Insanely Great Year

There is no argument I think that what matters most to our business is our residents. And what matters most to our residents is timely and accurate service from our facilities team. I submit that our organizations career paths and operations management are too heavily weighted to our office/sales/administrative teams and inadequate for our facilities personnel.

With project EPIC has come new definition of roles and responsibilities for many positions in the company. Property and Regional Managers no longer spend as much time focusing on financial aspects of the property operations. Instead the focus is on delivering excellent service to residents and managing administrative compliance. A typical EQR hierarchy places the responsibility for this of RM's, who rarely have any facilities background and refines that are spread far too thin to meaningfully impact the service end of each site they are responsible for.

By reducing the number of RM's and expanding the number of refines this imbalance could be corrected. Rather than 8 properties each RM could have 15-20 and serving along side the RM would be the additional refines. This creates a balanced leadership team with appropriate expertise in both the administrative, sales and facilities portions of our business.

A benefit of this change would be the creation of a career path for our maintenance personnel that is currently very limited.

If we have leadership weighted to what matters most for our residents then we will have results for our organization- and the financial rewards that come with.