Decision-Making Framework
The core process for handling any work order or decision point. Treat each one as a case to be investigated, not a ticket to be closed. The output of this process is a 1-3-1 you can decide on or present at NOVA.
When this applies
Every work order, maintenance request, or spending decision — especially anything ambiguous, recurring, higher-cost, or where the "obvious" fix may not be the right one.
The process
1. Frame the problem — find the root cause
Capture the request in AppFolio, then state the real problem in one sentence. A work order usually arrives as a symptom ("dryer doesn't work"); your job is to diagnose the root cause. Don't jump to the fix before you understand what's actually wrong.
2. Investigate
Gather all reasonably available information before forming an opinion. Work through the Investigation Checklist — GL, past/recurring work orders, email history, the lease, purchase & vendor history, property profile, market research, and AI. Capture what you find.
3. Develop three options
Lay out three reasonable options (the "3" in a 1-3-1). They must be genuine choices — "do nothing / wait & monitor" is often a legitimate option. For each, note cost, time, risk, and what the history/lease/market support.
4. Evaluate & recommend
Weigh the options against cost to the owner, lease obligations, history, market pricing, and tenant impact. Land on one recommendation and be able to explain why.
5. Decide or present at NOVA
- Within your authority (thresholds) — decide and document.
- Above your authority or needs owner sign-off — write it up as a Standard Approval Package (your 1-3-1) and present it at NOVA. Anticipate and pre-answer the approver's questions.
6. Act & record
Execute, then record the decision, the reasoning, and the sources you checked in AppFolio so the next person inherits the full picture — not just the outcome.
Being wrong after a genuine investigation is acceptable. Being wrong because you didn't look is not. See Handling Ambiguity & Escalation for when to stop digging.
Roles & responsibilities
| Role | Responsibility |
|---|---|
| Property Manager | Diagnose root cause, investigate, build the 1-3-1, decide within authority, document. |
| Manager / Approver — Norman (primary), Brian (secondary) | Decide on cases presented at NOVA above threshold; coach on diligence. |
| Owner | Authorize where required per management agreement. |