Having a solid plan to get going strong in a new position or on a new property will allow you surefire success!!

1. THE FIRST 90-DAYS
30-60-90 Day Leadership Plan
Catherine Noske
Catnos11@gmail.com
PURPOSE
To review, evaluate, and identify all functions and necessary key performance
areas for optimum organizational health, sustainability, and longevity. To
develop and execute strategies to achieve success within the identified key
performance areas/indicators, and beyond. To engage staff and create a
cohesive, team work environment and culture where proactive thinking and
creativity are realized as essential function for the organization’s prolonged
future and economic vitality.
Invite all team members to lead the way to exceptional property and business
management with emphasis on the organization’s Mission & Core Values as well
as, the long range plan and essential business functions. Through this we
collectively achieve effective accountability, and set the stage for mission
focused optimum operational success and long term service to others within our
respective communities.

2. 30-60-90-Day Plan Catherine Noske
Mantra
Review, introduce, apply, evaluate, refine, and succeed!
Initial 30-day Period: 0 to 30 days
Theme/Emphasis: Getting Acquainted – Meet and Greet Phase – Learning the organization, people, & history
Completed Objectives
 Familiarize myself with the Mission and Values of the organization – Found online – Anything to add?
 Familiarize myself with long range plan
Immediate Objectives:
□ Identify critical success factors, our position within them, and resolve – Triage as applicable
□ Identify Immediate Action & Response needs – Immediately act and respond as applicable
□ Identify top priorities for my position and expectations. Realign 90-day plan to focus applicably
□ Complete all new hire paperwork and required training
□ Obtain copies or access to all company forms, documents, policies, procedures, etc.
□ Be introduced to all other peers, co-workers, departments, and leadership staff
□ Establish communication and align reporting standards and expectations
□ Obtain access to email, accounting, reporting, and compliance software
□ Identify if we are calendar year of fiscal year and when is deadline for 2016 budgets.
Primary Objectives of first 30-days:
□ Meet Peers, Co-workers, and Staff – Establish relationships
□ Familiarize structure within corporate office and site level
□ Learn and apply company policies and procedures
□ Begin SWOT Analysis of each asset – property visits, inspections, staff Q & A, review reports, etc.
□ Obtain and learn loan performance requirements for each asset
□ Obtain and learn compliance performance for each asset- Review LURA’s
□ Meet and review/assess all property personnel
□ Review Market Trends – compare market surveys with data available online
□ Identify problem areas: Past due uncollected rents, vacant units beyond 30-days, past due recerts, etc.
Anticipated Outcomes
 Immediate needs identified and resolved.
 Address and implement action plan for any high vacancy or financial issues right away.
 Familiarity with Organization, Structure, Culture, and Properties established.
 Key Relationships Established with internal departments, regulatory agency, housing offices, and
municipalities.
 Rents collected or all late payers contacted and/or 3, 5, 7-day notices have been posted, evictions filed.
 Reasonable unit turn schedule has been created and is in progress (continued follow-up)
 Units vacant beyond 30-days have been addressed and are on priority leasing status
 Past due recertifications have received applicable 7-day notice to comply or quit.
 Exterior light audit on all properties
 Risk assessment inspection provided to properties for completion with deadline of 15-days.
 Share my management style and structure with team. Show my dedication being collaborative and truly
approaching our business with honesty, integrity, and team work. Share my strong desire to build long
lasting relationships nurtured through communication. Share true open door/open air policy
*Detailed action and evaluation plan attached.

