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**Internal Review**

Project Director

Technical Reviewer

Management Reviewer

**A Word About This Manual**

This manual was initially prepared as a resource for public housing
agencies (PHAs) participating in the Moving to Work (MTW) Demonstration
that were transitioning to project-based management. However, given the
recent shift to project-based management for the public housing program
as a whole, it is anticipated that this manual will have much broader
application. Included with this document are sample job descriptions for
Regional Manager, Housing Manager, Housing Assistant, Maintenance
Superintendent, Maintenance Superintendent and Housekeeper. These job
descriptions are also in keeping with a project-based model.

How to Use This Manual

The intent of this document is to provide PHAs with a sample procedures
manual for housing managers under project based management. Please note
that it assumes a fairly evolved (or decentralized) project-based
management structure, one that is consistent with norms in private
housing. PHAs must decide what model best meets the needs for each
property. Consequently, PHAs should adapt this manual to fit local
conditions, where appropriate. For example, while the manual assumes
that housing managers will have purchasing authority of up to \$200
without prior approval from the regional manager, PHAs may feel that
higher (lower) thresholds are appropriate.

Certain other assumptions used in the development of this manual
include:

-   **Local landlord-tenant laws**. These laws vary across
    jurisdictions. For example, whereas this manual includes a late fee
    of \$10 on the 6^th^ day of the month and \$15 on the 10^th^, PHAs
    may not be permitted, or may not choose to adopt, such a late fee
    policy. Similarly, rules on managing security deposits or the
    disposition of abandoned furniture vary by locality. PHAs will want
    to conform the procedures in this document to all such local laws.

-   **Automated management information system**. This manual assumes
    that the subject PHA has an automated management information system
    to handle such functions as: rent collections, wait list management,
    reexaminations, work orders, and property accounting.

-   **Forms**. It is assumed that, as part of this hypothetical PHA's
    automated management information system, all forms required by
    housing management personnel are contained in a "shared" drive
    within the agency's "intra-net." This manual references, but does
    not include, these forms. The exception is of certain forms that, in
    the opinion of the authors, might be new to PHAs who previously have
    maintained centralized property management systems. For example,
    this manual includes a Petty Cash Log (few PHAs today have petty
    cash accounts for each property) as well as a Traffic Log (tracking
    the number of applicant inquiries under a site-based waiting list
    system). These selected forms appear as exhibits at the end of the
    chapters in which they are first introduced and are referenced, in
    the text, with brackets (\<\>).

-   **Agency size.** While no specific agency size was intended in the
    development of this manual, smaller agencies will likely have
    simpler organizations and possibly more streamlined procedures than
    contained herein.

-   **Collective bargaining**. The majority of larger PHAs are subject
    to collective bargaining agreements. This manual assumes that the
    maintenance staff is covered under a collective bargaining
    agreement, but one where the work rules are more similar to
    practices in private housing (where the workforce tends not to be
    subject to formal collective bargaining agreements).

In keeping with its conventional approach to property management, this
manual has a particularly strong emphasis on marketing, curb appeal, and
customer satisfaction. While some public housing properties benefit from
strong demand, and therefore face little difficulty filling units,
efforts at curb appeal, customer satisfaction, and marketing should be
universal themes, regardless of property type or subsidy program.

Another resource developed in conjunction with this manual is a series
of sample job descriptions. Managing under PBM model means the
assignment of new job tasks and responsibilities for housing management
personnel, especially for the following positions: housing manager,
assistant housing manager, maintenance supervisor/technician, and
regional property manager. The sample job descriptions are provided in
the Manual's Appendix.

Acknowledgements

This manual combines (1) the experience of various MTW and non-MTW PHAs
who, in recent years, have initiated project-based management with (2)
the actual operating procedures of a private property management
company. Special appreciation is extended to: Allied Group of Renton,
WA, and the housing authorities of King County, WA, Portland, OR,
Cambridge, MA, Dade County, FL, Louisville, KY, Baltimore, MD, Tampa,
FL, and Indianapolis, IN. This manual was prepared under contract
C-OPC-21702, Task Order 5, between Abt Associates Inc. and the
Department of Housing and Urban Development.

**Contents**

[Introduction vii](#__RefHeading___Toc109100976)

[Purpose vii](#__RefHeading___Toc109100977)

[Property Management Goals vii](#__RefHeading___Toc109100978)

[Agency Philosophy vii](#__RefHeading___Toc109100979)

[Agency Organization viii](#__RefHeading___Toc109100980)

[Agency Policies viii](#__RefHeading___Toc109100981)

[Automated Management Information System (AMIS)
ix](#__RefHeading___Toc109100982)

[Organization of this Manual ix](#__RefHeading___Toc109100983)

[Chapter 1 1](#__RefHeading___Toc109100984)

[Financial Management 1](#__RefHeading___Toc109100985)

[1.1. Overview 1](#__RefHeading___Toc109100986)

[1.2. The Operating Budget 1](#__RefHeading___Toc109100987)

[1.3. Financial Reporting 1](#__RefHeading___Toc109100988)

[1.4. Budget Thresholds 2](#__RefHeading___Toc109100989)

[1.5. Coding (Chart of Account Structure)
2](#__RefHeading___Toc109100990)

[1.6. Monthly Cut-off 2](#__RefHeading___Toc109100991)

[1.7. Declining Budget Form 3](#__RefHeading___Toc109100992)

[1.8. Approving Vendor Invoices 4](#__RefHeading___Toc109100993)

[1.9. Petty Cash 6](#__RefHeading___Toc109100994)

[1.10. Use of Agency Funds, Facilities, and Materials
7](#__RefHeading___Toc109100995)

[1.11. Fixed Assets 7](#__RefHeading___Toc109100996)

[1.12. Annual Inventory 8](#__RefHeading___Toc109100997)

[Chapter 2](#__RefHeading___Toc109100998)

[General Office Procedures 9](#__RefHeading___Toc109100999)

[2.1. Overview 9](#__RefHeading___Toc109101000)

[2.2. Administrative Staffing 9](#__RefHeading___Toc109101001)

[2.3. Appearance 9](#__RefHeading___Toc109101002)

[2.4. Office Equipment, Services, and Supplies
10](#__RefHeading___Toc109101003)

[2.5. Hours of Operation 12](#__RefHeading___Toc109101004)

[2.6. Phone Protocol 12](#__RefHeading___Toc109101005)

[2.7. Filing 12](#__RefHeading___Toc109101006)

[2.8. Bulletin Boards 13](#__RefHeading___Toc109101007)

[2.9. Product Knowledge Notebook 14](#__RefHeading___Toc109101008)

[2.10. Key Control 14](#__RefHeading___Toc109101009)

[2.11. Agency Calendar 16](#__RefHeading___Toc109101010)

[2.12. Courier Service 16](#__RefHeading___Toc109101011)

[2.13. Weekly Property Staff Meeting 16](#__RefHeading___Toc109101012)

[2.14. Monthly Operations Timeline 17](#__RefHeading___Toc109101013)

[2.15. Periodic Reporting 17](#__RefHeading___Toc109101014)

[2.16. Property Inspections 19](#__RefHeading___Toc109101015)

[2.17. Utility Allowances 19](#__RefHeading___Toc109101016)

[2.18. Accessibility 19](#__RefHeading___Toc109101017)

[2.19. Access to Occupied Units 20](#__RefHeading___Toc109101018)

[2.20. Approvals for Non-Housing Use of Units
21](#__RefHeading___Toc109101019)

[2.21. Parking 21](#__RefHeading___Toc109101020)

[2.22. Property Insurance 21](#__RefHeading___Toc109101021)

[2.23. Emergency Procedures Plan/Manual
23](#__RefHeading___Toc109101022)

[2.24. Annual Reexaminations 24](#__RefHeading___Toc109101023)

[2.25. Interim, or Special, Reexaminations
25](#__RefHeading___Toc109101024)

[2.26. Lease Renewals/Expirations 25](#__RefHeading___Toc109101025)

[2.27. Annual Home Inspections 26](#__RefHeading___Toc109101026)

[2.28. Resident Complaints 26](#__RefHeading___Toc109101027)

[2.29. Required Approvals 26](#__RefHeading___Toc109101028)

[Chapter 3 29](#__RefHeading___Toc109101029)

[Marketing and Leasing Presentation 29](#__RefHeading___Toc109101030)

[3.1. Overview 29](#__RefHeading___Toc109101031)

[3.2. The Leasing Training Program 29](#__RefHeading___Toc109101032)

[3.3. Leasing Book 29](#__RefHeading___Toc109101033)

[3.4. Advertising/Marketing Efforts 30](#__RefHeading___Toc109101034)

[3.5. The Marketing Plan 31](#__RefHeading___Toc109101035)

[3.6. Telephone Technique/The Invitation to Apply
35](#__RefHeading___Toc109101036)

[3.7. The Importance of an Accurate Traffic Log
36](#__RefHeading___Toc109101037)

[3.8. Signage 37](#__RefHeading___Toc109101038)

[3.9. Curb Appeal 37](#__RefHeading___Toc109101039)

[3.10. Landscaping 38](#__RefHeading___Toc109101040)

[3.11. Safety Precautions for Leasing 38](#__RefHeading___Toc109101041)

[3.12. Showing the Apartment/The Marketing Path
39](#__RefHeading___Toc109101042)

[3.13. Closing the Deal 40](#__RefHeading___Toc109101043)

[3.14. A Lasting Impression 41](#__RefHeading___Toc109101044)

[3.15. How Do Others View You? 41](#__RefHeading___Toc109101045)

[3.16. Special Leasing Plans for Properties Completing Modernization
42](#__RefHeading___Toc109101046)

[3.17. Maintaining Copies of Advertising
42](#__RefHeading___Toc109101047)

[3.18. Fair Housing 42](#__RefHeading___Toc109101048)

[3.19. General Comment 43](#__RefHeading___Toc109101049)

[Chapter 4](#refheading___toc109101050)

[The Waiting List 45](#__RefHeading___Toc109101051)

[4.1. Overview 45](#__RefHeading___Toc109101052)

[4.2. Outline of Site-based Waiting List Procedures
45](#__RefHeading___Toc109101053)

[Chapter 5](#__RefHeading___Toc109101054)

[The Mechanics of Leasing an Apartment 49](#__RefHeading___Toc109101055)

[5.1. Orientation 49](#__RefHeading___Toc109101056)

[5.2. Move-in Inspection 50](#__RefHeading___Toc109101057)

[5.3. What to Give the Resident at Move-in
51](#__RefHeading___Toc109101058)

[5.4. Resident Handbook 51](#__RefHeading___Toc109101059)

[5.5. Lease Execution 51](#__RefHeading___Toc109101060)

[5.6. Rental Insurance 52](#__RefHeading___Toc109101061)

[5.7. Live-in Aide 53](#__RefHeading___Toc109101062)

[5.8. Resident Transfers 53](#__RefHeading___Toc109101063)

[Chapter 6](#__RefHeading___Toc109101064)

[Resident Relations and Retention 55](#__RefHeading___Toc109101065)

[6.1. Overview 55](#__RefHeading___Toc109101066)

[6.2. Developing a Relationship 55](#__RefHeading___Toc109101067)

[6.3. Amenities 56](#__RefHeading___Toc109101068)

[6.4. Newsletters 57](#__RefHeading___Toc109101069)

[6.5. Rules for Resident Retention 58](#__RefHeading___Toc109101070)

[6.6. Parcels and Packages 58](#__RefHeading___Toc109101071)

[6.7. Mailboxes 59](#__RefHeading___Toc109101072)

[6.8. Parking Numbering Systems 59](#__RefHeading___Toc109101073)

[6.9. Resident Recognition Programs 59](#__RefHeading___Toc109101074)

[6.10. Resident Councils/Associations 59](#__RefHeading___Toc109101075)

[6.11. Resident Council Funding 60](#__RefHeading___Toc109101076)

[6.12. Programming Community Space 60](#__RefHeading___Toc109101077)

[6.13. Collaborations with Outside Service Agencies
61](#__RefHeading___Toc109101078)

[Chapter 7](#__RefHeading___Toc109101079)

[Unit Turnover Procedures 63](#__RefHeading___Toc109101080)

[7.1. Termination of the Lease 63](#__RefHeading___Toc109101081)

[7.2. Move-Out Process 64](#__RefHeading___Toc109101082)

[7.3. Cleaning and Preparing Vacant Units
67](#__RefHeading___Toc109101083)

[7.4. Monitoring Unit Turnover 69](#__RefHeading___Toc109101084)

[Chapter 8](#__RefHeading___Toc109101085)

[Maintenance 71](#__RefHeading___Toc109101086)

[8.1. Overview 71](#__RefHeading___Toc109101087)

[8.2. Personnel and Staffing Plan 71](#__RefHeading___Toc109101088)

[8.3. Customer Relations and Appearance
72](#__RefHeading___Toc109101089)

[8.4. Work Order Procedures 73](#__RefHeading___Toc109101090)

[8.5. Unit Turnover (see also Chapter 7)
77](#__RefHeading___Toc109101091)

[8.6. Preventive Maintenance 78](#__RefHeading___Toc109101092)

[8.7. Working Hours 80](#__RefHeading___Toc109101093)

[8.8. Uniforms 80](#__RefHeading___Toc109101094)

[8.9. Inventory and Materials Management
80](#__RefHeading___Toc109101095)

[8.10. Shop Organization 82](#__RefHeading___Toc109101096)

[8.11. Purchasing (see also Chapter 11)
82](#__RefHeading___Toc109101097)

[8.12. After-Hours Procedures 83](#__RefHeading___Toc109101098)

[8.13. Maintenance Quality Inspection 83](#__RefHeading___Toc109101099)

[8.14. Vehicles 84](#__RefHeading___Toc109101100)

[8.15. Reporting Problems 84](#__RefHeading___Toc109101101)

[8.16. Dumpsters 85](#__RefHeading___Toc109101102)

[8.17. Grounds Maintenance 85](#__RefHeading___Toc109101103)

[8.18. Warranties 85](#__RefHeading___Toc109101104)

[8.19. Graffiti 85](#__RefHeading___Toc109101105)

[8.20. Service Contracts 85](#__RefHeading___Toc109101106)

[8.21. Inspections 86](#__RefHeading___Toc109101107)

[8.22. Salvage/Disposition of Materials
87](#__RefHeading___Toc109101108)

[8.23. Fire Code Violations 87](#__RefHeading___Toc109101109)

[8.24. Emergency Snow Plan 87](#__RefHeading___Toc109101110)

[8.25. Domestic Hot Water 87](#__RefHeading___Toc109101111)

[8.26. Weekend and Holiday Coverage 87](#__RefHeading___Toc109101112)

[Chapter 9](#__RefHeading___Toc109101113)

[Lease Enforcement 89](#__RefHeading___Toc109101114)

[9.1 Overview 89](#__RefHeading___Toc109101115)

[9.2 General Principle 89](#__RefHeading___Toc109101116)

[9.3 Notices/Process 89](#__RefHeading___Toc109101117)

[9.4 Evictions 91](#__RefHeading___Toc109101118)

[9.5 Legal Status Codes 92](#__RefHeading___Toc109101119)

[9.6 Charges 92](#__RefHeading___Toc109101120)

[9.7 House Rules 92](#__RefHeading___Toc109101121)

[9.8 Formal Resident Grievances 92](#__RefHeading___Toc109101122)

[9.9 Alterations to Unit 93](#__RefHeading___Toc109101123)

[9.10 Disposition of Abandoned Property
93](#__RefHeading___Toc109101124)

[Chapter 10](#__RefHeading___Toc109101125)

[Security Programs 95](#__RefHeading___Toc109101126)

[10.1 Overview 95](#__RefHeading___Toc109101127)

[10.2. Security Program 95](#__RefHeading___Toc109101128)

[10.3. Daily Patrol of Grounds 95](#__RefHeading___Toc109101129)

[10.4. Graffiti Removal 95](#__RefHeading___Toc109101130)

[10.5. Restricted Parking 96](#__RefHeading___Toc109101131)

[10.6. Lighting 96](#__RefHeading___Toc109101132)

[10.7. Signs 96](#__RefHeading___Toc109101133)

[10.8. Access Control 96](#__RefHeading___Toc109101134)

[10.9. Security Equipment 97](#__RefHeading___Toc109101135)

[10.10. Courtesy Guard Service 97](#__RefHeading___Toc109101136)

[10.11. Resident Programs 97](#__RefHeading___Toc109101137)

[10.12. Law Enforcement 97](#__RefHeading___Toc109101138)

[10.13. Tracking Crime 97](#__RefHeading___Toc109101139)

[10.14. Photo Identification 98](#__RefHeading___Toc109101140)

[10.15. Lease Enforcement 98](#__RefHeading___Toc109101141)

[10.16. Office Security 98](#__RefHeading___Toc109101142)

[10.17. Incident Reporting 98](#__RefHeading___Toc109101143)

[Chapter 11](#__RefHeading___Toc109101144)

[Procurement 99](#__RefHeading___Toc109101145)

[11.1. Overview 99](#__RefHeading___Toc109101146)

[11.2. Ethics in Public Procurement 99](#__RefHeading___Toc109101147)

[11.3. Procurement Planning 100](#__RefHeading___Toc109101148)

[11.4. Authorization Levels 100](#__RefHeading___Toc109101149)

[11.5. Procurement Methods 101](#__RefHeading___Toc109101150)

[11.6. Technical Description and Specifications for Procurement
101](#__RefHeading___Toc109101151)

[11.7. Cost and Price Analysis 102](#__RefHeading___Toc109101152)

[11.8. Blanket Contracts (i.e., Pre-Established Contracts)
102](#__RefHeading___Toc109101153)

[11.9. Section 3 103](#__RefHeading___Toc109101154)

[11.10. Minority Business Enterprise Program
104](#__RefHeading___Toc109101155)

[11.11. Wage Rate Requirements for Maintenance Work
105](#__RefHeading___Toc109101156)

[11.12. Insurance 106](#__RefHeading___Toc109101157)

[11.13. Codes and Laws 106](#__RefHeading___Toc109101158)

[11.14. Certifications and Permits 106](#__RefHeading___Toc109101159)

[11.15. Identifying and Soliciting Vendors
107](#__RefHeading___Toc109101160)

[11.16. Vendor Registration 108](#__RefHeading___Toc109101161)

[11.17. Justification of Award to Other than Lowest Bidder
108](#__RefHeading___Toc109101162)

[11.18. Non-Competitive Purchasing 109](#__RefHeading___Toc109101163)

[11.19. Executing the PO/Obtaining Approvals
110](#__RefHeading___Toc109101164)

[11.20. Notifying Vendors of Award 110](#__RefHeading___Toc109101165)

[11.21. Appeals from Unsuccessful Vendors
110](#__RefHeading___Toc109101166)

[11.22. Receiving your Goods or Services
110](#__RefHeading___Toc109101167)

[11.23. Record Keeping 111](#__RefHeading___Toc109101168)

[11.24. Internal Controls 112](#__RefHeading___Toc109101169)

[Chapter 12](#__RefHeading___Toc109101170)

[Capital Programs 113](#__RefHeading___Toc109101171)

[12.1. Overview 113](#__RefHeading___Toc109101172)

[12.2. Capital Planning 113](#__RefHeading___Toc109101173)

[12.3. Capital Fund Budget 113](#__RefHeading___Toc109101174)

[12.4. Procuring Capital Improvements 113](#__RefHeading___Toc109101175)

[12.5. Modifications to Physical Plant
114](#__RefHeading___Toc109101176)

[12.6. Capital Work Funded through Resident Councils and Other Bodies
115](#__RefHeading___Toc109101177)

[Chapter 13](#refheading___toc109101178)

[Personnel 117](#__RefHeading___Toc109101179)

[13.1. Overview 117](#__RefHeading___Toc109101180)

[13.2. Supervisory Responsibility 117](#__RefHeading___Toc109101181)

[13.3. Recruitment, Posting, and Filling Personnel Positions
117](#__RefHeading___Toc109101182)

[13.4. Drug Testing 118](#__RefHeading___Toc109101183)

[13.5. Dress Code and Uniform Policy 119](#__RefHeading___Toc109101184)

[13.6. Training 119](#__RefHeading___Toc109101185)

[13.7. Beepers and Communications 119](#__RefHeading___Toc109101186)

[13.8. On-Call Status 119](#__RefHeading___Toc109101187)

[13.9. Attendance Reports 119](#__RefHeading___Toc109101188)

[13.10. Overtime 119](#__RefHeading___Toc109101189)

[13.11. Leave of Absence 120](#__RefHeading___Toc109101190)

[13.12. Payroll Records 120](#__RefHeading___Toc109101191)

[13.13. Disciplinary Action 120](#__RefHeading___Toc109101192)

[13.14. Annual Performance Reviews 120](#__RefHeading___Toc109101193)

[13.15. Salary Schedules and Compensation
120](#__RefHeading___Toc109101194)

[13.16. Reclassifications 121](#__RefHeading___Toc109101195)

[13.17. Employee Files 121](#__RefHeading___Toc109101196)

[13.18. Posting of Minimum Wage, Worker Safety, and EEO Signs
121](#__RefHeading___Toc109101197)

[13.19. Accident/Injury Reports 121](#__RefHeading___Toc109101198)

[13.19.1.Time Clocks 121](#__RefHeading___Toc109101199)

[13.19.2.Employee Orientation 121](#__RefHeading___Toc109101200)

[13.20. Travel Expenses 121](#__RefHeading___Toc109101201)

[Chapter 14](#__RefHeading___Toc109101202)

[Risk Management and Safety 123](#__RefHeading___Toc109101203)

[14.1. Overview 123](#__RefHeading___Toc109101204)

[14.2. General Loss Prevention Strategy
123](#__RefHeading___Toc109101205)

[14.3. Notice/Signage 123](#__RefHeading___Toc109101206)

[14.4. Reserves Against Losses 123](#__RefHeading___Toc109101207)

[14.5. Drugs/Security 123](#__RefHeading___Toc109101208)

[14.6. Monthly Safety Meetings 124](#__RefHeading___Toc109101209)

[14.7. Sound Safety Practices 124](#__RefHeading___Toc109101210)

[14.8. Materials Safety Data Sheets (MSDS)
125](#__RefHeading___Toc109101211)

[14.9. Comment 125](#__RefHeading___Toc109101212)

[Chapter 15](#__RefHeading___Toc109101213)

[Energy Conservation 127](#__RefHeading___Toc109101214)

[15.1. Overview 127](#__RefHeading___Toc109101215)

[15.2. HUD's Utility Funding 127](#__RefHeading___Toc109101216)

[15.3. Invoicing 127](#__RefHeading___Toc109101217)

[15.4. Utility Monitoring 127](#__RefHeading___Toc109101218)

[15.5. Capital Planning 127](#__RefHeading___Toc109101219)

[Chapter 16](#__RefHeading___Toc109101220)

[Computer Operations 129](#__RefHeading___Toc109101221)

[16.1. Equipment and Software 129](#__RefHeading___Toc109101222)

[16.2. Repairs and Service 129](#__RefHeading___Toc109101223)

[16.3. Computer File Storage 129](#__RefHeading___Toc109101224)

[16.4. E-mail 130](#__RefHeading___Toc109101225)

[16.5. Scheduling 130](#__RefHeading___Toc109101226)

[16.6. Help Desk 130](#__RefHeading___Toc109101227)

[16.7. User Computer Access Form 130](#__RefHeading___Toc109101228)

[16.8. Training System Access 130](#__RefHeading___Toc109101229)

[Chapter 17](#__RefHeading___Toc109101230)

[Tenant Accounting 131](#__RefHeading___Toc109101231)

[17.1. Overview of the Tenant Accounting System (TAS)
131](#__RefHeading___Toc109101232)

[17.2. Leasing of Units: Rent Set-Up 131](#__RefHeading___Toc109101233)

[17.3. Move-out 132](#__RefHeading___Toc109101234)

[17.4. Unit Status Codes 132](#__RefHeading___Toc109101235)

[17.5. Rent Collections 132](#__RefHeading___Toc109101236)

[17.6. Resident Charges 134](#__RefHeading___Toc109101237)

[17.7. Rent Re-Determination 134](#__RefHeading___Toc109101238)

[17.8. Terminating Accounts 134](#__RefHeading___Toc109101239)

[17.9. Office Safe 135](#__RefHeading___Toc109101240)

[17.10. Escrow Accounts 136](#__RefHeading___Toc109101241)

[17.11. Reimbursement for Property Damage to Resident
136](#__RefHeading___Toc109101242)

[17.12. Reporting Other Income 136](#__RefHeading___Toc109101243)

[17.13. NSF/Account Closed Checks 137](#__RefHeading___Toc109101244)

##### Appendix - Exhibits

[]{#__RefHeading___Toc109100976 .anchor}Introduction

[]{#__RefHeading___Toc109100977 .anchor}Purpose

The purpose of this manual is to provide each Housing Manager, and other
site personnel, with the routine operating instructions and general
expectations for the day-to-day operation of his/her development.

This procedures manual has been designed as a simple reference guide. It
is not an attempt to replace communication between the Housing Manager
and supervisor. The Housing Manager has a responsibility to ask
questions and inform the supervisor if he/she does not understand any
instruction contained, or faces a situation not addressed, herein.

Note: Hereafter, simply for the sake of editorial convenience, residents
and applicants are referred to using the feminine pronoun and housing
management staff are referred to using the masculine pronoun.

[]{#__RefHeading___Toc109100978 .anchor}Property Management Goals

The Agency's goals for all properties that it manages are:

-   To maintain the property in superb condition,

-   To keep expenses within the operating budget,

-   To explore opportunities for revenue growth or expense reduction,

-   To assess and address capital needs proactively,

-   To comply with all Federal, State, and local laws and regulations,
    and

-   To provide excellent service to all residents.

The development of the annual budget for each property shall reflect
these goals.

[]{#__RefHeading___Toc109100979 .anchor}Agency Philosophy

The Agency is devoted to providing first-rate property management
services and believes, in furtherance of that goal, that its employees
are its greatest assets. As such, the Agency is committed to making the
workplace a source of joy, pride, and learning. The Agency recognizes
that personal growth is imperative for an employee's full potential to
be realized. Therefore, the Agency encourages the pursuit of educational
means designed to refine and expand job skills. The Agency also strongly
supports career advancement through internal promotion.

The Agency's solid reputation has been built on the success of its
employees and is committed to providing competitive wages, benefits, and
fair management practices.

The Agency is an equal opportunity employer and does/will not
discriminate against any employee or applicant for employment in any
manner.

[]{#__RefHeading___Toc109100980 .anchor}Agency Organization

Agency structure is typical of most property owners/agents, except that
the Agency is overseen by a five-member Board of Commissioners, which
sets policy and provides oversight. The Agency has two main divisions --
Property Management and Housing Vouchers. In addition, the Agency
maintains four "support" offices -- Accounting, Resident Services, Human
Resources, and IT. Within Property Management, there are two regions,
overseen by Regional Managers, and an Office of Construction, which
handles larger construction projects, e.g., comprehensive modernization.

Reporting Relationships

The Housing Manager is responsible for the overall operating performance
of the property, from collecting rent to readying vacant units. Although
the Housing Manager may delegate the completion of these tasks to
subordinates, the Housing Manager is ultimately responsible for their
successful completion and for meeting all property goals.

The following is the chain of command:

Site personnel (other than Housing Manager)



Housing Manager



Regional Manager



Director of Property Management



Agency Director

Under this arrangement, each Housing Manager will go to his Regional
Manager for management leadership, while all other on-site personnel
will receive supervisory direction from their Housing Manager.

If it is not possible to resolve issues that come up in connection with
employment, job activities, or general requests with the direct
supervisor, staff should contact the next person in the chain of
command. Issues relating specifically to employment may be referred to
Human Resources.

[]{#__RefHeading___Toc109100981 .anchor}Agency Policies

In addition to the instructions contained in this manual, the Housing
Manager shall also be familiar with the following, copies of which shall
be available in the Management Office:

-   Admission and Continued Occupancy Policy (ACOP)

-   Personnel Handbook

-   Ethics Policy

-   Risk Management Handbook

-   Collective Bargaining Agreement

-   Emergency Procedures Manual

-   Job Descriptions (for all site employees)

-   Utility Allowance Schedule

-   Product Knowledge Notebook

-   Leasing Notebook

-   Resident Handbook

The Housing Manager shall also be familiar with (and have a copy of)
HUD's Public Housing Occupancy Handbook.

The Housing Manager is expected to keep current with all policies and
procedures that come into effect at a later date, as notified by the
Agency.

Forms

All required management forms can be found on the Agency's "shared"
drive, along with this manual and other related documents, including the
Admissions and Continued Occupancy Policy, the Personnel Handbook, the
Lease, etc. The Housing Manager shall become familiar with any updates,
deletions, or additions to these required policies, procedures, and
forms.

[]{#__RefHeading___Toc109100982 .anchor}Automated Management Information
System (AMIS)

The Agency maintains an automated management information system, or
AMIS. This system, which is explained more fully in Chapter 16, includes
the following modules:

-   Finance

-   Tenant Accounting

-   Work Orders

-   Purchasing, and

-   Wait List

As a result of AMIS, the Housing Manager does not need to prepare
certain management reports that might otherwise be required in other
property management organizations. Rather, standardized reports are
available electronically within the respective modules, which the
Housing Managers can access directly. For example, AMIS eliminates the
need for Accounting to distribute monthly financial reports since the
Housing Manager can access these reports electronically.

[]{#__RefHeading___Toc109100983 .anchor}Organization of this Manual

The remainder of this manual is divided into the following chapters:

1.  Financial Management

2.  General Office Procedures

3.  Marketing and Leasing Presentation

4.  Site-based Waiting Lists

5.  The Mechanics of Leasing an Apartment

6.  Resident Relations and Retention

7.  Unit Turnover Procedures

8.  Maintenance

9.  Lease Enforcement

10. Security

11. Procurement

12. Capital Programs

13. Personnel

14. Safety and Risk Management

15. Energy Conservation

16. Computer Operations

17. Tenant Accounting

[]{#__RefHeading___Toc109100984 .anchor}Chapter 1

[]{#__RefHeading___Toc109100985 .anchor}Financial Management

1.  []{#__RefHeading___Toc109100986 .anchor}Overview

This chapter covers financial management, including annual budgeting,
financial reporting, and accounting (other than tenant accounting, which
is discussed in Chapter 17).

2.  []{#__RefHeading___Toc109100987 .anchor}The Operating Budget

Property-specific operating budgets are developed each year according to
the following schedule:

  ---------------------------------------- ------------------------------
  **ACTION**                               **SCHEDULE**

  1\. Accounting releases preliminary      5 months prior to start of
  budget figures, including any fees for   fiscal year
  centralized services.                    

  2\. Final budget package distributed to  4 months prior to start of
  Housing Managers.                        fiscal year

  3\. Housing Managers complete and submit 3 months prior to start of
  detailed budgets to Regional Managers.   fiscal year

  4\. Site budgets approved.               2 month prior to start of
                                           fiscal year
  ---------------------------------------- ------------------------------

The key to meeting this schedule is proper planning. When preparing the
budget, the Housing Manager should examine last year's expenses,
deferred costs, property inspections, service contracts, etc.

Typically, in accordance with instructions provided by Accounting, the
Housing Manager will be required to prepare/submit the following as part
of the annual budget package:

-   Rental Market Study

-   Projected Rent and Income Schedule

-   Line Item Budget and Supporting Narrative

-   Updated Capital Needs Analysis

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-   Three-year Operating Comparison Worksheet

    1.  []{#__RefHeading___Toc109100988 .anchor}Financial Reporting

The Housing Manager is responsible for the budgetary performance of the
property. Once the budget for the property has been approved, Accounting
will produce monthly financial reports by the 5^th^ business day of the
month. These financial reports (covering the prior month's activities)
will be available within the Finance Module of AMIS.

Once the financial reports are available, the Housing Manager reviews
these reports with the Regional Manager. The Regional Manager then
prepares, by the 10^th^ day of the month, a narrative explanation for
all major line item variances (maintenance materials, maintenance
contracts, personnel, etc.), positive or negative.

In reviewing the monthly financial reports, the Housing Manager assures
that all charges to the property are accurate. If the Housing Manager
determines that an expense has been inappropriately charged to his
property, he contacts Accounting to reverse any charges. Ultimately, the
Housing Manager is responsible for all site purchases.

2.  []{#__RefHeading___Toc109100989 .anchor}Budget Thresholds

The approved operating budget is the formal financial plan for the
property for the subject year. Once approved, the Housing Manager is
responsible for implementing that budget. The Housing Manager is
authorized to make purchases up to \$200 without prior approval from the
Regional Manager. Any single purchase of more than \$200 requires the
approval of the Regional Manager. (Please see Chapter 11, Procurement.)

Regardless of the purchasing approval levels, the Housing Manager is
ultimately responsible for all expenses incurred by the property and for
assuring economy of operation.

3.  []{#__RefHeading___Toc109100990 .anchor}Coding (Chart of Account
    Structure)

In order to track income and expenses properly, the Housing Manager
should use the following coding system (or chart of account structure).

+-------------+-------------+-------------+-------------+-------------+
| ##          |             |             |             |             |
| ###### CHAR |             |             |             |             |
| T OF ACCOUN |             |             |             |             |
| T STRUCTURE |             |             |             |             |
+-------------+-------------+-------------+-------------+-------------+
| **FFF**     | **MMMMMM**  | **SSSSSS**  | **CCC**     | **PPP**     |
|             |             |             |             |             |
| Fund        | Major       | Sub-account | Cost Center | Project     |
+-------------+-------------+-------------+-------------+-------------+

In all there are 21 digits, as described below:

> **1. Fund** - The fund is identified as a three-digit number. It
> identifies what the source of funding is.
>
> **2.** **Major** - The first four-digits of this six-digit field
> identifies the standard HUD accounts. It identifies the type of
> expense.
>
> **3. Sub-account** - The six-digit field that further identifies
> detail from the major account.
>
> **3. Cost Center** -This is a three-digit segment. It identifies what
> department is responsible for the expense.
>
> **4.** **Project** - This three-digit segment identifies the
> development by HUD project number.

Each year, Accounting publishes a formal chart of accounts. The Housing
Manager should refer to this document when purchasing items. A copy of
this complete chart of accounts is found on the "shared" drive. A
smaller "summary" chart of accounts is also found on the shared drive.

4.  []{#__RefHeading___Toc109100991 .anchor}Monthly Cut-off

In order to produce financial reports by the 5^th^ business day of the
month, Accounting will generally "cut-off" between the 25^th^ and the
28^th^ day of the month. Consequently, the financial reports will
reflect financial activity (revenue and expenses) as of these cut-off
dates. Cut-off dates are published in the Agency's monthly calendar
(Chapter 2).

5.  []{#__RefHeading___Toc109100992 .anchor}Declining Budget Form

In order to monitor expenditures throughout the course of the month, the
Housing Manager shall use the declining budget form to record all
purchases \<Exhibit 1.1\>. The declining budget form is also reviewed by
the Regional Manager when approving purchases over \$200 (to assure that
funds are available).

The following are directions for maintaining declining budget
worksheets:

**Setting up the Declining Budget Worksheet**

-   A separate worksheet is required for each expense account.

-   Only accounts in which expenses have been budgeted need to be
    completed.

-   Worksheets are not required for Salaries and Wages, Insurance,
    Taxes, or Debt Service.

-   The worksheets should be completely filled out on the top with the
    Account Code and Account Description.

-   The worksheets must be maintained in a three ring binder. The
    Housing Manager may find it helpful to keep the current operating
    budget handy within the same binder.

**Using the Declining Budget Worksheet**

-   The first entry made on each worksheet should be the budgeted amount
    allocated to each account in the first month of the budget (the
    beginning of the budget year or takeover). This figure represents
    the funds available to spend in that account category during the
    given month. On the first day of each accounting month, the new
    month's budgeted amount will be added to the remaining balance.
    Think of your declining budget worksheet as a checkbook register.

-   Each time a purchase is ordered or made, the Date, Vendor Name, and
    actual or estimated purchase amount will be entered on the declining
    budget page for the appropriate account code. At this time, the
    purchase is subtracted from the Budget Balance. The new balance is
    now the amount that is available to be used in that account
    category.

-   Upon receipt of the invoice, the Invoice Date, Invoice Number and
    confirmed Invoice Amount must all be entered on the worksheet.

-   The last column generally completed is the column titled "Date sent
    to Accounting." This column should contain the date that the invoice
    was sent to Accounting for payment.

-   At the end of each accounting month, draw a highlighted line below
    the last entry of the current month. When you begin a new accounting
    month, write the appropriate name on the month, then fill in the
    Month Budget Amount and add (or subtract) to the final balance from
    last month. Input this new amount in the Budget Balance column.

-   Declining Budget worksheets must be up-to-date and available for
    audit by the Regional Manager at all times.

-   Any purchase that would result in a negative balance on a declining
    balance worksheet must be approved by the Regional Manager.

    1.  []{#__RefHeading___Toc109100993 .anchor}Approving Vendor
        Invoices

***Note: Please also refer to Chapter 11, Procurement***

To assure proper control over costs, and to assure that the Housing
Manager approves all payments, all goods and services received by the
property will be invoiced directly to the property, with the following
exceptions:

-   **Agency Overhead/Management Fee.** These costs will be charged to
    the property each month based on a schedule of fees/costs posted at
    the beginning of the year.

-   **Property/Liability Insurance.** The costs will be paid by the
    Agency each month based on the schedule provided by the carrier.

-   **Purchased Utilities (water, electric, and gas).** To avoid late
    payment fees, utility bills are sent directly to Accounting. A copy
    of the bill is then forwarded to each property and costs/consumption
    are entered on the Utility Tracking Report within the Finance Module
    of AMIS. Although Accounting receives the bill directly, the Housing
    Manager is still responsible for monitoring utility
    costs/consumption. Any discrepancies can be resolved in subsequent
    billing periods.

-   **Central Refuse Disposal.** With the exception of a central trash
    crew, the Agency does not maintain any centralized maintenance
    personnel -- all other maintenance personnel are site-based. Because
    of a special exemption that was provided to the Agency regarding
    "tipping" fees, the Agency is able to pick up and dispose of trash
    dumpsters at costs that are below market. Each year, Accounting
    publishes a rate schedule for each property, which appears as a
    regular charge on each property's financial statements. The charge
    for refuse disposal is less than what other haulers would charge for
    this service.

-   **Taxes, property insurance, and debt service (if applicable).**

When an invoice is received, the Housing Manager must:

-   Verify the invoice amount. Match the invoice to the actual
    work/goods received. Also calculate the items on the invoice to
    verify the accuracy.

-   Stamp the invoice with the coding stamp. The preferred area for
    stamping is on the left-hand side of the invoice. If there is not
    room on the front, you may turn the invoice over and stamp in the
    top left-hand corner of the backside. Do not stamp on the remittance
    stub.

-   Record the appropriate account code (see section 1.5 above) on the
    stamped area. If only one account code is being used, write in the
    total amount of the invoice on the top left line under the "Amount"
    heading. If more than one account code is used (both plumbing and
    painting materials, for example), you must separate out the amounts.
    Be sure your total matches the invoice total. If it is off by
    pennies, change your amount by pennies to adjust for the rounding
    difference.

-   Record the date and initial your approval for payment.

-   Attach the Purchase Order and the receiving ticket and then forward
    to Accounting for payment.

-   Complete the entry on the declining budget for this invoice,
    adjusting any prior amount, if necessary, as if a new expense or
    credit.

-   Code and approve each invoice individually, as each invoice is
    entered into the computer individually.

**Credit Memos**

Code a credit memo individually, as if it were an invoice, and attach to
it the invoice it is crediting. If the original invoice has already been
mailed to Accounting, reference the invoice and purchase order number on
the credit memo, then mail. Do not adjust an invoice by the amount of
the credit. Both documents must be entered into the computer at their
full amounts. The computer will then apply the credit to the invoice, or
future purchases from that vendor.

**Vendor Statements**

The Agency will only pay from invoices, not statements. An invoice is a
dated document issued by a vendor that details charges, including tax,
with the total amount to be paid by the property within 30 days of the
invoice date. A vendor often assigns a specific number to the invoice
for reference. A statement is a vendor's summary of invoices, which
should have already been received by the property and may have already
been paid by the Agency. The statement is usually issued at the end of
each month and may include current, as well as past due, invoices.
Statements can be filed with the vendor folder at the site office and do
not need to be submitted to Accounting.

Housing Managers should research any past due balances reflected on the
vendor's statement. If you see an invoice on the statement that you have
not received, call the vendor and request a duplicate copy. If the
invoice is not already marked as a duplicate, please mark on the copy
that the invoice is a duplicate.

**Cut-offs**

Accounting cut-offs are noted on the Agency Calendar each month. If
either date falls on a weekend, the cut-off will be the prior Friday.
Any invoice received after these dates will be processed by Accounting
in the next check run. In order for Accounting to prepare timely and
accurate financial statements, the Housing Manager must make sure that
all original invoices are forwarded to Accounting with the regular
Friday courier service, which will normally allow for bills to be paid
within two weeks of receipt. Housing Managers should examine the due
date for each invoice and the scheduled dates for check runs. In certain
instances, such as to avoid late penalties, the Housing Manager may need
to expedite forwarding the invoice to Accounting.

**Vendor Payment Inquiries**

In the instance that a vendor contacts a site regarding payment, do not
forward the vendor to Accounting. The Housing Manager is responsible for
communicating with the vendor. Make a note of the unpaid invoice number,
date, and amount, then tell the vendor that you will research this issue
and return a telephone call within one day. The Housing Manager should
then review site records to verify that the invoice was processed
correctly. If the invoice was handled appropriately, contact Accounting
for further assistance. It is advisable to request a copy of the unpaid
invoice from the vendor (a faxed copy is fine for the reference) in
order to thoroughly research the matter.

**Duplicate/Subsequent Invoices**

Upon receipt of a second/subsequent invoice (for the same work), the
Housing Manager should:

-   Check to determine if the invoice has already been
    processed/forwarded for payment.

-   Look-up on AMIS if the payment has been made.

Do not, however, forward a second/subsequent invoice to Accounting
unless it is learned that, for whatever reason, Accounting does not
already have the invoice.

**Other**

-   Referral fee requests (see Chapter 3) are processed in the same
    manner as an invoice \<Exhibit 1.2\>.

-   Manual check requests require proper backup before they can be
    processed \<Exhibit 1.3\>. When submitting a check request, attach
    appropriate documentation to substantiate the request, i.e., the
    vendor quote or invoice. When possible, check requests should be
    timed to hit during a scheduled check run.

-   Housing Managers are responsible for resolving all
    discrepancies/disputes with invoices prior to submitting for
    payment. Invoices received by Accounting that have not been properly
    stamped and coded, and that do not have the necessary attachments,
    will not be approved and will be returned immediately to the Housing
    Manager. Failure to comply with these requirements will result in
    vendors not receiving prompt payment.

-   When creating purchase orders (Chapter 11), the name of the property
    should be on the first line, the Agency's name on the second line,
    and the address of the property on the third line. Since the vendors
    are to send invoices to the property, it is important to include the
    property's address, not the main office of the Agency. The Housing
    Manager shall also make sure that the vendor has the agency's Tax ID
    number to assure proper tax exemption.

-   If applicable, complete the "Mileage Expense Report" at the time of
    travel and mail it to Accounting when the reimbursement amount
    reaches \$10 or more \<Exhibit 1.4\>.

    1.  []{#__RefHeading___Toc109100994 .anchor}Petty Cash

Each property is authorized for a petty cash fund of up to \$300. All
funds are entrusted to and are the responsibility of the Housing
Manager. When a Housing Manager first assumes responsibility for a
property, he will sign a Petty Cash Acknowledgement Form \<Exhibit
1.5\>. Assignment of secondary/custodial responsibility to others by the
Housing Manager in no way relieves the Housing Manager of
responsibility. Petty cash is to be used for the payment of minor
development expenses.

-   The fund should be locked and secured in a safe place.

-   The custodian is responsible for controlling petty cash but may
    authorize others to administer in it in his/her absence.

-   Each purchase of more than \$2.00 must be supported by a receipt.

-   The receipts must be numbered and taped to a piece of 81/2" x 11"
    sheet of white paper (no staples please). Then staple each sheet of
    receipts to the back of the Petty Cash Log \<Exhibit 1.6\>.

-   Circle the total on each receipt in ballpoint pen. Do not use a
    highlighter, as it will make the totals fade over time. Distribute
    the amount of the receipt over the appropriate general ledger code
    as you would if you were coding over an invoice from a vendor.
    Attach a second log sheet if necessary. Remember to make these
    entries in your declining budget worksheets as well.

-   Do not:

    -   include personal expenditures on your petty cash receipts;

    -   accept handwritten receipts that are not from a receipt book;

    -   include a note about lost receipts (you are responsible for lost
        or forgotten receipts);

    -   pay someone out of petty cash to pick up garbage or deliver your
        newspaper;

    -   pay a vendor out of petty cash.

-   Transactions will be reflected in the "Petty Cash Log."

-   Receipts for purchases must show the Agency's retail sales tax
    exemptions number. Personal use of the Agency's tax exemption is
    strictly prohibited.

-   The Housing Manager should request replenishment of the fund when it
    is half-depleted. The Petty Cash Log, along with receipts for
    transactions, shall be submitted to the Regional Manager for
    approval.

The effective operation of the property depends on the timely
replenishment of this fund. Petty cash is the Housing Manager's
responsibility. It must be accurate, balanced, and kept in a locked
office desk drawer or safe/lockbox at all times. Everything in the petty
cash box or file must total the entire fund at all times (including
receipts, cash on hand and a copy of any Petty Cash logs that have been
forwarded for replenishment).

A petty cash acknowledgement must be signed whenever the petty cash fund
is transitioned to a new Housing Manager.

1.  []{#__RefHeading___Toc109100995 .anchor}Use of Agency Funds,
    Facilities, and Materials

The Agency is responsible for exercising prudent judgment in the
handling of funds. No person may take funds, materials, equipment, or
use facilities or vehicles, for personal or unauthorized use.

2.  []{#__RefHeading___Toc109100996 .anchor}Fixed Assets

At the time of purchase, all fixed assets shall be coded accordingly on
the purchase order. The Housing Manager is responsible for reporting all
dispositions and/or changes of location to Accounting. The Housing
Manager should keep at all times complete and accurate records of
capital equipment.

All fixed asset purchases must go through the normal procurement
process. Upon completion of the procurement process and receipt of the
asset, the asset must be tagged with a Fixed Asset Tag (FAT). Each site
will be given a supply of serially-numbered tags, which should be stored
in a secure location. After the item is tagged, complete the Fixed Asset
Notification form, attach a copy of the invoice, and forward to
Accounting.

The following items should be tagged as fixed assets:

-   Office equipment such as fax machines, typewriters, shredders.

-   Office furniture including desks, chairs, bookcases, file cabinets,
    and tables.

-   Tools such as drills, saws, snow blowers, lawn mowers, power tools,
    drain snakes.

-   Other items including appliance dollies, high-end ladders, lawn
    furniture.

-   Vehicles and appliances.

-   Computer equipment such as monitors and CPUs (hard drives).
    Keyboards and mice should not be tagged.

Tools covered under the tool allowance are the employee's property and
should not be tagged. Also, the office copiers are leased and should not
be tagged.

Fixed Asset Transfers

Occasionally, it is necessary to transfer an asset from one community to
another. Fixed assets are tracked by location on the system. The Housing
Manager must complete the Fixed Asset Transfer Form and forward to the
Regional Manager for approval. Upon approval, the form is forwarded to
Accounting, which then updates the transfer in the system.

Disposition of Assets

When an asset becomes unusable, the Housing Manager will complete the
Fixed Asset Disposal Form. This form will be forwarded to the Regional
Manager for approval. Upon approval, the Housing Manager shall dispose
of the asset in accordance with the disposition instructions provided by
the Regional Manager (haul away, salvage, etc.). Upon disposition, the
Housing Manager will forward the Fixed Asset Disposal Form, updated to
reflect the disposition action, to Accounting to update the system. All
fixed asset tags should be removed prior to disposition.

Due to EPA rules, refrigerators cannot be taken to the landfill as heavy
trash. Proper disposal method will be included in the disposal
authorization.

1.  []{#__RefHeading___Toc109100997 .anchor}Annual Inventory

Each site will be required to perform an annual inventory of fixed
assets. Prior to beginning the inventory, Accounting will provide each
site with a spreadsheet containing the fixed assets that should be
located at that site. The sites will also be provided with a log for
entering the appliance inventory. (There will not be a separate,
physical inventory of resident appliances at the end of each year, which
would be impractical; rather, during the annual unit inspections, the
maintenance or management staff will check the tag numbers of the
appliances during the inspection and report the results of that at
year-end.)

Other areas to be inventoried include: the community building, all
management offices, computer lab, resident aide office, and maintenance
shop. A listing will be provided for the assets in these areas.

Maintenance parts and supplies located in the maintenance shop will be
handled under a separate inventory process. (The maintenance
parts/supplies are "expensed" as they are purchased and, hence, are not
treated as inventory; however, at the end of the year, Accounting will
want to know how much of that stock is on-hand.) Tools must be
inventoried if they are the property of the Agency.

Upon completion of the inventory, the Housing Manager will forward the
original, signed inventory sheets to Accounting and retain a copy at the
site. All assets will be verified and any un-located assets will need to
be marked as such. After completion of the inventory, Accounting may
contact the Housing Manager to perform an audit of a percentage of the
assets.

[]{#__RefHeading___Toc109100998 .anchor}Chapter 2

[]{#__RefHeading___Toc109100999 .anchor}General Office Procedures

[]{#__RefHeading___Toc109101000 .anchor}2.1. Overview

This chapter covers the general procedures for the operation of a site
office (excluding topics covered in other chapters).

2.  []{#__RefHeading___Toc109101001 .anchor}Administrative Staffing

Most Agency properties will be staffed with a Housing Manager and an
Assistant Housing Manager. Depending on the size and other needs of the
property, there may be additional administrative staffing, including
Leasing Consultants and Clerks. Job descriptions for all site employees
are available on the "shared' drive. The number and mix of staffing will
be determined during the annual budget process. At smaller properties,
when references are made in this manual to Leasing Consultants or
Clerks, and where such positions do not exist, the Housing Manager or
Assistant takes on those functions.

The Housing Manager will be responsible for training and supervision of
all site staff. Please see Chapter 13, Personnel.

3.  []{#__RefHeading___Toc109101002 .anchor}Appearance

As with the property itself, the management office should always clean,
inviting, and professional looking. The entry to this office shall be
mulched, planted, weeded, edged, and blown clean.

Remember that a good first impression is a lasting impression. With that
in mind, the office is often the first impression your visitor or client
will see. It is imperative that the office is vacuumed, and that all
glass tables/mirrors, doors, sinks, fixtures, and bathrooms are cleaned
daily. Furniture should be placed in an orderly fashion and all pillows
and cushions fluffed. Background music should be playing at a soft level
as not to disturb anyone but to emit a relaxing and welcoming sound.
Aroma is equally important -- make sure the area smells fresh and clean
with no offensive odors. All areas should be kept clear of clutter and
in "showroom" condition.

Have all refreshments such as coffee, cookies, napkins and cups set out
in an inviting manner for enjoyment. During summer months, it is nice to
have a fresh pitcher of iced tea or lemonade available in the afternoon.
Feel free to alternate your beverages with the change of seasons, maybe
adding cocoa or hot teas in winter.

Make sure collateral material such as brochures, newsletters and
community information is arranged attractively for visual purposes.
Floor plans should be displayed, along with color boards and site maps
if available. The information a potential resident can obtain will help
to make them feel that your community is a place to call home. Be
careful to not overload the display table and make sure the information
is up-to-date.

Smoking in the Office

For health and safety reasons, the Agency discourages smoking. If an
employee smokes, it is his responsibility to ask the supervisor about
the location of smoking areas.

-   Smoking is strictly prohibited in all offices, or immediately
    outside the office or clubhouse.

-   All smoking materials must be disposed of in an appropriate manner.

-   Smoking is prohibited in residential apartments where maintenance
    work is being performed.

-   Smoking is prohibited in, or adjacent to, all buildings where
    combustible materials and/or flammable liquids are stored or
    maintained.

Dress Code and Appearance

Please refer to the Agency Employee Handbook for dress code policy.

Food and Beverage Consumption

Snacking and authorized beverages are permitted in the offices if
housekeeping is maintained at a neat and sanitary level. All meals
(e.g., lunch) must be consumed in a designated lunchroom or an outside
location.

Office/workspace housekeeping chores are the responsibility of
individual employees. Caution should be used in and around Agency
equipment (e.g., computer terminals).

Music in Offices

It is recommended that sites have background music for atmosphere in the
form of jazz, light contemporary or soft music for the enjoyment of the
residents and guests.

Employees must keep radios, tape players, etc., at a low volume at all
times. The Agency reserves the right to notify a particular employee
that music is not allowed in his/her office or work area.

Signs

Handwritten signs are not allowed in any situation no matter what size
the property is. If you need to post a temporary notice to your
residents, please create a sign with your word processor.

Any signage that will be permanent should be ordered and purchased from
a professional signage vendor and include a Fair Housing logo of the
required size. All signs must be approved by your Regional Manager. If
your property does not have a working relationship with a sign company,
please ask your Regional Manager for suggested vendors or to refer you
to a vendor list.

2.  []{#__RefHeading___Toc109101003 .anchor}Office Equipment, Services,
    and Supplies

***Note: Please also refer to Chapter 16, Computer Operations.***

Telephones and Mail

Personal mail is not to be sent in Agency envelopes or on Agency
stationary. Personal mail may be sent from the site office, but it must
carry a stamp provided by the staff member. Do not send personal mail
through an Agency postage meter and do not use Agency stamps. Also,
personal mail should not be directed to the site office.

Telephones are for business use only. Look up phone numbers using the
telephone directory to research a number instead of calling Directory
Assistance.

The office phone should never be anyone's home phone.

The Agency reviews telephone bills periodically for excessive and
improper usage.

Computer/Printer

Employees should not download, add, or change programs and/or settings
in the computer. Use of the computer for personal purposes during or
after work is not allowed.

If the computer is not operating correctly, contact the Regional Manager
for advice. Repair to the computer should only be completed by an
approved technician hired/employed by the Agency -- never ask a resident
or friend to troubleshoot or repair the problem.

Email/Internet

The email system is a very important means of communication that should
be treated as such. Not everyone on the site staff will have access to
the email system and sometimes communications will arrive that should
only be viewed by the Housing Manager. Extremely confidential
information, such as personal information about residents, should not be
sent via email if the computer is used by other site staff.

Check for emails at least three times each day (once at the beginning of
the day, another during the middle of the day, and once more before
leaving the office for the day). Respond to emails when they are
received, especially communications from prospective residents, current
residents, and Agency employees.

Do not use email for personal use. It is usually assumed that employees
who have time to send personal communications through the company email
system may not be using their paid time appropriately.

The internet has been provided to facilitate the email system and to
improve the marketing success at each property. Internet usage should be
limited to activities that would be considered "business." After hours
use of the computer to access the internet for personal purposes is
prohibited. The internet is largely available at enough locations other
than site offices that access should not be difficult.

Facsimile (Fax) Machines

As with other equipment, this machine should be used for Agency purposes
only. Staff should familiarize themselves with the instructions before
attempting operation. If the instructions are not clear, please ask the
vendor for assistance.

Photocopy Machine

Most site offices have a photocopy machine on the premises. Staff should
become familiar with how to use the machine. If the operation of the
machine is not clear, please ask the vendor for assistance.

No paper clips, staples, or other related items are to be used on or
near the machine.

Photocopy machines are to be used for Agency business only. The Housing
Manager should locate the best prices for the purchase of paper for the
machine, and may shop for reasonably priced maintenance services
locally.

Purchase of Equipment

All equipment purchases, whether for the office or maintenance shop,
must be approved by the Regional Manager and added to the inventory log.

3.  []{#__RefHeading___Toc109101004 .anchor}Hours of Operation

The official hours of operation for the Agency are 8:00 am to 5:00 pm,
Monday through Friday. These hours should be conspicuously posted and
sufficient notice given to residents when any change in hours is made.
Any deviation from these established schedules shall be approved by the
Regional Manager. When a Housing Manager is responsible for more than
one property, the office hours of the satellite sites should be
established with the Regional Manager.

All offices will be properly staffed during working hours. The office
should never be closed for lunch, unless only one administrative person
is assigned to the site. Appointments should be scheduled when more than
one team member is present.

4.  []{#__RefHeading___Toc109101005 .anchor}Phone Protocol

All offices shall have a voicemail system. Calls should be returned upon
return to office and voicemail in-boxes should not exceed a 15-message
capacity.

Incoming phone calls shall be answered politely and friendly, as
follows: "Good morning \[afternoon\]. Thank you for calling
\_\_\_\_\_\_\_\_\_\_. My name is \_\_\_\_. How may I help you?"

5.  []{#__RefHeading___Toc109101006 .anchor}Filing

The Agency requires a variety of files to be maintained on-site. All
files shall be maintained in an organized manner and are expected to be
kept current. At a minimum, files shall be maintained on the following:

-   Resident files (see below)

-   Unit files (non-resident information)

-   Employee files (see Section 13 of this manual)

-   Vendor files,

-   Work order files,

-   Budget files,

-   Inventory files,

-   Warranty files,

-   Plans and blueprint files,

-   Work schedules

-   General correspondence files

-   Public Housing Assessment System (PHAS) files

-   Security monitor log

-   Equipment and inventory records

-   Preventive Maintenance files/logs

-   Key control logs

-   Master form file (containing a blank copy of each form)

-   Staff meeting agenda/minutes

-   Policy binders and training manuals

File Retention

All files and records shall be maintained for seven years from the date
of last transaction (for example, waiting list files should be
maintained for seven years from the date an applicant was removed from
the waiting list, not the date of application).

At the end of each year, all files should be purged that are more than
seven years old. All files should be properly stored in banker boxes
that are labeled indicating the contents and the year. These boxes need
to be stored in an area that can be accessed in the event these files
are needed in the future.

Resident Files

The content of resident files shall be maintained in accordance with the
instructions in Perfect File Folder found on the shared drive \<Exhibit
2.1\>. Resident files should remain in the Management Office and should
not be removed/taken home without authorization from the Regional
Manager. Files should be re-filed in their proper place every night
before staff leaves the office.

Confidential Information

Confidential files, such as resident files or financial records, should
be kept in locked file drawers or in a secured area. Only authorized
personnel should have access to such files.

Confidentiality shall also be maintained with respect to any lease
enforcement actions.

Material Safety Data Sheets (MSDS Sheets) and Safety Meetings

Each community must maintain a binder with all their MSDS sheets, a
mandatory requirement for health and safety reasons. It is important to
request these sheets when ordering products. The binder should be
divided into sections for sheets containing cleaning products, painting
& sundries, pool & spa chemicals, and miscellaneous products. Having
your binder organized will be helpful in the event this information is
needed. Typically, the MSDS binder is stored in the maintenance office.

You should also maintain a separate binder for monthly Safety Meetings
(see Chapter 14, Safety and Risk Management).

2.  []{#__RefHeading___Toc109101007 .anchor}Bulletin Boards

Lobby

A bulletin board should be maintained in the lobby of the management
office that contains up-do-date copies of the following:

-   Lease agreement

-   House rules (if any)

-   Grievance policy

-   Income limits

-   Admission and Continued Occupancy Policy (or reference an accessible
    location)

-   Office hours

-   Emergency and after-hour contact numbers

-   Fair housing poster/logo

-   Equal Employment Opportunity poster

-   Addresses of the Agency's main office

-   Utility allowances, where applicable

-   Schedule of charges

-   Resident-oriented circulars

-   Reporting of Injury/Damages

This bulletin board should be neat, clean, and free of clutter. It
should be organized into four categories: lease related documents,
resident programs and services, property amenities, and any remaining
miscellaneous information.

Staff Bulletin Board

Within the actual offices for the staff, preferably the lunch/break
room, a separate bulletin board should be maintained that gives notice
of work rule changes, legally required postings, social activities,
safety bulletins, and, with the permission of the Housing Manager,
employee personnel notices. At a minimum, the staff bulletin board
should include:

-   Federal Employment Law Poster

-   State Employment Security Poster

-   Agency Personnel Postings

-   Equal Opportunity Notice

-   Other Agency staff notices

Employees are permitted to post material on the staff bulletin board but
must have the approval of their supervisor prior to posting.

2.  []{#__RefHeading___Toc109101008 .anchor}Product Knowledge Notebook

In addition to the Leasing Book (see Chapter 3, Marketing and Leasing
Presentation), which is essentially a marketing tool, the property
should maintain a Product Knowledge Notebook that provides a quick
reference for staff about the community, surrounding area, and other
pertinent information.

Start by completing a notebook using the outline that is found in the
shared drive \<Exhibit 2.2\>. Add such additional categories and
information as are appropriate. Keep the information current. Be
familiar with the information. Keep this notebook available for quick
access by all staff members in a convenient location.

3.  []{#__RefHeading___Toc109101009 .anchor}Key Control

In order to assure safety of the development and its residents, proper
key control procedures are essential. Only the Housing Manager, the
Maintenance Supervisor, and the Regional Manager shall have keys to the
site office (unless otherwise approved by the Regional Manager). Other
major elements of an effective key control program include:

-   There shall be no master keys for apartments.

-   All maintenance spaces, except storerooms, shall be on a single
    master. Storerooms should not be mastered but should be keyed
    separately.

-   All gas and electric meter rooms and any doors leading thereto,
    except if they also lead to boiler rooms, shall be on a lock
    supplied by the Agency. The key shall be kept in the storeroom along
    with the other keys, and signed for when used. Three of these keys
    must be given to the Gas and Electric Company.

-   Development office entrance doors and community spaces used for
    recreational activities, clinics, libraries, etc., shall be on
    separate masters with sub-masters, if required.

-   All master keys shall be stamped "Do Not Duplicate."

-   Keys should be labeled or coded in a way so as not to reflect the
    same number as the unit itself.

-   All apartment locks should be changed/re-keyed once a unit is
    vacated.

-   Duplicate keys to apartments should be identified with a number that
    bears no relationship to the apartment to which it fits. The key
    numbers should be cross-referenced and kept in a secured location.

-   When an individual or master key (to management areas) is loaned
    out, the person assigning the key shall note the time of the day and
    date on a key register or master key log \<Exhibit 2.3\>. When the
    key is returned, the time shall again be noted. No keys will remain
    on loan overnight. The Housing Manager shall designate a person to
    handle the key register and master key log. At the end of each day,
    the key log should be audited and all keys accounted for and locked
    in the key box -- no exceptions.

-   At the end of each month, the key log should be audited for accuracy
    and to make sure that all keys have been accounted for. The key log
    should then be placed in a binder separated by monthly tabs or filed
    away for future reference if necessary.

-   All keys shall remain, unless loaned-out (above), in a locked box at
    all times.

-   The log shall be kept separate from the box.

-   Whenever there is a change in the Housing Manager, Assistant,
    Maintenance Supervisor, or any other personnel who has access to the
    Management and Maintenance keys, there shall be an immediate change
    in locks for these areas.

-   The Housing Manager should maintain a list of all employees that
    have been issued keys. All employees permanently assigned keys must
    sign a key control form, listing the keys in their possession. A
    copy of this form must be kept in the employee's employee file.

-   All requests for additional property keys must be made to the
    Housing Manager in writing. The Housing Manager reserves the right
    to deny, or limit, the approval of additional site keys.

Remember that keys represent the only security in most cases for
residents' individual apartments, and site office/maintenance/common
areas. The protection of keys, and the responsibility for same, is to be
taken seriously.

In accordance with the lease, residents may not add locks without
permission from the Housing Manager. The Housing Manager should allow
installation only if (1) resident purchases the same brand of deadbolt
as the lock presently on the door, (2) management maintains a key to the
new lock, and (3) resident pays the appropriate fee for installation of
the lock by site maintenance staff.

Apartment keys are to be given to residents at the time of move-in. If
the resident loses her key, the lock should be changed and the cost of a
new lock and key charged to the resident. A lockout policy of each site
must be approved by the Regional Manager.

Under no circumstances shall an apartment key be given to anyone other
than a legal occupant (signatory to the lease). Photo identification is
required.

2.  []{#__RefHeading___Toc109101010 .anchor}Agency Calendar

Each month, the Agency produces for staff a "monthly calendar." This
calendar includes both special announcements/events and the dates during
the month for submitting or preparing various forms.

3.  []{#__RefHeading___Toc109101011 .anchor}Courier Service

The Agency has arranged for courier service to pick up once each week
for delivery to the Agency's main offices. The Housing Manager should
use this service, in lieu of regular mail, unless items are
time-sensitive. Time-sensitive materials should be mailed or delivered,
accordingly.

4.  []{#__RefHeading___Toc109101012 .anchor}Weekly Property Staff
    Meeting

A property staff meeting chaired by the Housing Manager should be held
weekly. Topics discussed at the meeting will vary, but should include:

-   New policies

-   Property goals

-   Performance on occupancy, rent collections, work orders, etc

-   Budget variances

-   Maintenance/grounds issues

-   New projects

    2.  []{#__RefHeading___Toc109101013 .anchor}Monthly Operations
        Timeline

The following is the general monthly and weekly schedule of routine
events/activities.

+-----------------+----------------------------------------------------+
| **DATE**        | **ACTIVITY**                                       |
+=================+====================================================+
| 1^st^           | Rent is due                                        |
+-----------------+----------------------------------------------------+
| 5th             | Grace period ends                                  |
+-----------------+----------------------------------------------------+
| 5^th^           | Financial statements available on "shared" drive   |
+-----------------+----------------------------------------------------+
| 6th             | 14-day notices sent to all delinquent accounts     |
+-----------------+----------------------------------------------------+
| 7th             | Monthly Property Report due to Regional Manager    |
|                 | \<see Exhibit 2.4\>                                |
+-----------------+----------------------------------------------------+
| 7th--9^th^      | Check all resident apartments for whom 14-day      |
|                 | notices were sent                                  |
+-----------------+----------------------------------------------------+
| 9^th^           | Business meeting with Regional Manager to review   |
|                 | prior month's financial and management performance |
+-----------------+----------------------------------------------------+
| 10^th^          | Regional Manager forwards narrative variance       |
|                 | report to Director of Property Management,         |
|                 | accompanying monthly financial report              |
+-----------------+----------------------------------------------------+
| 12th--15^th^    | Send Letter of Responsibility to vacating          |
|                 | residents                                          |
|                 |                                                    |
|                 | Begin apartment pre-inspections for vacating       |
|                 | residents                                          |
+-----------------+----------------------------------------------------+
| On or about     | Send list of all delinquent accounts to attorney   |
| 21st            |                                                    |
+-----------------+----------------------------------------------------+
| 21st--30^th^    | Accounting Month-End (AME) form due (see Agency    |
|                 | calendar for exact date)                           |
+-----------------+----------------------------------------------------+
| 30th            | Safety meeting notes.                              |
+-----------------+----------------------------------------------------+
|                 |                                                    |
+-----------------+----------------------------------------------------+
| Monday          | Submit Traffic Log to Regional Manager             |
+-----------------+----------------------------------------------------+
| Tuesday         |                                                    |
+-----------------+----------------------------------------------------+
| Friday          | Courier Service                                    |
|                 |                                                    |
|                 | Timesheets due to Payroll by 11:00 am (bi-weekly). |
+-----------------+----------------------------------------------------+
| Daily           | Site inspection.                                   |
|                 |                                                    |
|                 | Bank deposits.                                     |
|                 |                                                    |
|                 | Cash sheets faxed or e-mailed to accounting.       |
+-----------------+----------------------------------------------------+
| Weekly          | Invoices due to Accounting.                        |
|                 |                                                    |
|                 | Notice of Intent to Vacate to Regional Manager     |
+-----------------+----------------------------------------------------+
| Early in Month  | Scheduled recertifications and unit inspections    |
+-----------------+----------------------------------------------------+

3.  []{#__RefHeading___Toc109101014 .anchor}Periodic Reporting

The following is a list of the required periodic reports and the dates
when they are due.

+-------------------+-------------+------------------------------------+
| **REPORT**        | **DUE       | **NOTE**                           |
|                   | DATE**      |                                    |
+===================+=============+====================================+
| Payroll Time      | Every other | Faxed to the Payroll. A cover      |
| Sheets            | Friday      | sheet indicating the total number  |
|                   | before      | of pages and staff members for     |
|                   | 11:00 am    | your property should be included.  |
|                   |             | Occasionally, the deadline for     |
|                   |             | time-sheet submission may be       |
|                   |             | accelerated due to a holiday, in   |
|                   |             | which case a notification will be  |
|                   |             | posted on the Agency calendar,     |
|                   |             | sent via e-mail/facsimile or       |
|                   |             | included in the monthly Agency     |
|                   |             | newsletter. All time sheets are to |
|                   |             | be filled out on a daily basis and |
|                   |             | submitted in handwritten form to   |
|                   |             | Payroll.                           |
+-------------------+-------------+------------------------------------+
| Incident Reports  | Within      | Anytime there is an incident on    |
|                   | hours of    | the property, whether major or     |
|                   | occurrence  | minor, an Incident Report must be  |
|                   |             | completed and faxed to the         |
|                   |             | Regional Manager. If the incident  |
|                   |             | involves a life threatening        |
|                   |             | injury, major property damage, or  |
|                   |             | media coverage, your Regional      |
|                   |             | Manager should be notified         |
|                   |             | immediately.                       |
+-------------------+-------------+------------------------------------+
| Small Claims      | Same day    | Anytime you receive a legal notice |
| Court and Legal   |             | of small claims court, the         |
| Notices           |             | Regional Manager should be sent a  |
|                   |             | copy and notified by phone.        |
+-------------------+-------------+------------------------------------+
| Invoices          | Daily       | Invoices should be processed on a  |
|                   |             | daily basis as you receive them in |
|                   |             | the mail (coded, approved and      |
|                   |             | entered into your declining        |
|                   |             | budget). Invoices should be sent   |
|                   |             | into Accounting via courier (if    |
|                   |             | possible) every week; however,     |
|                   |             | mailed if necessary to meet the    |
|                   |             | cutoff dates. Be sure to research  |
|                   |             | and resolve any prior balances or  |
|                   |             | statements before sending the bill |
|                   |             | for payment. Accounts payable      |
|                   |             | cutoff dates are posted monthly in |
|                   |             | the Agency calendar.               |
+-------------------+-------------+------------------------------------+
| Monthly Property  | 7^th^       |                                    |
| Report            | Business    |                                    |
|                   | Day         |                                    |
+-------------------+-------------+------------------------------------+
| Declining Budget  | As needed   | The Declining Budget should be     |
| and Request for   | (for        | kept in a notebook format and      |
| Approval Forms    | review)     | should be updated on a daily basis |
|                   |             | with accounts payable as items are |
|                   |             | ordered. Your Regional Manager     |
|                   |             | will ask to see the notebook       |
|                   |             | periodically.                      |
|                   |             |                                    |
|                   |             | Appropriate back-up information    |
|                   |             | for the purchase must be competed  |
|                   |             | and e-mailed, faxed, or held for   |
|                   |             | the Regional Manager, along with a |
|                   |             | copy of the Declining Budget when  |
|                   |             | you are intending to incur an      |
|                   |             | expense of \$200 or more, or the   |
|                   |             | purchase exceeds budget.           |
+-------------------+-------------+------------------------------------+
| Delinquency       | On or about | A list of all residents who have   |
| Reports           | the 21^st^  | not paid in full in response to    |
|                   | day of      | their 14-day notices (14 days      |
|                   | month       | following the 6^th^ of the month)  |
|                   |             | must be faxed to the attorney's    |
|                   |             | office. Include a fax coversheet   |
|                   |             | (indicate that the attorney should |
|                   |             | proceed with an eviction and       |
|                   |             | include correct spelling of the    |
|                   |             | resident's name), a copy of the    |
|                   |             | front and back of the lease and a  |
|                   |             | copy of the 14-day notice. It is a |
|                   |             | good idea to call the attorney's   |
|                   |             | office to confirm that they have   |
|                   |             | received all the documents you     |
|                   |             | faxed.                             |
+-------------------+-------------+------------------------------------+
| Rental Market     |             | Once annually, in conjunction with |
| Study             |             | preparation of property budget     |
|                   |             | (see Chapter 1).                   |
+-------------------+-------------+------------------------------------+

4.  []{#__RefHeading___Toc109101015 .anchor}Property Inspections

The Housing Manager is responsible for inspecting the property on a
daily basis. In conducting these inspections, it is essential that the
Housing Manager view the property from the eyes of someone who might be
leasing a unit, or visiting the development, for the first time.
Property management is all about the little things. A good Housing
Manager makes it a practice to notice and correct these small
imperfections.

When conducting these property inspections, the Housing Manager should
carry a clipboard, pen, and paper on which to write notes, work orders,
resident infractions, and other matters that need follow-up attention.
The Housing Manager should also establish a tracking system to follow-up
on problems noted in previous inspections. This tracking system should
consist of a simple log indicating the date of the inspections and the
conditions found.

The Housing Manager must consistently strive to maintain high standards
for the property and for observing the small things that make a
difference between an average property and one that stands out.

Daily site-inspection guides can be found on the "shared" drive (one for
a high-rise property and one for a garden property).

5.  []{#__RefHeading___Toc109101016 .anchor}Utility Allowances

Residents either pay for their utility costs in their rent (i.e.,
project paid utilities) or directly to the utility company. When the
resident follows the latter procedure, resident rents are reduced by an
Allowance for Utilities that is developed by the Agency in consultation
with the utility supplier. Each year, the Director of Property
Management receives from the Regional Manager a new utility allowance
schedule, which is then forwarded to each property. Once received, it is
the Housing Manager's responsibility for updating the utility allowances
for each unit type.

6.  []{#__RefHeading___Toc109101017 .anchor}Accessibility

Facilities

It is the policy of the Agency to comply with applicable laws relating
to Civil Rights, including Executive Order 11063, Section 504 of the
Rehabilitation Act of 1973 (24CFR, Part 8), the Fair Housing Amendments
Act and Title II of the ADA. 504 Regulations require that the Agency
make all of its public non-housing facilities (hearing rooms, laundry
rooms, community rooms, management offices, crafts and games rooms,
etc.) accessible and these facilities must also be located on accessible
routes.

The Housing Manager is required to make sure that the property is
accessible and for requesting funds for such in the annual budgeting
process.

Because the property receives Federal funding, the Housing Manager has
on-going responsibilities:

-   To make unit modifications needed by an applicant or resident with a
    disability;

-   To make reasonable accommodations in policies, procedures, and
    practices needed by a resident with disabilities; and

-   To communicate with all applicants and residents with disabilities
    in a way that is understandable to them.

In deciding whether an applicant or resident qualifies for unit
modifications, reasonable accommodations or special forms of
communications, the Housing Manager verifies two facts with a qualified
medical practitioner:

-   That the individual qualifies as an "individual with disabilities"
    under the 504/ADA guidelines, and

-   That the unit modification, reasonable accommodation or special
    communication is needed because of the individual's disability.

When both the above facts have been verified, the Housing Manager is
required to make the changes requested at the project's expense.

In providing reasonable accommodations or structural modifications to
existing housing programs or in carrying out other alternations for
otherwise qualified persons with disabilities, the Agency is not
required to:

-   Make each of its existing facilities accessible or make structural
    alternations when other methods are demonstrated to achieve the same
    effect.

-   Make structural alterations that require the removal or altering of
    a load-bearing structural member.

-   Provide an elevator in any multifamily housing project solely for
    the purpose of locating accessible units above or below ground
    level.

-   Take action that results in fundamental alteration in the nature of
    the program.

-   Take action that results in an undue financial and administrative
    burden to the Agency.

Leasing Accessible Units

Before offering a vacant accessible unit to an applicant without a
disability, the Agency will offer such units:

> \(a\) First, to a current occupant of another unit of the same
> development, or other public housing developments under the Agency's
> control, having a disability that requires the special features of the
> vacant unit (in effect, a transfer of the occupant with disabilities
> from a non-adapted unit to the vacant accessible/adapted unit).
>
> \(b\) Second, to an eligible qualified applicant on the waiting list
> having a disability that requires the special features of the vacant
> unit.
>
> \(c\) When offering an accessible/adaptable unit to a non-disabled
> applicant, the Agency will require the applicant to agree to move at
> the Agency's expense to an available non-accessible unit within 30
> days when either a current resident or an applicant needs the specific
> features of the unit. This agreement should be reflected in the lease
> agreement signed by the non-disabled party.

