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JULY AUGUST 2009
This I
ssue
INSIGHT
Bowling Committee
John Sigman, Board Liason Las Vegas Apartment Guide
SNMA - Apartment Insight (Magazine) John Sigman, Board Liason Las Vegas Apartment Guide Chris Schreiner, Chair Las Vegas Apartment Guide
News & Updates 5 President’s Message 8 Coming Together 9 Train Your Brain! 18 Spotlight on Platinum Sponsor: 20 21 23
Community Outreach Committee Rhonda Sikes, Board Liason Avion at Sunrise Mountain Jennifer Pendleton, Chair For Rent Media Solutions
Dinner Meeting Committee
The Bentley Group
Teresa Jackson, Board Liason Clark County Collection Service Chris Hinojos, Chair Las Vegas Apartment Guide
Memories from Paint the Town First Quarter MARI Released
Education Committee
2009 Calendar of Events
Debi O’Keefe, Board Liason Prime Group Dana Murrah, Board Liason AMC, LLC Brian Loftus, Chair HD Supply education@snmaonline.com
Feature Articles 6 Multi-Housing Trends: Smoke Free Housing 10 White Paper on Apartment Property 16 17 22 24
Golf Committee
Repositioning
Rob Grocutt, Board Liason Sherwin Williams Ricky DeTagle, Chair Las Vegas Apartment Guide
What Landlords Need to Know About the Virginia Graeme Baker Act
Legislative Committee
The “Red Flag” Rule: What You Need to Know
Barbara Kirk, Board Liason Camden Residential Management Christopher A. Karsaz, Board Liason Karsaz & Associates
Rules of Engagement: Doing More with Less Screening Strategies in Tough Market Conditions
Maintenance Mania/Membership Picnic Paula Lane, Board Liason Pinnacle American Management Donna Gill, Chair Riverstone Residential
SNMA 2009 Board of Directors President Bret Holmes ...................... 702.699.9261 Advanced Management Group
Treasurer John Sigman ..................... 702.939.1494 Las Vegas Apartment Guide
President Elect Paula Lane ......................... 702.362.6444 Pinnacle American Management
Secretary Barbara Kirk ....................... 702.436.2048 Camden Property Trust
Vice President Debra Peterson ................. 702.255.3700 For Rent Media Solutions
Past President Amanda Hahn ................... 702.671.6000 Signature Management Company
Director Francie Stocking ............... 702.368.4217 Western Risk Insurance
Director Teresa Jackson .................. 702.940.5120 Clark County Collection Service
Director Debi O’Keefe .................... 702.436.9293 Prime Group
Director Rob Groucutt .................... 702.895.8887 Sherwin Williams
Director Brandi Cooley ................... 702.320.8500 RW Selby
Director Chris Karsaz ....................... 702.952.9227 Karsaz & Associates
Director Rhonda Sikes ..................... 702.438.7678 Avion at Sunrise Mtn.
Director Donna Gill ......................... 702.737.1033 Riverstone Residential
Director Dana Murrah ..................... 702.395.1523 Apartment Management Consultants
Director Rellie Greensfelder ........... 702.371.2365 Frazee Paint & Wallcovering
Market Trends Committee Paula Lane, Board Liason Pinnacle American Management Susan Bauman, Chair Western Risk Insurance
Membership/IROC Committee Francie Stocking, Board Liason Western Risk Insurance
NAA Host Committee
Debra Peterson, Board Liason For Rent Media Solutions Chandra Vail, Chair Apartment Finder
Poker Committee
Amanda Hahn, Board Liason Signature Management Company Susan Buksa, Chair Apartment Finder
Public Relations Committee Brandi Cooley, Board Liason RW Selby
Website Committee
Doug Sartain, Board Liason Certified Fire Protection
Director Doug Sartain ..................... 702.873.5995 Certified Fire Protection
www.snmaonline.org
SNMA 2009 COMMITTEE ROSTER
Year End Event/Awards
Rellie Greensfelder, Board Liason Frazee Paint & Wallcovering
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939-1494 johnsigman@apartmentguide.com 939-1494 johnsigman@apartmentguide.com 939-1494 cschreiner@apartmentguide.com 438-7678 avionsunrisemtn@lvcoxmail.com 255-3700 jennifer.pendleton@forrent.com 940-5120 tjackson@cccscollect.com 939-1494 chinojos@apartmentguide.com 436-9293 deborah.okeefe@primegrp.com 395-1523 d.murrah@amcllc.net 917-5746 brian.loftus@hdsupply.com
895-8887 swrep5905@sherwin.com 939-1494 rdetagle@apartmentguide.com 436-2048 bkirk@camdenliving.com 952-9227 ckarsaz@karsaz-law.com 362-6444 plane@prmc.com 310-6500 dgill@riverstoneres.com 362-6444 plane@prmc.com 368-4217 susan@westernrisk.com 368-4217 francie@westernrisk.com 255-3700 debra.peterson@forrent.com 604-2351 cvail@apartmentfinder.com 671-6000 amandahahn@signaturehomes.com 798-4511 sbuksa@apartmentfinder.com 320-8500 brandi@rwselby.com 873-5995 fireone@lvcoxmail.com 371-2365 rgreensfelder@frazee.com
JULY AUGUST 2009
Magazine Committee: Chris Schreiner Committee Chair/Editor Allison Williams Front Cover Art John Sigman Board Representative
Southern Nevada Multi-Housing Association 2775 South Rainbow Boulevard, Suite #101-C, Las Vegas, NV 89146 T: 702-436-7662 • F: 702-446-8445 Email: snma@snmaonline.org • Web Site: snmaonline.org Executive Director: Michael Fazio, mfazio@snmaonline.org Executive Assistant: Aysha Park, apark@snmaonline.org
Photos courtesy of Apartment Guide and Michael Fazio (SNMA)
MOTTO Commitment, Innovation, Integrity
For Advertising Information, Contact:
800.639.0465
Apartment Insight is published by the Southern Nevada MultiHousing Association. Apartment Insight is the official trade publication of the Southern Nevada Multi-Housing Association, a professional association of multi-housing professionals and industry partners. The materials contained in this publication are general in nature; the applicability to one’s particular situation should be reviewed with a professional who has all the facts pertaining to the situation being considered. The publisher disclaims any liability for published articles. Advertising Policy: Southern Nevada Multi-Housing Association accepts no responsibility for unsolicited materials. Advertisements contained in this magazine do not constitute endorsement. With the exception of those products and services directly under the control and supervision of SNMA, it is the policy of the SNMA, its officers and Board of Directors, not to endorse any products or services.
MISSION STATEMENT
Our commitment is to provide, with innovation and integrity, legislative support, education and community outreach to our membership and industry. SNMA offers a wide variety of education programs for leasing personnel, maintenance, managers, regional directors, owners and vendor members.
Platinum Sponsors: For Rent Media Solutions Certified Fire Protection Western Risk Insurance The Bentley Group
Sherwin Williams Paint and Floorcovering Cox Communications Silver Lands Inc.
SNMA welcomes our newest members! New Vendors:
New Properties/Mgmt Groups:
EnviroSweep, LVVI Towing, Motivational Systems Inc,
Casey Craig, Liberty Square at Providence, Village at
Rent Collect Global, Sunland Asphalt, Worldscape
Santo Domingo
10 Reasons to be a Member n Legislative updates & representation o Frequent networking opportunities p Innovative education programs q Business & career referrals r Advertising & sponsorship opportunities s Bimonthly magazine – “Apartment Insight” t Website: www.snmaonline.org u Forms & Landlord/Tenant Law Books v Legal Information & Updates w Support staff with industry experience....
