POM - REAL ESTATE - CONDOMINIUM OPERATION MANAGEMENT - May 17, 2014

OPERATION MANAGEMENT OF CONDOMINIUMS
NATIONAL COLLEGE OF BUSINESS ADMINISTRATION

AURORA BOULEVARD, QUEZON CITY
MASTERS IN BUSINESS ADMINISTRATION
OPERATIONS MANUAL FOR REAL ESTATE (CONDOMINIUMS)
IN PARTIAL FULFILLEMENT ON THE REQUIREMENTS FOR

PRODUCTION/ OPERATIONS MANAGEMENT
SUBMITTED BY:
JERRALYN ALVA
JEAN ALVAREZ-REYES
CHRITOPHER BALUBAR
LEAH MONTUYA
ARIANNE RASTICA
CONSTANCIA REYES
VANESSA TALANA
JOCELYN YNOT
SUBMITTED TO:
DR. JOSE T. MATEO
May 17, 2014
MASTERS IN BUSINESS ADMINISTRATION Page 1

TABLE OF CONTENTS
INTRODUCTION............................................................................................................ 5
What is a condominium?.............................................................................................5
What does a person own in a condominium?..............................................................6
What are some of the benefits of condominium ownership?........................................6
What are some of the obligations of a condominium owner?.......................................6
What is a condominium association?..........................................................................6
What are the advantages of being a condominium owner?.........................................7
DUTIES AND RESPONSIBILITIES OF CONDOMINIUM PERSONNEL......................10
ACCOUNTING CONSIDERATIONS RELATING TO DEVELOPERS OF

CONDOMINIUM PROJECTS.......................................................................................13
Forms and Types of Condominiums..........................................................................14
Application of Percentage of Completion Accounting to Condominium Projects........14
Mechanics................................................................................................................. 15
Allocation of Costs.....................................................................................................15
Carrying Costs on Unsold Units.................................................................................17
Selling, General, and Administrative Expenses.........................................................17
Conclusion................................................................................................................ 18
REAL ESTATE MANAGEMENT INFORMATION SYSTEM (REMIS)..........................19
THE ROLE OF INFORMATION TECHNOLOGY IN REAL ESTATE INDUSTRY......19
REMIS WORKFLOW DIAGRAM..................................................................................25
REAL ESTATE MANAGEMENT INFORMATION SYSTEM (REMIS) SCREEN..........26
SYSTEM FEATURES:...............................................................................................27
FLOW CHART OF REAL ESTATE CONSTRUCTION PROJECT.............................28

PUBLIC RELATIONS...................................................................................................29
10 Components of public relations that real estate developers and professionals can
employ to enhance overall results:............................................................................29
Three Ways Commercial Real Estate Firms Should Change Their Public Relations
Strategy..................................................................................................................... 31
HOUSEKEEPING AND SANITATION..........................................................................32
Condo Housekeeping................................................................................................32
CUSTOMER SERVICE.................................................................................................33
SAFETY AND SECURITY PROCEDURE....................................................................34
Rationale................................................................................................................... 34
Duties and Responsibilities.......................................................................................35
Roving Quick Reaction Team................................................................................36
Security Radio/ Telephone Operator and Key Master............................................37
CCTV Operator......................................................................................................38
Employees Entrance Security................................................................................39
Basement Entrance Security..................................................................................39
Condominium Main Lobby Entrance/Exit Security.................................................40
EMERGENCY PLANS..................................................................................................41
Fire Plan.................................................................................................................... 41
Fire Command........................................................................................................... 41
Fire Brigade............................................................................................................... 42
Fire Zones................................................................................................................. 42
Fire Teams................................................................................................................ 43
Evacuation Team......................................................................................................43
Security Team........................................................................................................... 44
Action/s in case of fire...............................................................................................44

During office hours.................................................................................................44
During Non-Office Hours........................................................................................45
Coordinating the Instructions.....................................................................................45
Location of Fire Fighting Extinguishers and Hydrants................................................46
Bomb Threat/Incidence Contingency.........................................................................46
GENERAL INFORMATION AND INSTRUCTIONS......................................................48
Coordinating Instructions..........................................................................................49
After receiving the threat........................................................................................50
What to do during an earthquake?............................................................................56
APPENDICES.............................................................................................................. 61
A. REAL ESTATE BROKER INTERVIEW PICTURES...........................................62
B. FORMS.............................................................................................................. 66
C-8 CONDOMINIUM REGISTRATION FORM.......................................................66
C-9 REPUBLIC OF ALBANIA DEED OF REGISTRATION....................................67
MODEL BYLAWS..................................................................................................68
MODEL MANAGEMENT AGREEMENT................................................................74
MODEL ASSOCIATION – CONTRACTOR AGREEMENT....................................78
CARETAKER’S AGREEMENT..............................................................................80
REFERENCES:............................................................................................................ 82

INTRODUCTION
MANILA, Philippines—Once a regional laggard, is getting to be one of Asia-

Pacific’s most appealing property markets. Land Developments extend to high-
rise commercial buildings, subdivisions, and condominiums within the
metropolis. That is why; Real Estate Developers are always in the look for
properties that can be developed, usually in the nearby provinces where land
are vast and appealing.
According to the findings of recent research published by Urban Land Institute

and Project Working Committee (PwC) “Emerging Trends in Real Estate®
2013,” Manila ranked 11th out of 22 regional markets ranked in terms of
investment prospects and 9th in terms of development prospects, marking a
rapid rise from near the bottom of the rankings in previous years’ polls.
Manila was ranked 18th in the outlook for 2012 and 20th in the two years before
that. This is the 7th edition of this trends and forecasts publication, which is
based on the opinions of more than 400 internationally renowned real estate
professionals, investors and other stakeholders.
This Operations Manual is focused on the most prevalent improvement

nowadays, Condominiums. Owning a unit especially our OFW’s who are keen
on investing their hard-earned money and see the fruits of their labor via Real
Estate investments.
What is a condominium?
A condominium is a form of ownership of an apartment building, with some
portions designated for individual ownership (the units or apartments), and the
remainder designated for joint ownership by the owners of the units (the
common property).

Here are the answers to some frequently-asked questions about condominiums:
What does a person own in a condominium?

An owner in a condominium holds title to a parcel of real estate that has two
parts: (1) the apartment itself, and (2) an interest in the common property. The
owner's interest in the common property is in the same proportion as the floor
area of the owner's unit is to the total floor area of all the units. These two parts
together comprise the individual's ownership interest in the condominium.
What are some of the benefits of condominium ownership?

Owners in a condominium have most of the same rights as any other owner of
real estate. Within certain broad limits, condominium owners are free to use,
sell, rent, or mortgage their property. They may leave it to their heirs in a will.
What are some of the obligations of a condominium owner?

One of the most important obligations of being a condominium owner is the
requirement to pay a share of the expenses of managing and operating the
condominium, including the expenses of maintaining and repairing the common
property. These are called common expenses.
Common expenses are allocated among the owners according to their
ownership interest.
What is a condominium association?

All owners in a condominium are members of the condominium association. The
association is responsible for managing the common property and regulating the
operations of the condominium. Voting power in the association is equal to the
member's ownership interest. In other words, the owner of a 5 percent
ownership interest controls 5 percent of the votes in the association. All persons
who become owners in the condominium must agree to be bound by the rules
adopted by the association.

What are the advantages of being a condominium owner?

People all over the world share a desire to own their own homes. In addition to
providing psychological benefits, in many countries, home ownership is viewed
as a financial asset or even an investment. If the value of your housing
increases, your wealth increases. You can sell your home and buy another that
is more suitable to your needs, or you can rent it to others. In places where the
level of rents is unrestricted and subject to sharp increases, ownership can
protect you from unforeseen increases in rent that may cause hardship or force
you to move.
Perhaps the most important advantage is that as an owner, you have more
control over your living conditions. This allows you to have a greater sense of
pride in your home. In a condominium, your apartment belongs to you. Even
though you share common property with other owners, you may participate in
making decisions about how the property will be managed and maintained. This
is the reason condominium housing appeals to many people.