2.  []{#__RefHeading___Toc109101018 .anchor}Access to Occupied Units

At times, it will be necessary for management and maintenance staff to
enter an occupied unit when the resident is not home. Under the Agency's
lease, management cannot enter the unit unless (a) the resident has
requested a work order and the work is to be completed within the next
48 hours (note: under the Agency's lease, whenever a resident submits a
request for a work order, the Agency has permission to enter the unit
within the next 48 hours to complete that work order), (b) the head of
household has been provided with 48-hour advanced written notice of
intent to enter, or (c) there is an emergency.

After entry into an empty unit, the site staff will leave a note stating
the date, time of entrance, time of exit, and nature of work completed
(generally, this will be accomplished by leaving a copy of the completed
work order). An emergency constitutes something that is
life-threatening, or a danger to the resident, or property.

3.  []{#__RefHeading___Toc109101019 .anchor}Approvals for Non-Housing
    Use of Units

Any units that are to be used for purposes other than housing public
housing residents must first be approved by the Director of Property
Management and then by the Agency Director and HUD. Acceptable uses of
non-dwelling units may include additional management or maintenance
space, space for resident programs and services, community policing
operations, or any other use that would best serve the Agency and its
community. No alternative use of pre-approved non-housing units is
allowed without written consent from the approving staff member.

4.  []{#__RefHeading___Toc109101020 .anchor}Parking

The Housing Manager is responsible for developing appropriate parking
policies and for enforcing those policies. All resident and non-resident
vehicles should be parked in designated parking spaces. While all
resident cars should be registered, the Housing Manager of each site
will determine if it is appropriate also to issue parking decals.

The Housing Manager is also accountable for posting clear rules and
regulations regarding parking, vehicle registration (if applicable), and
towing policies. Such notices shall be placed in an obvious setting.

If a vehicle is parked in a non-parking zone, the Housing Manager shall
tow the vehicle in accordance with the parking rules and signs. If a
vehicle is abandoned, the Housing Manager shall post a "Notice to Tow
within 48 Hours" on an obvious location on the vehicle, i.e. front,
side, or back window. If the vehicle is not moved by the owner within
the set time-frame, the Housing Manager shall have the vehicle towed. An
abandoned vehicle is one that has no visible tag/registration,
inoperable due to flat tire(s), missing major parts, or vandalized. (At
some properties, where there are courtesy patrols, the security patrols
also enforce parking rules.)

The Housing Manager shall make sure that all appropriate signs are
properly hung and are visible.

The property must offer "handicapped" spaces both near the
office/non-housing facilities and near the units of residents with
disabilities who need such spaces.

5.  []{#__RefHeading___Toc109101021 .anchor}Property Insurance

General

Since insurance claims and losses result in higher insurance costs for
the property, it is imperative that the Housing Manager report all
suspected claims, or actual losses to the Regional Manager, not the
insurance agent, within 24 hours.

Fill out a copy of the Incident Report and fax a copy to the Regional
Manager \<Exhibit 2.5\>. Make sure the Incident Reports are filled out
and transmitted as quickly as possible, regardless of whether it is
known if a claim will be filed.

If a known incident occurs such as a fire, water damage, etc., check
with the Regional Manager to determine if the Incident Report should
also be faxed or mailed to the insurance agent. In the case of employee
injury, complete an Injury Form, not an Incident Report, and submit the
completed paperwork to the Regional Manager.

Photographs are helpful documentation. If an incident is reported to the
site office, the Housing Manager should photograph the damage or
condition of the injured person if feasible. It is possible that, years
later, a claim will be filed by a resident for injury due to tripping on
a piece of concrete sidewalk that had heaved. If made aware of an
individual tripping and falling, immediately take photographs of the
section of sidewalk stairs, etc., as well as the individual, if
permission can be obtained.

Types of Insurance Coverage

Several types of coverage are purchased for each property in a blanket
policy. Each Housing Manager should be familiar with the types of
coverage carried, and should provide information to all site staff
members so they too will be aware of the type of coverage available for
losses or potential losses. The Emergency Procedures Manual should
contain all pertinent insurance information.

-   **Fire, wind, snow, hail, aircraft, explosion, riot, terrorism and
    vandalism are all causes of property losses.** Flood and earthquake
    are excluded. The deductible varies from property to property but is
    usually at least \$5,000 - \$10,000.

-   **General liability insurance** protects the property from lawsuits
    (civil rights lawsuits are not covered by the general liability
    policy). A bodily injury, such as a resident falling down stairs due
    to a worn or ripped carpet, is a general liability loss. Property
    damage, such as a car being damaged from flying debris from the
    property's lawnmower, is also a general liability loss. This policy
    comes with various deductibles, the most common being \$5,000 -
    \$10,000.

-   **A boiler, furnace, or central air unit exploding or rupturing is a
    boiler and machinery loss.** This is a specialized insurance and is
    not available on all properties. Machinery made inoperable by
    anything other than age or normal wear and tear is usually covered.

-   **Auto liability** usually results from a covered auto causing
    injury or physical damage to another person's auto or property.
    Deductibles vary.

-   **Auto physical damage** provides coverage for a covered vehicle in
    the event of a collision, vandalism, hail, wind, etc. Deductibles
    are applicable in varying amounts for comprehensive losses and
    collision losses.

-   **Non-owned auto liability and physical damage** provides property
    and liability coverage for hired (rental cars) or non-owned autos
    (i.e., employee vehicles) as long as they are being used for Agency
    business. The deductibles are usually the same as the auto policies
    above.

-   **Fidelity coverage** provides coverage for employee dishonesty such
    as an employee removing any physical property from the premises,
    including money.

-   **Agency's or the state's workers' compensation coverage** covers
    employees who are injured on the job, or become ill due to their
    positions. It covers medical expenses and a percentage of lost wages
    after a waiting period that is determined by the state. In case of
    severe injuries, rehabilitation and other expenses may also be
    covered.

-   **Umbrella liability coverage** provides additional liability
    overage over and above the primary limits of general liability and
    auto liability. When applicable, building ordinance coverage
    provides additional insurance monies in the case of a loss that
    requires complete replacement of an apartment, building, or complex
    and when city inspectors demand an upgrade to current code over what
    was previous code when the apartment was built.

Claims Received

Any telephone calls or correspondence received in connection with
possible claims from residents and/or their attorneys, or outside
parties, should be referred first to the Regional Manger.

Actual court filings and related insurance correspondence should be sent
immediately to the Regional Manager.

It will be necessary to obtain all relevant information from the Housing
Manager if a claim is filed. In most cases, claims are not filed for
some time after the incident, so it is important to retain all reports,
notes, etc., regarding a known incident. The Housing Manager should file
all incident reports, and retain copies of pertinent notes in the event
a claim in filed. Any photographs taken of known damage should also be
kept with the copy of the Incident Report.

Reducing Losses

It is important that each staff member participates in and coordinates
efforts to reduce losses at each property. Please see Chapter 13, Safety
and Risk Management.

2.  []{#__RefHeading___Toc109101022 .anchor}Emergency Procedures
    Plan/Manual

Each property shall have prepared an Emergency Procedures Plan, which is
to be incorporated in an Emergency Procedures Manual. The plan/manual is
to be updated periodically. This manual will contain all the information
needed to safeguard residents, visitors, and property before, during,
and after an emergency. When complete, it will house in one convenient
place everything the manager and the rest of the management team will
need to combat an emergency situation.

Specifically, the manual will give direction about:

-   How to save lives

-   How to make the property more security and prevent emergencies
    altogether or, at least, minimize their impact

-   How to prepare for an emergency

-   How to react during an emergency (including how to evacuate the
    property)

-   How to restore the property after an emergency

Creating the Manual

The plan/manual must be a joint effort between the Housing Manager and
the management team. Because team members are so closely involved with
the day-to-day operation of the property, their input is vital to the
plan's success. They must supply input on everything that goes into the
manual and on who should receive a copy of the completed document.

The manual should contain detailed instructions for everyone involved in
an emergency, including the Regional Manager, management staff members,
work crews, other staff, and the property's occupants. In order to be of
any assistance, the manual must be an exhaustive collection of steps to
follow before, during, and after an emergency

Contents of Manual

Generally, an emergency procedures manual is made up of three sections:
(1) Reference information, (2) Directions for the management staff to
follow for each possible emergency, and (3) Directions for building
occupants. \<Exhibit 2.6\>.

Distribution of Manual

The Regional Manager, all members of the management team, and any other
parties the team recommends should have a copy of the manual. Additional
copies should be stored in a safe place, in case the original is
destroyed.

At least one copy of the manual should always be at the property, with
another copy stored off the property but easily and quickly accessible.
This off-site manual may be needed if it is impossible to enter the
property.

When one of the team members leaves the property's or Agency's employ,
that employee's copy of the manual should be retrieved and re-issued to
his or her replacement.

When the manual is given to a new employee, the Housing Manager should
always emphasize the confidential nature of the material in the manual,
particularly the phone numbers.

2.  []{#__RefHeading___Toc109101023 .anchor}Annual Reexaminations

The Housing Manager is responsible for assuring that each household's
family status is re-examined at least once annually. In conducting these
re-examinations, the Housing Manager should:

-   90 to 120 days prior to the recert month -- send notice to all
    affected residents and retain copy in the file.

-   60 days prior to the recent month -- send a coy of the items
    previously issued to all residents that did not respond to the
    initial notice. Write 2nd request and the date across top of letter
    and keep a copy in the resident's folder.

-   45 days prior to the recert month -- verbally contact any resident
    who has not responded to the 2nd letter or who failed to provide any
    back up necessary to complete the recertification, letting them know
    that their lease will be terminated if their annual recertification
    is not completed by the end of the month.

-   30 days prior to the recert month -- all residents who have not
    responded to the prior notices, or who have failed to provide any
    necessary back-up so that the recertification can be completed,
    should be given a notice that their lease will be terminated for
    failure to recertify their income. This notice is to be effective on
    the first day of the month their annual is due. It should be posted
    and mailed, with a copy retained in the resident's file. **The
    notice must be issued in time to give a 30-day notice of
    termination, so don't miss this date.**

-   For all residents that do comply and attend the recertification
    interview, determine that the family continues to qualify as a
    family and is in compliance with the resident obligations and lease
    responsibilities. Further, ensure that the family signs the
    authorization forms for the release of information from necessary
    third parties.

The Housing Manager shall manage this process so that residents are
provided with 30-day notice of any change in rent, except when such
notice cannot be provided because of failure on the part of the resident
to comply. A recertification tracking log is found on the shared drive
\<Exhibit 2.7\>.

Since the recertification process requires that a staff member spend
time with each household to prepare the recertification, this is also a
perfect time to practice Resident Retention by asking the household if
they have any maintenance needs or other concerns. Some sites choose
this time to perform annual unit inspections as well (see below).

2.  []{#__RefHeading___Toc109101024 .anchor}Interim, or Special,
    Reexaminations

In addition to annual reexaminations, there may be interim, or special
reexaminations. Such instances would include:

-   The family's income has decreased such that their Total Tenant
    Payment would be reduced.

-   Family composition has changed, resulting in a need for an apartment
    of larger/smaller size.

-   The family qualifies for additional deductions from income that will
    reduce Total Tenant Payment.

-   The family was paying the Minimum rent and requests a Hardship
    Exemption.

-   The family was paying Flat Rent and has requested a Hardship
    Exemption.

-   The family experiences an increase in income that triggers an
    increase in the Total Tenant Payment in accordance with the Agency's
    ACOP.

Rent decreases go into effect the first of the month following the
reported change, provided the change in income, or circumstances, was
reported within 10 days of when the decrease occurred. Rent increases
require 30 days written notice and will go into effect the first of the
month following the 30-day notice. However, if a special reexamination
is the result of misrepresentation or non-compliance, the rent is
retroactive to the date that it otherwise would have been effective.

When either the family reports no income, or the source of income cannot
be verified (whether at annual or special reexaminations), the Housing
Manager may require that the resident's income be reviewed every 90 to
120 days.

2.  []{#__RefHeading___Toc109101025 .anchor}Lease Renewals/Expirations

All public housing leases carry an initial one-year term and are then
renewed perpetually for one year terms. Hence, there is not a separate
process of lease renewals and/or expirations. Rather, the
recertification process is, in effect, the lease renewal process for
public housing. The Agency may only refuse to renew a lease for failure
by an adult family member to comply with community service requirements.
Even in this case, State law regarding lease termination must be
followed.

3.  []{#__RefHeading___Toc109101026 .anchor}Annual Home Inspections

The Agency is required to conduct an annual inspection of each unit in
accordance with HUD's Uniform Physical Condition Standards (UPCS). The
Housing Manager can schedule these inspections either to coincide with
the resident's annual recertification or on some other schedule as
approved by the Regional Manager.

For the annual unit inspections, the Housing Manager shall provide the
resident 48 hours notice and shall attempt to arrange for the resident
to be present. If the home has not been maintained in a satisfactory
condition, mention the deficiencies to the resident during or
immediately after the inspection and follow up with a letter to document
the resident's file.

It may be discovered during this inspection that there are damages to
the home or repairs that need to be made by the maintenance staff. All
damages caused by the resident must be charged back to the resident.
Necessary repairs discovered during the annual inspection should be
noted, with the inspection form given to the Maintenance Supervisor for
completion of the repairs and notation of the cost.

If no items of repair or correction are noted at the time of the annual
inspection, the Housing Manager should still schedule an appointment
convenient to the resident for annual preventive maintenance on the
home. At that appointment, maintenance staff can change
furnace/air-conditioning filters and conduct the routine preventive
maintenance chores.

4.  []{#__RefHeading___Toc109101027 .anchor}Resident Complaints

Residents must be advised to follow the grievance procedures referenced
in the lease and ACOP (and posted on the bulletin board). Encourage
residents to follow steps to avoid disputes with management and to
resolve problems if they do arise.

5.  []{#__RefHeading___Toc109101028 .anchor}Required Approvals

The following is a list of specific approvals needed from the Regional
Manager, as noted throughout this manual.

+----------------------------------------+-----------------------------+
| **ACTIONS REQUIRING APPROVAL AND/OR    | **ACTIONS NOT REQUIRING     |
| SUBMISSION TO REGIONAL MANAGER**       | REGIONAL MANAGER APPROVAL** |
+----------------------------------------+-----------------------------+
| -   Operating Budget                   | -   Posting of accounts     |
|                                        |     (rent, charges, etc.)   |
| -   Purchases over \$200 (and any      |                             |
|     office equipment, regardless of    | -   Debits/credits to       |
|     value)                             |     accounts                |
|                                        |                             |
| -   Renewal of any service contract    | -   Rent payment evictions  |
|                                        |                             |
| -   Mileage Reimbursement Form         | -   Normal lease            |
|                                        |     enforcement actions     |
| -   Fee Referral Form                  |                             |
|                                        | -   General supervision     |
| -   Manual Check Request               |                             |
|                                        | -   General contract        |
| -   Petty Cash Reimbursement           |     administration          |
|                                        |                             |
| -   Disposal of Fixed Asset            | -   Applicant screening and |
|                                        |     wait list management    |
| -   Hours of Operation                 |                             |
|                                        |                             |
| -   Issuance of Office Keys other than |                             |
|     to Regional Manager or Maintenance |                             |
|     Supervisor                         |                             |
|                                        |                             |
| -   Non-dwelling Units                 |                             |
|                                        |                             |
| -   Incident Reports (informational)   |                             |
|                                        |                             |
| -   Notice of all other emergencies    |                             |
|                                        |                             |
| -   All advertising campaigns,         |                             |
|     advertisements, brochures, etc.    |                             |
|                                        |                             |
| -   Signage and new paint schemes      |                             |
|                                        |                             |
| -   Newsletters and resident flyers    |                             |
|                                        |                             |
| -   Resident Recognition Programs      |                             |
|                                        |                             |
| -   Non-rent eviction cases            |                             |
|                                        |                             |
| -   Cancellation of evictions          |                             |
|                                        |                             |
| -   Accepting rent for any case after  |                             |
|     filed in court                     |                             |
|                                        |                             |
| -   Non-residential leases             |                             |
|                                        |                             |
| -   Any capital                        |                             |
|     improvements/alterations to        |                             |
|     property                           |                             |
|                                        |                             |
| -   House Rules                        |                             |
|                                        |                             |
| -   Formal Resident Grievances         |                             |
|                                        |                             |
| -   Disposal of abandoned resident     |                             |
|     furniture                          |                             |
|                                        |                             |
| -   Any disciplinary action above      |                             |
|     record of counseling               |                             |
|                                        |                             |
| -   All hiring decisions               |                             |
|                                        |                             |
| -   Non-emergency overtime             |                             |
|                                        |                             |
| -   Staff travel                       |                             |
|                                        |                             |
| -   Any small claims/legal notices     |                             |
+----------------------------------------+-----------------------------+

[]{#__RefHeading___Toc109101029 .anchor}Chapter 3

[]{#__RefHeading___Toc109101030 .anchor}Marketing and Leasing
Presentation

1.  []{#__RefHeading___Toc109101031 .anchor}Overview

This chapter of the manual covers all aspects of marketing and
presenting the property for leasing when the waiting list is open. The
next two chapters cover the actual mechanics of maintaining the waiting
list and leasing an apartment.

In conjunction with the overall marketing plan and product presentation,
site personnel must be aware of and able to implement the Agency's fair
housing policies. It is the combination of both the material presented
in this chapter and fair housing fundamentals that create and build a
positive property image.

Depending on availability of housing in the locality, the specific
product, and location, many affordable housing properties have long
waiting lists, which may even be closed. The evidence of strong demand
for your property does not relieve property staff from presenting the
property in the most positive light or in treating all prospective
residents with courtesy and respect. Much of what follows in this
chapter describes actions that could be taken if the wait list is open
or if it is very short.

2.  []{#__RefHeading___Toc109101032 .anchor}The Leasing Training Program

The Leasing Training Program has been designed to familiarize all new
office personnel with the property as well as the required tasks and
duties that must be fulfilled on a daily basis \<Exhibit 3.1\>. The
checklist includes items such as reviewing the lease paperwork and
reading the details of each agreement; preparing a Leasing Book; using
courtesy over the telephone; understanding the elements of a Shopper's
Report; becoming familiar with property management terms and formulas,
etc.

Housing Managers should ensure that all new office employees are given a
copy of the Leasing Training Program checklist on their first day and
that the exercises have been satisfactorily completed at the end of the
first week. The completion of this checklist by the new employee will
get him started on the right foot.

3.  []{#__RefHeading___Toc109101033 .anchor}Leasing Book

A Leasing Book is a marketing tool that always changes. It is an avenue
for a manager and other office/leasing employees to (1) find new and
different ways to promote their community and (2) measure the amenities,
services, and rents of other properties competing for the same
prospective residents.

The look of the book should be attractive and professional, as it will
be used with prospective residents, current residents, and other outside
regulators.

The leasing book should include the following:

-   Introduction page

-   Property Highlight page showing the property's best assets

-   Top 20 reasons why someone should rent there

-   Photos of: signage, amenity shots, photos of a model, happy faced
    residents, play area, and anything that shows off the property

-   A current newsletter

-   A brochure and/or current flyer

-   Site map

-   Floor plans with flat rents and room measurements

-   Description of how income-based rent is determined

-   City highlights or "what is nearby" that helps promote the property

-   Resident handbook

-   Eligibility requirements for your community, including income limits

-   Resident selection criteria

The leasing book should be displayed so that it can be viewed by
prospects if they have to wait to be shown an apartment, and also by
current residents as they wait to talk to the Housing Manager
(demonstrating why they initially chose to rent at this community). Be
sure any photos depict families of more than one race. All information
in the book should be kept current.

1.  []{#__RefHeading___Toc109101034 .anchor}Advertising/Marketing
    Efforts

Housing Managers are responsible for conducting outreach and marketing
efforts to maintain sufficient numbers of applicants on the waiting
list. These marketing and outreach efforts should be undertaken in
accordance with all applicable Fair Housing rules and regulations.

All advertising for affordable properties must contain an
appropriately-sized fair housing logo and the phrase "Equal Housing
Opportunity."

Review the efforts for marketing with the Regional Manager. Always get
approval for any advertising you are preparing PRIOR to placing an ad.
It is important that the ad conforms to all applicable laws and
regulations. Any photos or drawings of residents must include people of
a variety of races.

Other than what is required to comply with fair housing rules,
advertising should be approached in a conventional sense. Advertising
launches all other marketing activities for a property. Advertisement in
the classic sense is associated with the local newspaper or other
publications that are wisely circulated to large numbers of individuals
who will be attracted, by virtue of the content of single or multiple
advertisements, to visit the property. However, the local newspaper is
not the only media source available to the property. The following are
other successful means of pulling traffic into a property to build or
expand a waiting list. (Be sure to use not just one newspaper. If
minority or alternative language media are available, they must also be
used.)

-   Senior citizens centers

-   Churches

-   Relocation specialists for local businesses or industries

-   Director of Housing at local military bases

-   Flyers at grocery stores/"stuffers" for grocery bags

-   Bingo halls

-   Apartment referral companies

-   Schools (community colleges, technical, etc.)

-   Vendors, friends, and associates

-   Laundromats

-   Brokers

-   Direct mailing label services

-   Other apartment communities

-   Real estate offices

-   Social agencies, e.g., YMCA, Goodwill, Salvation Army

-   Transitional housing facilities

-   Department of Human Services

When you are trying to attract applicants, be creative with advertising.
Do not allow ads to remain routine. Change them often (unless they are
drawing in qualified residents to the property, resulting in
applicants). Enlist the help of staff members to come up with new and
fresh ideas. Always get the most for the advertising dollar.

Small "teaser ads" can be extremely effective in piquing interest among
readers. These "teaser ads" can be run for several days through the
week, such as Monday, Wednesday and Friday of each week, and will pull
in traffic on those days that would otherwise be slow application days.
The larger display ads can be dispensed with altogether if the traffic
is adequate from the "teaser ads." Maintain a marketing file that
contains all ads used, all outreach efforts, in what medium, and when
employed. Comments should be made in the log about the success of any
specific ad, so more proven ads can be identified and utilized in future
marketing plans. (All advertising copy and layout must be approved by
your Regional Manager prior to publication.)

Curb appeal of the property is the best advertisement available. Drive
by traffic will be attracted to the property with the help of effective
signage to direct visitors to the property. Word-of-mouth advertisement
will be attained when each visitor to the property is well treated and
given an organized, professional tour of the property's amenities and
model or market-ready apartments by well-trained and qualified leasing
personnel.

In order not to attract undue over-income traffic, make sure you include
all applicable income limits in your advertising.

1.  []{#__RefHeading___Toc109101035 .anchor}The Marketing Plan

Any Housing Manager would agree that the best leasing scenario is where
people are waiting at the door when the office opens, wanting to apply
today and move-in tomorrow. Or when the phone never stops ringing and
people actually keep their appointments.

Housing Managers know that this rarely, if ever, happens. A strategic
marketing plan is needed to bring those people to our door and to make
that phone ring off the hook. Prior to developing that plan, however,
the Housing Manager must consider all affirmative marketing
requirements.

**Affirmative Marketing**

Federal law requires that housing authorities conduct "affirmative
marketing" to eligible families and individuals whose race, ethnicity,
or disability is under-represented both in the development and on the
waiting list. Affirmative marketing entails the following steps:

-   Using local demographic data (e.g., census reports, city planning
    data) to determine the racial, ethnic, age, and disability breakdown
    of eligible families and individuals in the agency's jurisdiction,

-   Preparing a report that breaks down the current resident population
    and the waiting list by race, ethnicity, age, and disability,

-   Determining whether any group in the eligible population is
    under-represented in the resident population or waiting list, and

-   If any group is proportionately under-represented, designing a
    marketing campaign to attract them to the property.

For the purpose of affirmative marketing, the racial groups are:

-   Black/African American,

-   White/Caucasian,

-   Asian,

-   Native Hawaiian/Pacific Islander,

-   Alaska Native/Native American

Ethnic groups are:

-   Hispanic/Latino,

-   Non-Hispanic/Non-Latino

Age groups are:

-   Elderly families (head, spouse or sole member age 62 or older),

-   Non-elderly families

Disability groups are:

-   Family has member who is a "person with a disability,"

-   Family has no members who are persons with disabilities.

**Developing the Plan**

A good marketing plan is developed by a team of people: the Regional
Manager, the Housing Manager, the Leasing Consultant or Assistant
Managers, and, yes, the maintenance personnel. It takes the complete
team to create a comprehensive plan to attract good, qualified prospects
to your community.

Divide responsibilities between the "team."

-   The Housing Manager focuses on the market studies and defines the
    properties that offer a comparable product. What incentives, if any,
    are the competitors offering? What is the property's
    marketing/advertising budget? Where is your current traffic coming
    from?

-   The Leasing Consultant and/or Assistant should then visit the
    comparable properties and obtain as much first-hand information as
    possible. Get to know the staff at the comparable properties. Bring
    them a little treat bag with your business card attached. Find out
    where their vacancies are. Are they 100% leased in their
    two-bedroom, two-bath units but need applicants for their
    three-bedroom units? Are you then in need of applicants for your
    two-bedroom, two-bath units but are full for three-bedroom units?
    Promote referrals. Does your property offer to pay \$100 to other
    communities who refer a resident to your property? Be nice. Be
    courteous. Be professional. Find out what marketing or advertising
    medium your competitors use that produces the best results for them.

-   Maintenance has the most important job. Their responsibility is to
    provide a clean and beautiful property with lots of curb appeal and
    a perfectly turned unit. Their insight into what residents tell them
    about what they like or dislike about the property that they share
    with the rest of the ream is priceless as your existing resident
    profile represents the people you attract to your property, what
    they like, how they live, what maintenance overhears or sees or is
    told is what needs to be considered when setting up a plan to market
    the property.

Now you should be ready to determine what you want your property to say
to the public (the image, theme, etc.), defining who you are as compared
to your competitors.

Next, determine the best combination of methods to promote your property
to the public. If the printed medium is going to be utilized, have your
ideas ready so that their staff can help you design the ad YOU want. Is
your main traffic drive-by? What about leasing banners or "burma shave"
signs? Don't forget your resident referral monthly flyers offering your
residents \$\$\$ for each referral they give you that results in a
rental! Do you want to do a direct mailing? Find out the companies who
provide direct mail information on labels -- all they need is the zip
code you are interested in mailing to, the income level, and if you want
everyone in that zip code, or just those in apartments.

In preparing your marketing plan, remember that the most successful ones
combine all levels of media:

-   Publicity -- visibility programs designed to exploit situations that
    are beneficial to the marketing effort, build credibility, and
    increase public awareness. Typically, news items, public interest
    articles, or editorials are publicity vehicles.

-   Word of mouth -- effective management that results in satisfied
    customers and residents, thereby creating work-of-mouth advertising
    beneficial to the enhancement of the community.

-   Signage -- the physical symbol identifying the product and property
    to the general public is a visual medium.

-   Promotional material -- the printed medium that provides factual
    data to both residents and potential customers, customized to
    promote the service, apartment, and site amenities.

-   Merchandising -- the actual packaging and physical enhancement of
    the product or service.

-   Direct advertising -- promoting the product and creating a need for
    the product through newspaper, radio, television and direct mail
    promotions.

Part of the marketing plan needs to focus on how to improve any prior
marketing plans used. How do you increase the number of visitors to net
the greatest number of applicants? How many applicants do you need to
rent an apartment?

Keep close tabs on the results of your marketing effort so you can
adjust the marketing plan to accommodate your leasing goals by
maximizing the most successful advertising methods (see traffic log,
below).

Creating an Effective Advertisement

Once you have put your marketing plan together, you have decided what
form of advertising medium is your biggest traffic draw, you have become
familiar with comparable properties and what they offer, you know why
people rent at your property, and you have identified what your resident
profile is, you are ready to create an effective advertisement for your
property.

An effective advertisement cannot be produced unless you have definite
answers to each of the items listed above. One puzzle piece cannot be
left out.

Now put yourself in the shoes of the public armed with all the answers
to your property's puzzle: what do you think is the most important to
highlight in the ad? Does your property have amenities or special
services? What about creating an advertising campaign where, every two
weeks or every month, there is a new advertisement that highlights each
of your property's amenities and services? For example, one week could
be a ghosted background of a computer circuit board and in the middle of
the ad a tag line such as: "ABC Property...Affordable Living in
Downtown" and highlight the property's proximity. Then, the next ad
could be filled with great photos of the recreational facilities and the
tag line could be: "ABC Property...Family Friendly." The third ad could
emphasize great service and affordable rents. These are just suggestions
to point out that creative advertising is serious business. Know to whom
you need to advertise.

How an advertisement is designed and created is as crucial an issue as
when to advertise. Here are some suggestions for certain key elements to
consider in preparing the printed advertisement:

-   Ad placement -- the typical reading pattern is from left to right,
    thus left hand placement on a page should be the best location for
    the printed ad. Alternately, the upper-right hand corner has been
    acknowledged as an excellent location for eye-catching. Although
    newspaper advertisement placement should be maintained in the
    classified section for easy location, consider advertising in the
    local interest pages of the weekend papers for maximum exposure, or
    for a change, a display advertisement in the classified real estate
    section.

-   Bold border -- make the advertisement stand out and not spill over
    onto another advertisement by placement of a bold border around the
    printed material.

-   Artwork -- place any artwork near the top of the advertisement to
    catch the reader's eye and the tendency to read downward.

-   Focus on the unique selling qualities -- what makes the product
    unique or better than the competition?

-   Leave white space -- white space in an advertisement attracts
    attention and improves readability.

-   Vary the size of the type -- large type calls attention to the most
    important information, while small print allows room to detail
    necessary information such as an address, etc.

-   Location finder -- a map or diagram of the property location gives
    the potential resident direction to the property and shows the
    location in respect to the general area.

-   Visual uniformity -- create a visual image so that advertising
    becomes identifiable with the property.

-   Research distribution -- make sure the printed medium used will
    reach the greatest number of individuals in the trade area or the
    targeted market as well as any group to whom your are affirmatively
    marketing.

-   Use descriptive words -- to describe the property and amenities, but
    avoid terminology that would discourage applicants from applying.

Advertising Tools (Brochures/Flyers)

***Brochures***

Most of the time your property will already have a brochure created for
it. Does it fit the image of your property? If it needs a face-lift, ask
your Regional Manager for help. Is there money in the budget for
brochure printing and is it possible to change the look of it? Have some
suggestions ready. Creating nice, professional brochures does not have
to be an expensive venture. Search around for reasonably-priced vendors.
Remember, your brochure speaks volumes about the property. A copy of a
copy of an old brochure in not acceptable. Please remember to stay on
top of your brochure supply. Try not to let your property use up the
very last brochure without having an order already placed.

***Flyers***

Whether it is a direct mail flyer, a resident referral flyer, or a
property information flyer to be handed out to visitors, it is
imperative that it is easy to read, has correct information in it, is
grammatically correct, and has the approval of your Regional Manager.

Flyers are the least expensive marketing tool you can develop and use to
market your property. Be creative!

Remember, be sure to include the Fair Housing logo or use the phrase
"Equal Housing Opportunity" in both your flyers and brochures.

1.  []{#__RefHeading___Toc109101036 .anchor}Telephone Technique/The
    Invitation to Apply

A potential applicant's telephone call to the office for rental
information may be the only opportunity staff has to get them into the
office. How the conversation is handled, and the response given to
callers' questions, could determine whether or not the caller will want
to visit the property to see an available unit.

The sole purpose of a telephone call is to get the prospect out to the
property! Smile before answering the phone...it works! Always answer
with a cheerful and business-like greeting, such as: "Thank you for
calling Ashford Lane Apartments. This is Linda, how may I help you?"

Put down what you are doing, listen, and devote your undivided attention
to the caller. He/she can sense if you are truly interested, or if your
attention is elsewhere. Always be prepared with any and all information
regarding the apartments. For example, know the income limits, know the
flat rent for all sizes of apartments, the way income-based rent is
determined, the square footage, interior colors, exposure, view, the
deposit amount, what units are currently available, and what is coming
available. Do not refer to the property as "low income" or "subsidized"
at any time. Instead, you should identify your property as an affordable
housing property.

Be careful not to over-describe on the phone. Answer the caller's
questions by offering enough information to communicate that an
apartment at the property would fit his/her needs. The main concern is
satisfying the needs of the caller. By asking questions, leasing
personnel will be in a better position to respond to his needs in a
friendly, helpful manner.

Always try to get a phone number from the prospect, and determine how
they learned of the property, i.e., the telephone book, drive-by,
advertisements, etc. Try to make an appointment with the caller to file
an application. Offer him a few possible available times for a first
visit to the property, for example: I can make an appointment for 2:00
this afternoon, would you be available to see the apartment at that time
or would 3:00 pm be more convenient?" People are more likely to come by
if they have an appointment. Keep an area map handy and offer to give
clear directions to the property.

A sample telephone script is included in the shared drive \<Exhibit
3.2\>. Spend the necessary time to adapt this script to the property and
the individual(s) taking telephone calls, and watch the traffic to the
property improve. Remember, in order to be successful, the presentation
must fit your style and no one else's.

Most important of all is to know the prospect's name and use it. People
like to hear their own names! INVITE HER TO APPLY!

2.  []{#__RefHeading___Toc109101037 .anchor}The Importance of an
    Accurate Traffic Log

It is SO important for an accurate traffic log \<Exhibit 3.3\> to be
completed on a daily basis -- NO EXCEPTIONS! This information will
assist you or your supervisor in placing the budgeted marketing dollars
in the right medium for advertising to ensure continued quality volume
traffic.

Remember these two things about your traffic log to help you be
successful:

1.  Keep the traffic log next to the telephone. Whenever a rental
    inquiry call is taken, use the log to record the call and gather as
    much information as possible. Keep questions conversational since
    the prospective renter should not be made to feel that they are
    participating in a rental survey. Every caller or visitor should be
    recorded on this log, regardless of the length of the contact or
    result of contact. Each person is a possible source of referral or
    source of detailed information regarding marketing.

2.  When you make an appointment with the caller to visit the site, the
    traffic log will help to jog the Leasing Consultant's memory if
    reviewed just prior to their appointment time. The traffic log also
    serves as a follow up tool in the case the caller doesn't show up
    for their appointment, if she did not apply for admission when she
    visited the property, or to record a successful application.

Every phone call, every visitor who asks you a question about your
property, should be shown on your traffic log. All of these people are
prospective applicants or may refer individuals to your property. Every
prospective renter, even if over-qualified, can be a source of a
referral.

The traffic log is evidence of the efforts you put into securing
residents for the property.

1.  []{#__RefHeading___Toc109101038 .anchor}Signage

"Burma Shave" (lead-in) signage or A-Boards at the nearest intersection
closest to the property can be a very critical aspect of the first
impression for a prospective resident looking for the property.
Strategically located lead-in signs are the first sighting of the
community and prepare the prospect's frame of mind. These types of signs
contain brief word "blurbs", such as "job center", "playground",
"computer lab", etc. A-Boards should be BEAUTIFUL, easy to read, and
always kept clean.

Banners that are visible from the street can indicate specials or catch
phrases such as "Washington Village Apartments, Newly Remodeled" or
"Washington Village Apartments -- Large Two and Three Bedroom
Apartments." Banners should always contain a phone number in case a
prospect wants to call first. Now the prospect has been brought to the
property sign itself, which specifically identifies the name of the
property and further emphasizes the atmosphere and impression given of
the property. Try an eye-catching black banner with white lettering.

All signage, to be effective, must always be professionally done and
well-maintained. It is not impressive to arrive upon a property where
the signage has a weathered, tired appearance. Create an image for all
visitors that will be a lasting one and will reinforce the effectiveness
of leasing personnel, Housing Manager, or other staff members conducting
the tour of the model, amenities, and grounds.

It will be necessary for Housing Managers and leasing personnel to stay
abreast of local city ordinances regarding signage, e.g., whether tags
or banners are allowed at entrances. Be assured that, regardless of
local ordinances, competitors will use every possible tool available to
pull prospective residents from your property to theirs.

All affordable sites must have the fair housing logo included in their
monument signage.

2.  []{#__RefHeading___Toc109101039 .anchor}Curb Appeal

What should I look for? What creates "curb appeal?" Why does our
property have a greater "appeal" than another? What causes a prospective
resident to turn into your property rather than the one across the
street? All are questions that should be very important to the Housing
Manager and leasing personnel, and require objective and honest answers.
The answers will play a big part in future plans geared towards "curb
appeal."

Some of the possible responses to these questions, as well as those
relating to a prospect's impressions when they enter the office or
model, are all contained in the broad subject of curb appeal.

A first impression can be a lasting memory, whether it is a good one or
a bad one. A first impression can also be a determining factor in
whether or not leasing personnel succeed in renting vacant apartments.

Just imagine: if you were to come onto the property for the very first
time, with an eye open to all those little things that are usually
ignored, how would you rate it, based on the appearance of the property
when you drive up to it for the very first time? Are the grounds
well-maintained? Is there any trash in sight? Would you like to live in
a property that looks like this one?

Visitors to the property should not be able to identify your property as
"low income" or "affordable" simply because of its appearance. The curb
appeal at your property should be as pleasing as or better than
conventional properties in your community.

3.  []{#__RefHeading___Toc109101040 .anchor}Landscaping

It is not just signage that creates the image of a desirable community,
but every inch of the grounds. That usually requires contracting with
professional landscaping services.

The lawns should be well maintained and manicured year round. Green,
lush grass, bright colored, healthy looking flowers, shrubs and trees
will make the oldest of properties seem younger, and will keep the new
properties looking brand new. If you do contract with a vendor, make
sure that you understand what services you need and what services you
are contracting for. Is there an insect problem each year? Do you need a
fertilization schedule? How many colored flower rotations do you get and
where will they be placed? Does it include bulb plantings? What about
irrigation?

These questions may seem out of place in the Marketing Section; however,
think about when you are showing an apartment to a prospect and you walk
them through the marketing path you choose. Wouldn't it be wonderful to
know that your grounds are immaculate and presented positively? Of
course it would.

The first hour of every day should be spent on grounds. This is not just
limited to maintenance either! The leasing staff should walk the
marketing paths to their "show" units before the day begins and assist
with the clean up, especially in these areas and those near the signs
and office.

Pride in property and grounds should be evident to any visitor whether
they be prospective residents, investors, owners, visitors, vendors, or
the competition.

4.  []{#__RefHeading___Toc109101041 .anchor}Safety Precautions for
    Leasing

The following security procedures should be followed:

-   Try to have at least two people in the office at all times. This is
    not always possible, so notify other staff about which apartments(s)
    are being shown and when leasing personnel expect to return. It
    should not take more than 10 to 15 minutes to show an apartment.

-   If there are any apprehensions about the visitor(s), the Housing
    Manager or leasing personnel should ask a staff member to accompany
    them when showing an apartment(s). It is best not to show apartments
    after dark.

-   If you do not feel comfortable showing an apartment, ask the
    applicant to come back the next day, or explain that someone must be
    in the office at all times and ask the applicant to return when
    someone else will be there.

-   Verify photo I.D. on every tour of the property. The minimum
    requirements are as follows:

    -   I.D. must be verified for at least one visitor of each tour (it
        is only necessary to see the I.D. of the potential lessee if the
        visit is attended by other people).

    -   Photo I.D. can include but is not limited to: a state-issued
        driver' license or identification, a military I.D.

    -   Write the I.D. type, the issuing authority and number in the
        Traffic Log, and then hand the I.D. back to the visitor.

    -   An associate should NEVER show an apartment to a visitor if the
        appropriate identification is not provided.

Our commitment to fair housing practices requires that we always
following this procedure and do not deviate for any reason. Any
occurrence of non-compliance with this policy by personnel may result in
disciplinary action. The site's specific I.D. policy should be posted in
a conspicuous place for the visitor and staff to refer to as needed. A
Regional Manager may decide to increase the standards of the established
policy for a site. The increased standards must be applied consistently
to every applicant.

1.  []{#__RefHeading___Toc109101042 .anchor}Showing the Apartment/The
    Marketing Path

When a prospective applicant who is ready to lease arrives at the
leasing office to view an apartment and decide whether or not to apply,
she should be greeted with a quick, warm smile, eye contact, and a
strong handshake.

When speaking to an applicant by telephone or in person check the
spelling and pronunciation of the name as it appears on the application
or traffic log, and then use it frequently throughout the presentation.
Show a sincere and genuine interest in the prospect's needs whether or
not you are able to fill them. Find out as much as possible about the
prospect while maintaining an informal conversational tone to determine
if the prospect fits the property's residential qualifications. With pen
in hand, prepare to "interview" the prospect and proceed to obtain all
pertinent information that will not only be used for communication and a
selling tool on the tour, but later for qualifying the prospect and
follow-up. Listen to the answers to the following questions on the
application or telephone log:

-   What is the size of your family?

-   Who will be living with you?

-   Do you have pets?

-   Are you employed in this area?

-   What's important to you?

Once you know the number of people who will reside in the unit, quote
the applicable income limit for the appropriate number of household
members. Be very clear with the applicant that their "Annual Income"
cannot exceed the stated limit and that there is an income verification
process that requires additional paperwork that they must be willing to
complete. Remember that many types of income are not included in "Annual
Income' (for example, foster care payments, earned income of minors, and
educational grants or scholarships.) If the applicant's household income
exceeds the applicable limit at your property, then refer the applicant
to another property with either higher income limits or no income
limits.

Depending on the average amount of time between application and leasing,
staff will either offer the prospect an application or, when the wait
list is brief, combine the application with a property tour. The most
impressive route from the office to the model and amenities is
desirable.

Be certain to walk alongside the prospect and not several paces ahead.
Remember, this is a personalized tour and not "leading the troops."
Don't appear to be in a hurry even if this is the case.

Remember, the presentation needs to demonstrate that the property can
fulfill the applicant's needs. Know the property's amenities and show
them to their best advantage. When showing the vacant apartment or
model, walk by the community room, computer lab, playground, etc. Move
to the "what's important to you" question -- this should be done prior
to showing anything. Ask about the applicant's interests and hobbies,
what floor or location he/she might prefer, and be sure to listen! Ask
questions that elicit a "yes" response as often as possible.

Always be certain that the right set of keys have been taken from the
rental office. There is nothing more un-nerving or disruptive during the
tour than arriving at the model or vacant apartment with the wrong keys.

Show or describe the amenities in the unit and try to make the prospect
feel at home. Be enthusiastic and informative. Once inside the unit,
step away from the door and allow the visitor(s) to walk into the unit
without having to trip over the leasing personnel. Alternatively, some
personnel will take a more involved approach to the demonstration by
opening doors, blinds, inviting the applicant to look at the patio by
walking out of the apartment onto the patio, etc.

The heart of the tour now begins as the details concerning the model as
representative of all units in the property unfold.

Involve the prospect in the whole process. Ask questions that will
create images of "their new home", the furniture in the apartment, etc.
After the tour has been completed, it is now time to "close the deal."

1.  []{#__RefHeading___Toc109101043 .anchor}Closing the Deal

Begin closing the deal by returning to the office and finding a quiet
space were it is possible to talk and field questions or use the model
apartment if it is appropriately furnished. Throughout the presentation,
continue to ask for feedback from the potential resident: Do you like
the unit? Do you like the location? The more frequently they respond
with a "Yes", the more eager they will be to rent. If they are
noncommittal or negative, inquire as to the specific objections so it is
possible to respond to each one positively. As an example, this might
help when attempting to overcome objections.

> Objection: "This unit seems very small to me."
>
> Response: "Yes, it is compact (positive statement without
> contradicting), but then, it's much easier to clean and furnish
> (benefits)"

It is possible, especially at a property experiencing high occupancy,
that marketing techniques such as those discussed above will seem above
and beyond the call of duty in renting units. However, it is Agency
policy that each site responds professionally to the housing needs of
potential residents. Regardless of whether there is a long waiting list
and a ready supply of potential residents needing rental housing, or a
highly visible presence in the community, remember that high occupancy
is not guaranteed. If leasing personnel fail to respond to each
potential resident's need professionally, and in a typical apartment
marketing fashion, there may be no way to gain respect from residents,
or the local community, when the need arises to market units. Potential
residents will respond in kind if they feel leasing personnel will not
give the time to discuss their housing needs, regardless of whether
units are currently available.

The following listing of closing techniques contains suggestions that
can be tailored for your personality and attitude when trying to induce
a prospect to file an application.

+-------------+--------------------------------------------------------+
| **SIX       |                                                        |
| SUCCESSFUL  |                                                        |
| CLOSING     |                                                        |
| T           |                                                        |
| ECHNIQUES** |                                                        |
+=============+========================================================+
| 1.          | Assuming the prospect is going to rent. Example:       |
|  Assumptive | "Won't [your]{.underline} patio furniture look great   |
|             | on [your]{.underline} new deck?!"                      |
+-------------+--------------------------------------------------------+
| 2           | Letting the prospect know that [you]{.underline} care  |
| .  Personal | about [them]{.underline}; also that you want them to   |
|             | live in your community. People buy from people they    |
|             | like!                                                  |
+-------------+--------------------------------------------------------+
| 3.          | A closing technique where you are offering some type   |
|   Incentive | of special. Example: reduced security deposit. This    |
|             | incentive must have the prior approval of the Housing  |
|             | Manager. The incentive close is used at the end of     |
|             | your product demonstration.                            |
+-------------+--------------------------------------------------------+
| 4.  Summary | A closing technique in which you summarize all the     |
|             | prospect's "yeses" and close them again.               |
+-------------+--------------------------------------------------------+
| 5.  Where   | This is the last opportunity to close -- asking the    |
|     did I   | prospect where you went wrong.                         |
|     go      |                                                        |
|     wrong?  |                                                        |
+-------------+--------------------------------------------------------+
| 6.  White   | It's a technique that utilizes descriptive words --    |
|     Rabbit  | "painting a picture" with words. It is especially      |
|             | effective with phone calls.                            |
+-------------+--------------------------------------------------------+

1.  []{#__RefHeading___Toc109101044 .anchor}A Lasting Impression

"Bee-back" coupons enticing an applicant to return to the property,
thank you notes following a property presentation, and various coupons
designed to reward and thank your customers is the best way to leave a
lasting impression on your potential clients. Although time-consuming
and sometimes perceived as "overkill", it is surprising how responsive
clients are to those who go the extra mile to ensure client
satisfaction.

It may be that you do not have the right product for a potential
resident, or they just don't want to make a decision now. Regardless,
leaving that lasting impression from the follow-up you provide will not
only ensure that your client will return when ready or the right product
is available, but you can be assured that the potential client will
refer you to others. Take the extra time and make the effort to follow
up on every client you make a presentation to. You will be surprised at
the lasting effect your gesture will have. A sample Bee-Back coupon is
included in the shared drive \<Exhibit 3.4\>.

2.  []{#__RefHeading___Toc109101045 .anchor}How Do Others View You?

As a training tool, leasing personnel will occasionally be "shopped" for
their effectiveness in the leasing effort by other Agency personnel
and/or by personnel hired by the Agency for this purpose. See the shared
drive for a copy of the shoppers report \<Exhibit 3.5\>. The shopping
report that is generated is a valuable tool in understanding how the
individual is perceived by prospective residents. Leasing personnel
should understand that any "negative" comments made about their
presentation would be better viewed as constructive criticism. The
Regional Manager will provide the leasing personnel with a copy of any
shopping reports performed, and go over the same with the individual.

3.  []{#__RefHeading___Toc109101046 .anchor}Special Leasing Plans for
    Properties Completing Modernization

Housing Managers should prepare property-specific leasing plans for all
properties undergoing modernization at least 180 days prior to the date
that units will be offered to waiting list applicants, i.e., after
satisfying all internal transfers. These leasing plans shall include the
following:

-   The anticipated date in which all in-house moves will be completed,

-   Site staff that will be involved in the leasing process, their
    roles, and, where necessary, training needs,

-   Leasing schedule, which would include the number of units to be
    leased weekly, until full lease-up is achieved,

-   Evaluation of existing waiting list and identification of market,

-   Community outreach programs,

-   Advertising campaign,

-   Model apartment,

-   Brochures, and

-   Signage, graphics, banners, and production of other collateral
    materials such as newsletters and social activity schedules.

    1.  []{#__RefHeading___Toc109101047 .anchor}Maintaining Copies of
        Advertising

The Housing Manager shall maintain copies of all formal and informal
advertising efforts in the Leasing Book.

2.  []{#__RefHeading___Toc109101048 .anchor}Fair Housing

All leasing and marketing efforts shall be undertaken in accordance with
appropriate fair housing laws. Key elements to remember include:

-   HUD's Fair Housing Poster should be posted in a conspicuous space
    (the bulletin board).

-   The Fair Housing logo of the specified size shall be displayed on
    all printed materials as well as on the property signage.

-   All application records shall be kept for seven years.

-   The Housing Manager shall maintain consistency in application of all
    rules and practices.

-   Rental Screening Criteria should be posted or attached to all blank
    applications.

Each year, the State Civil Rights Commission offers a "Fair Housing
Summit." The Housing Manager should attend that summit meeting to remain
up-to-date with applicable fair housing requirements and best practices.

1.  []{#__RefHeading___Toc109101049 .anchor}General Comment

Every contact with the public and prospective residents is an
opportunity to "sell" your property. In light of this, the Housing
Manager shall make sure that:

-   The property always looks good,

-   All calls are handled promptly and courteously,

-   All visitors are greeted with enthusiasm, warmth, and professional
    courtesy.

[]{#refheading___toc109101050 .anchor}Chapter 4

[]{#__RefHeading___Toc109101051 .anchor}The Waiting List

1.  []{#__RefHeading___Toc109101052 .anchor}Overview

The Agency has been approved for site-based waiting lists at all
properties. Under this system, applicants may obtain applications from
any site and can submit an application for any site from any site.
Applicants may submit for up to two sites.

Upon receipt of an application, the Housing Manager will first conduct a
preliminary eligibility determination. If the applicant passes the
preliminary eligibility assessment, the Housing Manager will enter the
applicant into the AMIS system, which will automatically assign to the
applicant a client number and place, electronically, the applicant onto
the waiting list for all sites selected (up to two).

Under this site-based waiting list system, the Housing Manager is
responsible for conducting any marketing or screening activities,
including the criminal background check. The Housing Manager must
initiate marketing efforts in accordance with the needs of the property.

It is also important to stress the need to update any available
information on all applicants on the AMIS system. Only by doing so can
the Agency monitor waiting list activity at each property.

2.  []{#__RefHeading___Toc109101053 .anchor}Outline of Site-based
    Waiting List Procedures

Where to Obtain an Application

Applicants may request applications by mail or telephone, or may pick up
applications in person, at any site management office. Applications are
not available at other administrative offices of the Agency.

Submitting Applications

Completed applications can be mailed or hand-delivered to any site
office.

Development Choice

Applicants may choose up to two sites for placement on a site-based
waiting list.

Processing an Application

When the wait list is open and an application is received, the Housing
Manager will:

-   Date and time stamp the application,

-   Enter the application data into the computer system,

-   Prepare and send the applicant a written letter confirming receipt
    of the application, along with the computer-generated client number,
    and

-   Enter the applications within one business day of receipt.

When the wait list is closed, the Housing Manager mails the application
and a note explaining that the list is closed back to applicant.

Initial Eligibility Determination

You should conduct an initial eligibility determination for all
applications to determine if:

-   The applicant owes a balance to the Agency (in its public housing or
    voucher program),

-   The applicant's income exceeds HUD-established guidelines,

-   The household does not meet immigration guidelines (as per the
    ACOP), and

-   The applicant's household size is too large or too small for units
    at the property (e.g., the property's smallest unit is a two-bedroom
    and the applicant is a single person).

You should provide all applicants with a copy of the Agency's Rental
Screening Criteria \<Exhibit 4.1\> so that they may understand how their
application will be evaluated.

If an applicant is ineligible, the Housing Manager will send a letter to
the applicant declining placement on the waiting list and the grounds
for that denial. Applicants whose applications have been rejected may
request an informal hearing.

[It is important that the rejection letter indicate that it is the
"application" that has been rejected and not the
"applicant]{.underline}."

Waiting List Placement

Applicants who pass the preliminary eligibility screening are entered
into the AMIS system and placed on the waiting lists of their choice (up
to two) that are currently open. The AMIS system "randomizes" all
applications received on a given day to assign placement on the waiting
list according to the date and time of application.

The AMIS system will also sort the waiting lists by income tiers and by
preference.

Screening and Wait-List Management

-   As an applicant rises to the top of the waiting list (for
    appropriate bedroom size), you should fax the completed application
    to the screening company. You should keep the rental application in
    a "pending applications folder" so you can check on the status until
    it is returned from the screening company.

-   The screening company has been provided with the Agency's screening
    criteria (criminal history, utility, credit references, and tenant
    history) and will screen the application accordingly. Applications
    can take from four hours to 72 hours to process. If the application
    is completed properly and written legibly, the response time will be
    quicker.

-   The screening company will return the application with a
    recommendation of approved or denied housing.

-   If the application is approved, call the applicant and notify
    him/her immediately of their recommendation (note time and date of
    notification on the screening recommendation report). Send the
    applicant an appointment letter, indicating that they have passed
    the screening and now their eligibility must be verified. If the
    applicant fails to contact the office or fails to reschedule the
    appointment, withdraw the applicant from the waiting list.

-   If an applicant with a disability has requested some method of
    communication other than written materials, the Housing Manager
    shall use the method requested (assuming it is reasonable).

-   If the application is denied, notify the applicant immediately by
    telephone and with an Offer Rejection or Denial Letter. Make a copy
    of the letter to keep with the application.

-   Rejected applications may request an informal hearing. In the event
    that the applicant is not satisfied with the results of the informal
    hearing, you may refer the applicant to the Regional Manager.

-   If the applicant responds to the appointment letter, create a folder
    and schedule an interview. If the applicant fails to make the
    appointment, withdraw the applicant from the waiting list.

-   If an applicant with a disability fails to respond to a notice for a
    documented reason related to the disability, the Housing Manager
    must reinstate the applicant.

-   The Housing Manager should conduct an interview and also perform the
    necessary eligibility preference and income verifications.
    Generally, you should begin the interview process 90-120 days before
    it is anticipated that a unit will be available.

-   If the applicant is qualified, you should place the applicant in the
    Ready Pool and send the applicant a letter specifying the wait time
    and availability of unit. If the applicant is not qualified, send a
    letter stating the reason for rejection and the right to an informal
    hearing. If the applicant does not request an informal hearing, or
    the applicant's hearing has been held but the decision upheld, the
    application is withdrawn from all lists and entered into the
    rejection file.

Offer and Move-in

-   For applicants that pass the screening criteria, offers can be
    communicated by phone or by mail. Offers made over the phone will be
    confirmed in writing by letter to the applicant (the "Welcome
    Letter"). If you are unable to contact an applicant by phone, a
    notification letter will be sent to the last known address of the
    applicant.

-   Offers should be made in accordance with the Agency's income tiers
    and preferences. However, you should not leave units vacant to
    satisfy income-mixing requirements.

-   The applicant has 72 hours to accept the offer. If the applicant
    accepts, enter the acceptance into the system and the field is set
    up to track across all lists, removing the applicant from other
    lists. The housing offer form is updated with the Housing Manager's
    and applicant's signatures.

-   If the applicant rejects the offer, or fails to respond to the offer
    within the 10 day timeframe, update the AMIS system to indicate the
    rejection.

-   As specified in the ACOP, an applicant may refuse a unit offer for
    good cause without losing his/her place on the wait list.

-   The Housing Manager proceeds to move in the accepted applicant in
    accordance with established procedures.

Fees

In keeping with HUD rules, the Agency does not charge application,
screening, or reservation fees. However, in accordance with its ACOP,
the Agency does charge a pet fee/deposit, if applicable, at the time of
move-in. Please see the ACOP for the appropriate pet fee/deposit. Note
that "assistive animals" that supports residents with disabilities are
not pets and are not subject to the pet deposit.

Reinstatements

The Housing Manager will consider reinstatement requests for documented
reasons relating to extenuating circumstances. Such circumstances must
rise to the level that the applicant could not respond to the offer in
the time allowed, e.g., hospitalization, jury sequestration, etc.

File Retention

The Housing Manager should retain the file of all rejected or denied
applications at the site office for seven years.

Updating, Opening, and Closing Waiting Lists

The Housing Manager should update, close, and open waiting lists in
accordance with procedures established under the Agency's ACOP.

Changes in Circumstances

Changes in an applicant's circumstances while on the waiting list may
affect preference and/or eligibility. Applicants are required to notify
the Housing Manager in writing of any changes in circumstances within 30
days of such occurrence. These changes include but are not limited to
changes in amount or source of income, household size, address, and
telephone numbers.

If a letter is returned by the Post Office without a forwarding address,
the applicant will be removed from the waiting list without further
notice, and the unopened envelope and letter will be maintained in the
applicant's file. If a letter is returned with a forwarding address, it
will be re-mailed to the address indicated.

[]{#__RefHeading___Toc109101054 .anchor}Chapter 5

[]{#__RefHeading___Toc109101055 .anchor}The Mechanics of Leasing an
Apartment

The previous two chapters explained the importance of Fair Housing, curb
appeal, advertising, how to maintain a waiting list, etc. Now you are
ready to lease! This chapter will guide you step by step through leasing
an apartment.

1.  []{#__RefHeading___Toc109101056 .anchor}Orientation

Once an applicant has been determined eligible and successfully
screened, up to 90 days before unit is available, you should make an
appointment (allow at least one hour) with the applicant to prepare for
the lease-execution and move-in. Get all of the paperwork ready before
the future resident arrives for their appointment. This process gives
the applicant 30 days to notify her current landlord and get her
security deposit and first month's rent.

It is suggested that the inspection and orientation be conducted a day
or two before the actual move-in date. Your success in properly
orienting the resident to the property, the terms of their lease and the
rules and regulations will be limited if a moving van is sitting idle
while the resident is trying to absorb the information provided. In
addition, an appointment should be made for the date and time the
resident intends to move in. In buildings where there is congestion in
the parking areas and the loading and unloading areas, this timing can
be very crucial.

It is a good idea to discuss each section of the lease and what it means
to the resident. The resident should also be given a resident handbook
during the move-in process, which will highlight some important topics
as well as service in the area. Here are some key points to remember
when orienting a new resident to your property:

-   Make sure the resident understands when the rent is due and how
    delinquencies are handled.

-   Review on-site policies and procedures for the following items and
    provide phone numbers as necessary: towing, parking (assigned or
    not), after-hour emergencies, maintenance requests, and courtesy
    patrol (if available).

-   Be firm in explaining the rules and that management does enforce the
    rules! Explain the Rules and Regulations, emphasizing the "why and
    wherefores" rather than the "do's and don'ts."

-   Complete the utility transfer form provided by your local power
    utility company in order for the resident to have the utilities
    turned on in her own name \<Exhibit 5.1\>; she has only three days
    to do this or the gas/electricity, as applicable, will be turned
    off. (Be sure to verify that utility service was established in the
    resident's name; it will be hard to collect utility money once the
    resident has moved in.) The utility transfer form should be used as
    part of the initial resident paperwork to ensure utility changeover.

-   Explain that there is a charge for any keys not turned in when the
    resident moves out, including mail box keys, laundry keys, etc.

-   As part of the overall marketing and leasing effort, consider a
    token "Welcome to Your New Home" gift, such as a greeting card or
    certificate for pizza, waiting for the new occupant in their new
    home.

-   Carefully explain the resident's obligations to report changes in
    income and family status, and the obligation to recertify at least
    once annually.

-   In a building with security locks, common hallways, and elevators,
    the timing is even more important. If there are elevators, the
    Housing Manager should prepare the elevator with pads (if
    applicable) and let in the service (moving) persons.

-   Review any special safety procedures and energy conservation
    practices.

-   Discuss available resident activities/resident associations

    1.  []{#__RefHeading___Toc109101057 .anchor}Move-in Inspection

The Apartment Inspection form establishes the unit's condition at
move-in and sets the basis by which the resident will get her security
deposit back. If it is not filled out at the time of move-in, there is
usually a difference of opinion as to the condition of the unit when it
is time for the resident to move out. The Agency requires you to
complete the move-in inspection with the new resident before keys are
issued to the apartment. Both the resident and management representative
completing the move-in must sign the inspection form.

The resident and the Housing Manager (or Maintenance Supervisor) must
inspect the apartment together before the resident starts moving
anything in. At this time, the report is signed by both parties. The
keys and a copy of the inspection form will be handed to the resident
only after both he/she and the Housing Manager/Maintenance Supervisor
sign and date the form. The head of household and co-head, as
applicable, must sign the inspection report.

Units are expected to be in "white glove" condition prior to a
resident's occupancy. The resident not only deserves to take occupancy
of a unit that is in excellent condition but the condition should
establish a precedent as to what is expected from the resident when
he/she moves out.

During the actual inspection, be sure to;

-   Turn on the circuit breakers,

-   Demonstrate the use of appliances, window dressing, furnace, etc.

-   Go over the rules and regulations once again and explain use of
    recreational facilities, laundry areas, and similar common areas.

You should clarify the following points at the time of move-in
inspection:

-   Cleaning and repairs, if any, the unit needs, and the date by which
    the necessary cleaning and repairs will be completed. This date may
    be no more than 30 days from the date of initial occupancy. (This
    situation should be quite rare, for units should generally be
    completely "ready" for a new move-in.)

-   Which areas of maintenance will be the responsibility of management
    and which will be the resident's according to the terms of the
    lease.

-   What will constitute damages "beyond normal wear and tear" to the
    unit during the course of occupancy.

A resident is responsible for any damage to the unit that was not noted
on the report that she personally signed. Therefore, make sure that the
inspection form is completed thoroughly and accurately. The form should
contain as much detail at move-in as at move-out. The staff member who
does the inspection must sign both the move-in and move-out when they
happen, and date each signature.

If, for any reason, there are unfinished repair items listed on the
form, make sure that both the site office and the resident's copy are
initialed when the repairs have been completed. In this instance the
inspection form becomes a work order, but both parties must affix
initials when the work is finished. If the copies are not so noted and
the same item is broken again by the current resident after it has been
repaired, she could claim no responsibility since it could not be proven
that the item was repaired after the initial form had been executed.

1.  []{#__RefHeading___Toc109101058 .anchor}What to Give the Resident at
    Move-in

The resident should receive a copy of the documents listed below as part
of the move-in procedure in addition to the Resident Handbook:

-   Resident grievance policy

-   Common area rules and procedures for reserving the common room

-   Reasonable accommodation/modification policy for residents with
    disabilities

-   Schedule of repair charges

-   Transfer policy

-   Rent collection policy

The above items should be packaged neatly in a folder for the new
resident.

1.  []{#__RefHeading___Toc109101059 .anchor}Resident Handbook

The following is a suggested outline for the handbook:

-   Welcome to your new home!

-   What to do when you move in

-   Emergency numbers

-   Paying your rent

-   Rules and regulations

-   Maintenance tips

-   Community information

-   Service providers

    1.  []{#__RefHeading___Toc109101060 .anchor}Lease Execution

Following the inspection and move-in orientation, execute the lease and
collect the security deposit, pet deposit (if applicable), and first
month's rent (see Chapter 17 for entering this data). The amount of the
security deposit, as per Agency policy/lease, is based upon bedroom size
(\$75/per bedroom) for all developments. If a prospective resident
cannot pay this amount, the Agency allows for installments of up to two
months. Give the new resident two sets of keys to the apartment.

If the resident rejects the apartment, obtain this rejection in writing
and have the applicant sign the Apartment Offer and Refusal form.

Please also remember to have the resident fill out the utility transfer
form \<Exhibit 5.1\>.

+-----------------------------------------------------------------------+
| **PREPERATIONS FOR A SUCCESSFUL NEW MOVE-IN**                         |
+=======================================================================+
| The key to a successful new move-in is to be prepared. Here is the    |
| list of paperwork needed (as applicable):                             |
|                                                                       |
| > Lease                                                               |
|                                                                       |
| -   Applicable Addenda (any of the following may apply)               |
|                                                                       |
| -   Mold and Mildew Addendum                                          |
|                                                                       |
| -   Smoke Detector Notice                                             |
|                                                                       |
| -   Security Deposit Payment addendum                                 |
|                                                                       |
| -   Pet Agreement                                                     |
|                                                                       |
| -   Parking/Storage Agreement                                         |
|                                                                       |
| -   New Carpet Acknowledgement                                        |
|                                                                       |
| -   Lead-based Paint Notification                                     |
|                                                                       |
| -   Asbestos Information                                              |
|                                                                       |
| -   Drug-Free Housing                                                 |
|                                                                       |
| -   Non-Citizen Rule                                                  |
|                                                                       |
| -   Smoke Detector Notification                                       |
|                                                                       |
| -   Live-in Aide                                                      |
|                                                                       |
| > House Rules                                                         |
| >                                                                     |
| > Resident Handbook                                                   |
| >                                                                     |
| > HUD Form 50058                                                      |
| >                                                                     |
| > Move-in Inspection Form                                             |
| >                                                                     |
| > Utility Transfer Card                                               |
+-----------------------------------------------------------------------+

2.  []{#__RefHeading___Toc109101061 .anchor}Rental Insurance

Rental insurance is not required; however, it should be strongly
recommended to your residents and future residents. You can offer
brochures to your new residents in their move-in package and advertise
it in your monthly newsletters.

In the event of a building fire, flood, break-in, roof leak, hot water
tank leak, car theft, refrigerator that goes bad or any other number of
accidents or catastrophes, the buildings are insured, but **[resident
belongings are not covered by the building insurance]{.underline}**.
Most resident rental insurance polices cost less than \$1.00 per day.

3.  []{#__RefHeading___Toc109101062 .anchor}Live-in Aide

A live-in Aide is someone who lives with an elderly or disabled
individual and is essential to their care and well-being. The caregiver
cannot contribute financial support and is someone who would not live in
the unit except to provide care. A relative may be considered an Aide
only if they meet the above requirements.

A live-in Aide does not sign on a lease or rental agreement. The
caregiver is considered a member of the household for HUD
certification/eligibility purposes, but is not a member of the family. A
live-in Aide may only occupy the apartment as long as the individual
needing care resides in the unit. If the resident vacates the unit, the
caregiver must also vacate. A criminal background check should be run on
live-in Aides.

4.  []{#__RefHeading___Toc109101063 .anchor}Resident Transfers

The Housing Manager shall refer to the Agency's ACOP for the overall
policy on transfers. The discussion that follows merely summarizes that
policy.

-   It is recognized that transfers are costly and therefore should only
    be made for good reasons, as established under the ACOP.

-   Transfers will be made without regard to race, color, national
    origin, sex, religion, or familial status.

-   Neither the Agency nor any of its employees shall in any way
    interfere with, discourage, or impede any resident from requesting a
    transfer.

-   The Agency maintains a transfer waiting list. Residents are awarded
    transfers in accordance with this list and the priorities
    established in the ACOP.

-   Once processed, residents will receive one unit offer for a
    transfer. If resident turns down the offer without good cause, the
    resident will be removed from the voluntary transfer list or, in the
    case of mandatory transfers, will be issued a notice of lease
    termination.

-   Transfers can be made within the property and to other properties
    the Agency owns.

All transfer requests are to be entered electronically onto the AMIS
transfer module, where they are maintained electronically. A paper copy
of the request should be maintained in the management office. All
transfer requests must be date stamped to indicate when they were
received in the management office. When approved, transfer requests are
returned to the management office and shall be logged into the
development's transfer book. After all transfer requests have been
logged, the request is to be filed in the resident's folder.

The resident should be notified in writing within two weeks of her
actual transfer date. A transfer conference shall be scheduled during
this week interval to discuss the following: (a) housekeeping inspection
schedule, (b) recertification responsibility, (c) signing of intent to
vacate and discussion of the return of keys to the old unit, cleaning
the old unit, and actual time frame that the resident has to move
(transfer); and (d) follow-up inspection within 30-45 days after their
transfer into the new unit.

All obligations must be satisfied by the resident before she is
permitted to transfer (current rent, re-certifications, housekeeping,
etc.). A transfer fee (as provided in the ACOP) is charged for any
transfer that is not an emergency, a reasonable accommodation transfer,
a relocation, or a transfer as a result of modernization. The transfer
fee must be paid prior to the transfer (two installments are
acceptable.) Management must inspect the new unit with the resident.

Please remember that, when a resident transfers, the old lease is
terminated and a new lease must be executed. However, the Housing
Manager does not need to recertify the family again but can retain the
former anniversary date of the recertification. Further, anything
remaining of the security deposit goes with the family to the new unit;
however, the amount will not be recomputed.

[]{#__RefHeading___Toc109101064 .anchor}Chapter 6

[]{#__RefHeading___Toc109101065 .anchor}Resident Relations and Retention

1.  []{#__RefHeading___Toc109101066 .anchor}Overview

One of the keys to successful property management is effective resident
relations and participation. This chapter discusses what is expected of
the Housing Manager in this area.

2.  []{#__RefHeading___Toc109101067 .anchor}Developing a Relationship

To establish good resident relations, management must try to create a
sense of community among residents immediately upon move-in. Good
resident relations not only ensures continued occupancy and
word-of-mouth advertising, it also reduces the effort required to
collect rents, enforce rules and regulations, and impose site-specific
maintenance standards. Additionally, good resident relations reduces
non-routine maintenance resulting from abused common facilities, and
instills community pride that is reflected in the curb appeal of the
property.

What kinds of management skills are necessary to ensure good resident
relations? Housing Managers must be able to convey messages to residents
and relay resident concerns back to the Regional Manager. Housing
Managers need to be accessible, with regular office hours. The Housing
Manager should regularly circulate in the community and talk to
residents outside the office. Management should be capable of keeping
communications flowing while solutions are being found to problems that
necessitate policy changes. Strong leadership skills are necessary in
communicating and enforcing community rules and regulations. Management
must show that they care by upholding community covenants.

Management should be firm but fair -- diplomatically. One of
management's most difficult roles is in being "friendly to all but
friend to no one." It is very difficult, if not impossible, to fire,
evict, or reprimand a 'friend." Management must act as a mediator in
arguments that arise between residents -- defusing the confrontation and
guiding them through to a solution to the problem. The personal touch is
required in management's being honest in all personal and business
dealings, treating residents fairly at all times, being cheerful and
enthusiastic, using common sense in all decision making, and knowing
residents' names, hobbies and interests.

The rules and regulations for the community should be reasonable and
reasonably enforced. No one likes living in an environment that has "Do
Not\..." signs posted everywhere. Rules are intended for the good of all
residents to foster harmonious living; they are not meant to be
unnecessarily restrictive. Rules must, however, be enforced at all times
in the same way for every resident.

Good resident relations begin with the first phone call or visit from a
potential resident through the resident's tenancy. The initial
impression made is management's chance to demonstrate that the property
is operated in a businesslike manner, but that the staff is also polite,
considerate and reasonable.

The first visit from a potential resident should allow management an
opportunity to gather information needed to determine if the prospect is
eligible for residency in the property. Management will also want to
offer information on basic requirements for residency, such as whether
pets are allowed, what services and amenities are provided, rental
rates, etc. If for some reason the applicant does not qualify for
residency, management should be helpful and concerned enough to explain
why the property will not fit their needs and supply information about
other sites that may be more suitable.

By introducing a new resident to such professional management skills and
a high level of personal concern for their well-being, the task of
maintaining on-going good relations with residents can be easily
maintained.

A good resident relations program is not accidental, but rather the
result of sound business practices. A lot of time is spent talking about
screening residents and marketing the property, but the job does not end
when the resident has moved in. Management wants to keep residents happy
so that they will stay. Turnover is probably the most expensive
operating cost for the property. A stable, long-term resident with good
rental history is a known quality and a measurable asset.

What type of tools can management use, in addition to clearly defined
residency documents, to preserve good relations with residents? Show the
resident that all property staff care -- by their expressions, the tone
of their voice, by their attention to detail. The way that staff handle
themselves, conducts the business of managing the property, and the way
management treats employees, residents, and prospective residents will
determine the type of relationship that management and staff will have
with all of the residents during their tenancy.

Maintaining Lines of Communication

Communication with residents and prospective residents should be open
and honest. Do not promise a prospect or resident anything that cannot
be delivered and/or that which staff has no authority to grant. If
management anticipates a problem with a resident or a prospect, or if a
resident or prospect is dissatisfied with management for some reason,
call the Regional Manager and discuss the situation. Sometimes a
different perspective on a problem will give management the answer
needed, and the problem will be resolved.

On-going communication between management and residents can be
accomplished in several ways. A good way to start this communication
would be to write a letter to the resident a couple of days after the
move-in and confirm that their move-in was okay.

Secondly, periodic community newsletters are an easy and fun way to keep
residents abreast of management policy, change in policy, community
news, activity schedules, and helpful hints. A conveniently located
bulletin board either inside or out is a communication tool that can be
used in conjunction with a community newsletter to post notices of new
developments or new items that come up between newsletters. A resident
scrapbook located in the visiting area of the office can detail resident
activity, birth announcements, news clippings about residents, and
photographs of social activities.

Keeping lines of communication open can include requiring residents to
communicate problems or complaints in writing (or other method needed by
residents with disabilities) and guarantee management response within
two days. Whatever the method used, maintaining a line of communication
with residents will ensure good relations with residents and promote the
community spirit.

3.  []{#__RefHeading___Toc109101068 .anchor}Amenities

Amenities sell. They sell prospects and sell residents, who in turn also
sell potential new residents. Amenities can be a marketing tool to
enhance rentals. Whether determining amenities for an existing or
planned community, management should give careful consideration to the
type of amenities that will be most beneficial to residents and the
value of the property.

Amenities should be chosen from internal and external surveys and should
reflect market realities: what do existing and prospective residents
want, and what is not available in other rental communities with which
the property is competing?

Amenities are generally categorized as recreational (picnic area,
tennis, shuffleboard, playground, exercise yard, etc.) or lifestyle
(on-site laundry, cable television, street lights, sidewalks, community
room, bus stops, courtesy patrols, recreational vehicle parking area,
off-street parking, etc.).

Above all, amenities must be well maintained and cared for by staff.
Amenities poorly maintained, or ignored by staff, will not only set a
precedent for the resident's care of the facility(ies), but will also
send a message to the general public about how little staff cares about
the condition of the property.

Internal community relations is an on-going effort to ensure that the
bottom line, resident satisfaction, is maintained and occupancy is held
at the highest level. Creating a sense of community requires open lines
of communication, firm but supportive management, clear-cut and
reasonable policies, and ample resident services.

4.  []{#__RefHeading___Toc109101069 .anchor}Newsletters

Each site is encouraged to produce a regular newsletter for its
residents. On larger sites, a monthly newsletter is an excellent way to
keep your residents informed of changes in office hours, staff changes,
resident events, etc. On the smaller properties, sending out newsletters
once every two or three months is probably sufficient.

Newsletters are a very friendly and effective way of keeping the
resident informed of site events, policy changes, and general items of
interest. It also promotes good resident/management relations by
"softening the blow" of rule enforcement. They are a great communication
tool and are encouraged throughout the Agency. The Regional Manager can
provide you with an approved vendor for creating the monthly newsletter.

All newsletter formats must be pre-approved for distribution by the
Regional Manager to double check the content for any wording that could
be considered offensive, inflammatory, or legally inadmissible. A copy
of each newsletter must be forwarded to the Regional Manager prior to
distribution.

Potential subject matter for the development of a site newsletter could
include, but is not limited to, the following:

-   Monthly calendar showing dates scheduled for events, holidays, etc.,
    welcome to new residents (with permission -- but do not use the last
    name or unit number of the resident. Instead, you might say,
    "Welcome to Tim and Tina in Building I").

-   Congratulations, on births, anniversaries, birthdays, "graduations",
    etc. (with resident's permission)

-   Housekeeping tips

-   Recipes

-   Ads for babysitting and/or items for sale

-   General resident information

-   Word games

-   Community assistance programs

A good rule of thumb when preparing a newsletter is to "keep it light."
Do not use it as a forum to air management grievances against the
residents.

Try to get residents involved in the writing, developing, and editing.
Ask for suggestions, comments, and/or help from the residents in its
preparation.

Criteria for determining the appropriateness of material in newsletters
to residents are as follows:

-   Offensive or risqué jokes, stories, etc., are not acceptable.

-   Newsletters should be used to inform residents of the items they
    need to know. Gossip or hearsay should not be included.

-   Generally anything provided to inform or entertain the residents is
    acceptable.

-   If you have questions about whether or not material is appropriate,
    contact your Regional Manager.

-   Specific information about residents, such as full names,
    birthdates, etc., should not be printed without express written
    permission from the resident.

Newsletters should be typed. Handwritten announcements of any kind are
not acceptable. Photocopying should be of good quality. Your newsletter
should always contain office hours and phone number as well as the
manager's name and the names of other staff members. Do not forget to
include after hour emergency numbers. It should also include the
property's name and address, in logo form if possible, courtesy patrol
numbers, and a property calendar.

