Rental Housing Journal is the business journal for Oregon's Willamette Valley rental housing and multi-family property management industry.
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Circulated to over 6,000 apartment owners, on-site and maintenance personnel monthly. Call 503-221-1260 for more information Advertise in Rental Housing Journal Valley 2. The Increasing Cost of Owning Properties With Onsite Staff WWW.RENTALHOUSINGJOURNAL.COM • PROFESSIONAL PUBLISHING, INC Rental Housing Journal Valley May 2016 EUGENE · SALEM ·ALBANY · CORVALLIS continued on page 7 continued on page 8 continued on page 3 4. Dear Maintenance Men – Water Heaters 5. Ask the Secret Shopper – Alive After Five By Richard Montgomery I nvesting in multifamily housing and apartments requires extra investiga- tion, sometimes called due diligence by attorneys, for investors who want to be certain they do not make a mistake. is extra investigation and these questions are beyond what a real estate investor may do normally for a typical commercial real es- tate investment. As a real estate investor, once you go beyond multifamily rentals such as duplexes or fourplexes, you enter the commercial real estate area. Here are 9 out-of-the-box questions you should be asking, or at least consider asking, before you purchase that multifamily or apart- ment building. Dear Monty: About six months ago, three longtime friends and I decided to make some real estate investments to- gether. Our investment goals are similar; we are each high-income professionals, share similar risk tolerance and see real estate as a long-term investment oppor- tunity. Now, we have identified a 60-unit 9 Out-of-the-Box Questions and Tactics Multifamily Investors Should Consider Using Nightly Rentals e Hottest Investment Right Now? How to earn 2-5 times the gross profit of traditional rental properties I am sure by now you have heard of the many nightly rental websites that al- low property owners to advertise their homes, apartments, and even extra rooms for rent on a nightly basis. ere have of course been some controversies over this new industry as it takes revenue away from the hotel industry and thus decreases the amount of taxes that local cities receive from the transient tax. One way or anoth- er, you have likely heard of this industry by now. Have you taken the time to ana- lyze this as a viable investment opportu- nity, though? When you start running the numbers and seeing what others are do- ing, then it starts looking very attractive. If you take your typical rental that rents for $1200-1500 per month and convert it Charm Residents with Outdoor Living Spaces By Scott Matthews, Director, Strategic Accounts, e Home Depot T ransforming outdoor spaces into comfortable, functional exten- sions of interior living areas is in demand for multifamily communities. Residents are interested in spending more time outside, and creating an inviting out- door space for your property will help at- tract prospective residents and retain cur- rent tenants, especially during the warm months and moving season. Here are some ideas for outdoor up- grades that will give residents a place to engage with other tenants, family and friends and help you stand out against the competition. Professional Publishing Inc., PO Box 6244 Beaverton, OR 97007 PRSRT STD US Postage PAID Portland, OR Permit #5460
Transcript
Circulated to over 6,000 apartment owners, on-site and maintenance
personnel monthly.
Call 503-221-1260 for more information
Advertise in Rental Housing Journal Valley
2. The Increasing Cost of Owning Properties With Onsite Staff
WWW.RENTALHOUSINGJOURNAL.COM • PROFESSIONAL PUBLISHING, INC
Rental Housing Journal Valley May 2016
EUGENE · SALEM ·ALBANY · CORVALLIS
continued on page 7continued on page 8
continued on page 3
4. Dear Maintenance Men – Water Heaters
5. Ask the Secret Shopper – Alive After Five
By Richard Montgomery
Investing in multifamily housing and apartments requires extra investiga-tion, sometimes called due diligence
by attorneys, for investors who want to be certain they do not make a mistake. This extra investigation and these questions are beyond what a real estate investor may do normally for a typical commercial real es-tate investment. As a real estate investor, once you go beyond multifamily rentals such as duplexes or fourplexes, you enter the commercial real estate area. Here are 9 out-of-the-box questions you should be asking, or at least consider asking, before you purchase that multifamily or apart-ment building.
Dear Monty: About six months ago, three longtime friends and I decided to make some real estate investments to-gether. Our investment goals are similar; we are each high-income professionals, share similar risk tolerance and see real estate as a long-term investment oppor-tunity. Now, we have identified a 60-unit
9 Out-of-the-Box
Questions and Tactics Multifamily
Investors Should
Consider Using
Nightly RentalsThe Hottest Investment Right Now?
How to earn 2-5 times the gross profit of traditional rental properties
I am sure by now you have heard of the many nightly rental websites that al-low property owners to advertise their
homes, apartments, and even extra rooms for rent on a nightly basis. There have of course been some controversies over this new industry as it takes revenue away from the hotel industry and thus decreases the amount of taxes that local cities receive from the transient tax. One way or anoth-er, you have likely heard of this industry by now. Have you taken the time to ana-lyze this as a viable investment opportu-nity, though? When you start running the numbers and seeing what others are do-ing, then it starts looking very attractive.
