Managing a Section 8 Property

What are you supposed to do to “turn around a troubled Section 8 property?” Some people may not like my answer; however, since this has been my forte in a past life, I will give you a succinct, straight forward answer – you can’t – UNLESS you are committed to doing what it takes. I feel strongly that just because you work on an income based property, there is no reason not to manage with pride and provide the best living experience for your residents. But it takes more than someone coming to work at eight o’clock each morning and running out the door at five o’clock each evening. I can tell you almost every project based Section 8 property struggles with discouraged management at one time or another. Until you can walk on that property at 8 AM ready to face whatever comes your way, then you aren’t approaching that property ready to do it justice.

My first Section 8 property (when I was hired it was because the manager  did not even know how to turn on her computer, much less master the newly installed property management accounting software program. She was an acquaintance of mine and recruited me) was rough with more than 300 police calls each month. The Manager’s office contained stacks and stacks of files in varying stages of recertification. Rent checks had not been input into Yardi for 3 months. I asked if the money had at least been taken to the bank? Some had, but not all of it had, evidenced by a stack of checks I found inside the bank bag.

I can say that after about two weeks, I knew the Manager did a terrible job of handling paperwork. She had no instincts in handling residents, their problems, their issues and the drama they all created. It wasn’t long when I was promoted.

Here is how to turn your property around:

1. Hire someone who will take ownership of your property.
2. Make sure this person understands it is not a 9-5 job.
3. Train them properly on your property management software. If your Office team cannot comprehend how to utilize the system, then find a better teacher or get someone else.
4. Send your team to earn their designations in affordable housing.
5. Implement an effective Neighborhood Watch Program. Hold meetings. Cooperate with the Police. DEMAND bike patrols by uniformed officers on your property weather permitting.
6. You must evaluate security on your property.
7. You must evaluate your lighting in interior common halls and exterior buildings. I actually worked with the city’s electric utility department and they updated all the lighting in the parking lots at no cost to my company.
8. You must respond to lockouts – not your maintenance team – the Manager must! After all, I wanted to know why they were locked out. I know this is a controversial approach, but I can tell you it cut down on a lot of property damage, a lot of  domestic violence calls and drug deals.
9. Install No Trespassing and Loitering Is Not Permitted Signage on your property.
10. You must provide an on site presence who is not afraid to ask visitors for ID and why they are on your property. Security guards that are off-duty cops are best. Even so, I oftentimes showed up between midnight and 6 AM while getting a handle on the “traffic” hanging out in the parking lots, etc. I did this for an entire year. After that, word was out that my property was not accessible.
11. Provide activities for your younger residents. Afterschool clubs are GREAT. You might also host Boy Scouts and Girl Scout troop activities supervised by a staff member. I did this, plus we played whiffel ball and my cops played football with the children/teens. Do NOT install basketball hoops on site – tell them to do this somewhere else.
12. Walk the Property everyday. At first, when I walked the property, I could literally hear phones ringing and people saying, “Manager’s walking. Mindy’s close!”
13. Update your Resident Criteria. I dislike having to rent to people with no prior rental history because to me, this is code for “Mama wants the house back. You got to go get your own place!” If you must do so, make sure the credit requirement is sufficient. For some places, no credit established can prevent someone from qualifying to live at that property.
14. Implement a Parking Pass Policy and ENFORCE it. One rule often overlooked is requiring Guests to display a Guest Pass hang tag. Make sure all Residents’ cars are registered and are registered to the actual Resident and NOT the Baby’s Daddy, a parent or someone else. Residents used to tell me they need the car and their boyfriend wouldn’t put the car in her name. I’d have the boyfriend come and in and tell him if he wants his child’s mother to have a car here, he can put her name on the registration. Many times, he did. Win-win.
15. Communicate with your police officers. I set up a Substation in the outer office. Police did not have access to files, keys or anything confidential. They did have a nice bathroom to use and a kitchen, which I stocked with cookies, cool drinks, bottled water, chips and candy. I knew everyone’s favorites. I worked with the same 5 Officers. I also brought them in dinner monthly and it was a nice way to just relax.
16. Communicate with Residents and enforce the Lease.
17. Train the entire team to watch for signs of trouble: splintered door frames, people climbing up drain pipes to reach upper floors (Hello?); strangers standing around in doorways; maintenance should report what they see in units: drug paraphernalia out in the open (a lot of times seen on a coffee table!) and have the Manager inspect all units for housekeeping issues.
18. Require that no aquariums are kept in the units (used to stash drugs).
19. Evict those who are “not playing well with others.” No excuses. No exceptions.
20. Do not allow residents to display items in windows. Often times this indicates when it is safe to come to the unit to “conduct business.”
21. Boyfriends who spend the night all the time are really just freeloaders that you have allowed to reside at your property. Get a handle on this. I once had this young lady’s mother barge into the office yelling that I cannot tell her daughter that her boyfriend can’t visit. She actually told me her daughter “has to be able to get her freak on” and that was none of my business. J If taxpayers are footing the bill for her daughter’s rent then I have every right to know that her boyfriend is living with her. Otherwise they can go get an apartment at a Market Rate community (which they eventually did. No tears shed on my part.)
22. Invest in some nice landscaping. Get rid of bushes that hide windows or create potentially unsafe places for criminals to hide behind. Plant flowers and hang baskets. Residents told me someone would steal my hanging baskets but no one ever did.
23. Hold BBQs or cookouts every so often in the spring, summer and fall, if possible. Invite the community fire and police departments. Play games with the kids and SMILE at the Residents. Encourage relationships to develop. I can tell you once Residents see the evictions happen, that loitering and catcalls from balconies have stopped, and that children can actually play outside again, they will appreciate it.
24. Be accessible. I can’t tell the number of times I have heard the most intimate details of people’s lives. The more I know the better able I am to direct them to people who can provide help. My seniors loved me because loneliness is the bane of society.
25. Develop a data base of community resources: CPS; APS; Catholic Social Services, etc., plus HUD contacts who can help you when you have questions. Ideally you have a compliance department to assist you, but if you don’t, you need someone to help you navigate the ins and outs of section 8 paperwork.