1.  []{#__RefHeading___Toc109101070 .anchor}Rules for Resident Retention

Found on the shared drive and reprinted from "Sales and Marketing Magic"
is a list of thirty-three rules for successful resident retention. The
ideas presented are proven winners in retaining residents as well as
conducting management activities in a professional manner. Indeed, many
of these ideas are required Agency practices.

2.  []{#__RefHeading___Toc109101071 .anchor}Parcels and Packages

Each site should designate a specific area where resident parcels and
large packages can be received. This should be a secure area that is
accessible only to site staff to avoid lost, stolen, or misplaced
packages. If at all possible, this area should be locked. Do not allow
residents to retrieve packages on their own.

Like the Key Log, it is important to maintain a Parcel Log \<Exhibit
6.2\>. Each day all parcels, packages, large envelopes or deliveries
should be recorded on a log indicating the day of arrival, apartment
number, resident's signature, the delivery company and the employee who
has received these packages. Once the parcel, package, or large envelope
has been claimed, site staff should obtain the notification slip left by
the delivery company. The log should then be competed by listing the
date the package was picked up, to whom it was released, and the
employee's initials.

At the end of the month, the parcel log should be audited to ensure that
all items have been picked up and, if not, the resident should be
notified. The parcel log should then be kept in a large binder separated
by monthly tabs or filed away for future reference and a new log
started.

On-site staff should not sign for insured, certified, or registered
packages or letters on behalf of residents.

3.  []{#__RefHeading___Toc109101072 .anchor}Mailboxes

Mailbox keys are to be given to residents at the time of move-in. If the
resident loses her mailbox key, the lock should be changed and the cost
of a new lock and key charged to the resident.

Keys are to be collected at move-out and not borrowed or re-issued under
any circumstances after move-out. Mailbox locks should be changed after
every move either by replacement, if necessary, or rotation. Under no
circumstances should a mailbox key be given to anyone other than a
resident whose signature appears on the lease. If a resident goes on
vacation and asks a site employee to pickup the mail, the resident
should be asked to have the Post Office to hold the mail instead.

4.  []{#__RefHeading___Toc109101073 .anchor}Parking Numbering Systems

For security reasons, parking numbering systems (where specific spaces
are assigned to specific units) should not match the number of any
apartments.

5.  []{#__RefHeading___Toc109101074 .anchor}Resident Recognition
    Programs

Recognition programs (yard of the month, best volunteer, etc.) are a way
to encourage greater resident responsibility and involvement in the
property. Such programs shall be approved by the Regional Manager.
Newsletters are a good tool for communicating these programs.

6.  []{#__RefHeading___Toc109101075 .anchor}Resident
    Councils/Associations

To retain responsible tenants and create a strong resident community,
the Housing Manager shall encourage residents to establish an active
Resident Council (RC), or be involved in an existing council. Properly
organized resident councils are eligible for funding from the Agency
(see section 6.11 below).

Any residents that want to form a RC (where none currently exists) must
follow the guidelines provided in HUD regulations and the Agency's
Uniform RC Bylaws, which govern, among other things, election
procedures. If the residents feel that they need help in organizing a
council, or in holding elections, they may request assistance from the
Agency's Office of Resident Services. In order to be "recognized" by the
Agency, and in order to receive Agency funding, an RC must execute the
Agency's uniform Bylaws.

Management is encouraged to help form a resident's association. Projects
that a resident association may want to consider are: obtaining outside
speakers to make appearances, setting up special interest or
improvements classes, weekly movies shown in the community room, a
community-share library, organizing a regular card game or game room,
organizing dance classes or aerobics, billiard or table tennis
tournaments, putting on an exhibition in the community room, organizing
an arts-crafts fair, health fair, or science fair, challenging other
rental communities in a sporting event, and hosting holiday parties. By
encouraging the association to open their programs to individuals
outside the community, management enables them to make new friends and
show off the community to potential residents.

Because issues of policy will surface at resident meetings despite the
fact that policy development is outside the scope of the resident
association, management should plan on periodic meetings with
representatives of the association. (Larger group meetings are
discouraged because it is difficult to get matters accomplished in mass
meetings. If issues do surface regarding policy, procedures, or
operations, management can more effectively communicate with a few
representatives.)

A resident association, if properly organized to provide
resident-organized programs, can provide an excellent vehicle for
maintaining good resident relations and creating satisfied residents by
allowing them to be involved in programs that can enhance their lives.

Social Programs

The best type of social programs are, in the majority of cases,
organized and directed by residents. Management has the task of
initially organizing a desired program, and soliciting volunteers to run
the program. Once established, other activities can be added and a
greater number of volunteers obtained through the participation of
residents in the various activities.

An effective starting point in establishing social programs can be in
organizing a "Neighborhood Watch" program. Residents are often concerned
with vandalism and theft and can be motivated to help organize and carry
out such a beneficial program. From that program, management may be able
to organize a residents' association whose duty it would be to put on
self-managed recreational programs such as swim meets, outings, and team
sports for the children in residence. Resident participation in other
local programs such as "Safe Streets" or local crime prevention programs
can be an effective way to involve residents in their community. All
activities should be designed around common interests of all residents
and not partial to any particular group or party.

7.  []{#__RefHeading___Toc109101076 .anchor}Resident Council Funding

Resident councils that are organized and operated in accordance with
uniform by-laws are eligible for operating funds. Funding for the
council is designated each year from the operating budget. Each council
receives \$25 per unit per year (as determined by the number of occupied
units on July 1 of the previous year) in resident participation funds.
At family properties, \$10 per unit goes to the Youth Council (where
applicable) and \$15 per unit goes to the overall council. At elderly
developments, the entire \$25 per unit goes to the council.

The Office of Resident Services helps the resident councils prepare
their budgets. Once finalized, Resident Services submits the funding
request to the Housing Manager for payment approval. This amount then
gets "charged" to the site (and should be included in the annual
property budget).

Resident Services is responsible for ensuring that annual financial
reviews of resident council expenditures are performed; however,
Resident Services may request more frequent audits, if necessary.

8.  []{#__RefHeading___Toc109101077 .anchor}Programming Community Space

Each property has varying degrees of community space. Some properties
have the benefit of a large community center while others have had to
convert apartments to community use. The use of community space will
generally be for the following purposes:

-   Resident council meetings

-   Resident and management meetings

-   Social Service activities (after school activities, educational
    activities, skills training, job training, etc.)

-   Special events hosted by management or Resident Relations

-   Special events hosted by residents

-   Community meetings

The Housing Manager may choose to assign the programming of certain
portions of the community space to the resident council. Even under
these circumstances, the Housing Manager is ultimately responsible for
these matters.

A request for use of these facilities is submitted on a Community Use
Request form. The Housing Manager will then review the request, check
scheduling availability, and assess any usage fees (as determined by
Agency schedules). Community space is reserved on a first-come,
first-served basis.

Note: Any agency or organization that wishes to utilize non-dwelling
space to operate on-going programs/services must execute a formal
non-dwelling lease with the agency, which requires, among other
stipulations, that the entity carry appropriate insurance. This lease
may only be approved by the Agency Director.

Note: For community space or programs, no signs, notices,
advertisements, stickers, etc. will be posted on Agency property without
authorization by management. Site staff are to look for such signs upon
their daily inspection of the property. Similarly, resident program
signs announcing activities, meetings, field trips, classes, or any
other formal resident event, may be posted at the development after
receiving official clearance from the Housing Manager.

1.  []{#__RefHeading___Toc109101078 .anchor}Collaborations with Outside
    Service Agencies

In order to meet the needs of residents, partnerships with outside
social service providers are strongly encouraged.

In addition, the Agency maintains, through Resident Services, certain
contracts and contacts with outside social service agencies that provide
various intervention services for elderly and family households. The
Housing Manager will often be approached by residents seeking assistance
with problems unrelated to housing. In such instances, the Office of
Resident Services contacts can be used for referrals. At a minimum,
every referral should provide not only an agency name, but he agency's
address, telephone number, and wherever possible, the name of a staff
member.

[]{#__RefHeading___Toc109101079 .anchor}Chapter 7

[]{#__RefHeading___Toc109101080 .anchor}Unit Turnover Procedures

This chapter reviews the process of turning vacant apartments for
re-occupancy.

1.  []{#__RefHeading___Toc109101081 .anchor}Termination of the Lease

There are two ways that a lease can be terminated: when the resident
terminates the lease by giving notice to the landlord and when the
landlord, by initiating legal action, seeks court approval to terminate
the lease.

Resident Termination

A resident has one legal method for terminating the lease -- by giving
the landlord written notice of his/her intent to vacate. In accordance
with the Agency's lease, the resident must provide 30-day's notice.

Once this notice has been received from the resident, it is the entire
staff's duty to attempt to find out exactly why the resident wishes to
move. If just one notice can be revoked by the resident because of
something as simple as completing an unknown repair to the unit, that is
one less apartment that you need to worry about leasing.

It is preferable that the resident use the Agency's intent to vacate
form \<Exhibit 7.1\>; however, any written, dated and signed notice can
be accepted as a legal 30-day notice. If a non-standard notice is
received, it is preferable the Housing Manager send the resident a copy
of the form notice detailing the date of termination and noting that a
copy of the notice is attached. In that way, the resident will also
receive instruction regarding preparation for the move-out inspection.

While a resident may provide 30-day notice to move out prior to the end
of the month, the resident will still be required to pay that last
month's rent in full, but will receive an "adjustment" at move-out for
the balance. Hence, if a resident indicates that he/she wants to move
out on October 15, and provides notice by September 15, the resident
will still be required to pay all of October's rent; however, the
resident will receive a credit at move-out.

In some instances, the Regional Manager may decide to accept a
"holdover", i.e., to allow the resident to stay a few extra days and pay
only for those days. The manager will need to check with the Regional
Manager to determine the specific policy of each property.

In public housing, you may only charge the resident for his/her portion
of the rent (if the resident leaves early); you may not charge the
"market" or "ceiling rent" for the unit.

Landlord Termination

While the landlord, the Agency, may send the resident various notices
requesting that she vacate the premises, and informing the resident of
the landlord's intent to seek eviction in the event she does not vacate,
the only way that the Agency can legally require a resident to vacate is
through a formal eviction action.

2.  []{#__RefHeading___Toc109101082 .anchor}Move-Out Process

Processing a Move-out

A successful move-out inspection is just as important as the move-in
inspection. The circumstances, however, may not always be as positive as
you would like. The resident may be leaving under eviction, duress, or
under normal conditions. The move-out should be conducted in a
professional and organized manner to ensure that at least a positive
remembrance of the staff and the Agency can be recalled.

1.  Once the written notice is received, the resident's record in AMIS
    should be updated, noting the move-out date. If the resident did not
    use the proper form, contact her and arrange to have the correct
    form completed if at all possible. To plan for the move-out, the
    Housing Manager should use the Move-out Checklist \<Exhibit 7.2\>.

2.  The letter of responsibility is mailed or hand delivered to the
    resident after notice is received \<Exhibit 7.3\>.

3.  Assuming that notice is given for a month-end move-out, apartments
    should be pre-inspected no later than the 20^th^ of the month
    (assuming move-out at month's end). A pre-move out inspection form
    is found on the shared drive \<Exhibit 7.4\>. This gives management
    and maintenance personnel advance warning of any extraordinary
    problems that may need to be addressed after the move-out, in
    addition to providing necessary information for ordering parts,
    scheduling vendors, etc. Be sure to issue a 48-hour notice of
    inspection to the resident prior to conducting the inspection.

4.  The Housing Manager should explain to the resident that he/she will
    be filling out an apartment inspection form detailing any and all
    charges against the security deposit after the Maintenance
    Supervisor or Housing Manager conducts the actual move-out
    inspection. Since some damage may need to be bid out for repair, it
    will not always be possible to complete the charges on the
    inspection form at the move-out inspection. Indicate that she will
    receive any balance on the security deposit within 14 days with an
    itemization of any charges against the security deposit.

5.  On the day of the move-out, the Maintenance Supervisor or Housing
    Manager will walk through the unit with the resident and complete
    the entire move-out inspection form using the same form as was used
    at move-in.

6.  Do not conduct the final inspection until all of the resident's
    personal belongings have been removed from the premises! (That sofa
    sitting in the middle of the room waiting to be picked up by the
    movers may be covering a large hole or stain in the carpet.)
    Ideally, the resident is present and signs his/her acknowledgement
    of the charges assessed, if known, and the condition of the
    apartment at vacating. If the resident does not or will not attend
    the move-out inspection, note on the resident signature line what
    circumstances prohibited a joint inspection, i.e., "resident refused
    inspection", "resident abandoned", etc.

7.  Once the inspection is completed, the Maintenance Supervisor or
    Housing Manager and the resident will sign the move-out inspection
    form, and a copy can then be given to the resident.

8.  If the apartment is in extremely poor or damaged condition, dirty,
    or has extensive damage, take pictures of the damage before
    beginning repairs or clean up. When an unattended inspection takes
    place, note "photos" on the inspection report.

9.  When a resident moves out, it is to be noted on the AMIS. The actual
    date that the apartment was vacated must be recorded. Once the
    apartment is ready for occupancy, also enter the "Date Ready."

10. Regardless of the move-out date, the resident is responsible for
    rent until the keys are turned in to the Housing Manager. When a
    resident is moving out over a weekend, or when the office is not
    open at a smaller community, the resident is given the benefit of
    the doubt and is charged rent through the day that she plans to have
    vacated the apartment, provided the keys are in the manager's
    possession by the beginning of the business day following the date
    the apartment is reported to be vacated. If an apartment is
    abandoned or the resident skips, the move-out inspection is dated
    the day the apartment is discovered to be abandoned, and charges for
    rent are made through the end of the next rental period.

Security Deposit Forfeiture

As stipulated in the lease and in accordance with State law, a
resident's security deposit should be forfeited (not applied to charges)
under the following circumstances (unless the failure to give notice is
beyond the resident's control, e.g., death or medical emergency):

-   A resident breaks a lease by moving out prior to its expiration,

-   A resident gives improper notice or skips, or

-   A resident is evicted for non-payment of rent.

If a resident pays through the end of the lease, but vacates the
premises, this is not a forfeit-of-deposit situation.

Note: this policy does not apply to pet deposits, as they are strictly a
deposit for damages that are incurred because of a pet.

Resident Charges

The resident will be charged only the actual costs to repair, clean,
paint, etc. Deduct only those charges that are actual, reasonable, fair,
and beyond normal wear and tear. Common sense and good judgment must be
applied here.

-   Any damages beyond normal wear and tear, such as holes in doors
    and/or walls, broken windows, broken drawers, missing light
    fixtures, broken or missing switch plates, etc, will be charged to
    the resident at the actual or repair cost.

-   Painting expense is considered normal wear and tear after the
    resident has lived in the apartment for a minimum of three years.
    Painting expense on apartments occupied for less than three years
    will be assessed per the Agency's list of charges. Painting charges
    are based on resident damage, not the availability of matching paint
    for touch-ups. If the apartment requires additional coats of paint
    due to heavy smoke in the apartment, additional coats will be
    charged the vacating resident.

-   If the apartment is left clean, there will be no cleaning charges
    assessed. Sometimes a resident would rather the cleaning charge be
    deducted from his/her deposit instead of cleaning the apartment
    him/herself. Cleaning charges are assessed in accordance with the
    schedule in the Letter of Responsibility, actual costs, or the
    schedule of approved Agency charges.

-   If repairs are made by the maintenance staff, the resident is
    charged for labor at a flat rate (determined at each site based on
    actual expenses) per hour, in addition to the applicable materials.
    Likewise, if a vendor is used to make the repairs, the resident will
    be responsible for the amount the property is charged.

-   Replacement of major items such as appliances, carpet, etc., is to
    be charged to the resident based on its current or depreciated
    value. The depreciation method is detailed in the Letter of
    Responsibility or Agency charges.

-   It is important to review the resident's payment status before the
    resident leaves the office to be sure that there are no unpaid
    balances. Make sure all keys are collected; if not, charge the
    resident for every missing key. Failure to return apartment keys or
    mail box keys will result in lock replacement charges to the
    vacating resident.

-   Once a resident has returned the keys to the apartment, he/she is no
    longer in possession of the apartment and should not be allowed
    re-entry into the apartment for purpose of doing additional
    cleaning, painting, or repairs in an effort to avoid charges against
    the security deposit. Keys must be returned by midnight on the
    scheduled move-out date to avoid further rental charges. If the
    resident were permitted to re-enter after turning in the keys, the
    resident could sue for the time and material spent on such
    reconditioning because possession of the apartment was turned over
    to site personnel. Thus, the resident would technically be working
    for the property as a sub-contractor. All apartment door locks and
    mailbox locks are to be changed immediately upon obtaining the keys
    from the vacating resident, or upon discovering the apartment is
    abandoned so long as proper notice is posted for the abandonment.

-   If the apartment is rented during a period for which the departing
    resident has paid rent, only request a refund of the pro-rated rent
    portion after the new resident has paid all move-in costs and rent,
    and the money is in the bank. The change in refund would be
    processed by sending Accounting a "revised" move-out report.

-   Late fees based on utility bill-back fees or outside vendor charges
    (i.e., furniture rental, cable, telephone, etc.) should not be
    included in move out accounting.

Death of a Resident

If you have reason to believe that a resident may have died in an
apartment, contact the police to perform a resident welfare check. If
they discover that your resident is deceased, do not take steps to
notify family members or emergency contacts -- this is the job of law
enforcement officials and/or the Medical Examiner. Your job is to
cooperate with law enforcement and secure the apartment. Do not give
access to anyone other than law enforcement, the Medical Examiner, the
Executor of the estate or someone else on the lease. The executor of the
estate must provide legal proof that she is the Executor.

If the resident gave keys to family member or friends, it is not our job
to bar their access to the home unless directed by law enforcement. If
management is informed that the resident died while away from the
property, the same rules regarding access to the apartment apply.

The site staff needs to be extremely sensitive in communicating with
family members and should explain that these requirements exist to
protect the rights of the deceased. Management should keep in mind that
the privacy of the deceased resident should still be protected and that
information about the situation should not be shared with anyone who
does not have a legal right to know.

The Executor of the deceased's estate should be given a reasonable
amount of time to remove the resident's belongings from the apartment
(14 days in the Agency's lease). If the Executor requires additional
time, they may pay market rent for a reasonable time not to exceed one
month. The lease is terminated and no further rent charges apply upon
return of possession of the apartment. If there is not an executor,
management must dispose of the resident's belongings in accordance with
State law. Please consult your Regional Manager in this case.

If the resident died in the apartment, a cleaning company certified in
biohazard clean-up must be used to turn the apartment after it is
released by law enforcement. In some cases, this may occur before the
Executor has removed the deceased's belongings. This work may be done by
project maintenance staff only if they are qualified in bio-hazard
clean-up. These situations are very delicate and require consultation
with the Regional Manager. Some or all of the costs involved should be
charged to the resident's estate as should all normal turnover costs.
Security deposit forfeiture does not apply in this case.

1.  []{#__RefHeading___Toc109101083 .anchor}Cleaning and Preparing
    Vacant Units

One of the most critical and important steps in successfully renting
apartments is the cleaning and preparation of the vacant apartments.
Often, it is the care taken in preparing a vacant apartment that
determines whether or not a prospective resident will want to live in
your building. Additional information about apartment preparation and a
relevant checklist can be found in Chapter 8, Maintenance.

All units shall be cleaned and prepared in accordance with the following
standards and with the Vacant Unit Turnover Checklist found on the
shared drive \<Exhibit 7.5\>:

-   If the apartment is to be painted, all plug covers, switch plates,
    drapery rods, heater vents, and other items that are not to be
    painted should be removed and thoroughly cleaned prior to replacing
    these items after the painting is completed. It is a good idea to
    place all of the plastic plug and switch covers in detergent and
    scrub them with either a rag or brush to remove the grime that
    accumulates -- whether the apartment is painted or not.

-   All light fixtures should be removed, and the globes or other glass
    parts washed and rinsed to remove all the dust and dirt. At this
    time, the light bulbs should all be checked, and burned out or
    missing bulbs replaced.

-   The covers of all kitchen and bathroom exhaust fans should be
    removed and thoroughly washed, the fan motors themselves cleaned of
    all grease, dust, etc., and the motor oiled, if necessary. This
    procedure also applies to range fans and filters.

-   All heater grills or outlets should be checked for accumulation of
    dirt or dust and thoroughly cleaned. In light of recent recalls,
    double check all heating to ensure that parts are clean and any
    retrofit parts from recalls have been installed. The use of products
    such as a heat resistant paint can both enhance and add a safety
    feature to grills and covers.

-   Windows should be cleaned inside and out. In addition, window
    casements should be thoroughly washed with extra attention given to
    the tracks in which the windows slide. These are prime places for
    dirt, grease, and other grime to build up. It may be necessary to
    use a small scrub brush and vacuum to clean these tracks.

-   Refrigerators should be unplugged, have all ice trays emptied, along
    with any drip trays, and should be checked to make sure that all
    food is removed from the vegetable coolers, egg racks, butter bin,
    and other shelves. Refrigerators should also be pulled away from the
    wall and the coils in the back of the refrigerator thoroughly
    vacuumed, in order to remove any accumulation of dust and dirt. The
    floor under the refrigerator should also be cleaned at this time.
    When finished, the refrigerator should be plugged in and turned on
    low.

-   The range and oven should be thoroughly cleaned with the range
    burner drip pans removed and either thoroughly cleaned or replaced.
    All control knobs should be removed and cleaned in a detergent
    solution to remove grease and other dirt.

-   All the kitchen cabinets should be thoroughly washed down, both
    inside and out, with a light detergent solution that will cut
    grease. This is also the time that you remove any shelf paper or
    other unsightly debris or attachments. Wood-faced cabinets should
    then be treated with Liquid Gold or a similar solution. A wood soap
    is recommended for cleaning cabinet faces before using a wood polish
    solution.

-   All closets should be checked, and any coat hangers, old papers, or
    other items removed.

-   The kitchen wall title, if any, should be washed down with a heavy
    solution of ordinary bleach. The bleach should be allowed to stand
    for at least an hour, and then the white grout between the tiles
    should be cleaned with a small brush.

-   The same bleaching procedure should be followed on the grout
    wherever there is tile in the bathroom. At this time, the caulking
    around the tub and the splash rails around the sink and shower
    should be checked. If the caulking is old, cracked, shrunken or in
    any other way deteriorated, it should be removed. The space, which
    the old caulking occupied, should be completely dried and a bead of
    new caulking should be applied.

-   The toilets, of course, must be thoroughly cleaned and should be
    washed with a commercial disinfectant deodorant solution.

-   Any leaking washers, in either the sinks, bathtub, or the toilet
    assembly, should be replaced.

-   Towel bars and hooks should be checked to make sure that they are
    still firmly fastened to the wall.

-   A thorough check should be made throughout the apartment for any
    broken or missing doorstops, loose coat racks, and loose drawer or
    cabinet pulls to ensure that all these items are in perfect working
    order.

-   You should already have checked the carpet and called a commercial
    cleaner to have them clean the carpet. Major repair work or carpet
    replacement must be approved by your Regional Manager.

-   All doors should be opened and shut to make sure that they do not
    stick or have squeaky hinges. The tops of all door frames, doors,
    refrigerators, medicine cabinets, closet shelves, and any other
    place you may think of should be washed down with a damp rags in
    order to remove any accumulated dust or dirt.

-   The apartment should be aired out by opening the windows for a day
    or longer, if necessary. Buildings without screens must take care to
    avoid rain-staining drapes while windows are open.

-   A final "sparkling clean" touch-up should be given the apartment.
    This includes such items as removing water spots from all chrome,
    raking carpets, and re-checking for any items missed during the
    original cleaning process.

When an apartment remains vacant for more than a few days, it is
necessary to return periodically and dust so as to keep the apartment
looking "sparkling clean" Thermostats left on in the name of the
building should be set at the lowest settings; breaker switches should
be turned off when you are not showing the apartment, and you should
consider using the breaker switches as a method of turning all the
lights in the apartment on at once, just prior to showing a prospect
through.

All of these items should be taken care of as quickly as possible. Every
day that an apartment remains vacant, it costs your building a
considerable amount of money. An apartment should be totally cleaned,
and if necessary, carpeted, draped, re-tiled, and prepared for
re-renting within twenty four hours of becoming vacant. If for any
reason you are unable to prepare all vacant apartment to that will be
ready for re-renting in three days, you should notify your Regional
Manager of thee reasons for the anticipated delay, so that you and
he/she may consider an alternative method of getting the apartment
ready. You will not necessarily be criticized but you will be held
responsible for failure to notify your Regional Manager when you are
unable to properly prepare an apartment in a timely fashion. Again, good
planning is essential to meeting these deadlines. When residents provide
the proper 30-day notice, there should be plenty of time to conduct the
pre move-out inspection, to order parts, arrange for vendors, and the
get the unit turned in the first few days of the month.

1.  []{#__RefHeading___Toc109101084 .anchor}Monitoring Unit Turnover

Housing Managers should use the tracking sheet found on the shared drive
to monitor the progress of preparing and leasing vacant units \<Exhibit
7.6\>. This form can either be maintained as a log and kept in a file or
incorporated into a wall-board. Finally, when the unit has been
prepared, the Completed Make Ready Form shall be signed by the
Maintenance Supervisor and initialed by the Housing Manager \<Exhibit
7.7\>.

[]{#__RefHeading___Toc109101085 .anchor}Chapter 8

[]{#__RefHeading___Toc109101086 .anchor}Maintenance

1.  []{#__RefHeading___Toc109101087 .anchor}Overview

This chapter covers the requirements and expectations for the general
maintenance of the property. Good planning and organization is essential
to the proper care and upkeep of the property.

***Note: All procedures in this chapter shall be subject to all
provisions and conditions contained in the collective bargaining
contract between the Agency and its maintenance employees.***

2.  []{#__RefHeading___Toc109101088 .anchor}Personnel and Staffing Plan

In accordance with the annual budget, each property is to be staffed at
an appropriate level. This staffing plan will differ from one property
to the next based on differing circumstances. It is the responsibility
of the Housing Manager to assure that this staffing plan meets the needs
of the site. In most cases, a property's staff will consist of one
Maintenance Supervisor (a working foreman) and several other
technicians. In terms of reporting relationships, the Housing Manager
supervises the Maintenance Supervisor, who in turn supervises the
remaining maintenance staff.

It is expected that the staffing plan be adequate for the routine needs
of the property. It is also expected that the maintenance staff shall be
responsible for carrying out all functions provided under their job
descriptions. However, there may be times that the Housing Manager will
need to supplement existing staff due to:

-   seasonal work;

-   sudden or unanticipated work;

-   work requiring skilled trades.

To meet seasonal or unplanned work, the Housing Manager can hire
temporary staff, contract labor, or use overtime hours and regular
staff, given the circumstances and in keeping with the property's
operating budget. It is the responsibility of the Housing Manager to
determine when to supplement staff to meet the needs of the site**.**
Depending upon the situation, it can be more economical to hire an
outside contractor.

All Maintenance Supervisors are required to take a written test as part
of the hiring process \<Exhibit 8.1\>. Applicant testing for the rest of
the maintenance staff is left to the discretion of the Housing Manager,
Maintenance Supervisor, and Regional Manager.

The maintenance staff should be general mechanics, trained in all phases
of maintenance and repair. To be most effective, the staff should be
able to go through every apartment, service facility, etc., with a
checklist and perform all preventive maintenance work necessary. If the
work is beyond the scope of preventive maintenance, needed repairs
should be reported for scheduling at a later date. Each staff member,
when possible, will work independently of the other, as it is rarely
necessary to have more than one person working on a typical project.

Most Agency properties will be staffed with a full or part time
Maintenance Supervisor who has mechanical aptitude and previous
supervisory experience. The Housing Manager will provide training for
the Maintenance Supervisor in the project's operating statements and
will meet daily with the Maintenance Supervisor to review pending work
orders, maintenance projects, and rent ready unit availability.

Job descriptions for all maintenance staff are available on the shared
drive.

The Maintenance Supervisor is responsible for the training and
supervision of all maintenance staff. Each staff member should be
trained, if possible, to do every routine or scheduled maintenance task
at the property. After the training period has been completed, the
Maintenance Supervisor determines which employees do certain jobs most
effectively, and assign jobs according to performance. In some
instances, specific licensing or certification will require third party
training. The Agency encourages maintenance personnel to attend training
classes or seminars sponsored by approved vendors or applicable trade
groups.

In addition to maintenance and general operations training, each
employee should be well indoctrinated in maintenance record keeping,
cost control, and workplace safety. All of these subjects are covered
later in this chapter.

1.  []{#__RefHeading___Toc109101089 .anchor}Customer Relations and
    Appearance

The importance of public relations training for the Maintenance
Supervisor and maintenance staff cannot be overlooked. It is important
to understand the relationship between maintenance personnel and
property residents. Maintenance personnel provide a service to their
customers -- the property residents. Maintenance personnel can be the
best public relations members of the site staff since, once a resident
has moved in, most of their contact is often with the maintenance
personnel.

Most residents care about their home and the surrounding environment.
Therefore, the attitude of the maintenance staff toward the residents
and the manner in which they respond to service requests is very
important. Remember, the maintenance staff's job is to serve the
resident, as well as the owner, by properly maintaining the property.
Maintenance personnel should look upon service requests as the source of
their livelihood, and not as a burden. It is, after all, one of the
services for which the resident is paying rent.

Appearance of the maintenance staff is also important, as a clean and
professional appearance conveys to residents, guests, and vendors that
site personnel will perform maintenance tasks in a professional manner.
Acceptable attire and appearance standards are covered in the Employee
Handbook.

The standard to which the property is maintained as well as the staff's
attitude towards residents are both a direct reflection of the Agency's
philosophy as well as their own pride in the job that they perform. Keep
in mind the following:

-   Never promise anything to a resident that cannot be delivered or is
    beyond staff's authority to deliver.

-   If a promise is made, be sure to keep it.

-   If unable to comply with a promise or if an appointment with a
    resident is missed, it is imperative that the reason be explained o
    the resident as promptly as possible.

-   All residents are to be treated with courtesy.

-   Answer all service requests with prompt attention to the problem.

-   Perform the work needed and leave the resident promptly. Be polite,
    but do not linger, socialize, or look for more problems. If the
    resident brings up additional maintenance issues, attempt to take
    care of them only if they are minor and you have needed tools and/or
    supplies in your possession. Otherwise ask the resident to report
    the problem to the office so that a new service request can be made.

-   Wipe your feet or consider wearing disposable "booties" when working
    in occupied apartments.

-   Wear coveralls and latex gloves while painting or performing other
    potentially messy jobs. If you are pulled away to do another job,
    you will look much more presentable and professional.

-   Remove all old parts, wrapping materials, etc., when a project is
    completed. Never use the resident's trash can.

    1.  []{#__RefHeading___Toc109101090 .anchor}Work Order Procedures

All maintenance work, exclusive of general cleaning and porter service,
shall be captured on a work order, as described below.

The prompt, courteous and effective handling of work orders is critical
to the success of an apartment community. After moving in, the majority
of contact with site staff involves interaction with maintenance
personnel during the work order process. Therefore, it is essential to
make the work order process a positive experience and to handle all
maintenance requests similarly -- regardless of their magnitude.
Re-setting the breaker on a garbage disposal or putting a closet door
back on track may seem trivial to you, but may be very important to the
resident.

Maintenance requests should all be addressed and, if possible, completed
within 24 hours of being submitted. If you are unable to address a
maintenance request within 24 hours, the resident must be called and
given an update as to when the request will be addressed. If a work
order request cannot be completed during the initial visit (due to
unavailable parts, required specialty services, etc.), arrangements to
complete the work order must be made as soon as possible and the
resident kept informed of any progress.

Residents are informed at move-in, and throughout their occupancy, that
ALL maintenance requests must be made to management office personnel.
The purpose for handling work orders in this manner is to eliminate
interruptions created by answering calls for service requests, to
provide a control to ensure that all maintenance work services are
handled, and to ensure that adequate records are kept for all repairs.
If a resident asks you to perform a repair that has not been reported to
the site office, politely ask them to call the work order into the
office at their earliest convenience. Only legal residents are allowed
to request work to be done in an apartment.

Once the office staff member has received a call for service, they will
attempt to obtain as much information as possible about the problem so a
work order can be prepared. The person talking the work order will make
sure to complete the following:

-   Who wrote the work order? This is important if the maintenance staff
    has any questions about the work order.

-   When was the work order taken? This is important in tracking how
    long it takes to handle work order requests.

-   The apartment number and name of the resident that called in the
    order.

-   Get a phone number. This is very important if the maintenance
    department has questions about the work order or if the need to
    change the scheduled appointment. (This is a good time to make sure
    that the office has the correct resident contact information.)

-   Remember, the work order "permission to enter" is good for 48 hours.
    If more than 48 hours pass in completing the repair, the resident
    must be contacted to obtain a new "permission to enter."

Upon initiating the work request, the maintenance staff will fill out
the following information on the work order:

-   Complete the "unit entry" section. Make sure the date, time entered,
    and time departed sections are accurately filled out.

-   Who performed the work.

-   What is the status of the repair and, if the repair is not complete,
    when will it be completed? If additional work is required, office
    personnel will need to contact the resident for permission to
    re-enter the unit.

-   Once the work is satisfactorily completed, fill out the appropriate
    section. Include cost for labor and materials, especially if cost is
    to be billed back to the resident.

-   Make detailed notes of work performed and materials used. If work is
    not completed, make note of why. Also, detail any needed parts or
    supplies.

-   In all cases, when arriving at an apartment to initiate a work
    order, a door tag must be hung on the outside of the unit door. When
    leaving the apartment, whether the work order has been completed or
    not, the outer side of the door tags must be completed and hung on
    the inside of the entry door. Completing the door tag is especially
    important in cases where a return visit is necessary since the
    paperwork order is removed and the resident has no idea what work
    was performed or the status of work remaining.

Work Order Forms

Work orders are printed on three-part forms:

-   The top (white) copy is the control copy. It remains with the
    Housing Manager or clerk as the work order is assigned to
    maintenance.

-   The middle (yellow) copy is completed after the work is done and is
    retained in the Resident's file.

-   The third (pink) copy is left with the resident after the work is
    done (or left in the unit if the resident is not at home).

Work Order Intake

Resident maintenance requests shall only be taken in the management
office, by phone or in person. Requests should never be taken outside
the office or in the field. Instead, residents should be directed to
call or visit the office so they may receive a work order number. After
entering the work request into the system, the resident will be given a
work order number for reference purposes.

Personnel receiving work order requests for maintenance should strive to
isolate the exact nature and extent of the work required. Fully
understanding the nature and source of the complaint will greatly assist
the maintenance staff in, for example, determining which tools should be
taken to the unit.

Work Priorities

The Maintenance Supervisor should work with the Housing Manager to
determine work order priority. Prioritizing work orders based on time
received is not always the most efficient or effective way to proceed.

Work orders shall be prioritized according to the following:

1.  **Emergencies.** Refers to a response to conditions that pose an
    immediate threat to life, facilities, health and/or safety of
    residents and/or Agency property. Emergency conditions must be
    responded to immediately and corrected or abated within 24 hours.
    Samples of emergency work orders include: fire of any nature; gas
    leaks; oil spills; missing or inoperable smoke detectors; broken
    water supply line(s); electrical fault with visible sparks or
    overheating; dangerous structural hazard; complete loss of
    electrical power; loss of air conditioning in elderly buildings;
    sewer back up; main entrance door release not operable (high-rise);
    elevators not operating properly; flooding; clogged toilet (units
    with one full bathroom); and entrance door not operable. In the rare
    situation when an emergency cannot be repaired in 24 hours, it can
    be abated by moving the resident out of the unit temporarily.

2.  **Urgent.** Urgent work orders include items that, if not repaired,
    pose potential threat to life, facilities, health and/or safety of
    residents. Urgent items must be corrected/abated within 48 hours of
    notification. Samples include: refrigerator not working or broken
    window.

3.  **Unit Preparation.** Work having to do with making a unit ready for
    occupancy.

4.  **Routine.** Most of the work that is not classified as emergency,
    urgent, or preventive. Includes: repair screen door, paint occupied
    unit, change air conditioning filter, general maintenance in unit,
    unscheduled PM.

5.  **Preventive Maintenance (PM).** This includes all work conducted as
    part of the property's annual PM program (see below).

6.  **Other.** Work orders that do not fall into the five noted
    categories above.

Work orders may be generated by the same source (see below) but have
different priorities. For example, based on a unit inspection, work
orders may be created for a missing tile (routine) as well as
replacement of the smoke detector (emergency). It is important that work
orders are prioritized properly for HUD reporting purposes since PHAs
are measured on their timeliness in responding to different priority of
work orders.

Source of Work Order

Work orders shall be classified according to their source, as follows:

1.  **On Demand (Resident Requested):** This is work that is requested
    by the resident.

2.  **UPCS Inspection**: This is work that is the result of UPCS
    inspections.

3.  **Preventive Maintenance:** This is work that is the result of PM
    inspections.

4.  **Other:** This is work that is generated by sources other than the
    three noted above.

Tracking work orders by their source is critically important for both
HUD reporting purposes and for future planning.

Assignment

Unless otherwise directed by the Housing Manager, the Maintenance
Supervisor is responsible for assigning and completing work orders. The
Supervisor should periodically retrieve the work orders from the
management office and assign them to the maintenance staff in accordance
with the priorities established and the skills of the respective staff.
When assigning the work, the Maintenance Supervisor shall make sure that
the worker is provided with the anticipated tools/materials and also
that the worker has access to the units. (All maintenance workers are
provided with a tool allowance under the collective bargaining
agreement; hence, the only tools that should generally need to be
supplied are power tools.) If the worker must make more than one visit,
the work order remains open until the work is completed. Also, if the
work is beyond the capabilities of the on-site staff, the Maintenance
Supervisor is responsible for assuring that the work is done by a
qualified crew, if any, or under contract to a qualified vendor. The
work order remains open until all work is completed.

Completion

Upon arriving at a resident's apartment, the worker shall knock on the
door to see if the resident is home. If the resident is home, the worker
shall exchange greetings and identify him/herself as an Agency
maintenance employee and show the employee badge. Then, the worker shall
ask permission to enter. If the resident is not home or does not answer
the door (and there is either an emergency or there has been
prior-permission to enter), maintenance staff shall enter the apartment
by (1) knocking on the front door and calling loudly and identifying
himself as a maintenance worker: "This is \[name of worker\] from the
maintenance department. Is anybody home?" If you hear no response, wait
approximately one minute; (2) knock again, announce oneself, and wait
another minute; and (3) if no one responds again, knock a third time
and, while unlocking the door, announce loudly again that you are
entering the unit.

Any maintenance employee or outside contractor working in a resident's
apartment must hang a maintenance sign on the exterior door knob of the
apartment. This policy is to ensure that the resident does not find
someone in their apartment unexpectedly and is for the benefit of the
employee as well as the resident.

Upon completion, each work order shall be signed by both the worker and
the resident. If the resident is not home, the worker shall leave a
completed copy of the form in the apartment. All information on the work
order form should be completely filled out (description of work
completed, hours worked, materials used, etc.). In addition, the worker
shall leave a sign on the outside of the door indicating that
maintenance had been in the unit. **On each work order the worker shall,
where appropriate, mark the presence of bad housekeeping.** The worker
shall also recommend any charges for damages.

The maintenance worker should always clean up after the work is
completed, avoid contact with resident's personal belongings, accomplish
tasks as quickly as possible, remain courteous, and avoid all contact of
a personal nature.

If the work cannot be completed at that time, such as might be the case
if parts must be ordered, the worker should offer residents a realistic
completion date. If the worker is not sure when the work can be
completed, it will be necessary for the maintenance staff to phone or
visit the resident once the information is known.

Close Out

All completed work orders should be delivered to the Maintenance
Supervisor for approval, who must sign them before they are closed out.
Completed work orders should be closed out (a task performed by the
administrative staff at the property) within 24 hours after completion.
The Housing Manager is responsible for authorizing and posting all
charges.

The Housing Manager is responsible for monitoring on a daily and weekly
basis the status of outstanding work orders to determine the cause of
any delay and to take appropriate action.

1.  []{#__RefHeading___Toc109101091 .anchor}Unit Turnover (see also
    Chapter 7)

Pre-move-out Inspection

The Maintenance Supervisor will perform a pre-move-out inspection and
complete the inspection form for all units on notice to move-out. The
purpose of this inspection is to get an idea of the work that will be
needed upon move-out to return the unit to rent ready condition. The
inspection form should be competed as soon as possible after receiving
written notice to vacate, or no later than the 25^th^ of the month
allowing sufficient time to order any parts, supplies, or schedule
vendors needed for unit turnover. Ordering parts and supplies, and
scheduling vendors ahead of time, will ensure that turns are completed
in a timely manner and will reduce vacancy loss. On or before the 15^th^
of each month, the Maintenance Supervisor will obtain a list of all
units on notice for that month from the Housing Manager. Using this
list, the Maintenance Supervisor will work with the office staff to
schedule a date or send out a 48-hour notice to enter to all units on
notice. Once pre-move-out inspections are complete, supplies are
ordered, and vendors scheduled, the Maintenance Supervisor should
provide the Housing Manager with projected rent ready dates for all
units.

Move-out Inspection

The Maintenance Supervisor will perform all move-out inspections on the
day of the move-out. If the move-out is scheduled on the Supervisor's
day off, then the inspection will be performed the next business day.
The Maintenance Supervisor will have the pre-move-out form and note any
additional repairs that may be found.

All move-out charges should be taken from the list of Agency charges to
ensure that all residents are treated fairly and that charges are
consistent.

All move-out charges should be documented and photos taken. The
completed list of move-out charges and photos will then be given to the
Housing Manager for use in completing the move-out inspection form.

Make-Ready

Once a unit has become vacant and the pre-move-out and move-out
inspections have been completed, the Maintenance Supervisor should then
assign the unit to a maintenance staff member for turnover. A copy of
the Unit Make Ready Checklist will be completed for each unit turned,
and permanently filed in the maintenance file once the turnover is
completed. The Maintenance Supervisor and the Housing Manager must both
inspect and sign off on the checklist before the unit is to be shown to
prospective residents.

The Maintenance Supervisor will also be responsible for scheduling all
contracted work for the units. All contracted work should be scheduled
after the pre-inspection is completed to ensure that vendors are
available when needed. Trying to schedule vendors at the beginning of
the month can be very difficult and slow the process of unit turnovers.

All unit turnovers should be completed and signed off by the Maintenance
Supervisor and the Housing Manager no later than five days after
move-out, although a three-day turnover is preferred. If a unit is not
going to be ready by the 5^th^ day, or is in need of extensive work, the
Housing Manager should be notified immediately and provided with a
detailed list of the repairs needed.

During unit turnover, all preventive maintenance items should be
performed and noted in the unit's maintenance file. (At most sites, a
separate file will be maintained on each unit for work orders and
information regarding repairs and replacements, which will, among other
benefits, save time during annual inspections and enable staff to
prolong the life of the unit.)

2.  []{#__RefHeading___Toc109101092 .anchor}Preventive Maintenance

Each property is to have a formal Preventative Maintenance (PM) program.
PM is the systematic planning, scheduling, completion, and documentation
of work tasks that are conducted to ensure the continued life of all
facilities, mechanical systems, and equipment. There is often a fine
line between work that is defined as PM and work that actually falls
within the category of seasonal or planned maintenance activities.
Examples of the latter might include cycle touch-up painting or spring
and fall fertilization programs. For the purposes here, PM includes
these seasonal and planned activities as well.

When PM is properly implemented, it will minimize unexpected or
premature failure of equipment, property, and systems. It will also
reduce the number of on-demand maintenance requests and, as such,
improve customer satisfaction.

All daily maintenance and repair work should be approached with PM in
mind. For example, any cracking asphalt, chipped paint, leaky gutters,
etc., should be noted during daily property inspections and action taken
before the problem worsens.

Sample PM programs (one for high-rise and one for low-rise) are included
in the shared drive. Each year, the Maintenance Supervisor shall prepare
an updated PM schedule and have it reviewed/approved by the Regional
Manager as part of the annual budgeting process. Included with that PM
program shall be an annual landscaping plan (a sample of which is also
included in the shared drive).

The Maintenance Supervisor will provide the completed PM report to the
Housing Manager on the 25^th^ of each month, detailing the work
completed in the prior month on the PM plan.

The PM program for each site should include but is not limited to cycle
painting, apartment rehab, and appliance replacement. The following
represents minimum standards for PM at each site.

Unit Interiors

Unit interiors will be inspected for needed maintenance and repairs a
minimum of once per year, generally after Annual Unit Inspections have
been completed. Items found needing repair during the annual inspection
will be documented, work orders will be generated, and repairs completed
as soon as possible.

During the unit interiors inspection, the Maintenance Supervisor should
check for the proper operation of all heating/cooling systems,
mechanical systems, electrical systems, appliances, plumbing fixtures
and drains. All walls, ceilings, doors, countertops, cabinets, hardware,
windows, and floors will also be inspected for any sign of problems or
wear and tear that may require repair or replacement.

A copy of the annual unit inspection form should be used for the purpose
of doing unit interior inspections. The forms provide a list of items
that are required to be inspected, cleaned, or replaced upon every
inspection. It will also provide a guide for the maintenance staff
member performing the inspection, in order to ensure that nothing is
overlooked. The form chosen depends on whether or not all units are
being inspected at one time, or units are inspected annually at income
recertification.

Common Areas, Grounds, and Building Systems

The Agency considers proper landscaping and maintenance for the grounds
and common areas critical to a successful project. Curb appeal is also
one of the measurements used by owners to determine if a management
company is performing well. Regardless of who is assigned the tasks of
maintaining the landscaping and grounds, the Maintenance Supervisor is
responsible for making sure the grounds present a well-kept and orderly
appearance at all times.

The PM of all common areas should be performed on a continuous basis so
nothing goes unchecked for extended periods of time. Staff members
should always be looking for any problems when walking or driving
through the property. If problems are found, work orders should be
written and repairs should be made.

Common areas require janitorial services daily. Entranceways, hallways,
and stairways require day-by-day monitoring for trash and other
discarded materials and dirt. Floors must be mopped or vacuumed daily,
or more frequently as needed in bad weather.

Periodically, walls must be washed or painted, and floors professionally
cleaned. All loose or damaged flooring must be repaired or replaced when
observed. As with landscaping, clean and well-maintained common areas
help to raise the success level of the apartment community and the
satisfaction of the resident.

Once a month, the Maintenance Supervisor will walk the property and
inspect all common areas and grounds, noting any repairs that are
needed. When the repairs have been made, a copy of the checklist will be
given to the Housing Manager for recordkeeping and budget purposes.

The inspections of building systems will be performed at a minimum on an
annual basis, using the Annual Property Inspection Form. Many items will
need to be inspected by an outside contractor for insurance, liability,
and/or safety purposes.

Some items may need to be inspected more frequently than annually. For
example:

-   Air conditioners will be inspected and serviced at least once
    annually during the early spring months. Repairs and inspections may
    be done by in-house staff if staff includes a qualified air
    conditioner repair person, or in combination with an air conditioner
    contractor.

-   Boiler and water pump inspections and service is performed on a
    continuous basis. The Maintenance Supervisor should set up a
    maintenance and service contract with a contractor suggested by the
    boiler manufacturer. The Maintenance Supervisor will talk with the
    boiler manufacturer and develop a set of monitoring tasks for proper
    boiler maintenance. All boilers must have an annual inspection by an
    outside contractor, and, when required, must obtain an annual permit
    for operation as a result of the inspection.

-   Roofs, gutters, and downspouts should be inspected approximately
    every six months or after a heavy rain or windstorm. In most if not
    all cases roof inspection will have to be performed by an outside
    contractor due to liability issues.

    1.  []{#__RefHeading___Toc109101093 .anchor}Working Hours

Generally, the maintenance staff shall work during the hours of 8:00
a.m. to 5:00 p.m. Each property should also assure adequate weekend
coverage. If the Housing Manager determines that there should be any
change in working hours to improve maintenance responsiveness, approval
will be needed from the Regional Manager.

2.  []{#__RefHeading___Toc109101094 .anchor}Uniforms

The Maintenance Supervisor shall see to it that all staff report to work
in proper attire. Such attire is to include:

-   Shoes with safety toes;

-   Agency-issued uniforms that are clean and well-kept, with the name
    of the employee embroidered on the front of the shirt; and

-   Badge/identification card prominently displayed during the entire
    workday.

Proper attire is beneficial to the Agency for reasons of morale, safety,
professionalism, and customer service.

In accordance with the Agency's collective bargaining agreement with its
maintenance personnel, the Agency supplies maintenance staff with four
shirts, a pair of overalls for painting or dirty jobs, a ball cap, a
jacket in the winter, and two long sleeved shirts. Maintenance employees
are responsible for showing up with clean clothes and allowed to wear
jeans daily.

1.  []{#__RefHeading___Toc109101095 .anchor}Inventory and Materials
    Management

The Maintenance Supervisor should strive to maintain a level of
inventory at the site that balances the need for a ready supply of
materials with the need to reduce the costs of carrying such an
inventory. Generally, this will mean maintaining a two week supply of
the most commonly used items. It should be kept in mind that even this
supply level will be determined according to the speed by which
parts/supplies can be obtained and the rate of usage. In this regard, it
is critical for the Maintenance Supervisor to regularly anticipate and
plan for upcoming material needs, particularly in conjunction with the
annual and monthly work plans.

The Maintenance Supervisor is ultimately responsible for maintaining a
proper inventory of supplies and has the responsibility of overseeing
the control of that inventory.

Location

Supplies, tools, and equipment should be kept in a secure location,
locked up when not in use. Equipment and tools should be engraved with
the property identification number and telephone number. The size of the
stockroom(s) will be based on the unique needs of the property. However,
the Maintenance Supervisor should strive for economy of storage. With
proper materials planning, the need for stockroom space can be greatly
minimized. Additionally, the smaller the space and the smaller the
inventory, the easier it is to control that inventory.

All stockrooms should be well-lit, clean, and organized to allow for
easy inspection and proper planning. Material should be stored on
shelves and not on the floor. Remember that an annual inventory must be
conducted.

Inventory Log

Your community should have an extensive Inventory Log \<Exhibit 8.2\> in
the binder listing all capitalized equipment and property at the site,
the model number, make, date of purchase (if available) and the dollar
amount. As additional items are bought or replaced, the log should be
updated.

Appliance Control

All appliances are capitalized and shall have serial numbers. The
Housing Manager maintains a log of appliances that tracks whenever
appliances are transferred out of a unit \<Exhibit 8.3\>. This log
should be up-dated whenever changes or replacements are made. These
serial numbers should be verified on the annual unit inspection and any
changes made at that time. Additionally, each property shall maintain at
least one reconditioned refrigerator in good working order at all times,
which can be loaned to residents on a temporary basis and stored at the
development when not in use.

Periodic Stockroom Inventories

Each property will conduct periodic inventories of their stockrooms. The
Maintenance Supervisor should then adjust quantities appropriately.

Tool Equipment Issue and Control

The Maintenance Supervisor is responsible for maintaining proper control
over tools and equipment. Since the union contract provides for a
hand-tool allowance for each technician/mechanic, the workers should
generally only need to be supplied with tools when the work involves
power equipment. Properties will have different power equipment needs.
For example, while all properties should have a key machine, not all
properties will need a sit-down mower. The Housing Manager is
responsible for assuring that the property is adequately equipped and
that the resources needed for that equipment are planned for in the
annual budget process (for example, snow blowers, drain machines, key
machines, etc.).

The Maintenance Supervisor must maintain inventory records on all
property tools and equipment. Tools and equipment listings should be
provided to the Housing Manager whenever there has been a staff change,
new tools or equipment are purchased, or upon request by the Housing or
Regional Manager. Items that need to be removed from the Inventory List
because of break down, failure, or for any other reason must be approved
and signed off by the Housing Manager. Any and all items on the
Inventory List must be accounted for by the Maintenance Supervisor.

Tool Storage

Equipment should be stored in a secured area. Preferably, shadow boards
should be used to identify the exact storage location of each tool and
whether it is missing or on loan. Tools and equipment should not be
brought home by employees and should be returned to the shop at the end
of the day.

Equipment Repair Histories

Any motorized equipment should be serviced in accordance with
manufacturer's recommendations. Records of this maintenance should be
kept on file. All equipment instructions/manuals should be kept in the
maintenance office.

2.  []{#__RefHeading___Toc109101096 .anchor}Shop Organization

The Maintenance Supervisor is responsible for ensuring that all
maintenance shops, garages, storage units, and maintenance offices are
well kept. All maintenance areas should be clean, organized, and fully
accessible at all times to ensure a safe and decent work environment for
all staff members.

The Maintenance Supervisor should inspect all maintenance areas daily
for general upkeep purposes to ensure safety.

-   Doors should open completely and freely.

-   Floors should be clean and free of obstructions so as to allow
    access to all areas.

-   All parts/supplies should be organized and on shelves or in bin
    boxes.

-   Shop tools such as Key Machines and Bench Grinders should be
    securely mounted to a workbench or other solid surface.

-   All other tools should be hung on the wall, in a tool rack, or
    stored so as not to limit movement or access to any part of the
    shop.

-   Large or heavy parts should be kept on lower shelves or stored in a
    safe manner.

-   Old or broken parts should be stripped of usable parts and disposed
    of properly.

-   All flammable or caustic materials such as oil based paint,
    thinners, or acids should be stored in an approved location and
    container (see Safety Manual).

The Maintenance Supervisor is also responsible for acquiring and keeping
up-to-date property plans and drawings (as-built) if available. A copy
of the On-Site Procedures Manual will be kept in the office. The maps
with the Emergency Procedures Manual showing the locations of all
electrical, water, and gas shut-off's will prove invaluable during
emergencies. As-built drawings and accurate property maps will also
assist in obtaining accurate bids for major repairs.

1.  []{#__RefHeading___Toc109101097 .anchor}Purchasing (see also Chapter
    11)

The Maintenance Supervisor, with approval from the Housing Manager, will
coordinate the purchase of all parts and materials needed for the
maintenance program. The Maintenance Supervisor should obtain a current
copy of the property budget that covers maintenance parts, supplies, and
contracts from the Housing Manager. All expenditures for parts and
supplies must stay within budget parameters and be approved by the
Housing Manager. All contracts, major purchases, or purchases that
exceed the budget limit must be authorized by the Housing Manager and
approved by the Regional Manager. A spending limit of \$200 has been
imposed on all purchases. Purchases over this limit must be approved by
the Regional Manager.

Except for emergency purchases, the Maintenance Supervisor should
attempt to purchase supplies on a weekly basis, although monthly
purchasing is preferred. The Maintenance Supervisor is required to keep
track of all supplies used during the course of the maintenance program,
and to anticipate the number of replacement items that will be needed
during any given period based on past use. Supplies and contracted work
needed for unit turnover should be ordered or scheduled in advance of
the unit becoming vacant. The pre-move out inspection will determine
what work or parts are needed in each unit to return it to rent ready
status. By keeping accurate records, the Maintenance Supervisor can
ensure that enough parts are kept inventoried and available for timely
repairs. Conversely, the Maintenance Supervisor will also be sure that
supplies are not overstocked.

2.  []{#__RefHeading___Toc109101098 .anchor}After-Hours Procedures

Routine work requests will only be accepted during regular hours of
operation.

To report a maintenance emergency after-hours, on weekends, or during
holidays, a resident shall call the twenty four hour answering service
for the property. The answering service is provided with the Agency's
policy on what constitutes an emergency and the need for a call-back. If
the situation calls for it, the answering service will immediately
contact the first name on the duty roster for the property, who will go
to the location to contain or fix the situation. If the emergency
situation cannot be immediately resolved, the technician will contact
the development's Maintenance Supervisor for further instruction.

Each on-duty technician will report all activity from the previous night
during the first two hours of the next business day on the After-Hours
Work Form.

When an emergency work order has been sufficiently abated, but the
problem is not fully corrected, the emergency work order will be closed
and, in its place, another work order will be submitted as a
non-emergency work order for either urgent or routine response.

The Housing Manager, Maintenance Supervisor, and/or on-call staff member
will all carry pagers or cellular phones at all times whether on or off
the property. When on vacation, or other leaves of absence, the duties
of the Housing Manager or Maintenance Supervisor will be assigned by the
individual's supervisor to a designated replacement for the duration of
the absence.

The on-call staff member must respond to all after-hours calls or pages
within ten (10) minutes.

3.  []{#__RefHeading___Toc109101099 .anchor}Maintenance Quality
    Inspection

The Maintenance Supervisor should, from time to time, inspect a small
sample of completed work order to check work quality and talk to the
resident about the service he/she received. Provide the resident with
48-hours notice of the intent to enter the unit.

4.  []{#__RefHeading___Toc109101100 .anchor}Vehicles

In accordance with the approved operating budget, some properties might
be assigned maintenance vehicles (usually, a pick-up truck, scooter, or
golf cart). Where properties are provided with such vehicles, the
Housing Manager/Maintenance Supervisor shall make sure that:

-   Assigned parking spaces are available for all Agency vehicles

-   Vehicles are left in a secured location after-hours

-   Vehicles are not used for personal use

-   Vehicles are locked when unattended

-   Vehicles are clean

-   Vehicles are maintained in operating order

-   PM is performed as per manufacturer requirements

-   The vehicles are operated only by appropriate Agency personnel and
    that drivers use safe driving practices, such as always wearing seat
    belts, having valid drivers licenses, carrying proof of up-to-date
    insurance, etc.

-   Keys are never left in the vehicle.

Each day, the driver assigned to the vehicle should check:

-   Tires (wear, pressure, etc.);

-   Frame and suspension (loose bolts, cracks, etc.);

-   Parking brakes;

-   Safety lights;

-   Fluid levels;

-   Starter safety switch;

-   Transmission shift indicator;

-   Instrument gauges; and

-   Spare tire and jack.

Any damage to the vehicle should be reported immediately and an
accident/injury report filed.

Maintenance vehicles may only be operated or ridden by authorized
employees. Employees who allow residents, guests, or other persons to
operate or ride on maintenance vehicles or equipment will be subject to
disciplinary action up to or including termination of employment.

1.  []{#__RefHeading___Toc109101101 .anchor}Reporting Problems

The Maintenance Supervisor shall notify the Housing Manager, who in turn
shall notify the Regional Manager, if any of the following occur at the
property:

-   Property damage;

-   Vandalism;

-   Accidents (vehicle or personal);

-   Health problem; and/or

-   Safety problem.

These incidents shall be reported on the Incident Report form. A copy of
that form should be faxed immediately to Legal so that they may
determine if additional action is required.

1.  []{#__RefHeading___Toc109101102 .anchor}Dumpsters

The Maintenance Supervisor should ensure that there is appropriate
dumpster service, taking into consideration size, placement, frequency
of pick-up, and time of pick-up. In addition, the area around the
dumpsters should always be swept clean and dumpster interiors should be
sprayed with disinfectant at a scheduled time.

As per health department regulations, all drain holes at the bottom of
dumpsters must be closed or covered to prevent entry by rodents.

Finally, the condition of dumpsters shall be monitored. It is impossible
to prevent the infestation of dumpsters that are rusted out.

2.  []{#__RefHeading___Toc109101103 .anchor}Grounds Maintenance

Each Maintenance Supervisor should work with the Housing Manager and
Regional Manager to establish a grounds maintenance program for their
particular development. This program should address such items as:
fertilization, irrigation, frequency of cuts, flowers and plantings,
mulching, shrub care, pruning, aeration, etc. In most cases, these
services will be performed by a qualified contractor. The Housing
Manager and Maintenance Supervisor should routinely review the work of
this contractor.

Guidelines for annual grounds/landscaping program can be found on the
"shared" drive.

3.  []{#__RefHeading___Toc109101104 .anchor}Warranties

The Maintenance Supervisor maintains all warranties in a file. The site
should identify items protected by warranties and items that are not
warranty protected. Generally, the roof, heating and air-conditioning
equipment, pumps, water heating, and apartment appliances are covered by
warranties.

Warranties provide service coverage for an item that may need repair or
replacement. If service is not performed by the manufacturer or a
manufacturer-designated contractor, the warranty may be voided. The
maintenance staff is to be informed of warranties and service coverage
prior to conducting any maintenance on the systems.

4.  []{#__RefHeading___Toc109101105 .anchor}Graffiti

All graffiti should be removed from the property within 24 hours after
initial detection. Properties that experience a significant graffiti
problem must invest in efficient graffiti-removal equipment.

5.  []{#__RefHeading___Toc109101106 .anchor}Service Contracts

Work not performed by maintenance staff is considered contracted work,
and falls into one of three categories: ongoing maintenance contracts,
standard vendor services, and capital projects. Approval and termination
of all contracts must be authorized by the Portfolio Manager.

In accordance with the Annual Budget, the Housing Manager is responsible
for ensuring that all appropriate services are delivered to the property
and decides which services will be provided in-house and which services
will be contracted out.

Regardless of the type of work contracted, all vendors are required to
fill out vendor registration paperwork (see Chapter 11, Procurement).

Ongoing Maintenance Contracts

Ongoing maintenance contracts are typically for set monthly amounts and
are in place for up to a 12-month period. Examples include: landscaping
contracts, security service contracts, fire and security alarm
monitoring, etc. A copy of all current maintenance contracts is kept at
the property.

Ongoing maintenance contracts should be reviewed prior to renewal by
both the site staff and the Regional Manager. Contracts are typically
re-bid prior to expiration in order to ensure the best service at the
lowest cost. When reviewing bids, be careful to pay attention to the
specifics within the contract to make sure that everything is equal. Are
all the bidders for landscaping services including fertilization? Or is
that extra? Will the security company patrol for six hours per night or
eight? It is very important to look at much more than just price when
comparing proposals (see, again, Chapter 11 on Procurement). One way to
ensure that all bids are truly comparable is to provide detailed scopes
of work.

It is the responsibility of the Maintenance Supervisor to make sure that
contracted vendors complete ongoing maintenance as specified in the
contract. If, for example, the landscape maintenance company is not
performing weed control as specified in the contract, it is the
Maintenance Supervisor's responsibility to bring it to the contractor's
attention and, if the problem persists, to inform the Housing Manager.

Standard Vendor Services

A great deal of work contracted at the site is done by outside vendors
through simple Purchase Orders. Work of this type includes carpet
cleaning, unit painting, apartment cleaning, etc.

Even though formal contracts are not required for small jobs, it is
important to follow all rules for vendor registration. As with ongoing
maintenance contracts, it is important to compare quotes from other
vendors regularly to ensure that the property is receiving the best
available pricing.

Capital Projects

Most larger, non-routine contracts fall into this category. Exterior
painting, a new trash compactor, or re-carpeting the office are all
examples of capital projects. All work falling into this category will
be coordinated through the Maintenance Supervisor, the Housing Manager,
and the Regional Manager. Typically, major capital projects are funded
by the Agency's Capital Fund rather than the operating budget.

Please see Chapter 10 for more detail on Capital Projects.

6.  []{#__RefHeading___Toc109101107 .anchor}Inspections

A primary goal of maintenance personnel is to keep the property in good
physical condition. Ongoing inspections are imperative to catch
potential problems before they worsen. It is the responsibility of
maintenance staff to tour the property daily and note areas of concern.
Has siding fallen off the building? Are some of the gutters clogged? Are
some of the curbs crumbling? These are all issues that should be
discovered and dealt with on a day-to-day basis through regular daily
property inspections.

In addition to these daily inspections already discussed in this manual,
more detailed inspections are done on an annual or as-needed basis,
including:

-   Annual Unit Inspections. This inspection is to be done at least on
    an annual basis to locate any potential maintenance issues as well
    as to determine the general condition of a property's unit
    interiors.

-   Pre-Move-out and Move-Out Inspections.

-   Move-in Inspections.

-   Annual Property Inspections/Detailed Common Area Inspections.

-   REAC/HUD Inspections. On a periodic basis, HUD's Real Estate
    Assessment Center (REAC) contracts with third-party contractors to
    inspect all properties. At least one week prior to a REAC
    inspection, site maintenance staff shall inspect all unit interiors
    as well as the entire property for obvious maintenance or repair
    issues and remedy all problems that are discovered. Common
    deficiencies noted during REAC inspections include: vegetation
    overgrowth, missing downspouts, water leaks, damaged doors, missing
    siding, trees or shrubs coming in contact with buildings, graffiti
    on buildings, ponding water, exposed wiring, outdated fire
    extinguisher inspections, inoperable smoke detectors, potholes in
    parking lots or roadways and neglected play areas.

    1.  []{#__RefHeading___Toc109101108 .anchor}Salvage/Disposition of
        Materials

Outdated and worn-out equipment and materials are to be disposed of if
the materials are obsolete. Please follow the disposition procedures
presented in Section 1.12 of this manual.

2.  []{#__RefHeading___Toc109101109 .anchor}Fire Code Violations

Through the use of the daily property inspection, the Housing
Manager/Maintenance Supervisor should assure that the property is free
of fire code violations. A file of fire code violations must be
maintained containing copies of completed work orders or service tickets
to demonstrate their correction.

3.  []{#__RefHeading___Toc109101110 .anchor}Emergency Snow Plan

The Maintenance Supervisor is responsible for developing an Emergency
Snow Plan. This plan should be clearly posted on the bulletin board in
each lobby. When residents move in, they are also to be given a copy of
the Emergency Snow Plan.

4.  []{#__RefHeading___Toc109101111 .anchor}Domestic Hot Water

The acceptable and energy saving temperature for domestic hot water is
115 degrees F.

5.  []{#__RefHeading___Toc109101112 .anchor}Weekend and Holiday Coverage

The Maintenance Supervisor should plan for holiday and weekend coverage
as necessary.

The Housing Manager shall request employees to submit desired vacation
days in order to make sure that the site is never left shorthanded.

[]{#__RefHeading___Toc109101113 .anchor}Chapter 9

[]{#__RefHeading___Toc109101114 .anchor}Lease Enforcement

1.  []{#__RefHeading___Toc109101115 .anchor}Overview

This chapter reviews the protocols associated with enforcing the lease.

2.  []{#__RefHeading___Toc109101116 .anchor}General Principle

The Housing Manager is responsible for assuring that the property is
well-maintained, that residents uphold their responsibilities under the
lease, and that the property is free from crime and drugs. **Remember:
The key to good lease enforcement is prompt, certain, and consistent
application of the terms of the lease, supported by strong
documentation.** The Housing Manager does not need approval from the
Regional Manager to proceed on any lease-termination for non-payment of
rent; all other lease terminations require the review and approval of
the Regional Manager.

Most lease violations can be handled quickly and informally by calling
the resident in for a conference and explaining the policy or procedure.
Others may require more formal notices and may eventually lead to
eviction.

Other than cases that are of a criminal nature or pose an immediate
threat to the health and safety of other members of the community, the
Housing Manager should generally apply the principle of progressive
lease enforcement, beginning with informal counseling and leading up to
termination of tenancy. The Housing Manager should consult the ACOP for
further itemization of these progressive lease enforcement steps.

3.  []{#__RefHeading___Toc109101117 .anchor}Notices/Process

An unlawful detainer or eviction action is a limited statutory
proceeding under State landlord/tenant law and the primary purpose is to
recover possession of real property. An unlawful detainer action may be
initiated by the landlord upon any substantial lease noncompliance by
the tenant and the appropriate notice from the landlord. The procedures
for an unlawful detainer must be strictly followed or the court will
dismiss the case. HUD's regulations are pretty comparable -- a public
housing tenant may only be evicted for "serious or repeated violation"
of the material terms of the lease.

The landlord must be able to prove that one of the notices specified in
the statute was properly served on the tenant. Service of a proper
notice is a jurisdictional condition precedent to commencement of the
action, meaning that, if the notice is not served or delivered in the
proper manner, the eviction lawsuit will not be successful. Hence, the
notice should contain an adequate description of the premises, the date
the tenancy is terminated, and should be signed by the owner or an
agent.

Violations other than Non-payment of Rent

For any violation except non-payment of rent (for non-payment of rent,
see below), the Housing Manager shall use the following notices:

-   **Notice of Lease Violation.** This notice is the first step in
    progressive lease enforcement. It is a warning notice and is
    essential in building a case for eventual eviction. This is
    generally for the first lease violation---such as playing loud music
    or failure to keep the unit clean.

-   **Lease Termination Warning - 30-day Remediation Required**. This is
    the second step in progressive lease enforcement. It advises the
    resident that, if they do not correct the situation within 30-days,
    or if they violate the lease again, their lease will be terminated.

-   **30-Day Notice of Lease Termination**. This notice is sent to
    residents after a 30-day notice to cure has been sent and conditions
    were not corrected.

-   **72-Hour Notice of Lease Termination**. This notice is sent to
    residents when a case of drug-related, or criminal activity, or a
    serious instance threatening the health and safety of the property
    has occurred.

In all circumstances, including documentation of the infraction and
management action taken, should be included in the resident file.

Whenever there is an incident that may threaten the safety of any member
of the staff, the Housing Manager shall call 911.

Non-Payment of Rent

The Housing Manager should comply with the following in enforcing rent
collections.

-   Rent is due on the 1^st^ and a late fee is assessed if rent is not
    paid by the 5^th^ business day (as provided under the lease).

-   On the 6^th^ business day, the Housing Manager issues a 14-day
    notice to all residents who did not pay in full by the 5^th^; at a
    minimum, the Housing Manager shall also contact all such households
    by phone. Partial payments shall not be accepted.

-   Delinquent accounts must be paid in full, or repayment agreement
    executed, by the end of the 14-day notice. Upon expiration of that
    notice, the Housing Manager shall immediately refer to the attorney
    to file for eviction all delinquent accounts.

-   After filing, the Housing Manager shall not cancel a case unless the
    resident pays the balance in full (collecting all delinquent rent,
    late fees, attorney's fees, and court costs).

-   Per Agency policy, a resident may not enter a repayment agreement
    more than twice a year.

-   Failure to comply with a repayment agreement is immediate cause for
    termination.

-   The Housing Manger shall use the AMIS system to generate delinquency
    reports, as needed.

How to Serve Notices

The notices must be serviced in the following manner:

-   Personal service on the tenant, or

-   Leaving a copy with the person of suitable age and discretion
    [and]{.underline} mailing a copy to the tenant, or

-   Posting a copy in a conspicuous place on the premises
    [and]{.underline} mailing a copy to the tenant.

Note: If the tenants are husband and wife, the notice should be directed
to and served on both. Additionally, in the case of elderly housing or
disabled residents, the resident may have a protective payee who would
also need to be notified.

A Note about Rent Collections Policy

Tenant rent constitutes a major portion of the revenue available to
operate the property and, as such, prompt rent payments are essential.

Methods to assure prompt payment include:

-   Clear and definite understanding between the Housing Manager and
    resident at the outset of tenancy.

-   Consistent and fair application of the policy regarding delinquent
    rent -- every time!

-   Refusal to allow special arrangements for rent deadlines.

Common reasons for collection failures include:

-   Fear of vacancy.

-   Failure to take a threatened action.

-   Confusion of personal kindness with personal responsibility to the
    owner.

-   Lack of diligence at all levels of administration.

-   Failure to complete HUD certifications accurately or in a timely
    manner.

When a resident has had several 14-day notices in a short period of
time, the Housing Manager may want to consult with the Regional Manager
in regards to the possibility of issuing a 30-day notice to terminate.
Keeping a resident with poor rent-paying habits takes entirely too much
time and effort.

1.  []{#__RefHeading___Toc109101118 .anchor}Evictions

Eviction is the legal process by which a resident has her tenancy
legally terminated by the court. There are no self-help evictions,
meaning that, to evict a household, the Housing Manager must seek
authority from the court and cannot take this action on his/her own.

When deciding to evict a household, the Housing Manager must weigh the
disruption that the resident is causing the property against the time
and costs of eviction. Once the process starts, the Housing Manager
should generally not cancel the eviction unless ordered by the court, or
because a court settlement agreement has been entered. Thus, by the time
the Housing Manager has filed for eviction, he/she has already made a
determination about the seriousness of the behavior (or non-behavior),
the costs involved, the likelihood of success, and the impact of the
outcome on other residents.

When a lease enforcement action requires formal eviction proceedings,
the Housing Manager should contact the attorney, who will advise as to
the specific steps that should be taken.

[Once a case has been filed in court, the Housing Manager should never
accept rent from that household without the Regional Manager's
approval]{.underline}.

2.  []{#__RefHeading___Toc109101119 .anchor}Legal Status Codes

Any tenant that is formally in legal status, i.e., the file has been
sent to the attorney to be put on summons list for eviction, should be
coded in the system as "SL." Additionally, any resident that is under a
repayment agreement (but not filed for eviction) should be coded as "A."
It is essential that the Housing Manager maintain updated legal status
codes so that the Agency can effectively monitor lease enforcement
activity.

3.  []{#__RefHeading___Toc109101120 .anchor}Charges

The Housing Manager is responsible for assessing damages and charges in
accordance with the posted schedule. While the maintenance personnel
recommend charges (via the work order), only the Housing Manager has the
authority to impose charges. These charges must match the Agency-adopted
schedule of charges. Per HUD regulations, these charges will not appear
(via the AMIS system) on the tenant's account until the month after
which they have been assessed.

4.  []{#__RefHeading___Toc109101121 .anchor}House Rules

The Housing Manager is responsible for posting "House Rules" for the
property. These house rules must be approved by the Regional Manager. In
addition, the House Rules must be posted for a 30-day comment period
before they can be adopted. Resident council input into the formulation
and adoption of these rules is wise prior to posting.

5.  []{#__RefHeading___Toc109101122 .anchor}Formal Resident Grievances

Residents have a right to a formal hearing if the resident disputes any
Agency action or failure to act involving the tenant's lease or Agency
regulations that adversely affect the individual resident's welfare,
duties, rights, or status. Residents are not entitled to a grievance
hearing for the following:

-   Disputes between residents not involving management,

-   Class grievances,

-   To initiate or negotiate policy changes,

-   Termination of tenancy based upon a resident's creation or
    maintenance of a threat to the health or safety of other residents
    or Agency employees, including drug-related criminal activity, or
    72-hour lease terminations, or

-   Refusal to pay rent when due, unless the amount of rent charged is
    in dispute.

Any grievance shall be personally presented in writing to the management
office so that the grievance may be discussed informally and settled
without a hearing. This shall be done by the resident within 14 days of
any dispute.

Once a discussion has been completed, management prepares and sends to
the resident an Informal Settlement of Grievance Hearing Summary within
5 days.

If the complainant is not satisfied with the proposed disposition of the
informal grievance, she shall request in writing a formal grievance
hearing within 14 days of receipt of summary of discussion referred
above, specifying the reasons for the grievance and the action or relief
sought. If the resident does not request a hearing, the Agency's
proposed disposition of the grievance shall be final. Once requested by
the resident, the Housing Manager shall contact the Regional Manager for
a hearing officer. Generally, these hearings are arranged within three
days of request and the decision of the hearing officer will be made
within 48 hours of the hearing.

1.  []{#__RefHeading___Toc109101123 .anchor}Alterations to Unit

Residents shall not make alterations to the interior or exterior of the
unit without prior written approval of Management. Such unauthorized
alterations include: changing or removing appliances, fixtures, or
equipment; adding paint or wallpaper; shelves, screen doors, or other
permanent improvements; installing washers, dryers, fans, satellite
dishes, heaters, or air conditioners; aerials or antennas; carpet;
locks; fences or swimming pools (exterior). Residents should be
encouraged to discuss this lease requirement with Management if they
have any doubt.

2.  []{#__RefHeading___Toc109101124 .anchor}Disposition of Abandoned
    Property

Management may enter a unit for a reasonably necessary purpose after a
seven (7) day absence of the resident. Once entered, if the unit appears
abandoned (for example, the removal from the unit of significant amounts
of furniture and belongings), management must send a seven-day notice of
abandonment, advising the resident that the unit appears to have been
abandoned and that the lease will be terminated effective seven days
following the date of the letter. The notice should also state that the
abandonment of a unit is a serious threat to the health and safety of
other residents. After the expiration of the time limit set in such
notice, management may regard the lease as terminated. If it is clear
that the unit is unoccupied, management may take possession.

The Agency may always remain liable for the wrongful conversion of a
resident's property if household furnishings or personal effects are
removed from the unit without consent of the resident or under the
authority of a court order. The law provides that a resident's ownership
of personal property does not end when the lease is terminated. A
resident is allowed under the law a "reasonable amount of time" to
remove personal property from the unit after the lease has been
terminated.

The following list is the sequence of events that must take place when
removing personal property from empty units. It must be clearly
understood that Agency personnel are strictly forbidden to take any
items left in a unit for their own use or to sell.