If you take your typical rental that rents for $1200-1500 per month and convert it
Charm Residents with Outdoor Living Spaces
By Scott Matthews, Director, Strategic Accounts, The Home Depot
Transforming outdoor spaces into comfortable, functional exten-sions of interior living areas is in
demand for multifamily communities. Residents are interested in spending more time outside, and creating an inviting out-door space for your property will help at-tract prospective residents and retain cur-rent tenants, especially during the warm months and moving season.
Here are some ideas for outdoor up-grades that will give residents a place to engage with other tenants, family and friends and help you stand out against the competition.
Professional Publishing Inc.,PO Box 6244Beaverton, OR 97007
PRSRT STDUS Postage
PAIDPortland, ORPermit #5460
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Rental Housing Journal Valley · May 2016
continued on page 6
Even though the sales of apartments are reaching very low CAP rates with expecta-tions of high returns, a number of laws aiming to protect workers have increased the cost of managing apartments.
In Oregon, these laws include state mandated minimum wage increases and sick leave. On the federal level, required health insurance (for full time employees) and po-tential changes in federal overtime rules keep increasing the costs to staff with onsite management, maintenance and operations.
The Increasing Cost Of Owning Properties With Onsite Staff
By Cliff Hockley, President, Bluestone & Hockley Real Estate Services
Sick leaveAs of January 2016, Oregon joined California, Connecticut and Massachusetts
in requiring employers with more than ten employees to offer 40 hours of paid sick leave. Employers with nine or fewer workers must provide 40 hours of unpaid sick time.
In Portland, the threshold is lower. Employers with six or more workers must pro-vide paid leave while those with five or less must offer unpaid sick time. Lawmakers carved out an exception for Portland, which passed it own sick leave ordinance two years earlier, and effectively canceled out Salem’s law, which was due to take effect July 1, 2016 and would have applied to all employers, regardless of size.
The vast majority of Oregon’s workforce (excluding federal employees) is covered by the law, meaning full-time, part-time, temporary and seasonal workers will ac-crue sick time.
Definition of family members expandedThe new law allows the use of sick time to care for and/or or help seek diagnosis
and treatment (including preventative) of a family member with a mental or physical illness, injury or health condition. In addition, sick leave may be used to deal with the death of a family member.
As part of this process, the statute and regulations defining a “family member” have been broadened. The definition now includes an employee’s spouse, same-gender do-mestic partner, custodial parent, non-custodial parent, adoptive parent, foster parent, biological parent, step-parent, parent-in-law, a parent of an employee’s same-gender domestic partner, an employee’s grandparent or grandchild, a biological, adopted, fos-ter child or stepchild, or the child of an employee’s same-gender domestic partner, and a person with whom the employee is or was in a relationship of in loco parentis.
Minimum wage increases in OregonThe state’s minimum wage as of January 2016 was $9.25. Beginning in July of 2016,
it will rise steadily each year for the next seven years through at least June of 2023. How much the rate will increase will depend on where an employer is located within the state.
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Outdoor KitchensGrills are often the gathering point for
many multifamily outdoor areas, so make them as functional and inviting as possi-ble. Explore different options like char-coal, gas and electric grills, or consider installing a combination to give residents a choice. Consider upgrading the grilling area by adding built-in counters to make prep, cooking and entertaining easier. Always ensure the grill is compliant with local regulations, especially regarding fuel type.
One of the newest trends for outdoor spaces is to move beyond simple grills and create full outdoor kitchens. If your community enjoys mingling over meals outside, consider upgrading your area to a kitchen by adding counters, cabinets, sinks, faucets and maybe even alternative cooking methods like a pizza oven. One of the latest outdoor kitchen trends, piz-za ovens are a great alternative to grill-ing and come in different options such as built-in or cart-mounted, as well as gas- or wood-burning.
Residents will be able to prepare, cook and keep their company entertained all in one place without the hassle of traveling back and forth to their apartments.
Patio FurnitureOne of the keys to comfort outside is
to invest in durable, water-resistant patio furniture like couches, dining tables and chairs. Make your outdoor space full and functional by offering seating for both dining and relaxing. A dining set will al-low for communal seating and a space for residents to eat after making their meal in the kitchen. Add in a conversation set with comfortable sofas, loveseats and lounge chairs, where entertaining can continue and tenants can relax and un-wind all in one place.
When deciding on furniture, con-sider the construction of the furniture. Wicker, plastic and aluminum are great, lightweight choices. Wood or wrought iron furniture are heavier options, sturdy enough to handle strong winds.
