Refrigerator malfunction

• No hot water

• Any unsecured entry or window

• Fire or electrical sparks

At those times when Maintenance is not on the property, the Manager or Assistant Manager must personally check out any emergency. We do not want to call an outside contractor unless we are sure an emergency exists, as mentioned above.

POOL/SPA MAINTENANCE

Refer to the Pool/Spa section of the Maintenance Handbook


KEY CONTROL

Employees must strictly adhere to established key guidelines.

ISSUING KEYS TO NEW RESIDENTS

When new Residents move in, they should be issued one apartment key per resident and one mailbox key per apartment. Personnel should maintain two keys to each apartment – one for employee or resident use and one spare stored securely. Keys must be stored in locked locations and each key must be tagged and coded. Never mark a key with the apartment number. Never keep a copy of the

Master Key Code Log in the same area as the key box.

RETURNING KEYS UPON MOVE-OUT

At move-out, all keys should be returned to Management, and employees should make a notation of the returned keys on the completed Move-Out Inventory & Condition Form. If no keys are returned, $25 per lock will be charged for rekeying expense.

KEY DOCUMENTATION

Any time a key is released to a resident, vendor, service or delivery person, the release should be documented on the KEY CHECK OUT LOG (SunRidge form). The log should be kept in a loose leaf binder adjacent to the key cabinet. Completed log sheets should be filed monthly.

Before a key can be released to a service or delivery person, the resident must complete an

AUTHORIZATION TO ENTER (SunRidge form). The completed, signed form should be placed in the resident’s lease file.

• Vendors or residents should NEVER have access to the key box.

• After move out, the apartment locks should be changed to a red vendor lock. (See instructions in the “Key Guidelines” section of The Maintenance Handbook)

• Locks must be changed, copies of keys made, keys coded and hung after all work is completed and Manager conducts the walk-through.

When an emergency arises and the resident is unable to complete an AUTHORIZATION TO ENTER FORM, it is permissible to accept authorization by phone. The identity of the caller must be verified through the correct answer of two pertinent questions. Such questions can include move-in date, Social Security number, birth date, driver’s license number, etc. An AUTHORIZATION TO ENTER form must be completed to provide a record of the authorization. In the resident’s signature space on the form, write

“per phone call.” Also indicate which questions were answered correctly with the response in the date space on the form next to the resident’s name.

RELEASE OF KEYS TO VENDORS/CONTRACTORS/EMPLOYEES

Before disbursing a key to a vendor/contractor/employee, it is imperative that the KEY CHECK OUT LOG be completed in its entirety. This policy should be followed without deviation each time a key is disbursed.

Review the Key Check Out Log and the Authorization to Enter form in the Sample Forms section.


LOCKOUTS

The on-call Maintenance Technician should assist residents in lock outs when the courtesy service is unavailable. Residents who are locked out must show proper identification. Identification must be shown and the resident must be verified as a lease-holder before the apartment is unlocked.

A $25 lock out fee is required, in advance, made payable to the property. The Maintenance Technician is required to drop this payment through the night drop or give it to the Manager the next business day.

Cash is not acceptable.

LOCK CHANGES

If a resident requests a lock change, the apartment community – by law – must rekey or change the lock at the resident’s expense. All residents who signed the lease contract must sign the RESIDENT’S

REQUEST FORM (TAA form) or have access to a new key. Give a copy of the RESIDENT’S REQUEST

FORM to the resident and maintain a copy in the resident’s lease file.

Installation of additional locks to exterior apartment doors must be authorized in advance by the

Manager. These locks become a fixture of the apartment and are the property of the apartment owner.

Management must be provided a key to any additional locks.

Charges for rekeying are as follows:

• Apartment locks: $25

• Mailbox locks: $15 (If the post office is required to change the mailbox locks, the resident must pay what the post office charges.)

All requests for lock changes must be in writing. Use the RESIDENT’S REQUEST FORM from the TAA

Redbook. A copy of the request must be filed in the resident’s file.


PEST CONTROL

These pest control requirements comply with Texas law. Properties in other states must comply with the laws of that state or contact your AVP.

POSTING NOTICE

The Texas Structural Pest Control Act requires that residents be notified of pest control in their units by either:

1.

Posting the sign in a common area at least 48 hours before each planned treatment; or

2.

Distributing the information sheet at least 48 hours before each planned treatment by leaving the sheet on the front door of each unit or inside each unit.

SunRidge policy is to both notify the residents of pest control service at least 48 hours prior to the scheduled time and to post the information sheet in common areas such as the mail area(s) and/or laundry facilities. The notice must reflect the actual day of the week that the service will be performed. It is NOT necessary to identify the monthly dates of service.

A notification of pest control to employees should be posted in an employee area such as a break room or the key room. This notice must be in English and Spanish.

The notification of pest control treatment is provided by your pest control company. This sheet needs to be readily available to residents and employees upon request. Therefore, each office must now maintain the Notice of Pest Control Treatment in English and Spanish.

Sample forms of the NOTICE OF PEST CONTROL TREATMENT and the CONSUMER INFORMATION SHEET can be found in the TAA Redbook.


APARTMENT MAKE-READY

“If we don’t have ready product we may as well turn off the lights and go home; at least we’d save on payroll.”

-Ron Akin, SunRidge President

One of the main functions of the Maintenance Department on an apartment community is to make vacant apartments ready for occupancy. Our goal is to have all units ready on every community. Our ready apartments must be clean, attractive and well maintained.

As discussed in the “Organizing the Maintenance Department” section of The Maintenance Handbook, the primary tool for scheduling and communicating make-ready units is the Make Ready Board. Always utilize the Maintenance, Make Ready/Painter and Housekeeping checklists to record work done in each makeready apartment.

MAKE-READY CHECKLISTS

There are 3 checklists to be completed by appropriate personnel for each make-ready.

• The Maintenance Checklist (SunRidge form)

• The Make-Ready/Painter’s Checklist (SunRidge form)

• The Housekeeping Checklist (SunRidge form)

Whether the work is done in-house or through a contractor, these checklists must be filled out by the person completing the work and turned in to the Manager. These systematic checklists allow for greater organization and virtually eliminate time wasted retrieving supplies.

By following these steps you will save time and energy traveling back and forth between the Maintenance

Shop and spend more time in the apartment completing the work.

• Walk through the apartment on your first inspection.

• Make notes on work that needs to be done, listing all parts needed.

• Make one trip to the Maintenance Shop to retrieve the parts and supplies needed to complete the make-ready.

Upon full completion of the make-ready, the apartment must be walked by the Manager or another employee designated by the Manager. This is a final check of the make-ready and will enable us to catch work not completed or up to SunRidge standards. Initial the completion on the Make-Ready Board.

It is SunRidge policy that each Maintenance Technician should complete one make ready per day.

Remember: if we do not satisfy the resident with the condition of the apartment upon move in, it will be difficult to satisfy them throughout their stay at your community.

Review the Maintenance Checklist, the Make-Ready Checklist and the Housekeeping Checklist in the

Sample Forms section.


MAKE-READY BOARD/MAKE-READY BOARD WORKSHEET

The MAKE-READY BOARD/MAKE-READY BOARD WORKSHEET (SunRidge form) is usually located in the

Management Office. This board/sheet is an organized chart of every apartment that needs to be made ready, either for a pending move-in date or a future lease. Across the top of the board/sheet the following categories are printed:

• Unit Number • Vinyl

• Move-Out Date

• Move –Out Inspection Date

• Move-In Date

• Trash Removal

• Sheet Rock / Wallpaper

•

•

•

•

•

Blinds

Carpet

Appliances

Clean

Locks Changed

• Paint

• Maintenance

• Final Manager Inspection

• Comments

An apartment should be listed on the board/sheet when the notice to vacate has been received so that the entire team is aware of upcoming turn-over activity. It is SunRidge policy that vacancies must be made ready for occupancy within 3 to 5 days at maximum.

All community team members must review the Make-Ready Board/Sheet regularly and update it throughout each day. The Maintenance Technicians must immediately communicate problems that arise in the make-ready, especially those that will result in delay getting the apartment ready for move-in. The office employees must immediately communicate changes in the applicant’s move-in status to each other and the Maintenance Technicians, especially those that will result in an earlier move-in than anticipated.

• The Make Ready Team must complete notes on all the Make-Ready Checklists. When complete, each Make-Ready Checklist is to be signed by the Manager. All Make-Ready Checklists are to be maintained in the resident file.

• If the Maintenance Team notices work in the apartment that will take longer than usual, i.e. water damage, mold, construction issues, etc., the Manager must be informed immediately before beginning the work is started.

• The Maintenance Team is to make appropriate notes on the Make-Ready Board/Sheet regarding scheduled dates of work, completion dates and any other important information. (Examples include carpet replacement, appliance replacement, major repairs, dates of scheduled work, etc.)

As the work is completed the appropriate box is checked off the Make-Ready Board/Sheet as the checklist is turned in to the Manager.

• Office employees are to make appropriate notes on the Make-Ready Board/Sheet regarding scheduled move-outs, leases, move-in dates and any changes to the applicant’s status. As apartment lease status changes, information is to be updated immediately and the Maintenance

Technicians notified.

Communicate any scheduling changes or delays to other team members. This will allow the office to communicate with the future resident for move-in dates and times. This will also allow Maintenance to make adjustments in work load. Communication between the office and maintenance is key. Good communication will eliminate conflict.


MAKE-READY SCHEDULE

SunRidge policy is to have at least 2 or 3 units of each available floor plan type ready for move-in at all times, plus all leased units.

The following procedures will help expedite the turnover period to put the apartment back in rentable condition after it has been vacated. This period should be no longer than 5 days or less unless otherwise approved by your AVP.

Before beginning the make-ready process the Manager should complete the final move-out walk-through to complete charges for the FINAL ACCOUNT STATEMENT (FAS).

1.

Trash Out – This should be done within 24 hours or less of move-out to eliminate possible food spoilage and bugs.

2.

Exterminate – Schedule with the pest control company to spray all the new move-outs.

3.

Maintenance – The MAKE-READY CHECKLIST (SunRidge form) must be completed and turned in to the Manager. This form is to be placed in the resident’s file.

4.

Painting – The PAINTER’S CHECKLIST (SunRidge form) must be completed by the painter and turned in to the Manager. This form is to be placed in the resident’s file.

5.

Cleaning – The HOUSEKEEPER’S CHECKLIST (SunRidge form) must be completed and turned in to the Manager. This form is to be placed in the resident’s file.

6.

Carpet – Schedule carpet cleaning or replacement.

STANDARDS FOR APARTMENT MAKE-READY

Make-Ready personnel should follow the Make-Ready Checklists and check off items as completed, not after everything has been done. The checklists are designed so that if the make-ready technician is called away before the apartment is complete, he or she will know exactly where to pick up when returning.

It is mandatory that all items on the Make-Ready Checklists be completed and checked off before the checklist is turned in to the Manager.

MAINTENANCE MAKE-READY INSTRUCTIONS

An outline designed to help the Maintenance develop an efficient and thorough approach to maintenance make-ready is included in The Maintenance Handbook. This provides a detailed guide of what to check and how to check it. Subsequently, the outline tells how to fix many of the more common problems that one may encounter.

FINAL INSPECTION

Final inspection should be made by the Manager at least 48 hours prior to the scheduled move-in.

On properties with fire sprinkler systems that use contract painters; the manager must verify that the sprinkler heads do not have any paint on them, during the final inspection. If any sprinkler heads are found to have been painted, refer to the Apartment Painting Specifications Acknowledgement (SunRidge form) signed by the paint contractor.