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JULY AUGUST 2009
President’s Message By Bret Holmes
SNMA Keeping a Positive Momentum
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Have you noticed the increase in communication from the SNMA? SNMA’s Executive Director, Michael Fazio, has done an outstanding job keeping our membership updated on current events and pertinent information. In addition, you can find past issues of Apartment Insights on our website in a new format. We recently converted a number of past issues into a new online magazine format. This makes reading and finding specific information much easier than before. Please take some time to check it out when you can at www.snmaonline.org.
few things are becoming very apparent as we come to the halfway point of 2009. The first thing is the SNMA continues working overtime for its members this year. Recently, the SNMA legislative committee celebrated a big victory, as they were able to defeat AB313 in the Senate. AB313 would have set a cap on the late fees we could charge and would have extended the amount of time an eviction would take. The committee, along with our lobbyist (Susan Fisher of Fisher Consulting), worked diligently to change the bill’s verbiage and ultimately the Senate decided the bill was not good for multi-family business in Nevada. The SNMA continues to work on refining SB137, which would require that recycling containers be available on-site. We believe in recycling but this bill needs to work for every community and make practical sense. The legislative committee has had a huge impact on the legislative process this year. If it was not clear before, all the Assemblymen and Senators in Carson City know that the SNMA is representing the membership like never before. Great job legislative committee!
As we move into the second half of 2009 it is our goal to continue the trend of outstanding service and communication with our members. We are very focused on creating value and service for our membership to make sure your voice is heard throughout the industry. We have some great events coming up for the second half of the year as well. June’s networking dinner includes “Dress for Success,” which was great last year and should be even better this year. “Ask The Experts” is lined up for August and will be the most interactive dinner event we have ever put together. Our Annual Bowling Social, held at the Suncoast Hotel and Casino in July, will spare you no boredom. This is an entertaining event everyone should attend. Sign up now before all the teams are sold out. Do you have a poker face? Put it on, if you do, because the SNMA added a poker tournament to its calendar. This inaugural SNMA event takes place this October. If you are an avid poker player or even a complete novice you should join us for this widely talked about event.
Our Annual SNMA Golf and Putting Classic was an enormous success once again. We had an outstanding turnout this year and after plenty of feedback we concluded everyone had a great time. This year’s big surprise, we gave away a Vizio 42” LCD HDTV for our grand prize. Not only was everyone sitting at the edge of their seats, awaiting the winning number, but the SNMA had a standing room only crowd gathered in the Angel Park clubhouse. We literally took over Angel Park’s restaurant. The best part of this year’s Golf Classic was the food drive. Proudly, with all of your help, the golf committee raised $2,053 and 616 pounds of food for Three Square, a local food bank.
www.snmaonline.org
Let’s keep up the momentum we have going for us and make 2009 the best year yet for the SNMA! See you at our next event! Q
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JULY AUGUST 2009
Multi-Housing Trends:
Smoke-free Housing Smoke-free housing could become as common as no-pet policies in the multihousing industry. Nationwide, there are many landlords barring tenants from smoking to reduce neighbors’ exposure to secondhand smoke.
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he Smokefree Apartment House Registry is up from 11 listings in 2001 to about 300 listings nationally, for example. The trend towards smokefree apartments is expected to spread across the nation, driven by consumer demand. California is the leading state in this nation in smoke-free housing. There are 17 cities that have passed policies. For example, the Santa Monica City Council has approved an ordinance amending the current anti-smoking law to regulate smoking in common areas of multi-unit residential housing. The law makes it a criminal infraction to smoke in outdoor common areas. Victims of secondhand smoke can file a civil action
in court to get an injunction or collect up to $100 in damages. There are smoke-free apartments in Northern Texas requiring tenants to sign Smoke Free Addendums. If tenants violate their lease they can face eviction after three violation notices. There isn’t any state or federal law that protects a person’s right to smoke; nor is the right to smoke granted in the Constitution. Some apartment managers are fearful of upsetting tenants because they believe they do not have legal standing to ban smoking. However, apartment managers have been happy with tenant feedback upon limiting smoking in many situations.
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By Rosalie Escobedo, Karsaz & Associates
Why is Smoke-Free Housing So Desirable to Tenants? Secondhand smoke is the third leading cause of preventable death in the United States. Approximately 53,000 people die each year caused by secondhand smoke. Multi-housing units present a particular challenge as tobacco smoke may seep through cracks, be circulated via shared ventilation, or otherwise enter the living space of another. Since most tenants do not smoke, they will appreciate a smoke-free environment. They will further appreciate the added protection to their health. Many tenants feel that breathing in secondhand smoke not only is a health hazard but it decreases their quality of life. A random sample poll conducted by the nationally-respected Field Research Corporation surveyed 1,800 California residents and found that over 63% agreed that apartment complexes should require that at least 50% of their rental units should be smoke-free. www.snmaonline.org
JULY AUGUST 2009
Why is Smoke Free Housing Beneficial to Landlords? There are sound economic reasons to implement a smoke-free policy. Smoking significantly increases fire hazards, and boosts cleaning and maintenance costs. Another, turn-over time in a unit that allowed smoking is longer than that of a non-smoking unit. Also, there are discounts offered by property insurance companies for buildings with no-smoke policies.
Smoking significantly increases fire hazards, and boosts cleaning and maintenance costs.
Multi-housing apartment owners estimate that it costs anywhere from $500 to $8,000 extra to rehabilitate an apartment which had a smoker versus a non-smoker. Nationally, smoking was the cause of 9% of apartment fires. Another, recent research suggests that smoke-free apartment buildings may have increased re-sale value, should owners decide to sell their building. Finally, non-smoking units are easy to fill because most tenants want to live in a non-smoking building.
where tenants live in Nevada. Such a ban is similar to any of the other rules the tenant is required to follow. Additionally, 79% of Clark County adults report that smoking is not allowed anywhere in their home. Currently there are five communities that offer smoke-free apartment living in Clark County. It is understandable that landlords and managers are seeing a growing demand for smoke-free living, especially since only 21% of the Nevada adult population smokes. We expect for the amount of communities that offer smoke-free housing in Clark County and nationwide to continue to increase.
The transition to a smoke-free property should be properly assessed by legal counsel. There are surveys to tenants, building phase-ins, notices to tenants, smoke-free provisions, and Smoke Free Addendums that can be recommended and implemented to ensure that the transition to a smoke-free property is a smooth as feasibly possible. Please contact Karsaz & Associates with questions regarding smoke-free housing. Q
Smoke-free Housing in Nevada It is legal to restrict or eliminate smoking in both the common areas of multi-housing developments and in the individual units
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JULY AUGUST 2009
April 21st Networking Luncheon Sponsored by For Rent Media Solutions
Members of the For Rent Media Solutions team
O
ur April luncheon was packed full of committee announcements and great information from numerous speakers. Representatives from NAA were talking of the coming conference and exposition which returns to Las Vegas this year and were recruiting volunteers from SNMA for the events. We also heard about asbestos issues, mixed in with some comic relief from Dale Becker of The Asbestos Institute. Then Valerie Sargent from Yvette Pool & Associates spoke on “Lead a Charmed Life: The Importance of Preparation and Being Charming.” Attendees were treated to a lovely meal all sponsored by the folks at For Rent Media Solutions. The sponsors and SNMA wish to thank everyone who came out for the luncheon and we hope to see you all again at our upcoming SNMA events. By the time this issue hits the streets, we will have the Bowling Tournament coming, more networking events, the new Texas Hold ‘Em Tournament and more education offerings! Q
President Bret Holmes thanks Debra Peterson of For Rent for sponsoring the luncheon
Bret poses with Dale Becker
Bret Holmes with the NAA representatives
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JULY AUGUST 2009
Getting Lucky With SNMA
T
he 50/50 drawing proceeds went to Three Square, with Insight’s own Chris Schreiner, taking home $85 in cash. He also was drawn for the $100 Visa gift card, but following the topic of “leading a charmed life,” gave the prize back and another winner was drawn. Get lucky at our next event! Stay tuned for details on what’s to come. Q
Winner of the $100 Visa gift card
Bret and Valerie Sargent pose with the winner of a book Valerie gave away
Train Your Brain!
Education Platinum Sponsor Opportunity Available!