BOARD OF TRUSTEES
Condominium Corporation PROJECT CONCEPTS AND ADMINISTRATIVE SERVICES, INC.
President
Managing Director
Condominium Corporation
Asst. Gen. Manager
Property Manager
Project Concepts and Administrative Services, Inc.
Bookkeeper/Accountant Cashier/ Billing and Security and safety officer

Receptionist
Condominium Corporation Collections Condominium Corporation
Maintenance Personnel Security Personnel

Condominium Corporation Housekeeping Personnel Security Agency
Janitorial Agency
Electro-Mechanical Detachment Commander
Maintenance Personnel and Janitorial Supervisor
Building Plumber Security Personne
Janitorial Personnel’s

Sample Condominium Picture


DUTIES AND RESPONSIBILITIES OF CONDOMINIUM

PERSONNEL
Property Manager
1. Roving around the

condominium at least
once or twice a day
2. Checks cleanliness of the common areas and coordinate
with Maintenance Personnel
3. Checks the condition of; elevator, elevator machine room, water
pumps, and swimming pool machine
4. Checks which lights are supposed to be opened

during daylight
5. Checks the condition of
the plants at common
areas
6. Attends to all of the concerns of unit owners, tenants, and other
staffs of the condominium corporation
7. Coordinate with the Power Control Personnel if there are problems
regarding electric power supply and cable
8. Coordinate with the Security officer if there are some problems
regarding security problems
9. Coordinate with the Operation Team if there are some problems
regarding condominium units and common area repair
10. Attend to unit owners who wish to move-in/accept their unit and coordinate
with the Marketing Dept./Accounting Dept. for verification

11. Coordinate with the Operation Team and Power Control regarding the punch
list and power supply respectively of the accepting owner
12. In case of unit improvements, check their plan and coordinate with the
Head Office regarding the approval
13. Checks the unit improvement of the owner before releasing
of Cash Bond
14. Report necessary and
unusual problems to
Head Office
15. Monitor and evaluate the performance of JAS
Man. Personnel
16. Checking of janitorial, security, maintenance and other
staffs of Condo Corp. DTR
17. Evaluation and endorsement of billing and contract of
janitorial and security personnel
18. Organize and presides monthly meeting with
janitorial personnel
19. Create housekeeping personnel daily activities
20. Random checking
of security logbook
21. Evaluation and approval of monthly billing for
tenants and unit owners
22. Evaluation of petty
cash replenishment
23. Provides Updates
24. Other works would come necessary for a building
administrator to attend to

Treasury Staff
1. Billing and Collection

2. Record keeping of bills and payment records
3. Receptionist
Security Officer
1. Supervising of guards
2. Maintaining the safety and security of the building
Handymen (Technical and Engineering)
8-5pm (Monday-Friday and Sunday)
1. Operates STP
2. Measuring water levels Operates and maintain swimming pool
3. Maintenance calls (repair of defective plumbing and electrical line of
units etc.)
4. Maintaining the cleanliness of the roof deck and tanks
5. Transferring of water
6. Equalizing of rain water
7. Temperature reading
8. Switch on and off lights management
9. Cleaning and maintaining elevators
10. Maintaining plants
11. Operates the opening and closing of lights in the common areas
12. Monitoring/Reading of temperature every hour at elevator machine
room and yard
13. cleaning of machine room and rain water catchment facility

ACCOUNTING CONSIDERATIONS RELATING TO
DEVELOPERS OF CONDOMINIUM PROJECTS
Interest in the concept of condominium ownership in the United States has

been rapidly increasing in recent years. This article discusses accounting
considerations relating to profit recognition by developers and sellers of
condominium projects. It also touches briefly on the historical development of
the condominium concept, some of the between fee and leasehold
condominiums. While the discussions in this article are directed primarily
towards condominiums, many of the principles involved are also applicable to
cooperatives. References made to legal requirements are for illustrative
purposes and should not be construed as providing guidance on legal
matters.
Forms and Types of Condominiums
Condominiums generally take two forms: leasehold condominiums and fee

condominiums. Leasehold condominiums are those in which the developer
retains title to the land and, in some cases, the improvements, and leases it
to the individual condominium lessees on a long term basis. Leasehold
condominiums, however, are not permitted in certain states. 5 Fee
condominiums are characterized by ownership of the land by the individual
condominium buyers. Condominiums may be of several types. The most
typical are high rise apartments, townhouses, garden apartments, high-rise
office suites, shopping centers, and certain recreational centers.
Combinations of the foregoing individual types are also possible.
Application of Percentage of Completion Accounting to Condominium

Projects
Developers of single-family residential properties normally use the completed

contract method of recognizing profit. Since this is the "prevalent method,"
the question often asked is why the percentage of completion is acceptable
accounting for certain vertical single family developments and is generally

not used for the more traditional horizontal single family developments. The
answer to this question may be found in accounting literature relating to
construction contractors. Generally, such contractors record earnings using a
percentage of completion method for long-term construction projects.
Condominium projects are often carried on for periods of time extending over
several accounting periods. Unlike single family houses, individual units in a
high-rise project cannot be completed as single units. To a large extent, high-
rise construction might be characterized as "all or none" – a builder cannot
stop halfway. On the other hand, a condominium project containing
segmented and separable structures which are not constructed over long
periods of time, such as attached townhouses containing five or six units
each, Should generally be accounted for under the completed contract
method. In practice, the completed contract method really means the
completed closing method with appropriate deferral of revenues allocable to
completion of common areas. So, in essence, all projects should be on a
percentage of completion method in one fashion or another.
Mechanics
After the various tests, requirements, and limitations as to the use of

percentage of completion accounting have been dealt with, the mechanics of
applying the method are relatively simple. The key factor - the extent of
percentage of completion - may be based on performance or may be based
on cost relationships. Performance is usually measured by engineering or
architectural estimates and not on the basis of rationales about management
or sales performances geared to front-loading of profits. Percentage of
completion based on cost relationships is probably the most common method
used and, in simple terms, the percentage is the result of dividing
construction costs to date by estimated total construction costs. This
percentage is then applied to the estimated gross profit on sales to date to
arrive at the profit recognizable to date. It is the author's view that land and
other "one time"

OTHER FACTORS
Allocation of Costs
Generally, the first element to be allocated in a multiphase development is
the raw land cost. The allocation may be based on relative values, areas
(square footage, for example), specific identification, or combinations of
these methods. A word of caution should be added: the specific identification
method may not be appropriate in large developments since premiums, in
excess of inherent land values, are often paid for the last parcels acquired. It
appears that allocations based on relative values would be appropriate in
most circumstances. Costs of individual structures should be accumulated
separately and allocated to the condominium units using a relative value
approach. Costs associated with common areas are often more difficult to
allocate, especially if the common areas relate to several phases of the
development. In cases of multiphase long-term developments, an obligation
usually exists to complete the common areas even if subsequent phases are
not constructed. In these circumstances, careful consideration of all the
surrounding facts, including the financing commitments, market studies, and
financial capabilities of the developer, may very well indicate that common
area costs should be allocated entirely to the "committed" areas - or first
phases - which are to be developed. Amenities which are not expected to be
deeded as common areas are often planned as self-sustaining operations, or
as operations not expected to be self-sustaining but to be used as selling
tools, or as a combination of both (for example, situations where the
amenities are expected to be self-sustaining after an initial "free membership
period"). If the amenities are expected to be self-sustaining, costs should be
accumulated on a specific identification basis to the extent practicable. "Free
membership period" operating losses of amenities expected to be self
sustaining should be projected and allocated to condominium units on a
relative value approach. With respect to facilities with respect to facilities

which are not expected to be self-sustaining (that is, facilities not expected to
provide a return sufficient to cover both costs of operation and recovery of
construction costs), all unrecoverable costs incurred in developing the facility
should be charged
Carrying Costs on Unsold Units
Certain costs relating to unsold condominium units will continue even after
construction is completed. Examples of such costs are interest, taxes,
maintenance, and insurance. It is common practice in real estate accounting
to capitalize interest and taxes on land, up to its net realizable value, until the
land has reached a saleable condition. With respect to condominiums, all
carrying costs should be estimated at the inception of the project and
allocated to all units in the project. In other words, the first units sold should
absorb a portion of the costs related to carrying unsold units. In the event
that estimates require revision, a proportionate part of the adjustment relating
to units sold should be reflected in current operations. An upward revision of
estimated carrying costs may be the first indication that the project is
experiencing problems with either construction or consumer acceptance -or
perhaps both. If problems are involved and the recovery of costs becomes
doubtful, an adjustment reducing accumulated costs to net realizable value
may be necessary. In some cases, a provision for ultimate losses may also
be needed.
Selling, General, and Administrative Expenses
Condominium developers should generally account for selling, general, and

administrative expenses in the manner prescribed in an AICPA industry
accounting guide entitled “Accounting for Retail Land”