It is a lot of work. It takes a dedicated person to invest himself to such an extent. It is a thankless job – be prepared for that. Over time though, you will see your property outshine even some market rate communities and one day someone will walk into your Office door thinking this is just a regular apartment community, not one that is income-based, and that is the greatest compliment of all.

It's Always Something

It is true that we have had a weird kind of winter this year. We have barely had any kind of winter weather here in Ohio. Imagine my surprise at this exchange:

Ring! Ring! 
Me: "Thank you for calling XYZ. This is Mindy. How may I help you today?"
Caller: "Hi. I'm over here in #682. My air conditioner won't work. I turned it on and it's not blowing cold air."
Me: "Uh. Okay."
Caller: "Well, when are you going to fix it?" She sounded exasperated.
Me: "Today is February 29th, Mrs. W."
Caller: "But it's hot in here!" W-H-I-N-E-EEEEEE
Me: " I'm not sure maintenance CAN fix it today. We usually have to have some consistent warm temperatures before he could re-charge it, if that is what is wrong with it. But I'll write up a work order."
Silence on the other end.  For several long, quiet seconds.
Me: "Are you still there, Mrs. W?"
Caller: "But it's 70 to 73 degrees in here!!!!"
I didn't want to be unsympathetic but come on!
Me: "Yes, okay. I understand. Why don't you open a window for a little while?"
Caller: "Oh, I couldn't do that. I never open windows. And my dog is just PANTING!"

I tell the Maintenance Tech and he goes over and finds a wire disconnected. Thank goodness.

The Dreaded Move Out Inspection - Why Don't Residents Care?

One of the folks who had leased an apartment for a short term moved this past weekend. This was a mixed up situation from the get-go since the arrangements were being "handled" by an insurance claims department. When the guy first came to me, he was in a panic and needed immediate housing (always a red flag any time!) However, I was able to accommodate his family and he filled out and Application and placed the security deposit on the only available unit I had at the time.

It turned out that our community was directly down the street from his condo and the reason he needed to move was because a neighbor's fire had badly damaged his condo. I spoke with the insurance company and they seemed to think this would be a year lease. Eventually they called and said he should only sign a 6-month lease. At the six month mark, they asked for a one-month extension. After I said I could do that, they then called and stated they only needed it for one extra week or two. (Never mind that I don't prorate the last month of rent. Apparently, the insurance company did not care.)