-   The Maintenance Supervisor inspects the vacated unit and take
    pictures of every room.

-   If during the inspection it is found that the resident has left
    behind any property, the Maintenance Supervisor itemizes these items
    and attaches the sheet to the inspection report.

-   The property must be stored for 30 days before being disposed of. If
    the resident claims the property within 30 days, it shall be
    returned to the resident. Trash, or property with no value can be
    disposed of immediately. Items should be disposed of in one of the
    following ways: (1) donated to some charitable organization, or (2)
    taken to the city dump.

-   Disposal of the property requires approval of the Regional Manager.

[]{#__RefHeading___Toc109101125 .anchor}Chapter 10

[]{#__RefHeading___Toc109101126 .anchor}Security Programs

1.  []{#__RefHeading___Toc109101127 .anchor}Overview

This chapter covers the general security of the property, as well as the
elements common to a good security program. Good property maintenance
and lease enforcement will help considerably in this effort. Clean,
well-kept properties discourage criminal activity.

Regardless of what problems are experienced on the property, it is
critical to eliminate drug activity for the property to be managed in
accordance with Agency goals. Because of the unique nature of the
problem, the Housing Manager should contact the Regional Manager to
initiate discussions on how the problem will be best handled, and what
type of long-range plans can be implemented to remove the problem
permanently.

Security guards are a last recourse since the cost and level of
supervision of security staff is often greater than the benefit.
Building monitors, local security programs such a Neighborhood Watch,
security lighting, security door entry, and other such security measures
are preferable. If security is a problem at the property, contact the
Regional Manager to determine how security issues can best be resolved
and which methods will produce the best results for the problems
experience.

[]{#__RefHeading___Toc109101128 .anchor}10.2. Security Program

Generally, a good security program addresses the following elements:

-   Daily patrol of grounds

-   Graffiti removal

-   Controlled vehicular access to the site

-   Restricted and assigned parking

-   Lighting

-   Signage

-   Site, building, and unit access control

-   Security equipment

-   Courtesy officer service

-   Resident programs

-   Partnerships with local law enforcement

-   Photo identification for employees

-   Consistent lease enforcement

Each property's security program will be governed by the needs at the
particular property and the budgetary resources available, as well as
the source of funding.

3.  []{#__RefHeading___Toc109101129 .anchor}Daily Patrol of Grounds

The Housing Manager shall patrol the grounds of the property daily,
noting any signs of disorder---such as vandalism, graffiti, broken
glass, trash, etc.---and taking actions needed to correct them.

4.  []{#__RefHeading___Toc109101130 .anchor}Graffiti Removal

Graffiti shall be removed from the property within 24 hours. Keeping a
property clean and orderly-looking is a deterrent to vandalism.

5.  []{#__RefHeading___Toc109101131 .anchor}Restricted Parking

The Housing Manager should ensure that both illegally parked and
abandoned vehicles are removed promptly from the property. The Housing
Manager should also prohibit automotive repairs in parking lots (oil
changes, etc.). Additionally, the Housing Manager should adopt and
enforce restricted parking rules, as appropriate.

6.  []{#__RefHeading___Toc109101132 .anchor}Lighting

The Housing Manager is responsible for periodically conducting night
inspections of the property to assure that all exterior lights are in
working order. The Housing Manager should also discuss with the resident
organization, police, and others of the appropriateness of existing
exterior lighting arrangements. Strategic, vandal-resistant lighting
will offer criminals fewer places to hide on the property, and will help
residents feel safer outside their homes at night.

7.  []{#__RefHeading___Toc109101133 .anchor}Signs

Signs reminding residents of house rules, such as "No Loitering" and "No
Trespassing", should be posted and enforced throughout the property. In
addition, a good signage program (see Chapter 2) that results in strong
curb appeal is an indication that a property is well-kept and does not
tolerate criminal activity.

8.  []{#__RefHeading___Toc109101134 .anchor}Access Control

It is important to control access to the property's site, building, and
individual units. Unauthorized persons should not have easy access to
the site or residents' living space. Attractive, sturdy, well-planned
fencing around the property's perimeter, maintaining secured doors to
multiple-unit entrances, and quickly responding to residents' reports of
broken locks on the entrance doors of their units are among the items
that can restrict access. For buildings with entrances to multiple
units, Housing Managers should determine the feasibility of installing
an intercom or similar call-up systems, if not already installed. The
Housing Manager should consider the most appropriate treatment given
budgetary resources and other needs. Whatever system is adopted, it is
important to keep it in good repair.

Controlling Access in High-Rises for the Elderly

All high-rise buildings for the elderly have intercom systems at the
entrance door, allowing guests to "ring" the resident. The intercom
systems are hooked up to the resident's regular phone. Because these
phones are a required utility, they are part of the resident's utility
allowance calculation.

All high-rise buildings for the elderly also have card-access systems
for residents.

Vacant Units

The Housing Manager should assure that all "Not ready" units are
well-secured at all times.

9.  []{#__RefHeading___Toc109101135 .anchor}Security Equipment

Security equipment, such as closed-circuit television, shall be properly
maintained at all times and checked daily to ensure that equipment is in
working order. The Housing Manager should, as necessary, include
equipment purchases and repair in the site's annual budget.

10. []{#__RefHeading___Toc109101136 .anchor}Courtesy Guard Service

In conjunction with the annual budget process, the Housing Manager
should decide whether courtesy guard service is needed and whether funds
are available in the operating budget.

Hiring courtesy service is similar to procuring anything else for the
property. The Housing Manager must follow the required procurement
procedures, as described in Chapter 11 of this report.

Monitoring Courtesy Guard Contracts

The Housing Manager should establish appropriate "post orders" for
nighttime guard service when management is not available to physically
supervise the courtesy guard. These orders should include: what the
guard should do and when, and what report he/she should have ready for
the Housing Manager at the end of his/her shift. Guards should always be
in uniform, wearing identification badges in an obvious and easy to read
place on the front of their uniforms. Typically, the courtesy guards
travel through the property several times between the hours of 6 p.m.
and 8 a.m. They also check the doors at specified times, e.g., to lock
up the laundry at 10 p.m. and to check to see that all offices are
secure. Additionally, most courtesy guard services are authorized to tow
a car parked in the fire lane or someone's assigned space.

11. []{#__RefHeading___Toc109101137 .anchor}Resident Programs

Resident participation is one of the keys to successful security
programs. The Housing Manager should seek the input and participation of
residents in developing a security plan. The Housing Manager should also
seek outside sources of funds for youth intervention and prevention
programs that might assist with crime reduction.

12. []{#__RefHeading___Toc109101138 .anchor}Law Enforcement

The Housing Manager shall establish close communication with local law
enforcement and encourage police officers to provide residents with
activities (such as community policing) that will foster a good
relationship between them and law enforcement officials. The Housing
Manager may want to work with the officers assigned to their areas to
encourage regular patrols throughout the development, and work with
residents to encourage cooperation with law enforcement efforts.

13. []{#__RefHeading___Toc109101139 .anchor}Tracking Crime

As required under PHAS, the Agency must maintain a system of monitoring
criminal activity (arrests, calls for service, etc.). Each time that the
Housing Manager is notified of an arrest on the property, an entry
should be made to the electronic security log for the property. It is
the responsibility of the Housing Manager to take appropriate follow-up
action in all cases and to update the security log accordingly.

A crime file containing police reports of all activity in and, if
possible, around the property, should be kept and used in the
development and modification of the security program as needed.

14. []{#__RefHeading___Toc109101140 .anchor}Photo Identification

All staff shall wear their photo identification badges at all times.
Residents should be reminded only to allow those employees with
identification badges, worn visibly, to enter their units.

15. []{#__RefHeading___Toc109101141 .anchor}Lease Enforcement

Lease enforcement is critical to the success of any security plan.
Damage or destruction of property, engaging in illegal activities on the
property, and failure to respect the privacy of other tenants and their
quiet enjoyment of the property are lease violations that directly
affect security and safety on the property. The Housing Manager should
to respond to such violations quickly, fairly, and consistently.

16. []{#__RefHeading___Toc109101142 .anchor}Office Security

A security plan for a development should also consider security for the
site office and maintenance shop. Each office should be alarmed and
fitted with proper security hardware.

17. []{#__RefHeading___Toc109101143 .anchor}Incident Reporting

All out-of-the ordinary incidents should be recorded on the "Incident
Report" form and forwarded to the Regional Manager within 24 hours of
occurrence (see Chapter 2).

[]{#__RefHeading___Toc109101144 .anchor}Chapter 11

[]{#__RefHeading___Toc109101145 .anchor}Procurement

1.  []{#__RefHeading___Toc109101146 .anchor}Overview

This chapter explains the requirements and expectations of the Housing
Manager in the area of procurement or purchasing.

2.  []{#__RefHeading___Toc109101147 .anchor}Ethics in Public Procurement

The procurement policies of the Agency prohibit any employee of the
Agency from participating in the selection of a vendor or the award of a
contract, quote, bid or RFP if a conflict, real or perceived, would be
involved. Such conflict would arise when a financial interest in the
firm selected is held by the employee, his family, partner, or any
organization that employs, is negotiating to employ, or has an
arrangement concerning future employment with any of the persons listed.
The policy also prohibits employees participating in the procurement
process from soliciting or accepting gifts, gratuities, favors, and
kickbacks from current or potential vendors or contractors.

The Housing Manager shall ensure that all employees under his/her
direction are fully familiar with these prohibitions. Any employee who
believes he/she may have an actual or perceived conflict of interest
with respect to a specific procurement, or who is offered a gift,
gratuity, favor, or kickback by a vendor or contractor, shall
immediately bring the situation to the attention of the Regional
Manager.

+-----------------------------------------------------------------------+
| **ETHICS AND BUYING**                                                 |
+=======================================================================+
| -   Maintaining good relationships with your vendors in important.    |
|     They can let you know about new products, shortages, upcoming     |
|     price increases, etc.                                             |
|                                                                       |
| -   It is easy to become overly friendly and relaxed with vendors.    |
|     Successful sales people are usually fun to be with and to talk    |
|     to. In working with sales people, buyers have to be conscious of  |
|     maintaining both positive and professional relationships with     |
|     vendors. Because we have, or are perceived to have, access to     |
|     company purse strings, buyers may be more tempted to cross        |
|     certain ethical lines.                                            |
|                                                                       |
| -   Vendors may bring freebees or gifts when they visit. If they      |
|     offer a little bit of inexpensive food, you can put it in the     |
|     office to share. If they offer a free cup, hat, flashlight, or    |
|     other token with a logo, it is best not to use or wear the item,  |
|     because it can appear that the Agency is biased towards that      |
|     vendor. Tell the vendor you are donating the item on their        |
|     behalf. Ongoing office perks, like regularly delivered coffee,    |
|     cannot be accepted. You can always use the line, "The best gift   |
|     you can provide us is great pricing and excellent service."       |
|                                                                       |
| -   As a general practice, don't go to lunch with your vendors,       |
|     particularly if they pay but even if they don't. Buyers need to   |
|     avoid even the appearance of bias, or that they may be willing to |
|     accept gifts or perks that could affect their buying decisions.   |
|     Don't worry about offending sales reps. It is common for          |
|     businesses to prohibit vendor lunches, both because it could      |
|     create a poor appearance and also so that staff who are           |
|     purchasing goods/services are not receiving benefits not          |
|     available to other staff.                                         |
|                                                                       |
| -   Never accept free tickets to games or shows, substantial gifts    |
|     sent directly to your home or other valuable items or perks. By   |
|     accepting gifts, you risk the Agency's reputation as well as your |
|     own. If you accept a gift or perk that you wouldn't want a manger |
|     or supervisor to know about, you've probably crossed an ethical   |
|     boundary.                                                         |
|                                                                       |
| -   Do not request or accept special pricing when buying items for    |
|     yourself, if the special price is due to the fact that you are an |
|     Agency employee. Don't advertise your position if you are not     |
|     buying for the agency.                                            |
+-----------------------------------------------------------------------+

1.  []{#__RefHeading___Toc109101148 .anchor}Procurement Planning

Procurement planning is part of the annual budget process. Advance
procurement means that goods and services are in place when and where
they are needed, at a competitive price, and within the resources
available of the approved operating budget.

In planning for a property's annual procurement needs, the Housing
Manager reviews (a) the unit inspections, (b) work orders (completed and
outstanding), and (c) the record of spending (materials, equipment,
services, etc.) of prior 12 months.

Once the budget is approved, the Housing Manager establishes a schedule
for requisitioning goods and services to ensure that goods and services
are available when needed, but will not result in the stockpiling of
excess supplies or the lapse of services.

2.  []{#__RefHeading___Toc109101149 .anchor}Authorization Levels

Subject always to availability of funds in the property's budget, the
Housing Manager has authorization to spend up to \$200 without approval
from the Regional Manager. The Regional Manager then has authorization
up to \$5,000 and the Director of Property Management up to \$25,000.
Amounts above \$25,000 must be approved by the Agency Director.

The above signatures (for amounts above \$200) are recorded on the
Purchase Order Approval Form, which also serves as the documentation for
the cost and price analysis (Exhibit 11.1\>. Please note that this form
is presented to the appropriate levels at the time that the Housing
Manager is ready to make an award, i.e., the Housing Manager has already
completed the steps outlined in this chapter, including the bid
tabulation and recommendation. The Housing Manager is not required to
obtain approvals to solicit quotes or proposals; however, no Housing
Manager shall solicit quotes/proposals/qualifications for products for
which there are no funds budgeted or available or for which the work
clearly will not be authorized.

Making an Award

When the Housing Manager receives quotes back, the vendor can be
selected. How does a Housing Manager choose a vendor? He should always
make an award to the lowest, most responsible vendor. In addition to the
actual price, factors to be included in choosing the best vendor
include:

1.  Lowest delivered cost to the Authority

2.  Fastest delivery (if this is important)

3.  Reliability

4.  References

If your purchase is over \$500, and you are recommending an award to
anyone other than the lowest-priced vendor, you will document your
decision on the Purchase Order Approval Form.

1.  []{#__RefHeading___Toc109101150 .anchor}Procurement Methods

The method used to ensure that the Authority obtains the most
responsible and responsive offer in each procurement action will depend
upon the type and price of the procurement. While the Housing Manager
may initiate procurement at any level of expenditures supported by the
approved budget and authorized according to the procurement threshold
requirements, the role of site staff will vary depending on the value
and type of procurement.

  ----------------------- -----------------------------------------------
  **PURCHASE AMOUNT**     **PROCUREMENT METHOD**

  Less than \$50.00       Petty cash. Require receipt from vendor.
                          Receipt must be attached to completed petty
                          cash log/replenishment request.

  \$50.00 to \$500.00     One reasonable price quote. Purchases of this
                          nature should be equally distributed among
                          qualified vendors to assure competition, if
                          practical.

  \$500.00 to \$2,500.00  Three quotes (fax, written, or e-mail). If
                          three quotes cannot be obtained, or is
                          otherwise impractical, approval is required
                          from Regional Manager. Oral quotes may be
                          obtained for building materials and supplies
                          but not for services.

  \$2,500.01 to \$100,000 A minimum of three written quotes. Fax and
                          e-mail quotes may be accepted.

  Over \$100,000          Formal advertisement and sealed bid.
  ----------------------- -----------------------------------------------

2.  []{#__RefHeading___Toc109101151 .anchor}Technical Description and
    Specifications for Procurement

It is the responsibility of the site staff to put together the package
of technical specifications that describes the material, equipment or
service being procured. When the item or service is relatively simple,
e.g. "purchase 15 dead-bolt lock-sets", "prune all the trees on the
development", site staff may need no further assistance from the
Regional Manager.

The description of what is needed should be clear and concise. For
commodities, writing the description should be a straightforward
process: if the employee writing the specification is unclear about
terminology, a standard catalog, or previously purchased item, can
generally be used as a reference. However, even relatively simple items
can be complex to specify if an attempt is being made to match things
already in use on the site. Brand names cannot be specified without an
"or equal" clause, so a detailed technical and performance specification
may be needed to assure receiving a matching item.

For services, there is generally no standard reference, and the employee
should not assume that there is general agreement as to what constitutes
adequate performance. The specifications should include:

-   a detailed description of the service to be performed

-   the time frame for performance, e.g., "within 4 hours of the
    emergency request", "twice weekly from April to October", "whenever
    the grass is over 2\" high"

-   time estimate required to complete the task(s)

-   who will supply the materials and equipment

-   standards to be applied

-   wage determination, where applicable (see below)

When the procurement involves major work on buildings structures,
building envelopes or systems, an engineering expert may be needed to
prepare the specification and, when needed, plans. In this case, the
Housing Manager shall contact the Regional Manager. Examples would
include elevator repairs, replacement of a sewer lateral, or
installation of new AC system in a community center.

All specifications are to be included in the standard Request for Quotes
Form that is sent to potential bidders \<Exhibit 11.2\>.

+-----------------------------------------------------------------------+
| **Tip**: One of the most common ordering mistakes is ordering the     |
| wrong quantity or wrong unit of measure. Be careful that you don't    |
| order a carton instead of an "each". You can always order by the      |
| "each" to be safe.                                                    |
|                                                                       |
| **Tip:** The better the description, the better the procurement.      |
| Don't ask for Mower Bags. Ask for Grass Bags for Toro Mowers #8-2759. |
+-----------------------------------------------------------------------+

Make sure the vendor knows that you want the price to include the price
of delivery.

1.  []{#__RefHeading___Toc109101152 .anchor}Cost and Price Analysis

For all purchases estimated to cost more than \$2,500, the Housing
Manager must complete an independent estimate of the proposed cost prior
to the solicitation of bids. For complex purchases, this estimate should
be prepared on the Cost Estimate Form. Also, once quotes/bids are
received, the Housing Manager must determine that the price is
reasonable. Generally, receipt of quotes from a reasonable number of
vendors should be sufficient to establish price reasonableness (market
forces). However, if sufficient competition is not received, the Housing
Manager will need to demonstrate through other means that the price is
reasonable.

For smaller purchases, where no separate documentation is needed, the
Housing Manager's signature on the purchase order testifies that the
price received is considered reasonable.

2.  []{#__RefHeading___Toc109101153 .anchor}Blanket Contracts (i.e.,
    Pre-Established Contracts)

Before initiating any procurement, the Housing Manager should determine
whether the goods or services requested are already covered under an
existing blanket purchase order or indefinite quantity contract. If so,
the price has already been determined to be reasonable and the vendor
has already been selected; therefore, pre-selected contracts for
goods/services (blankets) should be utilized in lieu of solicitations,
unless the Housing Manager receives approval from the Portfolio Manager.

The Agency generally maintains blanket contracts on the following
goods/services:

+-------------------------+-----------------------+-------------------+
| **SERVICES**            | **MATERIALS/GOODS**   | **EQUIPMENT**     |
+-------------------------+-----------------------+-------------------+
| -   Cleaning vacant     | -   Paint and drywall | -   Vehicles      |
|     units (priced by    |                       |     (State        |
|     unit size)          | -   Lumber -- rough   |     contract)     |
|                         |     and finish        |                   |
| -   Painting (vacant or |                       |                   |
|     occupied units,     | -   Electrical,       |                   |
|     common areas)       |     plumbing and HVAC |                   |
|                         |     supplies          |                   |
| -   Flooring repairs    |                       |                   |
|     (including          | -   Hardware; all     |                   |
|     materials, priced   |     types             |                   |
|     by square foot)     |                       |                   |
|                         | -   Flooring          |                   |
| -   Landscaping, yard   |                       |                   |
|     maintenance, and    | -   Appliances        |                   |
|     snow removal        |                       |                   |
|     (priced by specific | -   General           |                   |
|     task and frequency) |     maintenance       |                   |
|                         |     materials         |                   |
| -   Elevator            |                       |                   |
|     maintenance (per    |                       |                   |
|     elevator, annually  |                       |                   |
|     with hourly rate    |                       |                   |
|     for skilled         |                       |                   |
|     personnel)          |                       |                   |
|                         |                       |                   |
| -   Extermination       |                       |                   |
|     (priced by number   |                       |                   |
|     of units and        |                       |                   |
|     frequency)          |                       |                   |
|                         |                       |                   |
| -   Applicant screening |                       |                   |
|     (per applicant)     |                       |                   |
|                         |                       |                   |
| -   Boiler maintenance  |                       |                   |
|     (per boiler, per    |                       |                   |
|     year)               |                       |                   |
|                         |                       |                   |
| -   Legal services      |                       |                   |
|                         |                       |                   |
| -   Audit services      |                       |                   |
|                         |                       |                   |
| -   Uniforms            |                       |                   |
+-------------------------+-----------------------+-------------------+

The advantage of a blanket contract is that the Housing Manager does not
actually need to procure the work since that function has already been
performed. A list of these blanket contracts can be found on the
"shared" drive and copies are distributed to all properties.

Blanket contracts are monitored and administered by a contract monitor.
In most cases, the contract monitor is the Director of Property
Management. Blanket contracts represent a binding agreement between the
Agency and contractor. Going "off contract" is not permitted unless the
contractor cannot supply goods or services in a timely fashion. In this
case, the contract monitor shall be consulted before any action is
taken.

If a Housing Manager is going to use a blanket contract, he should, for
the purposes of the AMIS computer, complete the same Purchase Order
process as is done for any other purchase.

1.  []{#__RefHeading___Toc109101154 .anchor}Section 3

Section 3, as explained in 24 CFR, part 135, specifically promotes
economic opportunities for low-income residents and certified low-income
businesses. For work funded either with Operating or Capital Fund
proceeds, housing authorities must provide, to the greatest extent
feasible, training and employment opportunities to Section 3 residents
and businesses.

In the area of procurement, the Housing Manager must make sure that, to
the greatest extent feasible, the Agency provides opportunities for
qualified Section 3 firms. A qualified Section 3 firm is one that meets
the following requirements:

-   At least 30% of the firm's employees are low-income, or

-   51% of the business is owned by residents, or

-   The firm subcontracts with a Section 3 business concern for at least
    25% of the value of the work.

The agency maintains a list of qualified Section 3 business concerns and
also conducts regular outreach efforts. Whenever the Housing Manager
learns of another qualified vendor, the Housing Manager should attempt
to add that vendor to the qualified list.

In accordance with the Agency's purchasing policies, Section 3 does not
apply to purchases:

-   Of less than \$25,000,

-   Involving only goods and supplies (Section 3 involves only
    professional services or other labor contracts).

For all contracts involving labor that are expected to be worth at least
\$25,000, at least one of the three required quotes shall be requested
from a Section 3 eligible firm (unless no Section 3 eligible firm is
available).

In all cases, the purchasing file should include documentation with
respect to Section 3 efforts, including, if applicable, explanations for
why Section 3 eligible firms were not solicited.

Once a contract is awarded, vendors have a responsibility to provide
opportunities to qualified Section 3 residents for any "new positions"
created under this work. Sometimes, the contract may not result in "new
hires" (the vendor may simply be using a worker assigned to another job
to complete the requested job). Under these circumstances, the vendor
will simply be asked to certify that no new positions are created and no
further responsibilities of the vendor in this area are required.
However, if the work will require "new hires", the vendor will be
expected to make good faith efforts to hire at least 30% "Section 3
residents." A "Section 3 resident" includes any one of the following:

1.  residents living in the housing development receiving the Section 3
    funding;

2.  residents of other Agency developments;

3.  participants of HUD YouthBuild programs situated in the Section 3
    location;

4.  residents of neighborhoods in or around the property where Section 3
    service or project will be located; and

5.  individuals in the area where the Section 3 project is assisted
    under the Stewart B. McKinney Homeless Assistance Act.

    1.  []{#__RefHeading___Toc109101155 .anchor}Minority Business
        Enterprise Program

It shall be the practice of the Agency to actively support and promote
Minority Business Enterprises (MBEs), Women's Business Enterprises
(WBEs), and Resident-owned Businesses (ROBs). A MBE is a business
enterprise that is fifty-on (51%) percent or more owned, controlled, and
actively operated by one or more persons who are classified as part of a
racial or ethnic minority group or 51% or more owned, controlled and
actively operated by a woman/women.

The following strategies will help a housing site accomplish the MBE
goal:

1.  Active participation in minority chambers of commerce functions

2.  Regular interaction with City and State EEO office and associated
    vendor fairs

3.  Actively contacting and including all qualified MBE/WBE contractors
    to the greatest extent feasible.

4.  Advertising within the local print media and insertion of business
    opportunities on Agency website

The Agency compiles and maintains a list of local MBE/WBE/ROB companies
that is maintained on the "shared" drive. To the maximum extent
feasible, the Housing Manager shall seek to include MBE/WBE/ROB firms in
each solicitation. The Housing Manager shall, where appropriate and
feasible, encourage majority firms to partner with minority firms.

Businesses can self-certify to their status; therefore you do not need
to seek independent certification. Business certifications are
identified on the New Vendor Registration Form \<Exhibit 11.3\>.

1.  []{#__RefHeading___Toc109101156 .anchor}Wage Rate Requirements for
    Maintenance Work

All maintenance contracts with a value of \$2,000 or greater must pay
workers prevailing rates as determined by HUD for all maintenance
classifications. These HUD-determined rates are issued each year on
HUD-Form 52158, posted on the "shared" drive. Prior to soliciting
quotes, the Housing Manager must insert the appropriate wage
determination in the request for service.

A separate wage determination, known as Davis Bacon, is established for
work that is classified as construction (as opposed to routine or
non-routine maintenance) and with a value that will exceed \$2,000. For
these construction-related contracts, the Housing Manager shall contact
the Regional Manager.

Exempted Contracts

The following contracts, as per HUD guidelines, are specifically
exempted from these prevailing wage requirements for maintenance:

-   Extermination

-   Security guard service

-   Dumpster/trash pick-up

-   Alarm systems

-   HVAC (routine service/testing)

-   Unit and building inspections/testing

-   Copier/office equipment maintenance

-   Vehicle service/repairs

-   Vehicle maintenance

Process

To assure compliance with HUD's maintenance wage requirements, the
Housing Manager should observe the following:

1.  Manager determines if contract is applicable (i.e., it includes
    maintenance labor, is not specifically excluded, and exceeds \$2,000
    in value).

2.  Include with the bid or request for quotes both the HUD-determined
    wage rate from the HUD-52158 as well as the Maintenance Wage Rate
    Contract Addendum. If the work includes a classification not
    provided on the HUD-52168, the Manager shall contact the Regional
    Manager for an appropriate classification.

3.  The vendor is selected and signs, along with the purchase order or
    contract, the appropriate wage-rate addendum.

4.  Manager will conduct at least one (1) wage interview, (2) file
    review at the vendor's offices, or (3) require the vendor to submit
    certified payrolls for a random number of weeks to gauge compliance.

    1.  []{#__RefHeading___Toc109101157 .anchor}Insurance

The successful contractor, before start of work, must submit a
certificate of insurance, naming the Agency as an additional insured.
These mandatory insurance provisions are contained on the Request for
Quotes form (if a new vendor) or are part of the submissions included
with the Vendor Registration Packet. In general, each successful
contractor must carry:

-   General Liability: \$1,000,000 per occurrence for bodily injury,
    personal injury and property damage, and an aggregate limit of
    \$2,000,000.

-   Automobile Liability: \$1,000,000 per accident for bodily injury and
    property damage.

-   Employer's Liability: \$1,000,000 per accident for bodily injury or
    disease

-   Errors and Omissions Liability (if necessary): \$1,000,000 per
    occurrence and an aggregate limit of \$1,000,000.

If the contract involves motor vehicles or mechanized equipment for
operations, then the contractor shall provide Bodily Injury insurance as
well.

If a Housing Manager uses a blanket contract for procurement, he can
assume that documented insurance standards have been met.

1.  []{#__RefHeading___Toc109101158 .anchor}Codes and Laws

The contractor must agree that all work performed under the Agreement
shall be in strict compliance with applicable laws, codes, ordinances,
rules, regulations, and requirements of federal, state, county and
municipal authorities. For example: OSHA requires contractors to have
safety manuals on each work site. If contractor performs any work
contrary to such laws, codes, ordinances, rules, regulations, or
requirements, the contractor shall bear all costs arising or resulting
there from.

2.  []{#__RefHeading___Toc109101159 .anchor}Certifications and Permits

It is the responsibility of the contractor to have in his possession all
applicable permits, licenses and other certifications prior to
commencement of work. The Agency may ask for all such documents prior to
executing a contract or awarding a Purchase Order.

The Agency is never liable to the contractor for any work performed by
the contractor that was not covered under authorized certifications and
appropriate and necessary permits.

3.  []{#__RefHeading___Toc109101160 .anchor}Identifying and Soliciting
    Vendors

Vendors may be identified through formal/informal advertisement, through
knowledge of qualified vendors, or through the existing Agency vendor
screen on AMIS.

Once a vendor is identified, the Housing Manager is responsible for
checking all vendors against the HUD Barred List (excluded parties) for
eligibility by using the website [www.epls.gov](http://www.epls.gov/).
The Purchase Request Form contains a certification that the Housing
Manager checked HUD's barred list before recommending an award.

All first-time vendors must complete the New Vendor Registration Form.

+-----------------------------------------------------------------------+
| **Working with Sales Representatives**                                |
+-----------------------------------------------------------------------+
| A great sales representative can make your week. A poor one can be    |
| frustrating, expensive, and a waste of time.                          |
|                                                                       |
| -   Meetings: Plan for the meeting. Make a list of what the rep can   |
|     do for you (within reason): for example, product research. A      |
|     sales rep may believe that the longer they talk to you, the       |
|     better it is for them. Control your time. Set a time limit and    |
|     stick to it. Only meet when it is beneficial to you. Vendors that |
|     come once a week may not be doing you a favor. Make a list of     |
|     good and bad incidents that have occurred with the vendor and     |
|     inform the rep in a professional and straightforward manner.      |
|                                                                       |
| -   Be direct and fair about what you want and need.                  |
|                                                                       |
| -   Don't be convinced to buy products that you don't need just       |
|     because they are new or an on sale.                               |
|                                                                       |
| -   Don't think that you owe the vendor a sale if they have spent     |
|     time working with you on a genuine need. If you are worried, be   |
|     clear to the rep that he/she may not get the sale, even if they   |
|     have spent time on it. This is part of their job. A good rep will |
|     know that service will pay off in the long run.                   |
|                                                                       |
| -   Don't become so friendly with a vendor that you hesitate to work  |
|     with a competitor.                                                |
+-----------------------------------------------------------------------+

Minority vendors also are identified through the City's MBE/WBE
Directory. Preexisting vendor lists carry no guarantees a vendor is not
on the barred list.

The actual solicitation will be issued on the Agency's standard Request
for Quotes form. To this Request for Quotes, the Housing Manager shall
attach all required documents, certifications, wage-determinations,
etc., applicable to the procurement.

Getting Quotes from Vendors

Once the vendor has been identified (for purchases under \$500 that
require only one reasonable quote), the Housing Manager may either
orally verify price and terms and then fax/mail to the vendor a Purchase
Order to confirm the purchase or, for more complicated purchases,
provide the vendor with a Request for Quotes form. The Request for
Quotes Form includes all required language regarding insurance
requirements, payment procedures, etc.

For purchases over \$500 where more than one quote is required, the
Housing Manager will generally issue to each potential bidder/respondent
the Request for Quotes Form. The exception is those relatively simple
purchases of less than \$2,500 where an oral quote is sufficient, e.g.,
supplies and materials. In these instances, the Housing Manager will
confirm the oral quote by sending to the vendor a Purchase Order.

All agency vendors have been instructed not to accept orders without a
PO number.

Delivery Arrangements

The Housing Manager will need to work out delivery arrangements with
vendors if there won't always be someone at the site during regular
delivery hours. It may be possible to specify a window of time for the
delivery on a certain day. Provide the vendors with a cell phone number
of someone that they can call when they are ready to deliver.

1.  []{#__RefHeading___Toc109101161 .anchor}Vendor Registration

All new vendors must submit a vendor registration packet to Accounting.
This packet includes:

-   Completed W-9 form (Note: for vendors what are sole proprietors, the
    "Business Name" line must be completed with the individual's name,
    which can be followed with the company name under which they are
    doing business as.)

-   New Vendor Registration Form

-   Business License

-   Proof of Insurance

-   Contractor's License (virtually all service providers with the
    exception of cleaners)

    1.  []{#__RefHeading___Toc109101162 .anchor}Justification of Award
        to Other than Lowest Bidder

When a contract is awarded, it must be awarded to the most *responsive
and responsible* lowest bidder. Selection of contractors is not based
solely on the bidder's cost proposal. However, determining factors other
than price must be stated in the request for bid/quote. Reviewers must
also take into consideration the work experience of the bidder as well
as the quality of work. Reference checking is an important part of the
selection process.

An explanation/justification for selecting a bidder other than the
lowest priced must be included with the Purchase Order Approval Form.
This information must also be maintained in the bidder's contract file.

2.  []{#__RefHeading___Toc109101163 .anchor}Non-Competitive Purchasing

There are four types of non-competitive purchasing:

1.  Emergency

2.  Special Market Conditions

3.  Sole Source

4.  Only one quote/bid received

###### 

+----------------------------------+-----------------------------------+
| **TYPE**                         | **EXAMPLE**                       |
+----------------------------------+-----------------------------------+
| **Emergency:**                   | A car hits a post holding up a    |
|                                  | deck and the post needs immediate |
| Defined as a situation where     | shoring to keep the deck from     |
| time is of the essence in        | collapsing. Maintenance figures   |
| preventing serious injury to the | that \$3000 of lumber is needed   |
| Agency or threatening the        | to shore up the post before a     |
| public's health, welfare or      | contractor can come out and       |
| safety. All emergency purchases  | repair. Once getting approval     |
| must be approved by the Regional | that this situation is an         |
| Manager.                         | "emergency", you may purchase the |
|                                  | lumber from the hardware store    |
|                                  | w/o having to get 3 bids for      |
|                                  | lumber.                           |
+----------------------------------+-----------------------------------+
| **Special Market Conditions:**   | Joe's hardware is going out of    |
|                                  | business and every item is half   |
| Defined as a situation where a   | price for two days. You need      |
| vendor can offer goods and/or    | \$2000 (at normal pricing) of     |
| services at reduced prices for a | lawn and garden supplies and can  |
| limited time that cannot be      | obtain these items at Joe's for   |
| reasonably matched by another    | \$1000, so you do not need to get |
| vendor; e.g. "fire sale."        | three quotes.                     |
+----------------------------------+-----------------------------------+
| **Sole Source:**                 | Some of the sod for the grounds   |
|                                  | at a community center is in need  |
| Defined as goods and/or services | of replacement but in order to    |
| are of such a unique nature that | match the existing sod, only      |
| only one vendor or company can   | Schmidt's Sod carries the         |
| provide the goods and/or         | specific product that matches     |
| services.                        | your specifications. You may      |
|                                  | purchase at Schmidt's w/o         |
|                                  | obtaining 2 other quotes for sod. |
+----------------------------------+-----------------------------------+
| **Only one quote/bid received:** | You send out 3 vendor quote       |
|                                  | sheets to replace some fencing    |
| Can use the goods and/or         | that was crushed by an Agency     |
| services of the sole respondent  | dump truck. Only Garcia Bros.     |
| if it is reasonably shown that a | responds with a quote. The fence  |
| re-solicitation is not in the    | is protecting the dumpsters and   |
| best interests of the Agency.    | is needed to be replaced ASAP and |
|                                  | to try to get other quotes would  |
|                                  | delay the installation of the     |
|                                  | fence and the dumpsters are too   |
|                                  | tempting a target for vandalism.  |
|                                  | You can buy the fencing from      |
|                                  | Garcia Bros. because they can     |
|                                  | deliver and install the same day. |
+----------------------------------+-----------------------------------+

Each of the above situations needs a memo to the file detailing the
circumstances, conditions and results of each transaction.

Emergency purchase orders are used when time is of the essence and loss
of prompt and immediate action may result in death or injury and/or
significant property damage. The most common situation when significant
amounts of emergency procurements occur is when the property experiences
some sort of disaster such as a flood or hurricane.

The Agency Director's approval is required for Emergency Purchase Orders
(EPOs) meeting or exceeding \$10,000.

EPOs are not required if a blanket service or supply contract is in
existence and fulfills the needs.

1.  []{#__RefHeading___Toc109101164 .anchor}Executing the PO/Obtaining
    Approvals

Once the Housing Manager is ready to make an award (all steps have been
completed, up to and including the signature/approval of the Regional
Manager on the PO approval form, as applicable), the Housing Manager
shall complete the PO on the AMIS system.

2.  []{#__RefHeading___Toc109101165 .anchor}Notifying Vendors of Award

All vendors shall be notified of the results of the procurement, either
by phone or letter.

3.  []{#__RefHeading___Toc109101166 .anchor}Appeals from Unsuccessful
    Vendors

For purchases over \$100,000, the Agency has a formal appeals process.
Please refer to the Agency's Procurement Policy. For purchases under
\$100,000, an unsuccessful vendor can request an informal meeting with
the Housing Manager.

4.  []{#__RefHeading___Toc109101167 .anchor}Receiving your Goods or
    Services

Use the Declining Budget Worksheet to see which orders are overdue.
Check the list regularly and call vendors who are late in delivering.
They could have a question about the order that delay filling it, the
product could be discontinued, or the item backordered. It's good to
know before the need becomes an emergency. Another reason: the Housing
Manager may forget about an order, the product is back-ordered, the
Housing Manager doesn't realize it, orders again, and ends up getting
twice the amount needed.

When an order comes in, find the packing slip that comes with the order
(should be taped to the box, or inside), check the packing slip against
the items received and the Purchase Order. Mark what has and has not
been received on the packing slip or PO. Please CIRCLE each item on the
pack slip and initial and date goods received.

  -----------------------------------------------------------------------
  **Tip:** If your order is delivered and could be damaged (leaking or
  damaged boxes) you must note that on the receiving documents. If you
  release the driver without this notification, you are accepting the
  goods "as is".

  -----------------------------------------------------------------------

The following table outlines possible problems with your order and how
you might resolve them.

  ------------------------------------------------------------------------------
                 **MIS-SHIP**   **SHORT-SHIP**   **BACKORDER**   **DAMAGES**
  -------------- -------------- ---------------- --------------- ---------------
  Looks like     Wrong item     Item shows on PO Items listed on Item/box
                 listed on the  but not on       packing slip as arrives
                 packing slip.  packing slip.    backordered or  damaged.
                 Wrong item in  Item not in box. b/o. Item not   
                 the box.                        in box.         

  Fix            Call vendor.   If you need      Decide whether  Decide whether
                 Tell them if   item, call       to wait for     item is
                 you want right vendor -- you    item or not. If acceptable as
                 item shipped,  may be able to   not, call       is. Call
                 if you want to negotiate no     vendor and      vendor, arrange
                 keep wrong     charge for rush  cancel          for
                 item, or if    service if their backorder. You  credit/return
                 you want to    fault. Make sure may want to     or credit/keep.
                 return wrong   you aren't       check on        Always look for
                 item.          charged for      expected        damage when
                                items not        delivery date.  boxes arrive
                                received.                        from shipper.
                                                                 Note damage
                                                                 when signing
                                                                 for packages.
  ------------------------------------------------------------------------------

5.  []{#__RefHeading___Toc109101168 .anchor}Record Keeping

Audits will be performed periodically by Agency finance and procurement
staff to ensure compliance with Agency and HUD regulations and to
provide continuing education opportunities. Bid and Quote files with
associated documents, correspondence and purchase orders will be kept in
a secure and accessible location and are to be filed alphabetically. The
following describes the composition of the file and its contents (not
all items will be required, depending on the nature of the work):

-   Bid/quote package

-   Executed Purchase Order Approval Form

-   Copy of cost estimate

-   Wage Determination, if applicable

-   Notification Letters

-   Contracts and associated documents (including Notice to Proceed)

-   Invoice copy

-   Any other documents in support of procurement

-   Certified payrolls

-   Payroll questionnaire, if applicable

-   Insurance certificates

-   Packing slips, receiving reports, etc.

-   Check for payment and close purchase order when payment is complete

-   Miscellaneous correspondence

    1.  []{#__RefHeading___Toc109101169 .anchor}Internal Controls

The Housing Manager carries the primary responsibility for ensuring that
all purchases made are part of an approved budget, and that funds for
purchases are available.

All Purchase Orders are coded with the account, project, and fund to
which the proposed expenditures are to be charged. Once the goods or
services have been delivered, the receiving reports completed, and the
invoices paid, the expenditures are charged to the accounts indicated.
Accounting will provide each property a monthly Income and Expense
report, indicating how much has been budgeted, and how much expended, by
account, project, and fund, in the preceding month and year-to-date.
This report provides a basis determining whether funds are available for
future purchases. The Agency will conduct audits of procurement
procedures and purchases on a periodic basis.

[]{#__RefHeading___Toc109101170 .anchor}Chapter 12

[]{#__RefHeading___Toc109101171 .anchor}Capital Programs

1.  []{#__RefHeading___Toc109101172 .anchor}Overview

This chapter reviews the role and responsibility of the Housing Manager
in capital planning and programs.

2.  []{#__RefHeading___Toc109101173 .anchor}Capital Planning

Each year, the Agency is required to prepare and submit to HUD a
five-year "rolling" capital plan. The first year of the Plan (the coming
fiscal year) is quite detailed, while years two through five simply list
work items and cost estimates. Likewise, each site is required to submit
a five year capital plan. This plan is generally submitted to HUD in
mid-July. The role of the Housing Manager in this process is as follows:

-   Conduct a physical needs assessment of the property;

-   Hold one or more meetings with residents to identify needs and
    priorities;

-   Update the property's five-year rolling capital plan, taking into
    consideration resident comments, using forms/instructions supplied
    by the Agency.

Additionally, as part of the annual operating budget process (see
Chapter 1), the Housing Manager will plan for non-routine expenditures
that might normally be funded with operating funds.

1.  []{#__RefHeading___Toc109101174 .anchor}Capital Fund Budget

Based on the annual planning process described above, the Agency will
make determinations about the amount and extent of projects to be funded
through the Capital Fund. Generally, minor capital projects will be
undertaken by on-site personnel and major projects by the Construction
Office. However, all work to be done by the Construction Office shall be
coordinated with the Housing Manager.

2.  []{#__RefHeading___Toc109101175 .anchor}Procuring Capital
    Improvements

Capital work to be undertaken by site personnel (sidewalk repairs,
installation of exterior doors, etc.) shall be procured in the same
manner as any other good/service (see Chapter 11). Most of the time,
capital projects are funded from the Capital Fund and not the Operating
Budget and the Housing Manager should make sure to use the proper fund
code.

Although a more complete discussion is provided under Chapter 11,
Procurement and Materials Management, the following guidelines are
included as a reminder:

-   A scope of work should include the following:

-   A very specific description of the work that is to be done.
    Depending on the type of project, the Housing Manager may need help
    preparing this scope from an engineer or architect. In these
    instances, please contact the Regional Manager. If specifications
    are vague, there can be substantial problems at the end of the job
    when the contractor thinks he has completed the job and you feel it
    is not done to your expectations.

-   If the contractor is providing the materials, the required materials
    should be specifically detailed.

-   If the property is providing the materials, that too should be
    specified.

-   Language that informs bidders of the time allowed for completion of
    work and that there will be specific remedies if agreed upon
    timelines are not met.

-   That all tools used or maintained at the property are to be secured
    at all times to prevent possible injury to residents or guests at
    the property.

-   That the job site is to be secured at all times to prevent possible
    injury to residents or guests at the property.

-   Who (typically the contractor) will be responsible for obtaining all
    permits required for the job.

-   Who (typically the contractor) will be responsible for disposing of
    all waste resulting from the job.

-   Acceptable work hours. You want to make sure that work is not too
    disruptive to your residents and that the contractor is willing to
    complete the job within the hours that you specify.

-   The appropriate wage-rate classification (either HUD-determined
    wages for maintenance or Davis-Bacon for Construction). Please
    contact the Regional Manager for the appropriate wage-rate
    classification for the work to be done. Also, be reminded that it is
    the type of work, and not the source of funding, that determines
    whether the appropriate wage schedule is routine, non-routine, or
    construction.

Once the scope has been prepared and approved by the Regional Manager,
it should be included with the Request for Quotes. The Request for
Quotes should detail when the bid is due, where the bid is to be sent,
and who the bid is to be submitted to. If the value of the work will
exceed \$100,000, formal bids are required and the procurement will be
handled by the Director of Property Management or other designated
contracting officer.

The Housing Manager shall maintain a generate a bid tracking log. The
log should include the names, phone numbers, and other pertinent
information for each contractor that received a bid request. The log
should note when the bid packages went out and when the completed bids
are returned.

Once all bids are received, they are all reviewed carefully to make sure
that they were done per specifications. Bids that do not match the scope
should be rejected. If any of the bidders noted an important item that
was omitted from the scope, the scope should be modified and all bidders
given a chance to adjust their bids.

After all bids are finalized, a contractor can be selected. More than
cost often goes into making the final choice, and all bids should be
reviewed carefully by the Regional Manager, Housing Manager, and
Maintenance Supervisor.

The selected contractor should be contacted immediately and a meeting
should be scheduled to discuss final contract terms and conditions.
Unsuccessful bidders should be sent a letter thanking them for their bid
and notifying them that another contractor was chosen. It is important
to maintain positive communication with all contractors as you, or other
Agency properties, may want to ask them for a bid again in the future.

1.  []{#__RefHeading___Toc109101176 .anchor}Modifications to Physical
    Plant

No modifications to the physical plant shall be conducted without the
approval of the Regional Manager.

2.  []{#__RefHeading___Toc109101177 .anchor}Capital Work Funded through
    Resident Councils and Other Bodies

On occasion, resident groups and other outside parties may receive funds
for capital improvements to public housing -- for example, the expansion
or renovation of a day-care center. While, in these cases, the Agency
does not procure the services, the work must nonetheless be authorized
by the agency. No work of a capital nature shall be performed on a
Agency property without receiving approval from the Agency Director and
that includes a legal contract between the Agency and the entity
regarding quality of work, supervision of work (Agency will not
supervise the work but wants to assure quality completion), insurance,
etc.

[]{#refheading___toc109101178 .anchor}Chapter 13

[]{#__RefHeading___Toc109101179 .anchor}Personnel

1.  []{#__RefHeading___Toc109101180 .anchor}Overview

This Chapter covers personnel.

Note: The Agency does not recognize any offers of employment that are
not made in compliance with the hiring procedures contained herein.

2.  []{#__RefHeading___Toc109101181 .anchor}Supervisory Responsibility

-   The Housing Manager is responsible for the overall performance of
    the property and directly supervises all administrative staff and
    the Maintenance Supervisor assigned to the property.

-   The Maintenance Supervisor supervises the maintenance staff assigned
    to the property, but is supervised by the Housing Manager.

The Housing Manager is responsible for ensuring that staff receive the
training necessary to properly perform their tasks and fully comprehend
Agency policies and procedures that are directly associated with their
work.

1.  []{#__RefHeading___Toc109101182 .anchor}Recruitment, Posting, and
    Filling Personnel Positions

The Housing Manager is responsible for making sure that his property is
appropriately staffed. During the budgeting process, the Housing Manager
identifies and recommends budgets for permanent staff (administrative
and maintenance) at the property. If the approved budgeted positions are
vacant or become vacant, the Housing Manager shall post and fill the
position in accordance with the instructions below.

For any permanent position that is not included in the budget, the
Housing Manager must get approval from the Regional Manager before
filling the position.

Posting Job Announcements

A copy of all property management job descriptions can be found on the
shared drive. The Appendix contains several sample job descriptions.
\<Exhibit 13.1\> To fill a budgeted position, the Housing Manager shall
prepare a Personnel Action Request (PAR) to post the position, which
will then be approved by the Regional Manager and forwarded to Human
Resources for informational purposes. Once approved, the Housing Manager
shall post the position for a mandatory five business days for in-house
staff (referred in the collective bargaining agreement as
"job-bidding"). To comply with this posting requirement, the Housing
Manager shall fax a copy of the recruitment to all site offices and to
the central office job board -- the posting shall include opening and
closing dates.

Following the internal posting, if sufficient qualified candidates are
not available in-house, the Housing Manager shall post the position
outside the Agency. The Housing Manager shall ensure that all job
announcements for openings at his site are posted in accordance with
bargaining agreements. Postings shall be prominently displayed in the
public areas of the housing development, and published in local
multi-cultural newspapers and publications and radio. Such announcements
should be displayed or published for a minimum of two weeks. The
exception to this timeframe is an emergency situation that necessitates
that a specific position be filled immediately. If the Housing Manager
determines an emergency exists, Human Resources must be consulted prior
to deviating from the above referenced process.

Filling Vacant Positions

It is the Agency's policy to hire and promote individuals who best meet
the requirements of available positions and who have the best potential
for advancement. It is the Agency's policy also to provide Equal
Employment Opportunity in full compliance with all applicable laws.

In keeping with this policy, the Housing Manager will make decisions
regarding applicants for employment, recruitment, hiring, training,
transfer, promotion, pay, benefits, lay-off, demotion, or discharge
without respect to race, color, religion, sex, national origin, age, or
disability.

Once a position has been posted for the appropriate period, the Housing
Manager shall screen all applications and interview the most qualified
candidates. When the final three candidates are determined, the Housing
Manager shall present the top three candidates, in order, to the
Regional Manager, who may determine if secondary interviews are
necessary.

Once approval is received from the Regional Manager, the completed
Personnel Action Request is forwarded to Personnel to schedule the
drug-testing, etc.

Temporary Employees

A temporary employee is hired for a specific period of time, less than
one (1) calendar year. Often, temporary employees are hired to
temporarily substitute for the absence of a permanent employee. The
Housing Manager must receive approval from the Regional Manager for use
of any temporary employees. (Please see collective bargaining agreement
regarding unit work and temporary employees.)

Complying with Section 3 of the Housing Act of 1968

In accordance with Section 3, the Housing Manager shall, to the maximum
extent feasible, seek to hire Section 3 residents for permanent
positions (see Chapter 11, Procurement). The Agency has a goal that 30%
of all new hires be Section 3-eligible.

2.  []{#__RefHeading___Toc109101183 .anchor}Drug Testing

The Agency does not tolerate any drug or alcohol use that could endanger
the health and well-being of its employees or residents or threaten its
reputation.

If the Housing Manager suspects that an employee's work performance or
on-the-job behavior may have been affected in any way by alcohol or
drugs, he may require the employee to submit a urine and/or blood sample
for alcohol and/or drug testing. Please refer to the Agency's personnel
policy for disciplinary action to be taken based upon the outcome of the
drug test. Due to potential legal issues, any referral of an employee
for the above referenced testing will require notification and consent
of the Human Resources

3.  []{#__RefHeading___Toc109101184 .anchor}Dress Code and Uniform
    Policy

All Agency administrative staff are requested to present a neat and
business-like appearance and manner at all times. Maintenance staff are
issued a set of uniforms to wear while on duty (see collective
bargaining agreement). These uniforms are to be maintained in a neat and
presentable appearance by the employee.

4.  []{#__RefHeading___Toc109101185 .anchor}Training

As part of his supervisory responsibility, the Housing Manager shall
ensure that all new employees receive proper formal and informal
training necessary to perform their job. In addition, the Housing
Manager shall ensure that all new employees attend an Agency orientation
to familiarize themselves with Agency policy and procedures regarding
employee conduct, payroll, employee benefits, safety rules, etc.

5.  []{#__RefHeading___Toc109101186 .anchor}Beepers and Communications

As a matter of practice, the Housing Manager is assigned a cell-phone,
which is then given to the person assigned to be "on-call."
Additionally, walkie-talkies are assigned to the maintenance staff
during the day, with one also assigned to the management office.

Employees should use the communication systems provided for Agency
business only.

6.  []{#__RefHeading___Toc109101187 .anchor}On-Call Status

On-call employees (for after-hours emergencies) are assigned in
accordance with the instructions in Chapter 8, Maintenance.

7.  []{#__RefHeading___Toc109101188 .anchor}Attendance Reports

The regular work week for full-time employees generally consists of 40
hours, five days a week, Monday through Friday, from 8:00 a.m. to 5:00
p.m., with one (1) hour allocated for lunch. Per the Agency's flex-time
policies, the Housing Manager, with the approval of the Regional
Manager, may change these hours to better suit the needs of a particular
housing development. Employees will be scheduled a lunch period by their
supervisor in a manner that is not disruptive to housing operations.

All employees are expected to meet their regular work schedule and must
report attendance and hours worked on a daily basis. A time sheet must
be completed each day reflecting start work, lunch out, lunch return,
and ending work time. Excessive absenteeism and/or tardiness will not be
tolerated. Supervisors will review time sheets and/or time cards
regularly to determine the frequency of absence and tardiness.

8.  []{#__RefHeading___Toc109101189 .anchor}Overtime

The Housing Manager must authorize, in advance, all development overtime
based on allocated site budgets. Housing Managers shall utilize Agency
overtime authorization forms to document the overtime approval process.
The Housing Manager should plan work to avoid the need for overtime, in
general, but also to assure that no employee exceeds these overtime
limits. Whenever there is an after-hours emergency, the Housing Manager
should examine the completed work order when he returns the following
morning.

9.  []{#__RefHeading___Toc109101190 .anchor}Leave of Absence

The Housing Manager is responsible for approving all leaves of absence,
ensuring continuous service to the property.

10. []{#__RefHeading___Toc109101191 .anchor}Payroll Records

The pay periods for all employees is based on the calendar week. All
employees, except those covered by union agreement, are paid on a weekly
basis on Friday. The Housing Manager is responsible for ensuring that
the proper paperwork is turned into Payroll in a timely manner. Time
sheets are to be filled out each day for all hourly, non-exempt
employees. Salaried employees are to report time off during pay period
on time sheet.

11. []{#__RefHeading___Toc109101192 .anchor}Disciplinary Action

The Agency uses progressive discipline and copies of all disciplinary
actions must be forwarded to Human Resources. Progressive discipline
steps are found in the Personnel Handbook. When an employee's
performance is unsatisfactory, the Housing Manager/Maintenance
Supervisor is responsible for taking corrective action, up to and
including recommendation for termination. The standards are set forth in
the personnel policy, department rules, safety and health regulations,
federal and state laws as well as the job description. Agency policies
require additional sign-off by Human Resources in the event of proposed
suspension or termination of any employee, and said policies must be
followed. Additionally, discipline of employees covered by union
agreement must follow Agency policies and union contract requirements.
All personnel actions related to union members must be referred to Human
Resources for assistance prior to taking any action against a union
employee.

All violations against Agency policies shall result in corrective
action. The Agency will not tolerate acts that are unprofessional.

All disciplinary actions above a record of counseling must be approved
by the Regional Manager.

12. []{#__RefHeading___Toc109101193 .anchor}Annual Performance Reviews

The Housing Manager assures that all Agency employees (excluding
contract employees) receive annual and semi-annual performance
evaluations. If a maintenance supervisor is on staff, he completes the
evaluations of the maintenance staff; however, these evaluations are
reviewed and signed by the Housing Manager.

The Housing Manager and Maintenance Supervisor will evaluate staff
performance in the areas of productivity, initiative, dependability,
communication and cooperation, job knowledge, and needed improvement.
The purpose of the performance review is to evaluate how the staff
member has performed his job during the review period, plan how to
develop and improve the staff member's skills for the future, and reach
agreement on goals and objectives for the coming review period.

13. []{#__RefHeading___Toc109101194 .anchor}Salary Schedules and
    Compensation

Salary schedules and compensation are established by the Agency and
approved by the Board of Commissioners. The Housing Manager should not
take any action that would be construed to indicate that he can
establish compensation levels.

14. []{#__RefHeading___Toc109101195 .anchor}Reclassifications

Reclassifications can only be approved by Human Resources. If the
Housing Manager feels that an employee's position should be
reclassified, the Housing Manager completes a formal request for
reclassification and forwards it to the Regional Manager, for eventual
approval by Human Resources.

15. []{#__RefHeading___Toc109101196 .anchor}Employee Files

Other than time-sheets and non-confidential material, all other
personnel files should be maintained by Human Resources.

18. []{#__RefHeading___Toc109101197 .anchor}Posting of Minimum Wage,
    Worker Safety, and EEO Signs

By state and federal law, notices of minimum wage, worker safety and EEO
signs are to be posted in a conspicuous place at the workplace.

19. []{#__RefHeading___Toc109101198 .anchor}Accident/Injury Reports

The Housing Manager should be notified immediately if:

-   an employee is injured (no matter how slight the injury may be);

-   an employee become ill as a result of his/her work;

-   an employee becomes aware of any work hazards.

Any employee involved in an accident must be referred to for treatment
and/or screening. Human Resources must be immediately notified if
employees are involved in any accidents. If an employee suffers an
injury on the job, she/he is required to submit a written accident
report within 24 hours of the injury.

1.  []{#__RefHeading___Toc109101199 .anchor}Time Clocks

All maintenance staff shall use time clocks to record when they reported
to and left work each day.

2.  []{#__RefHeading___Toc109101200 .anchor}Employee Orientation

The Housing Manager shall make sure that all new employees are provided
with an orientation, which, at a minimum, shall include the following:

-   Agency mission

-   Safety techniques

-   Job responsibilities/job description

-   Work rules, hours, performance standards

-   Personnel policies

    18. []{#__RefHeading___Toc109101201 .anchor}Travel Expenses

In general, travel at property or Agency expense may be authorized for
property business, training, or company business, only by the Regional
Manager. Please see Employee Handbook for reimbursement of travel
expenses and related requirements.

Mileage reimbursements request forms are available on-site and should be
submitted monthly.

Any traffic tickets or moving violations are the responsibility of the
employee. The Regional Manager will authorize which employees, if any,
are authorized to travel. All employees authorized to travel on property
or on Agency business must have provided the Regional Manager with proof
of current insurance coverage when using their personal vehicle in order
to be eligible for mileage reimbursement.

All expense reports must be presented to the Regional Manager for
approval. All receipts must be attached and documented on the report.
Once received in Accounting, the expense check will be issued on the
next check run for the property.

[]{#__RefHeading___Toc109101202 .anchor}Chapter 14

[]{#__RefHeading___Toc109101203 .anchor}Risk Management and Safety

1.  []{#__RefHeading___Toc109101204 .anchor}Overview

The overall mission of the risk management and safety program is to
assure, as much as practically possible, safe and healthful working
conditions for all workers and safe living conditions for all residents.
Certain safety instructions are contained herein but can also be found
in the Agency's Risk Management Manual.

2.  []{#__RefHeading___Toc109101205 .anchor}General Loss Prevention
    Strategy

There are several ways to reduce incidence of loss, and they all start
with proper maintenance of all common areas, reported maintenance
requests, and exteriors. Do not, for example, allow a hole in the
parking lot to go un-repaired simply because the weather will not permit
proper repair. Sand, or some other similar material, can be poured into
a hole for the time being. Failure to seal or put ice melt on stairs
when it is a common maintenance practice at the property can also be
grounds for a suit if an individual is injured while using untreated
stairs. Attempts to put ice melt down, when done inadequately or
sporadically, can also result in a claim if someone is injured falling
down. The majority of claims against housing agencies are
"slip-and-fall" claims.

3.  []{#__RefHeading___Toc109101206 .anchor}Notice/Signage

All site offices will post a sign, and advise residents upon move-in,
that all property damage or bodily injuries must be reported to the
Housing Manager within a 24-hour time period following any incident.
Although this requirement may not be met by the resident, and failure to
notify management will not void a claim in and of itself, making
required notification a part of the rental policy at the property will
definitely be to the property's advantage in disputing claims made.

4.  []{#__RefHeading___Toc109101207 .anchor}Reserves Against Losses

On occasion, the property's insurance agent, or the insurance company
itself, can be available for presenting seminars and question/answer
sessions for site staff that wish to know more about preventing losses.
Additionally, the insurance agent will periodically provide the Housing
Manager with a loss run on all properties. The loss run lists all
pending or completed claims against each policy. In each pending case, a
reserve fund is set aside for the worst-case scenario, a full settlement
on the claim. Once settled, the reserve is closed, and the exact amount
of the loss recorded on the loss run.

Any property experiencing a loss or holding monies in reserve in excess
of 30% of the annual premium during any quarter for a particular policy
coverage, e.g., property, liability, or auto, will be required to
provide the Regional Manger with a plan for reducing incident of losses
for the property, consistent with the type of losses being claimed or
paid.

5.  []{#__RefHeading___Toc109101208 .anchor}Drugs/Security

Drugs and security are also large potential liability issues. Each
Housing Manager should be aware of the eviction process in connection
with drug-related evictions. Under no circumstances should known drug
users or dealers be allowed to reside in the complex if there is any
legal way to remove them. Further, Housing Managers will have to develop
programs, or work with local service and law enforcement agencies to
deter drug use, or other security problems on site. Please see Chapter
10, Security Programs.

6.  []{#__RefHeading___Toc109101209 .anchor}Monthly Safety Meetings

Each community should schedule a specific day of the month that the
entire staff gathers to discuss a safety topic. The Agency will assign a
topic to be discussed in the monthly newsletter/corporate calendar. It
is the responsibility of the Housing Manager to assign this topic to a
staff member who will disburse pertinent information at the meeting. A
copy of the notes and log with each employee's signature should be kept
in the binder for future reference.

7.  []{#__RefHeading___Toc109101210 .anchor}Sound Safety Practices

Electrical Safety

All electrical tools and equipment shall be maintained in a safe
condition and checked regularly for defects.

-   broken or damaged tools shall not be used until they have been
    properly repaired.

-   temporary power shall be supplied with Ground Fault Circuit
    Interrupters (GFCI), plugged into a GFCI-protected power pole, a
    GFCI-protected generator, or GFCI extension cord to protect against
    shocks.

-   ladders, scaffolds, equipment or materials never come within 10 feet
    of electrical power lines.

Personal Protective Equipment

Workers shall wear appropriate safety equipment.

-   Ear muffs or plugs shall be worn by workers using high noise-level
    power equipment such as grinders, jackhammers, impact wrenches,
    mowers and leaf blowers.

-   Any time workers are around machinery or moving equipment, including
    hand tools such as hammers, workers shall wear goggles or safety
    glasses with side shields; proper tinted eye protection should
    always be used around welding equipment.

-   Respiratory equipment is required in toxic atmospheres, where
    spraying is done in confined spaces, or where heavy cleaning dust or
    noxious gases are present.

Elevator Safety

All elevators in buildings owned by the Agency are under maintenance
contracts with an elevator contractor. Safety rules for cleaning of the
elevator pit, and procedures for personnel trapped in a malfunctioning
elevator, can be found in the Risk Management Handbook.

Asbestos

Depending on the age of construction, asbestos was once used extensively
in building materials in general and, to a great degree, as insulation
for steam and hot and cold water piping. Asbestos cement wall and roof
panels, and asbestos-containing floor tiles, were popular because of
their fire-resistance.

Asbestos fibers may cause asbestosis, an accumulation of fibers in the
lungs; lung cancer; mesothelioma, or cancer of the abdomen lining;
and/or gastrointestinal cancer. Property staff should not attempt to
touch or remove piping insulation whose material makeup is unknown; this
work should be referred to a qualified contractor familiar with asbestos
work.

Lead Paint

Buildings generally constructed before 1978 often contain lead based
paint (LBP) and, as the landlord of such buildings, the Agency has a
responsibility to ensure the residents are notified of the hazards
associated with lead and actions they can take to minimize them. In
addition, the Agency has a responsibility to take certain actions around
LBP on a periodic basis. Please refer to the Maintenance Reference
Handbook for the following:

-   Procedures for Complying with Lead Paint Abatement Notice(s) and
    Structures Housing Elevated Blood-Lead Level Children; and

-   HUD Form 52951, "Watch Out for Lead Paint Poisoning."

    2.  []{#__RefHeading___Toc109101211 .anchor}Materials Safety Data
        Sheets (MSDS)

A MSDS binder shall be maintained in the maintenance office.

3.  []{#__RefHeading___Toc109101212 .anchor}Comment

The support and dedication of management (Housing Manager, Maintenance
Supervisor, other staff) to workplace safety is the single most
important factor in making the safety program successful. Supervisors
are in the best position to prevent accidents; they see the workers and
the workplace every day and are best able to anticipate potential
problems. The supervisor is often the most experienced staff members,
and can therefore provide the necessary training for the other
employees. Promoting safety awareness and education is an important part
of each supervisor's job.

+------------------------+---------------------------------------------+
| **Safety Enhancement   |                                             |
| Methods**              |                                             |
+------------------------+---------------------------------------------+
| **Method**             | **Examples**                                |
+------------------------+---------------------------------------------+
| Participate in Safety  | -   Conduct Regularly-scheduled training of |
| Training               |     employees                               |
+------------------------+---------------------------------------------+
|                        | -   Provide specialized training on         |
|                        |     specific problems                       |
+------------------------+---------------------------------------------+
| Indoctrinate New       | -   Conduct formal orientation program      |
| Employees              |                                             |
+------------------------+---------------------------------------------+
|                        | -   Distribute written handouts             |
+------------------------+---------------------------------------------+
|                        | -   Review safety rules/policies            |
+------------------------+---------------------------------------------+
|                        | -   Document training                       |
+------------------------+---------------------------------------------+
| Enforce Safety         | -   Explain rationale of rules and policies |
| Rules/Policies         |                                             |
+------------------------+---------------------------------------------+
|                        | -   Provide verbal warnings                 |
+------------------------+---------------------------------------------+
|                        | -   Document violations in employee file    |
+------------------------+---------------------------------------------+
|                        | -   Monitor workplace and employee work     |
|                        |     habits                                  |
+------------------------+---------------------------------------------+
|                        | -   Use safety as one element in employee   |
|                        |     evaluation                              |
+------------------------+---------------------------------------------+
| Encourage Employee     | -   Encourage workers to report existing    |
| Participation          |     hazards and incidents                   |
+------------------------+---------------------------------------------+
|                        | -   Collect information on hazards,         |
|                        |     near-misses, and unsafe conditions/     |
|                        |     practices from experienced employees    |
+------------------------+---------------------------------------------+
| Conduct Internal       | -   Institute a formal program with         |
| Safety Inspections     |     guidelines                              |
+------------------------+---------------------------------------------+
|                        | -   Utilize checklist procedure             |
+------------------------+---------------------------------------------+
|                        | -   Conduct frequent (monthly) inspections  |
+------------------------+---------------------------------------------+
|                        | -   Report results to management            |
+------------------------+---------------------------------------------+
| Increase               | -   Utilize positive reinforcement          |
| Supervisor/Employee    |                                             |
| Safety                 |                                             |
+------------------------+---------------------------------------------+
|                        | -   Conduct employee safety sessions        |
+------------------------+---------------------------------------------+
|                        | -   Integrate on-the-job and off-the-job    |
|                        |     safety programs                         |
+------------------------+---------------------------------------------+
|                        | -   Make job safety analysis a team effort  |
+------------------------+---------------------------------------------+
| Promote Safety Climate | -   Set the example                         |
+------------------------+---------------------------------------------+
|                        | -   Select safety posters                   |
+------------------------+---------------------------------------------+
|                        | -   Distribute folders and brochures        |
+------------------------+---------------------------------------------+
|                        | -   Support reward incentive programs       |
+------------------------+---------------------------------------------+
|                        | -   Conduct safety contests                 |
+------------------------+---------------------------------------------+

[]{#__RefHeading___Toc109101213 .anchor}Chapter 15

[]{#__RefHeading___Toc109101214 .anchor}Energy Conservation

1.  []{#__RefHeading___Toc109101215 .anchor}Overview

Utilities account for a large percentage of the Agency's operating
budget; hence, it is important to monitor their costs closely and to
undertake conservation efforts. This chapter reviews the expectations of
the Housing Manager with respect to utility monitoring and conservation.

2.  []{#__RefHeading___Toc109101216 .anchor}HUD's Utility Funding

PHAs are funded for utility costs based on historical consumption
patterns (essentially, a three-year rolling base). Unlike prior years,
HUD no longer reconciles the projected funding amounts with actual
consumption and utility rates at year-end.

The Housing Manager should be familiar with the utility subsidy
calculation for his property and extra diligent with respect to
monitoring utility consumption. Further, as a result of the above rules,
the Housing Manager should not assume that, when utility costs are
running less than budgeted amounts, those "savings" can be used to cover
other needs. On a case-by-case basis, the Regional Manager may determine
that savings in budgeted utility expenses will be carried over as a
reserve against increases in utility costs in the following year.

Purely with respect to HUD's calculation of the rolling base, utilities
include the following: heating oil, gas, electric, and water/sewer. The
rolling base does not include repairs, maintenance, or labor. It also
does not include trash collection (which some management companies treat
as a utility expense).

3.  []{#__RefHeading___Toc109101217 .anchor}Invoicing

Because of the short turnaround time, and the late penalties that can be
assessed, all utility bills are sent directly to Accounting for payment.
As bills are received, Accounting logs both costs and consumption into
the utility spreadsheet for Housing Managers to monitor (see below). A
copy of the bill is then forwarded to each property.

4.  []{#__RefHeading___Toc109101218 .anchor}Utility Monitoring

The Housing Manager is responsible for monitoring utility costs and
consumption. Each month, the Housing Manager should review
cost/consumption trends with the Regional Manager during the regular
monthly performance review meeting.

5.  []{#__RefHeading___Toc109101219 .anchor}Capital Planning

During the annual capital planning process, the Housing Manager should
make recommendations for improvements/upgrades to the utility systems
consistent with the observed patterns of utility expenditures/costs.

If appliances or fixtures are scheduled for replacement, be sure to
specify energy efficient or utility conservation items. For example,
converting to low-flow shower heads and commodes saves both water and
sewer charges.

[]{#__RefHeading___Toc109101220 .anchor}Chapter 16

[]{#__RefHeading___Toc109101221 .anchor}Computer Operations

[]{#__RefHeading___Toc109101222 .anchor}16.1. Equipment and Software

All computer equipment and supplies at your community are the property
of the Agency and are to be used only to conduct Agency business.

Each community has the following computer equipment.

-   A PC for all administrative staff.

-   A combination copier/laser printer.

-   A laser work order printer.

All Agency PCs have the same primary software applications installed, as
determined from time to time from by the Agency.

[No unauthorized software is ever to be installed on any Agency computer
without prior permission from IT]{.underline}. IT may remove
unauthorized software immediately without warning if they encounter it.

[]{#__RefHeading___Toc109101223 .anchor}16.2. Repairs and Service

No alterations or repairs are to be made to Agency hardware or software
without prior authorization from IT.

[]{#__RefHeading___Toc109101224 .anchor}16.3. Computer File Storage

IT provides secure network storage for all users. A brief description of
the standard drives available on Agency systems and their contents are
as follows:

> **C: Drive** -- This is the local drive; that is, it is inside the
> computer currently in use.
>
> **A: Drive** -- This is the diskette drive on the front of the
> computer currently in use. It may be used to save small files. Please
> remember that the removable diskettes used by this drive are magnetic
> media. They may be damaged by sunlight, heat, cold, or magnetic fields
> such as the speakers on your desk, in your car, or inside your cell
> phone. Any Agency files they contain are considered confidential, and
> it is your responsibility to secure them against any unauthorized
> access.
>
> **P: Drive** -- This is a network drive. The files here are actually
> stored on a large server located in the central office, and are
> backed-up nightly by IT. This drive is to be used for documents and
> information intended for Agency-wide consumption. Please do not use
> this drive for sensitive or personal information.
>
> **Z: Drive** -- This is the personal network drive. It can only be
> accessed by the Housing Manager and IT. The Director of Property
> Management may access this drive only after first submitting a written
> or e-mail request to IT. The Housing Manager may store what he likes
> there. Do not delete the folder named "profile" stored here, as it
> contains all the information about desktop settings and printers, and
> all the "My Documents" files. This drive is also located on the
> central office server and is backed-up nightly.

Please use the "My Documents" folder when storing files that do not need
to be accessed by others. This folder is specially designed to copy your
files from the server to the PC you're working on at start-up, and to
synchronize your files and copy new files or versions back to the server
on shutdown. This provides fault protection so that if your PC fails,
you will not lose all your documents.

[]{#__RefHeading___Toc109101225 .anchor}16.4. E-mail

-   E-mail is a primary means of business communication at the Agency.
    It is your responsibility to check your e-mail at least three times
    a day -- no exceptions.

-   No Agency-wide e-mails are allowed.

-   Please follow the normal chain of command in forwarding e-mail to
    Agency employees.

-   Your e-mail storage is limited to 100MB. Users will be issued a
    warning when their mailbox size reaches 92MB, and their mailbox will
    be closed to incoming or outgoing mail at 100MB. This block will
    remain until the user removes enough e-mail messages to bring them
    below the 100MB limit.

-   Agency e-mail services are to be used only for conducting Agency
    business. You may not receive regular advertising or other messages
    through mailing lists that are not directly related to the Agency or
    the business of public housing. Your Agency e-mail address should
    not be given out as a means of contact to businesses, groups or
    individuals not involved in Agency business.

    []{#__RefHeading___Toc109101226 .anchor}16.5. Scheduling

The Calendar application software may be used for both community and
personal scheduling.

[]{#__RefHeading___Toc109101227 .anchor}16.6. Help Desk

When computer problems arise, please call the IT Help Desk. IT will open
a work order and assign it a priority according to Agency needs. Users
may also e-mail the IT group or Helpdesk to report a problem, or to
request business-related technology services or information.

[]{#__RefHeading___Toc109101228 .anchor}16.7. User Computer Access Form

Any person who wants to access the Agency network or use agency computer
equipment must have a login and password. It is a violation of Agency
policy to share your login and password with anyone, including your
supervisor, or to log in for another user. These violations are subject
to disciplinary action as stated in the Agency Policies and Procedures
manual. User access forms can be obtained by clicking on the IT link at
the Agency Intranet location. You may also call the Help Desk and IT
will e-mail you the appropriate form.

[]{#__RefHeading___Toc109101229 .anchor}16.8. Training System Access

IT provides an AMIS training system that can be used for practicing AMIS
skills or experimenting with new ways to use the software or process
information. This system contains a copy of the data in the actual
production system, and the data is refreshed approximately once every
quarter. In order to use the training system, ask your supervisor to
e-mail a request to IT to send you a training system login and password
and instructions on how to access the system.

[]{#__RefHeading___Toc109101230 .anchor}Chapter 17

[]{#__RefHeading___Toc109101231 .anchor}Tenant Accounting

This chapter sets forth the procedures to follow for Housing Managers in
the area of tenant accounting.

1.  []{#__RefHeading___Toc109101232 .anchor}Overview of the Tenant
    Accounting System (TAS)

The Agency uses a computerized management system to handle all of the
tasks and duties involved with tenant accounting, including rent
collection, resident charges, and rent determination. The computerized
system links the housing developments with the central office. This
system allows for the electronic storage of accounting records for
current and previous Agency tenants in a central location.

Each site office has a computer terminal that allows Agency personnel to
access, input, modify, and print tenant account information on tenants
living at their specific development.

2.  []{#__RefHeading___Toc109101233 .anchor}Leasing of Units: Rent
    Set-Up

This section covers the accounting aspect of leasing units to tenants,
including rent set-up and security deposits.

New Residents

For a new resident, the Housing Manager must complete the "New Resident"
screen in TAS, which requires basic information on the household, unit
assigned, rent, etc.

**Security Deposits**

Security deposits (\$75 per bedroom) are collected at the time a new
resident rents an apartment and these deposits are considered to be
refundable as long as all aspects of the resident's rental agreement are
adhered to. The monies are to be deposited and held in a trust account,
which is separate from the rental or operating account. Deposits are
included in the normal operating account deposit. Accounting will
transfer the appropriate amount into the trust account monthly.

If your property allows pets, a refundable pet deposit is appropriate
(consult your Regional Manager). In these circumstances, a separate pet
agreement is executed (see shared drive).

Transfers

All transferring residents must have their accounts paid in full,
including all rent, retroactive rent, maintenance charges, court costs,
and eviction costs, before being transferred. This requirement applies
to both transfers within a development and from one development to
another development. The Housing Manager should move out the resident
from the existing unit and enter the family as a new resident in the new
unit. The tenant will retain her former client number.

If transferring tenants have already paid a security deposit on a
previous lease, the Agency will not require any further security
deposits. Any time a resident transfers to another unit, a new lease is
completed and signed, and a new account number is assigned to the
resident with the old information transferred over to the new account.

3.  []{#__RefHeading___Toc109101234 .anchor}Move-out

The Housing Manager shall enter all move-outs in the move-out screen of
the TAS module. The computer will automatically enter a 7-day projected
"ready" date. If it is expected that the anticipated "ready" date will
be different from this date, the anticipated ready date must be manually
entered.