Sales as a general rule, these costs should be expensed, although
capitalization and deferral is permitted under certain circumstances
specifically, the costs that may be capitalized or deferred are carrying costs
and direct selling expenses. Direct selling costs (for example, commissions
paid to salesmen) may be deferred if the profit relating to the sale is deferred.
In certain rare cases - for example, when a special purpose joint venture is
involved - selling, general, and administrative expenses may be deferred as
pre-operating expenses if revenue is not being recognized. However, as
soon as the entity becomes operational (that is, it is no longer in the
development stage), operating costs should be expensed as incurred and
deferred expenses amortized over an appropriate period. As in any other
business enterprise, deferral of costs must be predicated on the expectation
that such costs will be recoverable from operations.
All costs deferred or capitalized -including, but not limited to land

improvements, carrying costs, and direct selling expenses – must not exceed
their estimated net realizable values.
Conclusion
Accounting for condominiums, while unique in many respects, is

fundamentally the same as accounting for any long-term activity where
uncertainties are involved. A key factor to be considered is the
interrelationship and inseparability of the real estate sale and the
construction activity. With proper planning and judgment, the seemingly
monumental cost accounting problems can usually be solved without
traumatic repercussions. There is nothing mysterious about condominiums-
accounting for them is simply a matter of using caution and common sense.

REAL ESTATE MANAGEMENT INFORMATION SYSTEM

(REMIS)
The Real Estate Management Information System (REMIS) provides
technology platform for the Real Estate Condominium Acquisition. The
foundation elements of this technology platform are from Oracle 11G, Celera
EMC and AccelaTech.
Using AccelaTech 8.3 technology, NCBA-MBA and BIM Analytics jointly

designed, developed and deployed a customized ArcMap processing
environment with a versioned, multi-user, REMIS – Oracle 11G Databases.
The new system allows processing, storing, maintaining and accessing of

both tabular and confidential data of condominium tenants and landlords.
The ORACE 11G databases were originally developed to store the

information from each tenant or unit owner: name, address, and landlord
data.
THE ROLE OF INFORMATION TECHNOLOGY IN REAL ESTATE

INDUSTRY
How is Information Technology Currently Being Used?
Employees of real estate companies frequently think in terms of “projects”. It

comes as no surprise that a majority of companies think in terms of “projects”
(E-mail implementation, web site development, high speed Internet access,

etc.) for their IT systems. As a result of this “project” style of thinking, IT and
its related funding typically follow the real estate boom and bust cycle. Many
“projects” are limited to automating the data capture and reporting processes
within a company. For example, IT might be used to automate the process of
producing construction budgets, writing commitments and tracking payments
to vendors. IT funding typically only occurs during one or, at most two, of the
real estate cycles. With limited and inconsistent funding, few companies are
able to achieve high level goals with their IT systems.
Successful real estate companies use an “investment” vs. a “project” related

approach to their IT systems. The “investment” approach provides IT funding
during all three phases of the real estate boom and bust cycle. Even in a
down cycle, successful companies use IT to reduce costs and improve
operational efficiencies. Through higher end connectivity solutions, an
employee in the field might be able to electronically transmit up-to-date
information to an IT system in the corporate office. The information is
updated real time and provides management with information not readily
available anywhere else. This long-term approach to IT “investment”
supports the company’s long-term goals and objectives. Companies using
the “investment” approach are able to move beyond IT basics and achieve a
competitive advantage in their marketplaces.
What Are the Issues?
Many real estate companies will need to rely on IT to allow them to expand
their businesses over the next five years during a time when many are
predicting a slowdown in the economy.
Will Information Technology Change the Real Estate Industry?
IT is becoming a driving force necessitating change in the way real estate

companies market to their clients.

Companies that are quick to adapt will survive and those that delay will find it
harder than ever to survive against IT savvy competitors. A 2005 Orange
County Executive Survey confirmed the growth of the Internet and showed
that 90 percent of surveyed businesses now have a web site compared to 79
percent in 1998 and 59 percent in 1997.
Employees of real estate companies are wearing more hats than ever.
Corporate real estate executives serve as directors and integrators of
information. The traditional lines between departments such as sales, human
resources, information technology, finance and others have blurred as
departments have a need to share the same information. “Investing” in the IT
integration of corporate wide information is essential in order to build a
foundation to allow a company to achieve higher level, long-term goals.
Effective use of IT is quickly becoming a necessity, even in an industry as
conservative as real estate.
Corporate real estate executives must play a leadership role in the

integration of resources and IT; thus easing the transition as the lines blur.
This requires a blending of people, technology, and connectivity. In this new
era, the role of the corporate real estate executive is one of a strategist. New
trends and alliances are bringing about continual change in the business
climate. One of those changes is the rise in outsourcing.
Internal IT employees frequently have the in depth knowledge required to run

and maintain in-house systems. Outside IT professionals provide industry
expertise and experience needed to leverage corporate real estate in a new
light.
Is Real Estate Evolving?
IT is a key reason for the quickening pace of the corporate real estate
evolution. IT is critical in the linkage between the parts of a company that

previously had not been linked. This has become even more important in the
context of corporate alliances and support of long-term company goals.
Corporate real estate executives are evaluating new information technologies

and the impact upon their organizations. A key question is what role IT plays
in helping a company become more effective, improves service and measure
performance while adding value to their business. Implementing more
efficient work processes throughout the organization allows a company to
grow revenue. If a company isn’t growing revenue, it must reduce expenses.
Consolidations will continue to occur in the real estate industry. IT provides

the opportunity for savings through the integrating transactional and
reference information.
What Opportunities Exist?
The following are examples for real estate companies that present
opportunities for companies to gain additional efficiencies through
implementing technology solutions:
Sharing of common information between various departments. A

company using a “Project” related approach to IT might install new
equipment in various departments but fail to assist in the sharing of common
information. Each department (Accounting, Operations, etc.) might create
their own client database with the same vendor address and information. A
technology “Managed Services Investment” approach would centralize
information into a shared database used by all departments. In addition to
the elimination of duplicate information, operational efficiencies are obtained
when a vendor address change only needs to be updated in one location.
Integrating IT with business processes. On a “Project” related approach to

IT, companies install new equipment but fail to integrate the new software
and hardware with business processes. An “Managed Services Investment”

approach would include a business process mapping or analysis. An analysis
might follow the trail of information from a field supervisor approving the work
that was done, the vendor’s invoice, receiving documents and the accounts
payable process to cut the vendor check. A process mapping or analysis
allows the company to determine how information is used throughout the
company and if there should be a change in the way business processes
information. IT solutions are then implemented to support the new business
processes. Using this “Managed Services Investment” approach, IT solutions
are able to achieve optimal results.
Connecting remote locations to the main office. Information exists at a

number of different locations. A “Project” related approach to IT involves the
installation of dial-up telephone lines or use of the Internet. This allows
remote employees working in remote locations to connect to the main office.
The concentration is on data collection and how to connect the remote
employee to the main office. An “Managed Services Investment” approach
might implement solutions that examine how information is used at a remote
site. For example, information could be gathered using a hand held
computing device then transmitted electronically to the corporate office. This
methodology places technology in the hands of the employee performing the
work. The “Managed Services Investment” approach focuses on how the
remote employee uses information.
Compatibility with major business contacts. A “Project” approach to IT

might include the installation of new hardware and software that is similar to
what a company’s major business contacts are currently using. An “Managed
Services Investment” approach would include working jointly with outside
business contacts to determine their future plans and direction. A combined
integrated solution with a company and its outside business contacts
provides a sound foundation for the future.