During the make-ready process, the Manager or Maintenance Team can use the Make-Ready

Board/Sheet to help track the progress of each unit.

The described make-ready process should be followed whenever possible; however, there will be instances when scheduling will need to vary based on your needs. The Manager and Maintenance

Technicians will be responsible for altering the given process to insure timely completion of make-readies.

Review the Make-Ready Checklist, the Painter’s Checklist, the Housekeeping Checklist and the Apartment

Painting Specifications Acknowledgement in the Sample Forms section.


PREVENTATIVE MAINTENANCE

Each month the Manager will give the Lead Maintenance Technician a PREVENTIVE MAINTENANCE

SCHEDULE (SunRidge form) for the current month. The Lead Maintenance Technician will complete or assign the items listed in the schedule including specific items which may be pertinent only to that property.

The property is to be divided into 3 sections for Preventive Maintenance (PM) purposes.

Part of each month’s PM Schedule specifies completing PM (including A/C filter changes) in 1/3 of the units each month. The Manager will prepare a service request for each of the apartments to be inspected that month.

All items should be marked as completed on the schedule with appropriate comments as to repairs made, parts ordered, etc. The original schedule is submitted to the Corporate Office the last day of the following month and a copy is placed in the PM File. (Check the property calendar, located on the SunRidge

Resources webpage, for specific dates.)

Review the Preventative Maintenance Checklist’s in the Sample Forms section.


MAINTENANCE REPORTS

You will be required to send the following Maintenance Reports to your AVP. (Check your property calendar, located on the SunRidge Resources webpage, for specific dates.)

Weekly Exterior Checklist (SunRidge form)

• Performed weekly by the Manager and Lead Maintenance

• Ensures safety hazards are identified and action is taken to correct them

Preventative Maintenance Schedule (SunRidge forms)

• The Manager will give the Lead Maintenance the monthly schedule at the beginning of each month.

• The Lead Maintenance Technician will complete or assign a few items daily so all items are complete before the end of the month.

• Submit the original to your AVP and maintain a copy for the property’s PM File.

Swimming Pool Log (SunRidge form)

• See the Swimming Pool/Spa section of The Maintenance Handbook for complete information.

WEEKLY EXTERIOR CHECKLIST

The operational items on the WEEKLY EXTERIOR CHECKLIST (SunRidge form) must be inspected by either the Lead Maintenance Technician or the Property Manager. After the item has been inspected the condition should be logged and initialed by the person inspecting the item.

Use the following abbreviations when logging the condition:

• A – Acceptable

• I – Immediate Attention

• R – Repair Made

• N/A – Not Applicable

Review the Weekly Exterior Checklist, the Preventative Maintenance Schedules and the Swimming Pool

Log in the Sample Forms section.



HIRING RESPONSIBILITIES

The Manager is responsible for hiring all on-site employees. However, final hiring decisions are subject to approval by the Assistant Vice President (AVP).

Our company employment policies are designed to comply with all Federal and State laws. These policies must be followed rigidly and consistently.

UNDERSTANDING THE AMERICANS WITH DISABILITY ACT (ADA)

The Americans with Disabilities Act became effective July 26, 1992. As an employer, our responsibility is to ensure that all employees are:

 Given an equal opportunity for employment;

 Given equal access to all benefits and privileges of employment;

 Making “reasonable” accommodations to meet both job application and performance requirements.

The definition of a “person with a disability” is someone who has a physical or mental impairment that: substantially limits one or more major life activities; someone who has a record of such impairment; or someone who is regarded by others as having such an impairment . Examples of major life activities would include seeing, hearing, walking, speaking, breathing, performing manual tasks, learning, caring for oneself or working.

As an example, a person with dyslexia would be considered to have a learning impairment and therefore be a person with a disability. An individual who is otherwise not considered disabled but who is unable to read because of not attending school would not be deemed to have a disability.

The ADA covers all employment practices, which would apply equally to all employees. Such employment practices include hiring, firing, pay, training, layoffs, leave and benefits.

There are three key concepts regarding employment from ADA which must be understood:

1.

Essential function;

2.

Reasonable accommodation; and

3.

Undue hardship.

ESSENTIAL FUNCTIONS

Essential functions are the basis against which all applicants must be measured. If a person has a disability but can perform the person’s ability to perform the essential functions of the job then they must be given equal consideration with any other individual who does not have a disability. The key focus is on the themselves in performing essential functions of the job. It is also the employer’s job to determine if a disabled person might endanger other employees, our residents, or possibly essential functions of the job.

Revised 04/23/2013 Operations Manual: Personnel Administration 1 of 55


REASONABLE ACCOMMODATION

The concept of reasonable accommodation requires that employers take steps to accommodate the qualified person with a disability where these accommodations or changes would enable that person with a disability to perform the essential functions . These reasonable accommodations apply to persons applying for a job as well as to employees. Reasonable accommodations could include simple items such as raising the table on which a computer is placed so that a handicapped person’s wheelchair could fit under the table, installing a wider door to permit a handicapped person to come into a work office or modifying telephone equipment with volume controls to help someone who is hearing impaired.

UNDUE HARDSHIP

The third consideration is reasonably accommodate a disabled person unless doing so would impose employer. Undue hardship undue hardship . The employer is required to take those steps necessary to undue hardship on the

basically means that the step would be too costly, extensive and disruptive or would fundamentally alter the nature of the business.

QUESTIONS YOU MAY ASK IN AN INTERVIEW

The following questions are permissible and recommended for use in the early interview stage.

 Are you able to perform the job functions identified in the job description?

 Can you perform these job functions identified in the job description with or without reasonable assistance or accommodation?

 If you are able to perform the job functions with an accommodation, how would you perform the task and with what accommodation(s)?

 Demonstrate or explain how, with or without reasonable accommodation, you would be able to transport yourself and your tools downstairs. (Asked of a Maintenance Technician with mobility problems.)

 The attendance requirements of the job are _________________. Can you comply with this requirement? If not, specify any accommodation(s) necessary.

 Do you drink alcohol?

 Do you use illegal drugs?

After you have asked questions regarding information on the application and questions regarding essential job functions, you may proceed to a more comfortable fact-finding segment of the interview.

The best questions should come here – well thought out in advance. Develop a checklist and keep it handy.

KNOWLEDGE/SKILL ABILITY

 For what tasks in your last job did you have full responsibility?

 Describe the equipment you have worked with in the past.

 If you get this job, how do you want us to assist you in your work?



RECORD OF ACHIEVEMENT

 What has been your most satisfying career accomplishment? Why?

 What do you hope to achieve professionally in the future?

 Tell me what you expect your past employers to say when we call for references. Why?

 What do you feel has contributed most to the successes (or failures) you experienced in that job?

RECORD OF STABILITY

 What you are looking for in this job that you didn’t find in your past job?

 How would you describe your past record of job stability – good, average or poor? Why?

 What are the things you look for in a job? (Try to obtain at least three replies.)

EDUCATION

You should develop a list of questions that are tailored to the field in which you are recruiting.

 Describe the most important courses you have taken. How have you used what you learned?

 Describe the least important courses you have taken. Why were they unimportant?

ATTITUDE

 If you could have changed things at your last company, what would you have changed? Why?

 If you had been the supervisor in your last job, what would you have done differently? Why?

 What is the best way to handle problems and complaints that arise on the job? (Or, how were problems and complaints handled at your last company?)

INTEREST IN THE JOB

 Describe the job you’ve liked the least and tell me why. (Compare answer with position you’re hiring.)

 What prompted you to apply here?

 What do you feel you’ll enjoy most or least about this job?

EXPECTATIONS

 Describe your job here – responsibilities, title, pay level, etc. – 18 months from now.

 Describe a typical day on the job one year from now.

 What are the things you hope to gain from this job?



PROHIBITED INTERVIEW QUESTIONS

The Americans with Disabilities Act (ADA) restricts the use of medical examinations and inquiries and prohibits discrimination on the basis of test results or information provided in response to the inquiry. In the limited circumstances where such exams and inquires are acceptable, maintain information obtained as a result of the exam or inquiry on separate forms and in separate files apart from personnel records.

The documents must be treated as confidential medical records and may not be used to discriminate against an applicant or employee. The ADA does provide, however, that AVPs, managers and safety personnel may be informed if necessary because of potential emergency treatment or restrictions on work or duties.

You may not ask a job applicant, in writing or verbally, any of the following questions:

 Do you have a disability? If so, explain the nature or severity of your disability.

 Have you filed any claims for worker’s compensation? If so, identify the dates and nature of any worker’s compensation claims you have filed.

 How did you become disabled?

 How did you lose your limb?

 Was the loss of your limb caused by an impairment?

 What is your prognosis?

 How often will you require leave for treatment of your disability?

 Have you ever had or been treated for any of the following conditions or diseases? (Followed by a checklist of various conditions and diseases.)

 Have any of your dependents ever had or been treated for any of the conditions listed above?

 Please list any conditions or diseases for which you have been treated in the past three years.

 Have you ever been hospitalized? If so, for what condition?

 Have you ever been treated by a psychiatrist or a psychologist? If so, for what condition?

 Have you ever been treated for any mental condition?

 Is there any health-related reason you may not be able to perform the job for which you are applying?

 Have you had a major illness in the last five years?

 How many days were you absent from work because of illness last year?

 Do you have any physical or mental defects which preclude you from performing specific kinds of work? If yes, describe such defects and specific work limitations.

 Do you have any disabilities or impairments which may affect your performance in the position for which you are applying? If so, identify any accommodations that would enable you to perform the job.



 Are you taking any prescribed drugs?

 Have you ever been treated for drug addiction or alcoholism?

 Are you involved or have you been involved with an individual who has been diagnosed with the

HIV virus?

 Do you wear contact lenses?

 Are you night blind?

 Do you smoke?

 Are you married?

 Do you have any children?

 How many children do you have?

 Are you pregnant?

 How old are you?

 Are you single? – divorced? – widowed?

 Do you own your home?

 What country are you from?

 Where were you born?

 What church do you attend?

FORBIDDEN INQUIRIES

Asking questions on the employment application form about the applicant’s national origin, race, color, marital status, age, religion or disability should be avoided unless they are directly job-related.

For example, most employers do not hire minors and asking an applicant if he or she is over a minimum acceptable age is appropriate. For age discrimination claims, the federal statute and most state statutes define the protected age group as 40 years of age or older.



NEW-HIRE PAPERWORK

All new-hire forms must be completed within 24 hours of the new employee’s 1 st day of work. The original paperwork must be delivered to the Corporate Office within 48 hours of completion.

It is the responsibility of the Manager to make sure that all forms are complete and are signed by the new employee. The NEW HIRE CHECKLIST (SunRidge form) lists all of the required forms. Attach the checklist to the new-hire forms in order. Indicate whether the form is enclosed or not applicable to the position. Do not submit incomplete information .

PRE-HIRING PROCEDURE

1.

For recruitment purposes, utilize the following sources:

 Promotion from within

 Transfer from within

 Walk-in applicants

 Employee referrals

 Local Apartment Association or IREM Chapter

 Texas Employment Commission; your local state commission

Employment Agencies where a placement fee is involved are not approved.

2.

Have all applicants complete an EMPLOYMENT APPLICATION (SunRidge form). A personal resume may be attached to the application. All positions (except Porter) require a graded

ASSESSMENT QUESTIONNAIRE (SunRidge form, samples of each applicable job description in the

Sample Forms section).