Long story short, arrangements were made for a February 19th move out (a Sunday) with keys to be either put in the night drop box or hand delivered the next day. This unit had already been reserved for a March move in date so I was anxious to get maintenance in there to start the turn. Imagine my disappointment when it took the Resident 2 days to get the keys back to me and imagine my disbelief at the condition of the apartment. To say it was appalling would be the least of how I would describe it.

In these situations, I like to call the now-past Resident and let them know that they are in danger of losing their security deposit and possibly will owe money. Naturally, I offered him the opportunity to meet with me.

He showed up the next day - late (and I really get irked when people show up late to their appointments) and I invited him to come back to my office. He remained standing which is never a good sign, especially since he stands almost a foot taller than I and outweighs me. But I stand my ground (literally) as I explain all the things I found wrong with the condition of the apartment after he moved. He stands there arguing about most items but admitted the fact that he allowed his WIFE to draw on the bathtub with a crayon (the children were under 2 and not able to write "Happy BIrthday!" I am sure) and agreed there would be a charge for that. He acknowleded that no one cleaned the inside of the refrigerator or oven and that there were issues with the carpet having multiple stains. I told him I had a problem with the fact that the carpet was not salvageable, in my opinion, but I explained I would have my carpet expert come out as soon as possible to determine this. I also reported that the entire unit would require a total repaint as every wall had mulitple marks all over them.

He became upset about the carpet and said he wouldn't pay for it, nor would he accept that I would question all the marks on the walls. Hummm. "No, Sir, you will pay for whatever damage you caused."

"Well, you would have to paint anyway and you guys clean anyway, too, so I don't know what you think is so bad."

I asked him if he felt someone could move into his unit today as it was. He hung his head and said he didn't, but that is why people go to apartments - "You guys always have to do this stuff." I looked at him and told him our apartment community is not a hotel. There is not maid service here to clean up after our Residents, and that for someone to leave an apartment like that was never okay.

"Your Lease specifies that apartments must be left in the same condition as received."

There were a few more statements made that day, to be sure. But the one thing that stood out among all others was Mr. M's statement that it's "just an apartment. People stay there for a time and move on" and why would I expect anyone to care about how the carpet and walls look once their lease is up?"

I expect to provide a well kept, maintained, clean, apartment home for all my Residents. I expect my Residents to enjoy the time they spend here but I DON'T EXPECT people to be disrespectful, lazy slobs who feel they share in none of the responsibility for maintaining their own homes.

"Mr. M.," I said, "people LIVE here; they don't just STAY here. Most of your neighbors here have chosen to rent a home for various reasons, and I can guarantee you that just because they live in an apartment, they want to feel pride when their friends and families come to visit. They deserve to walk into an apartment that we have provided on move in day that is welcoming and maintained. I don't want any of our Residents to think that they shouldn't take care of their homes just because it's an apartment." I went on (and I probably shouldn't have) to say that I wondered what his rehabbed condo would look like in six months. In fact, I would NOT even want to see it. The way he and his wife (who was some provileged princess at move in) left 404 Maplestone Lane was a disgrace and they should be ashamed.

To top it off, they left a damaged sofa and loveseat in their garage and told the Maintenance Tech that someone here would love to have it. Really?????  If that was the case, then why didn't they take it? It is so disappointing to hear someone say, "It's just an apartment."

It isn't just an apartment. It's someone's home. 

Annual Performance Reviews Are a Great Opportunity

Here it is 2012 and it has been a great start to a new year. I was seeing some articles starting to appear in December about Performance Reviews. And then last week, I got  phone call from a former co-worker who is a Maintenance Supervisor I hired at a property before I left. He was upset about his score and wanted to tell me about the experience. Mostly, he had a rough year because he was hired by me, someone he had worked with for several years prior, and was now working with a new manager who by all intents and purposes is inept and should never have been hired. (But when you leave a position, even under good circumstances and terms, they don't ask you your opinion on the person they intend to hire for your former position.) In any event, I told him not to pay any attention to HER review as she doesn't know what she's talking about anyway .... The problem with that is that his review is proportionately tied to his raise.

This got me to thinking. I have always been a fan a reviews and knowing where I stand with a person or an organization. I am not always a fan of the process though. Personally, I think the Annual Performance Review should not be tied to a raise or to  a Bonus or any other form of compensation. I think the Annual Performance Review should be a two-way learning opportunity, much like a job interview. You want to say the right thing, whatever that may be, and you want to make sure everything is clicking so it is a good fit for everyone involved.