3. 30-60-90-Day Plan Catherine Noske
60-day Period: 31 to 60 Days from start
Theme/Emphasis: Engage, Evaluate, Identify, establish, standardize, define, simplify.
Immediate Objectives of 31 to 60-day period:
□ Continue to Identify critical success factors and our position within them – Triage as applicable
□ Continue to Identify Immediate Action & Response needs – Immediately act and respond as applicable
□ Clearly set goals and objectives based on property review & SWOT analysis review with Supervisor(s)
□ Establish, Outline, and deliver global goals and expectations to all team members.
□ Establish, outline, and deliver property goals and expectations to each manager and respective teams.
□ Contactors/Vendors noted as non-performing and send 30-day notice.
□ Introduce weekly group conference and 1:1 phone calls with all property managers
□ Follow-up with completion of past due or deferred tasks and/or maintenance.
□ Follow-up with collections, evictions, and past due recertifications (follow up will actually be weekly)
□ Review annual inspections for Fire Alarms, Smoke Detectors, Fire extinguishers, and sprinkler tests.
Create applicable annual calendar. Resolve any non-compliance or incomplete inspections or repairs.
Primary Objectives of 60-day period:
□ Create and introduce property status report. Monthly report that red flags properties not operating
within budget in delinquency, occupancy, NOI, and overall cash-flow. Cultivate site level action plans.
□ Work with peers, co-workers, and staff to create (or carry forward) team culture
□ Develop Communication and reporting plan/outline - Introduce Pro-Act form and weekly
leasing/marketing activity report on high vacancy properties. Introduce the Monthly Property Audit
Form to all properties, and any other forms.
□ Assess need for budget class (I have given several in my past lives and it saves a tremendous amount of
heartache and headaches down the road. Managers are often afraid to admit they do not fully understand how an
operating budget works nor how to properly read a P & L or Cash-flow statement.)
□ Now that contracts have been collected – review for compliance, ability to negotiate, etc. Goal is to
reduce operational expenses by 3-5%. Re-bid projects if necessary.
□ Establish regular property visitation schedule
□ Kick off applicable programs (resident retention, preventative maintenance, compliance reporting, etc.)
□ Kick off marketing and outreach program, resident referrals ($50 Fl. Law)
□ Introduce web rating program (apartmentratings.com; walkscore.com; Google Reviews; Yelp.com)
Anticipated Outcomes
 Immediate needs identified and resolved.
 Open positions noted as available during initial 30-days are filled
 Weekly group & 1:1 phone call with all Fl. Property managers (review occupancy, collections,
compliance, leasing, marketing, maintenance, turns, and goals for next 7- days)
 Path toward goals are underway with applicable follow-up, measurement. Refine as needed
 Review of financial standing take progressive action to save, collect, realize money left on the table, etc.
 SWOT analysis complete and reviewed with supervisor
 Community, Staff, financial, compliance, and physical review complete.
 Goals & Benchmarks identified, created and implemented. Follow-up and measurement in place.
 Market trend review complete. Marketing & Outreach program introduced and in action along with web
ratings program.
 Reporting standards identified. Schedule complete and circulated
 Plan to burn off concessions if any
 Evoke team work and improve moral through communication, guidance, and positive reinforcement and
feedback. Increase productivity, and profitability through knowledge, awareness, and streamlined
information and directives.
30-60-90-Day Plan Catherine Noske

4. 90-day Period: 61 to 90 Days from start
Theme/Emphasis: Implement, follow-through, achieve, completion, RESULTS! SUCCESS!
Immediate Objectives of 61 to 90-day period:
□ Continue to Identify critical success factors and our position within them – Triage as applicable
□ Continue to Identify Immediate Action & Response needs – Immediately act and respond as applicable
□ Follow-up with action plan for any high vacancy or financial issues right away.
□ Incorporate resident feedback and start applicable resident compliment, suggestion, and complaint
logs. Document findings, follow-ups, and resolution. Be certain each complaint has a beginning,
middle, and end. Leave No Doubt!
□
Primary Objectives of 90-day period:
□ Capitol Needs Assessment Review replacement reserves and draws (if applicable)
□ If no system in place for tracking Replacement reserves- suggest one I have used.
□ Introduce maintenance policies and procedures/Maintenance program in-line with Green Maintenance
imitative: Tickets completed in 24-48 hours, Shops organized and uniform color code system introduced.
□ Introduce monthly playground and common area inspection and sign off worksheets – Binder
□ Continue completion and review of monthly property status report (red flag report). Continue to build
strategies and action plans or to follow through with successful action plans in place.
□ Identify learning and training needs & opportunities for all current staff.
□ Assess proper documentation etc, for water penetration and remediation, Are proper P & P’s in place
with proper forms and supporting binders
□ Implement uniform property binder system for documentation
□ Round out review and assessment of staff and teams. Discuss any imminent changes with Supervisor.
□ If all properties are not aligned and doing things with uniformity etc. Implement this and assert a
deadline for the evolution to take place.
□ Implement monthly or quarterly newsletter (if not already In place)
□ Implement quarterly unit and property inspections and reporting.
□ Implement beyond budget and/or CapEx approval form. (Great for AC’s, flooring, appliances, etc.)
□ Obtain volunteers and intern for special projects and property assistance.
□ Begin to gear up for end of year do not wait until the last minute to track down invoices etc.
Anticipated Outcomes
 Immediate needs identified and resolved.
 Maintenance program addressed and started.
 Preventative maintenance program introduced and action plan for immediate implementation.
 Unit turn standards outlined and distributed
 Property inventories complete
 First quarterly unit and property inspections are complete. Next round scheduled
 Completed light audit and applicable repairs underway
 Capitol needs assessment is complete and copy provided to supervisor. Host meeting to triage and
categorize needs and budget applicably
 Past due recertifications should be 100% complete
 Any incomplete staff training has been completed.
 Immediate lease units should be filled, and we should be maintaining all available units under 30-days
 Application process streamlined and files should be getting processed in 3-5 business days and three
sets of eyes review prior to move-in or TIC signatures
Detailed Objectives, key review points, and discovery topics. 30-90-90 day Plan Catherine Noske

