Archive for the ‘Apartment Purchases’ Category

Deflation – Apartment Marketing and Operations

Saturday, October 3rd, 2009

Today, Bloomberg ran an article that states an expectation of deflationary pressure throughout 2010.  The principal driver behind this conclusion is the weakened employment environment throughout the United States.  As a results as owners and managers we have to consider how this effects are operations and asset choices.

From a leasing perspective, this is extends the pressure households are under to accept living situations that were not acceptable in the past.  Rebuilding America’s wealth means lower fixed cost choices for a large percentage of us.  Owners should be considering rental options that will reduce tenants total cost of living decisions.  Our affiliated properties have been developing fixed income solutions and solutions to increase the tenant density in our units taking advantage of our generally abundant parking, often good access to public transportation, and other factors supporting this.

From an operations perspective, we must be reviewing our labor costs and assure that we remain competitive.  Additionally, as a sector that is likely to  recover more quickly in this economy, we may have talent opportunities that don’t often exist.  Also, expect and pursue significant reductions in costs for supplies and contract services.

As potential property investors, good deals today must offer extremely strong fundamentals as market conditions may continue to erode property values over the next 24 months.  And, for properties already owned, lower leverage is the choice path.

What are the three legs of Apartment Leasing?

Thursday, September 24th, 2009

Very simply, an apartment complex leases or fails to lease on three points:

1) Is it priced competitively to its market.

2) Are the apartment conditions and amenities offered consistent with the expectation of the renting demographic mix.

3) Socially, is the apartment complex suitable.  That is, is the complex a safe and happy place to live.

If any of these items get out of balance, management will struggle achieving or maintaining occupancy.

As an owner or manager, ensuring you are on your guard about the kind and quality of tenant is an important task.  This means monitoring the income statement for signs of other problems.  Checking the rent roll for hints of tenant issues (there is a strange connection between credit and behavior issues).

The Internet is big, but the basics still prevail.

Key Multifamily Property Due Diligence Items

Wednesday, September 9th, 2009

Multifamily property due diligence is a critical task that involves much more than simply checking the condition of the property and comparing local rents. If completed correctly, the process will provide the information needed to make a prudent purchase decision, to mitigate post purchase risk, and increase post purchase cash flow and profits.

Useful due diligence should provide information about the market, submarket, the property, the current tenants, and local demographics (considering future tenant make up potential).

Market

For the broad market, due diligence should provide:

  • Breakdown of employment including the major employers,
  • Broad demographic averages of:
  1. Race,
  2. Sex,
  3. Age, and
  4. Income,
  • Market growth over two decennials
  • Infrastructure factors
  • Entertainment
  • Identify property management companies active in the market, their fees, and their actual operations delivery.

Submarket

  • Major local employers;
  • Crime;
  • Schools (demographics, scores, news, condition of facilities);
  • Surrounding neighborhoods (reviewed and various  times of day and weekday and weekend);
  • Entertainment;
  • Shopping;
  • Restaurants;
  • Competing properties:
  1. Visit the competitors and collect their hours, rates, collateral, visit units, and identify amenities.
  2. Coorelate property age, rents and revenues
  3. Find out occupancies
  4. Observe the closes competitors at various times of day on a Thursday, Friday, and Saturday (principally to identify demographics and to verify occupancy claims and to correct occupancy assumption if observations illustrate different conditions); and
  • Infrastructure

Property

  • Punchlist by unit, building, common area facilities, streets and parking, lighting, landscaping, and a walkover of the grounds for drainage, fence conditions, retaining wall conditions, etc.
  • Plumbing review:
  1. Type of plumbing
  2. Waterheater conditions
  3. Metering
  4. Grounds leaks
  5. Other leakage and water damage issues
  • Electrical review
  1. Per unit amps
  2. Metering
  3. Aluminum or copper
  • Gas Review (if applicable) – Metering
  • Office review
  • Photos of all the above and photos that show:
  1. Highlights of units,
  2. Grounds highlights,
  3. Property highlights,
  4. Property “opportunities” (unused land or opportunity layouts)
  5. Current office highlight,
  6. Signage,
  7. Property issues and repair requirements with clear association to notes

Tenants

  • Review the rent roll and identify delinquent rent by unit.
  • Review rent roll versus received revenue
  • Past tenant issues
  • Inspection of property conditions and tenant activity for all units on a Thursday, Friday, and Saturday including review of mid morning, mid afternoon, early  evening, and late evening (9pm or later).  Issues should be tied as closely to specific units as possible.
  • A sex offenders search on the property and surrounding addresses
  • Auto conditions in the parking lots
  • Observations about ethnicity, age, race, and employment from inspections, the rent roll, and discussion with the property manager

Local Demographics (Property Zipcode)

  • Age,
  • Sex,
  • Income, and
  • Race

These items should be reduced to a report that identifies information in a format that:

  • Identifies issues and mitigation suggestions for physical factors,
  • Identifies revenue expectations as is and opportunities,
  • Provides the information to provide a rent up plan based on the buyer’s intended operation and/or improvement of the property

With these items in hand, the new purchaser is positioned to operationally and financially minimize risk and to maximize their expected return.

Good luck and good buying.