3.

Review all applications received and interview the candidates whose indicated experience and skills best meet the job requirements as outlined in the JOB DESCRIPTION (SunRidge form, samples of each applicable job description on the SunRidge Forms webpage) for the position.

4.

Provide the applicant with a copy of the job description and ask if the applicant can perform all the essential functions of the job. The applicant will then be asked to fill out the JOB

DESCRIPTION ACKNOWLEDGEMENT (SunRidge form, part of the NEW HIRE ADDENDA) stating that he or she is capable of performing the essential job functions and what reasonable accommodations, if any, the applicant would expect the company to make in order to permit the applicant to perform the essential job functions. All prospective employees must follow this procedure.

5.

Before you begin the interview, review the questions that are permissible and the questions that are prohibited in the interview process.

6.

During the interview process, questions must be directed toward the individual’s ability to perform the essential functions of the job. Questions should not be phrased in terms of disability.

For example: a job applicant cannot be required to take a medical examination, to respond to medical inquires or provide information about worker’s compensation claims prior to the employer making a job offer.



The job interview should focus on the ability of an applicant to perform the essential job functions, not on a disability.

For example: an applicant for Lead Maintenance has one arm and the essential functions of the job include performing minor and routine maintenance repairs on air conditioning systems and appliances. The employer has the right to ask how an individual would perform such functions (focusing on the individual’s ability). If the applicant says, “I can perform such functions with reasonable accommodations such as a helper or special tools,” the employer must then decide if providing a full-time helper or purchasing such essential tools would provide undue hardship on the employer.

7.

Contact references on the best candidates. Complete a PRE-EMPLOYMENT REFERENCE CHECK

FORM (SunRidge form) and attach it to the application. Review it for consistency of information.

If information on an applicant is found to be false the applicant must be rejected.

8.

A credit check must be run on all final applicants. (See instructions, this section)

9.

Send top candidate for drug testing. Consult with your AVP for the service in your area. The

Manager will be advised by the SunRidge Corporate Office of drug test results. Results of testing should be discussed with your AVP before an offer of employment is made. Remember – all drug test results are confidential. Employment must never be implied prior to results.

10.

Complete the NEW HIRE CHECKLIST (SunRidge form) on the new employee on his or her first day of employment. Attach all completed, signed, applicable items in order as they appear on the checklist.

11.

Forward the completed new hire packet to your AVP within 48 hours of the employee’s start date.

PERSONNEL FILES

The Manager should keep complete copies of personnel files on all on-site employees and send originals to the Corporate Office. All records are to be kept in a locked file cabinet in the Manager’s office.

TESTING RESULTS

(Drug, Credit, Criminal, Key Point Job Fit Assessment)

The drug test results will be forwarded to the Property Manager from the AVP.

The credit, criminal and Key Point Job Fit Assessment results can be downloaded from the ADP website.

COPY OF DRIVER’S LICENSE AND SOCIAL SECURITY CARD

Obtain a copy of the applicant’s driver’s license and social security card at the time the application is completed.

Review the New Hire Checklist, New Hire Addenda, Employment Application, Assessment Questionnaire and Reference Check Form in the Sample Forms section.



SIGNED PROPERTY INVENTORY

(MANAGERS AND LEAD MAINTENANCE TECHNICIAN ONLY)

Obtain the current PERSONAL PROPERTY INVENTORY for the Management Office, Maintenance Shop and

Pool/Spa. Review the Inventories and sign if correct. If not correct, make adjustments (adding or subtracting items) and sign the new Inventory.

If items are missing, contact your AVP.

Forward a copy to your AVP and file the originals in the Property Information Binder.

Review the Personal Property Inventory forms in the Sample Forms section.



EMPLOYEE LEASE CONTRACT

If an employee lives on-site or on another SunRidge community, a month-to-month lease must be signed by us and the employee. Use the current Lease Contract (in Texas, the TAA Lease Contract). Type the lease as an Employee Lease. (If you need instruction, contact your AVP.)

Include the EMPLOYEE ADDENDUM (TAA form).

KEEP THE ORIGINAL IN THE ON-SITE PERSONNEL FILE AND SEND A COPY TO YOUR AVP.

AVP’S MUST APPROVE AND SIGN ALL EMPLOYEE LEASE CONTRACTS.



PHOTOGRAPH FOR NAME BADGE

(MAINTENANCE ONLY)

All Maintenance Personnel (Lead Maintenance, Maintenance Technicians, Make-Ready/Painter, Porter &

Housekeepers) are required to wear a name badge including his or her picture.

 Take a picture of the employee so the face of the employee is no larger than 2” x 2”.

 Email or mail the picture to the Corporate Office.

 Include the employee’s name, title and property name.

The Corporate Office will make the name badge and return it to the property with your next property mail-out.

If Maintenance Personnel lose or damage their name badge, or have changes (promotion, name changes, etc.) a new badge is required. Follow the same procedure above.



POSITION: MANAGER

REPORTS TO: AVP (ASSISTANT VICE PRESIDENT)

The purpose of this job description is to communicate the responsibilities and duties associated with the position of MANAGER. While the following information should be considered a comprehensive description of this position, it should also be noted that some responsibilities and duties may not be specifically addressed.

Our company emphasizes a TEAM APPROACH and expects every person to perform any reasonable task or request that is consistent with fulfilling company objectives.

It is imperative that you review these duties, skills and physical requirements closely and that you understand that, by signing the Job Description Acknowledgment, you are verifying that you can perform all the duties, have the skills and possess the physical abilities that are necessary to perform the job as described.

JOB BRIEF: The MANAGER is totally accountable for all property operations.

The purpose of the MANAGER is to effectively manage and coordinate persons, activities and available resources in order to accomplish property objectives as set forth by the property supervisor and property owner. These objectives will include maximizing occupancy levels and property values. In addition, the MANAGER will train the assistant manager to assume all duties of the MANAGER in the event of the MANAGER’S absence.

DUTIES AND RESPONSIBILITIES

Conduct all business in accordance with company policies and procedures, Fair Housing, Americans with

Disabilities Act, Fair Credit Reporting Act, and all other laws pertaining to apartments.

FINANCIAL

 The manager is responsible for staying within the established budget guidelines throughout the year.

 Ensures that all rents are collected when due, and posted in a timely manner. It is mandatory that all bank deposits are made immediately and deposits are reported to the corporate office on a daily basis.

 Perform evictions, utility cut-offs and landlord liens as required on delinquent rents.

 Constant vendor/contractor communications concerning work scheduling, billings, vendor relations and certificates of insurance. Manager is responsible for approving and submitting all invoices to corporate office for payment.

PERSONNEL

 Hires, terminates, trains, motivates and supervises all on-site staff in order to achieve operational goals of assigned property. This includes new employee indoctrination, annual performance reviews, review and approval of timesheets, instructing and advising on-site staff of employee procedures and guidelines.

 Conducts on-going training with office staff; e.g., leasing paperwork, workplace safety, and any other type of training that may be needed on a daily basis.



ADMINISTRATIVE/OFFICE

 Responsible for knowing the application, lease and all applicable Texas property code laws.

 Responsible for keeping up to date with the TAA Redbook and any changes relating to the TAA application, lease and related lease forms.

 Ensures that lease files are complete and that completion of leases is being executed properly.

 Responsible for office opening on schedule, condition of office and model apartments.

 Attends scheduled corporate management meetings, usually held on a quarterly basis at the corporate office.

 Maintains records on all aspects of management activity on a daily, weekly and/or monthly basis.

Submits required reports to corporate office on a weekly and monthly basis.

 Communicates all challenges affecting the operation of the property to the AVP in a timely manner.

 Ensures all calendar activities are conducted in a timely manner to meet required deadlines.

 Ensures all required permits by city, county and state are current at all times, e.g. multifamily license, pool/spa, boiler, etc.

RESIDENT RELATIONS

 Maintain positive customer service attitude.

 Delegates inspection or inspects with residents all move-in/move-outs.

 Review all notices to vacate to determine the cause of the move-out.

 Initiate and implement policies/procedures to maintain resident communications; e.g., complaints, service requests, etc.

MAINTENANCE

 Physically walk and inspect property on a daily basis; vacant apartments must be walked a minimum of once per week to ensure appropriate temperature settings and security of unit.

 Updates Make Ready Board daily. Coordinates with maintenance and make-ready staff to ensure timely recondition of apartments after move-out.

 Monitors and schedules all maintenance activities.

 Inspects the Maintenance Shop monthly to ensure compliance with SunRidge policy.



MARKETING/LEASING

 Delegate or conduct market surveys monthly. Delegate or shop competition and be aware of neighborhood market conditions.

 Maintain awareness of market/industry conditions and trends via trade publications, professional organizations, etc.

 Complete Marketing Plan quarterly.

 Delegate or conduct weekly outreach marketing.

 Complete Leasing Goals weekly.

 Welcome and show property to prospective new residents. Also, handle incoming phone calls from prospective new residents and complete appropriate paperwork.

 Approve all rental applications.

 Approve and sign all lease paperwork and addenda.

 Approve and sign off on all commission forms.

SAFETY

 Report all liability and property incidents to the Corporate Office immediately. Ensure that all occupational injury claims are reported and proper paperwork is completed immediately and forwarded to the Corporate Office within 24 hours.

 Manager will conduct monthly safety meetings and complete Safety Checklists with Maintenance.

GENERAL

 Perform any additional duties or tasks and meet required deadlines as assigned by the AVP.

QUALIFICATIONS

Position requires appropriate experience in on-site property management. Must have background in supervision and successful track record of accomplishments.

Computer Skills:

Word Processing/On-Site Rental System (Must be proficient with a calculator.)

Work Hours:

40 hours per week or applicable to requirements of property. Must be available on weekends for staffing needs and emergencies.



PHYSICAL REQUIREMENTS

 Stand and walk or sit alternatively depending on specific needs of the day. Estimate 60% of time is spent on feet and 40% sitting at desk.

 Have occasional need (33% to 66% of the time) to perform the following physical activities:

Bend/Stoop/Squat

Climb Stairs

Push or Pull

Reach Above Shoulder

Filing, pick up litter

Inspect and show property

Inspect and show property, open and close doors

Inspect property, store/retrieve supplies

 Have frequent need (33% to 66% of the time) to perform standing and walking activities related to inspecting and presenting property.

 Constant need (66% to 100% of time) to perform the following physical activities:

Reading/Writing/Typing/Speaking Corporate, resident communications

Grasping/Turning

Finger Dexterity

Telephone, doorknob use

Operation of office equipment

 Lifting/Carrying (paperwork, deliveries, files, miscellaneous):

Over 25 lbs.

20 lbs. - 25 lbs.

Less than 20 lbs.

Under 10 lbs.

VISION REQUIREMENTS

Rare need (less than 1% of the time)

Occasional need (1% to 33% of the time)

Frequent need (33% to 66% of the time)

Constant need (66% to 100% of the time)

 Constant need (66% to 100% of the time) to complete forms, read and review reports and a wide variety of correspondence, view computer screen. Frequent need to see small detail.

 Frequent need (33% to 66% of the time) to see things clearly beyond arm's reach (inspecting property, neighborhood surveys).

 Must be able to determine colors properly because of decorating, design, paint colors, etc.

HEARING REQUIREMENTS

 Constant need (66% to 100% of the time) to communicate over the telephone and in person with property owners, corporate and resident management, vendors and residents.

SPEAKING REQUIREMENTS

 Constant need (66% to 100% of the time) to communicate over telephone and in person.