Exterior LightingBrighten up the outdoor space with
high quality exterior lighting. LED light-ing has made big advancements in recent
years, giving you a lot of energy-efficient options. Safety is the most important con-sideration, and LED motion lights can cut down on utility costs while still protect-ing the space. Installing solar-powered lighting like post caps and pathway lights will also reduce energy costs, add to the safety of the space and improve the eve-ning ambiance. Finish the area with dec-orative accents like string lighting, LED lanterns and candles, making the space functional and inviting.
Don’t Neglect MaintenanceIt’s important not to forget the impor-
tance of regular maintenance on the out-door space. Regular upkeep to the lawn and shrubbery is easy to overlook. Up-grade to a drip irrigation system, a water system that allows the right amount of water to plants and shrubbery without losing money in labor and overwatering.
For patios and decks, it’s important to maintain surfaces by regularly using seal-ants and resurfacing products to with-stand foot traffic and weather. Inspect walkways and surrounding pavements for any cracked or uneven surfaces. Repair and seal with concrete sealant and paint for more aesthetical appeal and eliminate any potential risks.
When deciding where to begin, con-sider the most effective updates for the property. Whether it is starting the out-door space by updating the furniture and lighting or upgrading to a full outdoor kitchen, these changes will make the space more inviting and communal for residents, while also setting your proper-ty aside from competitors.
By Scott Matthews, Director, Strategic Accounts, The Home Depot
Scott is responsible for managing national ac-counts and e-commerce while overseeing busi-ness-to-business relationships. During his 25 years at The Home Depot, he has served in a variety of roles and capacities, including Regional Pro Sales Manager, District Manager and Store Manager.
W ( 5 0 3 ) 3 9 0 . 6 0 6 0w w w . s m i c r e . c o m
Call us today for a free market update.Advertise in Rental Housing Journal Valley
Call 503-221-1260 for more informationw w w . r e n t a l h o u s i n g j o u r n a l . c o m
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Rental Housing Journal Valley
Rental Housing Journal Valley · May 2016
DEAR MAINTENANCE MEN: Water Heaters
Dear Maintenance Men:I have a hundred gallon water-heat-
er serving seven units. The residents are complaining about a lack of hot water and sand coming out of the faucets and show-er heads. The heater seems to be working normally. What would cause sand to come out of the lines?
Johan
Dear Johan:Your water-heater probably needs the
calcium build-up removed from inside the tank. If your 100-gallon water heater is a commercial unit, you should find a clean out port at the bottom of the tank. Determine the tank manufacturer and purchase a new gasket for this port. Most plumbing supply outlets will have these in stock.
• Turn off the gas supply.
• Turn off the water supply to the tank.
• Drain the water heater completely.
• Remove the clean out port. Some have a series of bolts, others have only one big nut to remove.
Once you gain entry into the interior of the tank, you may see white or yellow sediment on the bottom of the tank. If the tank has not been cleaned out regu-larly, the build-up may be significant. A hammer and chisel may be necessary to remove the more stubborn areas. This is also a good time to check the anode rod and dip tube (note: if your dip tube is damaged it can prevent the cold in-coming water from reaching the bottom of the tank and being heated.) If either is damaged or eroded, check with your plumbing supply outlet for a replacement. The anode rod can be replaced by un-screwing it from the top of the tank. Af-ter completing the tank clean out, be sure to check all the faucet spout screens and shower heads to remove any acuminated debris. After all the work is completed, reinstall the port opening and always use a new rubber gasket. Your tank should work much more efficiently & cost less money to run while supplying more hot water. This clean out procedure should be done at least once a year.
Dear Maintenance Men:During the recent rains, my building
started leaking. I was surprised, as the roof is less than a year old. The odd thing about the leak is that it is only affecting the downstairs units. What is going on and how do I solve this?
Michael
Dear Michael:Water is a funny thing and tracking
down leaks sometimes takes a bit of de-tective work. The first thing we would check is the roof. As you stated, the roof is new, but sometimes the odd flashing does not get caulked and the water finds its way down the side of a pipe, valley or junction area. Have your roofer, double check all the flashings. Another issue to look at, is water pooling around the foun-dation. If you have cracks in the foun-dation, water will find its way in. Be sure to clear any debris, dirt and leaves from around your building or anything that will cause a water dam effect. Overgrown or old landscaping can contribute to leaks by trapping water or redirecting water to the building instead of away from it. In-spect the building’s stucco for cracks. We have seen small cracks in the stucco suck in large amounts of water. Pay close at-tention to the stucco between floors or on the edge of balconies. Balconies shed a lot of water which may cascade over the edge and flow back into the stucco where a hid-den crack will allow the water to enter.
If you have aluminum windows, check the weep holes that allow water to drain out of the window tracks.