Tracking and accounting for large volumes of transactions. “Project”
related solutions involve the installation of new hardware and software
solutions capable of handling larger volumes of data. A “Managed Services
Investment” approach would involve the implementation of a document
management solution capable of storing electronic images of various
documents. This higher end solution would allow an image of a committing
document (purchase order, work authorization, etc.) to appear on the screen
for an accounts payable clerk. When processing a payment, it would be a
simple process for the clerk to verify the invoice matches the committing
document. With this approach, the filing process is also automated,
enhancing the future retrieval of information.
Efficient use of IT systems currently in place. Organizations taking a

“Project” approach might install new IT systems, and then request that
employees attend outside training classes. Under this “Project” approach,
employees learn on the job or from each other using a trial and error
methodology. A “Managed Services Investment” approach to IT involves IT
and company employees working together during the design, testing and
implementation process. Once systems are installed, the “Managed Services
Investment” approach works with employee departments to receive the
training and follow-up support that is needed. IT follow-up support starts
immediately upon implementation and continues while the IT systems are in
place. Larger companies may implement a help desk that acts as the initial
front line of support to the company employees.
Use of IT for marketing. A “Project” approach to IT might involve the

development of a company web site. While this provides a high tech image
for the company, it does not, by itself; help the company achieve its long
range goals. An “Managed Services Investment” approach integrates the
company’s web site with local resources. In addition, web site visitors might
request company literature requiring future follow-up. This information needs

to be integrated with the manual processes that already exist within the sales
and marketing department.
As IT grows, management should strategically think and not limit their

approaches to the examples outlined above. Solving the issues facing
today’s businesses provides a dramatic opportunity to improve operational
efficiencies, reduce costs and improve competitiveness.
REMIS WORKFLOW DIAGRAM
The REMIS was based in a 32-bit object oriented Microsoft framework. The
querying capabilities were developed that allowed more flexible access to
existing information. Because, the methodology for accessing data was

standardized, very little end user training was necessary. With very little
training, computer novices quickly were able to query and modify their own
leases, titles, rents and options. The legacy would have required a series of
faxed documentation to enter or correct a Real-Estate document.
A simple to use communications program allowed the Real-Estate Manager

to gather any modified records, and places them onto.

REAL ESTATE MANAGEMENT INFORMATION SYSTEM (REMIS) SCREEN
REAL ESTATE MANAGEMENT INFORMATION SYSTEM User Interface

SYSTEM FEATURES:
1. The system will provide accurate, up-to-date information to the future

condominium owners and system users negotiating the leases in a
timely manner.
2. The system needed to be powerful yet simple-to-use. Its user-friendly
feature is easy to navigate by newbie in IT industry.
3. Security with checks and balances. The information contained within
the system is deemed highly sensitive from both a legal and a
corporate standpoint.
4. Custom reports for the existing Real Estate business requirements
were to be included in the design. A custom query tool would also be
required for future, yet-to-be-determined Real Estate business
requirements. Flexibility in its reporting capabilities would jeep the
system effective in an ever changing and increasingly competitive
shipping market.
5. The REMIS data is readily exportable for external consumption by two
MS Access based systems performing Tax and Risk Management.
A user-friendly interface was developed along with a customized database

system that met Real Estate business requirements. REMIS object-
oriented technology helps the users to process information more
accurately and efficiently.


FLOW CHART OF REAL ESTATE CONSTRUCTION PROJECT
.
Permits for building Planning permit for
construction construction
Project completion and

Project Construction Project Management
acceptance
Property Management
License for sale Make sales contract Notarize sales contract
Project Evaluation Make ownership

certificates

PUBLIC RELATIONS
Public Relations (PR) is the practice of managing the spread of information

between an individual or an organization and the public. Public relations may
include an organization or individual gaining exposure to their audiences
using topics of public interest and news items that do not require direct
payment. The aim of public relations by a company often is to persuade the
public, investors, partners, employees, and other stakeholders to maintain a
certain point of view about it, its leadership, products, or of political decisions.
Common activities include speaking at conferences, winning industry
awards, working with the press, and employee communication.
The legal arrangement for the right to occupy a dwelling in some countries is
known as the housing tenure. Types of housing tenure include owner
occupancy, tenancy, housing cooperative, condominiums (individually
parceled properties in a single building), public housing, squatting, and
cohousing. The occupants of a residence constitute a household.
Residences can be classified by, if, and how they are connected to
neighboring residences and land. Different types of housing tenure can be
used for the same physical type. For example, connected residents might be
owned by a single entity and leased out, or owned separately with an
agreement covering the relationship between units and common areas and
concerns.
10 Components of public relations that real estate developers and

professionals can employ to enhance overall results :
1) Opinion research — to help win approval from communities and

government. It used to be that the biggest barrier to development was earth,
water and nearby surroundings, but now its public opinion, politics and the
potent outrage industry. Public relations professionals are your antenna,
conscience, and voice and the key to the approval process. Public opinion

research will help make the public and political landscape clearer, shape
messaging, and energize the silent majority who often remain on the sideline
during the approval process.
2) Market research to help understand the marketplace and your customers

– including their needs, wants desires and fears. To be understood, you first
need to understand.
3) Community relations and corporate social responsibility – which will help
significantly with winning approvals, building brand and reputation, and foster
a deeper, broader customer base and more referral sources.
4) Social media and content marketing are public relations. Neither is solely
about technology; both are about developing compelling content that drives
engagement. Successful real estate professionals realize the full power of
engagement.
5) Every real estate professional knows that online is THE place to be, and
public relations should be utilized to drive SEO (Search Engine
Optimization). Google rewards those online sites that are compelling,
engaging, informative and insightful. Public relations professionals are skilled
storytellers and content generators and should be a part of all SEO-related
initiatives. The future of SEO is not in technology; it’s in the ability to tell
stories that readers and Google will find interesting. And that’s public
relations.
6) Publicity and media relations, staples in the real estate marketing mix,
continue to be immensely important and help drive marketing and social
media activity.
7) Crisis communications planning is no longer a luxury for major

corporations. Every organization — particularly those serving multiple publics
— should have a “Plan B” and be ready to address the question “What if?”

And now, more than ever, real estate may involve complex litigation that
requires effective legal and public relations counsel.
8) Media and presentation training to ensure spokespeople and salespeople

are on-message and can handle difficult questions.
9) Special events to mark milestones create excitement and build a

community
10) Strategy, counseling and reputation management … because real estate

goes beyond the transaction. As Warren Buffett said, “It takes 20 years to
build a reputation and five minutes to ruin it. If you think about that, you’ll do
things differently.” In the end, real estate goes beyond bricks and mortar;
people buy with their heads and their hearts, so trust is essential.
Real estate transactions, big or small, are often complex, involve multiple
parties and are shaped by emotion more than logic. If fully utilized, public
relations is the lone communication discipline suited to help bring parties
together, build mutual understanding and make deals happen.
Three Ways Commercial Real Estate Firms Should Change Their Public
Relations Strategy
1. Develop a point of view. Rather than tout a new tenant in a press
release, create content that has an authoritative perspective on an
emerging neighborhood or market. Whether it’s explaining why you
think cities are the next “it” location for pharmaceutical companies or
using data to show why urban residential development needs to
become more efficient or flexible, be thought provoking. Your insights
will pique the interest of the media, as well as possible investors or
tenants and could help on the community relations side, as well.
2. Reinvent the quarterly/annual report. There are many more compelling
ways to tell the story of market conditions. Whether it’s video or info
graphics; Q&As; or blog posts that are well optimized for search

engine optimization, injecting creativity into this process and
developing content that is more easily shared through social and
syndication channels can give the information legs beyond the first
day it is released and drive more traffic to your website.
3. Stop treating social media like a neighbor’s cute pet. Something fun to
see once in a while, but you are glad you don’t have to pick up after it
every day. Real estate is a patient industry, one based on long-term
relationships and long views, while not necessarily focused on what’s
happening right this second. That is respectable. But what is
happening right this second is a conversation. Do you want to be a
part of it? If you are issuing press releases and reports, clearly you do.
Social media allows you to participate – especially to listen – so that
you can offer your expertise when someone could use it.
HOUSEKEEPING AND SANITATION

Condo Housekeeping
The company will hire the following: Building Supervisor, Executive

Housekeeper and Assistant to Executive Housekeeper to keep and maintain
the building clean and tidy. Professionally qualified, highly trained,
experienced, efficient and courteous staff shall be employed by the company.
The staff shall be in smart and clean uniforms.
There will be Garbage Chute per floor for the garbage of the owner of the
condo unit and every morning the cleaner will collect the garbage and clean
each floor to keep the cleanliness of the surroundings of the condominium.
There shall be assigned trash bins at the ground floor and parking areas for
Biodegradable and Non-biodegradable waste materials in order to easily
segregate the two.