DRIVING REQUIREMENTS

 Frequent need (33% to 66% of the time) to utilize personal transportation to inspect apartment property and surrounding neighborhood, make trips to the bank and also visit the corporate

 office.

Must have valid driver's license and automobile insurance.

 Must be able to properly operate golf or club car.

WORKING ENVIRONMENT

 Indoors (66% to 100% of the time); frequently outdoors, all conditions (33% to 66% of the time).

 Occasional exposure to caustics, solvents, oils, fumes, flammables, pesticides, etc. (less than

10%).

REASONING DEVELOPMENT

 HIGH . Must be able to apply principles of logical thinking to define problems, collect pertinent data, establish facts, draw valid conclusions and initiate appropriate course of action. Must effectively convey ideas, images and goals to a diverse group of personalities.

TESTING

 Manager must complete the following tests:

 Spelling (no more than 5 wrong)

 Math (no more than 3 wrong)



POSITION: ASSISTANT MANAGER

REPORTS TO: MANAGER

The purpose of this job description is to communicate the responsibilities and duties associated with the position of ASSISTANT MANAGER. While the following information should be considered a comprehensive description of this position, it should also be noted that some responsibilities and duties may not be specifically addressed.

Every person is expected to perform any reasonable task or request that is consistent with fulfilling company objectives.

It is imperative that you review these duties, skills and physical requirements closely and that you understand that by signing the Job Description Acknowledgment, you are verifying that you can perform all the duties, have the skills and possess the physical abilities that are necessary to perform the job as described.

JOB BRIEF: The ASSISTANT MANAGER is to assist the manager in effectively managing the assigned property.

In the manager's absence, the ASSISTANT MANAGER will assume all responsibilities associated with accomplishing property objectives as set forth by the property supervisor and the property owner. In addition, the ASSISTANT MANAGER is directly responsible for maintaining daily, weekly, and monthly reports including accurate reporting of rents and deposits received.


Conduct all business in accordance with company policies and procedures, Fair Housing, Americans with

Disabilities Act, Fair Credit Reporting Act, and all other laws pertaining to apartments.

INCOME COLLECTION

 Maintains accurate resident records. Updates on a daily basis all rents, deposits and application fees received by residents and applicants. Issue appropriate notices when necessary (e.g., late payments, eviction notices, returned check memos).

 Deposits all monies prior to bank close each day.

RESIDENT RELATIONS

 Maintains positive customer relations attitude.

 Physically inspects property when on grounds, picks up litter and reports any service needs to maintenance staff. Will also inspect move-ins, move-outs and vacancies when requested.

 Delegates inspection or inspects with residents all move-in/move-outs.



MARKETING

 Must be knowledgeable of all phases of leasing and resident retention.

 Works with lease renewals each month.

 Greets prospective clients, shows property and performs leasing duties as needed.

 Answers and handles incoming phone calls from prospective new residents, current residents, vendor/suppliers, etc.

 Maintains awareness of local market conditions and trends. Contributes ideas to manager for marketing property and improving resident satisfaction.

 Conducts outreach marketing weekly or as assigned by Manager.

ADMINISTRATIVE

 Updates required reports concerning move-out notices, activity, etc., on a daily basis and provides information to the manager.

 Organizes and files all applicable reports, leases and paperwork.

 Process move-ins and move-outs.

 Process all security deposit move-out reports.

 Accepts service requests from residents and routes to maintenance for prompt processing.

 Conducts service follow-up with resident when work is completed.

GENERAL

 Performs any additional duties assigned by manager or property supervisor.

QUALIFICATIONS

Position requires at least 1 year experience in property management. Must have basic computer knowledge.

Work Hours:

40 hours per week for full time employees or up to 25 hours per week for part time employees with flexible work week that may include holidays or weekends.




 Stand and walk or sit alternatively depending on specific needs of the day. Estimate 50% of time is spent on feet and 50% sitting at desk.

 Have frequent need (33% to 66% of the time) to perform the following physical activities:

Bend/Stoop/Squat Pick up litter, filing

Climb Stairs

Push or Pull

Show and inspect property

Inspect and show property, open and close doors, cabinets

Reach Above Shoulder Inspect property, store/retrieve supplies

 Have frequent need (33% to 66% of the time) to perform standing and walking activities related to inspecting and presenting property.

 Constant need (66% to 100% of time) to perform the following physical activities:

Writing/Typing Corporate, inter-office, resident communications

Grasping/Turning

Finger Dexterity

Telephone, doorknob use

Operation of office equipment

 Lifting/Carrying (paperwork, deliveries, files, miscellaneous):

Over 25 lbs.

20 lbs. - 25 lbs.

Less than 20 lbs.

Under 10 lbs.






 Constant need (66% to 100% of the time) to complete forms, read and review reports, wide variety of correspondence, view computer screen. Frequent need to see small detail and view computer screens.

 Frequent need (33% to 66% of the time) to see things clearly beyond arm's reach (inspecting property, neighborhood surveys).


 Constant need (66% to 100% of the time) to communicate over telephone and in person with vendors, corporate office staff, and residents.


 Constant need (66% to 100% of the time) to communicate over telephone and in person.



DRIVING REQUIREMENTS

 Frequent need (33% to 66% of the time) to utilize personal transportation to inspect apartment property and surrounding neighborhood, make trips to the bank and also visit the corporate

 office.

Must have valid driver's license and automobile insurance.

 Must be able to properly operate a golf or club car.


 Indoors (66% to 100% of the time); frequently outdoors, all conditions (33% to 66% of the time).

 Occasional exposure to caustics, solvents, oils, fumes, flammables, pesticides, etc. (less than

10%).


 HIGH.

Must be able to apply principles of logical thinking to define problems, collect pertinent data, establish facts, draw valid conclusions and initiate appropriate course of action. Must effectively convey ideas, images and goals to a diverse group of personalities.

TESTING

 Assistant Manager must complete the following tests:





POSITION: LEASING CONSULTANT

REPORTS TO: MANAGER

The purpose of this job description is to communicate the responsibilities and duties associated with the position of LEASING CONSULTANT. While the following information should be considered a comprehensive description of this position, it should also be noted that some responsibilities and duties may not be specifically addressed.


It is imperative that you review closely these duties, skills and physical requirements and that you understand you are verifying that you can perform all the duties, have the skills and possess the physical abilities necessary to perform the job as described.

JOB BRIEF: The LEASING CONSULTANT is the property’s sales representative whose primary duties are to greet prospects, to present professionally the features and benefits of their assigned property and properly secure lease agreements from qualified persons.

A LEASING CONSULTANT is very service oriented and strives to make current residents feel welcome and comfortable in their community. THE

LEASING CONSULTANT will contact a person of authority should any situation warrant an action or decision not included in his or her duties and responsibilities.


 Conduct all business in accordance with company policies and procedures, Fair Housing,

Americans with Disabilities Act, Fair Credit Reporting Act, and all other laws pertaining to apartments.

 Must have complete knowledge of Fair Housing Compliance laws or attend Fair Housing Training within the first 90 days of employment.

 Must have complete knowledge of lease contract, application and other addenda.

 Must have complete knowledge of SunRidge policy and procedures as outlined in the Employee

Handbook and Operations Manual.

 Must immediately notify his or her immediate supervisor or AVP of any illegal conduct by a vendor, resident or other employee.

MARKETING AND LEASING

 Maintain a professional, yet friendly, atmosphere in the leasing office and other areas where prospective residents and residents meet.

 Maintain work area in a clean and organized manner.

 Inspect models and make ready vacancies daily to ensure cleanliness.

 Answer incoming phone calls and handle each call whether it is a prospect call, irate resident, service request, etc. Transfer calls to Assistant Manager or Manager when appropriate.

 Greet prospective residents, qualify and determine their needs and preferences, professionally present the community and specific apartment(s) while pointing out features and benefits.



 Maintain awareness of local market conditions and trends. Contribute ideas to the Manager for marketing the property and for improving resident satisfaction.

 Perform outreach marketing duties.

ADMINISTRATIVE

 Correctly complete all lease applications, process application verification and notify prospective residents of results.

 Complete all lease paperwork including related addenda per SunRidge policy.

 Accept rent and deposit – not to include cash or incomplete money orders. Provide receipt upon request using only approved SunRidge receipts from receipt book.

 Complete Guest Information form on all prospects, send thank you notes and perform follow up.

 Enter phone and/or walk-in traffic from Welcome Cards into the computer daily

 Physically inspect property when on grounds, pick up litter and report any service needs to

Manager, to include cluttered patios, inoperable vehicles, broken windows, water leaks, etc.

 Inventory office supplies on a weekly basis. Report needs to manager.

 Organize and file appropriate reports, leases and paperwork daily.

Attend company meetings when requested. 

 Document all resident communication (verbal and written) in lease file conversation log.

 Assist Manager and Assistant Manager in preparation of daily and weekly reports, market surveys, etc.

 Accompany outside vendors on service request calls for occupied apartments when necessary.

GENERAL

 Performs any additional duties assigned by Manager or Property Supervisor.

QUALIFICATIONS

Requirements include maintaining good leasing and closing skills, being and staying organized, and possessing basic computer skills.

Work Hours:

Employee will be required to work a flexible work week which often includes weekends and holidays.

Employees work 20-40 hours per week depending on full or part-time status. Overtime must be approved by your supervisor prior to working over 40 hours if full time or 25 hours if part time.




 Stand and walk or sit alternatively depending on specific needs of the day. Estimate 70% of time spent on feet and 30% sitting at desk.

 Have constant need (66% to 100% of the time) to perform the following physical activities:

Bend/Stoop/Squat

Climb Stairs

Push or Pull


Pick up litter, filing

Show and inspect property

Inspect and show property, open and close doors

Inspect property, store/retrieve supplies

 Have constant need (66% to 100% of the time) to perform standing and walking activities related to inspecting property and traveling between properties.

 Constant need (66% to 100% of the time) to perform the following physical activities:

Writing/Typing/Data Entry Corporate/inter-office/resident communication

Grasping/Turning

Finger Dexterity

Telephone/doorknob use

Typing, operation of office equipment


 Constant need (66% to 100% of the time) to complete forms, read and review reports, answer wide variety of correspondence, view computer screen. Frequent need to see small detail.

 Constant need (66% to 100% of the time) to see things clearly beyond arm’s reach; e.g. inspecting property and showing property.


 Constant need (66% to 100% of the time) to communicate over telephone and in person with prospects, residents, vendors and corporate employees.


 Constant need (66% to 100% of the time) to communicate over telephone and in person with prospects, residents, vendors and corporate employees.

DRIVING/TRAVELING REQUIREMENTS

 Frequent need (66% to 100% of the time) to utilize personal transportation to inspect surrounding neighborhood, make trips to the bank, visit the corporate office, conduct outreach marketing, and run property related errands.

 Must have and maintain a valid driver’s license and automobile insurance.

 Must have and maintain access to street legal, reliable transportation.




 Indoors, frequently outdoors, in all weather conditions.

 Occasional exposure (1% to 33% of the time) to paint fumes, solvents, adhesives, etc.


 MODERATE . Must be able to apply principals of logical thinking to a variety of practical situations and accurately follow standardized procedures that may occasionally call for minor deviations. Needs to think rationally beyond a specific set of instructions.

TESTING

 Leasing Consultant must complete the following tests:





POSITION: LEAD MAINTENANCE TECHNICIAN

REPORTS TO: MANAGER

The purpose of this job description is to communicate the responsibilities and duties associated with the position of LEAD MAINTENANCE TECHNICIAN. While the following information should be considered a comprehensive description of this position, it should also be noted that some responsibilities and duties may not be specifically addressed.