Dear Maintenance Men:Should I check smoke alarm batteries in
my units or is that the residents job? Also, how often should I clean out my water heaters, not to mention A/C filters and so on?
Linda
Dear Linda:1. Most rental agreements have a check
box that says the resident is respon-sible for the operation of the smoke alarm. The newest rental agreements now have a check box for Carbon Monoxide alarms. We lay awake at
night thinking about that little check box. In order to sleep, we check the residents smoke and CO alarms ev-ery time we do maintenance on the unit. We keep a log of each time we check and what action was taken. The smoke and Carbon Monoxide alarms should be “Officially” checked and logged, at least once a year. Typical-ly, January is a good month for the annual check.
2. A typical 100-gallon water heater depending on the BTU rating will costs anywhere from $1,800 to over $3000.00 installed. That cost alone should be incentive to clean out your heater regularly. Normally, the clean out should be done at least once a year. If the water at your building has a high mineral content, then it should be cleaned out every nine months. Again keep a log of each clean out; it will help in remembering when to do the next cleaning.
3. If your building has forced air & heating, the filter should be checked, cleaned or replaced each October or November and each May or June. This will help keep your systems working properly and reduce strain on the components. It will also en-sure proper filtration before the win-ter and summer workloads.
4. Cleaning out the exhaust vent tubes of the laundry room dryer. Everyone knows about cleaning out the dry-er lint basket and throwing it on the laundry room floor. We’re talking about cleaning out the lines leading out the back of the dryer. Keeping the exhaust vent tubes clean will help cut down on gas and electric usage, lon-ger machine life and shorter drying time and lint in these tubes have been known to be a fire hazard. It should be done at least once a year and again, keep a log of each cleaning for refer-ence.
Bio:Please call: Buffalo Maintenance, Inc for mainte-nance work or consultation. JLE Property Management, Inc for management service or consultationFrankie Alvarez at 714 956-8371Jerry L’Ecuyer at 714 778-0480CA contractor lic: #797645, EPAReal Estate lic. #: 01460075Certified Renovation Companywww.BuffaloMaintenance.comwww.ContactJLE.comwww.Facebook.com/BuffaloMaintenance
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Every day at five o’clock, people pour out of the work place, get into their cars and head for home. However,
often times they have to run errands or make other stops after they have already put in a full day. Some people even have to schedule appointments to look at apart-ments when they get off work because their week-ends are packed and they can’t take a long lunch break. Most leas-ing consultants have put in a full day by five o’clock too, but many rental offices are open until 6:00 or later. Do the prospec-tive renters who come through your door after 5:00 get the same level of enthusiasm and quality of service as those who visit your community before noon? See what happens when the Secret Shopper “drops in” to look for a new home at the end of the day.
The bright flags and attractive land-scaping caught my eye so I stopped in. It was about 5:40 when I entered the leasing. I noticed the office hours sign stating, “Open until 6:00.” The leasing consul-tant was alone and I could see she was straightening up and had turned off the lights in the connecting clubhouse. I said I had just gotten off work, and wanted to take a look at an apartment. The employ-ee’s smile faded, as she sighed and practi-
cally groaned, “I just locked up the model and show apartment . . .” I apologized for stopping by so late, but explained I was on my way home from work and there really wasn’t any other time I could look for an apartment because of my schedule. She replied, “That’s okay. It’s not a problem,” but her body language communicated something entirely different. She asked the size apartment I needed and for when, but did not inquire about my needs or ask for my name. We walked directly to the model, with little conversation. My efforts at “small talk” were met mostly with silence. The consultant entered the apartment first and turned on the lights. She said, “Go ahead and look around,” and then stood to one side. I walked from room to room, but did not open anything as I felt rushed. I thanked her for show-ing me the apartment and she replied, “No problem.” When we reached the of-fice building, she did not invite me back inside. Instead, she gave me a business card and an application, and dismissed me with, “Let me know what you decide.”
The next evening I visited another com-munity. As I pulled into the parking space for future residents, I observed the leas-ing consultant locking up. When I got out of my car and approached the office, she
tried to avoid making eye contact. It was 5:30 and the closing time was posted as 6:00 p.m. I asked if she works there, and if the office was still open, even though I could see everything was dark. The con-sultant unlocked the door and invited me inside. She apologized for closing early and said it had been slow so she decided to lock up a little bit early and go home. The consultant tried to stifle a yawn and said, “Slow days make me sleepy.” She asked what I needed, and then said she could show me a model. However, I felt like I would be “putting her out” and offered to come back the next day. She smiled and looked relieved. The consultant handed me a brochure and a business card and said, “Give me a call in the morning. I’ll be here at nine with bells on.” (I won-dered what time she took her “bells” off!)