All materials for cleaning shall be maintained in orderly stock piles at
basement. Access aisles shall be kept clear of loose materials and tools.
All stairways, passageways, gangways and ramps shall be kept free of
materials, supplies and obstructions to avoid accident and trouble in the way.
Loose or light-weight materials shall not be stored or left unsecured on roofs
or unenclosed floor.
Tools, materials, extension cords, hoses and debris shall not be placed so as
to cause tripping hazards. Adequate lighting shall be provided in all work
areas, passageways, stairs, ladders and other areas used by personnel.
CUSTOMER SERVICE
Similar to when you purchase something new that requires upkeep, you often
have to read a manual to understand all of the product features of a
condominium. The condominiums nowadays have many operating parts, and
therefore many manuals and maintenance responsibilities. It’s truly a time
saving and value added component of their home buying experience to have
their home customer care representative explain everything in a condensed
thorough manner.
The condominiums are no exceptions when it comes to necessary

maintenance in order to keep running smoothly and to protect the individual’s
investment. By properly maintaining the component within our home, a lot of
problems can be avoided. The kitchen, laundry and bathroom are high-use
areas and may require additional care and routine checks. It’s important keep
in mind that warranties don’t tend to cover problems that arise due to failure
to perform routine maintenance. Basic repairs and maintenance are also an
opportunity to keep your home healthier.
True emergency exists inside a Condominium unit
Emergency Service is to be treated with the same sense of urgency and

sensitivity. The company should emphasize that you do not hire independent

contractors to make warranty repairs for you. The company will not be
responsible for expenses incurred by others, unless authorized in writing our
customer care department.
The company owner’s priority is for their condominiums owners. Precautions

are taken to ensure that your home and your community are well equipped
for your peace of mind. Alarm panels, Intercom Systems, Security Channels
and Panic Alarms are all examples of extra measures we take.
The company today’s established protocol or soliciting, access control fire

safety and special evacuation procedures for your added safety as well.
In any event of life-threatening emergency, the companies have an

emergency numbers that their condominiums owners can call.
SAFETY AND SECURITY PROCEDURE
Rationale
This comprehensive security plan is formulated to serve as guidelines for
security personnel assigned for the fulfillment of their institutional goals and
objectives, and justifications of their functions and actions.
Mission
The security personnel shall be compliant with their contractual obligations

and responsibilities as well as the rules and regulations set forth by
Management concerning security and safety with utmost dedications,
excellence and competence, to wit:
1. To undertake security measures for the total protection of

customers and employees, properties/assets against, theft,
pilferage, robbery, trespassing, and other unlawful acts by
employees or third parties;
2. To maintain peace and order within the premises through
coordination with the local enforcement agencies;

3. To enforce rules and regulations issued from time to time by
the Management and the Security Agency. respectively;
4. To commit and abide with its contractual obligation in order to
promote moral behavior towards effective service that
advocates progressive internal and external security measures.
Duties and Responsibilities
To achieve the above-mentioned mission and objectives, the security

personnel/officers to be detailed should know the following Post Job
Descriptions as follows:
Head Officer/Assistant Head Officer
 Supervise and Control of all security personnel detailed during

their tour of duties.
 Directly responsible for the implementation of security plans
including policies and procedures, memorandums, etc. and
other instructions from the Security and Safety Manager.
 Reports all breaches of security to Security and Safety
Manager during his tour of duty.
 Keeps the Security personnel oriented with his duties and
responsibilities.
 Conduct regular post inspection for cleanliness, security
personnel hygiene, and proper fashion and to apply punitive
action against security personnel base on the agency infraction
and deviation
 Conduct pre-posting formation or guard mounting to all
incoming security personnel for dissemination of security and
safety instruction.
 Acts as channel of information between agency and client
whom he serves.

 Maintain confidentiality of security records and shall not release
any without approval from the Security and Safety Manager.
 Submit monthly report on the status of security personnel,
firearms and other pertinent documents needed by the agency
and the client.
 Conduct investigation during his tour of duty to include guest
and employee complaints, etc.
 Make daily time records of the subordinates.
 To supervise close down procedure of all security entry/exit
post of the hotel in case of active shooter incident.
 Assists in monitoring functions in case the Outlet Roving
Security Personnel could not monitor all his function.
 Assists Outlet Roving Security Personnel during clearing
inspection after every function.
 Assists in the arrival of VIP’s and ramp dropped off area for
monitoring.
 Assists in the rescue of reported man trapped.
 Perform other task as directed by the Director of Security,
General Manager and Operations Manager
Roving Quick Reaction Team

 Conduct hourly perimeter inspection and ensure perimeter security
guards perform their duty satisfactorily in line with the hotel
guidelines.
 Assist the Security Office when service needed.
 Assist at the Lobby security especially during bulk entrance of
guest and monitor local syndicate in the said area.
 Assisting Outlet Roving Security during heavy function to ensure
all function has been properly monitored.
 Assist in relieving his fellow guard during break time and other
personal necessities.

 Assist his officers, Security and Safety Manager with effort to
reduce/eradicate prostitution/pimping and other unwanted persons
 Monitor and extend assistance in all restaurants of the hotel for
skipper, etc.
 Monitor bodyguards roaming inside the premises for firearms
control.
 Assist the Finance Department in the counting of outlet
remittances and provide escort duty to the bank.
 Observe movement of people inside the hotel and react/assist in
any emergencies.
 Conduct Gas / Water Delivery monitoring.
 Conduct Daily Security Audit of fellow guards.
 Conduct hourly perimeter inspection to ensure free/safety from any
explosive device
 Conduct daily inspections of paraphernalia and proper grooming of
all fellow guards.
 Perform other task as directed by the Director of Security, General
Manager and Operations Manager
Security Radio/ Telephone Operator and Key Master
 Control and disseminates all incoming radio transmission to all

security posts.
 Assist radio message transmission of employee/s.
 Receive telephone calls from outside and within the hotel Line.
 In charge in Filing all Security Department Documents as directed
by the Director of Security.
 Control of all hotel keys and ensure that the borrower properly
returns issued keys.
 Accept and log all letters for hotel employees and departments.
 To maintain peace and order within his area of responsibility

 Maintain confidentiality of information and shall adhere to the
policy
 Assist in emergencies such as fire, earthquake, bomb threat, etc.
 Accomplish Fire Activation Report after fire drill and fire
occurrence.
 Issuance, logging, and monitoring of security control pass for
visitor, applicants, and construction workers.
 Issuance, logging and monitoring of housekeeping cellphones.
 Prepare and submit office supplies requirements needed by
Security Department.
 Dissemination and posting of Banquet Event Order (BEO).
 Control and assist departments during non-office hour, weekends
and holidays.
 Maintain cleanliness within his area of jurisdiction
 Perform other task as directed by Director of Security and
Operations Manager
CCTV Operator
 Monitor thru surveillance system all public areas, guest hallways,
restaurant outlets, guest and service lifts, lobby area.
 Monitoring and logging of employees violating fashion and
grooming standard.
 Monitor and disseminate alarming of panic buttons installed
 Conduct CCTV review as per request by departments.
 Conduct CCTV review needed in investigation.
 Maintain confidentiality of information/record and shall adhere to
the policy related herewith.
 Monitor suspicious movement of unwanted person inside the
condominium such as sneak thieves, prostitute, pimps, etc.
 Collecting and submitting employee’s time in/out records to HRD.
 Ensure that employee time in/out is correct.

 Maintain records of CCTV
 Maintain case and incident records for future reference.
 Maintain equipment cleanliness and workability in coordination with
Engineering Department.
Operations Manager
Employees Entrance Security
 Monitor time in/out of casual employee and practicum student.

 Coordinate with departments on visitors and applicants.
 Assist PLDT Public Phone Collection.
 Monitor and log employee’s Official Business Log.
 Assist the HRD in compiling of applicant’s resume.
 Assist employee needing immediate medical treatment.
 Conduct frisking and bag inspection to all employees including
visitors, applicants, and construction workers.
 Log all construction workers’ tools and equipment.
 Address inquiry made by visitors, applicants and construction
workers.
 Assist in emergency call.
 Issuance of supplier’s ID and proximity/access cards to all suppliers
for delivery.
 Log all vehicles/emergency deliveries at night for Loading Dock
Entrance Security was not around.
Operations Manager
Basement Entrance Security
 Conduct thorough vehicle inspection including 360 degree

mirroring and trunk inspection for detection of IED, incendiary
bomb, corpse and deadly weapons.