It is imperative that you review these duties, skills and physical requirements closely and that you understand that by signing the Job Description Acknowledgment, you are verifying that you can perform all the duties and have the skills and possess the physical abilities that are necessary to perform the job as described.

JOB BRIEF: The LEAD MAINTENANCE TECHNICIAN is responsible for maintaining the physical integrity of the community at all times.

This involves insuring a clean and well maintained living environment for residents, visitors and staff. It is the LEAD

MAINTENANCE TECHNICIAN'S duty to anticipate, identify and correct any and all problems involving the property and to implement procedures that will prevent such problems. An effective program of maintenance is essential in order to:

 Maintain a clean and well maintained environment.





Cultivate resident satisfaction.

Protect the investment of the apartment property owner.


Conduct all business in accordance with company policies and procedures, state and federal laws; e.g.,

OSHA, ADA, Fair Housing, etc.

RESIDENT SERVICE

 Performs maintenance tasks personally and delegates to assistants. Oversees and occasionally inspects work performed by assistants.

 Institutes and manages system for handling resident service requests. Completes work orders within 24 hours when possible.

 Schedules maintenance personnel in conjunction with manager so that maintenance is available for emergency purposes, 24 hours a day, seven days a week.

PREVENTATIVE MAINTENANCE/SAFETY

 Conducts regularly scheduled safety meetings with entire staff; maintains and communicates

HAZCOM standards. Keeps MSDS sheets current and readily accessible. Maintains thorough knowledge of pertinent laws and EPA and OSHA regulations governing proper storage and management of hazardous materials, including solvents, flammables, caustics and refrigerants.

 Must be aware of the condition of the physical property throughout the community and immediately correct hazardous conditions; e.g., broken gates leading to the pool, broken steps, open holes, broken/burned out exterior lights.



 Maintains accurate records regarding preventative maintenance, service requests (received and completed), expenditures, apartment make-ready status, work-in-progress, etc.

 Schedules and performs minor and routine maintenance on all appropriate equipment on a regular basis. Inspects and maintains all tools in excellent condition.

 Indoctrinates and assists in development of all subordinate maintenance staff. Instills a "safety first" attitude not only with maintenance technicians but with all staff members.

 Instructs staff on proper use and guidelines for wearing safety items.

GENERAL

 Diagnoses and performs on a daily basis minor and routine maintenance/repair involving the following:

 Electrical and plumbing

(including water lines)

 A/C and heating systems

 Appliances

 Water irrigation systems

 Stairs, gates, fences, patios, railings

 Tile, carpet, flooring

 Roofing, gutters, fasteners





Interior/exterior lights

Fireplaces

 Ceiling fans

 Gas fixtures and appliances

(where applicable)

 Shutters, doors, cabinets, windows, sliding glass doors

 Boiler, gas and electric

 Door locks, P.O. boxes and locks

 Controlled access systems

(where applicable)

 Ceiling leaks





Walls

Pool areas, tile, jacuzzi, pool furniture

 Ensures that all make-ready repairs and services are completed correctly and on schedule.

 Reports all major repairs and requisitions to manager prior to any expenditure of funds.

 Possesses knowledge of budget and budget compliance.

 Changes locks and make ready keys.

 Removes and transfers heavy appliances and equipment from storage area to apartment (or vise versa) as circumstances warrant. Assists in moving abandoned furniture, appliances, etc., to dumpster when necessary. Use a dolly or back support belt.

 Maintains adequate inventory of spare parts and maintenance materials to handle most common repairs and situations.

 Identifies all utility meter cut-offs, apartment and fixture cut-offs, sewer cleanouts and prepares maps indicating same.

 Performs work area clean-up and safety related duties.

 Ensures that storage areas remain locked when not in use.

 Assists in keeping grounds neat and free of litter. Rakes, sweeps, shovels as circumstances warrant.

 Performs any additional duties assigned by manager or property supervisor.



QUALIFICATIONS

Position requires at least 3 years experience in property maintenance or equivalent field.

Work Hours:

40 hours per week. Weekends as circumstances warrant; on-call on a rotating basis and for emergencies.

Equipment Requirement:

Required to wear back support belt, wear goggles when working with specific equipment, wear masks and gloves and other safety equipment as tasks dictate.

Equipment/Machinery/Tools:

An employee in this position must be knowledgeable and skilled in the safe use and maintenance of the following tools:

Hand Tools: Various wrenches, hammers, grips, saws, sledgehammers, snips, posthole diggers, etc.

Power Tools: Wrenches, grinders, sanders, drills, saws, etc.

User-Moved Aids: Wheelbarrows, dollies, hand trucks, buckets, hoists, jacks, step ladders, full ladders, double ladders.

Mechanical Equipment: Motors, pumps, compressors, blowers, electric and hand power augers, etc.

Measuring Devices: Calipers, voltmeters, ohmmeters, testing meters, PH tests, gauges, etc.


 Constant need (66% to 100% of the time) to be on feet.


Bend/Stoop/Squat/Kneel

Climb Stairs

Push or Pull


Climb Ladders

Grasp/Grip/Turning

Finger Dexterity

Perform routine maintenance/repairs, pick up tools and needed equipment.

Service requests, make-ready needs for 2nd and 3rd floor apartments.

Move equipment, appliances, open and close doors, etc.

Perform routine maintenance/repairs, stock and remove equipment, parts, etc.

Perform routine maintenance/repairs.

Handle tools and equipment, perform routine maintenance/repairs.



 Writing: Inventory maintenance, requisition requests, required maintenance reports.



 Lifting/carrying (supplies, replacement parts, ladders, etc.):

Over 150 lbs.

75 - 150 lbs.

25 - 75 lbs.




1 - 25 lbs. Constant need (66% to 100% of the time)

NOTE: Lifting and carrying of weights exceeding 50 lbs. is often accomplished with assistance from one or more persons. Examples of heaviest items lifted include washer/dryers, refrigerators,

A/C units, abandoned sofas, etc.


 Constant need (66% to 100% of the time) to document maintenance and complete forms, review manuals and operating instructions, read cautionary labels, respond to written instruction from staff and residents. Constant need to see small detail when performing routine maintenance duties.

 Frequent need (33% to 60% of the time) to see things clearly beyond arm's reach (oversee assistants, observe problems throughout the property).


 Constant need (66% to 100% of the time) to communicate with assistants, office staff, vendors and residents. Must use listening skills to diagnose needed repairs, etc.


 Constant need (66% to 100% of the time) to verbally communicate with assistants, office staff, vendors and residents.


 Frequent need (33% to 66% of the time) to utilize personal transportation to pick up replacement parts and supplies from vendors. Rotation "on call" status may occasionally require expedient travel to assigned property at moment’s notice. Pickups and deliveries to the corporate office.

 Must have valid driver's license and automobile insurance coverage.


 Indoors (66% to 100% of the time). Frequently outdoors (33% to 66% of the time), all conditions, often for extended periods.

 Occasional exposure (1% to 33% of time) to paint fumes, solvents, adhesives, etc. Example:

Apartments during/after make-ready.

 Frequent need (33% to 66% of the time) to work in awkward and confining positions.


 HIGH.

Must be able to apply principles of logical thinking to define problems, collect pertinent data, establish facts, draw valid conclusions and initiate appropriate course of action. Must effectively convey ideas, images and goals to a diverse group of personalities.



POSITION: MAINTENANCE TECHNICIAN

REPORTS TO: MANAGER

The purpose of this job description is to communicate the responsibilities and duties associated with the position of MAINTENANCE TECHNICIAN. While the following information should be considered a comprehensive description of this position, it should also be noted that some responsibilities and duties may not be specifically addressed.



JOB BRIEF: The MAINTENANCE TECHNICIAN is to assist the senior maintenance technician in maintaining the physical integrity of the community.

This involves insuring a safe, secure and comfortable living environment for residents, visitors and staff. The MAINTENANCE TECHNICIAN will carry out assigned duties in a safe manner and other duties as requested by the senior maintenance technician. In the absence of the senior maintenance technician, the MAINTENANCE TECHNICIAN will assume all maintenance responsibilities.




PREVENTIVE MAINTENANCE/SAFETY

 Must be knowledgeable of pertinent laws and EPA and OSHA regulations governing proper storage and management of hazardous materials, including solvents, flammables, caustics and

Freon.

 Constantly be aware of the condition of apartment property throughout the community and immediately initiates action to correct unsafe conditions; e.g., broken gates leading to the pool, broken steps, open holes, broken/burned out exterior lights.

 Schedules and performs routine preventive maintenance on all appropriate equipment as directed by senior maintenance technician and manager. Inspects and maintains all tools in excellent condition.

 Be aware of all utility meter cut-offs, apartment and fixture cut-offs, sewer cleanouts.


 Ensures that storage areas always remain locked when not in use.



GENERAL

 Diagnoses and performs minor and routine maintenance/repair, as directed, involving the following on a daily basis:

 Electrical and plumbing

(including water lines)

 A/C and heating systems

 Appliances





Water irrigation systems

Stairs, gates, fences, patios, railings

 Tile, carpet, flooring

 Roofing, gutters, fasteners

 Interior/exterior lights

 Fireplaces

 Ceiling fans

 Gas fixtures and appliances

(where applicable)

 Shutters, doors, cabinets, windows, sliding glass doors

 Boiler, gas and electric

 Door locks, P.O. boxes and locks

Controlled access systems 

(where applicable)

 Ceiling leaks

 Walls

 Pool areas, tile, Jacuzzi, pool furniture

 Inspects and helps coordinate all needed make-ready repairs and services. Assists make-ready staff as required to meet deadlines.

 Reports all major repairs and need requisitions to senior maintenance technician and manager prior to any expenditure of funds.

 Change locks, rekey and make keys.

 Removes and transfers heavy appliances and equipment from storage area to apartment (or vise versa) as circumstances warrant. Assists in liens, moving abandoned furniture, appliances, etc., to dumpster when necessary.

 Be knowledgeable of inventory levels of spare parts and supplies; weekly inform senior maintenance technician of shortages.

 Assists in keeping grounds neat and free of litter. Rakes, sweeps, shovels, power washes and picks up trash as circumstances warrant.

 Performs any additional duties assigned by senior maintenance technician and manager.

QUALIFICATIONS

Position requires at least 3 years experience in property maintenance or equivalent field.

Work Hours:

40 hours per week. Weekends as circumstances warrant; on-call on a rotating basis and for emergencies.


Required to wear back support belt, wear goggles when working with specific equipment, wear masks and gloves and other safety equipment as tasks dictate.





Hand Tools: Various wrenches, hammers, grips, saws, sledgehammers, snips, posthole diggers, etc.

Power Tools: Wrenches, grinders, sanders, drills, saws, etc.

User-Moved Aids: Wheelbarrows, dollies, hand trucks, buckets, hoists, jacks, step ladders, full ladders, double ladders.

Mechanical Equipment: Motors, pumps, compressors, blowers, electric and hand power augers, etc.

Measuring Devices: Calipers, voltmeters, ohmmeters, testing meters, PH tests, gauges, etc.





Climb Stairs

Push or Pull


Perform routine maintenance/repairs, pick up tools and needed equipment.

Service requests, make-ready needs for 2nd and 3rd floor apartments.


Perform routine maintenance/repairs, stock and remove

Climb Ladders

Grasp/Grip/Turning

Finger Dexterity equipment, parts, etc.