I feel that a Performance Review should take place in January anyway, at the beginning of the new fiscal year and not at the end. I think this should be the time for forward thinking, not backward thinking. How can you move forward and set new goals unless you know where you have been?

Wouldn't it be great to sit down with one's supervisor and discuss rationally all the happenings of the past year? The successes and the failures, and the how-can-we-do-this-better this year conversation? I really hate the usual forms that companies have supervisors fill out with the stupid categories of: Arrives on time each day? Check! Well groomed, appearance related category? Check! Met goals? Really - please define these goals. I can tell you from personal experience with that company my former co-worker was upset with, they have no clue as to the goals previously set, so how do they score you on this?

When I hold an Annual Review, I want it to be conversational with some give and take. I want it to be constructive and I always offer positive feedback first. I think that the Annual Review should address all previous "counseling notices" just to make sure those sticky issues have been resolved and will no longer be a problem in the new year. And that is where that would stop. To me, if there are still issues within those areas, then it becomes another counseling session and not an Annual Review. I also believe strongly that whatever I tell an employee, my team member, I better be able to back it up with documented facts. For example, when I am talking to turn techs, I want to document the number of great turns completed, the number of updates made in an apartment that increased the rental rate and made us all money. I want to let the Leasing professionals know their final closing ratios for the previous year (we go over these weekly anyway) and I want to hear them tell me how they plan to increase them! I want to hear their ideas on making the team function better and what I can do to assist them in accomplishing that.

I also like to take the time to actually set new goals with the team at the beginning of the year. Not that I am a cheerleader (exactly), but I feel the entire group should meet and go over all the successes and failures and create a team plan for pulling together to increase our ROI, NOI and decrease turnover costs (keep more Residents? Great! How! Provide better customer service! Great! How? - You get the idea.) In my experience no one in the larger companies has ever done that with me in property management. Somehow, I think some higher-ups seem to encourage the reactive rather than proactive, the negative reinforcement rather than the positive reinforcement. I am not, however, advocating sugar coating anything. If the property had a bad fiscal year, we better all know it and do something different to prevent it this year.

I try to offer everyone the chance to evaluate my performance as well. I invite their feedback. I want to know if I am communicating the needs of the property clearly. I want to know if I can help in any extra way. I want to hear their ideas! If there is an openness of the manager to accept some feedback this can greatly enhance how comfortable team members are in their job. The culture of the office is important! I know that when people arrive on site, whether it is to lease an apartment, inspect a unit, deliver a service or ask for a job, it is very important that there is a relaxed, welcoming feeling within the office setting.

Finally, managers should not leave critiques to the Annual Review. If this is the first time an employee hears something negative, then shame on that manager. Anyway, people are naturally apprehensive about the whole process. I just wish company policy would not tie one's whole raise to someone else's opinion. Then I would not receive a distressed phone call from a former employee that I think does an outstanding job who is completely feeling diminshed and unworthy and who is now looking for another job.

Rental Verifications, In MY Opinion ....

There is a recent discussion on-going in the Multifamily Insiders Group regarding obtaining rental verifications in a timely manner. I posted a response that included what an attorney said regarding verifying a past resident:

 Share I once took a class on this very topic where the attorney leading the class asked us why we were afraid of being sued for giving our opinion and/or answering a question factually. For example, the question, "Would you rent to this person again?" is really an opinion-related question. If YOU wouldn't rent to this person again, then say so, he said. After all, you are entitled to your opinion. Frankly, I agreed. Another example is the question, "Did the person pay rent on time?" Easy - either yes, they did, or no, they did not. There is no need to embelish in any other way. The problem is that people will sue or thresten to sue over the littlest things, and yes, my management company does not provide verifications other than the dates of occupancy for that reason for the conventional properties. However, for the Section 8 properties, Applicants can't be approved until the verifications have been received from prior landlord(s). But I still smile when I remember that attorney looking at us and asking us if we were not entitled to our opinions

Someone posted this response:
For my community, the "would you rent again" question is easy and does not involve my opinion. If they meet our criteria, we would, and should, rent to them.

Personal opinion is not part of our qualification criteria.

All of the information is taken straight from their file. If they have more than four non-compliance notices of the same type, we would not rent to them again. If they have more than four late payments, we would not re-rent. If they have a pet snake or pet spider and the manager is afraid of it and thus doesn't like them, tough. It is our job as community managers to be professional and leave our personal opinions out of the office.