 Assist the vehicle driver for low elevation areas of basement
parking to prevent vehicle damage.
 Close coordination/communication with basement 2 parking guard
for accident free vehicle traffic.
 Assist in the maintenance of traffic flow
 Ensure that peace and order is maintained within his area of
jurisdiction
 Remind pedestrian entering the Lobby Lounge Slipway.
 Perform other duties and functions instructed by the Director of
Security and Operations Manager
 Record/log all vehicles entering the condominium
 Issue and collect parking ticket/fee.
 Assist and attend to guest complaint.
 Ensure smooth traffic flow.
 Conduct initial gathering in vehicular accident
 Reserved parking slot for VIP during function/event.
 To issue and collect employees parking ticket/fee.
Condominium Main Lobby Entrance/Exit Security

 Conduct thorough body frisking and inspection on all guest and
his or her belongings with the help of walk through metal
detector.
 Issue and accept firearms deposited by law enforcer.
 Control of firearms and adhere to the policy of “one firearm per
bodyguard per VIP”.
 Prevent the entry of banned and undesirable/unwanted
guest/person inside the hotel.
 Ensure the guest will take no hotel amenities. Plain view only.

 Discourage and prevent entry of unwanted person such beggars,
solicitation, criminal element, etc.
 Inform the Main Lobby Security on the presence of criminal
element such as sneak thieves, pimp, prostitute, etc.
 Issuance of guest passes for the equipment to be set up to the
function area
 Ensure that both fire exits are always closed.
 No overstaying vehicles in front of the lobby of the hotel.
 Turn over to HRD Department any Lost & found items
 To guide the guest into the smoking areas.
 Assist for the opening and closing of the Business Center.
 To assists PWD (Persons With Disabilities) guest.
EMERGENCY PLANS
Fire Plan
This Fire Plan describes the organization and outlines the procedures to be
followed by all officials, supervisors, and employees for realistic, simplified
and effective methods of:
a. Preventing and combating fire.
b. Ensuring an orderly and systematic evacuation of personnel to prevent

panic or stampede which may endanger their safety.
c. Securing, evacuating and safeguarding office documents, equipments,

supplies and other valuable items.
Fire Command
To ensure harmony and efficiency in preventing and combating fire, the
Personnel shall be organized into one FIRE COMMAND. The Fire Command
shall be under the overall command and supervision of the Administrative
Manager.

Fire Brigade
Under the Fire Command is a Fire Brigade headed by a Fire Marshall whose
duties are as follows:
1. Acts as adviser to the Division Chief Handling Security on matters
pertaining to fire prevention and fire fighting.
2. Acts as overall commander of the different fire groups/teams.
3. Directs the fire fighting operations; and
4. Coordinates the services of various fire departments.
The Deputy Fire Marshall shall perform the function of the Fire Marshall in
case the latter is absent or not available.
Fire Zones
1. Zoning
For the purposes of supervision and implementation of control

measures, the installation / compound shall be divided into fire zones
(the number of zones shall depend upon the vastness of the
installation / compound and the number of structures therein.)
2. Fire Zone Commander
Each Fire Zone shall have a Fire Zone Commander who will be
designated by the Administrative Manager among the supervisors or
employees of the company.
The duties of the Fire Zone Commander are as follows:
a. Ensures that each and every personnel within his

particular zone is always ready to combat fire in case such
incident occurs.
b. Coordinates the activities to the Fire Teams of each Fire
Zone.

c. Ensures that proper functioning and execution of the
different Fire Teams under his area of responsibility are well
taken care of.
d. Directs the effective categorization of all company records,
equipment and materials within his fire zone, and mark them
clearly according to order of priority, for evacuation.
Fire Teams
Each Fire Zone Commander shall organize the personnel under his
Fire Zone into different fire teams, whose duties are summarized
below, each to be headed by a Team Leader:
1. He shall initiate action to control or putting off the fire by

using all available firefighting equipment within the
compound.
2. He shall immediately withdraw from the area on fire upon
the arrival of public fire-fighting units and reinforce the
evacuation teams.
3. Perform other duties as may be directed.
Evacuation Team
1. Evacuation Team shall be responsible for the orderly
evacuation of all occupants, equipment, records, supplies and
other valuable items to a safe area away from the fire zone, in
accordance with set of priority for evacuation guidelines.
2. Assist those who are fainting, hysterical, or injured to vacate
the area, and to take them to the nearest medical clinic, and be
attended by the Fire Brigade Staff.
3. Ensures that all records/documents evacuated are properly
handled and identified to avoid their loss.
4. Perform other duties as may be directed.

Security Team
1. Shall be responsible for controlling the personnel traffic within
the building in order to have a smooth flow of properties.
2. Cordon the burned area and provide security for all salvaged
documents, records and equipment to prevent their loss.
3. Check for office occupants left inside the room(s).
4. The Fire Marshall shall prepare a list of the members of their
fire teams and their respective team leaders for consolidation
and submission to the Administration Manager.
Action/s in case of fire
During office hours

1. Upon notice of fire within the area, the person(s) who noticed it
shall immediately given alarm, “SUNOG” or “FIRE” repeatedly,
loud enough to be heard by other personnel in the vicinity of the
particular zone or affect the sounding of fire alarm on a single
continuous ringing of the bell/buzzer. He should right away
notify the Fire Marshall or the Deputy Fire Marshall of the
concerned Fire Zone Commander of this matter.
2. Upon the sounding of the fire alarm, all members of the fire
team of the zone on fire or directly affected by such, shall
immediately organize themselves into their respective fire
teams and shall function according to their specific mission.
However, The Fire Zone Commander whose zone is not
directly affected by fire shall assemble their respective teams to
wait for instruction from the Fire Marshall.
3. Any employee near the telephone should immediately call the

nearest Fire Department and inform them of such occurrence.

4. All doors, filing cabinets and lockers shall be closed but left
unlocked to facilitate evacuation of records, equipment and
other properties.
5. The compound should be cleared immediately of vehicles while

the entrance gate should be left unobstructed by both vehicular
and human traffic.
6. Guard force shall be responsible in providing the necessary

control of traffic at the gate area. Only Fire fighting vehicles will
be allowed to enter the compound.
7. When the fire had been extinguished, the Fire Marshall shall
give an all clear signal by shouting “ALL CLEAR” several times.
During Non-Office Hours
1. Security guards on duty shall immediately call the nearest fire

department and take the necessary action in putting off the fire.
2. They shall then evacuate whatever they could carry to a safe
place.
3. They shall call the police department to provide security for the
entire compound.
4. They shall close the gates and allow only office personnel and
fire/law enforcement personnel to enter the compound.
5. The guard supervisor on duty shall automatically act as the Fire
Marshall until such time that the public fire fighting units have
arrived.
Coordinating the Instructions

The Fire Marshall sees to it that close coordination among the fire
teams are maintained and closely supervised by the designated Fire Zone
Commander.

The elements of the evacuation team shall evacuate office properties
in accordance with the following guidelines:
Evacuation Priority Scale
FIRST PRIORITY : All classified files/documents and office

records, including administrative
data/information.
SECOND PRIORITY : Office furniture’s and equipments.
THIRD PRIORITY : Office supplies and other items not under

the category of priorities of 1 and 2.
Evacuation teams who finished securing and evacuating their office

priorities shall automatically reinforce their counterparts where offices are still
on fire.
Location of Fire Fighting Extinguishers and Hydrants

Each fire zone should be provided with the necessary firefighting
equipment which are conspicuously located in the area for use during
emergency. Likewise, firehouses should also be connected to the fire
hydrants which are also marked conspicuously.
Bomb Threat/Incidence Contingency

Purpose
1. To develop bomb threat security and safety awareness among

employees and tenants in the building.
2. To come up with an specific plan of action to be taken by all

during any bombing incidence/threat thereof in order to avoid
panic thereby saving lives and minimizing physical injuries to
people and damage to company properties.

Scope
1. This plan establishes procedure which shall govern the conduct

of all personnel and workers as well during any bombing
incidence(s) or threat thereof.
2. It defines the function and responsibilities of each operating

group within the Organization.
3. It prescribes the duties and actions of the Security Personnel

within each group.
4. It gives duration on every employee in the office on what to do

during said emergency.
Bomb Reaction Force Organizational Set-up
a. Manager
b. Supervisor
c. Area Officer-In-Charge
c.1. Emergency Control Group Officer-In-Charge
c.2. Security and Traffic Control Group Officer-In-Charge
c.3. Medical Aid Group Officer-In-Charge
c.4. Maintenance Department Officer-In-Charge
d. Runner

GENERAL INFORMATION AND INSTRUCTIONS
Definition
The word “bomb” as used in this Plan shall be construed to mean any
explosive or incendiary device that is hurled, dropped or merely
emplaced by hand at any point and may be used to kill, injure people
or damage properties. Examples are grenades (hand or rifle), land
mines (anti-personnel, vehicular or chemical), projectiles, dynamites
and letter bombs.
Classification
For purposes of this Plan, bomb threats shall be

classified under :
1. Condition White
Bomb Threats are regarded as empty or Plain hoax.