Writing: Inventory maintenance, requisition requests, required maintenance reports.

 Lifting/carrying (supplies, replacement parts, ladders, etc.):

Over 150 lbs.

75 - 150 lbs.

25 - 75 lbs.

1 - 25 lbs.





NOTE: Lifting and carrying of weights exceeding 50 lbs. is often accomplished with assistance from one or more persons. Examples of heaviest items lifted include washer/dryers, refrigerators,

A/C units, abandoned sofas, etc.




 Constant need (66% to 100% of the time) to document maintenance and complete forms, review manuals and operating instructions, read cautionary labels, respond to written instruction from staff and residents. Constant need to see small detail when performing routine maintenance duties.

 Frequent need (33% to 60% of the time) to see things clearly beyond arm's reach (oversee assistants, observe problems throughout the property).


 Constant need (66% to 100% of the time) to communicate with assistants, office staff, vendors and residents. Must use listening skills to diagnose needed repairs, etc.


 Constant need (66% to 100% of the time) to verbally communicate with assistants, office staff, vendors and residents.


 Frequent need (33% to 66% of the time) to utilize personal transportation to pick up replacement parts and supplies from vendors. Rotation "on call" status may occasionally require expedient travel to assigned property at moment’s notice. Pickups and deliveries to the corporate office.

 Must have valid driver's license and automobile insurance coverage.


 Indoors (66% to 100% of the time). Frequently outdoors (33% to 66% of the time), all conditions, often for extended periods.





 MODERATE.

Must be able to apply principles of logical thinking to a variety of practical situations and accurately follow standardized procedures that may occasionally involve minor deviations. Needs ability to think rationally beyond a specific set of instructions.



POSITION: PORTER/GROUNDSKEEPER

REPORTS TO: LEAD MAINTENACE TECHNICIAN AND MANAGER

The purpose of this job description is to communicate the responsibilities and duties associated with the position of PORTER/GROUNDSKEEPER. While the following information should be considered a comprehensive description of this position, it should also be noted that some responsibilities and duties may not be specifically addressed.



JOB BRIEF: The primary responsibilities of the PORTER/GROUNDSKEEPER involve the upkeep of the property in order to enhance and maintain its curb appeal.

The

Porter will also assist the rest of the staff, as directed, in their efforts to manage the property in an efficient manner.




PREVENTIVE MAINTENANCE/SAFETY

 Checks and replaces exterior lighting on a regular basis.

 If certified for pool maintenance, clean and maintain pool as directed.

 Maintains awareness of proper safety precautions at all times.

 Constantly observes condition of apartment property throughout the community and immediately reports and/or initiates action to correct unsafe conditions.

 Needs to be aware of all utility meter cut-offs, apartment and fixture cut-offs, sewer cleanouts.

 Ensures that storage areas always remain locked when not in use.

GENERAL

 Physically walks the property on a frequent basis and removes litter, debris, cigarette butts and pet droppings from the grounds. It is especially critical that the following areas remain neat and free of litter at all times.

 Management Office

 Pool area.

 Laundry room.

 Mail rooms (if applicable).

 Pathways to show units/models

 Stairways and breezeways

 Dumpster areas.

 Recreation areas.

 Grounds adjacent to the road, in front of the office.

 Walkways to and from and in-between buildings.

 Exterior lighting fixtures

 Parking lots and drives.



 Performs "trash-out" duties at vacated apartments on a daily basis. Removes all abandoned furniture, trash, boxes. Transfers to dumpster or storage area, whichever is applicable.

 Transfers trash and other items left outside of dumpster into dumpster. Pick-up and sweep area.

Keeps dumpster/compactor doors closed on windy days.

 Details property on a regular basis. Cleans and rakes shrub areas; shovels mud when necessary.

Use blower to keep sidewalks and walking areas clean of loose grass and brush.

 Repairs and replaces windows, screens, sliding glass doors, etc. Performs routine maintenance on property as requested by manager and senior maintenance technician.

 Assists with various physical tasks as directed; e.g., tearing down fences, digging post holes, carrying abandoned sofas, liens, etc.

 Assists with "make-ready" duties when requested by the manager or senior maintenance technician.

 Helps clean and maintain storage and shop areas.

 Performs interior and exterior painting duties when requested. Carries buckets of paint from storage area to work site.

 Completes minor and routine service requests when requested by manager and/or senior maintenance technician. Follow procedures when service requests are performed.

 Change locks, rekeys and makes keys when directed.

 Distributes resident communications to residents; e.g., upcoming events, pest control notices, newsletters.


 Assists in keeping grounds neat and free of litter. Rakes, sweeps, shovels as circumstances warrant.

 Performs any additional duties assigned by senior maintenance technician and manager.

QUALIFICATIONS

Must meet all physical requirements and be able to take direction.

Work Hours:

40 hours per week if full time or up to 25 hours if part time. Weekly schedule may change as required.

Weekends as circumstances warrant.


Required to wear back support belt, and gloves as tasks dictate.





Hand Tools: Various wrenches, hammer, grips, saws, sledgehammer, snips, posthole diggers, etc.

(not provided by the company)

User-Moved Aids: Wheelbarrows, dollies, hand trucks, buckets, jacks, step ladders, full ladders.

Power Tools: Blowers, power washers, etc.





Climb Stairs

Push or Pull


Climb Ladders

Grasp/Grip/Turning

Finger Dexterity

Perform routine maintenance/repairs, pick up debris.

Routine duties require access to all levels.


Perform routine maintenance/repairs, stock and remove equipment.




 Lifting/carrying (supplies, blower, ladders, etc.):

Over 150 lbs.

75 - 150 lbs.

25 - 75 lbs.

1 - 25 lbs.





NOTE: Lifting and carrying of weights exceeding 50 lbs. is often accomplished with assistance from one or more persons and while wearing the required, appropriate safety equipment.

Examples of heaviest items lifted include washer/dryers, refrigerators, A/C units, abandoned sofas, etc.


 Constant need (66% to 100% of the time) to observe areas needing attention/correction. Read cautionary labels; respond to written instructions from staff.

 Frequent need (66% to 100% of the time) to see things clearly beyond arm's reach. Observe and assist in general maintenance; observe problems throughout property.


 Not essential. Frequent need (33% to 66% of the time) to receive instructions from residential management. Written instructions should be acceptable.




 Constant need (66% to 100% of the time) to verbally communicate with staff and residents.


 Outdoors (66% to 100% of the time), all conditions, often for extended periods of time.





 MODERATE.




POSITION: MAKE READY


The purpose of this job description is to communicate the responsibilities and duties associated with the position of MAKE-READY. While the following information should be considered a comprehensive description of this position, it should also be noted that some responsibilities and duties may not be specifically addressed.



JOB BRIEF: In coordination with the manager and senior maintenance technician, The

MAKE-READY employee's primary responsibility is to ensure that all vacated apartments are thoroughly restored to "market ready" status in a timely manner and according to the manager's timetable.


 Conduct all business in accordance with company policies and procedures, state and federal laws; e.g., OSHA, ADA, Fair Housing, etc.

 Inspects vacated apartments and completes checklists in regard to make-ready. Informs senior maintenance technician and manager of needed services and repairs.

 Routinely performs the following duties in order to restore apartment to "market ready" status:

 Checks all lights and replaces as necessary.

 Replaces or repairs windows, latches, screens, hinges, sliding glass doors, shelves, baseboards, mirrors, closets.

 Checks applicable appliances and informs senior maintenance technician of problems.

 Assists in changing or removing appliances from apartment.

 Makes keys when necessary.

 Checks faucets sink plugs and repairs/replaces as necessary. Replaces washers when needed. Performs exterior repairs to sinks, bathtubs, etc., when warranted.

 Assists with painting duties when requested. Transfers paint from storage areas to apartment units when painting is scheduled.

 Repairs or replaces curtains, mini-blinds, ceiling fans, etc.

Repairs plaster holes in walls, paints as necessary. 

 Inspects bathroom tiles, performs minor repairs/replacements.

 Changes A/C filters

 Operates carpet cleaning equipment to clean carpets.

 Lends assistance during trash-out of apartment; e.g., moving heavy/bulky items to dumpster.

 Replaces vacancy lock (if applicable) on day lock is changed for new resident for move-in. Also changes out P.O. Box lock when requested (if applicable).

 Makes new keys when requested.



 Assists in keeping grounds clean at all times.

 Assists maintenance when requested.

 Delivers notices to all apartment.

 Reports supply needs to manager and/or senior maintenance technician.

 Performs other tasks as assigned by manager or senior maintenance technician.

QUALIFICATIONS


Work Hours:

40 hours per week, 8:30 a.m. to 5:30 p.m., Monday through Friday. Weekly schedule may change as required. May be necessary to work weekends.


Required to wear a back support belt and gloves as tasks dictate. Wear appropriate shoes (no flat bottom sneakers.)

Equipment:

An employee in this position must be knowledgeable and skilled in the safe use and maintenance of cleaning fluids and tools, including mop, broom, vacuum cleaner, carpet cleaning equipment, buffer, step ladder, full ladder, hand tools, key-cutting machine, hand truck, wheelbarrow.





Climb Stairs

Push or Pull


Climb Ladders

Grasp/Grip/Turning

Finger Dexterity

Perform routine cleaning; pick up debris.

Routine cleaning duties require access to 2nd and 3rd floor apartments.

Move light furniture, appliances, open/close doors, etc.

Perform routine cleaning duties.


Handle cleaning tools and equipment.


 Lifting/carrying (supplies, paint, carpet cleaning equipment, etc.):

Over 100 lbs.

50 - 75 lbs.

25 - 50 lbs.

1 - 25 lbs.





 Writing: Inventory maintenance, requisition, requests, required maintenance reports.




 Constant need (66% to 100% of the time) to notice difference between clean and unclean.

Observe areas needing attention.

 Frequent need (33% to 60% of the time) to see things clearly beyond arm's reach. Observe and assist maintenance; observe problems throughout property.


 Not essential. Frequent need (33% to 66% of the time) to receive instructions from residential management. Written instructions should be acceptable.


 Not essential. Frequent need (33% to 66% of the time) to ask questions, request supplies.

Written instructions should be acceptable.


 None.


 Indoors (66% to 100% of the time). Occasionally outdoors (1% to 33% of the time).

 Occasional exposure (1% to 33% of time) to cleaning solvents, adhesives, paint fumes, etc.



 MODERATE.

Must be able to apply common sense understanding to carry out simple one to two-step instructions. Deal with standardized situations with occasional or no deviations from standard procedures.



POSITION: PAINTER


The purpose of this job description is to communicate the responsibilities and duties associated with the position of PAINTER. While the following information should be considered a comprehensive description of this position, it should also be noted that some responsibilities and duties may not be specifically addressed.



JOB BRIEF: In coordination with the manager and the senior maintenance technician, the

PAINTER'S primary responsibility is to ensure that all vacated apartments are painted to "market ready" status in a timely manner and according to the manager's timetable.



 Inspects and paints vacated apartments and completes required forms in regard to painting.

 Routinely performs the following duties in order to restore apartment to "market ready" status:



 Communicates with manager concerning particular apartments that need painting in order of priority.

Works at a pace which will leave enough time for other maintenance personnel to complete their functions in the make-ready process.

 Reports to manager when paint and/or supplies are low to avoid depletion.

 Repairs holes in walls, caulks tubs, repairs ceramic tile.

 Performs all tasks in a neat and efficient manner. This includes cleaning all brushes, rollers and equipment and returning said equipment to their designated storage facility at the end of each day.