Even if a prospect doesn't meet our criteria, we still treat them the same way we would anyone else. That's the law, and it's not subjective.

I was taken aback a bit at the terseness of the response. Of course, personal opinion is not part of ANYONE'S qualification process. That wasn't the point of the story. Additionally, I feel it is interesting that this responder states "If they have more than four non-compliance notices of the same type, we would not rent to them again." Really? You allow someone to intefere with their neighbors' rights to peaceful and quiet enjoyment at least FOUR TIMES before you actually do something to prevent them from continuing their behavior? I don't get it. I know exactly what this means, as this is not "my first rodeo." For those who haven't thought about this before - this means the management of this property allows someone to become a problem on at least four occasions for all complaining activities. This could be noise complaints, not cleaning up after their pet(s), not complying with housekeeping standards, not paying rent on time, causing property damage, parking in towaway zones, not complying with community rules in the Common areas (pool, workout facility, playgrounds, grill areas, tennis courts ... you get the idea.) For these 7 activities of non-compliance, this management office will issue up to 4 letters of non-compliance, which, to me, means the neighbors may be subjected to 28 times of being annoyed, inconvenienced, or treated un-neighborly.

Think about that - 28 instances of being unhappy. Of course, I am not implying that this person has allowed this at her community. However, to all Lessees out there, this is actually what could occur. In my opinion, the first time someone is non-compliant gives me pause to consider whether or not I would re-rent to them, even if they could qualify on credit and criminal background checks.  This, as the attorney in my story said, is the reason that as a Lessor, you have the right to say you would not rent to someone again. I absolutely understand that company policy may restrict what information is provided for verification purposes and I respect those instructions.

I also find it interesting that since this particular person is not afraid of snakes, then management companies should allow this type of exoctic animal to reside in a multifamily community. If the manager is scared, then tough, she writes. I feel I can be professional and still have an opinion on a topic, and that opinion should be respected. I disagree strongly that managers must  not have a personal opinion. I feel strongly that all topics should be reviewed thoroughly and all points of view considered before policy is interjected and arbitrarily approved. Some cities may prohibit exoctic pets and therefore an apartment community may not accept them whether or not your opinion differs.

How ridiculous of the above person to presume that Prospective Renters are not treated the same as anyone else? Just because one person may have a contrary opinion should not imply he will not comply with company policy and procedure. How many times have you received a verification form with the answer to the question: "Would you rent to this peson again?" filled out "If qualified ...." I understand what that means - it means, "Hell, No. You should see what's in their file ...."

To me, the response, "If qualified" means there are stories to tell. And I, for one, want to hear them. At least, that's my opinion.

I Have a Confession - I Hate Pool Season!

Today the Maintenance Team started the end-of-the-year chore of closing our apartment community's pool. I cannot say I am sad about this! I think there is so much work and worry about the community's pool that I wonder sometimes if it is worth having one - though I know it is, of course. But why does it have to be so much trouble???

I was here for 3 years and then I was absent from the property for about a year and a half. It took those three years of supervising the pool on a daily basis to get Residents to learn the Pool Rules and why they were important. It only took the next pool season to un-do all that teaching. Last year, all hell broke loose at the pool because, frankly, the Manager didn't seem to exercise much discipline herself in her approach to pool supervision. Residents broke several glass tables in the pool and they had to drain it and clean on a couple of different occasions. There was all sorts of liquor being consumed there on a routine basis, not to mention litter strewn all over, and all kinds of dirt caked around the perimeter of the pool.

I was fearful of what 2011 would be like. I was pleasantly surprised to discover that most of my Residents read their rules, although a couple thought nothing of bringing their pets with them. Now, I ask you - do you think dogs with a ton of hot fur, enjoy having to lie on 110 degree concrete in the middle of a 90 degree day? And really, nothing much happened this year. It's just that it is exhausting to have to close the pool every day at 9:00 P.M. It's disheartening to find cigarette butts littering the poolside. And it is upsetting to find unpleasantries in the Men's room urinals .... For the most part though, this year was okay.

I hope next year to install a key fob entry system. That will be expensive, but at least I won't have to always worry that people from the neigboring apartment communities won't be in the pool without permission. Oh wait! I guess that won't stop the Residents from going in there after midnight to do a little skinny dipping though, will it? Yeah - back to my original assessment. I hate the pool. I am glad it is time to close it for the season.