If you are interested in taking any of the courses or being on the Education Committee, please contact education@snmaonline.com. Q
2009 Education Calendar Date
Event
Time
Location
Speaker/Host
July 15
MANAGEMENT/LEASING: Recession Buster Seminar for the Multi-Family Housing Industry**
9–4
Angel Park
Anne Marie Stevenson
July 22
MANAGEMENT/LEASING: Marketing in Tough Conditions***
9–12
Angel Park
Lisa McQueen-Dillon
9–12:30
Angel Park
Christopher A. Karsaz
8:30–12:30
HD Warehouse
HD Supply
August 21 September 17
LEGAL: New Laws Affecting Evictions and Your Property MAINTENANCE: Gas & Electrical
October 14
LEASING: Survival Spanish
9–12
Western Risk Insurance
For Rent Magazine
October 23
LEGAL: Employment Practice
9–12
TBD
Christopher A. Karsaz
MANAGEMENT/LEASING: Resident Retention
9–12
Angel Park
Debi O’Keefe
December 10
Pricing:
*Material and certification costs may apply **Full Day Class, Includes Continental Breakfast and Box Lunch; $59 Members, $99 Non-Members ***Special Education Pricing; $19 Members, $39 Non-Members 3 hour Leasing Classes: $35 members, $70 non-members (Education pass can be used) Maintenance classes are free, unless there are actual costs for certification or materials, which will be conveyed prior to the class. Legal Classes: $35 members, $70 non-members (Education pass can be used) Education Pass: $199 for 8 classes and $249 for 10 classes You must register for each class at least 48 hours in advance in order to be able to use your Education Pass for the class; this is required to obtain an accurate head count for our educators.
www.snmaonline.org
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JULY AUGUST 2009
White Paper on Apartment Property Repositioning
Creating New Value and Performance in Existing Multifamily Properties By Robert A. Koch, AIA Fugleberg Koch
The aging process, in most income-producing real estate properties, is often reflected in slowly declining performance resulting from wear and tear and the evolving outdated condition of the property. In effect, many properties are on a continuously graduated, and declining, repositioning scale.
T
his decline in asset condition can be slowed by effective management, combined with attentive property care, and interim investments that seek to protect the contemporary quality of the property. Occasionally the decline in value and performance is not mirrored by area conditions. The result can often be tired properties in improving locations. When this occurs, the potential for enhanced repositioning comes into play. The lessons of value adjustments become important to the revitalized performance of the property.
The hospitality industry, under strong brand standards linked to franchise entitlements, addresses this condition with continuous review of property and operating standards obligated by the franchise agreement. Comparably, the housing industry, less mindful of applying evolving market standards to existing properties, usually seeks to moderate the rate of decline, but seldom to reverse it. Lessons from one industry to the other therefore provide some guidelines that can aid in the evaluation and implementation of potential repositioning opportunities.
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It should be noted that repositioning is more than refreshing, renewing, remodeling or renovating. While elements of each could find their way into a repositioning exercise, they largely focus on the physical issues alone and seldom consider the operating and performance consequences of such cosmetic endeavors. The most important judgment of a repositioning effort is identifying the desired shift in market placement to be achieved. As properties decline, the resident invitation moves to different consumer groups w ith dif ferent f inancial parameters. Well-repositioned properties create a fundamental shift in consumers to those more financially capable with needs and demands that may have not existed when the property was first constructed. The hospitality industry measures this evolution constantly and often requires the refreshing standards to be addressed in www.snmaonline.org
JULY AUGUST 2009 milestones as frequent as every three to seven years. As franchise licenses approach expiration, the requirements will often obligate substantial changes to protect the franchise agreement or to qualify for franchise alternatives. If the housing industry were to review and program a similar manner as part of a long-term ownership perspective, a similar strategy could also make sense. But rental housing investment and ownership seldom remains in place for the long term. As a result the long term is often measured in five to seven-year periods, at which time the potential sale of the asset becomes a priority. Effectively, this ownership shift thus becomes the milestone that triggers the core questions of property investment in either the asset as it exists, or the asset with adjustments that restart a new performance history. What follows is a brief overview of facility and design considerations when purchase and/or repositioning become an option. The evaluation and visioning of the property and its potential performance improvement is a team exercise that should blend finance, operations, facility/construction, and design. Together the ability to judge the best approach can be based on these considerations. The operating review is outside this white paper but central to the evaluation of choices to be made. Its consideration would validate or reject facility options and add independently new operating practices intended to mirror the upgrades in property and the elevated marketing goal.
Location Assessment Frequently when property acquisition teams visit a site for sale, they look at the product in context with locale, but seldom do they step back and ask, “What would I do with the land if it were vacant?” This rhetorical question provokes an independent judgment that often differs in conclusion from the separate question, “What potential exists for the property as is?” The rise or fall of adjacent areas can work with or against property value. When area demographics have evolved upward, the property may often find its performance ceiling limited by the product and not the site. In these instances the repositioning opportunity demands the influences of location be considered in the evaluation. Area amenity, prestige and potential resident profile could have shifted allowing for product and management decisions to be adjusted toward the clientele previously overlooked or discouraged from invitation. Quality area amenities could cause the internal amenity decisions to be modified in favor of features that do not compete but compliment the location premiums. If prestige has been advanced, the overall identity package for the community may need to be revisited. Other considerations related to safety, transit connectivity and employment venues can often play into the evaluation. Together, they lead the process to a core question as to whether the future resident differs from the current resident, and the ways that resident’s needs and desires could encourage change to the built and operated offering. www.snmaonline.org
Land use and zoning often change over time. They are an integral part of the land value. These changes may either constrict or enhance the site intensity or its capacity to be repositioned. Consider the regulations that may now apply and the process for increasing entitlements to new levels as a possible ingredient in property visioning. Selectively, certain communities may even offer incentives if they believe the repositioning will result in improved area valuations and tax contributions. Incentives together with higher densities and intensities may finance more aggressive options allowing for the future financial picture to dramatically change the outcome.
Market Assessment Markets change over time. They may age or shift in educational and employment profile. The job markets may evolve, and the demands they place on housing may adjust accordingly. Market tastes and lifestyle expectations will find new paradigms. Expanded markets can allow for a more specialized target audience than was first envisioned. All of these influences could prompt fundamental change to basic product decisions in amenity and unit plan. Using the “clean sheet of paper” approach to the market potential should provide an idyllic idea of what the better solution would now be. Comparing that conclusion with the current product offering should inspire key ideas that would elevate the current product appeal at all levels. Market influence determines project identity, and amenity and unit features. This list thus becomes the program for design and construction forces to determine eligibility and cost appropriateness. When a large shift in repositioning is envisioned, it may dramatically impact the evolution through occupancy. The transition from a C property to an A property could require major work and a complete displacement of current occupancies in phases or in whole. The capacity to retain existing residents through the repositioning would need to be weighed. If the property already serves a quality of resident that could and would pay more if the property were to undertake a significant improvement, then the phasing sequence could prove to be a critical judgment. Allowing sequenced relocations within would insure limited negative impact on the current preferred resident while reducing the down time to operations and income.
Property Assessment A property evaluation must begin with a physical examination of the condition of the overall asset, both visible and invisible. This inspection should seek to clearly identify the maintenance, repair, replacement, and reserve demands the asset requires. This financial investment stands independent of any remodeling, or repositioning vision that might follow. It alone considers the curing or correcting of decay, contamination, wear, or code matters that can forever compromise the property performance.
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■
apartment property repositioning
— continued on page 12
JULY AUGUST 2009 ■
allow, re-configuration of the kitchen to an island presentation can completely shift the total unit era to one of contemporary appeal.
apartment property repositioning
— continued from page 11
Some properties also communicate expectation based upon the visual presentation. Site plan layouts combined with building appearance can often date a property. If the fashion of that dated approach is no longer found appealing, that could require attempts at re-imaging the entire campus. Classic design solutions borrowing from historic influences can often transition well. Vernacular design solutions with little distinction can sometimes be appointed with features and accessories that reshape and re-image the property. Project styling that reflects momentary trends in architectural popularity can be the most difficult to revise, particularly if that style has lost its appeal and now is associated with shelter serving a lower market placement. While site layout is likely not able to be modified, the introduction of site improvements such as property gating, landscape, pavement accents, signage, lighting, and outdoor amenities can produce a major shift in the presentation and perception of the site plan approach. The common area and amenity package is often the easiest and most impactful area to consider. This part of the investment impacts all the residents within and offers an enhanced first impression as
No single interior appointment costs more or creates greater impact than the kitchen. The appliances and counter tops head that premium, as they reflect the greatest wear and/or the newest trends.