On my third evening out, I stopped by another community that caught my eye. It was just past 5:30 when I entered the rental office. The leasing consultant greeted me with so much enthusiasm, I was caught off guard. She apologized and said, “I’m sorry. Did I startle you?” She extended her hand and introduced her-self and asked for my name. She offered me a seat and asked how she could help me. I asked if she has that much energy at the end of every day. She replied, “Not always, but I work at it.” She explained how the leasing consultants stagger their start times so the person who opens early, leaves earlier, and the person who comes on shift later locks up.
The consultant said, “On the days I work alone, I take a couple laps around the property around 4:30 for a ‘pick me up’ and that seems to give me the extra energy I need to finish my day.” She was
animated and enthusiastic as she spoke and seemed eager to serve. The consultant filled out a guest card for me, determined my needs and then gave me a thorough tour of the community amenities and a vacant apartment. At the end of the tour, we returned to the leasing office where she made several attempts to close the sale. She presented me with a brochure, community newsletter and an applica-tion. She then asked if she could follow up in a couple of days to see if I had reached a decision. When I left, it was 6:15 p.m.
Are you still “alive after five,” with en-thusiasm to burn? If not, what can you do about it? Can you adjust your lunch hour or your work schedule so you have more energy at the end of the day? What about your attitude? Can you adjust that? If your office is open for business after five, shouldn’t YOU be open for business too? If you cut corners after five and don’t give EVERY prospective renter a “full meal deal,” they are going to go away “hungry” and end up renting somewhere else!
If you are interested in leasing training or have a question or concern you would like to see addressed, please reach out to me via e-mail. Otherwise, please con-tact Jancyn for your employee evaluation needs: www.jancyn.com
After June 30, 2023, the base rate will be adjusted for inflation, with the Portland rate set $1.25 above the base and the nonurban county rate set $1.00 below the base.
The impact of the increase in minimum wage is probably not a problem for apart-ment properties with high rent. The challenge falls to market rate and low income properties, especially if the rents are computed at a market driven 4 – 5% of rental income. Other onsite staff, leasing agents, painters, cleaners, landscapers and main-tenance employees will see their pay increased which may increase the overall cost of operating apartment properties.
Health insurance required for all employees working over 30 hours a week
The Affordable Care Act was signed into law by President Barack Obama on March 23, 2010 and upheld by the Supreme Court on June 28, 2012. As part of the ACA, also known as Obamacare, large employers are required to offer health insurance to all full-time employees and their dependents. The term ‘full-time employee’ means, with re-spect to any month, an employee who is employed on average at least 30 hours per week, section 1513 of the law reads. (Scroll down to section 4, paragraph A.)
That section, known as the employer mandate, requires any business with 50 or more full-time employees to provide at least the minimum level of government-defined health coverage to those employees.
Businesses must provide insurance for employees working an average of just 30 hours per week, which is 10 hours per week fewer than the traditional 40-hour work week.
If an employer has 50 or more ‘full-time employees’ and does not offer health in-surance, it must pay a penalty per employee for each month it does not offer coverage.
Employees who work at least 30 hours per week or whose service hours equal at least 130 hours a month for more than 120 days in a year, are considered full-time. This add-ed requirements for properties with onsite employees that work more than 30 hours a week, and had a major impact on larger apartment properties that may not already have offered health benefits to onsite employees.
Potential increase in supervisor costs on the horizon for 2016 The Federal Department of Labor (DOL), through the Presidential Memorandum
on Updating and Modernizing Overtime Regulations, is proposing changes to “mod-ernize and streamline” the Fair Labor Standards Act (FLSA) overtime regulations. The following outlines the key impacts of the pending regulations changes.
Significant impact. Most employers covered by the FLSA will need to analyze em-ployee classifications and make other changes by an effective date in late 2016, which will be established in the final rule.
Exemption increase. To be exempt currently, workers must make more than $455/week ($23,660 annually). The proposed rule sets the standard salary level at the 40th
percentile of weekly earnings for full-time salaried workers, which for 2013 was $921 per week, or $47,892 annually. If the 40th percentile approach is adopted, the 2016 level is projected to be $970 a week, or $50,440 annually.
DOL Proposal. The Department is proposing to automatically update the salary lev-el to be considered exempt (including for highly compensated employees) on an annual basis, either based on percentiles of earnings for full-time salaried workers or based on changes in inflation.
This will have the most impact for onsite managers that supervise staff as well as on onsite maintenance managers who supervise staff. If onsite managers supervise more than two employees that can qualify as exempt employees and if they are paid enough, you don’t have to pay overtime. In other words, a non-exempt employee would be paid over time for work over 40 hours a week , an exempt employee is not paid overtime for work over 40 hours a week, though this topic continues to be debated at the De-partment of Labor. A final rule on this position is expected to be published this spring.