4.  []{#__RefHeading___Toc109101235 .anchor}Unit Status Codes

The Housing Manager is responsible for maintaining accurate unit status
codes on TAS. The approved codes for vacant units are:

  ---------- ------------------------------ --------------------------------------
  **Code**   **Category**                   **Description**

  A          Administrative Unit            A unit off-line and used for
                                            administrative offices.

  C          Casualty Damage                A unit vacant due to pending insurance
                                            claim (HUD-approved).

  D          Disaster                       A unit vacant due to natural disaster
                                            (HUD-approved).

  K          Modernization/Rehabilitation   A unit vacant as a result of approved
                                            modernization program.

  L          Litigation                     A unit vacant due to litigation
                                            (HUD-approved).

  M          Changing Market Conditions     A vacant unit due to changing market
                                            conditions (HUD-approved).

  R          Make Ready                     A vacant unit being prepared for
                                            occupancy.

  S          Special Use                    A vacant unit used for resident
                                            services, resident organization
                                            offices, and related activities
                                            (HUD-approved).

  V          Vacant                         A unit that is ready to be leased.
  ---------- ------------------------------ --------------------------------------

5.  []{#__RefHeading___Toc109101236 .anchor}Rent Collections

The Housing Manager is responsible for collecting 100% of the rent that
is due each month. Rent is due and payable on the first business day of
the month, late on the second, and, if not received by the end of the
5^th^ business day, a late fee of \$10 is assessed on the 6^th^ business
day. An additional fee of \$15 is assessed if rent is not paid by the
10^th^. (Late fees are done automatically by Accounting after confirming
that batches and deposits are current -- see below.)

Rent payments may be in the form of a check or money order (cash is
never accepted at the site) and all receipts are to be deposited in the
bank daily, regardless of the amount.

Preparing for Rent Collection

Generally, Accounting "posts" the rent roll around the 28^th^ of the
month for the following month (refer to Agency Calendar). Once posted,
the Housing Manager should run the rent statements for his property.
While there is no requirement that these rent statements be
mailed/delivered to residents (most managers do not), the bottom portion
of the rent statements are used as receipts for those residents who
request it.

Never enter payment information in anticipation of the monthly rush, or
for any other reason. Additionally, never accept post-dated checks.
Remember that all rent monies received be deposited into the bank within
24-hours of receipt. Ask the resident either to change the date to the
current day or make other arrangements for paying rent in a timely
manner.

Collecting Rent

Residents pay their rent at the management office. As rent is collected,
the following procedure must occur:

-   Stamp the check "received" with the day's date.

-   Enter the amount received in the tenant's rent screen in the TAS
    module.

-   After entering the rents onto the system, the Housing Manager shall
    tally up the rents with a tape register and then have the computer
    print out a batch report. The tape register should match the batch
    report generated by the computer. If matched, the Housing Manager
    should take the batch(es) to the bank daily and receive a bank
    deposit receipt. A copy of the bank deposit receipt and the
    computer-generated batch report shall be filed in chronological
    order in the management office. Rents shall be deposited daily at
    the bank.

-   The original batch report and bank deposit receipt should be sent to
    Accounting as deposited. The deposits should be listed on the cash
    sheet as well. Cash sheets \<Exhibit 17.1\> can be found on the
    shared drive.

The cash sheet is the means by which you communicate deposits with
Accounting. It is important that the procedures below be followed to
ensure correct financial accounting:

-   Begin a new cash sheet each month.

-   Enter the date the deposit was made.

-   Enter the amount of the deposit in the appropriate column. Enter
    what actually took place, not what should have happened.

-   Keep a running total of all deposits made during the month by adding
    each new deposit amount to the amount in the accumulated total
    column. Remember to verify your calculations.

-   Returned checks should be entered in the appropriate column and then
    subtracted from the accumulated total.

-   Miscellaneous income and refunds that are not listed on the TAS
    should be noted as such on the cash sheet.

Fax or e-mail the cash sheet to Accounting each time you have made a
deposit.

Rent Abatement

If rent is abated because conditions exist in a tenant's unit that are
hazardous to the life, health, or safety of its occupants, the abatement
is posted to the account as soon as these hazards are confirmed. The
duration of the rent abatement period is the length of time from the
earliest documentation of the condition until either the condition is
corrected or the tenant is transferred to another unit.

Repayment Agreements

A resident can only enter into a repayment agreement if she does not
already have a repayment agreement in force.

A repayment agreement should never go beyond a three-month time period.
Management should point out to residents that signing a repayment
contract binds the household to the agreement. If the tenant fails to
uphold her part of the deal, a second chance will not be given. Failing
to meet the terms of the repayment contract is considered a contract
breech on behalf of the tenant. The repayment agreement shall be entered
into TAS. Standard repayment agreement forms are found on the shared
drive.

1.  []{#__RefHeading___Toc109101237 .anchor}Resident Charges

In addition to rent, late fees, and NSF fees, other charges that a
resident may be required to pay are utility and maintenance charges.
These charges are due on the first of the month following when the
charges were billed. Non-payment of these charges does not follow the
same collection and eviction procedures as non-payment of rent because,
under HUD rules, a thirty (30) day notice of lease termination is
required for non-payment of anything except rent. Resident charges shall
be entered in TAS, as any other charges.

A notice of returned check form is found on the shared drive \<Exhibit
17.2\>.

Utility Charges

Where applicable, tenants are charged for excess usage of electricity,
water, and gas. A copy of the current allowance charts and consumption
schedules for these utilities should be posted on the bulletin boards in
the Management offices at each site.

Maintenance Charges

Residents can also be assessed maintenance charges if maintenance work
performed is due to something the resident, or guest has done, or if
damage is because of resident neglect.

2.  []{#__RefHeading___Toc109101238 .anchor}Rent Re-Determination

After the Housing Manager completes a rent re-determination (annual or
interim), and completes that work on the TAS, the system will
automatically update the tenant's account. (See Chapter 2 for a
description of that annual recertification process.)

3.  []{#__RefHeading___Toc109101239 .anchor}Terminating Accounts

After a resident submits a Notice of Intent to Vacate, rent accounts are
terminated in TAS in accordance with the date established in the
move-out notice.

Maintenance Charges at Move-Out

Based on the move-out inspection, maintenance staff will notify
management whether there are any renovation charges that are to be
charged specifically to the resident. If there are charges, a copy of
the work order with the charges to be billed is provided to management.
These charges shall be posted to the tenant's account prior to the
terminating the account in the system.

Terminating an Account

Once all charges, if any, are posted to an account, the account can now
be terminated in the TAS system. The household is notified by receiving
a close out-letter.

Depending upon whether there is a debit or credit remaining on the
terminated account, the former resident will be sent a letter by site
staff describing the credits and debits posted to the account. The
letter informs the family that the Agency is requesting payment for an
outstanding balance, or informing the family of their security deposit
refund. When the resident's forwarding address is unknown, the
termination letter is sent to the former resident's development address.
If this letter is returned stamped "address unknown," the letter shall
be placed in the tenant's file.

Credit Balances

If the resident is to receive a security deposit refund, an occupancy
termination report is completed by site staff and signed by the Housing
Manager. The original plus two (2) copies are forwarded to Accounting.
Another copy of the termination report is placed in the resident's file.

Once the refund is approved, Accounting issues the refund check to the
resident.

Debit Balances

If site staff fails to collect on any outstanding balances from
terminated accounts, the resident's records are turned over to a
Collection Agency. If the Collection Agency is unsuccessful, the vacated
balance is written off 90 days after move-out.

If there is a debit or credit balance on an account due to death,
permanent institutionalization, or other extreme emergencies, a
memorandum shall be typed to charge off the balance. The original copy
is sent to the Regional Manager and then forwarded to accounting.

Reinstatement of Accounts

When a former tenant pays monies on an inactive account, the account
needs to be reinstated for the payment to be posted to the account.

4.  []{#__RefHeading___Toc109101240 .anchor}Office Safe

All offices have been equipped with a small office safe for the storage
of rent and other receipts. As the Housing Manager collects rents, these
checks should be placed in the safe (they should not, for example, be
stored in a desk drawer). All safe combinations are to be safe-guarded.
Site staff must ensure that all safes are properly secured at all times,
particularly at the end of the work day.

Bank deposits are to be made on a daily basis.

5.  []{#__RefHeading___Toc109101241 .anchor}Escrow Accounts

Tenants may dispute their rental charge based upon any maintenance work
that has been or needs to be performed. If this occurs, whether through
a court or the Grievance Process, some or all of their rent may be
placed into an escrow account until the maintenance or rental issue is
resolved. This means that the rental money is paid into a third-party
escrow account until the work has been completed in a satisfactory
manner or the rent dispute resolved. The Agency does not receive those
monies until those facts have been established.

Once the decision has been made to place rent into an escrow account,
site staff pulls up the Tenant Rent Payment Summary on the TAS. Site
staff shall provide the designated staff person with the findings so
that this information will appear in court. This information must be
entered into TAS.

A letter is then sent to the resident stating that the resident is still
responsible for other charges on the account while the rent is in
escrow.

Once the case has been resolved, site staff waits until the memorandum
and check has been received in the office before the case is taken out
of TAS. A copy of the resident's Tenant Collection screen must be
printed prior to taking the account out of escrow.

Immediately, go to Tenant Account Payments screen and enter in the
payment through the normal procedure. Place a copy of the check,
memorandum, and resident's payment screen in the resident's folder.

6.  []{#__RefHeading___Toc109101242 .anchor}Reimbursement for Property
    Damage to Resident

If damage to a resident's personal property is the result of Agency
actions, the Agency will properly reimburse the resident for the loss.
However, it is the resident's responsibility to be able to document that
the Agency is responsible for the damage. The Agency does not reimburse
for property damage caused by the tenant, including vandalism, neglect
by the tenant or third parties, or the tenant's acts or omissions. Also,
when reimbursed, the Agency prescribes to a present value policy (for
the item damaged).

As soon as the resident notices the harm to her property, she must
report it immediately to the Housing Manager. If a resident requests
reimbursement for the loss of, or damage to personal property, then the
Housing Manager fills out a form documenting the tenant's claim for
reimbursement. A work order is required to have been called in
documenting the damage, and resident reporting of the issue.

7.  []{#__RefHeading___Toc109101243 .anchor}Reporting Other Income

Rental and other income must be reported separately. Other income
includes, but is not limited to, fees paid for parking, storage,
security deposit, vending and laundry machines, vendor refunds, and late
charges.

If a miscellaneous income check is received -- say, from vending machine
income -- it should be deposited in the bank using a separate deposit
slip (separate from all rent monies), and the Accountant for the site
should be advised of the deposit by noting the same on the cash sheet.
Backup must be submitted with the deposit copies in the weekly courier
packages.

8.  []{#__RefHeading___Toc109101244 .anchor}NSF/Account Closed Checks

If a returned check is received, the resident must be notified
immediately with a Notice of Returned Check" and a "14-day" notice and
informed that the returned check must be replaced by a cashier's check
or money order \<Exhibit 17.2\>. If a second returned check is received
during the resident's tenancy, the resident will be put on a "money
order only" basis of payment. Personal checks will no longer be
accepted.

Regardless of the reasons for which the check was returned, a returned
check fee must be charged. If the returned check is for rent, late fees
may also apply.

+-----------------------------------------------------------------------+
| **List of Exhibits for Chapter 1**                                    |
+-----------------------------------------------------------------------+
| Exhibit 1.1 -- Declining Budget Worksheet Form                        |
|                                                                       |
| Exhibit 1.2 -- Referral Fee Request Form                              |
|                                                                       |
| Exhibit 1.3 -- Manual Request for Check Form                          |
|                                                                       |
| Exhibit 1.4 -- Mileage Expense Report                                 |
|                                                                       |
| Exhibit 1.5 -- Petty Cash Acknowledgement Form                        |
|                                                                       |
| Exhibit 1.6 -- Petty Cash Log                                         |
+-----------------------------------------------------------------------+

+------+---------------+------+---+------+------+------+------+--------+
| *    |               |      |   |      |      |      |      |        |
| *Exh |               |      |   |      |      |      |      |        |
| ibit |               |      |   |      |      |      |      |        |
| 1.1  |               |      |   |      |      |      |      |        |
| D    |               |      |   |      |      |      |      |        |
| ecli |               |      |   |      |      |      |      |        |
| ning |               |      |   |      |      |      |      |        |
| Bu   |               |      |   |      |      |      |      |        |
| dget |               |      |   |      |      |      |      |        |
| Wor  |               |      |   |      |      |      |      |        |
| kshe |               |      |   |      |      |      |      |        |
| et** |               |      |   |      |      |      |      |        |
+======+===============+======+===+======+======+======+======+========+
| Desc |               |      |   | Acc  |      |      |      |        |
| ript |               |      |   | ount |      |      |      |        |
| ion: |               |      |   | C    |      |      |      |        |
|      |               |      |   | ode: |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      | A    | B    | C    |        |
+------+---------------+------+---+------+------+------+------+--------+
| Date | Vendor Name   | Inv  |   | Inv  | Inv  | MON  | Bu   | Date   |
|      |               | oice |   | oice | oice | THLY | dget | Sent   |
|      |               | Date |   | \#   | Am   | BU   | Bal  | to     |
|      |               |      |   |      | ount | DGET | ance | Acco   |
|      |               |      |   |      |      | AM   |      | unting |
|      |               |      |   |      |      | OUNT |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
| *    |               |      |   |      |      |      |      |        |
| *Exh |               |      |   |      |      |      |      |        |
| ibit |               |      |   |      |      |      |      |        |
| 1.1  |               |      |   |      |      |      |      |        |
| D    |               |      |   |      |      |      |      |        |
| ecli |               |      |   |      |      |      |      |        |
| ning |               |      |   |      |      |      |      |        |
| Bu   |               |      |   |      |      |      |      |        |
| dget |               |      |   |      |      |      |      |        |
| Wor  |               |      |   |      |      |      |      |        |
| kshe |               |      |   |      |      |      |      |        |
| et** |               |      |   |      |      |      |      |        |
|      |               |      |   |      |      |      |      |        |
| **   |               |      |   |      |      |      |      |        |
| SAMP |               |      |   |      |      |      |      |        |
| LE** |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
| Desc |               |      |   | Acc  |      |      |      |        |
| ript |               |      |   | ount |      |      |      |        |
| ion: |               |      |   | C    |      |      |      |        |
|      |               |      |   | ode: |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      | A    | B    | C    |        |
+------+---------------+------+---+------+------+------+------+--------+
| Date | Vendor Name   | Inv  | I |      | Inv  | MON  | Bu   | Date   |
|      |               | oice | n |      | oice | THLY | dget | Sent   |
|      |               | Date | v |      | Am   | BU   | Bal  | to     |
|      |               |      | o |      | ount | DGET | ance | Acco   |
|      |               |      | i |      |      | AM   |      | unting |
|      |               |      | c |      |      | OUNT |      |        |
|      |               |      | e |      |      |      |      |        |
|      |               |      | \ |      |      |      |      |        |
|      |               |      | # |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      | June Month    |      |   |      |      |      |      |        |
|      | Begin\-\-\    |      |   |      |      |      |      |        |
|      | -\-\-\-\-\-\- |      |   |      |      |      |      |        |
|      | \-\-\-\-\-\-\ |      |   |      |      |      |      |        |
|      | -\-\-\-\-\-\- |      |   |      |      |      |      |        |
|      | \-\-\-\-\-\-\ |      |   |      |      |      |      |        |
|      | -\-\-\-\-\-\- |      |   |      |      |      |      |        |
|      | \-\-\-\-\-\-- |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
| 5/2  | Specialty     | 6/   | W |      | \$30 |      | \$60 | 6/5/03 |
| 3/03 | Parts         | 1/03 | A |      | 0.00 |      | 0.00 |        |
|      |               |      | 1 |      |      |      |      |        |
|      |               |      | 2 |      |      |      |      |        |
|      |               |      | 3 |      |      |      |      |        |
|      |               |      | 4 |      |      |      |      |        |
|      |               |      | 5 |      |      |      |      |        |
|      |               |      | 6 |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
| 6/   | ABC Plumbing  | 6/1  | 0 |      | \$20 |      | \$40 | 6      |
| 1/03 |               | 0/03 | 0 |      | 0.00 |      | 0.00 | /12/03 |
|      |               |      | 0 |      |      |      |      |        |
|      |               |      | 5 |      |      |      |      |        |
|      |               |      | 6 |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
| 6/1  | Joe's         | 6/1  | 0 |      | \$20 |      | \$20 | 6      |
| 2/03 | Plumbing      | 2/03 | 0 |      | 0.00 |      | 0.00 | /15/03 |
|      |               |      | - |      |      |      |      |        |
|      |               |      | 0 |      |      |      |      |        |
|      |               |      | 1 |      |      |      |      |        |
|      |               |      | 1 |      |      |      |      |        |
|      |               |      | 2 |      |      |      |      |        |
|      |               |      | 3 |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      | July Month    |      |   |      |      | \$90 | \    |        |
|      | Begin\-\-\    |      |   |      |      | 0.00 | $110 |        |
|      | -\-\-\-\-\-\- |      |   |      |      |      | 0.00 |        |
|      | \-\-\-\-\-\-\ |      |   |      |      |      |      |        |
|      | -\-\-\-\-\-\- |      |   |      |      |      |      |        |
|      | \-\-\-\-\-\-\ |      |   |      |      |      |      |        |
|      | -\-\-\-\-\-\- |      |   |      |      |      |      |        |
|      | \-\-\-\-\-\-- |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
| 7/   | Specialty     | 7/   | W |      | \    |      | \$   | 7/7/03 |
| 1/03 | Parts         | 5/03 | A |      | $120 |      | (100 |        |
|      |               |      | 5 |      | 0.00 |      | .00) |        |
|      |               |      | 6 |      |      |      |      |        |
|      |               |      | 8 |      |      |      |      |        |
|      |               |      | 9 |      |      |      |      |        |
|      |               |      | 7 |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      | August Month  |      |   |      |      | \$90 | \$80 |        |
|      | Be            |      |   |      |      | 0.00 | 0.00 |        |
|      | gin\-\-\-\-\- |      |   |      |      |      |      |        |
|      | \-\-\-\-\-\-\ |      |   |      |      |      |      |        |
|      | -\-\-\-\-\-\- |      |   |      |      |      |      |        |
|      | \-\-\-\-\-\-\ |      |   |      |      |      |      |        |
|      | -\-\-\-\-\-\- |      |   |      |      |      |      |        |
|      | \-\-\-\-\-\-- |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
| 7/2  | Joe's         |      |   |      | \$25 |      |      |        |
| 7/03 | Plumbing      |      |   |      | 0.00 |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
| 8/   | Specialty     |      |   |      | \$9  |      |      |        |
| 1/03 | Parts         |      |   |      | 5.00 |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+
|      |               |      |   |      |      |      |      |        |
+------+---------------+------+---+------+------+------+------+--------+

  -----------------------------------------------------------------------
  **Exhibit 1.2 Referral Fee Request**
  -----------------------------------------------------------------------

  -----------------------------------------------------------------------

+-----------------------------------+-----------------------------------+
| REFERRAL FEE REQUEST              |                                   |
+===================================+===================================+
|                                   |                                   |
+-----------------------------------+-----------------------------------+
| Property Name: [Meadowood Park    |                                   |
| Apartments]{.underline}           |                                   |
+-----------------------------------+-----------------------------------+
|                                   |                                   |
+-----------------------------------+-----------------------------------+
| **New Resident:**                 |                                   |
+-----------------------------------+-----------------------------------+
| Name: [Tom Jones]{.underline}     |                                   |
+-----------------------------------+-----------------------------------+
| Apt. #: [A107]{.underline}        | Move In Date:                     |
|                                   | [7/14/04]{.underline}             |
+-----------------------------------+-----------------------------------+
|                                   |                                   |
+-----------------------------------+-----------------------------------+
| **Referred By:**                  |                                   |
+-----------------------------------+-----------------------------------+
| Name: [Elvis Presley]{.underline} |                                   |
+-----------------------------------+-----------------------------------+
| Address: [12340 Main              | Apt. #: [B109]{.underline}        |
| Street]{.underline}               |                                   |
|                                   |                                   |
| [Seattle, WA 98188]{.underline}   |                                   |
+-----------------------------------+-----------------------------------+
|                                   |                                   |
+-----------------------------------+-----------------------------------+
| Approved By:                      | Referral Fee:                     |
|                                   | [\$150.00]{.underline}            |
+-----------------------------------+-----------------------------------+
| [Martha Manager]{.underline}      | [7/20/04]{.underline}             |
|                                   |                                   |
| Housing Manager                   | Date Submitted                    |
+-----------------------------------+-----------------------------------+
|                                   |                                   |
+-----------------------------------+-----------------------------------+
| [Paula Regional                   | [7/23/04]{.underline}             |
| Manager]{.underline}              |                                   |
|                                   | Date Submitted                    |
| Regional Manager                  |                                   |
+-----------------------------------+-----------------------------------+

+----------------+--------------+---+-----------------------------------+
| **Exhibit 1.3  |              |   |                                   |
| Request for    |              |   |                                   |
| Check**        |              |   |                                   |
+================+==============+===+===================================+
|                |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| Check Needs to |              |   |                                   |
| Be Cut By:     |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| Date of        |              | C |                                   |
| Request:       |              | h |                                   |
|                |              | a |                                   |
|                |              | r |                                   |
|                |              | g |                                   |
|                |              | e |                                   |
|                |              | t |                                   |
|                |              | o |                                   |
|                |              | ( |                                   |
|                |              | P |                                   |
|                |              | r |                                   |
|                |              | o |                                   |
|                |              | p |                                   |
|                |              | e |                                   |
|                |              | r |                                   |
|                |              | t |                                   |
|                |              | y |                                   |
|                |              | ) |                                   |
|                |              | : |                                   |
+----------------+--------------+---+-----------------------------------+
| Make Check     |              |   |                                   |
| Payable to:    |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| (Vendor Name)  |              |   |                                   |
| If this is a   |              |   |                                   |
| new Vendor,    |              |   |                                   |
| attach a W-9   |              |   |                                   |
| and New Vendor |              |   |                                   |
| Registration.  |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| Address:       |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| Amount:        |              | C |                                   |
|                |              | h |                                   |
|                |              | a |                                   |
|                |              | r |                                   |
|                |              | g |                                   |
|                |              | e |                                   |
|                |              | t |                                   |
|                |              | o |                                   |
|                |              | A |                                   |
|                |              | c |                                   |
|                |              | c |                                   |
|                |              | o |                                   |
|                |              | u |                                   |
|                |              | n |                                   |
|                |              | t |                                   |
|                |              | # |                                   |
|                |              | : |                                   |
+----------------+--------------+---+-----------------------------------+
| (see Chart of  |              |   |                                   |
| Accounts)      |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| Description of |              |   |                                   |
| Item(s) to     |              |   |                                   |
| Purchase:      |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| (Use Check     |              |   |                                   |
| Request        |              |   |                                   |
| Estimate       |              |   |                                   |
| portion of     |              |   |                                   |
| Check Request  |              |   |                                   |
| Log if more    |              |   |                                   |
| detail is      |              |   |                                   |
| necessary.)    |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
|                |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| -   Hand       | -   Leave at |   |                                   |
|     Delivery   |     Front    |   |                                   |
|                |     Desk for |   |                                   |
|                |     pick-up  |   |                                   |
|                |     by:      |   |                                   |
|                |              |   |                                   |
|                | -   Deliver  |   |                                   |
|                |     to:      |   |                                   |
+----------------+--------------+---+-----------------------------------+
| -   To be      | -   Mail     |   |                                   |
|     Mailed     |     Check to |   |                                   |
|                |     Vendor   |   |                                   |
|                |     (address |   |                                   |
|                |     above)   |   |                                   |
|                |              |   |                                   |
|                | -   Mail     |   |                                   |
|                |     Check to |   |                                   |
|                |     Property |   |                                   |
|                |     (noted   |   |                                   |
|                |     above)   |   |                                   |
+----------------+--------------+---+-----------------------------------+
| -   Courier    |              |   |                                   |
|     Delivery   |              |   |                                   |
|     -- Check   |              |   |                                   |
|     will be    |              |   |                                   |
|     placed in  |              |   |                                   |
|     property   |              |   |                                   |
|     (noted     |              |   |                                   |
|     above)     |              |   |                                   |
|     folder for |              |   |                                   |
|     next pick  |              |   |                                   |
|     up.        |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| -   Other --   |              |   |                                   |
|     (please    |              |   |                                   |
|     specify    |              |   |                                   |
|     Name and   |              |   |                                   |
|     Address)   |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
|                |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| Requested By:  |              |   | Approved By:                      |
+----------------+--------------+---+-----------------------------------+
|                |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| Date Request   |              |   | Date Check Cut:                   |
| Received:      |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| Check #:       |              |   | By:                               |
+----------------+--------------+---+-----------------------------------+
|                |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| Check Request  |              |   |                                   |
| Procedure      |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
|                |              |   |                                   |
+----------------+--------------+---+-----------------------------------+
| The following  |              |   |                                   |
| paperwork must |              |   |                                   |
| be submitted   |              |   |                                   |
| to Accounting: |              |   |                                   |
|                |              |   |                                   |
| 1)  Completed  |              |   |                                   |
|     Check      |              |   |                                   |
|     Request    |              |   |                                   |
|     Form       |              |   |                                   |
|                |              |   |                                   |
| 2)  Copy of    |              |   |                                   |
|     the        |              |   |                                   |
|     invoice    |              |   |                                   |
|     (and       |              |   |                                   |
|     contract   |              |   |                                   |
|     if this is |              |   |                                   |
|     work done  |              |   |                                   |
|     by or to   |              |   |                                   |
|     be done by |              |   |                                   |
|     a          |              |   |                                   |
|                |              |   |                                   |
|   contractor), |              |   |                                   |
|     receipt or |              |   |                                   |
|     bid sheet  |              |   |                                   |
|     attached.  |              |   |                                   |
|                |              |   |                                   |
| > OR           |              |   |                                   |
| >              |              |   |                                   |
| > Completed    |              |   |                                   |
| > Check        |              |   |                                   |
| > Request      |              |   |                                   |
| > Estimate     |              |   |                                   |
| > portion of   |              |   |                                   |
| > the Check    |              |   |                                   |
| > Request Log. |              |   |                                   |
|                |              |   |                                   |
| NOTE: Check    |              |   |                                   |
| requests will  |              |   |                                   |
| be processed   |              |   |                                   |
| through the    |              |   |                                   |
| normal A/P     |              |   |                                   |
| schedule       |              |   |                                   |
| unless the     |              |   |                                   |
| Regional       |              |   |                                   |
| Manager and    |              |   |                                   |
| Controller     |              |   |                                   |
| have deemed    |              |   |                                   |
| otherwise, in  |              |   |                                   |
| which case     |              |   |                                   |
| emergency      |              |   |                                   |
| check requests |              |   |                                   |
| will only be   |              |   |                                   |
| processed on   |              |   |                                   |
| Thursdays.     |              |   |                                   |
|                |              |   |                                   |
| After the      |              |   |                                   |
| items are      |              |   |                                   |
| purchased and  |              |   |                                   |
| receipts are   |              |   |                                   |
| obtained, a    |              |   |                                   |
| Check Request  |              |   |                                   |
| Log must be    |              |   |                                   |
| completed and  |              |   |                                   |
| returned to    |              |   |                                   |
| the corporate  |              |   |                                   |
| office within  |              |   |                                   |
| 7 days. All    |              |   |                                   |
| receipts       |              |   |                                   |
| corresponding  |              |   |                                   |
| to the log     |              |   |                                   |
| entries must   |              |   |                                   |
| be attached to |              |   |                                   |
| the back of    |              |   |                                   |
| the sheet.     |              |   |                                   |
| Please tape    |              |   |                                   |
| them securely  |              |   |                                   |
| -- do no       |              |   |                                   |
| staple or      |              |   |                                   |
| paper clip!    |              |   |                                   |
| You may put    |              |   |                                   |
| them in an     |              |   |                                   |
| envelope and   |              |   |                                   |
| staple the     |              |   |                                   |
| envelope to    |              |   |                                   |
| the back of    |              |   |                                   |
| the log sheet  |              |   |                                   |
| or tape them   |              |   |                                   |
| on a separate  |              |   |                                   |
| sheet of paper |              |   |                                   |
| and attach     |              |   |                                   |
| that to the    |              |   |                                   |
| log sheet. You |              |   |                                   |
| must have a    |              |   |                                   |
| receipt        |              |   |                                   |
| showing the    |              |   |                                   |
| total paid for |              |   |                                   |
| every entry on |              |   |                                   |
| the log sheet. |              |   |                                   |
| Any leftover   |              |   |                                   |
| funds must be  |              |   |                                   |
| deposited in   |              |   |                                   |
| the property   |              |   |                                   |
| bank account   |              |   |                                   |
| immediately    |              |   |                                   |
| and a copy of  |              |   |                                   |
| the deposit    |              |   |                                   |
| slip attached  |              |   |                                   |
| to the log.    |              |   |                                   |
|                |              |   |                                   |
| Personal items |              |   |                                   |
| are not to be  |              |   |                                   |
| purchased with |              |   |                                   |
| property funds |              |   |                                   |
| and should     |              |   |                                   |
| never be       |              |   |                                   |
| included on a  |              |   |                                   |
| property       |              |   |                                   |
| receipt.       |              |   |                                   |
+----------------+--------------+---+-----------------------------------+

  -------------------------------------------------------------------------------------------------
  **Exhibit 1.4                                                                          
  Mileage                                                                                
  Expense                                                                                
  Report**                                                                               
  -------------- ------- --------------------- ----------------- ----------------------- ----------
  Property Name:                                                 Property Code:          

  Employee Name:                                                                         

                                                                                         

  Miles Driven   Date of Destination or Person Purpose of Visit                          Approved
                 Trip    Visited                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

                                                                                         

  0              Total                         \$0.00                                    
                 Miles x                                                                 
                 .33 per                                                                 
                 mile =                                                                  

  *(Total Miles                                *(Reimbursement                           
  Driven)*                                     Amount)*                                  

  Employee's                                   Date Submitted:                           
  Signature:                                                                             

                                                                                         

  Supervisor's                                 Date Approved:                            
  Signature:                                                                             
  -------------------------------------------------------------------------------------------------

+-----------------------------------+-----------------------------------+
| **Exhibit 1.5 Petty Cash          |                                   |
| Acknowledgement**                 |                                   |
+===================================+===================================+
| PETTY CASH ACKNOWLEDGEMENT        |                                   |
|                                   |                                   |
| I, [Martha Manager]{.underline},  |                                   |
| agree to receive and be           |                                   |
| responsible for a petty cash fund |                                   |
| in the amount of [Two-Hundred     |                                   |
| Dollars (\$200.00)]{.underline}   |                                   |
| for [Meadowood Lake               |                                   |
| Village]{.underline} Apartments.  |                                   |
| This fund is fully my             |                                   |
| responsibility to manage and use  |                                   |
| for property related expenditures |                                   |
| only during my term as Housing    |                                   |
| Manager with above mentioned      |                                   |
| Apartments. If at any time the    |                                   |
| fund is short, I authorize the    |                                   |
| Agency as agent for [Meadowood    |                                   |
| Lake Village]{.underline}         |                                   |
| Apartments, to withhold the       |                                   |
| deficit from my next paycheck. I  |                                   |
| further understand that upon my   |                                   |
| departure, I am responsible for   |                                   |
| submitting all receipts and/or    |                                   |
| remaining cash on hand to my      |                                   |
| Regional Manager for a final      |                                   |
| calculation. If the fund is short |                                   |
| in any amount, I authorize the    |                                   |
| Agency. as agent for the          |                                   |
| aforementioned Apartments, to     |                                   |
| withhold any deficit from my      |                                   |
| final paycheck.                   |                                   |
+-----------------------------------+-----------------------------------+
|                                   |                                   |
+-----------------------------------+-----------------------------------+
| [Martha A. Manager]{.underline}   | [7/21/04]{.underline}             |
+-----------------------------------+-----------------------------------+
| Housing Manager                   | Date                              |
+-----------------------------------+-----------------------------------+
|                                   |                                   |
+-----------------------------------+-----------------------------------+
| [Paula Regional                   | [7/21/04]{.underline}             |
| Manager]{.underline}              |                                   |
+-----------------------------------+-----------------------------------+
| Regional Manager                  | Date                              |
+-----------------------------------+-----------------------------------+
|                                   |                                   |
+-----------------------------------+-----------------------------------+

  -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
  **Exhibit                                                                                                                                                                             
  1.6 Petty                                                                                                                                                                             
  Cash Log**                                                                                                                                                                            
  ------------ --------- --------- ------------ --------- ----------------- ----------------- ----------------- ----------------- ----------------- ----------------- ----------------- -----------------
  Property                                                Manager's Name:                                                                                                               
  Name:                                                                                                                                                                                 

  Period: From                                            Address:                                                                                                                      
  To                                                                                                                                                                                    

  Remarks:                                                                                                                                                                              

                                                          Codes                                                                                                                         

  Receipt \#   Date of   Paid To   Items        Amount of \-\-\-\-\-\-\--   \-\-\-\-\-\-\--   \-\-\-\-\-\-\--   \-\-\-\-\-\-\--   \-\-\-\-\-\-\--   \-\-\-\-\-\-\--   \-\-\-\-\-\-\--   \-\-\-\-\-\-\--
               Receipt             Purchased    Receipt                                                                                                                                 

                                                                                                                                                                                        

                                                                                                                                                                                        

                                                                                                                                                                                        

                                                                                                                                                                                        

                                                                                                                                                                                        

                                                                                                                                                                                        

                                                                                                                                                                                        

                                                                                                                                                                                        

                                                                                                                                                                                        

                                                                                                                                                                                        

                                                                                                                                                                                        

                                                                                                                                                                                        

                                                                                                                                                                                        

                                                                                                                                                                                        

  Date                             Total                                                                                                                                                
  Submitted:                       Disbursed                                                                                                                                            

                                   Cash Balance                                                                                                                                         
                                   on Hand (+)                                                                                                                                          

                                   Total (=)                                Site Manager:                                                                                               

                                   Total Amount                             Regional Manager:                                                                                           
                                   of Fund (-)                                                                                                                                          

                                   Short or                                 Accounting:                                                                                                 
                                   Over (=)                                                                                                                                             
  -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

+-----------------------------------------------------------------------+
| **List of Exhibits for Chapter 2**                                    |
+-----------------------------------------------------------------------+
| Exhibit 2.1 -- Perfect File Folder                                    |
|                                                                       |
| Exhibit 2.2 -- Product Knowledge Notebook                             |
|                                                                       |
| Exhibit 2.3 -- Key Log                                                |
|                                                                       |
| Exhibit 2.4 -- Monthly Property Report                                |
|                                                                       |
| Exhibit 2.5 -- Incident Report                                        |
|                                                                       |
| Exhibit 2.6 -- Emergency Procedures Manual                            |
|                                                                       |
| Exhibit 2.7 -- Recertification Log                                    |
+-----------------------------------------------------------------------+

+-----------------------------------------------------------------------+
| **Exhibit 2.1 Perfect File Folder**                                   |
+=======================================================================+
| **Section I -- Initial Occupancy -- RIGHT SIDE (back to front)**      |
|                                                                       |
| *Within this section, the following information should be contained:* |
|                                                                       |
| -   Application Packet                                                |
|                                                                       |
| -   Initial Move-In Information                                       |
|                                                                       |
| *This section originates in occupancy. Developments should not add or |
| remove anything from this section. This section of the file is        |
| considered "closed."*                                                 |
|                                                                       |
| -   Application                                                       |
|                                                                       |
| -   Application Checklist                                             |
|                                                                       |
| -   Thank you letter                                                  |
|                                                                       |
| -   Preference certification                                          |
|                                                                       |
| -   Preference verification                                           |
|                                                                       |
| -   Social Security cards, birth certificates, picture ID             |
|                                                                       |
| -   Citizenship declarations                                          |
|                                                                       |
| -   Criminal history NOTES                                            |
|                                                                       |
| -   Credit history                                                    |
|                                                                       |
| -   Landlord verifications                                            |
|                                                                       |
| -   PHA official certification                                        |
|                                                                       |
| -   Applicant/tenant certification                                    |
|                                                                       |
| -   Release of information (HUD 9886)                                 |
|                                                                       |
| -   Release of information                                            |
|                                                                       |
| -   Emergency contact information                                     |
|                                                                       |
| -   Move-in inspection                                                |
+-----------------------------------------------------------------------+
| **Section I I -- Lease Agreements -- RIGHT SIDE (back to front)**     |
|                                                                       |
| *Within this section, the following information should be contained:* |
|                                                                       |
| -   Policy acknowledgements                                           |
|                                                                       |
| -   Lease attachments                                                 |
|                                                                       |
| -   Lease                                                             |
|                                                                       |
| ```{=html}                                                            |
| <!-- -->                                                              |
| ```                                                                   |
| -   Minimum rent notice                                               |
|                                                                       |
| -   Lead notice                                                       |
|                                                                       |
| -   One Strike notice                                                 |
|                                                                       |
| -   Flat v. income base rent notice                                   |
|                                                                       |
| -   Housekeeping policy                                               |
|                                                                       |
| -   Maintenance policy                                                |
|                                                                       |
| -   Pet policy/addendum, if applicable                                |
|                                                                       |
| -   Grievance policy acknowledgement                                  |
|                                                                       |
| -   Community service policy acknowledgement                          |
|                                                                       |
| -   House rules                                                       |
|                                                                       |
| -   Transfer paperwork                                                |
|                                                                       |
| -   Lease                                                             |
+-----------------------------------------------------------------------+
| **Section III -- Financial and Resident Management Data -- RIGHT SIDE |
| (back to front)**                                                     |
|                                                                       |
| *Within this section, the following information should be contained:* |
|                                                                       |
| -   Tenant Accounting Documents                                       |
|                                                                       |
| -   Income Verifications                                              |
|                                                                       |
| -   Annual Review Packets, or Interims                                |
|                                                                       |
| ```{=html}                                                            |
| <!-- -->                                                              |
| ```                                                                   |
| -   Income verifications                                              |
|                                                                       |
| -   Deduction verifications                                           |
|                                                                       |
| -   50058 worksheet and printout of 50058 submitted                   |
|                                                                       |
| -   Tenant accounting worksheet                                       |
|                                                                       |
| -   Any other related verifications                                   |
|                                                                       |
| -   MEID approval, worksheets, notices                                |
|                                                                       |
| -   Notice of rent adjustments                                        |
|                                                                       |
| -   Notice of annual reviews                                          |
|                                                                       |
| -   Annual review documents (certifications, release, notices,        |
|     verifications)                                                    |
|                                                                       |
| -   Recertification checklist                                         |
|                                                                       |
| -   Interim review documents                                          |
|                                                                       |
| -   Vacate letter                                                     |
+-----------------------------------------------------------------------+
| **Section IV -- Maintenance Data -- LEFT SIDE (back to front/oldest   |
| to newest)**                                                          |
|                                                                       |
| *Within this section, the following information should be contained:* |
|                                                                       |
| -   Housekeeping issues                                               |
|                                                                       |
| -   Maintenance issues                                                |
|                                                                       |
| ```{=html}                                                            |
| <!-- -->                                                              |
| ```                                                                   |
| -   Inspections                                                       |
|                                                                       |
| -   Work order change letters                                         |
|                                                                       |
| -   Housekeeping and maintenance correspondence                       |
|                                                                       |
| -   Resident damage claims, if applicable                             |
|                                                                       |
| -   Referrals                                                         |
+-----------------------------------------------------------------------+
| **Section V -- Rent Collection Data -- LEFT SIDE (back to             |
| front/oldest to newest)**                                             |
|                                                                       |
| *Within this section, the following information should be contained:* |
|                                                                       |
| -   Rent related documents                                            |
|                                                                       |
| ```{=html}                                                            |
| <!-- -->                                                              |
| ```                                                                   |
| -   Late letters                                                      |
|                                                                       |
| -   Legal, enforcement notices                                        |
|                                                                       |
| -   Repayment agreements                                              |
|                                                                       |
| -   Other correspondence related to rent payments                     |
|                                                                       |
| -   Retro rent information                                            |
+-----------------------------------------------------------------------+
| **Section VI -- Lease Enforcement -- LEFT SIDE (back to front/oldest  |
| to newest)**                                                          |
|                                                                       |
| *Within this section, the following information should be contained:* |
|                                                                       |
| -   Lease violations                                                  |
|                                                                       |
| ```{=html}                                                            |
| <!-- -->                                                              |
| ```                                                                   |
| -   Lease violation warnings/notices                                  |
|                                                                       |
| -   Police reports, including file notice, banned notices, protective |
|     orders, etc.                                                      |
|                                                                       |
| -   Lease terminations                                                |
|                                                                       |
| -   Legal correspondence                                              |
+-----------------------------------------------------------------------+

+---------------------+------------------------------------------------+
| **Exhibit 2.2       |                                                |
| Product Knowledge   |                                                |
| Notebook**          |                                                |
+=====================+================================================+
| **Chapter**         | **Contents**                                   |
+---------------------+------------------------------------------------+
| 1\. Your Apartment  | -   Name                                       |
| Community           |                                                |
|                     | -   Address                                    |
|                     |                                                |
|                     | -   Telephone number, fax number, e-mail       |
|                     |     address, modem phone number                |
+---------------------+------------------------------------------------+
| 2\. Emergency       | -   Police (location/phone numbers)            |
| Information (this   |                                                |
| information should  | -   Fire (location, distance to nearest        |
| also be contained   |     station, phone number)                     |
| in the site's       |                                                |
| Emergency           | -   Location of all fire extinguishers         |
| Procedures Manual)  |                                                |
|                     | -   Hospital (name of nearest facility,        |
|                     |     location and distance, phone number)       |
|                     |                                                |
|                     | -   Ambulance (name of nearest service, phone  |
|                     |     numbers)                                   |
+---------------------+------------------------------------------------+
| 3\. Apartment       | -   Construction type (include year of         |
| Information         |     construction, size of apartments,          |
|                     |     apartment lay-outs, as-built drawings,     |
|                     |     etc.)                                      |
|                     |                                                |
|                     | -   Security (service of system, name and      |
|                     |     phone number of service, type and service  |
|                     |     vendor if system)                          |
|                     |                                                |
|                     | -   Equipment (sizes and types of all          |
|                     |     appliances in each apartment -- ranges,    |
|                     |     refrigerators, dishwashers, disposals,     |
|                     |     etc. For hot water heaters, include number |
|                     |     of gallons, location of recovery line,     |
|                     |     manufacturer, make and model, gas or       |
|                     |     electric.)                                 |
|                     |                                                |
|                     | -   Hating (type of system)                    |
|                     |                                                |
|                     | -   Air conditioning (type of system)          |
|                     |                                                |
|                     | -   Fireplaces (make and type -- wood burning, |
|                     |     gas, electric, etc.)                       |
|                     |                                                |
|                     | -   Television Antenna/Cable Hook-up/DSL --    |
|                     |     where located in each apartment, name and  |
|                     |     phone numbers of service vendors,          |
|                     |     acceptable locations for satellite dishes) |
|                     |                                                |
|                     | -   Other special features                     |
|                     |                                                |
|                     | -   Carpeting (colors available, manufacturer, |
|                     |     type of material -- polyester, wool,       |
|                     |     nylon, etc.)                               |
|                     |                                                |
|                     | -   Window treatments (blinds or drapes,       |
|                     |     colors, window sizes in each apartment,    |
|                     |     window treatment policy on additional      |
|                     |     window coverings)                          |
|                     |                                                |
|                     | -   Electrical switches and outlets (where     |
|                     |     located and which switches operate which   |
|                     |     outlets, how the GFI works)                |
|                     |                                                |
|                     | -   Breaker box (location and operations)      |
|                     |                                                |
|                     | -   Water shut off valves (location and        |
|                     |     operation, location of "t"-bar for         |
|                     |     emergency shut-off)                        |
|                     |                                                |
|                     | -   Manuals for standard fixtures/appliances   |
|                     |                                                |
|                     | -   Asbestos Manual and Information (location  |
|                     |     of Asbestos O & M Manual/location of       |
|                     |     asbestos at the site, location of sample   |
|                     |     testing/asbestos survey, site procedure    |
|                     |     for damage to asbestos containing          |
|                     |     materials)                                 |
|                     |                                                |
|                     | -   Lead-based Paint (copy of lead-based paint |
|                     |     brochure -- if property built before 1978) |
|                     |                                                |
|                     | -   Other hazardous materials (nature of       |
|                     |     hazard, special handling instructions)     |
+---------------------+------------------------------------------------+
| 4\. Community       | -   Opening dates of each phase (if            |
| Information         |     applicable)                                |
|                     |                                                |
|                     | -   Number of acres                            |
|                     |                                                |
|                     | -   Number of apartments in each phase (if     |
|                     |     applicable)                                |
|                     |                                                |
|                     | -   Number of parking spaces in each phase (if |
|                     |     applicable)                                |
|                     |                                                |
|                     | -   Number of garages/garage spaces in each    |
|                     |     phase (if applicable)                      |
|                     |                                                |
|                     | -   Parking assignment list                    |
|                     |                                                |
|                     | -   Social and Recreational facilities and     |
|                     |     rules                                      |
|                     |                                                |
|                     | -   Playground facilities                      |
|                     |                                                |
|                     | -   Laundry facilities (cost and hours of      |
|                     |     operation, location)                       |
|                     |                                                |
|                     | -   Storage facilities (location, assignment)  |
|                     |                                                |
|                     | -   Additional facilities                      |
|                     |                                                |
|                     | -   Community Map (mark water, electric and    |
|                     |     gas shut-offs as well as fire hydrants;    |
|                     |     mark fire alarm panel, sprinkler controls  |
|                     |     and hydrant locations; photo cell          |
|                     |     locations; location of fire extinguishers) |
+---------------------+------------------------------------------------+
| 5\. Neighborhood    | -   Daycare facilities                         |
| Information         |                                                |
| (include phone      | -   School district (enrollment information,   |
| numbers where       |     bus service, location of schools, other    |
| appropriate)        |     school information)                        |
|                     |                                                |
|                     | -   Adult education programs/services (college |
|                     |     and universities)                          |
|                     |                                                |
|                     | -   Technical schools, adult classes           |
|                     |                                                |
|                     | -   Postal service information (nearest branch |
|                     |     post office hours, main post office,       |
|                     |     nearest mail drop box)                     |
|                     |                                                |
|                     | -   Newspapers (subscription information)      |
|                     |                                                |
|                     | -   Shopping information (nearest convenience  |
|                     |     store, shopping center, supermarket, and   |
|                     |     other shopping information)                |
|                     |                                                |
|                     | -   Transportation service/bus (nearest stop,  |
|                     |     where to get timetables, cost, where to    |
|                     |     purchase passes/tickets)                   |
|                     |                                                |
|                     | -   Transportation service/taxi (phone         |
|                     |     numbers)                                   |
|                     |                                                |
|                     | -   Transportation service/airport facilities  |
|                     |     (location, quickest/ easiest route to      |
|                     |     airport from apartment community, shuttle  |
|                     |     services)                                  |
|                     |                                                |
|                     | -   Transportation service/train (location of  |
|                     |     station, quickest/ easiest route to        |
|                     |     station from apartment community)          |
|                     |                                                |
|                     | -   Entertainment and recreation (restaurants, |
|                     |     clubs, theaters, bowling alleys, golf      |
|                     |     courses, parks, museums/art galleries,     |
|                     |     libraries, other entertainment and         |
|                     |     recreation facilities)                     |
|                     |                                                |
|                     | -   Churches (locations and denominations)     |
|                     |                                                |
|                     | -   Voting information (where to register,     |
|                     |     where to change address of registered      |
|                     |     voter, where to vote)                      |
|                     |                                                |
|                     | -   Social service agencies                    |
+---------------------+------------------------------------------------+
| 6\. Utility         | -   Electricity (how to order/transfer         |
| Information         |     utility, average monthly cost and billing  |
|                     |     cycle)                                     |
|                     |                                                |
|                     | -   Gas (how to order/transfer utility,        |
|                     |     average monthly cost and billing cycle)    |
|                     |                                                |
|                     | -   Telephone (how to order/process service    |
|                     |     options, average monthly cost)             |
|                     |                                                |
|                     | -   Water/sewer (if sub-metered, how to order  |
|                     |     and cost information)                      |
|                     |                                                |
|                     | -   Recycling (location of containers, types   |
|                     |     of materials recycled)                     |
+---------------------+------------------------------------------------+

  ------------------------------------------------------------------------------------------------------------------------------
  **Exhibit 2.3                                                                                                             
  Key Log**                                                                                                                 
  --------------- --------------- ------- -------------- ------- ------------ --- -------------- ------- -- ---------- ---- ----
                  **Property:**                                                   **Month of:**                             

                                                                                                                            

  **CHECK-OUT**                                                                   **CHECK-IN**                              

  Date                            Time    Name/Company   Apt.#   Employee         Date           Time       Employee        

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                                            

                                                                                                 Page:                 of   
  ------------------------------------------------------------------------------------------------------------------------------

<table>
<colgroup>
<col style="width: 12%" />
<col style="width: 7%" />
<col style="width: 5%" />
<col style="width: 12%" />
<col style="width: 2%" />
<col style="width: 10%" />
<col style="width: 2%" />
<col style="width: 6%" />
<col style="width: 2%" />
<col style="width: 12%" />
<col style="width: 1%" />
<col style="width: 3%" />
<col style="width: 7%" />
<col style="width: 12%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="14"><strong>Exhibit 2.4 Monthly Property
Report</strong></td>
</tr>
<tr class="even">
<td colspan="14"></td>
</tr>
<tr class="odd">
<td colspan="14"><p>“Community Name”</p>
<p>“Month and Year”</p></td>
</tr>
<tr class="even">
<td colspan="14"></td>
</tr>
<tr class="odd">
<td colspan="14"><strong>1. Property Narrative</strong></td>
</tr>
<tr class="even">
<td colspan="14"><strong>2. Physical Occupancy</strong></td>
</tr>
<tr class="odd">
<td><p><em>a</em></p>
<p>Unit Type</p></td>
<td colspan="2"><p><em>b</em></p>
<p>Total Units</p></td>
<td><p><em>c</em></p>
<p>Occupied Units</p></td>
<td colspan="2"><p><em>d</em></p>
<p>Mod Rehab</p></td>
<td colspan="3"><p><em>e</em></p>
<p>Make Ready</p></td>
<td><p><em>f</em></p>
<p>Vacant Units</p></td>
<td colspan="3"><p><em>c/b %</em></p>
<p>Gross Occupancy</p></td>
<td><p><em>c/(b-c) %</em></p>
<p>Adjusted Occupancy</p></td>
</tr>
<tr class="even">
<td>1brm</td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
</tr>
<tr class="odd">
<td>2 brm</td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
</tr>
<tr class="even">
<td>3 brm</td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
</tr>
<tr class="odd">
<td>4 brm</td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
</tr>
<tr class="even">
<td>5 brm</td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
</tr>
<tr class="odd">
<td><em><strong>Total</strong></em></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
</tr>
<tr class="even">
<td colspan="14"></td>
</tr>
<tr class="odd">
<td colspan="14"><strong>3. Waiting List</strong></td>
</tr>
<tr class="even">
<td colspan="2" rowspan="2"><strong>Unit Type</strong></td>
<td colspan="12"><strong>Number of Applications</strong></td>
</tr>
<tr class="odd">
<td colspan="3"><strong>Total</strong></td>
<td colspan="3"><strong>RRO1</strong></td>
<td colspan="4"><strong>PEO3</strong></td>
<td colspan="2"><strong>PEO1</strong></td>
</tr>
<tr class="even">
<td colspan="2">1 brm</td>
<td colspan="3"></td>
<td colspan="3"></td>
<td colspan="4"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">2 brm</td>
<td colspan="3"></td>
<td colspan="3"></td>
<td colspan="4"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">3 brm</td>
<td colspan="3"></td>
<td colspan="3"></td>
<td colspan="4"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">4 brm</td>
<td colspan="3"></td>
<td colspan="3"></td>
<td colspan="4"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">5 brm</td>
<td colspan="3"></td>
<td colspan="3"></td>
<td colspan="4"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="14"><p>**RRO1 = application approved/ready to be
housed/awaiting ready unit**</p>
<p>**PEO3 = passed credit and criminal check; pending other
verification**</p>
<p>**PEO1 = application received**</p></td>
</tr>
<tr class="even">
<td colspan="14"></td>
</tr>
<tr class="odd">
<td colspan="14"><strong>4. Move-Ins, Move-Outs, and Unit Turnaround
Time</strong></td>
</tr>
<tr class="even">
<td colspan="7"></td>
<td colspan="4"><strong>This Month</strong></td>
<td colspan="3"><strong>Year-to-Date</strong></td>
</tr>
<tr class="odd">
<td colspan="7">Move-ins</td>
<td colspan="4"></td>
<td colspan="3"></td>
</tr>
<tr class="even">
<td colspan="7">Move-outs</td>
<td colspan="4"></td>
<td colspan="3"></td>
</tr>
<tr class="odd">
<td colspan="7">Evictions (included with move-outs)</td>
<td colspan="4"></td>
<td colspan="3"></td>
</tr>
<tr class="even">
<td colspan="7">Make-ready time</td>
<td colspan="4"></td>
<td colspan="3"></td>
</tr>
<tr class="odd">
<td colspan="7">Lease-up time</td>
<td colspan="4"></td>
<td colspan="3"></td>
</tr>
<tr class="even">
<td colspan="7"><strong>Total Turnaround Time</strong></td>
<td colspan="4"></td>
<td colspan="3"></td>
</tr>
</tbody>
</table>

+-------------------------+--------+----------+---+-----------+-----------+
| **Exhibit 2.4 Monthly   |        |          |   |           |           |
| Property Report**       |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
|                         |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| "Community Name"        |        |          |   |           |           |
|                         |        |          |   |           |           |
| "Month and Year"        |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
|                         |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| **5. List All Vacant    |        |          |   |           |           |
| Units and their         |        |          |   |           |           |
| Status**                |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| **Address**             | **     | **P      |   | **An      | **Ap      |
|                         | Bdrm** | rojected |   | ticipated | plication |
|                         |        | Ready    |   | Lease     | Approved  |
|                         |        | Date     |   | Date      | and       |
|                         |        | (mm/     |   | (mm       | W         |
|                         |        | dd/yy)** |   | /dd/yy)** | aiting?** |
+-------------------------+--------+----------+---+-----------+-----------+
|                         |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
|                         |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
|                         |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
|                         |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
|                         |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
|                         |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| **6. Customer Traffic** |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Walk-ins requiring      |        |          |   |           |           |
| about the property      |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Telephone inquiry calls |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Applications taken      |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Interest letters with   |        |          |   |           |           |
| brochures sent out      |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
|                         |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| **7.                    |        |          |   |           |           |
| Promotions/Advertising  |        |          |   |           |           |
| (narrative)**           |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| **8. Recertifications** |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Outstanding at start of |        |          |   |           |           |
| month                   |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Due to be completed     |        |          |   |           |           |
| this month              |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Completed for this      |        |          |   |           |           |
| month                   |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Ending backlog          |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
|                         |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| **9. Annual Unit        |        |          |   |           |           |
| Inspections**           |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Total units to be       |        |          |   |           |           |
| inspected for the year  |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Number completed/start  |        |          |   |           |           |
| of month                |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Number inspected for    |        |          |   |           |           |
| the month               |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Number completed year   |        |          |   |           |           |
| to date                 |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Total left to be        |        |          |   |           |           |
| inspected for the year  |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
|                         |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| Have all building       |        |          | Y |           |           |
| system inspections been |        |          | E |           |           |
| completed?              |        |          | S |           |           |
|                         |        |          | o |           |           |
|                         |        |          | r |           |           |
|                         |        |          | N |           |           |
|                         |        |          | O |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
| If yes, please enter    |        |          | \ |           |           |
| date                    |        |          | _ |           |           |
|                         |        |          | \ |           |           |
|                         |        |          | _ |           |           |
|                         |        |          | \ |           |           |
|                         |        |          | _ |           |           |
|                         |        |          | \ |           |           |
|                         |        |          | _ |           |           |
|                         |        |          | \ |           |           |
|                         |        |          | _ |           |           |
|                         |        |          | \ |           |           |
|                         |        |          | _ |           |           |
|                         |        |          | \ |           |           |
|                         |        |          | _ |           |           |
|                         |        |          | / |           |           |
|                         |        |          | \ |           |           |
|                         |        |          | _ |           |           |
|                         |        |          | \ |           |           |
|                         |        |          | _ |           |           |
|                         |        |          | \ |           |           |
|                         |        |          | _ |           |           |
|                         |        |          | \ |           |           |
|                         |        |          | _ |           |           |
|                         |        |          | \ |           |           |
|                         |        |          | _ |           |           |
|                         |        |          | \ |           |           |
|                         |        |          | _ |           |           |
|                         |        |          | \ |           |           |
|                         |        |          | _ |           |           |
|                         |        |          | / |           |           |
|                         |        |          | 2 |           |           |
|                         |        |          | 0 |           |           |
|                         |        |          | 0 |           |           |
|                         |        |          | 5 |           |           |
+-------------------------+--------+----------+---+-----------+-----------+
|                         |        |          |   |           |           |
+-------------------------+--------+----------+---+-----------+-----------+

+----------------+-----------------+---+--------+-----+---+---------------+
| **Exhibit 2.4  |                 |   |        |     |   |               |
| Monthly        |                 |   |        |     |   |               |
| Property       |                 |   |        |     |   |               |
| Report**       |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
|                |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| "Community     |                 |   |        |     |   |               |
| Name"          |                 |   |        |     |   |               |
|                |                 |   |        |     |   |               |
| "Month and     |                 |   |        |     |   |               |
| Year"          |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
|                |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| **10. Lease    |                 |   |        |     |   |               |
| Enforcements** |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Lease warnings |                 |   |        |     |   |               |
| issued         |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Lease          |                 |   |        |     |   |               |
| violations     |                 |   |        |     |   |               |
| issued         |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Abandonment    |                 |   |        |     |   |               |
| letters        |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| 30-day lease   |                 |   |        |     |   |               |
| terminations   |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| 72-hour lease  |                 |   |        |     |   |               |
| terminations   |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
|                |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| **11.          |                 |   |        |     |   |               |
| Evictions**    |                 |   |        |     |   |               |
|                |                 |   |        |     |   |               |
| *List all      |                 |   |        |     |   |               |
| tenants on     |                 |   |        |     |   |               |
| formal         |                 |   |        |     |   |               |
| eviction/court |                 |   |        |     |   |               |
| summons, then  |                 |   |        |     |   |               |
| all households |                 |   |        |     |   |               |
| for whom a     |                 |   |        |     |   |               |
| judgment was   |                 |   |        |     |   |               |
| issued, the    |                 |   |        |     |   |               |
| date of the    |                 |   |        |     |   |               |
| judgment and   |                 |   |        |     |   |               |
| the action     |                 |   |        |     |   |               |
| (dismissal,    |                 |   |        |     |   |               |
| eviction,      |                 |   |        |     |   |               |
| etc.)*         |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| **Resident     | **Reason        | * |        |     | * |               |
| Name**         | (30             | * |        |     | * |               |
|                | -day/72-hour)** | S |        |     | J |               |
|                |                 | u |        |     | u |               |
|                |                 | m |        |     | d |               |
|                |                 | m |        |     | g |               |
|                |                 | o |        |     | m |               |
|                |                 | n |        |     | e |               |
|                |                 | s |        |     | n |               |
|                |                 | D |        |     | t |               |
|                |                 | a |        |     | A |               |
|                |                 | t |        |     | c |               |
|                |                 | e |        |     | t |               |
|                |                 | * |        |     | i |               |
|                |                 | * |        |     | o |               |
|                |                 |   |        |     | n |               |
|                |                 |   |        |     | * |               |
|                |                 |   |        |     | * |               |
+----------------+-----------------+---+--------+-----+---+---------------+
|                |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
|                |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
|                |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
|                |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| **12.          |                 |   |        |     |   |               |
| Non-Emergency  |                 |   |        |     |   |               |
| Work Orders**  |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Beginning      |                 |   |        |     |   |               |
| balance        |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Received       |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Closed         |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Ending Balance |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
|                |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Total work     |                 |   |        |     |   |               |
| orders for the |                 |   |        |     |   |               |
| month          |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Total work     |                 |   |        |     |   |               |
| orders for the |                 |   |        |     |   |               |
| year           |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
|                |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| **13.          |                 |   |        |     |   |               |
| Emergency Work |                 |   |        |     |   |               |
| Orders**       |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
|                |                 |   | **This |     |   | **Y           |
|                |                 |   | M      |     |   | ear-to-Date** |
|                |                 |   | onth** |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Requested      |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Completed      |                 |   |        |     |   |               |
| within 24      |                 |   |        |     |   |               |
| hours          |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Percent        |                 |   |        |     |   |               |
| completed      |                 |   |        |     |   |               |
| within 24      |                 |   |        |     |   |               |
| hours          |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
|                |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| **14. Rent     |                 |   |        |     |   |               |
| Collections**  |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
|                |                 |   | **This |     |   |               |
|                |                 |   | M      |     |   |               |
|                |                 |   | onth** |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Rent charges   |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Other charges  |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| **Total new    |                 |   |        |     |   |               |
| charges**      |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Arrears,       |                 |   |        |     |   |               |
| tenants in     |                 |   |        |     |   |               |
| possession     |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| **Total        |                 |   |        |     |   |               |
| charges**      |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Collections    |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| Amount         |                 |   |        |     |   |               |
| outstanding    |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+
| **Collection   |                 |   |        |     |   |               |
| rate**         |                 |   |        |     |   |               |
+----------------+-----------------+---+--------+-----+---+---------------+

+----------------------------------------------+-----------------------+
| **Exhibit 2.4 Monthly Property Report**      |                       |
+----------------------------------------------+-----------------------+
|                                              |                       |
+----------------------------------------------+-----------------------+
| "Community Name"                             |                       |
|                                              |                       |
| "Month and Year"                             |                       |
+----------------------------------------------+-----------------------+
|                                              |                       |
+----------------------------------------------+-----------------------+
| **15. Delinquencies**                        |                       |
+----------------------------------------------+-----------------------+
| **OUTSTANDING ACCOUNTS**                     |                       |
+----------------------------------------------+-----------------------+
| Total number of households                   |                       |
+----------------------------------------------+-----------------------+
| Amount                                       |                       |
+----------------------------------------------+-----------------------+
| Number under up-to-date repayment agreements |                       |
+----------------------------------------------+-----------------------+
| Amount under up-to-date repayment agreements |                       |
+----------------------------------------------+-----------------------+
| Number under legal (other than repayment     |                       |
| agreements)                                  |                       |
+----------------------------------------------+-----------------------+
| Amount under legal (other than repayment     |                       |
| agreements)                                  |                       |
+----------------------------------------------+-----------------------+
| Amount not under repayment agreements or     |                       |
| legal                                        |                       |
+----------------------------------------------+-----------------------+
|                                              |                       |
+----------------------------------------------+-----------------------+
| **16. Other Comments/Notes**                 |                       |
+----------------------------------------------+-----------------------+

+-----------------------------------------------------------------------+
| **Exhibit 2.5 Incident Report and Instructions**                      |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| 1\. Notify appropriate emergency response services (fire, police,     |
| medical rescue).                                                      |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| 2\. DO NOT accept any responsibility for payment of any ambulance or  |
| medical expenses which might be incurred.                             |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| 3\. DO NOT make any statements as to fault or responsibility for the  |
| cause of the incident. There may be other circumstances of which you  |
| were not aware which may determine who is at fault in the matter.     |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| 4\. Contact your Regional Manager IMMEDIATELY and DO NOT speak to the |
| media.                                                                |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| 5\. Conduct an accident investigation immediately after an incident   |
| is reported to you whether or not any claim is intended to be made:   |
|                                                                       |
| a.  Complete thoroughly the "Incident Report" form. State only the    |
|     facts. DO NOT state any opinions.                                 |
|                                                                       |
| b.  Visually investigate the incident and note any conditions         |
|     present.                                                          |
|                                                                       |
| c.  Interview persons or witnesses involved and have them complete    |
|     the "Part E -- Witness Statement" (as many as needed, one per     |
|     witness).                                                         |
|                                                                       |
| d.  Take photographs immediately.                                     |
|                                                                       |
| e.  Immediately fax the completed report to your Regional Manager.    |
|     Call to confirm the report has been delivered to your Regional    |
|     Manager. Keep a copy for your records.                            |
|                                                                       |
| f.  DO NOT make any statements that the incident will be turned in to |
|     the Agency's insurance company. If specifically asked or          |
|     requested to do so, you may advise only that you will notify the  |
|     Agency.                                                           |
|                                                                       |
| g.  Immediately contact your Regional Manager if you have any         |
|     questions, concerns or additional information.                    |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| **PART A**                                                            |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| Property: Date Reported:                                              |
+-----------------------------------------------------------------------+
| Name: Phone #:                                                        |
+-----------------------------------------------------------------------+
| Address of Incident:                                                  |
+-----------------------------------------------------------------------+
| Type of Incident:                                                     |
+-----------------------------------------------------------------------+
| ( ) Fire ( ) Storm ( ) Flood/Plumbing ( )Vandalism ( ) Electrical ( ) |
| Assault                                                               |
+-----------------------------------------------------------------------+
| ( ) Employee Injury ( ) Vehicle Damage ( ) Vehicle Injury ( )Personal |
| Injury                                                                |
+-----------------------------------------------------------------------+
| ( ) Other - Describe                                                  |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| Location of Incident: *(specify building, unit #, room, exact         |
| location, etc.)*                                                      |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| Time of Incident: a.m./p.m. Date of Incident:                         |
+-----------------------------------------------------------------------+
| Weather conditions at time of incident:                               |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| Agencies called or involved:                                          |
+-----------------------------------------------------------------------+
| ( ) Police -- Case \# ( ) Fire Department ( )Ambulance                |
+-----------------------------------------------------------------------+
| ( ) Other -- Specify                                                  |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| **\*\*Attach photographs of scene with date/time/location/ of photo   |
| indicated\*\***                                                       |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| General Description of Incident:                                      |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+

  ----------------------------------------------------------------------
  **Exhibit 2.5 Incident Report and Instructions**

  **PART B**

  Complete for the following incident types:

  Assault/Employee Injury/Vehicle Injury/Personal Injury/Other --
  Describe

  List injured party(s)/Age \*(approximate)/Address/Phone number --
  *\*(if injured party is under 18, list parent/guardian information)*

  List witnesses/Age \*(approximate)/Address/Phone number -- *\*(if
  witness is under 18, list parent/guardian information)*

  Give detailed accounts of the occurrence (including extent of injury,
  cause of injury, instructions given on behalf of the property, witness
  accounts, hospital, attending physician, injured party's insurance,
  police, fire, and ambulance reports, etc.).

  **PART C**

  Complete for the following incident types:

  Fire/Storm/Flood/Plumbing/Vandalism/Electrical/Vehicle Damage/Other --
  Describe

  List damaged property/locations/estimated damage

  List witnesses/Age \*(approximate)/Address/Phone number -- *\*(if
  witness is under 18, list parent/guardian information)*

  Give detailed accounts of the occurrence (including extent of damage,
  cause of damage, instructions given on behalf of the property, witness
  accounts, vendor's called, third party's insurance, police and fire
  reports, etc).

  **Exhibit 2.5 Incident Report and Instructions**

  **PART D**

  Regional or Housing Manager Summary

  ( ) Site of incident secured

  ( ) Notices issued as a result of occurrence -- attach copies

  ( ) Bids requested from the following vendors for repairs:

  ( ) Repair work performed by the following vendors due to emergency
  needs:

  ( ) Follow-up actions taken:

  Signature: Date:

  Title:

  **PART E**

  Witness Statement

  Name:

  Address:

  Phone number:

  Relationship to party involved:

  Please provide as complete a statement of the occurrence as possible
  and sign and date the bottom of this page. If you would like a copy of
  this statement, please request it at the time you give this
  information.