The bath, and specifically the master bath, follows on the kitchen’s heals as the next most critical zone to consider. Seldom can area or fi xture placement vary, but the introduction of current accessories can update measurably the overall bathroom feel. Consider the following quick fi xes to overhaul bathroom impression: New vanity top with updated sink and plumbing hardware Base vanity cabinetry with trundle drawer(s) Supplemental shelving to further limited counter-top surface Framed mirror in lieu of polished plate Decorative vanity lighting fi xtures Refreshed wall surround at tub or shower (if wall treatment is dated) New designer tile flooring (compatible with tub/shower surround if possible) Older properties may not have second bathrooms in multiple bedroom units or utility connections for washer/dryer. Both could be invasive to accommodate and costly to implement, limiting repositioning potential. The selective capacity to alter unit layouts to include such features might result in a shift in unit mix or a building appendage hosting the expanded capacity. Smart design and cost-managed effectiveness thus would be critical to considering the proper approach and implementing it. Flooring, door style, interior trim package, lighting hardware, and wall treatments all contribute to the contemporary appeal of a dwelling. These areas are easily addressed and can be approached in layers with more or less investments in certain units that result in varied price positions from a common base unit offering.
future residents visit the repositioned campus. Measured discretion must however be deployed to insure that the clubhouse and amenity don’t further the tired look and appeal of the dwellings within. Common area decisions must pace with some measure of unit enhancement (both external and internal) if a comprehensive repositioning is to result. Within the dwelling, the most crucial considerations often flow to kitchens and baths. Utility areas and storage adequacy often follow. The qualities of finishes in the remaining areas form the third area of focus. No single interior appointment costs more or creates greater impact than the kitchen. The appliances and counter tops head that premium, as they reflect the greatest wear and/or the newest trends. Cabinetry can many times be refreshed with simple appointments such as new hardware or cabinet face repair/refinish. If conditions
Remember, décor is often reflective of target market tastes. Clubhouse interiors, model unit furnishings, and interior material finishes and colors are topical issues that by their nature must be changed periodically. The choices here are critical to affirming the perception of comfort and appropriateness to today’s prospect. As time moves on, these are easily changed and should always therefore be re-judged for their impact and assurance on the potential best new resident. Bonus space in the form of enclosed porches and captured attic volumes can sometimes be considered. In addition to more area under roof, they can provide flex space to meet evolved resident needs.
Reposition Visioning The “what if” process of considering change must begin with target market objectives. Once market information suggests the product is a candidate for repositioning, the visioning exercise should generate as many enhancements or revisions that can be perceived as a check list of possible considerations. They should not only consider the physical elements but the management, marketing, and promotional components as well. Beyond the necessities of maintenance and replacement, the priority of importance can almost always be governed by the relationship
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JULY AUGUST 2009 of the idea with the property discovery. When fostering a strong first impression, Street face becomes more important than interiors; Arrival more important than details; Common area more important than dwelling. This review, idea generation, and testing process should be done by the team that will design the new approach, implement the chosen execution and manage the results. In that way the choices best reflect a balanced approach to judgments and outcome. With visionary and collaborative personalities in each area, the vision can be multiplied as each builds off the ideas of the other. The selection of the visioning team therefore becomes a critical step in achieving superior results.
Summary
Repositioning, when appropriate, should push the results to a new level. The most extreme version of repositioning is demolition and reconstruction of the new “best solution.” That effectively reduces the prior acquisition to a land transaction that values the purchase in terms of land, impact fee, salvageable infrastructure and vested entitlement, rather than vertical structures. The range between “paint up, clean up” and new build is the spectrum to consider. The steps therefore must bare financial justification in terms of investment and performance factors. “A sow’s ear can be made into a silk purse,” but at what cost? An attractive property becomes even more beautiful when market and repositioning judgments combine to forge the smartest option measured in terms of return. The best results therefore make the design and implementation an extension of a business strategy that asks, “How much better can it become in a visionary and financially responsible way?” Q
In a buyers market, the price of acquisition can many times be less than replacement. This lower basis may produce acceptable yields as is or with little upgrade. If however the condition of the property suggests further investment could unlock even greater performance, than the combined costs of acquisition and re-positioning become the budget to consider for a performance not evident at closing. Not every property ready for renewal is concurrently ready for repositioning. Renewal alone might be the best strategy to follow.
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Robert A. Koch, AIA is president of Fugleberg Koch, a design firm located in Winter Park, Fla. The firm specializes in architecture, planning, urban design and development consulting. Its residential portfolio represents a broad spectrum of the multifamily industry that includes mixed-use, urban infill, mid-rise, high-rise, direct entry, workforce housing and affordable housing projects. The firm says its visionary thinking, fundamental understanding of business demands, and market awareness of consumer needs and values has led to successful contributions in all sectors, earning Fugleberg Koch international placement among the industry’s top design firms.
JULY AUGUST 2009
What Landlords Need to Know About the
Virginia Graeme Baker Act By Steve Barnes
are loose or missing pose a deadly hazard to curious swimmers who insert a limb into an open pipe, and children have been eviscerated by sitting on open drains. Fullbody entrapment can occur if a body makes a vacuum seal against a fl at or missing drain cover. Mechanical, non-suction entrapment can occur if fingers or a bathing suit is hooked by a broken or improperly installed drain. These are real threats to swimmers that can be all but completely eliminated by some relatively simple equipment upgrades and proper maintenance. If that is not incentive enough, landlords that do not address this hazard in a timely manner will risk closure, fines, higher insurance premiums, and even the potential for criminal liability, even if an accident does not occur. Complying with the law is actually much simpler than what it seems: Replace all submerged drain covers and safety drain covers with new covers certified to the ASME A112.19.82007 standard.
An altogether well-meaning piece of legislation, the Virginia Graeme Baker Pool and Spa Safety Act of 2007 should be a source of immediate concern for Nevada landlords that have not yet brought their pools into compliance.
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nd t hey are not a lone—according to estimates from the nonprofit National Swimming Pool Foundation, a majority of the nation’s public pool operators, some 70 percent, have not yet invested in the equipment mandated by the new law (Associated Press, March 20, 2009). But with a proper understanding of the law’s requirements, landlords will find that compliance is not as onerous as it might initially sound. In some situations, the solution can even deliver gains in energy efficiency that could, over time, pay off the cost of compliance.
Making swimmers safe is good for business The legislation was named for Graeme Baker, the granddaughter of former Secretary of State James A. Baker III, who died in a tragic suction entrapment incident that occurred when a spa drain’s suction trapped her underwater. The act deals with the threat of entrapment, which is by definition an accident that traps a swimmer underneath the water. This includes suction entrapment that can occur if hair is pulled into a drain that is not compliant with the act, or if the drain cover is too small for the pump. Drain covers that
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These new “domed” covers are the first line of defense against entrapment and the only line of defense against mechanical, hair, evisceration, or limb entrapment. This applies to all submerged suction outlets, even those where no suction is used. Off-theshelf covers are recognizable by the “VGB 2008” or “ASME A112.19.8-2007” marks, while certain field manufactured covers can be certified by a Registered Design Professional that will provide a certification report to be kept on file at the property. All covers must be securely attached. If a cover becomes loose or damaged, shut down the pool until it can be repaired. Hotel pools and spas with a single main drive system (other than an unblockable drain) must be equipped with one or more additional devices designed to prevent suction entrapment that meet the requirements of the ASME/ANSI A112.19.17 SVRS Standard or applicable consumer product safety rule. Some options include a safety vacuum release system (SVRS), a suction limiting vent system, gravity drainage system, automatic pump shutoff system, drain www.snmaonline.org
JULY AUGUST 2009 disablement, or other system determined by the U.S. Consumer Product Safety Commission to be equally effective in preventing suction entrapment. These systems are required in addition to a compliant drain cover when a pool or spa has a single main drain system. If the pool or spa has more than a single main drive system, and they are at least three-feet apart, a high vacuum breaking system is unnecessary for VGB compliance and not proven to deliver any additional safety value over multiple drain covers alone. For pools and spas that do require a vacuum relief system, replacing the filter pump or pumps with those including SVRS systems is the only option that cannot be disabled. The pump shuts down automatically when a vacuum is formed, stopping suction. There is no need for additional external devices or controls.
