I'm working on the same things right now. One thought, if you are already paying $35/month for payment processing for 8 units you can move to a pm software like rentec or buildium for only $10 more and get the same feature plus many more, like a resident portal for maintenance requests, payments, document sharing, etc. They also offer digital lease signing built-in to the system which is nice. I use Buildium, it costs $5/lease but I just built that into the application fees. ACH is .50 and the cost is paid by the tenant. Same cost as a stamp, so pretty easy sell.
It's always a work in progress but some things I've begun working on:
1)ACH payments
2) PM software; website, online applications, digital leases, maintenance requests through resident portal. Auto reminders for lease renewals, quarterly/annual preventative maintenance programs. For maintenance reminders I have created a checklist in excel and attached it to my reminders fot easy reference.
3) Communications; I've built email/letter templates from simple lease renewal reminders to a welcome letter for new residents reminding them of policies, procedures, and provides helpful info. The templates autofill with unit and resident names. I have also set-up automatic rent payment email reminders that are sent to each tenant at the end of the month.
4) It's a work in progress but I am building a unit materials and info document. I attach these to each property in my software for easy reference. I can quickly look what size filter, paint color, type of tile, etc for each unit. I have moved to std materials for each unit but it's never perfect. This helps maintenance and turnover times.
5) Showings; I set-up an open house for showings or appts back to back. Still playing with this but it has saved me time vs giving individual showings. I also collect a bit of data and outline all of my qualifications and fees before showing the units to pre-screen tenants and eliminate tire kickers.
I've been working on this off and on for the last couple weeks. A lot of it is setting standard procedures and building systems around them. I'll use trial and error and by the end of 2018 have an exact system (documented) to make growth easier and eventually hand-off to an in-house manager.