I'm just starting out and got my first condo management deal. I really need a Management Contract for a 200 unit Condo building. Do you have a boilerplate contract I can use??
Thanks
Ben
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Idk about all states but Arkansas Grace Hill says there should never be one leasing agent or an employee working alone. Because it could become a safety hazard.

One maintenance technician and one manager

My current community is 288 units, my last was 184. At my current community there are 3 of us in the office and have 20-25 pieces of traffic per week. I would love to have a part-time person to take the slack when the leasing person has a day off. Now my community with 184 units was lucky to have 10-12 pieces of traffic a week. In the winter time we really only needed a part-time leasing person. Smaller city, slower pace. Both communities were about 10 years old.

Outside staffing was at three, lead, assistant and housekeeper. I know a lot of companies are moving away from having housekeepers on staff and just contracting out but I don't agree this is beneficial.

Now I managed a community that was 420 units and I had two leasing, an assistant and myself but outside I had a lead, one tech, one make-ready, one housekeeper and two porters because of the acreage of the community.

I think it should start with the model of 1 per 100 but consider all the other factors involved.

I agree; each property has it's own unique issues and therefore a lot needs to be considered before determining what is best for the property. These things include, but are not limited to:

1) Age of the property.
2) Number of units.
3) Turnover trends.
4) What work is contracted out as opposed to being done in house.
5) If it is conventional, affordable, subsidized, or mixed.
6) If site personnel are negotiating contracts for vendors.
7) If site personnel are initiating the accounts payable process.


I was at a property that had 2 team members; myself as the manager, and a maintenance manager. At this property:

1) 40+ year old property with a rehab completed within the last 5 years.
2) 66 units
3) 17 vacancies when I arrived, spiked to as many as 25 for cause; reduced to 3 within a year.
4) All work done in house; but with so many vacancies, help was brought in to complete turns.
5) This property was affordable tax credit for 55+.
6) I negotiated contracts with many vendors (and reduced expenses by about $40k per year by changing some things about how they were done)
7) I also initiated the accounts payable process (although I later learned there were over $100k in unpaid bills at the time the owner transferred management from one company to another who kept me in place). There were times when I was concerned which bills would get paid and if I could make purchases that were needed to meet expectations. I have had vendors call to fire me(the property) for non payment.

I feel spoiled reading through this forum. At my property, we have 196 units and 3 full-time office employees, which include a Leasing Consultant, Assistant Community Manager, and Community Manager. We also have a Social Service director who coordinates events and deals directly with resident disputes/misc. issues three times a month. Even though we have a strong staff, an extra office staff member would be ideal! Of course, we are a mixed-income property with 135 Tax Credit apartments. So, our administrative workload is significantly high.

As for maintenance, we have a porter, maintenance tech, and maintenance supervisor. They're extremely efficient at balancing work orders .vs. turns and are pretty good about meeting deadlines for turns.