SVRS-integrated models currently on the market use the programmable variable speed technology recommended by the National Resource Defense Council and electric utilities nationwide. This option could provide a return-on-investment in addition to VGB compliance and in some communities may be eligible for a rebate from municipalities or utilities. And although not explicitly part of the new regulations, landlords should be mindful that their pool and/or spa’s water circulation system is optimized to create the safest environment possible. All of the equipment must be specified to meet the flow rates of each individual pump. An improperly sized VGB-compliant drain cover is still a safety hazard. Further information on safety, energy efficiency and other common pool concerns can be found at www.pentairpool.com. Q Steve Barnes is Product Manager, Safety and Compliance, for Pentair Water Pool and Spa. He is chair of the Association of Pool and Spa Professionals Technical Committee and a of the ASME A112.19.8-2007and ASME A112.19.17 standard writing committees.
In many situations, replacing filter pumps with a VGB-ready model will also deliver substantial gains in energy efficiency. All of the
The “Red Flag” Rule:
What the Red Flag Rule Means for Rental Owners & Property Managers
While the rule has caused some confusion, compliance is straightforward. More than likely, you’re probably already in compliance since the only thing that rental owners or property managers have to show is that they have a “reasonable” process in place for preventing identity theft and for checking IDs, verifying IDs, and following up/asking about any discrepancies.
What You Need to Know By Mike Lapsley, president and CEO of RentGrow, Inc
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s of November 1, the “Red Flag” rule requires mandatory compliance, so it’s important to spend some time discussing the rule, including what it is and what it means for you.
Do I need to create a special report if I suspect fraud?
The “Red Flag” Rule—In Plain English
The full title is this: “Identity Theft Red Flags and Address Discrepancies under the Fair and Accurate Credit Transactions Act of 2003” (FACT). It amends the Fair Credit Reporting Act (FCRA). The rule was written specifically for companies making loans, such as banks and commercial lending institutions, but a portion of it extends to rental property owners and managers since both rely on consumer reports (e.g. credit) that (1) ask for sensitive information, such as social security numbers, and (2) could turn up address discrepancies. The philosophy behind this rule is simple: sensitive information must be kept secure to prevent identity theft, and a discrepancy in address could indicate fraud. The rule requires that “reasonable” policies be in place to prevent identity theft and to verify a person’s identity when an address discrepancy is reported. In the case of address discrepancy, if the property manager can’t work out the discrepancy, the rule says he/she is not to rent to this individual.
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For example, how do you destroy electronic and paper records that contain sensitive information? Or how about this: if someone gives one address on his or her rental application, but the license lists another address, what’s your policy for handling this situation? As long as you have reasonable policies in place, you’re in compliance.
The other commonly asked question about the Red Flag rule (beyond “how do I comply”) is this: do we need to report suspected fraud? The answer—for better or worse—is no. If you believe someone is trying to perpetrate a fraud, there’s no requirement beyond not renting to this individual.
Still Unsure About the Red Flag Rule? Contact Your Screening Partner
Laws, rules, and amendments result in legitimate questions and concerns, so we understand people’s trepidation regarding the Red Flag rule. While it’s true that you’re likely already in compliance, it can’t hurt to contact your screening partner and ask to review with them your policies and systems. The information in this newsletter should not be construed as legal advice. Always consult an attorney for questions regarding legal matters and compliance. Q Mike Lapsley is president and CEO of RentGrow, Inc., the resident screening experts (www.rentgrow.com). He can be reached at lapsley@ rentgrow.com.
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JULY AUGUST 2009
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he Bentley Group Real Estate Advisors was founded in 2004 as a brokerage firm specializing in the multifamily market. It has since earned a reputation as one of Southern Nevada’s premier commercial real estate brokerage firms. Since opening its doors, the company has closed nearly $1 billion in transactions and has expanded into the office, retail, industrial, hospitality and land markets. The Bentley Group’s extensive knowledge and unwavering dedication to providing superior service has earned it repeat business from clients time and again.
The firm’s comprehensive services include the creation and implementation of a multi-faceted marketing campaign for each property that focuses on garnering attention at the local, national and international levels. Whether it is finding a specific type of buyer, suggesting property improvements that will maximize returns, or discussing if it is the best time to sell, The Bentley Group advisors go beyond the normal realm of brokers. They are trusted advisors who are motivated by each client’s best interest. The company is located at 11920 Southern Highlands Pkwy, Suite 100, and can be reached at 702.855.0440. Q
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JULY AUGUST 2009
Memories from
Paint the Town
Thank you to our sponsors: Title Sponsor – Sherwin Williams Floor Covering Water Sponsor – Southern Nevada Multi-Housing Association Coffee Sponsor – Empire Painting Donuts Sponsor – Expedite Towing
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JULY AUGUST 2009
First Quarter MARI Released By Jay Harris, Vice President of Business Services, First Advantage SafeRent
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his quarterly report provides property owners and managers in Southern Nevada with a benchmark with which to compare their portfolio’s performance. The first quarter national MAR Index, including studios, one-, two-, three- and fourbedroom units (BR), was 100. This is a 1 point increase from the fourth quarter 2008, indicating a slightly better applicant pool this quarter. Compared to the first quarter of 2008, the MAR Index is the same value of 100 which confirms a trend of seeing lower MAR Index values during the slow applicant traffic volume periods of the first and fourth quarters. When comparing applicants for oneversus two-bedroom units, the MAR Index is slightly higher for one-bedroom units at 101 compared to 100 for two-bedroom units in the first quarter (see Graph 1).
To receive the MAR Index data for your Metropolitan Statistical Area or for questions, contact First Advantage SafeRent at marketing@FADVSafeRent.com. Data is also available at the property and sub-market level from our Property Performance Analytics tool. For more information, visit http://www.FADVSafeRent.com/PPA. Q
Graph 1: United States Multifamily Applicant Risk Index Data
Regionally, the Northeast continues to have the highest MAR Index with a value of 110 and the South has the lowest MAR Index with a value of 97 (see Table 1).
Here is how Las Vegas, NV-AZ performed this quarter compared to last year: Las Vegas, NV-AZ: 1Q09 MAR Index = 97 Las Vegas, NV-AZ: 1Q08 MAR Index = 97 Understanding the Multifamily Applicant Risk Index (MAR Index) The MAR Index is published quarterly by First Advantage SafeRent. It provides trends of national and regional traffic credit quality scores whereby a lower index value indicates an applicant pool with a higher risk of not fulfilling lease obligations. A MAR Index value of 100 indicates that market conditions are equal to the national mean for the index’s base period of 2004. A MAR Index value greater than 100 indicates market conditions with reduced average risk of default relative to the index’s base period mean. A value less than 100 indicates market conditions with increased average risk of default relative to the index’s base period mean. The MAR Index is derived from First Advantage SafeRent’s Statistical Screening Model–the multifamily industry’s only screening model that is both empirically derived and statistically validated. First Advantage SafeRent’s Statistical Screening Model was developed from historical resident lease performance data to specifically evaluate the potential risk of a resident’s future lease performance. The model generates scores for each applicant indicating the relative risk of the applicant not fulfilling lease obligations. A lower score indicates a more risky applicant.