How To Turn Around The Bad Move-In Experience

I work alone in the Office - you know - no leasing team, no receptionist, just me, a team of one. So, it ALL falls on me. I have been with this property since 2005 in one way or another. Usually, I am in a different state at another property and I am the "Go To" person for the Manager here and act as a "Go Between" for her and the Owner/Corporate Office.

At other properties, Managers are usually busy doing "manager things", whatever that means. Don't get me started! As a team of one, I take the calls, show the apartments, set the turn schedule, etc. I also work with vendors and contractors and oversee the capital projects. I create the Budget. Basically, I like working alone, but it does have its drawbacks! One of those is that it all falls on me!

Recently, I needed to be out of the Office and I knew when I returned to the site, there would be two new families moving in. I left with instructions to the Maintenance Team (a team of 2) to inspect the units and make sure everything was on track for the move in dates.

When I returned, unfortunately, I assumed that the units were properly cleaned and ready to go. I was wrong! Each new Resident arrived (check!), lease signed (check!), money exchanged (check!), keys given (check!) .... ummmm. Apartment Examined? Well, I thought that was covered.

I actually rent a lot of apartments and townhouses here at Ashton Glen sight unseen! With the age of technology and internet search engines doing all the work, many times I can pre-lease and lease apartments with people right through our website and over the telephone. This was not the case with these two move-ins, however. Both families had visited prior to their moving into our community, but neither had seen the actual townhome into which they would be moving. The first person came in and we went immediately to the townhouse and walked through. I like to take paper and pen with me to make any notes on anything perhaps not up to par. Pretty soon, I was filling in a lot of notes regarding the cleanliness of the unit. Definitely not normal for us! We discussed the issues, made a plan to remedy the situation and went back to handle the paperwork and details. The second person came at her appointment time and I expected to do a walk through with her as well. For whatever reason she was especially stressed and just wanted me "to hurry it up!" So ... I did.

She wasn't rude, exactly, just not the most pleasant person. Okay - really she was a you-know-what, rhymes with witch - and grabbed her keys. I bet it wasn't more than five minutes later when she came back in and demanded to know which Garage was hers. I must have looked confused and I told her she didn't have a Garage; she had not reserved one beforehand. It was downhill after that, I can tell you. She pretty much was irate and I was the dumbest, rudest B*&%# in the world and WHY DID I RENT HERE? To make matters even worse, she sent her friend who was helping her move in to the Office to demand a Garage key and the telephone number of the Corporate Office.

So, how do you turn this situation from bad and worse to at least civil? Okay - yes, I admit that the cleaning was not perfect. I immediately called my back-up cleaners (this was last minute after all) and they came in and did a fabulous job! I sent our senior Maintenance Technician in and he stayed with her until every maintenance issue was addressed to her satisfaction. AND, when she complained the following day about a maintenance issue (a Saturday), the Maintenance Tech went to her apartment and addressed her complaint because he was already on sire attending to another emergency work order. AND, when she called two weeks later on a Sunday, I happened to answer the phone because I was on site for an emergency maintenance issue - but she did not need to know that! - and took her work order request and told her someone would be there in the morning.

I also sent her a note (handwritten) to thank her, welcome her, and to follow up about the Garage issue. We were able to resolve that as well (even though she did call the Corporate Office and complain about me.) In any event, although she does not smile and wave at me when I see her drive past me, I will continue to smile and wave at her. The thing I wish I could get her to understand is that I treated her the same way I have treated everyone here at Move-In. The Maintenance Team handles her requests the same way they handle everyone's - and they do routine things on weekends if they know about them and are already here. Just because they are NICE people and great Maintenance Technicians. This is normal for us! I feel terrible - still - that she experienced a less than perfect move in, but sometimes this happens even on the best property.

The one thing I will admit to though is this: I got upset about this! I was livid that she called the Corporate Office and I was angry that the Corporate Office immediately wanted me to give her a Garage, plus have me put in a remote control, too! I finally said out of exasperation that I would do this IF he was ordering me to do it BUT I would not be happy about it.

I wrote her a note of apology for the "bad move in experience" and I begged forgiveness ... but she did not get a free garage with a remote control. She ended getting a Garage ... with no remote ... but with a bit of a price reduction. I felt that was fair - because that is what I would do for ANY RESIDENT who did not have a great move in experience.