Exempt supervisors must satisfy the following duties tests: • Primarily manage a distinct unit or subdivision within the organization.
• Spends most of the workweek performing management duties. This generally means more that 50 percent of the worktime, however, other factors might support exempt status if less than 50 percent of worktime is spent in management. Other factors could include: the employee is paid a significantly higher salary than is paid to non-exempt staff; the employee makes frequent management decisions; the employee is free from direct supervision.
• Supervise two or more full-time employees (or the equivalent of two or more).
• Have hiring or firing authority or, if not full authority, their recommendations are given particular weight.
• Customarily and regularly exercise authority to make decisions of significance.
SummaryIn summary, state mandated increases of sick leave and minimum wage increases
coupled with federally mandated health insurance for full time employees (30+ hours a week) and potential changes in federal overtime rules keep increasing the costs of staff involved with onsite management, maintenance and operations of apartment proper-ties. Owners will need to calculate these costs as they think through the due diligence of the properties they are about to purchase.
In honor of National Fair Housing Month | April 2016
We Are Fair Housing
16083 SW Upper Boones Ferry Road, Suite 105, Tigard, OR 97224 | ph: 503-213-1281 email: [email protected]
WE, as housing providers to the people of Oregon, pledge the following:
1. To provide equal opportunities for rental housing to Oregon residents without regard to race, color, religion, national origin, sex, familial status, disability, source of income, marital status, sexual orientation, gender identity, or victims of domestic violence.
2. To be open and transparent in all our practices, investigations, and other activities related to fair housing laws.
3. To provide ongoing training and education in fair housing best practices to all our employees.
4. To address all fair housing complaints and, if fair housing laws are broken, to hold violators accountable.
5. To uphold all fair housing laws as our legal and moral obligation to all Oregonians.
Signed,
The Board of Directors of Multifamily NW representing Cascade Management, Tokola Properties, Greystar, Mainlander Property Management, Quantum Residential, American Property Management, Background Investigations, Bittner & Hahs, Capital Property Management, Guardian Real Estate Services, Home Forward, Income Property Management, Interstate Roofing, Kennedy Restoration, Princeton Property Management, Sterling Management Group, WPL Associates.
This fair housing pledge represents a public commitment from management companies and housing providers that manage or own approximately 160,000 multifamily units or homes in Oregon. To learn more about our pledge and fair housing laws, please visit out website at multifamilynw.org.
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Rental Housing Journal Valley · May 2016
Nightly Rentals ...continued from page 1
to a nightly rental, you should see about double the gross income. You will have some additional costs of course, and if you have the right property in the right location that can easily increase to 4x the long term rental income. This all sounds nice, but of course you are naturally won-dering about the additional costs associ-ated with nightly rentals and the added time it takes to manage these properties.
The largest cost is the initial design and furnishing of the unit. You will need to fully furnish these units to make sure they are attractive. Furnishing doesn’t end with just the beds and living room furniture. You should ultimately have a fully stocked home, so a complete set of dishes, tableware, pots, pans, etc. will be needed. You will also want to pay close attention to the details - keep in mind that you are competing with hotels that have onsite staff. So, go the extra mile and provide some travel toothpaste, tooth-brushes, Q-tips, shampoo, and ultimately anything else that someone could forget to pack. You also want to make sure that all of the walls are decorated. Obviously this starts with a good paint scheme, but extends to the artwork on the walls and knickknacks on the shelves.
Many of the successful nightly rental homes incorporate some sort of theme in their design. It can be a design that highlights the local area and attractions or something much more unique. When picking out furniture it is good to re-member that you want your guests to feel very comfortable and at home. So you shouldn’t go with furniture that feels “cheap”; with that said you also don’t have to get expensive name brand furniture either. For many nightly rental investors,
the step of picking out furniture or keep-ing an eye out for unique furniture items that they can incorporate is the most ex-citing part of the process.
The other cost is that you will have to have the unit cleaned and turned over af-ter every visitor. If you go with a manage-ment company like IRC Real Estate, then you can typically take advantage of the volume discount they get from their ven-dors. This expense should be in the $50-$150 range depending on size and what turn over services you require. With the dramatic increase in income you are still much more profitable compared to a long term rental.
When it comes to maximizing your profits though, nothing matters more than location, location, location. With nightly rentals this isn’t just a business cliché, it truly matters. When choosing
a property to use as a nightly rental you should always start by searching with-in close proximity to areas that travelers might go. The obvious locations are at-tractions like ski resorts, downtown Port-land, near airports or children’s hospitals, wine country, coastal towns, and city downtowns like Bend & Salem for events and legislative sessions, to name a few. If you have a property in a good location with a good interior design, you can end up with a fully booked home almost year round. Depending on the location, de-sign quality, vacancies, and size you can expect $100-$1000+ per night in revenue.