  Signature: Date:
  ----------------------------------------------------------------------

+-----------------------------------------------------------------------+
| **Exhibit 2.6 Emergency Procedures Manual Outline**                   |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| Generally, an emergency procedures manual is made up of three         |
| sections: (1) reference information, (2) directions for the           |
| management staff to follow for each possible emergency, and (3)       |
| directions for building occupants.                                    |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| [Reference Information]{.underline}                                   |
+-----------------------------------------------------------------------+
| The manual should contain in one place any and all information a      |
| Portfolio Manager might need in the event of an emergency. This       |
| includes:                                                             |
+-----------------------------------------------------------------------+
| -   General description of the building                               |
|                                                                       |
| -   List of the building's safety features, including their locations |
|     and information about how to operate them                         |
|                                                                       |
| -   Building systems information                                      |
|                                                                       |
| -   Floor plans and blueprints, including "as built" drawings showing |
|     all equipment systems to which access may be needed during an     |
|     emergency                                                         |
|                                                                       |
| -   Up-to-date list of location of all residents and their special    |
|     needs, equipment, etc.                                            |
|                                                                       |
| -   Insurance information (agent's name and home and work telephone   |
|     numbers, types of insurance, name of carrier, policy number)      |
|                                                                       |
| -   List of any hazardous material on the property                    |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| Above all, the manual should contain an extensive list of telephone   |
| numbers. An emergency plan will be virtually useless unless the       |
| people who put the plan into action can be readily reached.           |
| Therefore, one of the most important features of any emergency manual |
| is the list of telephone numbers for everyone involved in disaster    |
| management.                                                           |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| The list of emergency phone numbers should make it possible to reach  |
| these people 24 hours a day. The list should include the phone        |
| numbers for at least the following:                                   |
+-----------------------------------------------------------------------+
| -   Police department                                                 |
|                                                                       |
| -   Fire department                                                   |
|                                                                       |
| -   Paramedics                                                        |
|                                                                       |
| -   Every member of the management team (in priority order)           |
|                                                                       |
| -   Weather information                                               |
|                                                                       |
| -   Building owner                                                    |
|                                                                       |
| -   Hospitals                                                         |
|                                                                       |
| -   Nearby hotels and motels                                          |
|                                                                       |
| -   Manager of nearby building                                        |
|                                                                       |
| -   Churches                                                          |
|                                                                       |
| -   Community services (Red Cross, Salvation Army, suicide hotlines,  |
|     rape crisis centers, domestic violence hotlines, poison control   |
|     centers)                                                          |
|                                                                       |
| -   Utility companies                                                 |
|                                                                       |
| -   Electricians                                                      |
|                                                                       |
| -   Plumbers                                                          |
|                                                                       |
| -   Elevator contractors                                              |
|                                                                       |
| -   Security services                                                 |
|                                                                       |
| -   Glass company                                                     |
|                                                                       |
| -   Disaster restoration firms                                        |
|                                                                       |
| -   Insurance agent                                                   |
|                                                                       |
| -   Media                                                             |
|                                                                       |
| -   Equipment rental company                                          |
|                                                                       |
| -   Anyone who could provide special assistance during or after an    |
|     emergency                                                         |
+-----------------------------------------------------------------------+

+-----------------------------------------------------------------------+
| **Exhibit 2.6 Emergency Procedures Manual Outline**                   |
+=======================================================================+
|                                                                       |
+-----------------------------------------------------------------------+
| [Emergency Directions]{.underline}                                    |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| Second, the manual should cover all of the emergencies that could     |
| happen on the property and the procedures that should be followed in  |
| the event of each of these emergencies. For each such emergency, the  |
| manual should include:                                                |
+-----------------------------------------------------------------------+
| -   Detailed description of the management team's duties during the   |
|     emergency                                                         |
|                                                                       |
| -   Flowchart of the chain of command during the emergency            |
|                                                                       |
| -   Party responsible for handling the media                          |
|                                                                       |
| -   Copy of the emergency public address announcement that should be  |
|     read to occupants in the event of an emergency                    |
|                                                                       |
| -   Procedures to account for all employees and residents             |
|                                                                       |
| -   Procedures for evacuating disabled/elderly residents              |
|                                                                       |
| -   Procedures to allow residents to re-enter the building            |
|                                                                       |
| -   Reporting and documentation procedures                            |
|                                                                       |
| -   Steps for restoring the property after an emergency               |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| [Resident Directions]{.underline}                                     |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| Thirdly, the manual should contain information for occupants of the   |
| building about emergencies and how they should react during them. A   |
| copy of the directions for building occupants to follow in an         |
| emergency should be distributed to all residents at the time the      |
| procedures are created, upon new move-in, and as updated. This        |
| information can also be included in the resident handbook.            |
+-----------------------------------------------------------------------+
|                                                                       |
+-----------------------------------------------------------------------+
| Emergency Procedures Manual Development Checklist                     |
|                                                                       |
| -   Appliance information. Operating manuals, special instructions,   |
|     specialty parts suppliers, common problems, how to handle hot     |
|     water tank emergencies, shut offs, etc.                           |
|                                                                       |
| -   Area map.                                                         |
|                                                                       |
| -   Elevators. Service company, emergency service code, machine room  |
|     keys, and emergency procedures.                                   |
|                                                                       |
| -   Emergency exits.                                                  |
|                                                                       |
| -   Emergency numbers. Vendors, agency, emergency contacts of key     |
|     staff, etc.                                                       |
|                                                                       |
| -   Emergency procedures. General instructions, people to call, etc.  |
|                                                                       |
| -   Fire alarm system. How to reset, monitoring company, testing      |
|     procedures, and location of main panel(s), special instructions.  |
|                                                                       |
| -   Fire drills. Procedures, frequency, timing.                       |
|                                                                       |
| -   Apartment and building floor plans.                               |
|                                                                       |
| -   General building description.                                     |
|                                                                       |
| -   Hazardous material information. MSDS, where hazardous materials   |
|     are stored.                                                       |
|                                                                       |
| -   Insurance information. Copy of policies, name and telephone       |
|     number of agent.                                                  |
|                                                                       |
| -   Locks. What kind, who has master(s), key box location, who has    |
|     access to key box. How key system is coded, and combinations for  |
|     access doors.                                                     |
|                                                                       |
| -   Mailboxes. Type of box, lock type and style, where replacements   |
|     can be obtained.                                                  |
|                                                                       |
| -   Medical emergencies. CPR instructions, location of first aid      |
|     equipment, known doctors or nurses on site, closest hospital,     |
|     etc.                                                              |
|                                                                       |
| -   Security. Telephone numbers and contact of security company,      |
|     computer access codes, and keypad instructions.                   |
|                                                                       |
| -   Site plan. Building specifications, electrical information (where |
|     breaker panels are located, insure that breakers are properly     |
|     marked, which breakers control common area electrical and which   |
|     control residents' electrical), fire hydrant locations, garbage,  |
|     landscaping sprinklers (where are controllers, where are          |
|     individual valves, who installed system, who has worked on        |
|     system), pool and spa information/instructions.                   |
|                                                                       |
| -   Resident listing/apartment numbers: Update periodically.          |
|                                                                       |
| -   Residents who may need assistance. Update periodically.           |
|                                                                       |
| -   Vendor listing. Identify main vendors and emergency vendors.      |
|                                                                       |
| -   Water shut-off. Main property shut-off, individual building       |
|     shut-offs, individual apartment shut-offs, map with location,     |
|     description of shut-offs, picture of shut-off locations.          |
+-----------------------------------------------------------------------+

  ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
  **Exhibit 2.7                                                                                                                                                        
  Recertification                                                                                                                                                      
  Log**                                                                                                                                                                
  ----------------- ------ -------- --------- -------- ----------- ------------ -------------- --------- --------- --------------- ---------- -- --------- ----------- ---------
  Name              Unit   Date 1st Date 2nd  Date     Household                Verification                                       50058         50058     Effective   Entered
                    No.    Letter   Letter    Market   Interview                Requests                                           Prepared      Changed   Date of     into AMIS
                           Sent     Sent      Letter                                                                                             and Rent  50058       
                                    (with     Sent                                                                                               Notice                
                                    copy of                                                                                                      Signed by             
                                    1st                                                                                                          Adults                
                                    letter)                                                                                                                            

                                                       Date        Completed?   Date 1st       Date 2nd  Date 3rd  All                                                 
                                                                                Request Sent   Request   Request   Verifications                                       
                                                                                               Sent      Sent      Received                                            

                                                                                                                                                                       

                                                                                                                                                                       

                                                                                                                                                                       

                                                                                                                                                                       

                                                                                                                                                                       

                                                                                                                                                                       

                                                                                                                                                                       

                                                                                                                                                                       

                                                                                                                                                                       

                                                                                                                                                                       

                                                                                                                                                                       

                                                                                                                                                                       

                                                                                                                                                                       
  ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

+-----------------------------------------------------------------------+
| **List of Exhibits for Chapter 3**                                    |
+-----------------------------------------------------------------------+
| Exhibit 3.1 -- Leasing Training Program                               |
|                                                                       |
| Exhibit 3.2 -- Telephone Script                                       |
|                                                                       |
| Exhibit 3.3 -- Traffic Log                                            |
|                                                                       |
| Exhibit 3.4 -- Bee-back Coupon                                        |
|                                                                       |
| Exhibit 3.5 -- Shopper's Report                                       |
+-----------------------------------------------------------------------+

+-------------------------------------+---------------+---------------+
| **Exhibit 3.1 Leasing Training      |               |               |
| Program**                           |               |               |
+=====================================+===============+===============+
|                                     |               |               |
+-------------------------------------+---------------+---------------+
| Manger's Name                       |               |               |
+-------------------------------------+---------------+---------------+
| Date Issued:                        |               |               |
+-------------------------------------+---------------+---------------+
| Date Completed                      |               |               |
+-------------------------------------+---------------+---------------+
| Community:                          |               |               |
+-------------------------------------+---------------+---------------+
|                                     |               |               |
+-------------------------------------+---------------+---------------+
| First Week Training Program         |               |               |
+-------------------------------------+---------------+---------------+
|                                     | Date          | Approved By   |
|                                     | Completed     |               |
+-------------------------------------+---------------+---------------+
| 1\. Read:                           |               |               |
|                                     |               |               |
| -   the rental application          |               |               |
|                                     |               |               |
| -   the lease agreement             |               |               |
|                                     |               |               |
| -   the pet agreement               |               |               |
|                                     |               |               |
| -   the move-in checklist           |               |               |
+-------------------------------------+---------------+---------------+
| 2\. Learn how to answer the         |               |               |
| telephone and how to use proper     |               |               |
| telephone manners                   |               |               |
+-------------------------------------+---------------+---------------+
| 3\. Learn procedures for writing up |               |               |
| a Work Order Request and complete   |               |               |
| one.                                |               |               |
+-------------------------------------+---------------+---------------+
| 4\. Walk the entire property        |               |               |
| including the models (if            |               |               |
| applicable) and vacant units of     |               |               |
| each floor plan, the laundry        |               |               |
| facilities, pool, tennis, and       |               |               |
| clubhouse areas.                    |               |               |
+-------------------------------------+---------------+---------------+
| 5\. Shop two area apartment         |               |               |
| communities.                        |               |               |
+-------------------------------------+---------------+---------------+
| 6\. Prepare or update Product       |               |               |
| Knowledge Notebook that includes:   |               |               |
|                                     |               |               |
| -   20 feature-benefit closes       |               |               |
|                                     |               |               |
| -   map of property                 |               |               |
|                                     |               |               |
| -   community information           |               |               |
|                                     |               |               |
| -   property information -- rent    |               |               |
|     and policy schedule, amenities, |               |               |
|     etc.                            |               |               |
|                                     |               |               |
| -   newsletter                      |               |               |
|                                     |               |               |
| -   product information -- square   |               |               |
|     footage of each unit type,      |               |               |
|     appliances, carpet colors,      |               |               |
|     average utility costs,          |               |               |
|     soundproofing, etc.             |               |               |
+-------------------------------------+---------------+---------------+
| 7\. Be able to give directions to   |               |               |
| the community.                      |               |               |
+-------------------------------------+---------------+---------------+
| 8\. Know and understand all the     |               |               |
| elements of a shopper's report.     |               |               |
+-------------------------------------+---------------+---------------+
| 9\. Prepare a lease agreement and   |               |               |
| understand its contents with        |               |               |
| someone who is experienced.         |               |               |
+-------------------------------------+---------------+---------------+
| 10\. Prepare a move-in folder with  |               |               |
| someone who is experienced.         |               |               |
+-------------------------------------+---------------+---------------+
| 11\. Open apartments to be shown    |               |               |
| for the day with someone who is     |               |               |
| experienced.                        |               |               |
+-------------------------------------+---------------+---------------+
| 12\. Listen in on at least two      |               |               |
| prospect telephone calls.           |               |               |
+-------------------------------------+---------------+---------------+
| 13\. Understand the purpose and     |               |               |
| elements of a Guest Card.           |               |               |
+-------------------------------------+---------------+---------------+
| 14\. Go with an experienced person  |               |               |
| to demonstrate an apartment.        |               |               |
+-------------------------------------+---------------+---------------+
| 15\. Open apartments/models to be   |               |               |
| shown for the day.                  |               |               |
+-------------------------------------+---------------+---------------+
| 16\. Write a telephone sales script |               |               |
| to assist in the completion of #17. |               |               |
+-------------------------------------+---------------+---------------+
| 17\. Set an appointment with a      |               |               |
| prospect over the telephone,        |               |               |
| obtaining the following:            |               |               |
|                                     |               |               |
| > marketing source, name, telephone |               |               |
| > number, unit type desired, number |               |               |
| > of pets, number of occupants;     |               |               |
| > describe the following to the     |               |               |
| > prospect: community and           |               |               |
| > amenities, neighborhood, and the  |               |               |
| > apartment.                        |               |               |
+-------------------------------------+---------------+---------------+
| 18\. Greet a prospect.              |               |               |
+-------------------------------------+---------------+---------------+
| 19\. Demonstrate an apartment and   |               |               |
| present the community.              |               |               |
+-------------------------------------+---------------+---------------+
| 20\. Self-evaluation: evaluate your |               |               |
| presentation.                       |               |               |
+-------------------------------------+---------------+---------------+
| 21\. Follow steps 17 through 20     |               |               |
| again.                              |               |               |
+-------------------------------------+---------------+---------------+
| 22\. First week evaluation meeting  |               |               |
| with supervisor.                    |               |               |
+-------------------------------------+---------------+---------------+
|                                     |               |               |
+-------------------------------------+---------------+---------------+
| General Items                       |               |               |
+-------------------------------------+---------------+---------------+
| 1\. Has a working knowledge of the  |               |               |
| following terms: (Have your         |               |               |
| supervisor quiz you on the terms.)  |               |               |
+-------------------------------------+---------------+---------------+
| Ad Book: a cost effectiveness log   |               |               |
| for newspapers and guides; also a   |               |               |
| reference book for historically     |               |               |
| successful ads. A guide in helping  |               |               |
| on-site personnel to create         |               |               |
| effective ads.                      |               |               |
+-------------------------------------+---------------+---------------+
| Assumptive Question: assumes the    |               |               |
| sale, includes the answer in the    |               |               |
| question and is a closing           |               |               |
| technique. Example: How soon will   |               |               |
| you be moving into our community?   |               |               |
+-------------------------------------+---------------+---------------+
| Available to Rent: a vacant         |               |               |
| apartment or apartment on notice    |               |               |
| without a deposit on it.            |               |               |
+-------------------------------------+---------------+---------------+
| Availability Rate: the percentage   |               |               |
| of apartments available to rent     |               |               |
| (also known as Net to Rent          |               |               |
| Percentage). Divide the number of   |               |               |
| units available to rent by the      |               |               |
| total number of units.              |               |               |
+-------------------------------------+---------------+---------------+
| Ben Franklin Close: a closing       |               |               |
| technique in which you list the     |               |               |
| positives of renting an apartment   |               |               |
| and then the prospect lists the     |               |               |
| negatives. A summary close on       |               |               |
| paper.                              |               |               |
+-------------------------------------+---------------+---------------+
| Closing: getting the sale; leasing  |               |               |
| the apartment. A continuous process |               |               |
| of beginning when the prospect      |               |               |
| enters the office.                  |               |               |
+-------------------------------------+---------------+---------------+
| Closing Ratio to Traffic: the       |               |               |
| percentage found by dividing the    |               |               |
| number of rentals by the amount of  |               |               |
| traffic. May be found for each      |               |               |
| leasing consultant or all leasing   |               |               |
| personnel. May be determined for    |               |               |
| daily, weekly or monthly figure.    |               |               |
+-------------------------------------+---------------+---------------+
| Community: denotes a neighborhood   |               |               |
| atmosphere unlike some other terms  |               |               |
| used in the apartment industry,     |               |               |
| such as complex.                    |               |               |
+-------------------------------------+---------------+---------------+
| Cost per Rental: a figure found by  |               |               |
| dividing the total cost of a given  |               |               |
| advertising source(s) by the total  |               |               |
| number of rentals from the          |               |               |
| source(s). Monitored regularly to   |               |               |
| determine the effectiveness of the  |               |               |
| property's spending on advertising. |               |               |
+-------------------------------------+---------------+---------------+
| Credit Check: a part of processing  |               |               |
| an application to verify that the   |               |               |
| applicant pays his/her debts on     |               |               |
| time.                               |               |               |
+-------------------------------------+---------------+---------------+
| Feature/Benefit/close: the leasing  |               |               |
| consultant points out a feature,    |               |               |
| makes it beneficial to the prospect |               |               |
| and then closes the prospect on it  |               |               |
| (gets a yes response). Example,     |               |               |
| *"This balcony is very large,       |               |               |
| perfect for the summertime          |               |               |
| barbecues. Won't you enjoy          |               |               |
| entertaining or relaxing here this  |               |               |
| summer?"*                           |               |               |
+-------------------------------------+---------------+---------------+
| Greeting: the initial contact with  |               |               |
| the prospect. The agent should stop |               |               |
| what they are doing, stand up,      |               |               |
| smile, greet the visitor, introduce |               |               |
| himself/herself and get their       |               |               |
| names, establish eye contact and be |               |               |
| enthusiastic.                       |               |               |
+-------------------------------------+---------------+---------------+
| Hot Button: a single, positive      |               |               |
| comment made by the prospect or     |               |               |
| anything said which you can use as  |               |               |
| a positive. Example: Prospect       |               |               |
| states, *"I have a bug problem in   |               |               |
| my current apartment."* The leasing |               |               |
| consultant would then respond, *"We |               |               |
| provide a monthly pest control      |               |               |
| service. Should you ever need       |               |               |
| additional service, just contact    |               |               |
| the office."*                       |               |               |
+-------------------------------------+---------------+---------------+
| Lease Agreement: a legal, binding   |               |               |
| contract between both parties. It   |               |               |
| acts as a deposit receipt. It locks |               |               |
| the rental rate in for the period   |               |               |
| of time covered, unless the         |               |               |
| agreement states otherwise.         |               |               |
| Protects both parties in the        |               |               |
| agreement.                          |               |               |
+-------------------------------------+---------------+---------------+
| Marketing Plan: a written program   |               |               |
| designed to make prospective        |               |               |
| residents aware of your apartments  |               |               |
| and what you have to offer.         |               |               |
+-------------------------------------+---------------+---------------+
| Merchant Referral: program by which |               |               |
| the community pays a feed to a      |               |               |
| merchant who has referred a         |               |               |
| prospect to the community who rents |               |               |
| an apartment and moves in. The fee  |               |               |
| does not have to be money but may   |               |               |
| include free promotions within the  |               |               |
| community.                          |               |               |
+-------------------------------------+---------------+---------------+
| Move-In Checklist: a reminder list  |               |               |
| to complete all steps before a      |               |               |
| prospect moves in.                  |               |               |
+-------------------------------------+---------------+---------------+
| Notice: an apartment which is       |               |               |
| occupied and the resident has given |               |               |
| written confirmation to the office  |               |               |
| that they will be moving on a       |               |               |
| specific date in the future.        |               |               |
+-------------------------------------+---------------+---------------+
| Objection: an obstacle that stands  |               |               |
| in our way and prevents us from     |               |               |
| successfully closing the sale. A    |               |               |
| buying signal; they are interested. |               |               |
| When dealing with objections, first |               |               |
| overcome it, close the prospect on  |               |               |
| it and get their "Yes."             |               |               |
+-------------------------------------+---------------+---------------+
| Occupancy Rate: the percentage of   |               |               |
| apartments that are occupied.       |               |               |
| Divide the number of apartments     |               |               |
| occupied by the number of total     |               |               |
| apartments.                         |               |               |
+-------------------------------------+---------------+---------------+
| Occupied: an apartment that is      |               |               |
| currently lived in or one that is   |               |               |
| producing income.                   |               |               |
+-------------------------------------+---------------+---------------+
| Open an Apartment: to turn on       |               |               |
| lights, set temperature, open       |               |               |
| curtains, etc., in order to show a  |               |               |
| prospect.                           |               |               |
+-------------------------------------+---------------+---------------+
| Post Selling: reinforcing the       |               |               |
| prospect's decision when they have  |               |               |
| come to move in or after they have  |               |               |
| left the community and placed a     |               |               |
| deposit on an apartment.            |               |               |
+-------------------------------------+---------------+---------------+
| Pro-Rate: adjusting the first       |               |               |
| month's rent, so that the resident  |               |               |
| pays only for the days he/she       |               |               |
| actually occupies the apartment.    |               |               |
+-------------------------------------+---------------+---------------+
| Prospect: somebody looking for an   |               |               |
| apartment.                          |               |               |
+-------------------------------------+---------------+---------------+
| Punch-Out: All maintenance activity |               |               |
| involved in making an apartment     |               |               |
| rent-ready.                         |               |               |
+-------------------------------------+---------------+---------------+
| Qualifying Questions: questions     |               |               |
| asked to obtain information to      |               |               |
| determine and satisfy the needs of  |               |               |
| a prospect.                         |               |               |
+-------------------------------------+---------------+---------------+
| Rent-Ready: an apartment that is    |               |               |
| painted, cleaned, shampooed and in  |               |               |
| good working order. An apartment    |               |               |
| that is ready to be moved into.     |               |               |
+-------------------------------------+---------------+---------------+
| Rental Application: a form that     |               |               |
| further qualifies the prospect and  |               |               |
| provides information for            |               |               |
| verification and approval of the    |               |               |
| prospect for residency.             |               |               |
+-------------------------------------+---------------+---------------+
| Rent Schedule: a written account    |               |               |
| that shows the amount of rent       |               |               |
| charged for each apartment size and |               |               |
| type.                               |               |               |
+-------------------------------------+---------------+---------------+
| Rent-Up Mode: a community wit high  |               |               |
| availability and/or low occupancy.  |               |               |
+-------------------------------------+---------------+---------------+
| Resident: party who has possession, |               |               |
| use and occupancy of an apartment   |               |               |
| as a result of a lease or rental    |               |               |
| agreement. The word *tenant* is     |               |               |
| never used when referring to a      |               |               |
| resident.                           |               |               |
+-------------------------------------+---------------+---------------+
| Resident Referral: a prospect       |               |               |
| referred by a resident of the       |               |               |
| community. Often times, in states   |               |               |
| that permit it, management will     |               |               |
| offer a fee to either or both       |               |               |
| parties if the prospect rents,      |               |               |
| qualifies and moves in.             |               |               |
+-------------------------------------+---------------+---------------+
| Responsive Marketing: reading your  |               |               |
| availability and adjusting your     |               |               |
| rents accordingly.                  |               |               |
+-------------------------------------+---------------+---------------+
| Statement of Deposit: sent to every |               |               |
| resident after they have moved out  |               |               |
| detailing the status of their       |               |               |
| security deposit. Must be sent      |               |               |
| within 14 days according to         |               |               |
| Washington state law.               |               |               |
+-------------------------------------+---------------+---------------+
| Self-Evaluation: when qualified     |               |               |
| prospect does not rent, the next    |               |               |
| step is to evaluate your sales      |               |               |
| presentation being honest with      |               |               |
| yourself.                           |               |               |
+-------------------------------------+---------------+---------------+
| Shopper: a person who appears to be |               |               |
| looking for an apartment but is     |               |               |
| actually observing the leasing      |               |               |
| consultant and rating his or her    |               |               |
| ability.                            |               |               |
+-------------------------------------+---------------+---------------+
| Shopper's Report: a written account |               |               |
| of the shopper's visit with the     |               |               |
| leasing consultant detailing the    |               |               |
| results. The rating of a leasing    |               |               |
| consultant.                         |               |               |
+-------------------------------------+---------------+---------------+
| "Skip": an apartment that is        |               |               |
| deserted while still under lease.   |               |               |
+-------------------------------------+---------------+---------------+
| Street Rate/ Ideal Rent/Market      |               |               |
| Rent/Flat Rent: the current rental  |               |               |
| rate of any vacant apartment.       |               |               |
+-------------------------------------+---------------+---------------+
| Summary: a closing technique in     |               |               |
| which you summarize all the         |               |               |
| prospect's yes's and close them     |               |               |
| again.                              |               |               |
+-------------------------------------+---------------+---------------+
| Traffic Report: a report that shows |               |               |
| the amount of traffic, shows and    |               |               |
| rentals in addition to their        |               |               |
| sources. May be broken down into    |               |               |
| individual leasing consultants,     |               |               |
| cancellations and disapprovals.     |               |               |
+-------------------------------------+---------------+---------------+
| Tent Card: a card left in a         |               |               |
| rent-ready apartment showing the    |               |               |
| prospect or the new move-in that    |               |               |
| the apartment has been inspected.   |               |               |
+-------------------------------------+---------------+---------------+
| Urgency: a closing technique used   |               |               |
| in every presentation. Example: *"I |               |               |
| wouldn't want you to miss out on    |               |               |
| this apartment."*                   |               |               |
+-------------------------------------+---------------+---------------+
| Vacant: an apartment that is not    |               |               |
| receiving income.                   |               |               |
+-------------------------------------+---------------+---------------+
| Where Did I Go Wrong?: a closing    |               |               |
| technique which is a last shot      |               |               |
| asking the prospect where you went  |               |               |
| wrong.                              |               |               |
+-------------------------------------+---------------+---------------+
| Work Order or Service Agreement: a  |               |               |
| form used to record requests from   |               |               |
| residents for maintenance problems. |               |               |
+-------------------------------------+---------------+---------------+
|                                     |               |               |
+-------------------------------------+---------------+---------------+
| 7-30 Days After Hire                |               |               |
+-------------------------------------+---------------+---------------+
| 1\. Write a newsletter              |               |               |
+-------------------------------------+---------------+---------------+
| 2\. Read [Dress for                 |               |               |
| Success]{.underline} by John T.     |               |               |
| Malloy.                             |               |               |
+-------------------------------------+---------------+---------------+
| 3\. Sales:                          |               |               |
+-------------------------------------+---------------+---------------+
| > a\. Understand qualifying         |               |               |
| > standards. Review any advertising |               |               |
| > that your company may be doing.   |               |               |
| > Telephone technique, opening      |               |               |
| > apartments.                       |               |               |
+-------------------------------------+---------------+---------------+
| > b\. Greeting prospects.           |               |               |
+-------------------------------------+---------------+---------------+
| > c\. Qualifying prospects, sales   |               |               |
| > presentation, telephone follow-up |               |               |
+-------------------------------------+---------------+---------------+
| > d\. Rent ten apartments. After    |               |               |
| > you show an apartment and the     |               |               |
| > prospect doesn't lease,           |               |               |
| > self-evaluate the reasons why     |               |               |
| > not.                              |               |               |
+-------------------------------------+---------------+---------------+
| > e\. Correctly complete all rental |               |               |
| > application processing on ten     |               |               |
| > rentals.                          |               |               |
+-------------------------------------+---------------+---------------+
| > f\. Correctly complete lease      |               |               |
| > folders and move-in paperwork on  |               |               |
| > ten rentals.                      |               |               |
+-------------------------------------+---------------+---------------+
| > g\. Prepare ten welcome packages. |               |               |
+-------------------------------------+---------------+---------------+
| > h\. Follow-up on Guest Cards and  |               |               |
| > send Thank You notes to qualified |               |               |
| > non-renters.                      |               |               |
+-------------------------------------+---------------+---------------+
| > I. Complete a Market Survey.      |               |               |
+-------------------------------------+---------------+---------------+
| 4\. Reports and paperwork:          |               |               |
+-------------------------------------+---------------+---------------+
| > a\. Understand rent pro-rations   |               |               |
| > for a move-in.                    |               |               |
+-------------------------------------+---------------+---------------+
| > b\. Spend time with the Manager   |               |               |
| > or Assistant Manager reviewing    |               |               |
| > policies on late rent, NSF        |               |               |
| > checks, early termination of      |               |               |
| > leases, etc.                      |               |               |
+-------------------------------------+---------------+---------------+
| > c\. Complete move-in              |               |               |
| > procedures: 1) move-in            |               |               |
| > inspection, and (2) two-week      |               |               |
| > follow-up.                        |               |               |
+-------------------------------------+---------------+---------------+
| 5\. Learn rent posting.             |               |               |
+-------------------------------------+---------------+---------------+
| 6\. Attend at least one             |               |               |
| professional marketing/leasing      |               |               |
| seminar.                            |               |               |
+-------------------------------------+---------------+---------------+
| 7\. Senior Leasing Consultant:      |               |               |
+-------------------------------------+---------------+---------------+
| > a\. Rent and/or renew 100         |               |               |
| > apartments.                       |               |               |
+-------------------------------------+---------------+---------------+
| > b\. Complete 25 marketing calls.  |               |               |
+-------------------------------------+---------------+---------------+
| > c\. Prepare and present an        |               |               |
| > on-site sales meeting.            |               |               |
+-------------------------------------+---------------+---------------+
| 8\. Evaluation meeting with         |               |               |
| supervisor.                         |               |               |
+-------------------------------------+---------------+---------------+
| 9\. Additional assignments by       |               |               |
| supervisor:                         |               |               |
+-------------------------------------+---------------+---------------+
| A.                                  |               |               |
+-------------------------------------+---------------+---------------+
| B.                                  |               |               |
+-------------------------------------+---------------+---------------+
| C.                                  |               |               |
+-------------------------------------+---------------+---------------+
| D.                                  |               |               |
+-------------------------------------+---------------+---------------+
| E.                                  |               |               |
+-------------------------------------+---------------+---------------+
| F.                                  |               |               |
+-------------------------------------+---------------+---------------+

  -----------------------------------------------------------------------
  **Exhibit 3.2 Sample Telephone Script**
  -----------------------------------------------------------------------

  -----------------------------------------------------------------------

Thank you for calling. My name is
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_. May I help you?

GREAT! Who am I speaking with, please? It's very nice to meet you,
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_. Please call me
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_. Are you looking for an
apartment for yourself, or for someone else? YES\_\_\_\_\_\_\_\_\_\_ NO
\_\_\_\_\_\_\_\_\_\_ OTHER \_\_\_\_\_\_\_\_\_\_

OCCUPANTS \_\_\_\_\_\_ \# OF ROOMMATES \_\_\_\_\_\_ TYPE AND SIZE OF
PETS \_\_\_\_\_\_\_

WONDERFUL! What size apartment are you looking for? \_\_\_\_\_\_\_\_\_\_
When do you need to move into your new home? \_\_\_\_\_\_\_\_\_\_
FANTASTIC, we do have a \_\_\_\_\_\_\_ bedroom apartment that will be
available at that time.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_, where will you be moving from?
Oh, are you being transferred with your company? YES
\_\_\_\_\_\_\_\_\_\_ NO \_\_\_\_\_\_\_\_\_\_ What company are you with?
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ (If being transferred with the
company, ask if others are being transferred and whom you can contact in
regards to these relocating employees.)

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ (their name), you mentioned
that you were looking for a \_\_\_\_\_\_\_\_\_\_ bedroom apartment for
you and \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ (if applicable). Please
tell me what other kinds of things are important to you in your new
home.

NOTE: LISTEN CLOSELY and WRITE DOWN THE POINTS THEY MAKE. You will want
to refer back to these needs during your presentation.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_, I believe we will be able to
meet most of your needs in your new apartment with no problem. We are an
income-restricted community. Based on the number of household members,
the income limit for your family is \$\_\_\_\_\_\_\_\_\_\_ per year.
Your family's gross income must be less than this amount to qualify for
an apartment in this community. Would you qualify for this apartment?

Wonderful, I know that we have the perfect apartment for you! I would
love to show it to you. I have an opening today at \_\_\_\_\_\_\_\_\_\_
or \_\_\_\_\_\_\_\_\_\_. Which would be more convenient for you? (If
neither, ask WHEN it would be convenient for them to come by -- get a
specific date and time if possible.)

By the way \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_, how did you hear
about our community?

May I give you directions to our community?

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_, is there a phone number that I
could contact you at if I need to reach you before our appointment?

Thank you very much \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_. I look
forward to meeting you \_\_\_\_\_\_\_\_\_\_ (day/date), at
\_\_\_\_\_\_\_\_\_\_ (time).

<table>
<colgroup>
<col style="width: 4%" />
<col style="width: 8%" />
<col style="width: 3%" />
<col style="width: 0%" />
<col style="width: 0%" />
<col style="width: 2%" />
<col style="width: 2%" />
<col style="width: 5%" />
<col style="width: 2%" />
<col style="width: 0%" />
<col style="width: 2%" />
<col style="width: 5%" />
<col style="width: 4%" />
<col style="width: 0%" />
<col style="width: 2%" />
<col style="width: 10%" />
<col style="width: 0%" />
<col style="width: 5%" />
<col style="width: 4%" />
<col style="width: 6%" />
<col style="width: 4%" />
<col style="width: 0%" />
<col style="width: 9%" />
<col style="width: 4%" />
<col style="width: 6%" />
</colgroup>
<thead>
<tr class="header">
<th colspan="25"><strong>Exhibit 3.3 Traffic Log</strong></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td colspan="8"><strong>Property Name:</strong></td>
<td colspan="17"><strong>Week Of:</strong></td>
</tr>
<tr class="even">
<td>Time</td>
<td>Future Resident</td>
<td><blockquote>
<p>Call</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>E-mail</p>
</blockquote></td>
<td><blockquote>
<p>Visit</p>
</blockquote></td>
<td>Source</td>
<td colspan="3">Unit Type</td>
<td>Date Needed</td>
<td colspan="3"># of Occupants</td>
<td><p>Phone Number/</p>
<p>E-mail Address</p></td>
<td colspan="2">Appt. Sched.</td>
<td>ID Type</td>
<td>ID Number</td>
<td>Unit Shown</td>
<td colspan="2">Comments</td>
<td>Code</td>
<td>Agent</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td colspan="16">Sources Codes Key</td>
<td colspan="2"></td>
<td colspan="7">Comment Codes Key</td>
</tr>
<tr class="odd">
<td></td>
<td colspan="3">RR = Res. Referral</td>
<td colspan="5">APG = Apartment Guide</td>
<td colspan="4">H.com = Homestore.com</td>
<td colspan="3">AR = Agency Referral</td>
<td colspan="2"></td>
<td colspan="4">1 = Unit not Available</td>
<td colspan="3">5 = Possible Future Resident</td>
</tr>
<tr class="even">
<td rowspan="3"></td>
<td colspan="4">DB = Drive By</td>
<td colspan="5">BLB = Blue Book</td>
<td colspan="4">S = Signs</td>
<td colspan="3">YP = Yellow Pages</td>
<td rowspan="3"></td>
<td colspan="4">2 = Too small</td>
<td colspan="3">5 = Put on Waiting List</td>
</tr>
<tr class="odd">
<td colspan="4">N = Newspaper</td>
<td colspan="5">A.com = Apartments.com</td>
<td colspan="4">F = Flyer</td>
<td colspan="3">R = Radio</td>
<td colspan="4">3 = Too Expensive</td>
<td colspan="3">7 = Not Qualified</td>
</tr>
<tr class="even">
<td colspan="4">FOR = For Rent</td>
<td colspan="5">R.com = Rent.com</td>
<td colspan="4">BR = Business Referral</td>
<td colspan="3">BB = Be Back</td>
<td colspan="4">4 = Inadequate Facilities</td>
<td colspan="3">8 = Reservation Fee Taken</td>
</tr>
</tbody>
</table>

  -----------------------------------------------------------------------
  **Exhibit 3.4 Be-Back Postcard Coupon Sample**
  -----------------------------------------------------------------------

  -----------------------------------------------------------------------

![](media/image6.wmf){width="2.5in" height="1.2847222222222223in"}

![](media/image8.png){width="2.1145833333333335in"
height="1.8229166666666667in"}

  -------------------------------------------------------------------------------------------------------------------------------------------
  **Exhibit 3.5 Sample                                                                                                                  
  Apartment Shopper's                                                                                                                   
  Report**                                                                                                                              
  ---------------------- --- -- -- --------- --------- ------- ------------ ------------ --------- ----------- ---- -- -- ----- -- ---- -----
                                                                                                                                        

  This confidential                                                                                                                     
  report has been                                                                                                                       
  requested by                                                                                                                          
  management. The                                                                                                                       
  purposes of the                                                                                                                       
  evaluation are to                                                                                                                     
  increase productivity,                                                                                                                
  to improve the leasing                                                                                                                
  skills of the leasing                                                                                                                 
  staff, to attract                                                                                                                     
  quality residents and                                                                                                                 
  to increase retention                                                                                                                 
  of existing residents.                                                                                                                
  All comments and                                                                                                                      
  opinions are those of                                                                                                                 
  the individual who                                                                                                                    
  posed as a prospective                                                                                                                
  renter at the date and                                                                                                                
  time shown below.                                                                                                                     

                                                                                                                                        

  PROPERTY INFORMATION                                                                                                                  

  Property Name:                                                                         Phone                                          
                                                                                         Number:                                        

  Address:                                                                                                                              

  Manager's Name:                                                                                                                       

  Shopping Report                                                           Time                                                        
  Request Received:                                                         Requested:                                                  

  Special Instructions:                                                                                                                 
  (i.e., check for any                                                                                                                  
  discrimination in                                                                                                                     
  leasing practices)                                                                                                                    

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

  SHOPPER INFORMATION                                                                                                                   

  Date of Shop:                              Arrival                                               Departure                            
                                             Time:                                                 Time:                                

                                                                                                                                        

  TELEPHONE CONTACT                                                                                                                     

  Date/time of call:                                           Person                                                                   
                                                               contacted:                                                               

                                                                                                                                        

                                                                                                                                        

                                                                                                                          Yes      No   N/A

  Was the telephone                                                                                                                     
  answered by giving the                                                                                                                
  name of the property?                                                                                                                 

  Was the telephone                                                                                                                     
  answered by giving the                                                                                                                
  rental consultant's                                                                                                                   
  name?                                                                                                                                 

  Was he/she courteous                                                                                                                  
  and friendly?                                                                                                                         

  Did he/she ask for                                                                                                                    
  your name (first and                                                                                                                  
  last)?                                                                                                                                

  Did he/she explain                                                                                                                    
  that the rents are                                                                                                                    
  affordable?                                                                                                                           

  Did he/she mention the                                                                                                                
  square footage of the                                                                                                                 
  apartment?                                                                                                                            

  Did he/she ask how                                                                                                                    
  soon you needed the                                                                                                                   
  apartment?                                                                                                                            

  Were you asked                                                                                                                        
  questions to determine                                                                                                                
  the apartment best for                                                                                                                
  your needs (number of                                                                                                                 
  occupants, pets, size,                                                                                                                
  location, etc.)                                                                                                                       

  Did he/she mention any                                                                                                                
  interior amenities of                                                                                                                 
  the apartment                                                                                                                         
  (painting a desirable                                                                                                                 
  picture)?                                                                                                                             

  Did he/she mention any                                                                                                                
  exterior amenities                                                                                                                    
  (pool, clubhouse,                                                                                                                     
  laundry facilities,                                                                                                                   
  etc.)?                                                                                                                                

  Did the rental                                                                                                                        
  consultant try to make                                                                                                                
  a definite appointment                                                                                                                
  to show the apartment?                                                                                                                

  Were you asked for                                                                                                                    
  your telephone number                                                                                                                 
  (home and work)?                                                                                                                      

  Were you asked where                                                                                                                  
  you live now?                                                                                                                         

  Did he/she ask you why                                                                                                                
  you were moving?                                                                                                                      

  Did he/she ask where                                                                                                                  
  you were working?                                                                                                                     

  Were you asked how you                                                                                                                
  heard about the                                                                                                                       
  property?                                                                                                                             

  Were you given clear                                                                                                                  
  and concise directions                                                                                                                
  to the property?                                                                                                                      

  Were you offered any                                                                                                                  
  benefits on the                                                                                                                       
  location (close to                                                                                                                    
  shopping, freeways,                                                                                                                   
  your job, etc.)?                                                                                                                      

  Did the consultant                                                                                                                    
  create a sense of                                                                                                                     
  urgency?                                                                                                                              

  Based on this                                                                                                                         
  conversation, if you                                                                                                                  
  were an actual                                                                                                                        
  prospect, would you                                                                                                                   
  have visited the                                                                                                                      
  property?                                                                                                                             

  Why?                                                                                                                                  

                                                                                                                                        

  CURB APPEAL/APPEARANCE                                                                                                                

  Was the property easy                                                                                                                 
  to find?                                                                                                                              

  Were the signs                                                                                                                        
  readable and in good                                                                                                                  
  condition?                                                                                                                            

  Was the rental                                                                                                                        
  office/manager's                                                                                                                      
  apartment easy to                                                                                                                     
  locate?                                                                                                                               

  Did the office/rental                                                                                                                 
  area appear neat and                                                                                                                  
  professional?                                                                                                                         

  Did you notice any                                                                                                                    
  odors?                                                                                                                                

  Was the landscaping                                                                                                                   
  neat and well                                                                                                                         
  maintained?                                                                                                                           

  Were the walkways                                                                                                                     
  clean?                                                                                                                                

  Were any fences in                                                                                                                    
  good repair?                                                                                                                          

  Were the buildings                                                                                                                    
  well maintained?                                                                                                                      

  Was the dumpster area                                                                                                                 
  clean?                                                                                                                                

  Was the parking lot                                                                                                                   
  clean and in good                                                                                                                     
  condition?                                                                                                                            

  Were bikes and toys                                                                                                                   
  lying around?                                                                                                                         

  Were derelict cars                                                                                                                    
  visible?                                                                                                                              

  Were windows and                                                                                                                      
  draperies clean?                                                                                                                      

  Was the pool/spa                                                                                                                      
  clean?                                                                                                                                

  Was the pool area                                                                                                                     
  clean and in good                                                                                                                     
  condition?                                                                                                                            

  Did he/she show the                                                                                                                   
  laundry room to you?                                                                                                                  

  Was the laundry room                                                                                                                  
  and equipment clean?                                                                                                                  

                                                                                                                                        

  Daytime                                                                                                                               
  \_\_\_\_\_\_\_\_\_\_                                                                                                                  
  or evening                                                                                                                            
  \_\_\_\_\_\_\_\_\_\_                                                                                                                  
  visit                                                                                                                                 

                                                                                                                                        

  If evening, were the                                                                                                                  
  common areas well                                                                                                                     
  lighted?                                                                                                                              

  Based upon your first                                                                                                                 
  impression, was the                                                                                                                   
  property somewhere you                                                                                                                
  would want to live?                                                                                                                   

  Rate the condition of                                                                                                                 
  your initial                                                                                                                          
  impression:                                                                                                                           

  Excellent \_\_\_\_\_                                                                                                                  
  Good \_\_\_\_\_ Fair                                                                                                                  
  \_\_\_\_\_ Poor                                                                                                                       
  \_\_\_\_\_                                                                                                                            

                                                                                                                                        

  GREETING                                                                                                                              

  Was the consultant                                                                                                                    
  well groomed and                                                                                                                      
  professional?                                                                                                                         

  Did he/she stand when                                                                                                                 
  you entered the                                                                                                                       
  office?                                                                                                                               

  Did he/she introduce                                                                                                                  
  himself/herself?                                                                                                                      

  Did he/she ask your                                                                                                                   
  name?                                                                                                                                 

  Did he/she remember                                                                                                                   
  your phone call?                                                                                                                      

  Did he/she remember                                                                                                                   
  your name from the                                                                                                                    
  phone call?                                                                                                                           

  Was he/she eating or                                                                                                                  
  smoking?                                                                                                                              

  Was he/she friendly                                                                                                                   
  and courteous?                                                                                                                        

  Did he/she seem                                                                                                                       
  enthusiastic?                                                                                                                         

  Was he/she in command                                                                                                                 
  of the situation?                                                                                                                     

  Did he/she seem                                                                                                                       
  genuinely interested                                                                                                                  
  in you?                                                                                                                               

  Comments:                                                                                                                             

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

  THE INTERVIEW                                                                                                                         

  Did he/she ask how you                                                                                                                
  learned of the                                                                                                                        
  property?                                                                                                                             

  Did he/she ask when                                                                                                                   
  you wanted to move?                                                                                                                   

  Did he/she ask why you                                                                                                                
  were moving?                                                                                                                          

  Did he/she ask when                                                                                                                   
  your present lease was                                                                                                                
  up?                                                                                                                                   

  Did he/she ask you                                                                                                                    
  about your needs?                                                                                                                     

  Did he/she ask                                                                                                                        
  open-ended questions                                                                                                                  
  to get you to talking?                                                                                                                

  Did he/she act                                                                                                                        
  attentive?                                                                                                                            

  Did he/she ask if you                                                                                                                 
  had any pets?                                                                                                                         

  Did he/she ask who                                                                                                                    
  would be living with                                                                                                                  
  you?                                                                                                                                  

  If you had children,                                                                                                                  
  did he/she encourage                                                                                                                  
  you?                                                                                                                                  

  If you had children,                                                                                                                  
  did he/she discourage                                                                                                                 
  you?                                                                                                                                  

  Did he/she give you                                                                                                                   
  honest information                                                                                                                    
  about the                                                                                                                             
  lease/deposits?                                                                                                                       

  Was he/she frank about                                                                                                                
  utility costs?                                                                                                                        

  Did he/she ask you                                                                                                                    
  about your interests?                                                                                                                 

  Did he/she mention                                                                                                                    
  other residents with                                                                                                                  
  your interests?                                                                                                                       

  Did he/she tell you                                                                                                                   
  about churches,                                                                                                                       
  schools, shopping,                                                                                                                    
  etc.?                                                                                                                                 

  Did he/she ask you                                                                                                                    
  about your employment?                                                                                                                

  Were resident rules                                                                                                                   
  discussed?                                                                                                                            

  Did he/she sell the                                                                                                                   
  management and                                                                                                                        
  maintenance?                                                                                                                          

  Did he/she make you                                                                                                                   
  want to live there?                                                                                                                   

  Did he/she use your                                                                                                                   
  name often?                                                                                                                           

  Comments:                                                                                                                             

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

  THE DEMONSTRATION                                                                                                                     

  Did he/she go with you                                                                                                                
  to see the                                                                                                                            
  model/vacancy?                                                                                                                        

  What was discussed                                                                                                                    
  enroute to the unit?                                                                                                                  

  Did he/she choose a                                                                                                                   
  scenic route to the                                                                                                                   
  unit?                                                                                                                                 

  Were amenities shown                                                                                                                  
  and discussed enroute?                                                                                                                

  Did he/she take                                                                                                                       
  control and lead the                                                                                                                  
  way with enthusiasm?                                                                                                                  

  What was his/her                                                                                                                      
  opening statement upon                                                                                                                
  entering the unit?                                                                                                                    

  Was the unit clean and                                                                                                                
  fresh smelling?                                                                                                                       

  Were the unit's                                                                                                                       
  features and benefits                                                                                                                 
  demonstrated?                                                                                                                         

  Did he/she smoke while                                                                                                                
  showing the apartment?                                                                                                                

  Did he/she know the                                                                                                                   
  sizes of the                                                                                                                          
  rooms/unit?                                                                                                                           

  Did he/she point out                                                                                                                  
  the unit's advantages?                                                                                                                

  Did he/she point out                                                                                                                  
  the unit's                                                                                                                            
  disadvantages?                                                                                                                        

  Were the appliances                                                                                                                   
  clean and in working                                                                                                                  
  order?                                                                                                                                

  Did you see any                                                                                                                       
  roaches, bugs?                                                                                                                        

  Were any promises made                                                                                                                
  about painting,                                                                                                                       
  cleaning, or                                                                                                                          
  carpeting?                                                                                                                            

  Did he/she apologize                                                                                                                  
  for the property at                                                                                                                   
  any time?                                                                                                                             

  Comments:                                                                                                                             

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

  THE CLOSE                                                                                                                             

  Did he/she try more                                                                                                                   
  than once to close?                                                                                                                   

  Did he/she ask closing                                                                                                                
  questions early?                                                                                                                      

  Did he/she oversell at                                                                                                                
  any time?                                                                                                                             

  Did he/she say the                                                                                                                    
  management/community                                                                                                                  
  was very selective                                                                                                                    
  about their residents?                                                                                                                

  Did he/she explain the                                                                                                                
  screening process?                                                                                                                    

  Did he/she say how                                                                                                                    
  long it would take to                                                                                                                 
  screen?                                                                                                                               

  How long?                                                                                                                             

  Did he/she explain the                                                                                                                
  rates/terms of the                                                                                                                    
  lease in a positive                                                                                                                   
  manner?                                                                                                                               

  Did he/she ask you to                                                                                                                 
  fill out a rental                                                                                                                     
  application?                                                                                                                          

  Did he/she review the                                                                                                                 
  application for                                                                                                                       
  completeness?                                                                                                                         

  Did he/she imply                                                                                                                      
  they'd like you to                                                                                                                    
  live there?                                                                                                                           

  Did you feel the                                                                                                                      
  apartment was yours                                                                                                                   
  from the beginning?                                                                                                                   

  Did he/she create a                                                                                                                   
  sense of urgency in                                                                                                                   
  renting this unit?                                                                                                                    

  Were your objections                                                                                                                  
  overcome?                                                                                                                             

  If unable to meet your                                                                                                                
  needs, did he/she                                                                                                                     
  refer you to another                                                                                                                  
  property?                                                                                                                             

  Comments:                                                                                                                             

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

  FOLLOW-UP                                                                                                                             

  Did he/she contact you                                                                                                                
  later by phone?                                                                                                                       
  \_\_\_\_\_\_\_\_ By                                                                                                                   
  letter?                                                                                                                               
  \_\_\_\_\_\_\_\_                                                                                                                      

  Were you spotted as a                                                                                                                 
  shopper?                                                                                                                              
  -------------------------------------------------------------------------------------------------------------------------------------------

  -----------------------------------------------------------------------
  **List of Exhibits for Chapter 4**

  Exhibit 4.1 -- Rental Screening Criteria
  -----------------------------------------------------------------------

+---------------+---+---+-----------------------+---------------------------+
| **Exhibit 4.1 |   |   |                       |                           |
| Rental        |   |   |                       |                           |
| Screening     |   |   |                       |                           |
| Criteria**    |   |   |                       |                           |
+===============+===+===+=======================+===========================+
| **            |   |   |                       |                           |
| QUALIFICATION |   |   |                       |                           |
| CRITERIA:**   |   |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| **Rental      | * |   |                       |                           |
| History:**    | * |   |                       |                           |
|               | [ |   |                       |                           |
|               | 1 |   |                       |                           |
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|               | . |   |                       |                           |
|               | * |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| **Credit      | * |   |                       |                           |
| History:**    | * |   |                       |                           |
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|               | * |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| **            | * |   |                       |                           |
| Employment:** | * |   |                       |                           |
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|               | * |   |                       |                           |
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+---------------+---+---+-----------------------+---------------------------+
| **Income:**   | * |   |                       |                           |
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+---------------+---+---+-----------------------+---------------------------+
| **Social      | * |   |                       |                           |
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|               | t |   |                       |                           |
|               | i |   |                       |                           |
|               | f |   |                       |                           |
|               | i |   |                       |                           |
|               | c |   |                       |                           |
|               | a |   |                       |                           |
|               | t |   |                       |                           |
|               | i |   |                       |                           |
|               | o |   |                       |                           |
|               | n |   |                       |                           |
|               | v |   |                       |                           |
|               | e |   |                       |                           |
|               | r |   |                       |                           |
|               | i |   |                       |                           |
|               | f |   |                       |                           |
|               | y |   |                       |                           |
|               | i |   |                       |                           |
|               | n |   |                       |                           |
|               | g |   |                       |                           |
|               | e |   |                       |                           |
|               | l |   |                       |                           |
|               | i |   |                       |                           |
|               | g |   |                       |                           |
|               | i |   |                       |                           |
|               | b |   |                       |                           |
|               | i |   |                       |                           |
|               | l |   |                       |                           |
|               | i |   |                       |                           |
|               | t |   |                       |                           |
|               | y |   |                       |                           |
|               | t |   |                       |                           |
|               | o |   |                       |                           |
|               | r |   |                       |                           |
|               | e |   |                       |                           |
|               | s |   |                       |                           |
|               | i |   |                       |                           |
|               | d |   |                       |                           |
|               | e |   |                       |                           |
|               | i |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | h |   |                       |                           |
|               | e |   |                       |                           |
|               | U |   |                       |                           |
|               | n |   |                       |                           |
|               | i |   |                       |                           |
|               | t |   |                       |                           |
|               | e |   |                       |                           |
|               | d |   |                       |                           |
|               | S |   |                       |                           |
|               | t |   |                       |                           |
|               | a |   |                       |                           |
|               | t |   |                       |                           |
|               | e |   |                       |                           |
|               | s |   |                       |                           |
|               | . |   |                       |                           |
|               | ] |   |                       |                           |
|               | { |   |                       |                           |
|               | . |   |                       |                           |
|               | u |   |                       |                           |
|               | n |   |                       |                           |
|               | d |   |                       |                           |
|               | e |   |                       |                           |
|               | r |   |                       |                           |
|               | l |   |                       |                           |
|               | i |   |                       |                           |
|               | n |   |                       |                           |
|               | e |   |                       |                           |
|               | } |   |                       |                           |
|               | * |   |                       |                           |
|               | * |   |                       |                           |
|               |   |   |                       |                           |
|               | * |   |                       |                           |
|               | F |   |                       |                           |
|               | a |   |                       |                           |
|               | l |   |                       |                           |
|               | s |   |                       |                           |
|               | i |   |                       |                           |
|               | f |   |                       |                           |
|               | i |   |                       |                           |
|               | c |   |                       |                           |
|               | a |   |                       |                           |
|               | t |   |                       |                           |
|               | i |   |                       |                           |
|               | o |   |                       |                           |
|               | n |   |                       |                           |
|               | o |   |                       |                           |
|               | f |   |                       |                           |
|               | a |   |                       |                           |
|               | n |   |                       |                           |
|               | y |   |                       |                           |
|               | o |   |                       |                           |
|               | f |   |                       |                           |
|               | t |   |                       |                           |
|               | h |   |                       |                           |
|               | e |   |                       |                           |
|               | s |   |                       |                           |
|               | e |   |                       |                           |
|               | n |   |                       |                           |
|               | u |   |                       |                           |
|               | m |   |                       |                           |
|               | b |   |                       |                           |
|               | e |   |                       |                           |
|               | r |   |                       |                           |
|               | s |   |                       |                           |
|               | w |   |                       |                           |
|               | i |   |                       |                           |
|               | l |   |                       |                           |
|               | l |   |                       |                           |
|               | r |   |                       |                           |
|               | e |   |                       |                           |
|               | s |   |                       |                           |
|               | u |   |                       |                           |
|               | l |   |                       |                           |
|               | t |   |                       |                           |
|               | i |   |                       |                           |
|               | n |   |                       |                           |
|               | d |   |                       |                           |
|               | e |   |                       |                           |
|               | n |   |                       |                           |
|               | i |   |                       |                           |
|               | a |   |                       |                           |
|               | l |   |                       |                           |
|               | . |   |                       |                           |
|               | * |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
|               |   |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| **CO-SIGNER   |   |   |                       |                           |
| CRITERIA:**   |   |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| A co-signer   |   |   |                       |                           |
| will be       |   |   |                       |                           |
| approved if   |   |   |                       |                           |
| all the       |   |   |                       |                           |
| q             |   |   |                       |                           |
| ualifications |   |   |                       |                           |
| below are met |   |   |                       |                           |
| without       |   |   |                       |                           |
| exception.    |   |   |                       |                           |
| The co-signer |   |   |                       |                           |
| will not      |   |   |                       |                           |
| qualify if    |   |   |                       |                           |
| any one of    |   |   |                       |                           |
| the criteria  |   |   |                       |                           |
| are not met   |   |   |                       |                           |
| without       |   |   |                       |                           |
| exception.    |   |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| **Rental      | 1 |   |                       |                           |
| History:**    | 2 |   |                       |                           |
|               | m |   |                       |                           |
|               | o |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | h |   |                       |                           |
|               | s |   |                       |                           |
|               | o |   |                       |                           |
|               | f |   |                       |                           |
|               | v |   |                       |                           |
|               | a |   |                       |                           |
|               | l |   |                       |                           |
|               | i |   |                       |                           |
|               | d |   |                       |                           |
|               | a |   |                       |                           |
|               | n |   |                       |                           |
|               | d |   |                       |                           |
|               | v |   |                       |                           |
|               | e |   |                       |                           |
|               | r |   |                       |                           |
|               | i |   |                       |                           |
|               | f |   |                       |                           |
|               | i |   |                       |                           |
|               | a |   |                       |                           |
|               | b |   |                       |                           |
|               | l |   |                       |                           |
|               | e |   |                       |                           |
|               | r |   |                       |                           |
|               | e |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | a |   |                       |                           |
|               | l |   |                       |                           |
|               | o |   |                       |                           |
|               | r |   |                       |                           |
|               | m |   |                       |                           |
|               | o |   |                       |                           |
|               | r |   |                       |                           |
|               | t |   |                       |                           |
|               | g |   |                       |                           |
|               | a |   |                       |                           |
|               | g |   |                       |                           |
|               | e |   |                       |                           |
|               | h |   |                       |                           |
|               | i |   |                       |                           |
|               | s |   |                       |                           |
|               | t |   |                       |                           |
|               | o |   |                       |                           |
|               | r |   |                       |                           |
|               | y |   |                       |                           |
|               | w |   |                       |                           |
|               | i |   |                       |                           |
|               | t |   |                       |                           |
|               | h |   |                       |                           |
|               | n |   |                       |                           |
|               | o |   |                       |                           |
|               | l |   |                       |                           |
|               | a |   |                       |                           |
|               | t |   |                       |                           |
|               | e |   |                       |                           |
|               | p |   |                       |                           |
|               | a |   |                       |                           |
|               | y |   |                       |                           |
|               | m |   |                       |                           |
|               | e |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | s |   |                       |                           |
|               | . |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| **Credit      | A |   |                       |                           |
| History:**    | t |   |                       |                           |
|               | l |   |                       |                           |
|               | e |   |                       |                           |
|               | a |   |                       |                           |
|               | s |   |                       |                           |
|               | t |   |                       |                           |
|               | f |   |                       |                           |
|               | o |   |                       |                           |
|               | u |   |                       |                           |
|               | r |   |                       |                           |
|               | a |   |                       |                           |
|               | c |   |                       |                           |
|               | c |   |                       |                           |
|               | o |   |                       |                           |
|               | u |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | s |   |                       |                           |
|               | i |   |                       |                           |
|               | n |   |                       |                           |
|               | g |   |                       |                           |
|               | o |   |                       |                           |
|               | o |   |                       |                           |
|               | d |   |                       |                           |
|               | s |   |                       |                           |
|               | t |   |                       |                           |
|               | a |   |                       |                           |
|               | n |   |                       |                           |
|               | d |   |                       |                           |
|               | i |   |                       |                           |
|               | n |   |                       |                           |
|               | g |   |                       |                           |
|               | w |   |                       |                           |
|               | i |   |                       |                           |
|               | t |   |                       |                           |
|               | h |   |                       |                           |
|               | l |   |                       |                           |
|               | e |   |                       |                           |
|               | s |   |                       |                           |
|               | s |   |                       |                           |
|               | t |   |                       |                           |
|               | h |   |                       |                           |
|               | a |   |                       |                           |
|               | n |   |                       |                           |
|               | \ |   |                       |                           |
|               | $ |   |                       |                           |
|               | 5 |   |                       |                           |
|               | 0 |   |                       |                           |
|               | 0 |   |                       |                           |
|               | i |   |                       |                           |
|               | n |   |                       |                           |
|               | d |   |                       |                           |
|               | e |   |                       |                           |
|               | r |   |                       |                           |
|               | o |   |                       |                           |
|               | g |   |                       |                           |
|               | a |   |                       |                           |
|               | t |   |                       |                           |
|               | o |   |                       |                           |
|               | r |   |                       |                           |
|               | y |   |                       |                           |
|               | a |   |                       |                           |
|               | c |   |                       |                           |
|               | c |   |                       |                           |
|               | o |   |                       |                           |
|               | u |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | s |   |                       |                           |
|               | . |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| **            | 1 |   |                       |                           |
| Employment:** | 2 |   |                       |                           |
|               | m |   |                       |                           |
|               | o |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | h |   |                       |                           |
|               | s |   |                       |                           |
|               | o |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | h |   |                       |                           |
|               | e |   |                       |                           |
|               | j |   |                       |                           |
|               | o |   |                       |                           |
|               | b |   |                       |                           |
|               | o |   |                       |                           |
|               | r |   |                       |                           |
|               | c |   |                       |                           |
|               | o |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | i |   |                       |                           |
|               | n |   |                       |                           |
|               | u |   |                       |                           |
|               | o |   |                       |                           |
|               | u |   |                       |                           |
|               | s |   |                       |                           |
|               | , |   |                       |                           |
|               | v |   |                       |                           |
|               | e |   |                       |                           |
|               | r |   |                       |                           |
|               | i |   |                       |                           |
|               | f |   |                       |                           |
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|               | a |   |                       |                           |
|               | b |   |                       |                           |
|               | l |   |                       |                           |
|               | e |   |                       |                           |
|               | e |   |                       |                           |
|               | m |   |                       |                           |
|               | p |   |                       |                           |
|               | l |   |                       |                           |
|               | o |   |                       |                           |
|               | y |   |                       |                           |
|               | m |   |                       |                           |
|               | e |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
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|               | r |   |                       |                           |
|               | g |   |                       |                           |
|               | u |   |                       |                           |
|               | a |   |                       |                           |
|               | r |   |                       |                           |
|               | a |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | e |   |                       |                           |
|               | e |   |                       |                           |
|               | d |   |                       |                           |
|               | s |   |                       |                           |
|               | o |   |                       |                           |
|               | u |   |                       |                           |
|               | r |   |                       |                           |
|               | c |   |                       |                           |
|               | e |   |                       |                           |
|               | o |   |                       |                           |
|               | f |   |                       |                           |
|               | i |   |                       |                           |
|               | n |   |                       |                           |
|               | c |   |                       |                           |
|               | o |   |                       |                           |
|               | m |   |                       |                           |
|               | e |   |                       |                           |
|               | f |   |                       |                           |
|               | o |   |                       |                           |
|               | r |   |                       |                           |
|               | 1 |   |                       |                           |
|               | 2 |   |                       |                           |
|               | m |   |                       |                           |
|               | o |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | h |   |                       |                           |
|               | s |   |                       |                           |
|               | . |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| **Income:**   | V |   |                       |                           |
|               | e |   |                       |                           |
|               | r |   |                       |                           |
|               | i |   |                       |                           |
|               | f |   |                       |                           |
|               | i |   |                       |                           |
|               | a |   |                       |                           |
|               | b |   |                       |                           |
|               | l |   |                       |                           |
|               | e |   |                       |                           |
|               | , |   |                       |                           |
|               | i |   |                       |                           |
|               | n |   |                       |                           |
|               | c |   |                       |                           |
|               | o |   |                       |                           |
|               | m |   |                       |                           |
|               | e |   |                       |                           |
|               | m |   |                       |                           |
|               | u |   |                       |                           |
|               | s |   |                       |                           |
|               | t |   |                       |                           |
|               | e |   |                       |                           |
|               | q |   |                       |                           |
|               | u |   |                       |                           |
|               | a |   |                       |                           |
|               | l |   |                       |                           |
|               | n |   |                       |                           |
|               | o |   |                       |                           |
|               | l |   |                       |                           |
|               | e |   |                       |                           |
|               | s |   |                       |                           |
|               | s |   |                       |                           |
|               | t |   |                       |                           |
|               | h |   |                       |                           |
|               | a |   |                       |                           |
|               | n |   |                       |                           |
|               | 4 |   |                       |                           |
|               | t |   |                       |                           |
|               | i |   |                       |                           |
|               | m |   |                       |                           |
|               | e |   |                       |                           |
|               | s |   |                       |                           |
|               | t |   |                       |                           |
|               | h |   |                       |                           |
|               | e |   |                       |                           |
|               | r |   |                       |                           |
|               | e |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | a |   |                       |                           |
|               | l |   |                       |                           |
|               | a |   |                       |                           |
|               | m |   |                       |                           |
|               | o |   |                       |                           |
|               | u |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | . |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| *             | T |   |                       |                           |
| *Residence:** | h |   |                       |                           |
|               | e |   |                       |                           |
|               | c |   |                       |                           |
|               | o |   |                       |                           |
|               | - |   |                       |                           |
|               | s |   |                       |                           |
|               | i |   |                       |                           |
|               | g |   |                       |                           |
|               | n |   |                       |                           |
|               | e |   |                       |                           |
|               | r |   |                       |                           |
|               | m |   |                       |                           |
|               | u |   |                       |                           |
|               | s |   |                       |                           |
|               | t |   |                       |                           |
|               | r |   |                       |                           |
|               | e |   |                       |                           |
|               | s |   |                       |                           |
|               | i |   |                       |                           |
|               | d |   |                       |                           |
|               | e |   |                       |                           |
|               | i |   |                       |                           |
|               | n |   |                       |                           |
|               | t |   |                       |                           |
|               | h |   |                       |                           |
|               | e |   |                       |                           |
|               | s |   |                       |                           |
|               | t |   |                       |                           |
|               | a |   |                       |                           |
|               | t |   |                       |                           |
|               | e |   |                       |                           |
|               | o |   |                       |                           |
|               | f |   |                       |                           |
|               | W |   |                       |                           |
|               | a |   |                       |                           |
|               | s |   |                       |                           |
|               | h |   |                       |                           |
|               | i |   |                       |                           |
|               | n |   |                       |                           |
|               | g |   |                       |                           |
|               | t |   |                       |                           |
|               | o |   |                       |                           |
|               | n |   |                       |                           |
|               | . |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
|               |   |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| **GROUNDS FOR |   |   |                       |                           |
| DENIAL WILL   |   |   |                       |                           |
| RESULT FROM   |   |   |                       |                           |
| THE FOLLOWING |   |   |                       |                           |
| (BOTH         |   |   |                       |                           |
| CONVICTIONS   |   |   |                       |                           |
| AND PENDING   |   |   |                       |                           |
| CHARGES) ON   |   |   |                       |                           |
| ALL           |   |   |                       |                           |
| APPLICANTS:** |   |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| -             |   |   |                       |                           |
|  Verification |   |   |                       |                           |
|     that the  |   |   |                       |                           |
|     household |   |   |                       |                           |
|     does not  |   |   |                       |                           |
|     meet the  |   |   |                       |                           |
|               |   |   |                       |                           |
|   eligibility |   |   |                       |                           |
|               |   |   |                       |                           |
|  requirements |   |   |                       |                           |
|     of the    |   |   |                       |                           |
|     HUD       |   |   |                       |                           |
|     program   |   |   |                       |                           |
|     or any    |   |   |                       |                           |
|     other     |   |   |                       |                           |
|               |   |   |                       |                           |
|    applicable |   |   |                       |                           |
|               |   |   |                       |                           |
|    affordable |   |   |                       |                           |
|     housing   |   |   |                       |                           |
|     programs  |   |   |                       |                           |
|               |   |   |                       |                           |
| -   Eviction  |   |   |                       |                           |
|     from      |   |   |                       |                           |
|     federally |   |   |                       |                           |
|               |   |   |                       |                           |
|    subsidized |   |   |                       |                           |
|     housing   |   |   |                       |                           |
|               |   |   |                       |                           |
| -   Verified  |   |   |                       |                           |
|     eviction  |   |   |                       |                           |
|     showing   |   |   |                       |                           |
|     on credit |   |   |                       |                           |
|     report or |   |   |                       |                           |
|     confirmed |   |   |                       |                           |
|     with      |   |   |                       |                           |
|     landlord  |   |   |                       |                           |
|               |   |   |                       |                           |
| -   Rental    |   |   |                       |                           |
|               |   |   |                       |                           |
|    collection |   |   |                       |                           |
|     verified  |   |   |                       |                           |
|     on credit |   |   |                       |                           |
|     report    |   |   |                       |                           |
|               |   |   |                       |                           |
| -   Balance   |   |   |                       |                           |
|     owing to  |   |   |                       |                           |
|     landlord  |   |   |                       |                           |
|               |   |   |                       |                           |
| -   Extreme   |   |   |                       |                           |
|     negative  |   |   |                       |                           |
|     and       |   |   |                       |                           |
|     adverse   |   |   |                       |                           |
|     rental    |   |   |                       |                           |
|     history,  |   |   |                       |                           |
|     e.g.,     |   |   |                       |                           |
|               |   |   |                       |                           |
|    documented |   |   |                       |                           |
|               |   |   |                       |                           |
|    complaints |   |   |                       |                           |
|     and/or    |   |   |                       |                           |
|     damages,  |   |   |                       |                           |
|     multiple  |   |   |                       |                           |
|     late      |   |   |                       |                           |
|     payments  |   |   |                       |                           |
|     or        |   |   |                       |                           |
|     72-hour   |   |   |                       |                           |
|     notices   |   |   |                       |                           |
|     to pay or |   |   |                       |                           |
|     vacate    |   |   |                       |                           |
|     with      |   |   |                       |                           |
|     statement |   |   |                       |                           |
|     by        |   |   |                       |                           |
|     landlord  |   |   |                       |                           |
|     of "WOULD |   |   |                       |                           |
|     NOT       |   |   |                       |                           |
|     RE-RENT"  |   |   |                       |                           |
|               |   |   |                       |                           |
| -             |   |   |                       |                           |
|  Verification |   |   |                       |                           |
|     from a    |   |   |                       |                           |
|     former    |   |   |                       |                           |
|     landlord  |   |   |                       |                           |
|     of        |   |   |                       |                           |
|     failure   |   |   |                       |                           |
|     to        |   |   |                       |                           |
|     cooperate |   |   |                       |                           |
|     with      |   |   |                       |                           |
|               |   |   |                       |                           |
|    applicable |   |   |                       |                           |
|     re-       |   |   |                       |                           |
| certification |   |   |                       |                           |
|               |   |   |                       |                           |
|    procedures |   |   |                       |                           |
|               |   |   |                       |                           |
| -             |   |   |                       |                           |
|  Verification |   |   |                       |                           |
|     from a    |   |   |                       |                           |
|     former    |   |   |                       |                           |
|     landlord  |   |   |                       |                           |
|     of        |   |   |                       |                           |
|               |   |   |                       |                           |
|   termination |   |   |                       |                           |
|     of        |   |   |                       |                           |
|               |   |   |                       |                           |
|    assistance |   |   |                       |                           |
|     as a      |   |   |                       |                           |
|     result of |   |   |                       |                           |
|     fraud     |   |   |                       |                           |
|               |   |   |                       |                           |
| -   Failure   |   |   |                       |                           |
|     to sign   |   |   |                       |                           |
|     and       |   |   |                       |                           |
|     submit    |   |   |                       |                           |
|     HUD       |   |   |                       |                           |
|     required  |   |   |                       |                           |
|               |   |   |                       |                           |
|  verification |   |   |                       |                           |
|     forms,    |   |   |                       |                           |
|     e.g.,     |   |   |                       |                           |
|     HUD9887,  |   |   |                       |                           |
|     HUD9887A, |   |   |                       |                           |
|     Section   |   |   |                       |                           |
|     214       |   |   |                       |                           |
|               |   |   |                       |                           |
| -             |   |   |                       |                           |
|  Unverifiable |   |   |                       |                           |
|     social    |   |   |                       |                           |
|     security  |   |   |                       |                           |
|     number or |   |   |                       |                           |
|               |   |   |                       |                           |
| falsification |   |   |                       |                           |
|     of social |   |   |                       |                           |
|     security  |   |   |                       |                           |
|     number    |   |   |                       |                           |
|               |   |   |                       |                           |
| -             |   |   |                       |                           |
| Falsification |   |   |                       |                           |
|     of rental |   |   |                       |                           |
|               |   |   |                       |                           |
|   application |   |   |                       |                           |
|     or Rental |   |   |                       |                           |
|               |   |   |                       |                           |
|   Eligibility |   |   |                       |                           |
|               |   |   |                       |                           |
|   Application |   |   |                       |                           |
|               |   |   |                       |                           |
|    (including |   |   |                       |                           |
|     n         |   |   |                       |                           |
| on-disclosure |   |   |                       |                           |
|     of        |   |   |                       |                           |
|     criminal  |   |   |                       |                           |
|     records)  |   |   |                       |                           |
|               |   |   |                       |                           |
| -   Breaking  |   |   |                       |                           |
|     lease     |   |   |                       |                           |
|     agreement |   |   |                       |                           |
|     that will |   |   |                       |                           |
|     result in |   |   |                       |                           |
|               |   |   |                       |                           |
|    collection |   |   |                       |                           |
|     filing    |   |   |                       |                           |
|               |   |   |                       |                           |
| -   Verified  |   |   |                       |                           |
|     name and  |   |   |                       |                           |
|     date of   |   |   |                       |                           |
|     birth     |   |   |                       |                           |
|     match of  |   |   |                       |                           |
|     criminal  |   |   |                       |                           |
|               |   |   |                       |                           |
|    conviction |   |   |                       |                           |
|     as        |   |   |                       |                           |
|     follows:  |   |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| -   Murder    |   |   | -   Kidnapping (all   | -   Manslaughter (all     |
|     (all      |   |   |     counts)           |     counts)               |
|     counts)   |   |   |                       |                           |
|               |   |   | -   Assault (1^st^,   | -   Robbery (all counts)  |
| -   Theft     |   |   |     2^nd^ & 3^rd^     |                           |
|     (all      |   |   |     Degree)           | -   Malicious Mischief    |
|     counts)   |   |   |                       |     (1^st^ & 2^nd^ Degree |
|               |   |   | -   Vehicle Prowling  |                           |
| -   Burglary  |   |   |     (all counts)      | -   Child Molestation     |
|     (all      |   |   |                       |     (all counts)          |
|     counts)   |   |   | -   Rape of a Child   |                           |
|               |   |   |     (all counts)      | -   Fraud (all counts)    |
| -   Rape (all |   |   |                       |                           |
|     counts)   |   |   | -   Forgery (all      | -   Any Drug Related      |
|               |   |   |     counts)           |     Conviction (all       |
| -             |   |   |                       |     counts)               |
|    Embezzling |   |   | -   Reckless Burning  |                           |
|     (all      |   |   |     (1^st^ Degree)    |                           |
|     counts)   |   |   |                       |                           |
|               |   |   |                       |                           |
| -   Arson     |   |   |                       |                           |
|     (all      |   |   |                       |                           |
|     counts)   |   |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
|               |   |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| **OCCUPANCY   |   |   |                       |                           |
| CRITERIA:**   |   |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| > Studio      |   | 3 |                       |                           |
|               |   | O |                       |                           |
|               |   | c |                       |                           |
|               |   | c |                       |                           |
|               |   | u |                       |                           |
|               |   | p |                       |                           |
|               |   | a |                       |                           |
|               |   | n |                       |                           |
|               |   | t |                       |                           |
|               |   | s |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| > 1 Bedroom   |   | 3 |                       |                           |
| > Unit        |   | O |                       |                           |
|               |   | c |                       |                           |
|               |   | c |                       |                           |
|               |   | u |                       |                           |
|               |   | p |                       |                           |
|               |   | a |                       |                           |
|               |   | n |                       |                           |
|               |   | t |                       |                           |
|               |   | s |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| > 2 Bedroom   |   | 5 |                       |                           |
| > Unit        |   | O |                       |                           |
|               |   | c |                       |                           |
|               |   | c |                       |                           |
|               |   | u |                       |                           |
|               |   | p |                       |                           |
|               |   | a |                       |                           |
|               |   | n |                       |                           |
|               |   | t |                       |                           |
|               |   | s |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| > 3 Bedroom   |   | 7 |                       |                           |
| > Unit        |   | O |                       |                           |
|               |   | c |                       |                           |
|               |   | c |                       |                           |
|               |   | u |                       |                           |
|               |   | p |                       |                           |
|               |   | a |                       |                           |
|               |   | n |                       |                           |
|               |   | t |                       |                           |
|               |   | s |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| > 4 Bedroom   |   | 9 |                       |                           |
| > Unit        |   | O |                       |                           |
|               |   | c |                       |                           |
|               |   | c |                       |                           |
|               |   | u |                       |                           |
|               |   | p |                       |                           |
|               |   | a |                       |                           |
|               |   | n |                       |                           |
|               |   | t |                       |                           |
|               |   | s |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
|               |   |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+
| \*If a        |   |   |                       |                           |
| household is  |   |   |                       |                           |
| approved for  |   |   |                       |                           |
| occupancy     |   |   |                       |                           |
| based on      |   |   |                       |                           |
| their         |   |   |                       |                           |
| screening     |   |   |                       |                           |
| report but    |   |   |                       |                           |
| then later    |   |   |                       |                           |
| found to be   |   |   |                       |                           |
| ineligible,   |   |   |                       |                           |
| the finding   |   |   |                       |                           |
| of            |   |   |                       |                           |
| eligibility   |   |   |                       |                           |
| will          |   |   |                       |                           |
| constitute a  |   |   |                       |                           |
| reversal of   |   |   |                       |                           |
| the screening |   |   |                       |                           |
| approval.     |   |   |                       |                           |
+---------------+---+---+-----------------------+---------------------------+

  -----------------------------------------------------------------------
  **List of Exhibits for Chapter 5**

  Exhibit 5.1 -- Utility Transfer Card
  -----------------------------------------------------------------------

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 27%" />
<col style="width: 0%" />
<col style="width: 9%" />
<col style="width: 7%" />
<col style="width: 3%" />
<col style="width: 0%" />
<col style="width: 0%" />
<col style="width: 3%" />
<col style="width: 0%" />
<col style="width: 0%" />
<col style="width: 13%" />
<col style="width: 3%" />
<col style="width: 0%" />
<col style="width: 1%" />
<col style="width: 0%" />
<col style="width: 1%" />
<col style="width: 3%" />
<col style="width: 9%" />
</colgroup>
<thead>
<tr class="header">
<th colspan="20"><strong>Exhibit 5.1 Utility Transfer Card</strong></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td colspan="2"></td>
<td colspan="14"><strong>NOTICE OF CHANGED OF TENANTS</strong></td>
<td colspan="4"><strong>PLEASE PRINT.</strong></td>
</tr>
<tr class="even">
<td></td>
<td colspan="17"><strong>To assist us in billing please complete this
form when a tenant moves in or out and mail to us promptly. Thank
you.</strong></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="5">APARTMENT COMPLEX NAME:</td>
<td colspan="15">ACCOUNT NO. (for office use only)</td>
</tr>
<tr class="even">
<td colspan="5">SERVICE ADDRESS</td>
<td colspan="5">Apt. #</td>
<td colspan="10">CITY</td>
</tr>
<tr class="odd">
<td colspan="20">TENANT NAME (first, middle, last)</td>
</tr>
<tr class="even">
<td colspan="5" rowspan="2">CARE OF</td>
<td colspan="4">WORK PHONE EXT.</td>
<td colspan="5"></td>
<td colspan="6">EXT.</td>
</tr>
<tr class="odd">
<td colspan="2"></td>
<td colspan="7">( )</td>
<td colspan="6"></td>
</tr>
<tr class="even">
<td colspan="5" rowspan="2">MAILING ADDRESS (if different)</td>
<td colspan="4">WORK PHONE</td>
<td colspan="5"></td>
<td colspan="6">EXT.</td>
</tr>
<tr class="odd">
<td colspan="2"></td>
<td colspan="7">( )</td>
<td colspan="6"></td>
</tr>
<tr class="even">
<td colspan="5">CITY</td>
<td colspan="5">STATE</td>
<td colspan="10">ZIP</td>
</tr>
<tr class="odd">
<td colspan="5">EMPLOYER</td>
<td colspan="5">LENGTH OF EMP.</td>
<td colspan="10">SOCIAL SECURITY NO.</td>
</tr>
<tr class="even">
<td colspan="10">PREVIOUS ADDRESS</td>
<td colspan="3">CITY</td>
<td colspan="6">STATE</td>
<td>ZIP</td>
</tr>
<tr class="odd">
<td colspan="5">SPOUSE (first, middle, last)</td>
<td colspan="15">EMPLOYER</td>
</tr>
<tr class="even">
<td colspan="5">TWO MAJOR CREDIT CARDS AND NUMBERS</td>
<td colspan="15"></td>
</tr>
<tr class="odd">
<td colspan="5">1)</td>
<td colspan="15">2)</td>
</tr>
<tr class="even">
<td colspan="3">CARD #</td>
<td colspan="2">EXP. DATE</td>
<td colspan="14">CARD #</td>
<td>EXP. DATE</td>
</tr>
<tr class="odd">
<td colspan="5" rowspan="2">PERSONAL REFERENCE</td>
<td rowspan="2">PHONE</td>
<td colspan="7"></td>
<td colspan="7" rowspan="2"></td>
</tr>
<tr class="even">
<td colspan="7">( )</td>
</tr>
<tr class="odd">
<td colspan="10">ADDRESS</td>
<td colspan="3">CITY</td>
<td colspan="6">STATE</td>
<td>ZIP</td>
</tr>
<tr class="even">
<td colspan="20"><p><strong>If a deposit is requested on your account
and you have previously had service with another utility, a
satisfactory</strong></p>
<p><strong>payment verification letter can be provided within 10 working
days of this application in order to waive the
deposit.</strong></p></td>
</tr>
<tr class="odd">
<td colspan="20">CO-CUSTOMER (first, middle, last)</td>
</tr>
<tr class="even">
<td colspan="5" rowspan="2">CARE OF</td>
<td colspan="6">WORK PHONE</td>
<td colspan="4"></td>
<td colspan="5">EXT.</td>
</tr>
<tr class="odd">
<td colspan="3"></td>
<td colspan="7">( )</td>
<td colspan="5"></td>
</tr>
<tr class="even">
<td colspan="5" rowspan="2">MAILING ADDRESS (if different)</td>
<td colspan="6">HOME PHONE</td>
<td colspan="4"></td>
<td colspan="5">EXT.</td>
</tr>
<tr class="odd">
<td colspan="3"></td>
<td colspan="7">( )</td>
<td colspan="5"></td>
</tr>
<tr class="even">
<td colspan="5">CITY</td>
<td colspan="5">STATE</td>
<td colspan="10">ZIP</td>
</tr>
<tr class="odd">
<td colspan="5">EMPLOYER</td>
<td colspan="5">LENGTH OF EMP.</td>
<td colspan="10">SOCIAL SECURITY NO.</td>
</tr>
<tr class="even">
<td colspan="20">PREVIOUS ADDRESS</td>
</tr>
<tr class="odd">
<td colspan="20"><strong>MOVE-IN INFORMATION</strong></td>
</tr>
<tr class="even">
<td colspan="20"><p><strong>In order to prevent discrepancies in move-in
dates and meter readings we request that</strong></p>
<p><strong>tenant(s) and landlord/manager sign this form to verify
information is correct. Thank you.</strong></p></td>
</tr>
<tr class="odd">
<td colspan="5">MOVE-IN DATE</td>
<td colspan="12">TENANT</td>
<td colspan="3">DATE</td>
</tr>
<tr class="even">
<td colspan="4">APARTMENT MANAGER/LANDLORD</td>
<td>DATE</td>
<td colspan="12">SPOUSE OR CO-CUSTOMER</td>
<td colspan="3">DATE</td>
</tr>
<tr class="odd">
<td colspan="20">MOVE-OUT INFORMATION</td>
</tr>
<tr class="even">
<td colspan="20"><p><strong>In order to prevent discrepancies in
move-out dates and meter readings we request that</strong></p>
<p><strong>tenant(s) sign out for utility service. Thank
you.</strong></p></td>
</tr>
<tr class="odd">
<td colspan="20">MOVE-OUT DATE</td>
</tr>
<tr class="even">
<td colspan="13">TENANT’S FORWARDING ADDRESS</td>
<td colspan="7">APT. #</td>
</tr>
<tr class="odd">
<td colspan="5">CITY</td>
<td colspan="7">STATE</td>
<td colspan="8">ZIP</td>
</tr>
<tr class="even">
<td colspan="13">CO-CUSTOMER’S FORWARDING ADDRESS</td>
<td colspan="7">APT. #</td>
</tr>
<tr class="odd">
<td colspan="5">CITY</td>
<td colspan="7">STATE</td>
<td colspan="8">ZIP</td>
</tr>
<tr class="even">
<td colspan="12">APARMENT MANAGER/LANDLORD</td>
<td colspan="8">DATE</td>
</tr>
<tr class="odd">
<td colspan="12">TENANT</td>
<td colspan="8">DATE</td>
</tr>
<tr class="even">
<td colspan="12">SPOUSE/CO-CUSTOMER</td>
<td colspan="8">DATE</td>
</tr>
<tr class="odd">
<td colspan="20"><p>DID BOTH TENANT AN DCO-CUSTOMER MOVE? (check
one)</p>
<p> YES  NO</p></td>
</tr>
<tr class="even">
<td colspan="20"><p><img src="media/image10.jpeg"
style="width:2.81944in;height:0.69444in" />(this section optional)</p>
<p>METER # ________________________________</p>
<p>DATE OF READ _________________________</p>
<p><strong>MOVE-IN READ</strong></p>
<p>From let to right, mark dials as viewed exactly.</p></td>
</tr>
<tr class="odd">
<td colspan="20"><p><img src="media/image10.jpeg"
style="width:2.81944in;height:0.69444in" />(this section optional)</p>
<p>METER # ________________________________</p>
<p>DATE OF READ _________________________</p>
<p><strong>MOVE-IN READ/MOVE-OUT READ</strong></p>
<p>From let to right, mark dials as viewed exactly.</p></td>
</tr>
<tr class="even">
<td colspan="20">1400 12/98</td>
</tr>
</tbody>
</table>