 Wears uniform as instructed by manager which may include providing your own painter's whites.

 Uses protective equipment when necessary following all safety procedures.

 Performs other work duties as directed by manager.



QUALIFICATIONS


Work Hours:

40 hours per week, 8:30 a.m. to 5:30 p.m., Monday through Friday. Weekly schedule may change as required. May be necessary to work weekends.


Required to wear back support belt and steel-toed shoes. Wear glasses and gloves as tasks dictate.

Vehicle equipped for hauling miscellaneous maintenance materials is required.

Equipment:

An employee in this position must be knowledgeable and skilled in the safe use and maintenance of cleaning fluids and tools, including mop, broom, vacuum cleaner, carpet cleaning equipment, buffer, step ladder, full ladder, hand tools, key-cutting machine, hand truck and wheelbarrow.





Climb Stairs

Push or Pull


Climb Ladders

Perform routine painting; pick up debris.

Routine painting duties require access

Move light furniture, appliances, open and close doors, etc.

Perform routine painting duties.

Perform routine painting duties.

Grasp/Grip/Turning

Finger Dexterity

Handle painting tools and equipment.

Handle painting tools and equipment.

 Lifting/carrying (supplies, paint, carpet cleaning equipment, etc.):

Over 100 lbs. Rare need (less than 1% of the time)

50 - 75 lbs.

25 - 50 lbs.

1 - 25 lbs.




 Writing: Inventory paint, requisition, requests, required maintenance reports.


 Constant need (66% to 100% of the time) to notice difference between painted surfaces and unpainted surfaces. Observe areas needing attention.

 Frequent need (33% to 60% of the time) to see things clearly beyond arm's reach. Observe and assist maintenance; observe problems throughout property.


 Not essential. Frequent need (33% to 66% of the time) to receive instructions from residential.





 Not essential. Frequent need (33% to 66% of the time) to ask questions, request supplies.



 None.



 Frequent exposure (66% to 100% of time) to paint or cleaning solvents, adhesives, paint fumes, etc.



 MODERATE.

Must be able to apply common sense understanding to carry out simple one to two-step instructions. Deal with standardized situations with occasional or no deviations from standard procedures.



POSITION: HOUSEKEEPER

REPORTS TO: MANAGER

The purpose of this job description is to communicate the responsibilities and duties associated with the position of HOUSEKEEPER. While the following information should be considered a comprehensive description of this position, it should also be noted that some responsibilities and duties may not be specifically addressed.


It is imperative that you review these duties, skills and physical requirements closely and that you understand that by signing this document you are verifying that you can perform all the duties, have the skills and possess the physical abilities that are necessary to perform the job as described.

JOB BRIEF: The primary responsibilities of the HOUSEKEEPER involve the upkeep of each apartment in order to enhance and maintain its appeal.

The HOUSEKEEPER will also assist the rest of the employees, as directed, in their efforts to manage the property in an efficient manner.



 Clean the office, clubroom, restrooms and other common areas on a daily basis, prior to 9:00 a.m.

 Clean and maintain models and/or target units on a daily basis.

 Clean all vacant apartments as directed by the Manager or Assistant Manager.

 Keep all vacancies fresh and odorless.

 Clean and maintain laundry facilities daily by 10:00 a.m.

 Perform additional duties requested by the Manager or Assistant Manager.

 Inform management of supply needs on a weekly basis.

QUALIFICATIONS


Work Hours: 30 to 40 hours per week, as scheduled, Monday through Friday. Weekly schedule may change as required. May be necessary to work weekends.

Equipment Requirement: Mops, brooms, vacuum cleaner, window squeegee, scrubber, step stool, small ladder, screwdriver and other miscellaneous hand tools. Requirement to wear gloves and other protective equipment as task dictates.

Equipment: An employee in this position must be knowledgeable and skilled in the safe use and maintenance of cleaning fluids and tools.






Bend/Stoop/Squat/Kneel Perform routine cleaning; pick up debris

Climb Stairs

Push or Pull

Routine cleaning duties require access to all levels of the building(s).

Move light furniture, appliances, open and close doors, etc.

Reach Above Shoulder Perform routine cleaning duties.

Climb Ladders

Grasp/Grip/Turning

Finger Dexterity




 Lift/carrying (cleaning supplies, vacuum, step stool, etc.)

50 – 75 lbs.

25 – 50 lbs.

1 – 25 lbs.




 Required to handle cleaning chemicals. Certain cleaning chemicals may require pre-mixing.


 Constant need (66% to 100% of the time) to observe areas needing attention/correction. Read cautionary labels; respond to written instructions from employees.

 Frequent need (33% to 60% of the time) to see things clearly beyond arm’s reach. Observe and assist Maintenance; observe problems throughout property.


 Not essential. Frequent need (33% to 66% of the time) to receive instructions from Manager.

Written instructions are acceptable.

COMMUNICATION REQUIREMENTS

 Constant need (66% to 100% of the time) to communicate with staff and residents.



 Constant exposure (66% to 100% of the time) to cleaning chemicals, paint fumes, solvents, adhesives, etc. Example: apartments during and after make-ready.



 MODERATE.




DRUG ABUSE POLICY

DRUG-FREE WORKPLACE POLICY

This Company has a strong commitment to provide a safe, secure and drug-free workplace for its employees and to establish programs and policies promoting high standards of employee health. The company’s policy is reinforced by the federal Drug-Free Workplace Act mandating that certain employers adopt and enforce policies for drug-free work environments.

The most important aspects of the company’s policy are that: (1) Illegal drug use or prescription drug abuse by employees is absolutely prohibited; and (2) Drug testing may be used to detect and/or prevent drug abuse by employees.

For purposes of this policy, the term “drugs” includes alcoholic beverages, inhalants and illegal drugs, including marijuana and controlled substances. The term also covers prescription drugs under certain circumstances.

JOB APPLICANTS

Prior to employment, an applicant will be provided a copy of the company’s drug-free workplace policy, and the applicant must agree to abide by it. After an employment offer and prior to becoming an employee, job applicants will be tested for drugs.

At the time of the drug testing, applicants will be informed of the testing procedure and the consequences of positive results. The applicant will be given a consent and release form, stating that the testing procedures have been generally explained and that the applicant understands the test results will be released to the prospective employer and used to determine suitability for employment and to identify the drugs to be tested. If the applicant fails to sign the consent and release forms or refuses to be tested or if the test results are “positive,” the applicant may be denied employment.

NOTE : “Diluted specimen” results will require immediate retesting without notice, at the applicant’s expense.

EMPLOYEES

Every employee is provided a copy of the company’s drug-free workplace policy in the Employee

Handbook and the employee must agree to abide by it. Employees are expected to report to work without any impairment which might prevent them from behaving appropriately or performing their jobs safely and efficiently. Drug abuse by employees is absolutely prohibited.

“Drug abuse” means:

 Using or possessing alcoholic beverages while on the job or while using company equipment;

 Using alcoholic beverages while off the job in a manner which adversely affects the employee’s performance and conduct on the job or which poses a direct threat to the safety of others;

 Using any over-the-counter or prescription drugs while on or off the job in a manner which adversely affects the employee’s performance or conduct on the job, except when prescription drugs are taken as directed by the employee’s doctor;

 Using, possessing, distributing, dispensing, exchanging, selling or manufacturing controlled substances, illegal drugs, marijuana, drug paraphernalia or inhalants at any time, either on or off the job;



 Using company property or the employee’s job or position to facilitate any of the above; or

 Violating any federal, state or local law relating to alcohol or drug-related conduct.

Employees under a doctor’s care who are using prescription drugs must notify their Manager regarding the nature of the medication, the dosage and the effects on the individual. A doctor’s statement and/or copy of the prescription may be requested by an employee’s Manager in accordance with company policy.

Managers who have reasonable suspicion that an employee has an unauthorized or unlawful involvement with alcohol, marijuana or controlled substances may ask questions and are required to gather information and refer that information to the AVP. In cases where reasonable suspicion exists, the company may search (and the employee consents to search) of the employee’s locker, tool boxes, food and beverage containers, desk, file cabinets and other personal property such as purses or clothing and personal vehicles on company property. Searches of clothing will be conducted by a person of the same sex. Employees are required to cooperate in all searches.

Every employee must immediately report to his or her Manager any criminal convictions or guilty pleas by the employee involving drug abuse as defined above.

Every employee must immediately report to his or her Manager any incidents which the employee believes may involve drug abuse by another employee or any person on company property.

DRUG OR ALCOHOL TESTING DURING EMPLOYMENT

When management has a reasonable suspicion that an employee is violating this policy, the employee may be asked to immediately report to a company-designated physician or medical clinic on company time and at company expense for a supervised drug and/or alcohol test. The test results will be released to the company. The testing may involve urine tests, blood screens, and other appropriate procedures.

The employee will sign all necessary consents or release forms for the testing. The employee will not dilute, switch, alter or tamper with urine or blood samples. If the employee refuses to consent or submit to the tests or has a positive test result, the employee will be subject to immediate discipline, up to and including employment termination. If an employee has a “positive” test result and is not terminated, the employee must sign and comply with a return-to-work agreement and may be required to complete chemical or alcohol dependency evaluations as part of the procedures.

Whenever an employee has an on-the-job accident, injury or serious safety-related incident, the incident must be reported immediately . The company will require drug testing.

At any time, the company may institute a random or universal drug testing program for all employees. In such event, the company will advise all employees of the testing procedures and the consequences of refusal to consent, refusal to submit to testing, or positive test results.

EDUCATIONAL AND TREATMENT PROGRAMS

If there are drug education, treatment, or medical rehabilitation programs available through the employer or through health care insurance (if any), an addendum to this company policy will contain a description of the programs and how an employee may request assistance or participation. The addendum, if any, will also describe any requirements for participation.



CONSEQUENCE OF VIOLATION

Violation of the company’s drug abuse policy will result in discipline, up to and including termination without warning or second chance and without severance pay or benefits.

Termination of employment because of violation of the company’s policy regarding drug use or abuse will be permanently recorded in the employee’s personnel record. If requested, the company may inform a subsequent or prospective employer that the employee was terminated for violating the company’s drug abuse policy. It may also result in denial of unemployment benefits under the state law.

ACKNOWLEDGEMENT BY EMPLOYEE

Employees may ask management about any questions they have. By accepting employment with this company, employees agree to abide by the policy and realize the consequences of violating it. Drug use or abuse can:

 Cause danger to the employee, their co-workers, their family and friends;

 Reduce job productivity and success for the employee and others;

 Increase job absenteeism and accidents;

 Cause the loss of your job and can affect your chances of obtaining future employment with other employers;

 Cause crippling brain damage and permanent disability which may result in never being able to work again;

 Cause death.

If employees are terminated for violation of this drug abuse policy, we can notify subsequent or prospective employers of that fact (if requested by them).



EMPLOYEE APARTMENTS

Employees may live on-site if they choose, after 30 days of satisfactory employment . No employee is required to live on-site.

If an employee chooses to live on the property where he or she works, the rent will be due on the 1 st of each month. Late payments constitute grounds for dismissal. Late fees may not be waived .

Employees are not due a discounted rent and may be subject to rent increases just as any other resident.

Employees are to be placed on a month-to-month lease at market rent unless otherwise approved by the

VP. An EMPLOYEE ADDENDUM (TAA form) must be attached and referenced in the Special Provisions paragraph of the LEASE CONTRACT (TAA form).

The original copy of the Lease must be signed by the AVP and will be filed in the employee’s personnel file in the Corporate Office.