5. Portfolio/Properties & Staffing
 Meet Community Managers and support staff
• Discover and address immediate needs and concerns
 Location, Units, Years/Age, known issues, any reconstruction or redecorating?
 Identify Agencies, Funding partnerships, Compliance Regulatory Agency & Syndicate
 Supportive Services – Offered? Program, number of participants & Community involvement
 Properties Identity - Personality, Known issues, Culture,
 Is there Security in place? How so? Off duty PD, Units to officers? Contract Company…
• If no, is it needed? Do we have budget available for expense. Can we create funds…
 1:1 Staff meetings – Introduce weekly goal meetings via phone/conference call
 Staff competencies and training opportunities
• Proficiency with job title. First Impressions (clean, organized, happy, energetic, aware)
• Training of all associates up to date
• Licenses and certifications up to date
 Staff meetings, goals, etc. held regularly including Daily team meet up- Introduce form I use.
 Positions necessary are filled
 Resident Lease compliance (porches, patios, balconies, trash, window coverings, pets, etc.)
 Complete comprehensive property inspections and needs assessment.
Budget & Financials
 Income/Revenue
• Any money left on the table
• Vacancy Loss, Loss to old lease, income loss due to abatement
• Ancillary or vending income?
• Late fees and Legal fees billed and collected?
• Are certain pest treatments billed back?
 Status of Receivables & Monthly collection trends
• Evictions
• Bad Debt
• Economic Vacancy
 Payables, Vendors, Contracts,
 Review contracts in place verify proper vendor paperwork (contract, insurance, W9)
• Utilizing money saving through group discounts and rates?
• Most properties have the same vendors? If different why?
• Are services provided within budget and at a satisfactory level?
 CapEx, Replacement Reserves
 Reporting – What, where, when, who…
 Reclassifications, Accruals, Variances
• Any way to recover an unfavorable variance before the end of Q3 or Q4?
 Review budget from past three years and evaluate for new budget.
• Identify deadline for 2016 budget. (Calendar or Fiscal year)
 Introduce Red Flag Report: Properties that are not operating as per budget. Not meeting
occupancy, collections, or NOI
 Introduce Monthly goal system based on budgeted Income/Collections, Occupancy and turn
over, Variances, and NOI.