+-----------------------------------------------------------------------+
| **List of Exhibits for Chapter 6**                                    |
+-----------------------------------------------------------------------+
| Exhibit 6.1 -- 33 Rules for Successful Resident Retention             |
|                                                                       |
| Exhibit 6.2 -- Parcel Log                                             |
+-----------------------------------------------------------------------+

+----+-----------------------------------------------------------------+
| *  |                                                                 |
| *E |                                                                 |
| xh |                                                                 |
| ib |                                                                 |
| it |                                                                 |
| 6  |                                                                 |
| .1 |                                                                 |
| 33 |                                                                 |
| R  |                                                                 |
| ul |                                                                 |
| es |                                                                 |
| f  |                                                                 |
| or |                                                                 |
| Su |                                                                 |
| cc |                                                                 |
| es |                                                                 |
| sf |                                                                 |
| ul |                                                                 |
| Re |                                                                 |
| si |                                                                 |
| de |                                                                 |
| nt |                                                                 |
| R  |                                                                 |
| et |                                                                 |
| en |                                                                 |
| ti |                                                                 |
| on |                                                                 |
| (r |                                                                 |
| ep |                                                                 |
| ri |                                                                 |
| nt |                                                                 |
| ed |                                                                 |
| fr |                                                                 |
| om |                                                                 |
| *S |                                                                 |
| al |                                                                 |
| es |                                                                 |
| a  |                                                                 |
| nd |                                                                 |
| M  |                                                                 |
| ar |                                                                 |
| ke |                                                                 |
| ti |                                                                 |
| ng |                                                                 |
| M  |                                                                 |
| ag |                                                                 |
| ic |                                                                 |
| *) |                                                                 |
| ** |                                                                 |
+====+=================================================================+
| *  | **Keep residents informed about themselves.** It\'s smart to be |
| ** | a news source of what\'s going on inside your community without |
| 1* | appearing to be a busybody. Inform your residents in your       |
| ** | newsletter of lease renewals, new residents, anniversaries,     |
|    | birthdays, promotions, changes in employment, and anything      |
|    | special that happens to a resident. This brings a community     |
|    | together and makes everyone feel as if they are members of a    |
|    | close-knit group.                                               |
+----+-----------------------------------------------------------------+
| *  | **Keep residents informed about you.** Whenever something new   |
| ** | has happened, such as having received an award from your        |
| 2* | company, new employees, promotions of your employees, etc.,     |
| ** | make sure to mention it in the newsletter.                      |
+----+-----------------------------------------------------------------+
| *  | **Constant contact.** Even though you might be the world\'s     |
| ** | greatest leasing consultant, maintenance person or manager, to  |
| 3* | the resident who is paying the rent, it often comes down to,    |
| ** | \"What have you done for me lately?\" For some reason or other, |
|    | the out-of-sight, out-of-mind syndrome predominates in our      |
|    | resident\'s minds. This makes it very important to let the      |
|    | residents know you are thinking about them 24 hours a day. From |
|    | your newsletter to a \"Have a Nice Day\" sign, all the personal |
|    | touches help. We all have experienced the first of the month    |
|    | rent-paying time. The office becomes one big service request    |
|    | for the first five days. Why? **\"What have you done for me     |
|    | lately?\"**                                                     |
+----+-----------------------------------------------------------------+
| *  | **More Contact.** When was the last time you or one of your     |
| ** | teammates just picked up the telephone and called a resident to |
| 4* | find out if everything in their apartment was okay? Set         |
| ** | yourself a goal of ten residents a week - that\'s just two      |
|    | calls a day. Contact can be made by telephone or by simply      |
|    | knocking on the door while you are out checking on your model   |
|    | or vacants.                                                     |
+----+-----------------------------------------------------------------+
| *  | **Personality.** Always, always be friendly, courteous and kind |
| ** | to the residents. You are in the sales and service business     |
| 5* | because you like to be with and work with people. This is       |
| ** | basically what managing apartments is all about. Be proud of    |
|    | your chosen profession.                                         |
+----+-----------------------------------------------------------------+
| *  | **Remembrances.** Make a list of your resident\'s birthdays,    |
| ** | and don\'t forget their children. I kept a stock of cards on    |
| 6* | hand ready to go out at a moment\'s notice. (If you give them   |
| ** | to one resident, you must give them to all)                     |
+----+-----------------------------------------------------------------+
| *  | **Punctuality.** Never, ever, be late for a meeting with a      |
| ** | resident. If you are sloppy in this regard, the resident will   |
| 7* | sooner or later be convinced that you are sloppy in the way you |
| ** | manage the community. The same goes for meetings with your      |
|    | staff. This includes the office being opened precisely at the   |
|    | posted time.                                                    |
+----+-----------------------------------------------------------------+
| *  | **Call Reports.** This technique has saved me more residents    |
| ** | than I can count and my staffs were always amazed with the      |
| 8* | results. When a resident demands to see or speak to the         |
| ** | manager, it\'s generally because they have a problem that       |
|    | hasn\'t been solved. It\'s imperative that you write up a call  |
|    | report outlining the things you agreed to do for the resident.  |
|    | To show you are on the ball, be sure to give a copy to everyone |
|    | involved or otherwise concerned so that they are aware of what  |
|    | actions must take place. The next step is to follow up with the |
|    | resident to make sure everything is now satisfactory. I always  |
|    | put the same resident on my callback list for two weeks later   |
|    | to make sure everything else is fine. This only takes a few     |
|    | minutes and is well worth the time invested.                    |
+----+-----------------------------------------------------------------+
|    |                                                                 |
+----+-----------------------------------------------------------------+
| *  | **Progress Reports.** I sent these brief little notes to my     |
| ** | residents every time any activity was going to take place.      |
| 9* | Examples: pest control (change in normal dates or company),     |
| ** | painting of the exterior, extended work going on in a vacant    |
|    | apartment, addition of a new service or amenity, filter         |
|    | changes, home by home inspections, and pool opening or closing. |
+----+-----------------------------------------------------------------+
| ** | **Things To Do.** I don\'t care how great a memory you have,    |
| *1 | you cannot hope to remember every single task that needs to be  |
| 0* | done in the day-to-day management of your community. Keep a     |
| ** | legal pad, make your list of things to be done, cross off the   |
|    | items that are completely finished and add to it daily. At the  |
|    | end of the day, transfer the remaining items to a clean page    |
|    | for the next day. You will find a few items that move from page |
|    | to page each day. These items are things you don\'t want to do  |
|    | or don\'t enjoy handling. I always did those things on Friday,  |
|    | so that on Monday I had a clean slate.                          |
+----+-----------------------------------------------------------------+
| ** | **Record Keeping.** I can\'t count the times on my fingers and  |
| *1 | toes that I\'ve taken over the management of an apartment       |
| 1* | community and a resident came in and said, \"Blah de blah said  |
| ** | that blah de blah would happen.\" I\'d say okay and go to their |
|    | file only to find no documentation. Listen, gang, every time    |
|    | you make an exception to a rule or promise a resident           |
|    | something, jot it down and get it in the file. File your call   |
|    | reports in the resident\'s file. File any letter that is sent   |
|    | to the resident. I honestly believe that when I was transferred |
|    | or promoted that whoever took over my position had up-to-date   |
|    | and accurate information that made their job easier. These      |
|    | files also saved my staff and myself a lot of headaches when I  |
|    | was on vacation or out of the office. Remember: A true test of  |
|    | an excellent manager is when you leave, does everything run     |
|    | smooth? Note: Never make a promise you can\'t keep. It will     |
|    | come back to haunt you even if you have moved on.               |
+----+-----------------------------------------------------------------+
| ** | **Resident Confidentiality.** Your second loyalty is to your    |
| *1 | residents, and to each resident individually. Each resident\'s  |
| 2* | personal, financial and legal matters must be kept top secret.  |
| ** | You and all your employees must make every effort to prevent    |
|    | gossip. The same goes for your company. You no more want gossip |
|    | circulating about you or your staff than about your residents.  |
|    | I formed strict policies about resident confidentiality with    |
|    | each of my staffs. They all knew how to handle themselves in    |
|    | situations where residents would say, \"Blah de blah, blah de   |
|    | blah.\" Stay out of these situations and make sure your staff   |
|    | does also.                                                      |
+----+-----------------------------------------------------------------+
| ** | **Entertaining.** The social activities that you plan for your  |
| *1 | residents are a great way to promote resident relations and     |
| 3* | retention. A few rules to the wise:                             |
| ** |                                                                 |
|    | > \(a\) Never serve alcohol on the property, and do not allow   |
|    | > alcohol to be consumed in common areas of the community.      |
|    | >                                                               |
|    | > \(b\) Mix it up. Talk to everyone and don\'t get stuck in one |
|    | > corner with one group. It is your job to make everyone        |
|    | > comfortable and it\'s time to get to know your residents.     |
|    | >                                                               |
|    | > \(c\) Make sure the party is planned far in advance.          |
|    | >                                                               |
|    | > \(d\) Advertise the party! Have your residents bring a friend |
|    | > or an associate. It\'s a great time for referrals. Send out a |
|    | > special flyer 4 weeks ahead, 1 week ahead, and on the day of  |
|    | > the party.                                                    |
+----+-----------------------------------------------------------------+
| ** | **Hype. Another no-no.** Never lie to a resident. If you do,    |
| *1 | you can be certain \"Murphy\'s Law\" will hang you. Also be     |
| 4* | sure to avoid dealing in hype. In other words, always tell the  |
| ** | truth, and don\'t stretch or embellish it because you\'re bound |
|    | to be caught and held accountable.                              |
+----+-----------------------------------------------------------------+
| ** | **Proofread.** Never, never let any correspondence go out of    |
| *1 | your office without first proofreading it. If a note, letter or |
| 5* | newsletter contains a typo, a misspelled word, poor grammar or  |
| ** | punctuation, it looks very unprofessional. A good way to proof  |
|    | is to read it backwards. This gives you an opportunity to       |
|    | concentrate on the words rather than on the content.            |
+----+-----------------------------------------------------------------+
|    |                                                                 |
+----+-----------------------------------------------------------------+
| ** | **Out of Town Visitors.** If your residents have out of town    |
| *1 | visitors, by all means be courteous and helpful. Simply giving  |
| 6* | a visitor directions will put a feather in your cap.            |
| ** |                                                                 |
+----+-----------------------------------------------------------------+
| ** | **Be Polite and Professionally Dressed.** When representing     |
| *1 | your company, be sure to look and act your \"Sunday best\".     |
| 7* | There can be nothing worse than a pair of hose that have a run  |
| ** | in them or shoes with lifts that are missing, (I can\'t stand   |
|    | that clanking noise.) Keep a spare pair of hose in your drawer  |
|    | at all times and get to the shoe repair shop on your way home.  |
|    | I don\'t mean to neglect our male managers and leasing          |
|    | consultants; it\'s just that I can\'t imagine them with hose    |
|    | and broken heels.                                               |
+----+-----------------------------------------------------------------+
| ** | **Double Jeopardy.** Play it smart and keep residents away from |
| *1 | other residents while they are in your office. When together,   |
| 8* | you can be sure they will air all the problems they have with   |
| ** | you and/or your teammates. Another warning: Keep your residents |
|    | away from your vendors or educate your vendors on how to        |
|    | conduct themselves when in the presence of your residents.      |
+----+-----------------------------------------------------------------+
| ** | **Your Whereabouts.** When it is impossible for you or a member |
| *1 | of your team to be in the office, remember to leave a note or   |
| 9* | put a clock on the door stating your estimated time of return.  |
| ** | If the entire office staff will be gone all day for a meeting   |
|    | or just the morning, advise your answering service, leave a     |
|    | note or clock, and send a short note to all residents one week  |
|    | in advance. Even if they weren\'t planning on stopping by that  |
|    | day, they will certainly appreciate the courtesy.               |
+----+-----------------------------------------------------------------+
| ** | **Work Hours.** Don\'t be a nine to fiver! Especially if your   |
| *2 | residents work plant or bank hours. Make sure someone from your |
| 0* | staff comes in at 8:00 and leaves at 5:00 and someone else from |
| ** | 9:00 to 6:00. There is nothing more impressive to a resident    |
|    | than when they call early or late and expect to get the         |
|    | answering service, and find a cheerful teammate. The same goes  |
|    | for the lunch hour. Remember, we are in a sales and service     |
|    | business! There should always be at least one person in the     |
|    | office during business hours unless yours is a one-person       |
|    | office.                                                         |
+----+-----------------------------------------------------------------+
| ** | **Promptness.** If a resident phones you and you are tied up    |
| *2 | and not available, be sure you call back A.S.A.P. The same goes |
| 1* | for notes and letters. Don\'t just write up the service         |
| ** | request; send a little note back letting the resident know you  |
|    | have done so.                                                   |
+----+-----------------------------------------------------------------+
| ** | **Be a \"Build Up Person.\"** Being in the sales and service    |
| *2 | business prompts residents to say thank you when something      |
| 2* | special was done for them. Build up your staff when a resident  |
| ** | says thanks. Let them get the applause - it\'s all part of the  |
|    | job. Get your self-gratification kicks out of being a kingmaker |
|    | and the financial and promotional rewards happy residents are   |
|    | sure to bring.                                                  |
+----+-----------------------------------------------------------------+
| ** | **Homework.** Being prepared for meetings or telephone call     |
| *2 | queries and confrontations is very important to your success.   |
| 3* | The only way to be prepared is to have the resident\'s file in  |
| ** | front of you prior to the conversation. Being able to recall    |
|    | past dates, decisions, facts and figures about your resident\'s |
|    | history will be a tremendous help in your decision-making       |
|    | process. For your personal advancement, study and read as much  |
|    | as you can about the goings on and new ideas in our industry.   |
|    | Keep up with \"take-home work\" and you\'ll improve your        |
|    | take-home pay!                                                  |
+----+-----------------------------------------------------------------+
| ** | **Loyalty.** First and foremost, you must be loyal to the       |
| *2 | community and the company you work for. So no matter how        |
| 4* | friendly you get with your residents, no matter how long        |
| ** | you\'ve managed the community; your community and company come  |
|    | first. No corporate or community confidences should be broken.  |
|    | Even if you are unhappy with your job or with your boss, you    |
|    | must not let your residents know it. If you\'re unhappy,        |
|    | resign, or work on resolving your issues. Never talk down your  |
|    | community or employer. Someday you may wish to go back and work |
|    | with these same people. In business it pays never to burn your  |
|    | bridges. Take it from me, I know!                               |
+----+-----------------------------------------------------------------+
|    |                                                                 |
+----+-----------------------------------------------------------------+
| ** | **Admit Mistakes.** Take the blame. If you or one of your staff |
| *2 | has made a mistake, admit it. Nobody is perfect and a resident  |
| 5* | doesn\'t expect you to be right all the time. If you resident   |
| ** | has made an error, don\'t tell them. Nobody likes to be         |
|    | reminded that they have made a mistake. Remember, the customer  |
|    | is always right. When you or your staff has made a mistake,     |
|    | don\'t bide time hoping it will go away. The best thing to do   |
|    | is to face the music immediately. Don\'t ever try to lay the    |
|    | blame on your company or any of your employees. Trying to duck  |
|    | the responsibility will only make things worse.                 |
+----+-----------------------------------------------------------------+
| ** | **Presenting Your Office.** Your office can\'t keep itself      |
| *2 | clean, organized and professional looking by itself. You and    |
| 6* | your teammates must concentrate on making sure the office is    |
| ** | presentable all the time.                                       |
+----+-----------------------------------------------------------------+
| ** | **Personnel Switching.** The worst thing a sales and service    |
| *2 | oriented community can do is to continue to switch personnel.   |
| 7* | Residents like to know who is in the office and that Ms. Magic  |
| ** | will always lend a helping hand when they need it. Do           |
|    | everything in your power to keep a stabilized staff. I can      |
|    | think of many communities where the key personnel have not      |
|    | changed over the last five to six years (a few as long as ten   |
|    | to twelve years). These communities have low resident turnover, |
|    | high occupancy and very low delinquency.                        |
+----+-----------------------------------------------------------------+
| ** | **New Ideas.** When you are getting ready to add new amenities  |
| *2 | or services, ask your residents what they would like. You may   |
| 8* | find it\'s not at all what you or your company had in mind.     |
| ** |                                                                 |
+----+-----------------------------------------------------------------+
| ** | **Residents Taken for Granted.** Don\'t ever, ever take the     |
| *2 | residents for granted and do only what they expect. Be a        |
| 9* | self-starter. Come up with new services, new ways to say        |
| ** | thank-you, anything you feel will benefit the resident.         |
|    | Volunteer. Don\'t wait to be asked but be careful not to stick  |
|    | your nose into sensitive areas where it doesn\'t belong. Use    |
|    | common sense. When was the last time you volunteered to water a |
|    | resident\'s plants or feed the birds while they were away on    |
|    | vacation? I know, I know, you and your staff are already much   |
|    | too busy. You will be even busier if you have another apartment |
|    | to lease and turn.                                              |
+----+-----------------------------------------------------------------+
| ** | **Be A Good Listener.** The worst bores in the business are     |
| *3 | those who never shut up. (I learned the hard way.) Nobody likes |
| 0* | to sit in an office and listen to the manager dominating the    |
| ** | conversation. Residents, just like anyone else, like to talk to |
|    | the boss. Never interrupt when a resident is pontificating. If  |
|    | you, as the listener, don\'t show genuine interest and          |
|    | sensitivity to what\'s being said, the resident will stop       |
|    | talking and the communication will fail, and you will fail as a |
|    | manager or leasing consultant. Being a good listener was one of |
|    | my most difficult management tasks. It takes practice and a     |
|    | dedicated effort but take it from me, if you are a good         |
|    | listener, you\'ll win!                                          |
+----+-----------------------------------------------------------------+
| ** | **Telephone Courtesy.** Never have your leasing consultant or   |
| *3 | assistant place a phone call to a resident for you. Having the  |
| 1* | call placed for you gives the impression that you are more      |
| ** | important or busier than the resident. Never have the person    |
|    | answering the phone interrogate the callers. \"Who may I say is |
|    | calling?\" is much better than, \"What\'s this in reference     |
|    | to?\"!                                                          |
+----+-----------------------------------------------------------------+
| ** | **Don't Hire Friends or Relatives of a Resident and Don\'t Hire |
| *3 | Residents.** By hiring one of these people, you run the risk of |
| 2* | losing a resident if the person hired doesn\'t work out.        |
| ** |                                                                 |
+----+-----------------------------------------------------------------+
| ** | **Don't Use Your Resident\'s Products.** Try not to use your    |
| *3 | resident\'s products to avoid conflicts or accusations of       |
| 3* | favoritism.                                                     |
| ** |                                                                 |
+----+-----------------------------------------------------------------+

  ------------------------------------------------------------------------------------------------------------------------------------------
  **Exhibit 6.2                                                                                                                   
  Parcel Log**                                                                                                                    
  --------------- --------------- ------ ----------- ----------- ---------- ------- -- -------------- ---- ---------- ----------- ----------
                  **Property:**                                                        **Month of:**                              

                                                                                                                                  

  **CHECK-OUT**                                                                        **CHECK-IN**                               

  Date Received                   For    Addressed   Delivery    Employee              Date of Pick        Released               Employee
                                  Apt#   To          Company                           Up                  To                     

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                                                                                  

                                                                            Page:                          of                     
  ------------------------------------------------------------------------------------------------------------------------------------------

+-----------------------------------------------------------------------+
| **List of Exhibits for Chapter 7**                                    |
+-----------------------------------------------------------------------+
| Exhibit 7.1 -- Notice of Intent to Vacate                             |
|                                                                       |
| Exhibit 7.2 -- Move-out Checklist                                     |
|                                                                       |
| Exhibit 7.3 -- Letter of Responsibility                               |
|                                                                       |
| Exhibit 7.4 -- Pre-move out Inspection                                |
|                                                                       |
| Exhibit 7.5 -- Vacant Unit Turnover Checklist                         |
|                                                                       |
| Exhibit 7.6 -- Vacant Unit Tracking Sheet                             |
|                                                                       |
| Exhibit 7.7 -- Completed Make Ready Form                              |
+-----------------------------------------------------------------------+

+---------------------------------+-------+--------+-----------------+
| **Exhibit 7.1 Notice of Intent  |       |        |                 |
| to Vacate**                     |       |        |                 |
+=================================+=======+========+=================+
| To                              |       |        |                 |
| \_\_\_\_\_\_\_\_\_\_            |       |        |                 |
| \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\ |       |        |                 |
| _\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ |       |        |                 |
| Apartments                      |       |        |                 |
|                                 |       |        |                 |
| (Property Name)                 |       |        |                 |
+---------------------------------+-------+--------+-----------------+
| YOU ARE HEREBY INFORMED AND     |       |        |                 |
| NOTIFIED that the undersigned   |       |        |                 |
| residents will vacate said      |       |        |                 |
| premises on or before           |       |        |                 |
| \_\_\_\_\_\_\_\_\_\_\_\_\_,     |       |        |                 |
| 20\_\_\_\_\_\_\_ and you may    |       |        |                 |
| rent said premises and show the |       |        |                 |
| same for rental at all          |       |        |                 |
| responsible times, with 24 hour |       |        |                 |
| notice, from this date forward. |       |        |                 |
| Resident understands that they  |       |        |                 |
| are responsible for rent        |       |        |                 |
| through the end of their Lease  |       |        |                 |
| or Rental Agreement regardless  |       |        |                 |
| of move out date.               |       |        |                 |
+---------------------------------+-------+--------+-----------------+
|                                 |       |        |                 |
+---------------------------------+-------+--------+-----------------+
| Name (please print)             | Ad    |        |                 |
|                                 | dress |        |                 |
+---------------------------------+-------+--------+-----------------+
| Name (please print)             | Apar  |        | Phone No.       |
|                                 | tment |        |                 |
|                                 | No.   |        |                 |
+---------------------------------+-------+--------+-----------------+
| Dated this \_\_\_\_\_\_\_\_\_\_ |       |        |                 |
| day of                          |       |        |                 |
| \_\_\_                          |       |        |                 |
| \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_, |       |        |                 |
| 20 \_\_\_\_\_\_\_\_             |       |        |                 |
+---------------------------------+-------+--------+-----------------+
|                                 | Resid |        |                 |
|                                 | ent's |        |                 |
|                                 | Sign  |        |                 |
|                                 | ature |        |                 |
+---------------------------------+-------+--------+-----------------+
|                                 |       |        |                 |
+---------------------------------+-------+--------+-----------------+
| **IT IS THE RESIDENT'S          |       |        |                 |
| OBLIGATION TO LEAVE THE         |       |        |                 |
| APARTMENT CLEAN AND IN GOOD     |       |        |                 |
| CONDITION AT THE TIME OF        |       |        |                 |
| VACATING AS INDICATED BY THE    |       |        |                 |
| INSPECTION REPORT FILLED OUT AT |       |        |                 |
| THE COMMENCEMENT OF HIS         |       |        |                 |
| RESIDENCY. THE FOLLOWING IS A   |       |        |                 |
| CLEANING GUIDE TO BE USED IN    |       |        |                 |
| ADDITION TO THE INSPECTING      |       |        |                 |
| REPORT.**                       |       |        |                 |
+---------------------------------+-------+--------+-----------------+
|                                 |       |        |                 |
+---------------------------------+-------+--------+-----------------+
| GENERAL AREA                    |       |        |                 |
|                                 |       |        |                 |
| 1.   Walls are to be washed    |       |        |                 |
|     and all marks removed.      |       |        |                 |
|                                 |       |        |                 |
| 2.   Windows are to be washed  |       |        |                 |
|     and the tracks cleaned.     |       |        |                 |
|                                 |       |        |                 |
| 3.   Light fixtures, lamps,    |       |        |                 |
|     window sills and shelves    |       |        |                 |
|     are to be cleaned.          |       |        |                 |
|                                 |       |        |                 |
| 4.   Balcony, storage area and |       |        |                 |
|     carport areas are to be     |       |        |                 |
|     cleaned.                    |       |        |                 |
|                                 |       |        |                 |
| 5.   All tile, wood and/or     |       |        |                 |
|     vinyl floors are to be      |       |        |                 |
|     cleaned.                    |       |        |                 |
|                                 |       |        |                 |
| 6.   All closets are to be     |       |        |                 |
|     cleaned.                    |       |        |                 |
|                                 |       |        |                 |
| 7.   Fireplace is to be free   |       |        |                 |
|     of ashes and cleaned.       |       |        |                 |
+---------------------------------+-------+--------+-----------------+
| KITCHEN                         |       |        |                 |
|                                 |       |        |                 |
| 1.   Refrigerator is to be     |       |        |                 |
|     defrosted and cleaned,      |       |        |                 |
|     inside and out and turned   |       |        |                 |
|     on low. Do not turn off.    |       |        |                 |
|                                 |       |        |                 |
| 2.   Range -- the outside must |       |        |                 |
|     be cleaned thoroughly,      |       |        |                 |
|     including sides, top, under |       |        |                 |
|     drip pans and drip pans.    |       |        |                 |
|     Oven must be cleaned        |       |        |                 |
|     thoroughly.                 |       |        |                 |
|                                 |       |        |                 |
| 3.   Hood and exhaust fan are  |       |        |                 |
|     to be cleaned.              |       |        |                 |
|                                 |       |        |                 |
| 4.   Dishwasher and disposal   |       |        |                 |
|     are to be cleaned and in    |       |        |                 |
|     operating order.            |       |        |                 |
|                                 |       |        |                 |
| 5.   Cabinets are to have all  |       |        |                 |
|     paper and utensils removed  |       |        |                 |
|     and shelves cleaned.        |       |        |                 |
|                                 |       |        |                 |
| 6.   Floor is to be swept and  |       |        |                 |
|     mopped clean.               |       |        |                 |
+---------------------------------+-------+--------+-----------------+
| BATHROOMS                       |       |        |                 |
|                                 |       |        |                 |
| 1.   Tile/formica is to be     |       |        |                 |
|     washed and grout cleaned.   |       |        |                 |
|                                 |       |        |                 |
| 2.   Medicine cabinet is to be |       |        |                 |
|     cleaned including mirror    |       |        |                 |
|     and shelves.                |       |        |                 |
|                                 |       |        |                 |
| 3.   Tub, basin, showers and   |       |        |                 |
|     toilet are to be cleaned.   |       |        |                 |
+---------------------------------+-------+--------+-----------------+
| WASHER & DRYER                  |       |        |                 |
|                                 |       |        |                 |
| 1.   Washer is to be cleaned   |       |        |                 |
|     inside and out.             |       |        |                 |
|                                 |       |        |                 |
| 2.   Dryer is to be cleaned    |       |        |                 |
|     inside and out.             |       |        |                 |
|                                 |       |        |                 |
| 3.   Dryer vent is to be free  |       |        |                 |
|     from lint.                  |       |        |                 |
|                                 |       |        |                 |
| 4.   Lint trap is to be        |       |        |                 |
|     thoroughly cleaned.         |       |        |                 |
+---------------------------------+-------+--------+-----------------+
|                                 |       |        |                 |
+---------------------------------+-------+--------+-----------------+
| **IN ADDITION, YOU SHOULD       |       |        |                 |
| NOTIFY THE UTILITY COMPANIES,   |       |        |                 |
| RETURN YORU KEYS, AND LEAVE A   |       |        |                 |
| FORWARDING ADRESS WITH THE POST |       |        |                 |
| OFFICE AND RSIDENT MANAGER.**   |       |        |                 |
+---------------------------------+-------+--------+-----------------+
|                                 |       |        |                 |
+---------------------------------+-------+--------+-----------------+
| The condition of the apartment  |       |        |                 |
| at the time of vacating shall   |       |        |                 |
| be inspected against the        |       |        |                 |
| move-in "Apartment Inspection   |       |        |                 |
| Report" by the Resident         |       |        |                 |
| Manager, who has the final      |       |        |                 |
| authority to determine how much |       |        |                 |
| of the Security Deposit shall   |       |        |                 |
| be refunded in accordance with  |       |        |                 |
| the conditions set forth in the |       |        |                 |
| Rental Agreement or Lease. **We |       |        |                 |
| expect you to inspect the       |       |        |                 |
| vacated apartment with the      |       |        |                 |
| Resident Manager.**             |       |        |                 |
+---------------------------------+-------+--------+-----------------+
|                                 |       |        |                 |
+---------------------------------+-------+--------+-----------------+
| We have enjoyed your residency. |       |        |                 |
| Thank you. Please give us your  |       |        |                 |
| reason for vacating:            |       |        |                 |
+---------------------------------+-------+--------+-----------------+
|                                 |       |        |                 |
+---------------------------------+-------+--------+-----------------+

  -------------------------------------------------------------------------------------
  **Exhibit 7.2 Move                                                  
  Out Checklist**                                                     
  --------------------- --------------------- ------------ ---------- -----------------
                                                                      

  Resident Name:                                                      

  Apartment #.                                Type of                 
                                              Apartment:              

  Move In Date:                               Move Out                
                                              Date:                   

                                                                      

  Checklist                                   Date                    Completed By
                                              Completed               

  Received proper                                                     
  Notice to Vacate                                                    

  Check Lease to see if                                               
  Resident stayed Lease                                               

  Term (must pay for                                                  
  lease term)                                                         

  Apartment Inspection                                                
  Report completed                                                    

  (Corporate office                                                   
  sends copy to                                                       
  resident)                                                           

  Received forwarding                                                 
  address and telephone                                               
  number                                                              

  Check Resident                                                      
  File/Ledger Card for                                                

  Additional monies                                                   
  owing                                                               

  Number of keys                                                      
  received correct                                                    

  Attorney called (if                                                 
  money is owing)                                                     

  Power company                                                       
  notified                                                            

  Postal Service                                                      
  notified of move-out                                                

  Turn off water heater                                               

  Locks changed on                                                    
  apartment/mailbox                                                   

  Maintenance/Repairs                                                 
  done                                                                

  Cleaning personnel                                                  
  scheduled                                                           

  Painting personnel                                                  
  scheduled                                                           

  Carpet cleaning                                                     
  scheduled                                                           
  -------------------------------------------------------------------------------------

+--------------+---+-----------------+---------+--------+---------------+
| **Exhibit    |   |                 |         |        |               |
| 7.3 Letter   |   |                 |         |        |               |
| of           |   |                 |         |        |               |
| Resp         |   |                 |         |        |               |
| onsibility** |   |                 |         |        |               |
+==============+===+=================+=========+========+===============+
|              |   |                 |         |        |               |
+--------------+---+-----------------+---------+--------+---------------+
| Property     |   |                 |         | Apa    |               |
| Name:        |   |                 |         | rtment |               |
|              |   |                 |         | #:     |               |
+--------------+---+-----------------+---------+--------+---------------+
| Address:     |   |                 |         |        |               |
+--------------+---+-----------------+---------+--------+---------------+
| Resident(s): |   |                 |         |        |               |
+--------------+---+-----------------+---------+--------+---------------+
| Dear         |   |                 |         |        |               |
| Resident:    |   |                 |         |        |               |
|              |   |                 |         |        |               |
| Since you    |   |                 |         |        |               |
| have been    |   |                 |         |        |               |
| given notice |   |                 |         |        |               |
| to vacate on |   |                 |         |        |               |
| \_\          |   |                 |         |        |               |
| _\_\_\_\_\_\ |   |                 |         |        |               |
| _\_\_\_\_\_\ |   |                 |         |        |               |
| _\_\_\_\_\_, |   |                 |         |        |               |
| we have      |   |                 |         |        |               |
| listed below |   |                 |         |        |               |
| a few        |   |                 |         |        |               |
| requirements |   |                 |         |        |               |
| that are     |   |                 |         |        |               |
| expected of  |   |                 |         |        |               |
| you before   |   |                 |         |        |               |
| you move. We |   |                 |         |        |               |
| hope this    |   |                 |         |        |               |
| will assist  |   |                 |         |        |               |
| you in       |   |                 |         |        |               |
| getting your |   |                 |         |        |               |
| apartment    |   |                 |         |        |               |
| ready for    |   |                 |         |        |               |
| inspection.  |   |                 |         |        |               |
+--------------+---+-----------------+---------+--------+---------------+
| KITCHEN      |   |                 | B       |        |               |
|              |   |                 | ATHROOM |        |               |
| Clean and    |   |                 |         |        |               |
| defrost      |   |                 | Clean   |        |               |
| refrigerator |   |                 | toilet, |        |               |
| (PLEASE DO   |   |                 | tub,    |        |               |
| NOT TURN IT  |   |                 | tiles,  |        |               |
| OFF)         |   |                 | sink    |        |               |
|              |   |                 |         |        |               |
| Clean        |   |                 | Clean   |        |               |
| oven/r       |   |                 | m       |        |               |
| ange/broiler |   |                 | edicine |        |               |
|              |   |                 | cabinet |        |               |
| Clean vent   |   |                 |         |        |               |
| hood and fan |   |                 | Clean   |        |               |
|              |   |                 | all     |        |               |
| Clean        |   |                 | floors  |        |               |
| cabinets,    |   |                 |         |        |               |
| remove       |   |                 | Rid     |        |               |
| shelf-paper  |   |                 | room of |        |               |
| and rid room |   |                 | trash   |        |               |
| of trash     |   |                 |         |        |               |
|              |   |                 | Wash    |        |               |
|              |   |                 | all     |        |               |
|              |   |                 | windows |        |               |
|              |   |                 | (       |        |               |
|              |   |                 | inside) |        |               |
|              |   |                 |         |        |               |
|              |   |                 | Remove  |        |               |
|              |   |                 | all     |        |               |
|              |   |                 | nails   |        |               |
|              |   |                 | and     |        |               |
|              |   |                 | hooks   |        |               |
+--------------+---+-----------------+---------+--------+---------------+
| Required     |   |                 |         |        |               |
| painting     |   |                 |         |        |               |
| will be      |   |                 |         |        |               |
| charged      |   |                 |         |        |               |
| according to |   |                 |         |        |               |
| the time and |   |                 |         |        |               |
| materials as |   |                 |         |        |               |
| charged to   |   |                 |         |        |               |
| the property |   |                 |         |        |               |
| by the       |   |                 |         |        |               |
| vendor.      |   |                 |         |        |               |
| Painting     |   |                 |         |        |               |
| charges will |   |                 |         |        |               |
| be assessed  |   |                 |         |        |               |
| on your      |   |                 |         |        |               |
| length of    |   |                 |         |        |               |
| occupancy    |   |                 |         |        |               |
| per the      |   |                 |         |        |               |
| following    |   |                 |         |        |               |
| schedule:    |   |                 |         |        |               |
|              |   |                 |         |        |               |
| 0-6 months   |   |                 |         |        |               |
| 100%         |   |                 |         |        |               |
|              |   |                 |         |        |               |
| 6-12 months  |   |                 |         |        |               |
| 75%          |   |                 |         |        |               |
|              |   |                 |         |        |               |
| 12-24 months |   |                 |         |        |               |
| 50%          |   |                 |         |        |               |
|              |   |                 |         |        |               |
| 24-36 months |   |                 |         |        |               |
| 25%          |   |                 |         |        |               |
|              |   |                 |         |        |               |
| Over 36      |   |                 |         |        |               |
| months 0%    |   |                 |         |        |               |
|              |   |                 |         |        |               |
| Paint        |   |                 |         |        |               |
| charges are  |   |                 |         |        |               |
| for painting |   |                 |         |        |               |
| only and do  |   |                 |         |        |               |
| not reflect  |   |                 |         |        |               |
| drywall      |   |                 |         |        |               |
| repair. The  |   |                 |         |        |               |
| average cost |   |                 |         |        |               |
| to fully     |   |                 |         |        |               |
| paint an     |   |                 |         |        |               |
| apartment in |   |                 |         |        |               |
| this         |   |                 |         |        |               |
| community is |   |                 |         |        |               |
| \$\_\_\_\_\  |   |                 |         |        |               |
| _\_\_\_\_\_. |   |                 |         |        |               |
|              |   |                 |         |        |               |
| The          |   |                 |         |        |               |
| guideline    |   |                 |         |        |               |
| for          |   |                 |         |        |               |
| replacing or |   |                 |         |        |               |
| repairing    |   |                 |         |        |               |
| carpet,      |   |                 |         |        |               |
| vinyl and    |   |                 |         |        |               |
| wood         |   |                 |         |        |               |
| flooring in  |   |                 |         |        |               |
| your         |   |                 |         |        |               |
| apartment    |   |                 |         |        |               |
| will be      |   |                 |         |        |               |
| based on a   |   |                 |         |        |               |
| \_\_\_\_\_   |   |                 |         |        |               |
| year         |   |                 |         |        |               |
| life         |   |                 |         |        |               |
| -expectancy. |   |                 |         |        |               |
| You will be  |   |                 |         |        |               |
| charged for  |   |                 |         |        |               |
| repair to or |   |                 |         |        |               |
| replacement  |   |                 |         |        |               |
| of carpeting |   |                 |         |        |               |
| due to rug   |   |                 |         |        |               |
| stains,      |   |                 |         |        |               |
| burns or     |   |                 |         |        |               |
| small holes  |   |                 |         |        |               |
| in           |   |                 |         |        |               |
| carpeting,   |   |                 |         |        |               |
| or excessive |   |                 |         |        |               |
| wear and     |   |                 |         |        |               |
| tear.        |   |                 |         |        |               |
|              |   |                 |         |        |               |
| Replacement  |   |                 |         |        |               |
| of           |   |                 |         |        |               |
| appliances   |   |                 |         |        |               |
| will be      |   |                 |         |        |               |
| charged at   |   |                 |         |        |               |
| current      |   |                 |         |        |               |
| contract     |   |                 |         |        |               |
| prices.      |   |                 |         |        |               |
| C            |   |                 |         |        |               |
| onsideration |   |                 |         |        |               |
| will be      |   |                 |         |        |               |
| given to the |   |                 |         |        |               |
| condition of |   |                 |         |        |               |
| the          |   |                 |         |        |               |
| appliance at |   |                 |         |        |               |
| the time of  |   |                 |         |        |               |
| move-in.     |   |                 |         |        |               |
|              |   |                 |         |        |               |
| Your         |   |                 |         |        |               |
| apartment    |   |                 |         |        |               |
| must be      |   |                 |         |        |               |
| returned to  |   |                 |         |        |               |
| us in the    |   |                 |         |        |               |
| condition in |   |                 |         |        |               |
| which you    |   |                 |         |        |               |
| received it, |   |                 |         |        |               |
| except for   |   |                 |         |        |               |
| normal wear  |   |                 |         |        |               |
| and tear.    |   |                 |         |        |               |
| Dirt is not  |   |                 |         |        |               |
| considered   |   |                 |         |        |               |
| normal wear  |   |                 |         |        |               |
| and tear and |   |                 |         |        |               |
| charges will |   |                 |         |        |               |
| be assessed  |   |                 |         |        |               |
| for all      |   |                 |         |        |               |
| cleaning     |   |                 |         |        |               |
| (with the    |   |                 |         |        |               |
| exception of |   |                 |         |        |               |
| carpet and   |   |                 |         |        |               |
| drapery      |   |                 |         |        |               |
| cleaning)    |   |                 |         |        |               |
| done.        |   |                 |         |        |               |
| Charges will |   |                 |         |        |               |
| be assessed  |   |                 |         |        |               |
| per the      |   |                 |         |        |               |
| following    |   |                 |         |        |               |
| schedule:    |   |                 |         |        |               |
|              |   |                 |         |        |               |
| Light touch  |   |                 |         |        |               |
| up (3 hours) |   |                 |         |        |               |
| \$\_\_\_\_   |   |                 |         |        |               |
| \_\_\_\_\_\_ |   |                 |         |        |               |
|              |   |                 |         |        |               |
| Bathrooms    |   |                 |         |        |               |
| \$\_\_\_\_   |   |                 |         |        |               |
| \_\_\_\_\_\_ |   |                 |         |        |               |
| each         |   |                 |         |        |               |
|              |   |                 |         |        |               |
| Kitchen      |   |                 |         |        |               |
| \$\_\_\_\_   |   |                 |         |        |               |
| \_\_\_\_\_\_ |   |                 |         |        |               |
|              |   |                 |         |        |               |
| Extra        |   |                 |         |        |               |
| dirty - \$15 |   |                 |         |        |               |
| per hour for |   |                 |         |        |               |
| every hour   |   |                 |         |        |               |
| over 3 hours |   |                 |         |        |               |
+--------------+---+-----------------+---------+--------+---------------+
| Required     |   |                 |         |        |               |
| repairs and  |   |                 |         |        |               |
| replacement  |   |                 |         |        |               |
| for damage   |   |                 |         |        |               |
| to the unit  |   |                 |         |        |               |
| will be      |   |                 |         |        |               |
| charged at   |   |                 |         |        |               |
| cost plus    |   |                 |         |        |               |
| \$15 per     |   |                 |         |        |               |
| hour.        |   |                 |         |        |               |
|              |   |                 |         |        |               |
| Upon         |   |                 |         |        |               |
| vacating     |   |                 |         |        |               |
| your         |   |                 |         |        |               |
| apartment,   |   |                 |         |        |               |
| please       |   |                 |         |        |               |
| return all   |   |                 |         |        |               |
| keys to the  |   |                 |         |        |               |
| office.      |   |                 |         |        |               |
| (There will  |   |                 |         |        |               |
| be a         |   |                 |         |        |               |
| \$\_\_\_\_   |   |                 |         |        |               |
| \_\_\_\_\_\_ |   |                 |         |        |               |
| per key      |   |                 |         |        |               |
| charge for   |   |                 |         |        |               |
| all keys not |   |                 |         |        |               |
| returned, or |   |                 |         |        |               |
| \$\_\_\_\_   |   |                 |         |        |               |
| \_\_\_\_\_\_ |   |                 |         |        |               |
| if the lock  |   |                 |         |        |               |
| must be      |   |                 |         |        |               |
| changed when |   |                 |         |        |               |
| keys are not |   |                 |         |        |               |
| returned).   |   |                 |         |        |               |
| According to |   |                 |         |        |               |
| our records, |   |                 |         |        |               |
| you are      |   |                 |         |        |               |
| scheduled    |   |                 |         |        |               |
| for move-out |   |                 |         |        |               |
| on           |   |                 |         |        |               |
| \_\          |   |                 |         |        |               |
| _\_\_\_\_\_\ |   |                 |         |        |               |
| _\_\_(Date), |   |                 |         |        |               |
| with a       |   |                 |         |        |               |
| move-out     |   |                 |         |        |               |
| inspection   |   |                 |         |        |               |
| scheduled    |   |                 |         |        |               |
| for          |   |                 |         |        |               |
| \_\_\_\_     |   |                 |         |        |               |
| \_\_\_\_\_\_ |   |                 |         |        |               |
| (Time) that  |   |                 |         |        |               |
| day. (Please |   |                 |         |        |               |
| note that    |   |                 |         |        |               |
| move-out     |   |                 |         |        |               |
| inspections  |   |                 |         |        |               |
| can be       |   |                 |         |        |               |
| scheduled    |   |                 |         |        |               |
| during       |   |                 |         |        |               |
| office hours |   |                 |         |        |               |
| only.)       |   |                 |         |        |               |
|              |   |                 |         |        |               |
| After the    |   |                 |         |        |               |
| move-out     |   |                 |         |        |               |
| inspection,  |   |                 |         |        |               |
| any items    |   |                 |         |        |               |
| that must be |   |                 |         |        |               |
| re-cleaned,  |   |                 |         |        |               |
| repaired or  |   |                 |         |        |               |
| replaced     |   |                 |         |        |               |
| will be      |   |                 |         |        |               |
| deducted     |   |                 |         |        |               |
| from your    |   |                 |         |        |               |
| Security     |   |                 |         |        |               |
| Deposit, as  |   |                 |         |        |               |
| well as any  |   |                 |         |        |               |
| balances     |   |                 |         |        |               |
| that may be  |   |                 |         |        |               |
| due for      |   |                 |         |        |               |
| rental       |   |                 |         |        |               |
| charges      |   |                 |         |        |               |
| unpaid.      |   |                 |         |        |               |
|              |   |                 |         |        |               |
| We will make |   |                 |         |        |               |
| every effort |   |                 |         |        |               |
| to           |   |                 |         |        |               |
| accommodate  |   |                 |         |        |               |
| your         |   |                 |         |        |               |
| schedule in  |   |                 |         |        |               |
| determining  |   |                 |         |        |               |
| a move-out   |   |                 |         |        |               |
| inspection.  |   |                 |         |        |               |
| Failure to   |   |                 |         |        |               |
| attend the   |   |                 |         |        |               |
| move-out     |   |                 |         |        |               |
| inspection   |   |                 |         |        |               |
| will cause   |   |                 |         |        |               |
| you to lose  |   |                 |         |        |               |
| the right to |   |                 |         |        |               |
| contest any  |   |                 |         |        |               |
| charges      |   |                 |         |        |               |
| contained in |   |                 |         |        |               |
| the move-out |   |                 |         |        |               |
| report.      |   |                 |         |        |               |
|              |   |                 |         |        |               |
| Should you   |   |                 |         |        |               |
| have any     |   |                 |         |        |               |
| questions    |   |                 |         |        |               |
| concerning   |   |                 |         |        |               |
| the above,   |   |                 |         |        |               |
| please do    |   |                 |         |        |               |
| not hesitate |   |                 |         |        |               |
| to call the  |   |                 |         |        |               |
| office.      |   |                 |         |        |               |
|              |   |                 |         |        |               |
| Sincerely,   |   |                 |         |        |               |
|              |   |                 |         |        |               |
| Housing      |   |                 |         |        |               |
| Manager      |   |                 |         |        |               |
+--------------+---+-----------------+---------+--------+---------------+

  ---------------------------------------------------------------------------------------------
  **Exhibit 7.4                                                               
  Pre-Move Out                                                                
  Inspection**                                                                
  ----------------- ------ --- --- ------- -------------- -- ------- -------- -----------------
                                                                              

  Resident Name:                                                              

  Property:                                                  Date:            

  Prepared By:                                                                

  Unit No.                         Size:                             Style:   

                                                                              

  Carpeting                                                                   

  Vinyl                                                                       

  Tile                                                                        

  Windows                                                                     

  Blinds                                                                      

  Doors                                                                       

  Paint/walls                                                                 

  Countertops                                                                 

  Appliances                                                                  

  Heaters/AC                                                                  

  Tubs/sinks                                                                  

  Other/Amenities                                                             

  Comments                                                                    
  ---------------------------------------------------------------------------------------------

+-----------------------------------------------------------------------+
| **Exhibit 7.5 Vacant Unit Turnover Checklist**                        |
+=======================================================================+
| -   Remove all trash, litter and abandoned property from the          |
|     apartment                                                         |
|                                                                       |
| -   Change locks on doors                                             |
|                                                                       |
| -   Check for and repair any water leaks -- kitchen and bathroom(s)   |
|                                                                       |
| -   Remove bi-fold doors                                              |
|                                                                       |
| -   Remove interior doors                                             |
|                                                                       |
| -   Remove switch and plug plates                                     |
|                                                                       |
| -   Remove curtain rods and shades/blinds                             |
|                                                                       |
| -   Remove globes form light fixtures                                 |
|                                                                       |
| -   Remove exhaust fans and covers -- bathroom(s) and kitchen         |
|                                                                       |
| -   Remove all chrome accessories from bathroom                       |
|                                                                       |
| -   Remove heating system covers                                      |
|                                                                       |
| -   Remove smoke detector covers                                      |
|                                                                       |
| -   Remove nails, screws, etc. from walls                             |
|                                                                       |
| -   Wash walls as needed                                              |
|                                                                       |
| -   Clean tops of doors and window trim                               |
|                                                                       |
| -   Clean tops of kitchen cabinets                                    |
|                                                                       |
| -   Patch all holes and damaged areas in walls as needed              |
|                                                                       |
| -   KILZ or prime all stains in ceiling and walls as needed           |
|                                                                       |
| -   Check and repair all plumbing as needed                           |
|                                                                       |
| -   Check and repair all electrical as needed                         |
|                                                                       |
| -   Repair structural damage to doors, etc., inside and outside of    |
|     apartment                                                         |
|                                                                       |
| -   Sand all walls to remove high spots and flaws                     |
|                                                                       |
| -   Straighten all metal doors and heat covers                        |
|                                                                       |
| -   Paint ceilings as needed                                          |
|                                                                       |
| -   Paint walls as needed                                             |
|                                                                       |
| -   Paint closets, shelving, bi-fold doors, heater covers, etc., (2   |
|     coats if necessary)                                               |
|                                                                       |
| -   Clean, check and repair kitchen cabinets, handles, doors, hinges, |
|     shelves as needed                                                 |
|                                                                       |
| -   Stain all nicks, scratches and gouges in doors, door frames,      |
|     windows and cabinets                                              |
|                                                                       |
| -   Clean kitchen sink and fixtures                                   |
|                                                                       |
| -   Clean bathroom sink and fixtures                                  |
|                                                                       |
| -   Clean and re-install all bathroom chrome accessories              |
|                                                                       |
| -   Re-caulk tub, sink and kitchen countertop                         |
|                                                                       |
| -   Check carpeting -- re-tack if needed -- inspect for cleaning or   |
|     replacement                                                       |
|                                                                       |
| -   Check kitchen linoleum -- clean and repair or replace as needed   |
|                                                                       |
| -   Check bathroom linoleum -- clean and repair or replace as needed  |
|                                                                       |
| -   Replace all missing light bulbs                                   |
|                                                                       |
| -   Clean and replace damaged light globes                            |
|                                                                       |
| -   Check and clean smoke alarm covers -- replace battery -- replace  |
|     cover as needed                                                   |
|                                                                       |
| -   Clean and repair or replace kitchen appliances as needed          |
|                                                                       |
| -   Clean and re-install light switch plates and plug plates          |
|                                                                       |
| -   Clean, repair or replace window shades/rods/blinds                |
|                                                                       |
| -   Clean, repair or replace exhaust fans and covers                  |
|                                                                       |
| -   Clean, repair or replace windows and screens                      |
|                                                                       |
| -   Check, repair or replace window and door weather stripping        |
|                                                                       |
| -   Re-install interior doors                                         |
|                                                                       |
| -   Re-install metal or wood bi-fold doors -- check tracks, pins and  |
|     slides, clean as needed                                           |
|                                                                       |
| -   Replace heating system covers                                     |
|                                                                       |
| -   Clean apartment thoroughly                                        |
|                                                                       |
| -   Remove any paint spills, brush marks, etc., from trim and base    |
|                                                                       |
| -   Clean, repair or replace all base covers                          |
|                                                                       |
| -   Clean or replace carpeting as needed                              |
|                                                                       |
| -   Install all door stops                                            |
|                                                                       |
| -   Inspect apartment and touch up as needed                          |
|                                                                       |
| -   Re-inspect apartment                                              |
+-----------------------------------------------------------------------+

  ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
  **Exhibit                                                                                                                                                                  
  7.6 Vacant                                                                                                                                                                 
  Unit                                                                                                                                                                       
  Tracking                                                                                                                                                                   
  Sheet**                                                                                                                                                                    
  ----------- ----------- ------------ ----------- ----------- ------------ ---------- ---------- ---------- -------------- ------------- ------------ ---------- ---------- ------
  Unit        Date        Initial      Supplies    Move-Out    Date of      Trash      Turnover   Painting   Carpet         Other         Other        Final      Ready Date Days
              Resident    Inspection   Ordered and Date        Move-Out     Removal/   Maint. and            Cleaning or    Contracted    Contracted   Cleaning              to
              Gave Notice of Unit      Vendors                 Inspection   Hauling    Prep Work             Replace-ment   Work -        Work - Date                        Turn
                                       Scheduled                                                                            Description                                      Unit

  A1          1/10/2002   1/14/2002    1/15/2002   1/31/2002   1/31/2002    2/1/2002   2/1/2002   2/4/2002   2/5/2002       Window        2/6/2002     2/6/2002   2/7/2002   7
                                                                                                                            Replacement                                      

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             

                                                                                                                                                                             
  ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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<tr class="header">
<th colspan="14"><strong>Exhibit 7.7 Completed Make Ready
Form</strong></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td>Apt. #</td>
<td colspan="4"><strong>Date:</strong> <strong>/</strong>
<strong>/</strong></td>
<td colspan="9">Maintenance Associate</td>
</tr>
<tr class="even">
<td colspan="14"></td>
</tr>
<tr class="odd">
<td colspan="14"><p>Check boxes for completed or replaced items. File
completed and approved checklist in unit maintenance file.</p>
<p>Notify office of Maintenance Supervisor of any vendor work needed,
such as: carpet, vinyl, counter top repairs, etc.</p>
<p>*Item should be checked closely, caulking may need replacement; **If
caulking is needed, remove all caulking first.</p></td>
</tr>
<tr class="even">
<td colspan="14"></td>
</tr>
<tr class="odd">
<td colspan="2">Approach</td>
<td>O.K.</td>
<td>Replace</td>
<td rowspan="51"></td>
<td colspan="2"><strong>Kitchen Continued</strong></td>
<td>O.K.</td>
<td>Replace</td>
<td rowspan="51"></td>
<td><strong>Hallways Continued</strong></td>
<td>O.K.</td>
<td colspan="2">Replace</td>
</tr>
<tr class="even">
<td colspan="2">Check Exterior Light Fixture</td>
<td></td>
<td></td>
<td colspan="2">Check Hoses</td>
<td></td>
<td></td>
<td>Check Outlets</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Hallways</td>
<td></td>
<td></td>
<td colspan="2">Check Dryer</td>
<td></td>
<td></td>
<td>Check Light Fixtures</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Threshold</td>
<td></td>
<td></td>
<td colspan="2">Check Dryer vent</td>
<td></td>
<td></td>
<td>Bedroom</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Sidewalks</td>
<td></td>
<td></td>
<td colspan="2">Check Shelving</td>
<td></td>
<td></td>
<td>Check Ceiling Fan</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Exterior Front Door*</td>
<td></td>
<td></td>
<td colspan="2">Check Countertops*</td>
<td></td>
<td></td>
<td>Check Light Fixtures</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Stairs</td>
<td></td>
<td></td>
<td colspan="2">Check Cabinets</td>
<td></td>
<td></td>
<td>Check Switches</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2"><strong>Interior Entry</strong></td>
<td></td>
<td></td>
<td colspan="2">Check Sink</td>
<td></td>
<td></td>
<td>Check Outlets</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Switches</td>
<td></td>
<td></td>
<td colspan="2">Check Faucets</td>
<td></td>
<td></td>
<td>Check Walls and Ceilings</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Light Fixtures</td>
<td></td>
<td></td>
<td colspan="2">Check Flooring</td>
<td></td>
<td></td>
<td>Check Carpet</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Inside Front Door</td>
<td></td>
<td></td>
<td colspan="2">Check Walls and Ceilings</td>
<td></td>
<td></td>
<td>Check Interior Doors</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Interior Doors</td>
<td></td>
<td></td>
<td colspan="2">Check Interior Doors</td>
<td></td>
<td></td>
<td>Check Doorstops</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Windows*</td>
<td></td>
<td></td>
<td colspan="2">Check Windows*</td>
<td></td>
<td></td>
<td>Check Windows*</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Blinds</td>
<td></td>
<td></td>
<td colspan="2">Check Blinds</td>
<td></td>
<td></td>
<td>Check Sliding Doors*</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Doorsteps</td>
<td></td>
<td></td>
<td colspan="2">Check GFCIs</td>
<td></td>
<td></td>
<td>Check Blinds</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Walls and Ceilings</td>
<td></td>
<td></td>
<td colspan="2">Check Switches</td>
<td></td>
<td></td>
<td>Closets</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Flooring</td>
<td></td>
<td></td>
<td colspan="2">Check Outlets</td>
<td></td>
<td></td>
<td>Check Shelving</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Carpet</td>
<td></td>
<td></td>
<td colspan="2">Check Light Fixtures</td>
<td></td>
<td></td>
<td>Check Walls and Ceilings</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Living Room</td>
<td></td>
<td></td>
<td colspan="2">Bathrooms</td>
<td></td>
<td></td>
<td>Check Light Fixtures</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Ceiling Fan</td>
<td></td>
<td></td>
<td colspan="2">Check Sinks**</td>
<td></td>
<td></td>
<td>Check Switches</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Light Fixtures</td>
<td></td>
<td></td>
<td colspan="2">Check Faucets</td>
<td></td>
<td></td>
<td>Check Pull Cords/Chains</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Outlets</td>
<td></td>
<td></td>
<td colspan="2">Check Pop-up</td>
<td></td>
<td></td>
<td>Check Attic Access Panels</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Switches</td>
<td></td>
<td></td>
<td colspan="2">Check Bathtub/Shower**</td>
<td></td>
<td></td>
<td>HVAC</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Interior Doors</td>
<td></td>
<td></td>
<td colspan="2">Check Bathtub/Shower Faucets</td>
<td></td>
<td></td>
<td>Check Operation</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Walls and Ceilings</td>
<td></td>
<td></td>
<td colspan="2">Check Showerheads</td>
<td></td>
<td></td>
<td>Check Air Circulation</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Flooring</td>
<td></td>
<td></td>
<td colspan="2">Check Toilets*</td>
<td></td>
<td></td>
<td>Check Thermostats</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Carpet</td>
<td></td>
<td></td>
<td colspan="2">Check Countertops*</td>
<td></td>
<td></td>
<td>Check/Clean Evaporator</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Windows*</td>
<td></td>
<td></td>
<td colspan="2">Check Cabinets</td>
<td></td>
<td></td>
<td>Check Condenser Pan</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Sliding Doors</td>
<td></td>
<td></td>
<td colspan="2">Check Machine Cabinets</td>
<td></td>
<td></td>
<td>Check/Clean Condenser Coil</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Blinds</td>
<td></td>
<td></td>
<td colspan="2">Check Shelving</td>
<td></td>
<td></td>
<td>Check Condenser Fan Motor</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Doorstops</td>
<td></td>
<td></td>
<td colspan="2">Check Towel Bars</td>
<td></td>
<td></td>
<td>Check Furnace</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check/Paint Fireplace</td>
<td></td>
<td></td>
<td colspan="2">Check Paper Holders</td>
<td></td>
<td></td>
<td>Check/Clean Baseboards</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Patio/Balcony</td>
<td></td>
<td></td>
<td colspan="2">Check Flooring</td>
<td></td>
<td></td>
<td>Check/Clean Wall Heaters</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Exterior Doors*</td>
<td></td>
<td></td>
<td colspan="2">Check Walls and Ceilings</td>
<td></td>
<td></td>
<td>Check/Clean All Vents</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Light Fixtures</td>
<td></td>
<td></td>
<td colspan="2">Check Interior Doors</td>
<td></td>
<td></td>
<td>Check All Filters</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Deck Surface</td>
<td></td>
<td></td>
<td colspan="2">Check Doorstops</td>
<td></td>
<td></td>
<td>Safety/Security</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Railings</td>
<td></td>
<td></td>
<td colspan="2">Check Windows*</td>
<td></td>
<td></td>
<td>Check Peephole 160 degrees</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Water Heater</td>
<td></td>
<td></td>
<td colspan="2">Check Water Heater</td>
<td></td>
<td></td>
<td>Check Passage Set</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Outlets</td>
<td></td>
<td></td>
<td colspan="2">Check Blinds</td>
<td></td>
<td></td>
<td>Check Strike Plate (3” screws)</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Switches</td>
<td></td>
<td></td>
<td colspan="2">Check GFCIs</td>
<td></td>
<td></td>
<td>Check Window Latches</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Exterior Paint</td>
<td></td>
<td></td>
<td colspan="2">Check Switches</td>
<td></td>
<td></td>
<td>Check Sliding Door Latch</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Kitchen/Appliances</td>
<td></td>
<td></td>
<td colspan="2">Check Outlets</td>
<td></td>
<td></td>
<td>Check Sliding Door Pin</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Refrigerator</td>
<td></td>
<td></td>
<td colspan="2">Check Light Fixtures</td>
<td></td>
<td></td>
<td>Check Smoke Detectors</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Icemaker</td>
<td></td>
<td></td>
<td colspan="2">Hallways</td>
<td></td>
<td></td>
<td>Check Fire Extinguisher</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Dishwasher</td>
<td></td>
<td></td>
<td colspan="2">Check Walls and Ceilings</td>
<td></td>
<td></td>
<td>Change /Re-key Locks</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Disposal &amp; Air Gap</td>
<td></td>
<td></td>
<td colspan="2">Check Interior Doors</td>
<td></td>
<td></td>
<td>Before Leaving Apt.</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Range Top</td>
<td></td>
<td></td>
<td colspan="2">Check Doorstops</td>
<td></td>
<td></td>
<td>Remove All Trash</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Oven</td>
<td></td>
<td></td>
<td colspan="2">Check Windows*</td>
<td></td>
<td></td>
<td>Turn Off AC and Lights</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Microwave</td>
<td></td>
<td></td>
<td colspan="2">Check Blinds</td>
<td></td>
<td></td>
<td>Close Drapes/Blinds</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2">Check Vent Hood</td>
<td></td>
<td></td>
<td colspan="2">Check Carpet/Flooring</td>
<td></td>
<td></td>
<td>Lock Windows and Doors</td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2">Check Washing Machine</td>
<td></td>
<td></td>
<td colspan="2">Check Switches</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="14"><strong>Comments:</strong></td>
</tr>
<tr class="odd">
<td colspan="14"></td>
</tr>
<tr class="even">
<td colspan="14">Date</td>
</tr>
<tr class="odd">
<td colspan="6"></td>
<td colspan="5">Maintenance Supervisor must inspect, make ready,
safety/lock/key items and initial here:</td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="even">
<td colspan="6"></td>
<td colspan="5">Housing Manager must inspect apartment and initial
here:</td>
<td colspan="2"></td>
<td></td>
</tr>
</tbody>
</table>

+-----------------------------------------------------------------------+
| **List of Exhibits for Chapter 8**                                    |
+-----------------------------------------------------------------------+
| Exhibit 8.1 -- Maintenance Skills Assessment Test for Qualifications  |
|                                                                       |
| Exhibit 8.2 -- Inventory Sheet for Tools and Equipment                |
|                                                                       |
| Exhibit 8.3 -- Appliance Control Log                                  |
+-----------------------------------------------------------------------+

**MAINTENANCE SKILLS ASSESSMENT**

**TEST QUESTIONS**

**DO NOT WRITE ON QUESTION SHEET.** Record all responses to questions on
the appropriate answer sheet. Read each question carefully and choose
the best answer. Some questions may appear to have more than one answer.

**GENERAL:**

1.  What type of drywall sheeting is best suited for use in interior,
    high moisture areas?

    a.  Bulldog wet board

    b.  Brown board

    c.  Green board

    d.  Primer grade yellow board

2.  Which of the following fasteners is not commonly used in drywall?

    a.  Toggle bolt

    b.  Molly bolt

    c.  Spiral masonry nail

    d.  Bulldog hanger

3.  In regards to door locks -- what is the difference between master
    pins and driver pins?

    a.  No difference

    b.  Master pins are a different color

    c.  Master pins are typically smaller

    d.  Master pins are oblong shaped

4.  When is the best time to change a lock on a vacant apartment

    a.  As soon as the resident moves out

    b.  After the apartment is market ready

    c.  Just before new resident moves in

    d.  Only when instructed to do so by manager

5.  What is the value of a preventative maintenance program?

    a.  Overall maintenance cost are minimized

    b.  Decreased in maintenance man hours

    c.  Increased efficiency and life of equipment

    d.  All of the above

6.  Which of the following items would not be found on a metal entry
    door?

    a.  Self closing hinges

    b.  Strike plate

    c.  Threshold

    d.  Ballast

7.  Which of the following items would not be used to repair a wooden
    door?

    a.  Drywall compound

    b.  Plastic wood

    c.  Rubbing compound

    d.  Carpenters glue

8.  If a resident asked you about transferring into another apartment in
    the community, what would you do?

    a.  tell the resident you do not know anything about transferring

    b.  politely refer the resident to the leasing agent in the
        information center

    c.  tell the resident that he/she will have to find someone else to
        rent their present apartment before a transfer will be
        considered

    d.  tell the resident that you will check into it and get back to
        the resident with the answer

9.  You witness a crime in progress on the property, what steps should
    you take?

    a.  notify the policy department immediately

    b.  get one or two more maintenance associates and catch the
        criminal, then call the police

    c.  get a good description, if possible, and immediately call the
        police department but make no attempt to stop the crime yourself

    d.  make a citizens arrest and read the criminal his rights

10. A resident has fallen down and injured his back and cannot get up,
    what should you do?

    a.  pick up the resident and take him to the hospital

    b.  ask the resident to let you look at his back

    c.  keep the resident calm but do not try to move him. Inform him
        that you are going to get help

    d.  see if the resident can sit up

11. Which paint brush would be best suited for applying flat latex paint
    according to manufactures recommendations?

    a.  hair bristle brush

    b.  nylon bristle brush

    c.  foam brush pad

    d.  doesn't matter all are good brushes

12. When entering a unit to be painted, what are the first steps to be
    taken in preparation for the work?

    a.  set up your tools, drop cloths, and materials; start filling all
        holes and cracks

    b.  look the unit over and start scraping and filling all holes

    c.  scrap and fill all holes and cracks and apply primer coat to all
        rooms

    d.  paint doors and trim, patch holes and cracks, then paint

13. What should you do before painting over dark water stains on walls
    and ceiling that have dried?

    a.  you should paint the entire room, because if you don't, the new
        paint will not match

    b.  sand the stained areas and then paint the same color

    c.  apply a thin coat of sheet rock to hide the stain and then paint

    d.  be sure the water leak has stopped, prime or seal the stained
        areas, allow to dry before applying the finish coat. If
        necessary paint the entire surface.

14. Which of the following could be the cause of insulted glass fogging
    on the inside?

    a.  abnormal uv rays

    b.  high humidity

    c.  bad seal

    d.  stuck balance

15. If a water main on the property breaks what should you do?

    a.  Turn off the water at the meter in which the water main
        supplies, check to see if the water stops running, if the water
        stops running call a plumber, if it doesn't stop running call
        the water company

    b.  Turn the water off at the utility main and call the water
        department

    c.  With the water still on see if you can dig up the water main to
        see why it is leaking

    d.  Turn off the water and dig up the water main to find the leak,
        once you find the cause of the leak call the water company

16. Caulking can be used to make small repairs in vinyl floors.

    a.  true

    b.  false

**ELECTRICAL:**

17. There are two kinds of electrical current. They are?

    a.  Direct current charge and current flow

    b.  Light current and electrical current

    c.  Direct current and alternating current

    d.  Plug in current and battery current

18. Which of the flowing types of light bulbs consumes the least amount
    of energy?

    a.  60 watt incandescent

    b.  150 watt par flood

    c.  14 watt florescent

    d.  150 watt mercury vapor

19. Which of the flowing tools is most often used to check continuity of
    a circuit?

    a.  Ammeter

    b.  Gyro meter

    c.  Ohmmeter

    d.  Voltmeter

20. What type of outlet is code required to be installed in areas where
    water could create a shock hazard

    a.  DMV

    b.  3 prong grounded

    c.  duplex

21. A ballast would most likely be used with which of the following type
    bulbs?

    a.  Incandescent

    b.  Candelabra

    c.  Par flood

    d.  Florescent

22. Which of the following devices could be used to turn lights on the
    and off on the exterior of buildings?

    a.  photoelectric control

    b.  six hour clock timer

    c.  digital wattstat control

    d.  analog photosynter

23. What is the purpose of a circuit breaker?

    a.  to protect from being shocked

    b.  to protect the wire from being over amped

    c.  to turn off high voltage pumps (swimming pool. boiler, ea.) d.
        all of the above

24. Which of the following wire sizes would carry the most load?

    a.  18 AWG

    b.  16 AWG

    c.  8 AWG

    d.  lO AWG

25. In a 120 V three wire system, which of the following wires is
    usually hot?

    a.  Red

    b.  White

    c.  Black

    d.  green

26. Which of the following switches won1d be used to control a single
    fixture from two locations?

    a.  two way toggle

    b.  three way toggle

    c.  four way toggle

    d.  bi-way toggle

27. What does the international electrical symbol E stand for?

    a.  Watts

    b.  Ohms

    c.  Volts

    d.  amps

28. A circuit of 120 v has a resistance of 20 ohms. What would be the
    current flow (amps) of this ciIwit?

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a.  12 amps

b.  16 amps

c.  8 amps

d.  6 amps

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29. An exterior lighting circuit of 120 v bas 10, 60 watt light bulbs.
    What would be the current flow (amps) of this circuit?

    a.  8 amps

    b.  6 amps

    c.  5 amps

    d.  3 amps

30. What does the international electrical symbol I stand for?

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a.  watts

b.  ohms

c.  volts

d.  amps

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```
31. The flow of electrical energy is cal1ed:

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```
a.  amperage

b.  current

c.  voltage

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<!-- -->
```
32. The rating for other than individual branch circuits sha1l be?

```{=html}
<!-- -->
```
a.  15 or 20 amps

b.  30 or 40 amps

c.  both a and b

d.  none of the above

```{=html}
<!-- -->
```
33. Fuses and circuit breaker sha1l be permitted to be connected in
    parallel.

```{=html}
<!-- -->
```
a.  when factory assembled

b.  when factory assembled in parallel

c.  when listed as a unit

d.  both b and c

e.  none of the above

    34. In a completed installation each outlet box sha1l be provided
        with a cover unless covered by\_\_\_\_\_\_?

        a.  fixture canopy

        b.  lamp holder

        c.  receptacle

        d.  an of the above

            35. Incandescent fixtures with partially enclosed lamps,
                installed in clothes closets shall \_ permitted as
                follows.

                a.  surface mounted with a minimum clearance of 12
                    inches

                b.  surface mounted with a minimum clearance of 6 inches

                c.  recessed with the proper clearance

                d.  not permitted

            36. Outlet boxes shall not be used as the sole support for
                ceiling -suspended (paddle) fans.

```{=html}
<!-- -->
```
a.  true

b.  false

```{=html}
<!-- -->
```
37. A fixture that weighs more than - or exceeds - in any dimension
    shall be supported by the screw shell of a lamp holder.

    a.  8 lbs., 16 inches

    b.  16 lbs., 8 inches

    c.  6 lbs, 16 inches

    d.  8 lbs , 18 inches

38. Which of the following is a live part?

```{=html}
<!-- -->
```
a.  terminals

b.  buses or electric conductors

c.  components that are uninsulated or exposed and are a shock hazard

d.  all *of* the above

```{=html}
<!-- -->
```
39. The minimum head room of working space about service equipment,
    switchboards, panel boards, or motor control centers shall be
    \_\_\_\_, not less than the height of the equipment.

```{=html}
<!-- -->
```
a.  30 inches

b.  6.5 feet

c.  35 inches

d.  6 feet

    40. To be considered for approval, [continuing]{.underline}
        education courses must consist of not less than \_\_\_of
        instruction and be open to monitoring by the department and/or
        the electrical board at no charge.

```{=html}
<!-- -->
```
a.  4 hrs.

b.  61hrs.

c.  8 hrs.

d.  10 hrs.

```{=html}
<!-- -->
```
41. What should you check if an electrical outlet is not working?

```{=html}
<!-- -->
```
a.  breaker

b.  outlet, if breaker is ok

c.  1st out1et on the line

d.  all of the above

```{=html}
<!-- -->
```
42. If a fluorescent light is not working, what should you check?

```{=html}
<!-- -->
```
a.  Bulbs

b.  Power

c.  starter/ballast

d.  any of the above

    43. It is ok to touch the glass on a halogen element with your
        fingers.

```{=html}
<!-- -->
```
a.  true

b.  false

    44. Which of the following is a good sign that a photocell is
        faulty?

```{=html}
<!-- -->
```
a.  when the lights remain on/off all the time

b.  when the lights flicker

c.  when the lights are on during the day and off at night

d.  all of the above

    45. When changing a submerged pool light you should?

```{=html}
<!-- -->
```
a.  Shut off breaker, drain pool below the light and change the bulb

b.  turn off chlorinator

c.  Put on a swim suit and dive in

d.  turn off breaker, raise light from under water to pool deck then
    change bulb

**[PLUMBING:]{.underline}**

45. When should you change a flapper valve on a toilet?

```{=html}
<!-- -->
```
a.  if it is discolored and the edges are curled

b.  if you hear water leaking from the tank to the bowl

c.  when doing maintenance on a market ready apartment

d.  all of the above

    45. Which of the following tools would not be used to unstop a
        toilet?

```{=html}
<!-- -->
```
a.  force cup */* plunger

b.  auger

c.  seat wrench

d.  snake

    45. Which of the following items would not be found on a typical
        toilet?

```{=html}
<!-- -->
```
a.  ballcock.

b.  flapper

c.  closet boh

d.  sillcock

    45. When should drain acid be used to unstop a toilet?

```{=html}
<!-- -->
```
a.  as a last resort if nothing else works

b.  pour half a cup in the bowl before using a plunger

c.  never use in a toilet under any circumstances

d.  depends on type of toilet

    45. What is the primary purpose of a trap on a drain pipe?

```{=html}
<!-- -->
```
a.  to prevent large items from entering the waste line

b.  to provide access to the waste line

c.  to prevent sewer gas from escaping into the unit

d.  to provide easy installation of drain parts

    45. Which of the following toots is used to work on hard to reach
        water supply pipes and faucets behind sink and lavatories?

```{=html}
<!-- -->
```
a.  strap wrench

b.  fixed spud wrench

c.  pipe wrench

d.  basin wrench

    45. Of the following types of rigid copper pipe, which is the one
        most often used (code permitting) for above ground residenria1
        plumbing with soldered joints? .

```{=html}
<!-- -->
```
a.  Type K

b.  Type M

c.  Type L

d.  Type J

    45. What is the standard size pipe on a kitchen sink drain?

```{=html}
<!-- -->
```
a.  1\"

b.  1 ¼ \"

c.  1 ½ \"

d.  1 ¾ \"

    45. What is the main purpose of the T & P valve on a water beater?

```{=html}
<!-- -->
```
a.  maintain constant gas pressure to the burner

b.  keep heated water from backing up into the cold water supply system

c.  to provide protection against explosion

d.  to turn off the gas/electric supply to the burner/element in the
    even the temperature in the tank exceeds manufacturers recommended
    level

    45. A water heater makes a thumping noise while heating the water,
        what could be the problem?

```{=html}
<!-- -->
```
a.  not completely full of water

b.  too much water pressure

c.  lime build up

d.  they all make this kind of noise

    45. A quick way to stop a pipe leak is to use a pipe clamp.

```{=html}
<!-- -->
```
a.  true

b.  false

c.  only on a steel or copper pipe

d.  never use a pipe clamp

    45. If a toilet leaks from the bottom, you should.

```{=html}
<!-- -->
```
a.  caulk around the base

b.  replace the wax seal

c.  call a plumber

d.  tighten the bolts

    45. If the water faucet chatters, what is it caused by?

```{=html}
<!-- -->
```
a.  faucet not secure

b.  all cheap faucets chatter

c.  air in system or loose washer

d.  water lines in the wall are under sized

    45. A water hose that is connected to a faucet and is submerged in a
        pool is considered as what?

```{=html}
<!-- -->
```
a.  a time saver

b.  a cross connection

c.  a hydro gap connection

d.  a siphon stop

    60. What is the purpose for using flux on copper pipe when
        soldering?

```{=html}
<!-- -->
```
a.  it makes the solder stick to the pipe.

b.  it lowers the melting point *of* solder

c.  it prevents oxidation from forming in the joint

d.  it\'s not necessary

**[APPLIANCE REPAIR:]{.underline}**

60. Which of the following refrigerants is used in refrigerators?