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Table 1: Regional Multifamily Applicant Risk Index Data Region
1Q 09
4Q 08
Midwest
100
97
Northeast
110
110
South
97
96
West
104
105
U.S.
100
99
1Q 08
Change from 4Q 07 to 4Q 08
+3
97
+3
0
110
0
+1
97
0
-1
105
-1
+1
100
0
Change from 4Q 08 to 1Q 08
JULY AUGUST 2009
Rules of Engagement:
Doing More with Less By Betsy Feigin Befus
The current economic recession has imposed strict limitations and a renewed sense of accountability on companies in nearly every business sector. Apartment industry leaders are striving to achieve their targets even though their resources have been reduced.
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his new fiscal discipline has impacts across the company, but employment-related budget items can be hit particularly hard. From a human capital perspective, how can an apartment firm do more with less?
Employee engagement When it comes to the difficult, but sometimes inevitable, decision to freeze salaries, trim benefits or even reduce staff, top executives and front-line managers can lessen the potential damage by keeping basic “employee engagement” principles in mind: to be fully motivated, every staff member must be committed to the company and understand his or her role in achieving corporate success. “Engagement drivers” can also help an employer manage more widespread dissatisfaction that can lead to vulnerability in other ways, such as unionization. Though the apartment industry has not been a traditional union target, the Employee Free Choice Act that was recently introduced in Congress—if it passes—could boost union activities across industries, including our own. Some experts say that employees do not vote for a union so much as they vote against a manager that they see as uncaring or unresponsive. Thus, loyal and engaged employees may be less willing to consider union overtures than employees who are underappreciated.
Creative rewards Given the challenging economic environment we face today, many employees are thankful to have their jobs. Employees may be more understanding about compensation reductions and additional responsibilities during tough economic times, but the last thing any business can afford to do is to take loyalty for granted. Now more than ever, top performers should be recognized and rewarded—or managers should prepare to do without them. A failure to reward standout employees will not only compromise productivity now; it will also pave the way for employee turnover, especially when the economy improves and more opportunities surface for these “stars.” It goes without saying that recognizing an employee’s contributions can be a challenge when resources are scarce. But best practices suggest that employee rewards for your highest performers should be one of the last budget items to be eliminated.
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JULY AUGUST 2009 It makes good sense to provide whatever rewards are possible, rather than eliminate them completely, especially when it comes to staff members who are key to the organization’s success now and in the future. Lower budgets for merit increases and bonuses can spur less traditional, but more creative, approaches. For example, a personal thank you from the company’s leaders can do wonders even for high-level, tenured staff. Communication is important beyond showing appreciation. Honest and timely communications about the company’s plans and financial health go a long way toward inspiring the trust and engagement that are essential to loyalty and productivity. Employees need to know that decisions being made are strategic, not just tactical short-term reactions that may betray the company’s core goals and values. Thus, regular messages from organizational leaders are important. And to increase employee engagement, these messages should Employees need to invite feedback.
know that decisions being made are strategic, not just tactical short-term reactions that may betray the company’s core goals and values.
The apartment industry, because of its decentralized structure as well as the need to address both on-site and corporate employees, requires its leaders to use various messaging formats. Informal meetings, small gatherings, conference calls, and e-mails that target both individual team members and the entire company reinforce the message that your firm values and respects its employees. Thoughtfully developed communications can help employees understand—and even accept—tough messages. Any communication that announces, for example, a salary freeze or bonus elimination should include the reasons behind the decision. This can diffuse anxiety and enlist support for the change. The timing of the message can be as important as the information it provides. It is possible to overdo “doomsday” messages and to announce cuts too far in advance. Be as consistent as you can in your communications. For example, you can compromise trust—and therefore employee engagement and productivity—if you announce numerous cuts as well as new expenditures that seem to conflict with your overall tone of frugality. Paying attention to employee engagement and morale has never been more important. Because an engaged team makes real contributions to the bottom line, building and protecting the loyalty that inspires employees to go the extra mile may protect your company during these difficult times and help it to prosper during the good times that are on the way. Q
Betsy Feigin Befus is vice president, employment policy & counsel for the National Multi Housing Council in Washington, D.C. www.snmaonline.org
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SNMA 2009 Calendar of Events The dates and events are subject to change without notice. Please call the SNMA office at (702) 436-7662 with questions. July 10
Bowling Tournament (Suncoast)
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Education: Recession Buster Seminar for the Multi-Family
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Education: Marketing in Tough Conditions
Housing Industry
August 18
SNMA Networking Dinner Event
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Education: New Laws Affecting Evictions and Your Property
September 17
HD Supply Education
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Maintenance Mania and Membership Picnic
October 9
Texas Hold ‘Em Poker Tournament
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Education: Survival Spanish
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SNMA Networking Dinner Event
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Education: Employment Practice
November 7
Year End Dinner and Awards Ceremony
December 10
Education: Features & Benefits Leasing or Resident Retention • Subject to change•
JULY AUGUST 2009
Screening Strategies
Save Money Use efficient screening services. A top-notch screening system will allow you to customize the order in which the reports are run and can be programmed so your process is controlled, consistent, compliant, and cost-effective for each applicant. While it may seem appealing to have a flat rate, keep this in mind: 15-20% of applicants don’t meet the average management company’s credit screening criteria, making criminal and eviction searches unnecessary on those applicants. In other words, with a “bundle/flat fee” model, you end up paying for a number of unnecessary reports; in the “tiered” model, you pay roughly 1/3 of that price.
in Tough Market Conditions
Avoid hidden fees. Fees may include annual or monthly fees, surcharges for accept/reject letters, and extra charges for updating applicant information.
Maintain (And Even Increase!) Occupancy Rates Contemplate excluding foreclosures and medical debt from screening criteria. In 2008, the number of foreclosures played a large factor in the economic downturn. Many of these people were good renters before they moved to a single family home, and many would like the opportunity to become good renters again. Still, you need to ensure your tenants can pay the rent. What to do? Consider adjusting your criteria. Ask your screening provider if they offer the option to remove foreclosure items from scoring. This will allow you to approve applicants whose credit is acceptable without the foreclosure, provided the monthly rent is less than what the applicant was paying on his or her mortgage. Another way to factor in more applicants is by applying the same rule to medical debt. If you take away the medical debt and the applicant is approved, then you can consider accepting him or her. Medical debt isn’t a reliable predictor of the applicant’s rental payment behavior or indicative of his or her ability to meet his or her monthly financial obligations. These options give you the ability to expand your applicant pool in sound, measured ways, allowing you to increase occupancy, while controlling your risk. By Mike Lapsley, president and CEO, RentGrow, Inc.
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n 2008, people were inundated with headlines of foreclosures, an economy in recession, bailouts, and a shrinking employment rate. While ringing in the New Year has been a welcome event for all, economic forecasters are predicting that 2009 will be another challenging year for myriad of industries and businesses, including multi-family operators. “Following the downturn in the economy experts say rental demand will soften and rents are expected to remain flat throughout 2009,” according to Ron Devries, Vice President of Appraisal Research Counselors, a real estate appraisal, research, and consulting firm. Aligned with this prediction, Chief Economist, Mark Obrinsky of the National Multi Housing Council (NMHC), predicts that vacancy rates could reach 7.9 percent or higher by year end, due to job losses.
Adjust your period for reviewing credit history. Running credit checks is a way to lower your risk level, and credit reports typically include seven years of history. You may want to consider changing that threshold from seven years to two or three years. This allows you to hone in on recent payment history rather than older history, while expanding your range of qualified applicants. With the current credit crunch, it becomes a balancing act of weighing out your options. You may find that, scoring seven years of history excludes a handful of qualified applicants. Remember, the ultimate goal is to cut costs and increase revenue while managing risk and retaining responsible residents. Work with your screening provider for the most cost-effective screening solutions and develop innovative ways to maintain and even increase occupancy during 2009. Q
Tough times call for innovative measures. Here are a couple points that save money and provide strategies for maintaining (and possibly increasing!) occupancy rates.