Keep in mind that this type of invest-ment property is truly a full time job. For a popular property you will have a check in, check out, and turn over to coordinate nearly every week. In addition to this most of these sites are heavily reliant on reviews by your guests and your rating on things like response time to inquiries. So you have to always have your smart phone on you 7 days a week to make sure that you are able to respond within hours.
As you can tell this kind of investment isn’t for everybody given the work it re-
quires. This is why the investors that truly view being an investor as their profession hire property management firms like IRC Real Estate. This allows you to focus on finding and buying the properties in the right locations and possibly handling the remodel and interior design, but then turn it over to the management compa-ny. Some companies like IRC Real Estate even offer in house interior design ser-vices that take care of that work for you.
If you are seriously considering get-ting into the nightly rental industry I am happy to answer any questions you may have and offer some free advice. With my involvement at the board level with orga-nizations like the Portland Area Rental Owners Association, NW Real Estate In-vestors Association, and the Salem Rental Housing Association I am happy to help educate or guide property investors when they run into problems or are simply new to the industry.
Christian Bryant, President of IRC Enterprise / Real [email protected] • www.IRCEnter-prises.com • View all credentials at LinkedIn
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CITY: _________________________________________ STATE: __________ ZIP: _________48-HOUR NOTICE OF ENTRY
Pursuant to RCW 59.18.150, this is your 48 hour notice that your landlord or their agents will be
entering the dwelling unit and premises located at (Address)______________________________________________________________________________on between the hours of and . (Date) (Time) (Time)The entry will occur for the following purpose:______________________________________________________________________________
CHECK-IN/CHECK-OUT CONDITION REPORTTENANT(S): __________________________________________________________________ADDRESS: ________________________________________________UNIT: ______________CITY: ___________________________________ STATE: ________ ZIP: _________________Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor IN Out In Out In OutLIVING AREAS KITCHEN BEDROOM 3Walls Walls Walls
1) Type _______________ Breed _______________ Size ______ Age __ Weight ___ Color ____ Name ________ Vaccinations: Yes____ No____ License Number: ______________
2) Type _______________ Breed _______________ Size ______ Age __ Weight ___ Color ____ Name ________ Vaccinations: Yes____ No____ License Number: ______________
3) Type _______________ Breed _______________ Size ______ Age __ Weight ___ Color ____ Name ________ Vaccinations: Yes____ No____ License Number: ______________
Additional Security Deposit Required:$
AGREEMENTTenant(s) certify that the above pet(s) are the only pet(s) on the premises. Tenant(s) understands that the additional pet(s) are not permitted unless the landlord gives tenant(s) written permission. Tenant(s) agree to keep the above-listed pets in the premises subject to the following terms and conditions:
1) The pet(s) shall be on a leash or otherwise under tenant’s control when it is outside the tenant’s dwelling unit. 2) Tenant(s) shall promptly pick up all pet waste from the premises promptly. 3) Tenant(s) are responsible for the conduct of their pet(s) at all times. 4) Tenant(s) are liable for all damages caused by their pet(s). 5) Tenant(s) shall pay the additional security deposit listed above and/or their rental agreement as a condition to keeping the pet(s) listed above. 6) Tenant(s) shall not allow their pets to cause any sort of disturbance or injury to the other tenants, guests, landlord or any other persons lawfully on the premises. 7) Tenant(s) shall immediately report to landlord any type of damage or injury caused by their pet. 8) This agreement is incorporated into and shall become part of the rental agreement exe -cuted between the parties. Failure by tenant to comply with any part of this agreement shall constitute a material breach of the rental agreement.
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Rental Housing Journal Valley
Rental Housing Journal Valley · May 2016
apartment building we are interested in pursuing. We have the standard list of due diligence items, but wonder if there are some “out-of-the-box” due diligence tactics to make certain we do not make a mistake as investors. Can you help?
Real estate apartment investing is a se-ries of calculated risks for investors
Answer: Buying, owning and selling investment real estate is always a series of calculated risks. “Make certain” are strong words. No matter your methods, you cannot know everything the seller knows. Over and above the standard due diligence list, buyers have ways to discov-er more about a property that either en-courages or discourages them. It is always difficult to understand the motivation of the seller because many sellers do not share their core beliefs, or some may even mislead or miscommunicate their ideas to create an image of trust. As callous as this statement is, I believe it to be true in many cases. To balance that statement, self-in-terest is to be expected. Choose carefully which tactics to employ. Business ethics is a subject that is not black and white. It involves various shades of gray depending on the person with whom you are talking. Choose carefully which tactics to em-ploy with which transaction. Some sellers might not take kindly to a given tactic, while others may well have done some-thing similar, or further out-of-the-box, themselves. I have never witnessed any one buyer applying all of these tactics on a single property. This is a career compi-lation of tactics I have seen.