This type of threat shall be handed only by the Security
Officer. Occupants of the establishment need not be
informed.
2. Condition Blue
Bomb Threats can be regarded as possibly substantive
and merit search of the premises. This type shall be
handled only by the Security Officer who will decide who
will be notified. Occupants of the establishment need
not be informed initially.
3. Condition Red

Bomb Threats are regarded as probably substantive
which merit search and evacuation of the premises. The
floor allegedly containing or suspected to contain the
explosive device and the floors immediately above and
below shall be likewise evacuated upon order of the
Manager.
Authority to order Evacuation
Only the Manager is authorized to order evacuation.
Coordinating Instructions
1. DO NOT HANDLE ANYTHING UNDER SUSPICION.
2. Letter containing bomb threats should not be handled more

than necessary to preserve fingerprint impressions.
3. Everyone should be wary of unusual package(s) lying around,

especially if they appear to contain mechanical devices.
4. Most bomb threat calls are very brief. The caller normally
states his/her messages in a few words and hangs up.
Whenever possible, the person receiving the call should
endeavor to obtain as much detailed information as he/she can.
The following guides may help extract information from the
caller:
* Keep the caller talking for as long as possible.
* Concentrate on listening.
* Ask caller to repeat the message for clarity, recording

every word spoken, noting down identifying factors, like
accent, quality of voice (male or female), speech
impediments, background noise, music or the like.

* If the receiver is telephone operator, signals the nearby
co-operator to initiate call-tracing while the party is on the
line.
* If the caller does not indicate the location of the bomb, try
asking if it is at the main office or branch (a ruse to test if
the call is phony), or the possible time of the explosive and
its container.
* Report to the Manager or his Supervisor in his absence.
5. Telephone calls in connection with this Plan shall take priority

over all other calls.
6. In case of detonation without prior notice or threat, the situation

shall be considered as a disaster.
After receiving the threat

A. ACTION BY THE PERSON RECEIVING THE THREAT
1. Writes the exact statement made by the threatening party during

the conversation or call. (Use form sampled as Exhibit -A).
2. Makes and submits the report to the Manager.
3. Makes self available for further interview.
4. If the telephone operator receives the call, keep the caller talking
while a relay to the Manager is made and further instructions
awaited.
B. ACTIONS BY THE MANAGER
1. Call his assistant and, if possible, request some ranking officers of

the Company. Request police/military/NBI experts to help evaluate
the threat.
2. Acts according to findings.

C. ACTIONS BY THE SUPERVISORS
1. Join the Manager at the meeting.

2. Assume Manager functions in his absence.
3. Perform related duties as the Manager may direct.
Specification Plan on the three bomb situation
Condition White
Action by the Manager
1. Confers with his supervisors and together evaluate the

threat.
2. Makes a report to the Management of the evaluation.
Condition Blue
The Search
Actions by the Manager
1. Alerts the bomb operation search team.
2. Directs that the police or PA bomb Disposal Unit

be contacted and assistance requested and the
NBI notified.
3. Preliminary to the official search with the experts,

announces over the Public Address system the
following instructions: “All officers and employees
are requested to check their offices for any
suspicious item(s), package(s) or materials. DO
NOT TOUCH THE ITEM UNDER SUSPICION.

Report your finding to the Plant Manager
immediately. Military bomb disposal experts are
coming to check the item.”
Action by the Supervisors
1. Assist the Manager.
2. Act in his absence.
3. Perform related duties as the Manager may

direct.
Action by the Area Officer-In-Charge
1. On order of the Manager, coordinates with the

search operations party.
2. Keeps the Manager informed about the

development in his office.
Action by the Emergency Control Group Officer-In-Charge
1. On order of the Manager coordinates with the

search operations party and directs his personnel
to do likewise.
2. Assembles the Emergency Control Group

members at the designated location with fire
extinguishers ready in case of fire.
3. Keeps the Manager informed of the situation.
Action by the Security and Traffic Control Group Officer-In-

Charge
1. Alerts all Managers for the emergency.

2. Stops the entry of visitors into the building while
the search is going on.
3. Conducts a thorough screening of visitors and

checking of packages getting out of the building
premises.
4. Coordinates with the police / military / NBI

representatives.
5. Keeps the Manager informed about the situation

in his area of responsibility.
Action by the Medical Aid Group Officer-In-Charge

1. Prepares to establish the First Aid Station on
order of the Manager.
2. Maintain contact with the Coordinating Center for

information / instruction.
Explosive Device Located
Action by Manager
1. Direct the immediate evacuation of the floor
involved and of the floors immediately above and
below.
2. Based on facts and advice from the Bomb

Disposal experts, decides whether or not to order
total evacuation of the building.
3. If the decision is total evacuation, announces

through the PUBLIC ADDRESS system the
following: “DO NOT PANIC”. “A report has been
received that makes it necessary to evacuate the

building”. Priority of movement is as follows (for
building):
1st column - floor involved
2nd column - floor above
3rd column - floor below
Then followed by the highest floor down in case

where only one exit is available; otherwise, use
other exits for simultaneous evacuation.
4. Directs the setting up of the First Aid Station.
5. Directs cordoning of the area to prevent

unnecessary movements near the explosive area.
6. Directs the opening of the nearby doors and

windows to reduce the force of the blast and
secondary explosion.
7. If possible directs the sandbagging of the

explosive device.
8. Directs the Power Center personnel to cut off

electrical power serving the floor involved.
9. Request the Bomb Disposal Team to disarm and

remove the explosive device.
10. Directs and coordinates the operations until the

danger is over.
Action by the Supervisor

1. Assist the Manager in supervising the operation.

2. Assume the function of the Manager in his
absence.
3. Perform other duties as the Manager may direct.
Action by the Area Officer-In-Charge

1. Supervises the evacuation of his floor as ordered
by the Manager (Detailed as in the Fire Plan).
2. Directs the evacuation of records and critical

equipment as in the Fire Plan.
3. Keeps the Manager informed about the situation

in his floor.
4. Waits for further instructions at the Evacuation

Area.
Action by the Maintenance Department Officer-In-Charge
1. Directs the Power Center Personnel to shut off

the electrical power serving the floor involved.
2. Prepares the Group for fire fighting in the event

the detonation results in fire.
3. Waits for further instructions from the Manager.
Actions by the Runner

1. Stay with the Manager and awaits instructions for
speedy relay.
Action by the Security and Traffic Control Group Officer-In-

Charge
1. Performs functions as enumerated in the Fire

Plan.

Condition Red
Action of the Security Officer the same as in
CONDITION BLUE - Explosive. Device Located. All
others, as in the Fire Plan.
Security Counter Measures
Bomb Prevention Rationale
Acceptable bomb protection depends upon adequate access control

(prevention) not
upon AD HOC threat response (reaction).
The most effective method of minimizing a chance of bomb threat is to deny

the
bomber a chance easy access to the more vulnerable area of facility by way
of
implementing an adequate and effective access control system, such as:
Bomb Counter Measure Objective:
1. To identify the applicable security policies and procedure in

order to prevent bomb entry.
2. To develop employees security awareness in responding to

bomb threat and incidence in order to minimize loss of life and
damage to properties as a result of panic/stampede and actual
bomb damage.
What to do during an earthquake?

During major earthquakes, you may experience a shaking that starts out to
be gentle and within a second or two grows violent and knocks you off your
feet or you may be jarred first by a violent jolt as though the building was hit

by a truck. A second or two later, you will feel the shaking and as in the first
example, you’ll find it difficult (if not impossible) to move from one place to
another.
General:
To avoid panic from among employees and staff during an actual earthquake
situation, employees and staff should be assessed through the emergency
paging system which is located at the telephone operator’s office. A pre-
recorded cassette tape, which is specially designed for an emergency such
as this, is to be played public areas to inform all concerned. If a crowd of
employees is seen by any staff, try to calm them down and direct them away
from materials, which may fall. Contrary to fire emergency situation, do not
rush a crowd in a cramped emergency exit door. It is safer to advise them to
go under some sturdy tables.
Indoor:
Stay where you are. Get under a sturdy desk, table or stand in a doorway or
corner like you practiced in your drills. Protect your body from falling debris
by bracing yourself in a doorway. Remember; stay clear of windows,
bookcases, china cabinets and mirrors until the shaking stops.
Kitchen:
Turn off the stoves at the first sign of shaking and quickly take over under a
counter or table or in a doorway.
Outside the building:
Get into the open away from the building, trees, walls and power lines, posts.
If you are on the way to the hospital driving a vehicle, pull to the side of the
road and stop. Do not attempt to cross bridges or overpass, which may have
been damaged. Also, you could stay in your car until the earthquake is over.
Stay away from steep ridge, which may be affected by landslides.