ORIENTATION FOR NEW EMPLOYEES

A new employee (whether service or office) must be given an orientation prior to starting work for this company. The Manager is responsible for scheduling or conducting the orientation.

The NEW EMPLOYEE ORIENTATION CHECKLISTS (SunRidge forms) have points to review in this initial orientation. They must be completed and signed by the new employee and the person giving the orientation. The form will be sent to the AVP to become a part of the employee’s permanent personnel file.

If you have just hired a new employee for your property and expect an outstanding performance from him or her, the most important time is the training within the first weeks. During this time, you must provide him or her with the information needed to manage their position successfully.

START OFF RIGHT

 Review with the new employee the checklist specific to his/her job description.

 Let the employee ask any questions they may have about their new position.

 Identify problem areas that are specific to their job description on the property. For example, if you have just hired an individual for Make/Ready Maintenance, you would want to review the policy that they will be expected to complete five make-readies or more per week. In addition, you may give them a list of the current vacant apartments and an expected completion date.

PERFORMANCE REVIEWS

Performance reviews will be conducted after 90 days with the company. This review is a performance review only. For leasing associates, this review will be in the form of a shopping report, conducted over the phone and in person.

Give the employee specific time frames in which you expect them to improve the performance of the property based on jobs that are within his or her job description.

Give the employee some uninterrupted time, behind closed doors, to go over the paperwork and job requirements as well as some of the items that are often overlooked, i.e.; Chain of Command, Target

Units and expected time of job understanding and implementation.

FAIR HOUSING

Make certain that Fair Housing issues are discussed with each individual PRIOR to them coming in to contact with your residents, vendors and other employees for the first time. There is no room for discrimination in our work place.

PURCHASING & CONTRACTS

Make certain that every employee understands their purchase abilities- none at all or with your permission- or with yours and upper management only. This is very important.



DAILY

Give new employees a run down on the benefits of living in the area- dining, shopping, access to major interstates or highways, etc.

Review the daily schedule of the property’s routine with each employee. It is necessary for everyone to work together as a team to optimize the aesthetics of the property and the overall function of day to day activities. For example:

 Maintain a list of irrigation problems, rock beds, tree pruning, etc. for landscapers’ regular visits.

 Notice torn and tattered flags.

 Pick up trash when walking a unit or walking to the next service request.

FOLLOW UP

Follow up with the employee from time to time. Ask:

 How is everything going?

 Do you have any questions?

 Do you like your job?

 Is there anything I can do to make your job easier for you?

Expect repetition. Seldom does a trainee hear everything the first time. Be patient. Your training hours will bring results and will save you valuable time later.

Be prepared to evaluate your new employee’s ability to grasp the situation. Early warning signs may appear, so be ready to assist and make a decision on his or her ability to be trained.

You should also encourage all of your employees to take additional training courses to improve their knowledge in our industry. Let your new employees know that their training, continuing education and career development is largely in their own hands.

Lastly, every successful coach knows his or her team must maintain a winning attitude. So, keep your team informed of your expectations- and you will succeed!

MISSION POSSIBLE – THE SUNRIDGE WAY!!

Review the New Employee Orientation Checklists in the Sample Forms section.



INTRODUCTION TO SAFETY

Before you start to work, review our company’s safety and health program. This company’s accidentprevention policy is based on a sincere desire to eliminate personal injuries, occupational illness, equipment and property damage, and to protect the general public.

We believe in adhering to rigid safety practices to prevent on-the-job accidents. In fact, there is no task that is so important that carelessness or disregard for proper operating procedures will be tolerated.

Your safety and health as related to your employment at this community are governed by federal, state and local rules and regulations and our own company regulations and work practices. Willful, repeated, or even a single serious violation of any safety rule can result in disciplinary action, which may include immediate termination of employment.

SAFETY DEFINITIONS

An accident is an unplanned, unforeseen and unexpected event that interferes with or interrupts the orderly progress of work. It may involve injury to personnel, damage to equipment, loss in time and material or any combination of these items.

Our definition of safety is the control of hazardous actions or conditions that can cause an accident.

Safety is a rather relative term; at times it is difficult to define what is or is not safe. Nothing can be gained by arguing over the safety of a situation. The main point to consider is, “Can an accident occur, considering all practical conditions involved?”

BENEFITS OF GOOD SAFETY

Good on-the-job safety results in both personal benefits to you as an employee and production benefits for the property. Some personal benefits to the employee are:

 No time is lost from work due to injury, thus ensuring a full paycheck instead of compensation on payments.

 Turnover and absenteeism are reduced due to better working conditions, high morale and fewer accidents.

 Through our safety training program, we reduce injuries and conserve skilled workers.

 Our safety training program improves the quality of supervision.

 Good safety improves human relations and results in better cooperation between you and your Manager.

 By analyzing your job for safety and efficiency, we are better able to use your skills.

 An overall increase in safety awareness reduces off-the-job accidents.



Some operational benefits are:

 Fewer injured employees, better-trained employees, regular inspections, better selection of tools and materials and better maintenance reduce the downtime of production machinery and cut down on maintenance costs.

 Better training and job analysis reduce set-up time.

 Safety meetings, inspections and investigations of accidents stimulate suggestions for more efficient operations.

 Consideration of the best and safest operating methods result in fewer accidents, while good housekeeping saves on materials.

 Client, public and community relations are improved.

 Production is increased by removing the fear factors. Employees are more self-confident if adequate machinery guards, controls, guardrail, protective equipments, etc., are provided.

 There will be less opportunity for serious accidents or catastrophes.

SUMMARY:

Accident prevention is important to you because it is a mark of an efficient and intelligent worker. A good safety record is important to your future with our company.

Accident prevention is necessary to the company because we do not want our employees injured or our equipment damaged. Accidents are very costly for the company and you.

Finally, knowing the causes of accidents is essential to preventing them. Accidents do not just happen – they are caused – 85% by people and 15% by conditions.

REPORTING ACCIDENTS

 You must immediately report all accidents to your AVP.

 If you are injured – no matter how slight – report it to your AVP. The smallest cut or puncture can result in serious infection; a small sprain can get worse; a bad bruise could be a fractured bone.

 Also, you should document your injury for compensation purposes. We need to keep accurate injury records.

 You can get the required forms for documentation off of the SunRidge Forms webpage.

SAFETY TRAINING MEETINGS

Safety meetings are conducted monthly on all SunRidge properties. Attendance is mandatory and is very much to your benefit. Company safety rules and regulations, safe working procedures, analysis of accidents and potential hazards will be discussed. These meetings provide you with an opportunity to point out any hazardous or unhealthy conditions or unsafe work practices you may have noticed.

Also, any suggestions for improving our safety program are welcome at these meetings.



REVIEW HAZARDS AND SAFE WORK METHODS

Review hazards and safe work methods fundamental to your assigned job description. If you have any questions or concerns at that time, ask your Manager who will give a more specific breakdown before the job begins.

TEAM EFFORT CONCEPT

In order to eliminate accidents with their resulting injuries and physical and financial suffering, safety must be a cooperative effort. Neither you nor the company can accomplish this alone. Help us eliminate all accidents by staying alert, following safe work practices and obeying all safety rules and regulations.



PERFORMANCE REVIEW

Formal employee performance evaluations are to be completed two weeks prior to the anniversary of hire date. These evaluations are helpful in determining training needs and promotion potential and in evaluating potential pay increases. They are not, however, to be considered “salary reviews.”

Managers or AVPs should complete performance reviews on the following occasions:

 Two weeks prior to annual review or anniversary day.

 If an employee changes properties or positions.

 Whenever appropriate, e.g., each time the employee performs exceptionally poorly or well.

The key to an effective performance evaluation is trust. There should be no surprises in the review process. An effective Manager gives feedback to employees on a consistent basis. No employee should be

“blind-sided” in the formal review process. It is a time to reflect on accomplishments for the year, evaluate performance in light of clearly defined expectations and to set goals for the coming year.

The original completed EMPLOYEE PERFORMANCE REVIEW (SunRidge form) is forwarded to the AVP for review. The signed original will be forwarded to the Payroll Department to be placed in the employee’s personnel file.

Review the Employee Performance Review in the Sample Forms section.



DISCIPLINING EMPLOYEES

Employee discipline must be practiced in a consistent manner. It is critically important to treat all employees in the same manner and to document all disciplinary action.

All written disciplinary action must be approved by the AVP.

Proper use of the Disciplinary Guidelines below will remove any question of discriminatory discipline or termination.

The EMPLOYEE REPRIMAND (SunRidge form) is to be used for documentation of all warnings, verbal and written. A copy is retained in the on-site employee file and the original is forwarded for review and filing in the Corporate Office. Any additional documentation should be attached to the EMPLOYEE REPRIMAND.

* The Company reserves the right to terminate without prior reprimands if the situation warrants such action.

DISCIPLINARY GUIDELINES

The following types of action may be taken depending on the seriousness of the situation:

Informal Counseling/Verbal Warning

An informal counseling session will be conducted by the Manager when employee performance or conduct fails to meet specified requirements or normal business conduct. The problem is defined, corrective action identified and the probable results of inaction by the employee in correcting the problem outlined. This does count as a reprimand. Written documentation by Manager is required.

Written Warning and Counseling

In the event of a repeated minor offense or problem, either of performance or conduct, the

Manager will counsel the employee on a formal basis. The employee receives a written

EMPLOYEE REPRIMAND (SunRidge form) that indicates the specific steps to be taken in correcting the problem and states its probable results if the corrective action is not accomplished.

The employee reviews the Reprimand and may add written comments if desired. The form is signed by both the employee and Manager, dated, and placed in the employee’s file. If the employee refuses to sign, a notation will be made by the Manager, however, it still counts as written reprimand.

Termination

Serious violations, such as drug policy violation, sexual harassment, discrimination, possession of weapons on-site, fighting, assault, theft, dishonesty, fraud, destruction of company property, unpaid rent, violation of computer policy, etc., may result in immediate termination without warning or notice. (See also “Living On-Site”, if applicable.)

Three (3) written/verbal warnings may result in termination.

Review the Employee Reprimand in the Sample Forms section.



TERMINATION PROCEDURE

Termination of an employee is a serious matter. In all cases, consult with your AVP before proceeding with a termination.

Use the following procedures when terminating an employee:

 Review documentation. Termination for any reason must be fully documented.

 A witness should attend the termination interview.

 Review the TERMINATION CHECKLIST (SunRidge form). Retrieve all applicable items during the interview. Forward the checklist to your AVP immediately.

 Call the Payroll Department and notify them of the termination immediately.

 Review the move-out procedure as stated in the EMPLOYEE RENTAL AGREEMENT ADDENDUM

(TAA form), if applicable.

 Complete and submit a termination PERSONNEL ACTION FORM (SunRidge form) to payroll within

24 hours.

Review the Termination Checklist and Personnel Action Form in the Sample Forms section.


SAMPLE FORMS

SAMPLE FORMS

All forms in this manual are samples only. Please refer to the SunRidge Forms webpage or the SunRidge

Resources webpage of the SunRidge website for the latest approved version of all the SunRidge forms.

DO NOT PHOTOCOPY THE FORMS IN THIS MANUAL.

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125 of 155 Revised 04/27/2010 Operations Manual: Sample Forms

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Revised 04/27/2010

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Revised 04/27/2010

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Revised 04/27/2010

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Revised 04/27/2010

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Revised 04/27/2010

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Revised 04/27/2010

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Revised 04/27/2010

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