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Mike Lapsley is president and CEO of RentGrow, Inc., the resident screening experts (www.rentgrow.com). He can be reached at lapsley@rentgrow.com.
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JULY AUGUST 2009
PRODUCTS & SERVICES GUIDE ADVERTISING 702 West 2470 Denholme St. Henderson, NV 89044 troy@702west.com P: (702) 278-8905 F: (702) 202-4513
Sunland Asphalt P.O. Box 50409 Henderson, NV 89016 stevem@sunlandasphalt.com P: (702) 563-6872 F: (702) 563-6875
Apartment Finder 6330 McLeod Dr. Ste. 5 Las Vegas, NV 89120 cvail@apartmentfinder.com P: (702) 604-2351 F: (702) 798-8311
ATTORNEYS/LEGAL SERVICES Karsaz & Associates 375 Warm Springs Ave., Ste 104 Las Vegas, NV 89119 ckarsaz@karsaz-law.com P: (702) 952-9321 F: (702) 933-5077
Apartment Guide, The 8298 Arville Street, Suite #104 Las Vegas, NV 89139 johnsigman@apartmentguide.com P: (702) 939-1494 F: (702) 939-1551
Law Office of Hayes & Welsh 199 N. Arroyo Grande Blvd, #200 Henderson, NV 89074 ghayes@lvlaw.com P: (702) 434-3444 F: (702) 434-3739
Apartments.com 175 W. Jackson Blvd., 8th floor Chicago, IL 60604 ltimko@apartments.com P: (312) 601-5391 F: (312) 601-6256
AWARDS/TROPHIES Boulevard Trophy & Engraving, Inc. 5007 S. Tamarus St. Las Vegas, NV 89119 blvdtrophy@aol.com P: (702) 736-3130 F: (702) 736-3526
For Rent Media Solutions 5740 S. Arville St., Ste 209 Las Vegas, NV 89118 debra.peterson@forrent.com P: (702) 255-3700 F: (702) 255-4901 Masters Media Group, The 10624 S. Eastern Avenue #A446 Henderson, NV 89052 debra@themastersmediagroup.com P: (702) 269-9290 F: (702) 269-9205 Move.com 30700 Russell Ranch Rd. Westlake Village, CA 91362 P: (805) 557-2300 F: (480) 556-4623 Rent Grow Inc. (Internet) 307 Waverley Oaks Rd. Ste. 301 Waltham, MA 02452 haolem@rentgrow.com P: (800) 736-8476 F: (800) 819-5182 APPLIANCES (SALES/RENTAL/PARTS/ REPAIR) Universal Service & Supply 3605 W. Twain Las Vegas, NV 89103 universalsvc@earthlink.net P: (702) 876-0333 F: (702) 876-5994 ASPHALT (PAVING/REPAIR) Lamb Asphalt Maintenance, Inc. 3280 Coleman St. N. Las Vegas, NV 89032 jandres@lambasphalt.com P: (702) 647-1600 F: (702) 647-5969 Stripe-A-Lot 5128 Longridge Avenue Las Vegas, NV 89146 t.j.@stripe-a-lot.com P: (702) 870-3585 F: (702) 870-8784
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BANKING/MORTGAGE LENDING/ FINANCIAL Arbor Commercial Mortgage 2802 Flintrock Trace, Suite 225 Austin, TX 78738 dgaylord@arbor.com P: (512) 371-4171 F: (512) 371-4172 BLINDS/WINDOWS/DOORS/GLASS Cherokee Blind & Door 4350 S Arville, C-21 Las Vegas, NV 89103 P: (702) 432-3244 F: (702) 432-3341 BROKERS (REAL ESTATE) Marcus & Millichap 3993 Howard Hughes Pkwy, Ste 300 Las Vegas, NV 89109 jvelazquez1@marcusmillichap.com P: (702) 215-7100 F: (702) 215-7110 NAI Alliance 6995 Sierra Center Pkwy., Ste 100 Reno, NV 89551 mwalsh@naialliance.com P: (775) 336-4646 The Bentley Group Real Estate Advisors 11920 Southern Highlands Pkwy., #100 Las Vegas, NV 89141 cbentley@thebentleygroup.com P: (702) 855-0440 F: (702) 855-0660 The Sauter Companies 10161 Park Run Dr., Ste. 140 Las Vegas, NV 89145 info@thesautercompanies.com P: (702)383-3383 F: (702)252-0139
CARPET CLEANING/RESTORATION/ DYEING Solar Contract Carpet of Las Vegas, Inc. 4280 Wagon Trail Ave. #C Las Vegas, NV 89118 P: (702) 798-7100 F: (702) 798-1982
FIRE AND SAFETY Certified Fire Protection 3400 W Desert Inn, Ste 20 Las Vegas, NV 89102-8354 fireone@lvcm.com P: (702) 873-5995 F: (702) 251-1972
Universal Carpet Care, Inc. 3111 S. Valley View, Ste. N-102 Las Vegas, NV 89102 stevec@universalcarpetcare.com P: (702) 220-9003 F: (702) 220-4818
Diversified Protection Systems Inc. 4435 Wagon Trail Ave. Las Vegas, NV 89118 tmilton@dpsi.biz P: (702) 307-3473 F: (702) 307-3472
CLEANING SERVICES (MOLD/DISASTER) Odor Masters 4616 W. Sahara Avenue #178 Las Vegas, NV 89102 isimon@odormasters.com P: (702) 253-5030 F: (702) 242-9238
FLOORING - COVERING/CARPET Criterion Brock, Inc. 1660 Helm Dr. Ste 1000 Las Vegas, NV 89119-3845 jason@brockinteriors.com P: (702) 458-6550 F: (702) 458-6584
ServiceMaster 1st Response 451 Mirror Court, Suite #105 Henderson, NV 89011 smrep1@drylasvegas.com P: (702) 896-4197 F: (702) 896-3559
Sherwin Williams Paint & Floor Covering 7470 S. Dean Martin Drive. #105 Las Vegas, NV 89139 swrep5905@sherwin.com P: (702) 895-8887 F: (702) 895-8892
COLLECTIONS Clark County Collection Service 8860 W. Sunset Road Las Vegas, NV 89148 tjackson@cccscollect.com P: (702) 940-5120 F: (702) 365-7927 Rent Collect Global 1010 Southeast Everett Mall Way, Suite #100 Everett, WA 98208 jill@rentcollectglobal.com P: (425) 238-3752 F: (425) 609-1120 Sentry Recovery & Collections Inc. 3080 S. Durango Ste. 203 Las Vegas, NV 89117 P: (702) 944-4111 F: (702) 933-4048 COUNTY/CITY OFFICES Constable’s Office Las Vegas Township 309 S. Third Street, P.O. Box 552110 Las Vegas, NV 89155 gronaura@co.clark.nv.us P: (702) 455-4099 F: (702) 385-2436 DEVELOPERS (REAL ESTATE) & GENERAL CONTRACTORS Kalb Industries of Nevada Ltd. 5670 Wynn Rd. Las Vegas, NV 89118 rickh@kalblv.com P: (702) 365-5252 F: (702) 365-5257 Western Pride Construction LLC 3924 Silvestri Lane Las Vegas, NV 89120 aimee@westernpride.com P: (702) 362-2800 F: (702) 362-1376 ENERGY EFFICIENCY EnergySeal Inc. 10040 W. Cheyenne #170-41 Las Vegas, NV 89129 energysealinc@yahoo.com P: (586) 615-1552 F: (707) 864-3132 EXERCISE EQUIPMENT Advanced Exercise Equipment 861 SouthPark Dr., Suite #200 Littleton, CO 80120 kschlagel@advancedexercise.com P: (702) 270-0241 F: (303) 996-0063 Equip Fitness 4760 South Pecos Road, Suite #103 Las Vegas, NV 89121 teperkins.tpa@gmail.com P: (702) 309-4198 F: (702) 974-0893