```{=html}
<!-- -->
```
a.  R-22

b.  R-123

c.  R-12

d.  R-502

    60. What is the desired temperature for the freezer compartment in a
        refrigerator?

```{=html}
<!-- -->
```
a.  10-32 degrees

b.  10-15 degrees

c.  5-15 degrees

d.  0-8 degrees

    60. What is the desired temperature for the fresh food compartment
        in a refrigerator?

```{=html}
<!-- -->
```
a.  28-32 degrees

b.  38-42 degrees

c.  45-48degrees

d.  0-12 degrees

    60. When referring to a refrigerator as frost free-it means:

```{=html}
<!-- -->
```
a.  moisture is not present to create frost

b.  a timed beating element melts frost

c.  frost is never present

d.  mullion heater keeps frost from forming

    60. Which of tile following is an indication that tile door gaskets
        on a refrigerator are \"leaking\"?

```{=html}
<!-- -->
```
a.  condensation on outside of refrigerator

b.  food spoiling

c.  excessive ice build-up

d.  all of the above

    60. Which of the following could cause abnormally high temperatures
        in the freezer section of the refrigerator?

```{=html}
<!-- -->
```
a.  defective defrost thermostat

b.  defective defrost limit

c.  defective icemaker

d.  all of the above

    60. What is the most common use of a frost-free refrigerator
        failure?

```{=html}
<!-- -->
```
a.  old and worn out

b.  not level

c.  dirty condenser or bad defrost timer

d.  residents overload the refrigerator with food

    60. If an oven dots not beat up to tile required temperature
        setting, what could be the cause?

```{=html}
<!-- -->
```
a.  bad door gasket

b.  bad thermostat

c.  loose electrical connection

d.  all of the above

    60. What line voltage is necessary for tile proper operation of a
        gas range?

```{=html}
<!-- -->
```
a.  24Ov

b.  12v

c.  24v

d.  none of the above

    60. What would you check first if a garbage disposal motor did not
        run but the flywheel turned freely?

```{=html}
<!-- -->
```
a.  wall switch

b.  breaker

c.  reset button

d.  none of the above

    60. Hot water should be used to flush or rinse a garbage disposal?

```{=html}
<!-- -->
```
a.  always

b.  never

c.  only with vegetables

d.  only with \"fatty\" waste

    60. Which of the following should you check first if a dishwasher
        does not dry the dishes properly?

```{=html}
<!-- -->
```
a.  water valve

b.  drain solenoid

c.  ca1rod heater

d.  energy saver switch

    60. Which of the following temperature ranges is desirable for the
        best operation of a dishwasher?

```{=html}
<!-- -->
```
a.  115-120 degrees

b.  95-115 degrees

c.  120-140 degrees

d.  105-110 degrees

    60. Which of the following would be the probable cause of a
        dishwasher overflowing?

```{=html}
<!-- -->
```
a.  defective timer

b.  defective pump

c.  defective float switch

d.  defective water solenoid

    60. If the dishwasher will not drain, what could be the problem?

```{=html}
<!-- -->
```
a.  bad pump solenoid

b.  gate arm on pump closed.

c.  drain hose clogged

d.  all of the above

    60. If a dryer makes a loud noise, what should you do?

```{=html}
<!-- -->
```
a.  clean plastic drum bearing, if worn replace

b.  take off the front of the dryer, vacuum and clean it out

c.  check the drum guides

d.  all of the above

    60. If a dishwasher is not getting enough water, what should you
        check?

```{=html}
<!-- -->
```
a.  screen at the connection

b.  valve turned on

c.  timer

d.  all of the above

e.  both a and b

    60. When replacing a hot water tank you should?

```{=html}
<!-- -->
```
a.  shut oft power

b.  replace PT valve

c.  purge air from new tank

d.  all of the above

    60. What is the highest temperature a hot water should be set at?

```{=html}
<!-- -->
```
a.  100 degrees

b.  110 degrees

c.  120 degrees

d.  130 degrees

    80. If a refrigerator is running noisy, what should yon check first?

```{=html}
<!-- -->
```
a.  drain pan

b.  condenser fan and motor

c.  evaporator fan

d.  none of the above

    81. Which of the following best describes how to check: an element
        on a hot water tank?

```{=html}
<!-- -->
```
a.  disconnect power, meter across the terminals. reading of 0 ohms
    means it is bad

b.  with the power on, meter across the terminals. reading of 0 ohms
    means it is good

c.  remove the element and check it visually

d.  none of the above

**[POOLS/SPAS:]{.underline}**

82. How many gallons of water are in a rectangular shaped pool that is
    20\' x 40\' x 5\'?

```{=html}
<!-- -->
```
a.  25,000

b.  30.000

c.  35,000

d.  40,000

    83. What is the ideal Ph range for a plaster pool?

        a.  7.0-7.4

        b.  7.4-7.6

        c.  7.6-7.8

        d.  7.4-7.8

            84. What chemical is used to stabilize pool water, which
                slows down the dissipation of chlorine?

```{=html}
<!-- -->
```
a.  muriatic acid

b.  hydrochloric acid

c.  nitrogenic acid ­

d.  cyanuric acid

    84. At what level of stabilizer is a pool considered \"locked up\"?

```{=html}
<!-- -->
```
a.  100 ppm

b.  35 ppm

c.  55 ppm

d.  80 ppm

    86. What chemical is used to raise Ph in a pool/spa?

        a.  soda ash

        b.  bicarbonate of soda

        c.  muriatic acid

        d.  calcium chloride

            87. What is the proper level of total alkalinity in a
                pool/spa?

                a.  between 60-85 ppm

                b.  between 70-75 ppm

                c.  between 80-125 ppm

                d.  between 90-140 ppm

                    88. What chemical is used to lower both Ph and total
                        alkalinity in a pool/spa?

                        a.  hydrochloric acid

                        b.  cyanuric acid

                        c.  polymeric acid

                        d.  muriatic acid

                    89. What happens when total alkalinity is to high?

```{=html}
<!-- -->
```
a.  plaster and metal etching

b.  plaster and pipes scale

c.  filter plugs easily

d.  water line tile discolors

    88. What is the ideal level of chlorine for a pool?

```{=html}
<!-- -->
```
a.  .5 - 1.0 ppm

b.  1.5 - 3.0 ppm

c.  2.0 - 2.8 ppm

d.  2.5 - 3.0 ppm

    88. What is the proper chlorine level to obtain good super
        chlorination?

```{=html}
<!-- -->
```
a.  3.0 Ppm.

b.  7.0ppm

c.  15.0 ppm

d.  25.0 ppm

    92. What is the primary indicator used to determine when filters
        should be backwashed?

        a.  jandy valves

        b.  flow meters

        c.  pressure gauges

        d.  pumps

            93. What device is used to contto1 the flow of water through
                a pool filter?

                a.  jandy valve

                b.  gate valve

                c.  flow valve

                d.  multiport valve

                    94. Turnover rate is the movement of the entire
                        volume of pool water through one complete cycle
                        of the recirculatory system. What is the
                        required turnover rate for public pools?

                        a.  6 times in a 24 hour period

                        b.  4 times in a 24 hour period

                        c.  3 times in a 24 hour period

                        d.  2 times in a 24 hour period

                    95. What is the recommended maximum temperature for
                        spas?

```{=html}
<!-- -->
```
a.  95 degrees

b.  100 degrees

c.  108 degrees

d.  104 degrees

    96. What diameter ball would you use to test the distance between
        bars in a pool fence?

        a.  3\"

        b.  4\"

        c.  5\"

        d.  6\"

            97. When testing a pool gate to see that it is self-closing
                and latching, you should hold the gate open to what
                distance?

                a.  6\" to 12\"

                b.  12\" to 24\"

                c.  24\" to 36\"

                d.  over 36\"

                    98. What three (3) ingredients are critical to pin
                        proper water balance in a pool or spa?

                        a.  PH, chlorine residual, stabilizer

                        b.  PH, total alkalinity, calcium hardness

                        c.  PH, total dissolved solids, chlorine

                        d.  stabilizer, chlorine, total alkalinity

                            99. What is the only way to lower the
                                cyanuric acid level in a pool?

                                a.  add muriatic acid

                                b.  clean the filter

                                c.  drain the pool part way and add
                                    fresh water

                                d.  add calcium cloride

                            100. When checking pool chemicals you should
                                 always check the PH first.

                                 a.  true

                                 b.  false

                                 c.  not enough information

**THANK YOU FOR YOUR TIME**

+------------+-----+-------+----+------+------+----+---------------+
| **Exhibits |     |       |    |      |      |    |               |
| 8.2**      |     |       |    |      |      |    |               |
|            |     |       |    |      |      |    |               |
| *          |     |       |    |      |      |    |               |
| *Inventory |     |       |    |      |      |    |               |
| Control    |     |       |    |      |      |    |               |
| S          |     |       |    |      |      |    |               |
| heet-Tools |     |       |    |      |      |    |               |
| and        |     |       |    |      |      |    |               |
| E          |     |       |    |      |      |    |               |
| quipment** |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
| Property:  |     |       |    |      |      |    |               |
| M          |     |       |    |      |      |    |               |
| aintenance |     |       |    |      |      |    |               |
| Supervisor |     |       |    |      |      |    |               |
|            |     |       |    |      |      |    |               |
| Page       |     |       |    |      |      |    |               |
| \_\_\_\_of |     |       |    |      |      |    |               |
| \_\_\_\_\_ |     |       |    |      |      |    |               |
| Inventory  |     |       |    |      |      |    |               |
| as of:     |     |       |    |      |      |    |               |
| \_\        |     |       |    |      |      |    |               |
| _\_\_\_\_\ |     |       |    |      |      |    |               |
| _\_\_\_\_\ |     |       |    |      |      |    |               |
| _\_\_\_\_\ |     |       |    |      |      |    |               |
| _\_\_\_\_, |     |       |    |      |      |    |               |
| 20         |     |       |    |      |      |    |               |
| \_\_\_\_\_ |     |       |    |      |      |    |               |
| \_\_\_\_\_ |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
| Item       | Qu  | Brand | M  | Ser  | Purc | Co | Items Removed |
| D          | ant | /Make | od | ial# | hase | st | From Listing  |
| escription | ity |       | el |      | Date |    | Require       |
|            |     |       |    |      |      |    | Manager       |
|            |     |       |    |      |      |    | Approval      |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+
|            |     |       |    |      |      |    |               |
+------------+-----+-------+----+------+------+----+---------------+

<table>
<colgroup>
<col style="width: 8%" />
<col style="width: 13%" />
<col style="width: 10%" />
<col style="width: 2%" />
<col style="width: 13%" />
<col style="width: 2%" />
<col style="width: 10%" />
<col style="width: 13%" />
<col style="width: 10%" />
<col style="width: 2%" />
<col style="width: 13%" />
</colgroup>
<thead>
<tr class="header">
<th colspan="11"><strong>Exhibit 8.3 Appliance Control Log</strong></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td colspan="3">Property Name: _________________________</td>
<td colspan="3">Date: ____/_____/20_____</td>
<td colspan="3">Prepared By: _______________________________</td>
<td colspan="2">Page _____ of _____</td>
</tr>
<tr class="even">
<td colspan="11"></td>
</tr>
<tr class="odd">
<td>Unit #</td>
<td>Furnace Serial # Brand/Model #</td>
<td colspan="2">Water Heater Serial # Brand/Model #</td>
<td>Stove Serial # Brand/Model #</td>
<td colspan="2">Refrigerator Serial # Brand/Model #</td>
<td>Dishwasher Serial # Brand/Model #</td>
<td colspan="2"><p>Microwave</p>
<p>Serial # Brand/Model #</p></td>
<td>Washer/Dryer Serial # Brand/Model #</td>
</tr>
<tr class="even">
<td rowspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="even">
<td rowspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="even">
<td rowspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="even">
<td rowspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="even">
<td rowspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="even">
<td rowspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="even">
<td rowspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="even">
<td rowspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="even">
<td rowspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="even">
<td rowspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="even">
<td rowspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="even">
<td rowspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="2"></td>
<td></td>
</tr>
</tbody>
</table>

+-----------------------------------------------------------------------+
| **List of Exhibits for Chapter 11**                                   |
+-----------------------------------------------------------------------+
| Exhibit 11.1 -- Purchase Order Approval Form                          |
|                                                                       |
| Exhibit 11.2 -- Request for Quotes for Small Purchases                |
|                                                                       |
| Exhibit 11.3 -- Vendor Registration Form                              |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Exhibit 11.1 Purchase Order Approval Form**
  -----------------------------------------------------------------------

  -----------------------------------------------------------------------

**TO:** Regional Manger or Director of Property Management

**RE:** Purchase Order Number
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**FROM:** Housing Manager/Property
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**DATE:** \_\_\_\_\_\_\_\_\_\_\_\_

  -------------- -------------- --------------- -------------- --------------
  **Budget Fund  **Major        **Sub-Account   **Cost         **Project
  No.**          Account No.**  No.**           Center**       No.**

                                                               
  -------------- -------------- --------------- -------------- --------------

**Item/Service Description**

  -----------------------------------------------------------------------

  -----------------------------------------------------------------------

  --------------- ---------------- ----------- ----------------- ------------
  **Bid                                                          
  Tabulation                                                     
  (Note: Only one                                                
  reasonable                                                     
  price required                                                 
  for purchases                                                  
  under \$500.                                                   
  List                                                           
  recommended                                                    
  award first.)**                                                

  **Quotes/Bids   **Company Name** **Section 3 **MBE, WBE, DBE   **Amount**
  (Attach)**                       Firm**      Firm?**           

  1\.                                                            

  2\.                                                            

  3\.                                                            

  4\.                                                            
  --------------- ---------------- ----------- ----------------- ------------

If other than lowest bidder, justify:

Are funds available in the current operating budget for this item:  Yes
 No

Based on a review of HUD's website, is this vendor debarred/suspended? 
Yes  No

Is this a Section 3 "covered" contract?  Yes  No

If yes, will there be "new hires"?  Yes  No

For labor contracts (check which applies and attach):  HUD-Determined 
Davis Bacon

 Exempt (if exempt, explain)

Attach supporting documentation (indicate "N/A" if not applicable)

-   Independent cost estimate

-   Request for quotes, including wage determination (where applicable)

-   Certificate of Insurance

-   Contract

  -------------------------------------- ---------------------- ------ -----
  Approvals                                                            

   Regional Manager (over \$200)                               Date   

   Director of Property Management                             Date   
  (\$5,000 to \$25,000)                                                

   Agency Director (over \$25,000)                             Date   

                                                                       
  -------------------------------------- ---------------------- ------ -----

  -----------------------------------------------------------------------
  **Exhibit 11.2 Request for Quotes**
  -----------------------------------------------------------------------

  -----------------------------------------------------------------------

  ------------------- ---------------------------------------------------
  Property Name:      

  Property Address:   

  City, State, Zip    

  Contact Person:     

  E-Mail:             

  Phone:              

  Fax:                
  ------------------- ---------------------------------------------------

  -----------------------------------------------------------------------
  Scope of Services:

  -----------------------------------------------------------------------

+------------------------+---------------------------------------------+
| 1\. The PHA will       |                                             |
| select the lowest,     |                                             |
| most responsive and    |                                             |
| responsible quoter.    |                                             |
+------------------------+---------------------------------------------+
| 2\. Due date and local |                                             |
| time:                  |                                             |
+------------------------+---------------------------------------------+
| 3\. Number of copies   |                                             |
| to submit:             |                                             |
+------------------------+---------------------------------------------+
| 4\. Place of           |                                             |
| submission:            |                                             |
+------------------------+---------------------------------------------+
| 5\. Submission         | Respondents must complete the attached      |
| requirements:          | quote sheet.                                |
+------------------------+---------------------------------------------+
| 6\. Form of            | Quotes may be mailed, hand-delivered,       |
| submission:            | e-mailed, or faxed.                         |
+------------------------+---------------------------------------------+
| 7\. Date work to       |                                             |
| commence:              |                                             |
+------------------------+---------------------------------------------+
| 8\. Date work to be    |                                             |
| completed:             |                                             |
+------------------------+---------------------------------------------+
| 9\. MBE/WBE/DBE        |                                             |
| Policy: It is the      |                                             |
| policy of the PHA to   |                                             |
| encourage responses    |                                             |
| from MBE/WBE/DBE       |                                             |
| contractors. It is the |                                             |
| goal of the PHA to     |                                             |
| increase its minority  |                                             |
| contract base. All     |                                             |
| contractors that       |                                             |
| qualify are encouraged |                                             |
| to register with the   |                                             |
| local, city, or state  |                                             |
| office of the          |                                             |
| Department of Equal    |                                             |
| Opportunity (DEO) or,  |                                             |
| if local, to register  |                                             |
| with the City's DEO,   |                                             |
| 999-888-7777.          |                                             |
+------------------------+---------------------------------------------+
| 10\. Invoicing Method: |                                             |
| Upon satisfactory      |                                             |
| completion of the      |                                             |
| work, the vendor shall |                                             |
| submit an invoice,     |                                             |
| along with the work    |                                             |
| ticket signed by the   |                                             |
| Housing Manager, to    |                                             |
| address listed at the  |                                             |
| top of this request.   |                                             |
+------------------------+---------------------------------------------+
| 11\. Terms: Payment    |                                             |
| will be made in full   |                                             |
| within 30-days of      |                                             |
| invoice provided (a)   |                                             |
| satisfactory           |                                             |
| completion, and (b)    |                                             |
| compliance with all    |                                             |
| requirements of the    |                                             |
| quote/contract.        |                                             |
+------------------------+---------------------------------------------+
| 12\. Wage              |                                             |
| Determinations (check  |                                             |
| if applicable):        |                                             |
|                        |                                             |
| -   Payment of         |                                             |
|     HUD-Determined     |                                             |
|     Maintenance Wages: |                                             |
|     The PHA has        |                                             |
|     determined that    |                                             |
|     this contract      |                                             |
|     qualifies as a     |                                             |
|     maintenance        |                                             |
|     contract that is   |                                             |
|     subject to certain |                                             |
|     HUD-determined     |                                             |
|     wages. To that     |                                             |
|     end, attached is a |                                             |
|     bid addendum       |                                             |
|     containing the     |                                             |
|     appropriate        |                                             |
|     minimum            |                                             |
|     maintenance wages  |                                             |
|     rates that must be |                                             |
|     paid in connection |                                             |
|     with this contract |                                             |
|     and related        |                                             |
|     provisions.        |                                             |
|                        |                                             |
| -   Payment of         |                                             |
|     Davis-Bacon Wage   |                                             |
|     Rates: The PHA has |                                             |
|     determined that    |                                             |
|     this contract      |                                             |
|     qualifies as a     |                                             |
|     construction       |                                             |
|     contract that is   |                                             |
|     subject to         |                                             |
|     Davis-Bacon, to    |                                             |
|     that end, attached |                                             |
|     is a bid addendum  |                                             |
|     containing the     |                                             |
|     appropriate        |                                             |
|     minimum wage rates |                                             |
|     that must be paid  |                                             |
|     in connection with |                                             |
|     this contract and  |                                             |
|     related            |                                             |
|     provisions.        |                                             |
+------------------------+---------------------------------------------+
| 13\. Any contract of   |                                             |
| \$25,000 or more       |                                             |
| requiring labor in the |                                             |
| performance of a       |                                             |
| service, or            |                                             |
| construction or        |                                             |
| installation, is       |                                             |
| subject to Section 3   |                                             |
| of the Housing Act of  |                                             |
| 1968. Any such Section |                                             |
| 3-covered contracts    |                                             |
| should read carefully  |                                             |
| the attached Section 3 |                                             |
| addendum (if           |                                             |
| applicable).           |                                             |
+------------------------+---------------------------------------------+
| 14\. Insurance         |                                             |
| Requirements: A        |                                             |
| current certificate of |                                             |
| insurance is required  |                                             |
| with each quote and    |                                             |
| before the             |                                             |
| commencement of any    |                                             |
| work, the following    |                                             |
| dollar limits must be  |                                             |
| satisfied:             |                                             |
|                        |                                             |
| -   Vehicular          |                                             |
|     liability of \$1   |                                             |
|     million minimum    |                                             |
|     per incident (all  |                                             |
|     vendors)           |                                             |
|                        |                                             |
| -   General liability  |                                             |
|     of \$1 million     |                                             |
|     minimum per        |                                             |
|     incident (excludes |                                             |
|     supplies and       |                                             |
|     materials)         |                                             |
|                        |                                             |
| -   Workers            |                                             |
|     compensation       |                                             |
|     consistent with    |                                             |
|     all statutory      |                                             |
|     requirements (all  |                                             |
|     vendors)           |                                             |
|                        |                                             |
| -   The Certificate of |                                             |
|     Insurance names    |                                             |
|     the PHA as         |                                             |
|     additional         |                                             |
|     insured.           |                                             |
+------------------------+---------------------------------------------+
| 15\. Examination and   |                                             |
| Retention of           |                                             |
| Contractor's Records.  |                                             |
| The Housing Authority  |                                             |
| (HA), HUD, or          |                                             |
| Comptroller General of |                                             |
| the United States, or  |                                             |
| any of the duly        |                                             |
| authorized             |                                             |
| representatives shall, |                                             |
| until three years      |                                             |
| after the final        |                                             |
| payment under this     |                                             |
| contract, have access  |                                             |
| to and the right to    |                                             |
| examine any of the     |                                             |
| Contractor's directly  |                                             |
| pertinent books,       |                                             |
| documents, papers, or  |                                             |
| other records          |                                             |
| involving transactions |                                             |
| related to this        |                                             |
| contract for the       |                                             |
| purpose of making      |                                             |
| audit, examination,    |                                             |
| excerpts, and          |                                             |
| transcriptions.        |                                             |
|                        |                                             |
| 16\. Right in Date and |                                             |
| Patent Rights          |                                             |
| (Ownership and         |                                             |
| Proprietary Interest). |                                             |
| The HA shall have      |                                             |
| exclusive ownership of |                                             |
| all proprietary        |                                             |
| interest in, and the   |                                             |
| right to full and      |                                             |
| exclusive possession   |                                             |
| of all information,    |                                             |
| materials, and         |                                             |
| documents discovered   |                                             |
| or produced by         |                                             |
| Contractor pursuant to |                                             |
| the terms of this      |                                             |
| Contract, including    |                                             |
| but not limited to     |                                             |
| reports, memoranda or  |                                             |
| letters concerning the |                                             |
| research and reporting |                                             |
| tasks of this          |                                             |
| Contract.              |                                             |
|                        |                                             |
| 17. Energy Efficiency. |                                             |
|     The Contactor      |                                             |
|     shall comply with  |                                             |
|     all mandatory      |                                             |
|     standards and      |                                             |
|     policies relating  |                                             |
|     to energy          |                                             |
|     efficiency which   |                                             |
|     are contained in   |                                             |
|     the energy         |                                             |
|     conservation plan  |                                             |
|     issued in          |                                             |
|     compliance with    |                                             |
|     the Energy Policy  |                                             |
|     and Conservation   |                                             |
|     Act (Pub.L.        |                                             |
|     94-163) for the    |                                             |
|     State in which the |                                             |
|     work under this    |                                             |
|     contract is        |                                             |
|     performed.         |                                             |
|                        |                                             |
| 18. Termination for    |                                             |
|     Cause and for      |                                             |
|     Convenience        |                                             |
|     (contracts of      |                                             |
|     \$10,000 or more). |                                             |
|                        |                                             |
| \(a\) The HA may       |                                             |
| terminate this         |                                             |
| contract in whole, or  |                                             |
| from time to time in   |                                             |
| part, for the HA's     |                                             |
| convenience or the     |                                             |
| failure of the         |                                             |
| Contractor to fulfill  |                                             |
| the contract           |                                             |
| obligations            |                                             |
| (cause/default). The   |                                             |
| HA shall terminate by  |                                             |
| delivering to the      |                                             |
| Contractor a written   |                                             |
| notice of Termination  |                                             |
| specifying the nature, |                                             |
| extent, and effective  |                                             |
| date of the            |                                             |
| termination. Upon      |                                             |
| receipt of the notice, |                                             |
| the Contractor shall:  |                                             |
| (1) immediately        |                                             |
| discontinue all        |                                             |
| services affected      |                                             |
| (unless the notice     |                                             |
| directs otherwise),    |                                             |
| and (2) deliver to the |                                             |
| HA all information,    |                                             |
| reports, papers, and   |                                             |
| other materials        |                                             |
| accumulated or         |                                             |
| generated in           |                                             |
| performing the         |                                             |
| contract, whether      |                                             |
| completed or in        |                                             |
| process.               |                                             |
|                        |                                             |
| \(b\) If the           |                                             |
| termination is for the |                                             |
| convenience of the HA, |                                             |
| the HA shall be liable |                                             |
| only for payment for   |                                             |
| services rendered      |                                             |
| before the effective   |                                             |
| date of the            |                                             |
| termination.           |                                             |
|                        |                                             |
| \(c\) If the           |                                             |
| termination is due to  |                                             |
| the failure of the     |                                             |
| Contractor to fulfill  |                                             |
| its obligations under  |                                             |
| the contract           |                                             |
| (cause/default), the   |                                             |
| HA may (1) require the |                                             |
| Contractor to deliver  |                                             |
| to it, in the manner   |                                             |
| and to the extent      |                                             |
| directed by the HA,    |                                             |
| any work described in  |                                             |
| the Notice of          |                                             |
| Termination; (2) take  |                                             |
| over the work and      |                                             |
| prosecute the same to  |                                             |
| completion by contract |                                             |
| of otherwise; and the  |                                             |
| Contract shall be      |                                             |
| liable for any         |                                             |
| additional cost        |                                             |
| incurred by the HA;    |                                             |
| and (3) withhold any   |                                             |
| payments to the        |                                             |
| Contractor, for the    |                                             |
| purpose of set-off or  |                                             |
| partial payment, as    |                                             |
| the case may be, of    |                                             |
| amounts owed by the HA |                                             |
| to the Contractor. In  |                                             |
| the event of           |                                             |
| termination for        |                                             |
| cause/default, the HA  |                                             |
| shall be liable to the |                                             |
| Contractor for         |                                             |
| reasonable costs       |                                             |
| incurred by the        |                                             |
| Contractor before the  |                                             |
| effective date of      |                                             |
| termination. Any       |                                             |
| dispute shall be       |                                             |
| decided by the         |                                             |
| Contracting Officer.   |                                             |
+------------------------+---------------------------------------------+
| PHA is an equal        |                                             |
| opportunity contractor |                                             |
| and employer.          |                                             |
+------------------------+---------------------------------------------+
|                        |                                             |
+------------------------+---------------------------------------------+
| Attachments (check if  |                                             |
| applicable):           |                                             |
|                        |                                             |
| -   Quote tab sheet    |                                             |
|     (Quote shall be    |                                             |
|     submitted in this  |                                             |
|     format. Other      |                                             |
|     submissions will   |                                             |
|     not be accepted.)  |                                             |
|                        |                                             |
| -   Wage determination |                                             |
|                        |                                             |
| -   Wage addenda       |                                             |
|                        |                                             |
| -   Section 3          |                                             |
+------------------------+---------------------------------------------+
|                        |                                             |
+------------------------+---------------------------------------------+

  -----------------------------------------------------------------------
  End of Request for Quotes.

  -----------------------------------------------------------------------

**[QUOTE SHEET]{.underline}**

Name of Service Requested:

Date of Request for Quotes:

Time/Date Quotes Due:  am  pm on

Quote:

Company Name:

Company Address:

City, State, Zip:

Company Phone:

Company Fax:

Reference 1:

Reference 2:

Reference 3:

Person Preparing Response:

I certify that my firm will supply the above items/services in
accordance with the terms provided in the Respective Request for Quote.

Signature of authorized Representative Preparing Response:

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Date: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**END**

  -----------------------------------------------------------------------
  **Exhibit 11.3 Vendor Registration Form**
  -----------------------------------------------------------------------

  -----------------------------------------------------------------------

**Date:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Property:**

**Business Name:**

**Is your business incorporated?: \_\_\_\_\_\_\_\_\_\_Yes or
\_\_\_\_\_\_\_\_\_\_\_ No (Check one)**

**Federal Tax ID #: (Not State UBI #)**

**Mailing Address:**

**Phone Number:**

**Fax Number:**

**Business Owner's Full Name (Print):**

**Business Owners' Social Security #:**

**Contractors License #:**

**Expiration Date:**

**ALL VENDORS MUST HAVE A BUSINESS LICENSE, INSURANCE IN THEIR BUSINESS
NAME AND A COMPLETE VENDOR REGISTRATION PACKAGE**

-   **Attach Business License**

-   **Attach copy of Insurance**

-   **Attach W-9**

-   **Attach a copy of Contractor's license (MUST have for
    interior/exterior painting, paving, electrical work, plumbing work,
    carpentry -- verify with your Portfolio Manager if you are not
    sure)**

  -----------------------------------------------------------------------
  **List of Exhibits for Chapter 13**

  Exhibit 13.1 -- Sample Job Descriptions
  -----------------------------------------------------------------------

#### 

+-----------------------------------------------------------------------+
| ##### Exhibit 13.1 Sample Job Descriptions                            |
+-----------------------------------------------------------------------+

+-----------------------------------------------------------------------+
| **REGIONAL PROPERTY MANAGER**                                         |
|                                                                       |
| **Job Description**                                                   |
+=======================================================================+
+-----------------------------------------------------------------------+

This job description is a basic outline and must be used in conjunction
with the Authority\'s On-Site Procedures Manual.

**Scope and Purpose**

To be responsible, under the direction of the Director of Public
Housing, for overseeing the operation of a group of properties through
subordinate personnel, and monitor fiscal and occupancy status for
properties through regular reports. The Regional Property Manager is
responsible for direct budget preparation, monitoring budgets, preparing
reports of activities and fiscal status, monitoring operating practices
and procedures and recommending changes to promote efficiency,
participating in pre-employment interviews, supervising, evaluating
performance and training site personnel.

**Duties and Responsibilities**

***General Administration:***

-   Monitor collections, collection loss, vacancy reports, court
    filings, etc. through computer generated and manual reporting
    systems, conversations, and meetings.

-   Review and take appropriate action on resident transfer requests.

-   Provide assistance and direction in the development of the annual
    budget.

-   Monitor budget through monthly reports and provide input regarding
    status of budget as needed.

-   Ensure that resident lease terminations and grievance hearings are
    properly processed.

-   Monitor lease enforcement by providing information and assistance as
    needed.

-   Meet with residents, resident organizations, and external agencies
    to receive input regarding the operation of housing programs, assess
    needs, and address concerns.

-   Conduct informal hearings as needed, and make appropriate
    recommendations in accordance with the Authority\'s policies and
    procedures.

-   Oversee the development and implementation of marketing plans and
    strategies in order to promote high levels of occupancy.

-   Ensure that residents receive available services by cooperating with
    service providers to deliver services to residents.

-   Oversee schedule for emergency on call responsibility and follow-up
    on emergencies to ensure proper handling.

-   Assist subordinates in handling difficult or complex problems with
    residents by offering alternatives and working directly with
    residents as needed.

-   Preparation and submission of monthly report detailing the prior
    month's occupancy and fiscal performance.

***Supervision of General Property Management and Maintenance:***

-   Participate in pre-employment interviews and make hiring
    recommendations as needed. Although the Regional Manager would
    typically only interview the Housing Manager, there may be times
    when interviews of other site personnel is warranted.

-   Interpret and apply Authority personnel policies, departmental
    policies, and other relevant policies and procedures.

-   Monitor performance of subordinates through periodic inspections of
    properties and information reports.

-   Review and approve time and leave reports for assigned staff, and
    approve leave requests.

-   Conduct or coordinate training programs for all new employees, and
    periodic training for other employees.

-   Coordinate staffing to assure that all properties are adequately
    staffed.

-   Prepare and review performance appraisals and discuss with
    subordinates as appropriate.

-   Counsel employees regarding job performance and document in
    accordance with established procedures.

-   Recommend disciplinary action as needed.

-   Conduct periodic staff meetings.

-   Monitor and analyze the effectiveness of policies and procedures,
    and prepare revisions and recommend changes as needed.

**Skill Requirements**

-   Knowledge of Authority policies and procedures, particularly as they
    pertain to property management.

-   Knowledge of Department of Housing and Urban Development (\"HUD\")
    rules and regulations that apply to property management.

-   Knowledge of laws and standards that apply to property management,
    such as Fair Housing Laws, Landlord-Tenant Law, OSHA Standards,
    local and state building codes.

-   Basic knowledge of building maintenance, fire prevention and
    liability reduction principles.

-   Knowledge of basic office practices, procedures, and equipment.

-   Knowledge of the principles of management and supervision.

-   Knowledge of the operation of the Authority\'s computer system and
    software.

-   Knowledge of the agencies that provide assistance and services to
    residents, including some knowledge of eligibility requirements.

-   Knowledge of basic English in order to communicate verbally and in
    writing.

-   Knowledge of mathematics sufficient to perform calculations required
    for summarizing rent collections, making deposits, and for rent
    adjustments.

-   Ability to maintain required records such as tenant files, vacancy
    reports, etc.

-   Ability to read and interpret policies and guidelines in order to
    make sound decisions.

-   Ability to prepare clear, concise reports and make appropriate
    recommendations within scope of responsibility.

-   Ability to use basic office equipment such as telephone, fax, copier
    and computer.

-   Ability to communicate verbally and in writing.

-   Ability to generate records, receipts, and reports efficiently using
    a calculator and the computer system.

-   Ability to establish and maintain effective working relationships
    with peers, superiors, residents, community service agencies, and
    the public.

-   Ability to manage multiple priorities and multiple demands to
    accomplish tasks in accordance with established requirements.

-   Skilled in analyzing situations in order to identify problems and
    offer possible solutions.

-   Skilled in communicating with all types of people in a wide variety
    of situations.

**Qualifications for this Position**

-   Bachelor\'s degree in management, business administration, social
    science area, or closely related field.

-   Minimum of five years experience in property management (preferably,
    some in public housing) and experience involving public contact
    preferred.

-   Certification as a Public Housing Manager.

-   Neat, clean and appropriate appearance.

-   Valid Driving License and automobile insurance.

-   Must provide automobile for local job-related travel and pick-up.

**NOTE:** This job description should not be interpreted as
all-inclusive. It is intended to identify the major responsibilities and
requirements of this job classification.

+-----------------------------------------------------------------------+
| **HOUSING MANAGER**                                                   |
|                                                                       |
| **Job Description**                                                   |
+=======================================================================+
+-----------------------------------------------------------------------+

This job description is a basic outline and must be used in conjunction
with the Authority\'s On-Site Procedures Manual.

**Scope and Purpose**

To be responsible, under the direction of the Regional Manager, for the
overall management of site operations and supervision of maintenance of
the physical plant. Above all else, the spirit of teamwork and
cooperation with other team members will not only improve the job you
do, but enhance the entire work experience.

**Duties and Responsibilities**

***General Administration:***

-   Collect rents and maintain computer records according to the
    Authority's On-Site Procedures Handbook.

-   Process requests for rent adjustments in accordance with established
    procedures, including obtaining verifications, entering information
    into computer, etc.

-   Prepare and monitor site budget.

-   Post charges associated with work order, late charges, etc. by
    entering them in computer and generating notices fore residents.

-   Follow-up delinquent accounts and pursue collections in accordance
    with established procedures

-   Monitor expenses to ensure spending is within guidelines.

-   Maintain tenant files and related documentation regarding continuing
    eligibility and adjustments.

-   Show vacant apartments utilizing professional marketing procedures,
    and maintain a high level of continued occupancy by leasing property
    in a timely manner.

-   Check references and other information on resident applications
    through Authority\'s approved credit and criminal investigative
    service.

-   Complete Rental Agreements.

-   Make daily bank deposits.

-   Prepare reports in accordance with established procedures.

-   Complete move-in and move-out reports, and send move in and move out
    packages to Property Accountant for permanent filing and
    disbursement of security deposits.

-   Address resident concerns in a professional manner.

-   Send/Post all notices regarding compliance to rules and regulations
    when a violation occurs.

-   Hire, train, supervise and (sometimes) terminate site staff.

-   Issue purchase order numbers and track purchases from order through
    invoice.

-   Process invoices for correctness, accuracy, and proper coding.

-   Purchase office supplies and other administrative supplies for the
    property.

-   Maintain and reconcile the property\'s petty cash fund.

-   Maintain and reconcile the property\'s declining budget.

-   Write advertisements if needed, obtain prices and place
    advertisements (with Property Manager\'s approval) in the
    appropriate publications for best exposure for the community.

-   Establish and maintain a waiting list per established procedures.

-   Complete and submit incident reports for all events that may involve
    injury or damage.

-   Maintain the property business office in a neat, orderly and
    business-like manner at all times with regularly scheduled office
    hours per established procedures.

***General Repair and Maintenance Including Grounds Maintenance:***

-   Oversee maintenance of the grounds, trash container areas, and
    common areas not allowing any trash or debris to accumulate.

-   Oversee all work associated with the upkeep and maintenance of the
    grounds.

-   Be sure all vacant apartments are cleaned immediately and made ready
    for showing and occupancy within three days after move out.

-   Log all resident complaints and dispatch maintenance personnel
    promptly. Items covered under warranties should be reported to the
    appropriate maintenance companies and followed up for prompt
    repairs.

-   Generate work orders in response to requests for repairs from
    residents, coordinate completion of repairs, and close out work
    orders in accordance with established procedures.

-   Conduct property inspections, including move-in, housekeeping, and
    grounds in order to assure adherence to established standards.

-   Maintain records of the status of assigned units, e.g. filled,
    vacant, anticipated vacancy, etc.

-   Assist with security activities by communicating with security
    personnel regarding specific problems, and participating in \"knock
    and talk\", as needed.

-   Be available at all times either personally, or through other site
    personnel, for emergency calls.

-   Maintain community-owned materials and tools in a neat and orderly
    manner at all times.

-   Maintain a neat and organized workshop area free of clutter and
    debris for these tools. Upon completion of a maintenance task, all
    tools and excess supplies shall be cleaned up and stored properly.

***Tenant Relations:***

-   Counsel residents who are not complying with the terms of the lease,
    and concerning delinquent payments.

-   Refer residents with special problems, such as economic, social,
    legal, health, etc. to groups or agencies that provide assistance,
    or to resident services coordinator, as appropriate.

-   Maintain liaison with resident services coordinator to assist with
    resident activities, address specific problems, plan meetings, or
    support activities as appropriate.

-   Resolve conflict and complaints among residents, if possible, in
    order to avoid grievances.

-   Recommend eviction if resident behavior warrants, and prepare
    related documentation to support recommendation.

-   Schedule and complete customer surveys in order to identify resident
    needs, assess quality of services, etc.

-   Participate in hearings and appeals as needed.

***Supervising Personnel:***

-   Participate in pre-employment interviews and make hiring
    recommendations as needed.

-   Interpret and apply personnel policies, departmental policies, and
    other relevant policies and procedures.

-   Review time and leave reports for assigned staff.

-   Train or assist in training other site personnel.

-   Prepare and review performance appraisals and discuss with
    subordinates as appropriate.

-   Counsel employees regarding job performance and document in
    accordance with established procedures.

-   Recommend disciplinary action as needed.

-   The Housing Manager is authorized to delegate authority to key
    employees. Any such delegation must be approved by the Property
    Manager. The Housing Manager\'s responsibility is always primary,
    even for activities delegated to subordinates.

**Skill Requirements**

-   Knowledge of Authority policies and procedures, particularly as they
    pertain to property management.

-   Knowledge of Department of Housing and Urban Development (\"HUD\")
    rules and regulations that apply to property management.

-   Knowledge of laws and standards that apply to property management,
    such as Fair Housing Laws, Landlord-Tenant Law, OSHA Standards,
    local and state building codes.

-   Basic knowledge of building maintenance, fire prevention and
    liability reduction principles.

-   Knowledge of basic office practices, procedures, and equipment.

-   Knowledge of the principles of management and supervision.

-   Knowledge of the operation of the Authority\'s computer system and
    software.

-   Knowledge of the agencies that provide assistance and services to
    residents, including some knowledge of eligibility requirements.

-   Knowledge of basic English in order to communicate verbally and in
    writing.

-   Knowledge of mathematics sufficient to perform calculations required
    for summarizing rent collections, making deposits, and for rent
    adjustments.

-   Ability to maintain required records such as tenant files, vacancy
    reports, etc.

-   Ability to procure goods and services in accordance with Authority
    procedures and in keeping with the assigned Operating Budget for the
    property.

-   Ability to read and interpret policies and guidelines in order to
    make sound decisions.

-   Ability to prepare clear concise reports and make appropriate
    recommendations within scope of responsibility.

-   Ability to use basic office equipment such as telephone, fax, copier
    and computer.

-   Ability to communicate verbally and in writing.

-   Ability to generate records, receipts, and reports efficiently using
    a calculator and the computer system.

-   Ability to establish and maintain effective working relationships
    with peers, superiors, residents, community service agencies, and
    the public.

-   Ability to manage multiple priorities and multiple demands to
    accomplish tasks in accordance with established requirements.

-   Skilled in analyzing situations in order to identify problems and
    offer possible solutions.

-   Skilled in communicating with all types of people in a wide variety
    of situations.

**Qualifications for this Position**

-   High school education or equivalent.

-   Experience in property management and experience involving public
    contact preferred.

-   Must obtain certification as a Public Housing Manager, or
    equivalent, within twelve (12) months of employment.

-   Valid driver\'s license

-   Use of personal automobile for local job-relate travel and pick-up.

-   Neat, clean and appropriate appearance.

**NOTE:** This job description should not be interpreted as
all-inclusive. It is intended to identify the major responsibilities and
requirements of this job classification.

+-----------------------------------------------------------------------+
| **ASSISTANT MANAGER**                                                 |
|                                                                       |
| **Job Description**                                                   |
+=======================================================================+
+-----------------------------------------------------------------------+

This job description is a basic outline and must be used in conjunction
with the Authority\'s On-Site Procedures Manual.

**Scope and Purpose**

To work with the Housing Manager in the general administration of the
property and perform all related secretarial/clerical functions as
requested by the Housing Manager.

**Duties and Responsibilities**

-   Maintain a professional image and attitude in keeping the objectives
    of the Authority and residents\' welfare.

-   Prepare and maintain complete resident files.

-   Maintain general office files.

-   Assist in advertising preparation.

-   Type letters and memos.

-   Assist in showing units and screening applicants.

-   Assist in scheduling vacant units for refurbishing and occupancy.

-   Assist in maintenance work order system and in following purchase
    order procedures.

-   Assist in certifying residents\' income.

-   Assist in maintaining the required computer postings.

-   Prepare late notices and notices to pay rent.

-   Order office supplies within established budgeted guidelines.

-   Maintain tickler files for annual apartment inspections.

-   Assist in keeping the apartment condition and status chart
    up-to-date.

-   Assist in annual unit inspection process.

-   Assist in typing and/or maintaining weekly and monthly reports.

-   Assist in collection of rents and preparation of receipts.

-   Assist in adherence to the Policy Handbook and Procedures Manual.

-   Work with manager regarding legal proceedings.

-   Assist in maintaining all required inventories for project supplies
    and equipment.

-   Maintain records of rental levels of comparable units in surrounding
    areas.

-   Answer the phone pleasantly and professionally.

-   Maintain courteous communication with residents, applicants, and
    representatives of other companies.

**Qualifications for this Position**

-   Strong organizational skills.

-   High school education or its equivalent.

-   Accurate typing.

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-   Accurate use of ten-key calculator, fax machine, computer and other
    office equipment.

-   Full-time secretarial experience (in real estate field preferably).

-   Well groomed.

-   Ability to work well with and understand the problems of residents.

-   Capable of assisting in the performance of the Housing Manager\'s
    duties on his/her days off.

-   Ability to complete tenant certifications.

+-----------------------------------------------------------------------+
| **MAINTENANCE SUPERVISOR**                                            |
|                                                                       |
| **Job Description**                                                   |
+=======================================================================+
+-----------------------------------------------------------------------+

This job description is a basic outline and must be used in conjunction
with the Authority\'s On-Site Procedures Manual.

**Scope and Purpose**

To be responsible, under the direction of the Housing Manager, for the
overall maintenance of the physical plant. When applicable, the
Maintenance Supervisor will oversee the performance of other maintenance
personnel who are working alongside or in conjunction with the
Maintenance Supervisor.

**Duties and Responsibilities**

***General:***

-   Maintain a professional image and attitude in keeping with the
    objectives of the Authority and residents' welfare.

-   Report to the Housing Manager each morning to communicate daily
    needs of the property and before and after breaks and lunch hour.

-   Report any observed problems in units or on the property to the
    Housing Manager.

-   Wear uniform shirt and identification as provided/directed by the
    Housing Manager and/or Regional Manager. Jeans or khaki pants may be
    worn that are in good condition and free of dirt, paint and holes.
    Work boots and/or tennis shoes may be worn; however, sandals are not
    allowed.

-   Supervise any subordinate maintenance staff of the site.

-   Recommend, when appropriate, the use of outside contractors for some
    projects and supervise their work.

-   Maintain records and prepares reports in accordance with
    regulations.

-   Participate in the hiring process by interviewing candidates and
    making hiring recommendations.

-   Make recommendations for changes in policies and procedures in
    response to changing conditions, requirements, regulations or
    technology.

-   Assist in preparations of maintenance budget for the site.

-   Regularly conduct inventory of equipment, tools, parts and supply of
    materials.

In the event a property requires multiple maintenance personnel, the
Maintenance Supervisor is responsible for overseeing the following work
tasks, and may be involved in the actual labor to complete the same. In
addition, the Maintenance Supervisor is responsible for coordinating the
crew, assessing employee performance, hiring, reviewing time and leave
reports, performing appraisals of staff, and ensuring that staff are
properly trained.

***Physical Requirements:***

-   Physical aspects of the job may require heavy lifting, bending,
    pushing, pulling, kneeling, stooping, climbing, balancing, and
    carrying.

***Grounds:***

-   Keep or ensure that the grounds, garbage container areas, hallways,
    garages and/or parking lots, in a neat and orderly manner not
    allowing any trash or debris to accumulate. Patrol these areas every
    morning and continually throughout the day. Depending on the
    property, you may be required to vacuum and/or blow hallways,
    parking areas and/or breezeways as necessary. The direct supervisor
    will determine the frequency of these duties. Some properties may
    require these tasks daily.

-   Oversee and assist all work associated with the upkeep of the
    grounds.

***Curb Appeal:***

-   Assist management/leasing staff with curb appeal which may include
    detailing model units, putting out balloons, banners, a-boards, etc.

***Work Orders:***

-   Work orders are to be recorded in the work order system. Permission
    to enter must be given by the resident. Work orders are to be
    properly completed within 24 hours unless parts or outside repair by
    a contractor must be secured. If a work order is not completed
    within 24 hours, the resident must be notified in writing as to the
    anticipated completion date. Leave the resident a copy of the
    completed work order in the unit and return one copy to the office
    for filing OR leave the resident copy of the incomplete work order
    with the estimated completion date. Once completed, the work order
    can be returned to the office for filing.

-   Maintain and periodically analyze work orders for consistent
    patterns or long-term maintenance concerns.

-   Always report questionable activity, unsanitary conditions,
    unauthorized occupants and/or pets to the Housing Manager.

    ***Building & Common Area Maintenance:***

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-   Regular maintenance of the building exteriors, building interiors
    and common areas are the responsibility of the Maintenance
    Supervisor and include but are not limited to pressure-washing as
    needed, painting and maintenance of all building systems such as
    gutters and downspouts, roof drainage systems, French drain systems,
    surface water management systems, fire alarm systems, fire
    extinguishers, fire sprinkler systems, signage, laundry centers,
    playgrounds, tennis courts, sports courts, and any other common
    areas, etc. The Maintenance Supervisor should conduct a monthly
    check of all property systems to determine the maintenance needs of
    any aspect of housing units, including major equipment.

-   Assist in the procurement of outside contractors when necessary and
    help establish general guidelines and priorities in the
    contractor\'s projects.

-   Participate in annual inspection of units to determine the need for
    preventative and restorative repairs.

-   Perform a wide variety of electrical, plumbing, carpentry, and
    preventative maintenance tasks, as needed.

-   Crawl spaces and venting areas are especially susceptible to stray
    cats, insects, birds and rodents. A monthly check that all areas are
    sealed should be conducted with supplemental pest control called
    should the need arise.

-   Maintenance staff should take care of pest control such as for
    wasps, bees and fleas (unless the nest is too large and present a
    danger to the staff and/or resident). All other pest control needs
    such as for rodents, cockroaches, silverfish, ants; etc. should be
    assessed and taken care of by a professional pest control vendor.

-   Empty lint filters in common area laundries at least once per week.

    ***Parking Areas:***

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-   Parking areas are to be maintained in a clean and safe manner. Speed
    bumps, fire lanes and parking stalls should always be crisply
    painted. Any potholes should be addressed immediately with cold
    patch, with larger jobs being bid by asphalt contractors.

    ***Inventory, Tools & Supplies:***

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-   The Maintenance staff should supply their own basic tools such as a
    hammer, screwdrivers, drill, etc. Specialty tools used for property
    purposes may be purchased with the approval of the Regional Manager
    only.

-   Keep an inventory on all parts and tools belonging to the property.
    Maintain property-owned materials and tools in a neat and orderly
    manner at all times. Maintain a neat and organized workshop area
    free of clutter and debris. Upon completion of maintenance task, all
    tools and excess supplies shall be cleaned up and stored
    appropriately.

    ***Bids & Vendors:***

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-   Larger projects that will likely cost over \$500 such as re-paving,
    exterior paint, roof replacements and the like requires bid
    specifications be prepared and at least three bids for the same
    work/same product are obtained. Occasionally, bid specifications may
    require a consultant's expertise to prepare, which should be
    discussed with the Regional Manager prior to obtaining such
    services.

-   The Authority takes great pride in the relationship developed with
    many vendors. The Authority expects each staff member to treat
    vendors with respect, fairness and honesty. The Authority does not
    allow 'kick-backs' or gifts from vendors.

-   The Authority does not use any vendor 'exclusively'.

-   The Authority does not ever allow vendors to charge materials or
    anything on property accounts.

    ***Turnovers:***

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-   Vacant units are to be turned and made market ready within 3 days of
    the prior resident's move-out. Maintenance staff schedules may be
    varied to accommodate the turnover schedule when the 1^st^ day of
    the month falls on a weekend. Status of vacant units should be
    reported on a board in the management office.

-   During the 3^rd^ week of every month, pre-inspect any units on
    notice to vacate and assess what maintenance supplies will be
    necessary to return the units to market ready status. Prepare a
    supply order in writing and turn it in to the Housing Manager for
    order placement and approval.

-   At the discretion of the Housing Manager and/or Regional Manager and
    depending on size of property and number of turnovers, maintenance
    personnel may be required to paint units.

-   Vendor scheduling may be done by the Maintenance Supervisor at the
    discretion of the Housing Manager and/or Regional Manager to include
    painters, cleaners and carpet cleaners.

-   Change the lock(s) on all vacant unit doors, once vacant, and make
    or have made any necessary keys. Occupied unit keys may require
    changing periodically depending upon the situation.

***Vehicle use/Mileage/Supply transport***

-   A few properties may have either a maintenance vehicle or
    maintenance golf-cart. These vehicles are to be driven only by
    approved licensed drivers with a clean driving record. These
    vehicles are to be used on the property only for the transport of
    supplies. Residents are not allowed in or on the vehicles at any
    time. The vehicles are to be maintained in a neat and orderly manner
    at all times. Abuse or misuse of vehicles may cause the elimination
    of the vehicle and/or revocation of driving privileges.

-   For those properties that do not have a vehicle provided to
    transport supplies, other carts, dollies or similar apparatus may be
    used. It is not recommended that personal vehicles be used and
    mileage for travel on the property is not reimbursed.

-   Mileage is only reimbursed for those round-trips totaling 10 miles
    or more at one time. Mileage reimbursement is reserved for special
    trips, not for regular trips to pick up supplies. Should the need
    arise for mileage reimbursement, complete the provided form and turn
    in monthly. Mileage is paid through accounts payable, not through
    payroll.

    ***On-call Emergencies:***

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-   The Maintenance Supervisor and Maintenance Assistant must be
    available to take emergency calls on a 7-day rotating basis. The
    staff person on-call will be equipped with a digital pager and is
    required to return pager calls within 10 minutes of the page.

-   Maintenance staff must never respond to an emergency page while
    intoxicated or after consuming alcohol.

-   On call emergencies are considered anything involving life-safety
    issues, floods, fires, earthquakes, other natural disasters or major
    destruction or threat to the physical property.

-   Maintenance staff are never allowed to carry weapons.

    ***Safety:***

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-   All staff must strictly adhere to safety policies and procedures to
    prevent on the job injuries and maintain a safe work and living
    environment. Additional safety training is available through the
    Authority office. Arrangements can be made through your Regional
    Manager.

**Skill Requirements**

-   Knowledge of the principles of management and supervision.

-   Knowledge of HUD regulations regarding housing quality standards and
    other maintenance related standards.

-   Knowledge of the Authority\'s policies and procedures.

-   Knowledge of the physical layout of the site.

-   Knowledge of building and grounds maintenance, including standard
    practices, methods, tools, materials, electrical, plumbing, HVAC,
    painting, carpentry, and grounds keeping.

-   Knowledge of safety rules, including accident causation and
    prevention.

-   Knowledge of occupational hazards and appropriate safety
    precautions.

-   Ability to supervise a comprehensive maintenance program for a
    public housing site.

-   Ability to analyze information from inspections in order to
    determine the maintenance needs, and the quality of maintenance
    services provided.

-   Ability to develop plans and procedures for efficient and timely
    completion of work.

-   Ability to maintain records in an orderly fashion.

-   Ability to communicate effectively orally and in writing.

-   Ability to establish and maintain effective working relationships
    with supervisor, subordinates, co-workers, residents, contractors,
    and the general public.

-   Ability to prepare recommendations and reports, as required.

-   Ability to read, understand and work from sketches and blueprints.

-   Ability to understand oral and written instructions.

**Qualifications for this Position**

-   High school education or equivalent.

-   Experience in multifamily maintenance and experience involving
    public contact preferred.

-   Valid driver\'s license and current vehicle insurance.

-   Use of personal automobile for local job-related travel and pick-up,
    or ability to drive pickup truck and van.

-   Neat, clean and appropriate appearance.

-   Maintenance personnel must provide tools needed to perform routine
    maintenance tasks.

-   Some type of formal training or experience in the following areas:
    carpentry; light plumbing work; light electrical work; painting;
    refurbishing and Authority\'s \"Maintenance Test\".

-   Willingness to pitch in and work in areas other than repairs and
    maintenance, i.e. janitorial, custodial, gardening, painting, etc.

-   Physical aspects of the job may require heavy lifting, bending,
    kneeling, stooping, climbing, balancing, and carrying.

**NOTE:** This job description should not be interpreted as
all-inclusive. It is intended to identify the major responsibilities and
requirements of this job classification.

+-----------------------------------------------------------------------+
| **MAINTENANCE TECNICIAN/ASSISTANT**                                   |
|                                                                       |
| **Job Description**                                                   |
+=======================================================================+
+-----------------------------------------------------------------------+

This job description is a basic outline and must be used in conjunction
with the Authority\'s On-Site Procedures Manual.

**Scope and Purpose**

To be responsible, under the direction of the Housing Manager and/or
Maintenance Supervisor, for the overall maintenance of the physical
plant. Because of the importance of assuring the successful management
of the maintenance staff, the maintenance technician/assistant must be
trained to perform the duties of the Maintenance Supervisor and provide
support and cooperation in completing all work items. Above all else,
the spirit of teamwork and cooperation with other team members will not
only improve the job you do, but enhance the entire work experience.

**Duties and Responsibilities**

***General:***

-   Maintain a professional image and attitude in keeping with the
    objectives of the Authority and residents' welfare.

-   Report to the Housing Manager and/or Maintenance Supervisor each
    morning to communicate daily needs of the property and receive daily
    assignments.

-   Report any observed problems in units or on the property to the
    Housing Manager.

-   Wear uniform shirt and identification as provided/directed by the
    Housing Manager and/or Regional Manager. Jeans or khaki pants may be
    worn that are in good condition and free of dirt, paint and holes.
    Work boots and/or tennis shoes may be worn; however, sandals are not
    allowed.

***Physical Requirements:***

-   Physical aspects of the job may require heavy lifting, pushing,
    pulling, bending, kneeling, stooping, climbing, balancing, and
    carrying.

***Grounds and Curb Appeal:***

-   Keep or ensure grounds, garbage container areas, hallways, garages
    and/or parking lots in a neat and orderly manner, not allowing any
    trash or debris to accumulate. Patrol these areas every morning and
    continually throughout the day. Depending on the property, you may
    be required to vacuum and/or blow hallways, parking areas and/or
    breezeways as necessary. The direct supervisor will determine the
    frequency of these duties. Some properties may require these tasks
    daily.

-   Assist management/leasing staff with curb appeal which may include
    detailing model units, putting out balloons, banners, a-boards, etc.

-   Oversee and assist all work associated with the upkeep of the
    grounds.

***Work Orders***

-   Work orders are to be recorded in the work order system. Permission
    to enter must be given by the resident. Work orders are to be
    properly completed within 24 hours unless parts or outside repair by
    a contractor must be secured. If a work order is not completed
    within 24 hours, the resident must be notified in writing as to the
    anticipated completion date. Leave the resident a copy of the
    completed work order in the unit and return one copy to the office
    for filing OR leave the resident copy of the incomplete work order
    with the estimated date of completion and return one copy to the
    office.

-   Maintain and periodically analyze work orders for consistent
    patterns or long-term maintenance concerns.

-   Always report questionable activity, unsanitary conditions,
    unauthorized occupants and/or pets to the Housing Manager.

    ***Building & Common Area Maintenance:***

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-   Regular maintenance of the building exteriors, building interiors
    and common areas directed by the Maintenance Supervisor and include
    but are not limited to pressure-washing as needed, painting and
    maintenance of all building systems such as gutters and downspouts,
    roof drainage systems, French drain systems, surface water
    management systems, fire alarm systems, fire extinguishers, fire
    sprinkler systems, signage, laundry centers, playgrounds, tennis
    courts, sports courts, and any other common areas, etc.

-   When requested, participate in annual inspection of units to
    determine the need for preventative and restorative repairs.

-   Perform a wide variety of electrical, plumbing, carpentry, and
    preventative maintenance tasks, as needed/requested.

-   Maintenance staff should control for pests such as wasps, bees and
    fleas (unless the nest is too large and presents a danger to the
    staff and/or resident). All other pest control needs, e.g., rodents,
    cockroaches, silverfish, ants, etc., should be assessed and taken
    care of by a professional pest control vendor.

-   Empty lint filters in common area laundries at least once per week.

    ***Parking Areas:***

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-   Parking areas are to be maintained in a clean and safe manner. Speed
    bumps, fire lanes and parking stalls should always be crisply
    painted. Any potholes should be addressed immediately with cold
    patch, with larger jobs being bid by asphalt contractors.

    ***Inventory, Tools & Supplies:***

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```
-   The Maintenance staff should supply their own basic tools such as a
    hammer, screwdrivers, drill, etc. Specialty tools used for property
    purposes may be purchased with the approval of the Regional Manager
    only.

-   Maintain property-owned materials and tools in a neat and orderly
    manner at all times. Maintain a neat and organized workshop area
    free of clutter and debris. Upon completion of maintenance task, all
    tools and excess supplies shall be cleaned up and stored
    appropriately.

    ***Vendors:***

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-   The Authority takes great pride in the relationship developed with
    many vendors. The Authority expects each staff member to treat
    vendors with respect, fairness and honesty. The Authority does not
    allow 'kick-backs' or gifts from vendors.

-   The Authority does not use any vendor 'exclusively'.

-   The Authority does not ever allow vendors to charge materials or
    anything on property accounts.

    ***Turnovers:***

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```
-   Vacant units are to be turned and made market ready within 3 days of
    the prior resident's move-out. Maintenance staff schedules may be
    varied to accommodate the turnover schedule when the 1^st^ day of
    the month falls on a weekend. Status of vacant units should be
    reported on a board in the management office.

-   During the 3^rd^ week of every month, pre-inspect any units on
    notice to vacate and assess what maintenance supplies will be
    necessary to return the units to market ready status. Prepare a
    supply order in writing and turn it in to the Housing Manager for
    order placement and approval.

-   At the discretion of the Housing Manager and/or Maintenance
    Supervisor, and depending on size of property and number of
    turnovers, maintenance personnel may be required to paint units.

-   Change the lock(s) on all vacant unit doors, once vacant, and make
    or have made any necessary keys. Occupied unit keys may require
    changing periodically depending upon the situation.

***Vehicle use/Mileage/Supply transport***

-   A few properties may have either a maintenance vehicle or
    maintenance golf-cart. These vehicles are to be driven only by
    approved licensed drivers with a clean driving record. These
    vehicles are to be used on the property only for the transport of
    supplies. Residents are not allowed in or on the vehicles at any
    time. The vehicles are to be maintained in a neat and orderly manner
    at all times. Abuse or misuse of vehicles may cause the elimination
    of the vehicle and/or revocation of driving privileges.

-   For those properties that do not have a vehicle provided to
    transport supplies, other carts, dollies or similar apparatus may be
    used. It is not recommended that personal vehicles be used and
    mileage for travel on the property is not reimbursed.

-   Mileage is only reimbursed for those round-trips totaling 10 miles
    or more at one time. Mileage reimbursement is reserved for special
    trips, not for regular trips to pick up supplies. Should the need
    arise for mileage reimbursement, complete the provided form and turn
    in monthly. Mileage is paid through accounts payable, not through
    payroll.

    ***On-call Emergencies:***

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```
-   The Maintenance Supervisor and Maintenance Assistant must be
    available to take emergency calls on a 7-day rotating basis. The
    staff person on-call will be equipped with a digital pager and is
    required to return pager calls within 10 minutes of the page.

-   Maintenance staff must never respond to an emergency page while
    intoxicated or after consuming alcohol.

-   On call emergencies are considered anything involving life-safety
    issues, floods, fires, earthquakes, other natural disasters or major
    destruction or threat to the physical property.

-   Maintenance staff are never allowed to carry weapons.

    ***Safety:***

```{=html}
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```
-   All staff must strictly adhere to safety policies and procedures to
    prevent on the job injuries and maintain a safe work and living
    environment. Additional safety training is available through the
    Authority office. Arrangements can be made through your Regional
    Manager.

***Skill Requirements***

-   Knowledge of the principles of management and supervision.

-   Knowledge of HUD regulations regarding housing quality standards and
    other maintenance related standards.

-   Knowledge of the Authority\'s policies and procedures.

-   Knowledge of the physical layout of the site.

-   Knowledge of building and grounds maintenance, including standard
    practices, methods, tools, materials, electrical, plumbing, HVAC,
    painting, carpentry, and grounds keeping.

-   Knowledge of safety rules, including accident causation and
    prevention.

-   Knowledge of occupational hazards and appropriate safety
    precautions.

-   Ability to administer a comprehensive maintenance program for a
    public housing site.

-   Ability to analyze information from inspections in order to
    determine the maintenance needs, and the quality of maintenance
    services provided.

-   Ability to develop plans and procedures for efficient and timely
    completion of work.

-   Ability to maintain records in an orderly fashion.

-   Ability to communicate effectively orally and in writing.

-   Ability to establish and maintain effective working relationships
    with supervisor, subordinates, co-workers, residents, contractors,
    and the general public.

-   Ability to prepare recommendations and reports, as required.

-   Ability to read, understand and work from sketches and blueprints.

-   Ability to understand oral and written instructions.

***Qualifications for this Position***

-   High school education or equivalent.

-   Experience in multifamily maintenance and experience involving
    public contact preferred.

-   Valid driver\'s license and current vehicle insurance.

-   Use of personal automobile for local job-relate travel and pick-up,
    or ability to drive pickup truck and van.

-   Neat, clean and appropriate appearance.

-   Maintenance personnel must provide tools needed to perform routine
    maintenance tasks.

-   Some type of formal training or experience in the following areas:
    carpentry; light plumbing work; light electrical work; painting;
    refurbishing and Authority\'s \"Maintenance Test\".

-   Willingness to pitch in and work in areas other than repairs and
    maintenance, i.e. janitorial, custodial, gardening, painting, etc.

-   Physical aspects of the job may require heavy lifting, bending,
    kneeling, stooping, climbing, balancing, and carrying.

**NOTE:** This job description should not be interpreted as
all-inclusive. It is intended to identify the major responsibilities and
requirements of this job classification.

+-----------------------------------------------------------------------+
| **HOUSEKEEPER/GROUNDSKEEPER**                                         |
|                                                                       |
| **Job Description**                                                   |
+=======================================================================+
+-----------------------------------------------------------------------+

This job description is a basic outline and must be used in conjunction
with the Authority\'s On-Site Procedures Manual.

**Scope and Purpose**

To be responsible, under the direction of the Housing Manager and/or
Maintenance Supervisor, for the overall maintenance and care of the
grounds, parking areas and common area facilities so they stay clean and
orderly at all times. Because of the importance of assuring the
successful management of the maintenance staff, the housekeeper may be
cross-trained to complete some duties of the groundskeeper and/or
maintenance technician/assistant to provide support and cooperation in
completing all work items. Above all else, the spirit of teamwork and
cooperation with other team members will not only improve the job you
do, but enhance the entire work experience.

**Duties and Responsibilities**

***General:***

-   Maintain a professional image and attitude in keeping the objectives
    of the Authority and residents' welfare.

-   Report to the Housing Manager and/or Maintenance Supervisor each
    morning to communicate daily needs of the property and receive daily
    assignments.

-   Report any observed problems in units or on the property to the
    Housing Manager.

-   Wear uniform shirt and identification as provided/directed by the
    Housing Manager and/or Regional Manager. Jeans or khaki pants may be
    worn that are in good condition and free of dirt, paint and holes.
    Work boots and/or tennis shoes may be worn; however, sandals are not
    allowed.

***Physical Requirements:***

-   Physical aspects of the job may require heavy lifting, bending,
    kneeling, stooping, climbing, balancing, and carrying.

***Grounds:***

-   Keep the grounds, garbage container areas, hallways, garages and/or
    parking lots, in a neat and orderly manner not allowing any trash or
    debris to accumulate. Every morning and continually throughout the
    day these areas must be policed. Depending on the property, it may
    be required to vacuum and/or blow hallways, parking areas and/or
    breezeways two or three times a week or as necessary.

-   Assist or perform all work associated with the upkeep of the grounds
    at the direction of the Housing Manager and/or Maintenance
    Supervisor.

***Curb Appeal:***

-   Assist management/leasing staff with curb appeal which may include
    detailing model units, putting out balloons, banners, a-boards, etc.

    ***Building & Common Area Maintenance:***

```{=html}
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```
-   Daily cleaning of all common areas including but not limited to the
    community room, fitness area, elevators, elevator lobbies, laundry
    centers, hallways and model unit as designated by the Housing
    Manager.

-   Sweep all assigned areas, stairways, halls, laundry centers,
    building entrances and common areas.

-   Wet mop and vacuum all public areas stairways, hallways, laundry
    centers, building entrances and common areas. Always post 'Slippery
    When Wet' signs.

-   Empty garbage containers in all common areas.

-   Dust all furniture and fixtures in the common areas.

-   Report all unusual circumstances such as vandalism, missing light
    bulbs or fixtures, missing smoke detectors or extinguishers in the
    common areas to the Maintenance Supervisor.

-   Report supply needs to the Maintenance Supervisor.

***Parking Areas:***

-   Parking areas are to be maintained in a clean and safe manner. Speed
    bumps, fire lanes and parking stalls should always be crisply
    painted. Any potholes should be reported immediately to the
    Maintenance Supervisor.

    ***Inventory, Equipment & Supplies:***

```{=html}
<!-- -->
```
-   Keep an inventory of all supplies and equipment belonging to the
    property. Maintain property-owned materials and equipment in a neat
    and orderly manner at all times. Maintain a neat and organized work
    area free of clutter and debris. Upon completion of cleaning tasks,
    all equipment and excess supplies shall be cleaned up and stored
    appropriately.

-   Supply needs should be reported to the Maintenance Supervisor.

    ***Vendors:***

```{=html}
<!-- -->
```
-   The Authority takes great pride in the relationship developed with
    many vendors. Each staff member is expected to treat vendors with
    respect, fairness and honesty. The Authority does not allow
    'kick-backs' or gifts from vendors.

    ***Vehicle use/Mileage/Supply transport:***

```{=html}
<!-- -->
```
-   A few properties have either a maintenance vehicle or maintenance
    golf-cart. These vehicles are to be driven only by licensed drivers
    with a clean driving record. These vehicles are to be used on the
    property only for the transport of supplies. Residents are not
    allowed in or on the vehicles at any time. The vehicles are to be
    maintained in a neat and orderly manner at all times. Abuse of
    vehicles may cause the elimination of the vehicle and/or revocation
    of driving privileges.

```{=html}
<!-- -->
```
-   For those properties that do not have a vehicle provided to
    transport supplies, other carts, dollies or similar apparatus may be
    used in lieu. It is not recommended that personal vehicles be used
    and mileage for travel on the property is not reimbursed.

-   Mileage is only reimbursed for those round-trips totaling 10 miles
    or more at one time. Mileage reimbursement is reserved for special
    trips, not for regular trips to the bank or to pick up supplies.
    Should the need arise for mileage reimbursement, complete the
    provided form and turn in monthly. Mileage is paid through accounts
    payable, not through payroll.

    ***Safety:***

```{=html}
<!-- -->
```
-   All staff must strictly adhere to safety policies and procedures to
    prevent on the job injuries and maintain a safe work and living
    environment. Additional safety training is available through the
    central office. Arrangements can be made through your Regional
    Manager.

**Qualifications for this Position**

-   High school education or equivalent (exceptions may be made).

-   Full-time housekeeper/custodial experience, or gardening/grounds
    keeping experience, experience in related field or willingness to
    learn.

-   Personable and trustworthy.

-   Ability to work with and understand the problems of residents.

-   Concern for work-safety program.

-   Physical aspects of the job may require heavy lifting, bending,
    kneeling, stooping, climbing, balancing, and carrying.

+-----------------------------------------------------------------------+
| **List of Exhibits for Chapter 17**                                   |
+-----------------------------------------------------------------------+
| Exhibit 17.1 -- Cash Sheets                                           |
|                                                                       |
| Exhibit 17.2 -- Notice of Returned Check                              |
+-----------------------------------------------------------------------+

<table>
<colgroup>
<col style="width: 5%" />
<col style="width: 11%" />
<col style="width: 2%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 3%" />
<col style="width: 7%" />
<col style="width: 2%" />
<col style="width: 5%" />
<col style="width: 7%" />
<col style="width: 10%" />
<col style="width: 25%" />
</colgroup>
<thead>
<tr class="header">
<th colspan="12"><strong>Exhibit 17.1 Cash Sheet</strong></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td colspan="5">Property: Allied Gardens</td>
<td colspan="7" rowspan="2">Fax or e-mail to Accountant immediately
after banking.</td>
</tr>
<tr class="even">
<td colspan="5">Month: January 2003</td>
</tr>
<tr class="odd">
<td colspan="3"><strong>$143,500.00</strong></td>
<td colspan="4">Budgeted Monthly Revenue</td>
<td colspan="2"><strong>52%</strong></td>
<td colspan="3">% of Budgeted Cash Received</td>
</tr>
<tr class="even">
<td colspan="12"></td>
</tr>
<tr class="odd">
<td colspan="4"><blockquote>
<p><em>Monthly Totals</em></p>
</blockquote></td>
<td colspan="2"><em>$74,713.00</em></td>
<td colspan="2"><em>$565.00</em></td>
<td colspan="2"><em>$74,148.00</em></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Batch #</td>
<td colspan="2">Date</td>
<td colspan="2">Amount of Deposit</td>
<td colspan="2">Returned Check</td>
<td colspan="2">Accumulated Total</td>
<td>E-mail Date</td>
<td>Notes</td>
</tr>
<tr class="odd">
<td>1</td>
<td>1230001</td>
<td colspan="2">12/31/02</td>
<td colspan="2">$1,500.00</td>
<td colspan="2"></td>
<td colspan="2">$1,5000.00</td>
<td>12/31/02</td>
<td></td>
</tr>
<tr class="even">
<td>2</td>
<td>0102001</td>
<td colspan="2">1/2/03</td>
<td colspan="2">$14,568.00</td>
<td colspan="2"></td>
<td colspan="2">$16,068.00</td>
<td>1/2/03</td>
<td></td>
</tr>
<tr class="odd">
<td>3</td>
<td>0102NSF</td>
<td colspan="2">1/2/03</td>
<td colspan="2"></td>
<td colspan="2">$565.00</td>
<td colspan="2">$15,503.00</td>
<td>1/2/03</td>
<td></td>
</tr>
<tr class="even">
<td>4</td>
<td>0103001</td>
<td colspan="2">1/3/03</td>
<td colspan="2">$22,395.00</td>
<td colspan="2"></td>
<td colspan="2">$37,00300</td>
<td>1/3/03</td>
<td></td>
</tr>
<tr class="odd">
<td>5</td>
<td>0103ADJ1</td>
<td colspan="2">1/3/03</td>
<td colspan="2">-$895.00</td>
<td colspan="2"></td>
<td colspan="2">$37,898.00</td>
<td>1/3/03</td>
<td>ADJ-Misapplication</td>
</tr>
<tr class="even">
<td>6</td>
<td>0103ADJ2</td>
<td colspan="2">1/3/03</td>
<td colspan="2">$895.00</td>
<td colspan="2"></td>
<td colspan="2">$74,148.00</td>
<td>1/3/03</td>
<td>ADJ-Misapplication</td>
</tr>
<tr class="odd">
<td>7</td>
<td>0103002</td>
<td colspan="2">1/3/03</td>
<td colspan="2">$36,250.00</td>
<td colspan="2"></td>
<td colspan="2">$74,148.00</td>
<td>1/3/03</td>
<td></td>
</tr>
<tr class="even">
<td>8</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>9</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>10</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>11</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>12</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>13</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>14</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>15</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>16</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>17</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>18</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>19</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>20</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>21</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>22</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>23</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>24</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>25</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>26</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>27</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>28</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>28</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>29</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>30</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>31</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>32</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>33</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>34</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>35</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>36</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>37</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>38</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>39</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>40</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>41</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>42</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>43</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>44</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>45</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>46</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>47</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>48</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>49</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>50</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td colspan="12"><p>Per Batch Computation = Amount of Deposit
<em>minus</em> Returned Check Amount <em>equals</em> Total</p>
<p>Accumulated Computation = Prior Accumulated Total <em>plus</em>
Amount of Deposit <em>minus</em> Returned Check <em>equals</em> Current
Accumulated Total</p></td>
</tr>
</tbody>
</table>

  ---------------------------------------------------------------------------------------------------
  **Exhibit 17.2 Notice                                                                      
  of Returned Check**                                                                        
  ----------------------- ------------ ---- ------------ -- ---- -------------- -- --------- --------
  Date:                   07/13/2004                                                         

                                                                                             

  To:                     Melissa                                                            
                          Jones and                                                          
                          Gene Smith                                                         

                                                                                             

  Apt. \#                 234                                                                

                                                                                             

  Your check, No.                                                                            
  [5689]{.underline} in                                                                      
  the amount of \$                                                                           
  [850.00]{.underline}                                                                       
  has been returned to us                                                                    
  by the bank.                                                                               

                                                                                             

  Please promptly remit                                                                      
  the following:                                                                             

                                                                                             

  Amount of original                                             \$850.00                    
  payment by check:                                                                          

  Returned check charge                                          \$40.00                     

  Automatic late fee                                             \$40.00                     

  Current daily late fee                                         \$35.00                     

  [\$5.00]{.underline}                                                                       
  will be assessed                                                                           
  [daily]{.underline}                                                                        
  until payment is made                                                                      
  in full.                                                                                   

                                                                                             

  **Total Due as of**                                            **\$965.00**                
  [7/13/04]{.underline}                                                                      

                                                                                             

                                                                                             

  The total due must be                                                                      
  paid immediately in the                                                                    
  form of a cashier's                                                                        
  check or money order                                                                       
  **ONLY**.                                                                                  

                                                                                             

  Thank you for your                                                                         
  prompt attention to                                                                        
  this matter.                                                                               

                                                                                             

                                                                                             

  *Martha Manager*                                                                           

  Housing Manager                                                                            

  Forest Hill Woods                                                                          
  Apartments                                                                                 
  ---------------------------------------------------------------------------------------------------