6. Leasing, Marketing
 Occupancy/Vacancy & Unit Turns/Make Readies – view product
• Are units turned within 7-10 days if no, why?
• Is occupancy above 95% or budget? If no, why?
• What is turn over ratios for prior year and YTD?
• ADDRESS IMMEDIATE NEEDS!
 Is there an internal marketing department and/or policies and procedures in place?
 Marketing & Outreach
 Social Media?
 Resident Retention Efforts
 Application process & Status (avg. time to work a file)
 Review deposits, fees, etc.
 Learn & understand qualifications (Credit, Criminal, Rental…)
 Recent Market Survey (if more than 30-days have one completed – introduce my template if
necessary)
 Are we closing the sale, asking for the deposit, are closing ratios where they should be?
 Fair Housing
 Shopping reports – are shops conducted, if yes what have results been?
• Promptly answer phones, Speak with a smile, Stand up to greet, educate prospects on
programs
• Realize that every piece of traffic even if not qualified is potential referral lead source
 Is there a leasing or renewal bonus structure in place?
 Proper collateral material – is it professional in appearance? (Cards, brochures, floor plans, etc.)
 Use of technology
• Staff competencies and level of comfort with technology and web.
• Are there websites for each property? I only saw the main CHP site with breakouts.
Compliance
 Identify/establish meet & greets with key agencies, municipalities, & personnel for State,
County, & City
 Internal Compliance Department?
• If yes, meet to discuss objectives, training needs, policies & procedures, issues, etc.
 Property level compliance:
• Policies & Procedures in place: File Order, 2-3 eye reviews prior to approval/TIC Signing
 Most recent & up-to-date forms are being used. (No copy of copies)
 Effective Leasing, prequalifying, and processing thereafter.
 Timely processing (3-5 days) for new applications & recertification,
 Proper recertification notifications sent (120, 90, 60, 30, 7 day notices)
• Status on renewals
• List of non-renewals – Is proper documentation in the file (violation notices etc.)
• Burning off concessions if any
 Program reporting up to date and in compliance? Any outside systems to enter data into?
 Compliance in good standings with Regulatory Agency, Syndicate, Investors, etc.
 Recent inspections (REAC, State, Agency, Syndicator, HAP/HQS, Other)
• Any known or pending abatement issues? Any pulled funding (usually section 8)?
• Upcoming Inspections – Concerns if any. Past years Outcomes.
 Corporate Compliance – Accounting or internal audits; ownership inspections; Internal file
audits…

7. Maintenance
 Review Maintenance Program P&P’s & Knowledge and Adherence to Green program
• Review any significant issues if any – Moisture penetration and remediation etc.
• Uniforms/Dress Code and appearance
• Training opportunities – License and certifications up to date – proper cross training
 Number of work orders
• Average number of days before completion
• Proper documentation: Permission to enter, Housekeeping, Supplies used, date & time
of repair and, signature of maintenance professional and/or applicable resident follow-
up for parts on order or multi-step repairs
• Property and unit filing system (maintenance folders behind resident file in unit jacket)
 Number of turns – average days to turn
 Preventative Maintenance Plan in place –
• Documented & utilized – Binder or board I can review?
 Review Inventory practices, purchasing practices
 Inquire, identify, and rate knowledge and competency of property, systems, safety, and budget.
 Team meetings in place?
• Monthly Safety meeting
• Daily team strategy session
 On-call Schedule in place – Overtime logged – Days off given to prevent OT?
 Shop in order, tidy, safe, clean and organized - Paperwork in order – Binders in place
• First-aid kit, eye wash station, and proper PPE
• Items stored properly
• Work safe practices & OSHA logs up to date
• Emergency protocol in place (Fire, Flood, Storm plan, Hurricane & Evacuation)
Risk, Safety, Insurance
 Safety meetings held regularly with all staff members, maintenance, and residents.
 Are residents provided with prevention materials and flyers?
 Are residents provided with renter’s insurance information and encouraged to obtain it.
 Are children annually provided with the opportunity to meet police and fire personnel and learn.
 Emergency procedures in place? Practiced?
 Incident reports kept with photos? System in place (Binder, file, electronic, etc.)
 Proper posters, binders, incident reports, knowledge & proper procedures followed
 Department available? Insurances for properties, deductibles, recordable injuries etc.
 Fair Housing – Posters, training, etc. in place (Pop Quiz)
 Bonds in place (Termite etc.)
Overall Goals for 1st 90-Days:
□ Meet or exceed budget expectations: Reduce vacancy, Reduce/abolish economic vacancy (aged
receivables) increase NOI.
□ Give residents voice and sense of empowerment to keep their community clean and crime free.
Practice world class customer service by addressing resident issues, implementing/revitalizing
customer service standards, and reducing outstanding service requests, especially deferred issues,
reduce the number of service requests.
□ Create a positive thinking, pro-active and well communicated teams through building up teams, team
work exercises and ability to learn n’ earn trust, and communication.
□ Strive for what’s next! Have and complete goals! Have daily team strategy meetings, and get property
teams in habit of naming objectives, setting a goal, implementing an action plan, measurements,
follow-up, and follow through completion.
□ Bring properties back into compliance as necessary.