No. 1 – The rent roll is not enough:Where do the tenants work? Determine
where the tenants are employed. This data
will be on the rental application, but not on the rent roll. If 25 of the tenants are with the same company, and a move to Mexico is announced 30 days after the sale closes, your vacancy rate could skyrocket.
No. 2 – Visit with former tenantsVisit with multiple tenants who have
moved out of the apartments. You can de-termine this by comparing year-to-year rent rolls. Look for patterns in the reason they moved out. Getting closer to work is one thing. But moving away from drug dealers is a different story.
No. 3 – Investors should look for patterns in the vacancy swing
Get the financials both annually and monthly. Look for patterns in vacancy swings. If you find one, learn what creates it every year. When you hear the answer, trust it – but verify.
No. 4 - Visit the apartments in the morning- and in case you don’t see them also “good day, good evening and good night”
The quote from the Truman show ap-plies when you want to find out what is re-ally going on with the apartment building. Visit the property unescorted on multiple occasions. Visit in early morning, mid-day, late afternoon and midnight. You will learn something about your potential ten-ants and how the building functions. • Do tenants congregate in appropriate places? • Are there vehicles with stale damage? • Is the parking lot well lit? • Do you feel safe? • It can be surprising what you learn going unannounced.
No. 5 – Talk with the local police about the apartments
Check with the local police department. Tell them you are considering buying the building and ask if you could do anything to help them in the neighborhood. You will learn if the building has a reputa-tion. The best thing that can happen on that visit is they will have trouble placing the property.
No. 6 – Research single-family homes near the apartments
Locate the single-family homes closest to the property and canvas them. Go to multiple homes, possibly a half–dozen. Some owners may be timid, while other will talk your ear off. The goal is to learn what the neighborhood thinks of the property and how the building operates.
No. 7 – What is the average occu-pancy per unit?
Determine the turnover rate by unit. Is the average occupancy per unit six months or six years? If it is six months and the building operates on a six-month lease, why are they not renewing? Serial leasing is expensive.
No. 8 – Talk to whoever is actual-ly doing the maintenance for the apartments
Identify the handyman or maintenance person. Take note of the vendors who per-form service for the building. Interview some of these folks. Ask them if there are any situations in the building they would change. It could take a number of calls be-fore you hit the jackpot.
No. 9 – Visit the neighborhood bar near the apartments and intro-duce yourself to the bartender
That’s right. That is really what I said. Find the closest neighborhood tavern or bar. Stop in for a drink and introduce yourself to the bartender. You want to talk with a bartender who has been there for years and knows the neighborhood. He or she may have something to say that is beneficial to you.
Investors remember these due dil-igence tips
• Make these visits or calls yourself.
• Split them up between the four inves-tors or partners.
• If you do not have the time or inclina-tion, hire someone who understands the apartment business.
• These tips will undoubtedly add value to your ability to make a good decision.
• Monty’s special tip for investors - Ask the landlord owner why he is selling? Any response should tell you tons.
ConclusionRemember these are the special out-
of-the-box investigation or due diligence questions you want to ask. There are many other standard ones recommended that you should also consider, but these are my special ones from my years and experience in the business. So remember:
• Where do the tenants work?
• Talk to former tenants
• Review the vacancy swings
• Visit morning, evening and night
• Talk to the police
• Check single-family homes nearby
• Study the turnover rate
• Talk to the maintenance folks
• Visit the local bartender
ResourcesBuying an apartment complex is easier
than you think (http://www.fool.com/investing/general/2014/08/17/buying-an-apartment-complex-is-easier-than-you-thi.aspx)
Keys to getting started in multi-fam-ily apartment investing (www.bigger-pockets.com/renewsblog/2012/01/12/keys-to-getting-started-in-multifami-ly-apartment-investing/)
Investing returns on apartments (nmhc.org/Content.aspx?id=4707)
Dear Monty: No-nonsense real estate advice (dearmonty.com/)
Forget buying a single-family home purchase an apartment complex (finance.yahoo.com/news/forget-buying-sin-gle-family-home-162100725.html)
Are buyers paying too much for apart-ments? (www.forbes.com)
How to buy an apartment building (www.wikihow.com/Buy-an-Apartment-Building)
National Apartment Association (www.naahq.org/about)
About The Author
Richard Montgomery gives no-non-sense real estate advice to readers’ most pressing questions. He is a real estate industry veteran who has championed industry reform for
over a quarter century. You can ask him questions at www.DearMonty.com.
9 Out-of-the-Box Questions and Tactics ...continued from page 1