Crowded Public Places:
Do not rush for the doorway since other people are going to have the same
idea. Move away from display shelves containing objects that may fall.
High-rise Building:
Get under a desk; stay away from windows and outside walls. Stay in the
building on the same floor. Don’t be surprised if the electricity goes out, or if
the elevator, fire alarm or sprinkler systems go on. On earthquake situation,
all elevator should be put off but just in case elevator are seen operating,
NEVER USE THEM.
What to do when the ground stops shaking?
1. Check for injuries. If anyone stopped breathing, give mouth to mouth

resuscitation. Stop any bleeding injury by applying direct pressure to
the wound. Do not move seriously injured people unless they are in
immediate danger of further injury. Cover injured persons with
blankets to keep them warm.
2. Engineering assesses all areas. After this, immediately evacuate all
patients away from the building to avoid from falling debris when
aftershocks occur.
3. Do not use the telephone unless there s a severe injury. All phone
lines should be made available to emergency response or rescue
teams from the Red Cross or from any of the non-governmental
organizations.
4. Wear shoes in areas near fallen debris and broken glass check for
hazards. If possible put out small fires, if not, leave immediately and
alert others. Check gas, water and electrical lines and check
appliances for damage. If you smell gas or see a broken line, shut off
main valve. Do not switch on the gas or electricity again until the place

is properly checked by qualified personnel from engineering
department. Do not search for gas leaks with a lighted match. Do not
use electrical switches or appliances if gas leaks are suspected
because sparks can ignite gas from broken lines.
5. Switch off electrical power if there is damage to your office wiring. Do

not touch electrical lines and broken appliances.
6. Security Officer or his designate should gather information from a

battery-operated radio, which is provided for in their office.
7. Obey public safety precautions. If you must evacuate, leave a

message with the department head or personnel on where you are
headed. Take with you all necessary items for your protection and
comfort such as flashlights, food and water, etc.
8. Clean up bleaches, gasoline and other flammable liquid.
9. Check food and water supplies. If water is cut off, use emergency
water supplies, water heaters and melted ice cubes.
10. Check the building for cracks and damage, particularly masonry walls.
11. Check closets and cupboards. Open doors cautiously. Beware of

object tumbling off shelves.
12. Do not use your vehicle unless there is an emergency. Do not go

sightseeing through badly damaged areas, as it will hamper relief
effort. Keep streets clear for passage of emergency vehicles.
13. Be prepared for aftershocks. These are usually smaller that the main
quake but some may be large enough to do additional damage.
14. Do not panic. Stay calm and wait for rescue if you can’t leave the
area.

15. Security to secure the premises, caution people to remain calm and
prevent panic and unnecessary movements. They should also
caution the staff and employees to stay away from materials, which
may fall. Prevent bystanders from entering the building or loitering.
Coordinate with local police, fire service and other emergency units.
16. Department Head shall check their respective staff to find out if there are
injured or trapped persons who may need assistance. Roll call should be
conducted based on the listing of staff on a particular shift during the
occurrence of the earthquake.
What to do after the earthquake/going back to normal?
1. If there are damages, structural engineers shall determine the

safeness of the building for re-occupancy.
2. The fire brigade and housekeeping staff shall conduct cleaning

operations before allowing people to get inside again.
3. Department heads shall make a head count of their respective staff

and restore normal operations to their respective departments as fast
as possible. Security shall prepare report and documentation of
damages.

APPENDICES

A. REAL ESTATE BROKER INTERVIEW PICTURES



B. FORMS
C-8 CONDOMINIUM REGISTRATION FORM

C-9 REPUBLIC OF ALBANIA DEED OF REGISTRATION

MODEL BYLAWS




MODEL MANAGEMENT AGREEMENT


MODEL ASSOCIATION – CONTRACTOR AGREEMENT

CARETAKER’S AGREEMENT

REFERENCES:
https://www.google.com.ph/search?q=condominium+pictures
http://www.tridel.com/homeownercare
Avida Land/DMCI Websites
http://business.inquirer.net/97001/study-shows-manila-property-market-
becoming-more-attractive
http://www.investopedia.com/terms/o/operations-management.asp
http://en.wikipedia.org/wiki/Property_management

POM - REAL ESTATE - CONDOMINIUM OPERATION MANAGEMENT - May 17, 2014

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OPERATION MANAGEMENT OF CONDOMINIUMS

NATIONAL COLLEGE OF BUSINESS ADMINISTRATION

MASTERS IN BUSINESS ADMINISTRATION

OPERATIONS MANUAL FOR REAL ESTATE (CONDOMINIUMS)

IN PARTIAL FULFILLEMENT ON THE REQUIREMENTS FOR

May 17, 2014

MASTERS IN BUSINESS ADMINISTRATION Page 1

What does a person own in a condominium?..............................................................6

What are some of the benefits of condominium ownership?........................................6

What are some of the obligations of a condominium owner?.......................................6

What is a condominium association?..........................................................................6

What are the advantages of being a condominium owner?.........................................7

DUTIES AND RESPONSIBILITIES OF CONDOMINIUM PERSONNEL......................10

ACCOUNTING CONSIDERATIONS RELATING TO DEVELOPERS OF

Forms and Types of Condominiums..........................................................................14

Application of Percentage of Completion Accounting to Condominium Projects........14

Carrying Costs on Unsold Units.................................................................................17

Selling, General, and Administrative Expenses.........................................................17

REAL ESTATE MANAGEMENT INFORMATION SYSTEM (REMIS)..........................19

THE ROLE OF INFORMATION TECHNOLOGY IN REAL ESTATE INDUSTRY......19

REMIS WORKFLOW DIAGRAM..................................................................................25

REAL ESTATE MANAGEMENT INFORMATION SYSTEM (REMIS) SCREEN..........26

FLOW CHART OF REAL ESTATE CONSTRUCTION PROJECT.............................28

MASTERS IN BUSINESS ADMINISTRATION Page 2

HOUSEKEEPING AND SANITATION..........................................................................32

SAFETY AND SECURITY PROCEDURE....................................................................34

Duties and Responsibilities.......................................................................................35

Roving Quick Reaction Team................................................................................36

Security Radio/ Telephone Operator and Key Master............................................37

Employees Entrance Security................................................................................39

Basement Entrance Security..................................................................................39

Condominium Main Lobby Entrance/Exit Security.................................................40

Action/s in case of fire...............................................................................................44

MASTERS IN BUSINESS ADMINISTRATION Page 3

During office hours.................................................................................................44

During Non-Office Hours........................................................................................45

Coordinating the Instructions.....................................................................................45

Location of Fire Fighting Extinguishers and Hydrants................................................46

Bomb Threat/Incidence Contingency.........................................................................46

GENERAL INFORMATION AND INSTRUCTIONS......................................................48

After receiving the threat........................................................................................50

What to do during an earthquake?............................................................................56

A. REAL ESTATE BROKER INTERVIEW PICTURES...........................................62

C-8 CONDOMINIUM REGISTRATION FORM.......................................................66

C-9 REPUBLIC OF ALBANIA DEED OF REGISTRATION....................................67

MODEL MANAGEMENT AGREEMENT................................................................74

MODEL ASSOCIATION – CONTRACTOR AGREEMENT....................................78

MASTERS IN BUSINESS ADMINISTRATION Page 4

MANILA, Philippines—Once a regional laggard, is getting to be one of Asia-

According to the findings of recent research published by Urban Land Institute

This Operations Manual is focused on the most prevalent improvement

MASTERS IN BUSINESS ADMINISTRATION Page 5

What does a person own in a condominium?

What are some of the benefits of condominium ownership?

What are some of the obligations of a condominium owner?

What is a condominium association?

MASTERS IN BUSINESS ADMINISTRATION Page 6

What are the advantages of being a condominium owner?

MASTERS IN BUSINESS ADMINISTRATION Page 7

Bookkeeper/Accountant Cashier/ Billing and Security and safety officer

Maintenance Personnel Security Personnel

MASTERS IN BUSINESS ADMINISTRATION Page 8

Sample Condominium Picture