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FURNITURE (RENTAL/SALES) CORT Furniture Rental 6625 Arroyo Springs St. Ste. 130 Las Vegas, NV 89113 tricia.bernard@cort.com P: (702) 822-7368 F: (702) 822-7324 Custom Furniture Rental 273 Martin Luther King Blvd. Las Vegas, NV 89106-4310 gkreamer@customfurniturerental.com P: (702) 384-6996 F: (702) 384-8904 Sundrella Casual Furniture 2740 W. Deer Valley Rd. Phoenix, AZ 85027 kreiha@cox.net P: (702) 369-0878 Winston Contract 603 SE Fort King Street Ocala, FL 34471 jrega@brownjordaninternational.com P: (800) 327-1541 F: (352) 368-2471 HVAC Fire-N-Ice Heating & Air Conditioning 2912 S. Highland Dr., Ste E Las Vegas, NV 89109 fire-n-icehvac@earthlink.net P: (702) 395-0071 F: (702) 395-0253 INSURANCE CIBA Insurance Services 655 N. Central Ave., Ste. 2100 Glendale, CA 91203 mmarino@cibaservices.com P: (818) 638-8525 F: (818) 638-8551 Kaercher & Associates Insurance Brokerage 2500 N. Buffalo Dr., Ste. 230 Las Vegas, NV 89128 P: (702) 384-2813 F: (702) 304-7860 Renters Legal Liability LLC 466 South 400 East #103 Salt Lake City, UT 84111 gus@rllinsure.com P: (801) 994-0237 F: (801) 521-4452 Western Risk Insurance 3140 S. Rainbow Blvd., Suite 400 Las Vegas, NV 89146 francie@westernrisk.com P: (702) 368-4217 F: (702) 368-4219
JULY AUGUST 2009
INTERNET SERVICES/ACCESS Inspire WiFi 1550 NE Miami Gardens Drive #507 Miami, FL 33179 gebbert@inspirewifi.com P: (407) 620-6478 KEY CONTROL/ACCESS MANAGEMENT HandyTrac, Inc. 510 Staghorn Ct. Alpharetta, GA 30004 eoverhage@handytrac.com P: (678) 990-2305 F: (678) 990-2311 LANDSCAPING Silver Lands Inc. 2901 S. Highland Drive, Suite 15-A Las Vegas, NV 89109 pacoh@silverlandsinc.com P: (702) 459-3192 F: (702) 459-4372 Worldscape 8410 Eldora, Suite #1003 Las Vegas, NV 89117 worldscape@cox.net P: (702) 871-7027 F: (702) 731-1611 LAUNDRY EQUIPMENT Coinmach Laundry Service 501 North 37th Dr., Suite 102 Phoenix, AZ 85009 dwahlers@coinmachcorp.com P: (602) 722-6959 F: (602) 340-8907 Excalibur Laundries Inc. 201 E. Sandpointe, Suite 200 South Coast Metro, NY 92707 joanh@excaliburlaundries.com P: (714) 437-9000 F: (714) 210-3777 Web Service Company, Inc. 333 W. St. Louis Avenue Las Vegas, NV 89102-4709 tonyt@weblaundry.com P: (702) 384-4855 F: (702) 384-6054 MAINTENANCE SUPPLIES HD Supply 320 Lava Beds Way Las Vegas , NV 89031 Max.G.Christie@hdsupply.com, ty.kilpatrick@hdsupply.com P: (702) 917-5746 F: (702) 622-7222 Johnstone Supply 2319 S. Western Ave. Las Vegas , NV 89102 P: (702) 387-6940 F: (702) 387-7866 Wilmar 4119 Bola Drive North Las Vegas, NV 89032 bcrofford@wilmar.com P: (702) 296-0664 F: (702) 643-5948
MAKE-READY Genie Services 4300 N. Pecos Rd. #22 Las Vegas, NV 89115 njeancheff@genieservices.com P: (702) 452-1111 F: (702) 452-1179
Sherwin Williams Paint & Floor Covering 7470 S. Dean Martin Drive. #105 Las Vegas, NV 89139 swrep5905@sherwin.com P: (702) 895-8887 F: (702) 895-8892
ODOR CONTROL Envirosweep, LLC 892 East Sweeping Vine Avenue Las Vegas, NV 89183 ivan@envirosweep.com P: (702) 738-4247 F: (702) 982-1277
PLUMBING (SUPPLY & SERVICE) Roto Rooter Services Co. Inc 3441 Precision Drive Las Vegas, NV 89032 ryan.rich@rrsc.com P: (702) 646-5273 F: (702) 646-8053
OFFICE SUPPLIES Advance Office & Janitorial Supplies 3261 S Highland, Ste. 603 Las Vegas, NV 89109 lisaburchard@advanceoffice.com P: (702) 735-0213 F: (702) 735-0147
POOL FURNITURE Total Patio Accessories 3275 S. Jones Blvd., Ste 106 Las Vegas, NV 89146 admin@tpa-lasvegas.com P: (702) 309-4198 F: (702) 974-0893
OUTDOOR FURNITURE Total Patio Accesories 4760 South Pecos Road, Suite #103 Las Vegas, NV 89121 teperkins.tpa@gmail.com P: (702) 309-4198 F: (702) 974-0893
REWARDS PROGRAMS Blackledger 12 West 100 North, Suite #100 American Fork, UT 84003 nvidrine@blackledger.com P: (801) 763-9064 F: (801) 437-3686
PAINT (SALES/SERVICE) Dunn-Edwards Paints 4300 E. Tropicana Ave Las Vegas, NV 89121 sharon.brenner@dunnedwards.com P: (702) 845-7539 F: (702) 243-8131
SECURITY DEPOSIT ALTERNATIVES Sure Deposit 293 Eisenhower Pkwy., Ste 320 Livingston, NJ 07039-1783 brian@suredeposit.com P: (973) 992-8440 F: (973) 992-8770
Empire Community Painting 2756 N. Green Valley Pkwy., Ste. 149 dwhitaker@empirepainting.com P: (888) 278-8200 F: (702) 939-9940
SECURITY SERVICES Sky Security Services 2400 S. Cimarron Rd. Ste. 140 Las Vegas, NV 89117 marissa@skysecurityservices.com P: (702) 304-2185 F: (702) 304-2184
Frazee Paints 5280 S Valley View Blvd. Las Vegas, NV 89118 rgreensfelder@frazee.com P: (702) 371-2365 F: (702) 597-5200 PPG Pittsburgh Paints 5475 S Valley View Las Vegas, NV 89118 sbennecke@cox.net P: (702) 736-2929 F: (702) 736-3151
SIGNAGE Motivational Systems, Inc. 1120 Palms Airport Drive Las Vegas, NV 89119 rtait@motivational.com P: (702) 310-8501 F: (702) 270-8228
Right-Way Signs 6291 Dean Martin Dr. Las Vegas, NV 89118 maryjo@right-waysigns.com P: (702) 260-0374 F: (702) 260-1223 TELECOMMUNICATIONS Cox Communications 121 S. Martin Luther King Blvd. Las Vegas, NV 89106 Nick.kendle@cox.com P: (702) 384-8084 F: (702) 545-2375 TENANT SCREENING First Advantage SafeRent, Inc. 7500 W. Lake Mead Blvd., #9-542 Las Vegas, NV 89128 tsedminik@fadvsaferent.com P: (702) 839-1736 F: (702) 839-1738 TOWING AA Action Towing 3035 Westwood Dr. Las Vegas, NV 89109 bobbyhowell@actiontowing.net P: (702) 737-9100 F: (702) 737-8567 Expedite Towing 228 W. Owens Ave. N. Las Vegas, NV 89030 expeditetowing2@gmail.com P: (702) 633-8850 F: (702) 633-8892 LVVI Towing 4375 North Las Vegas Boulevard, Suite #4 Las Vegas, NV 89115 mworkman@yahoo.com P: (702) 795-1700 F: (702) 367-0945 Quality Towing 4100 E. Cheyenne Ave. Las Vegas, NV 89115 jberry@unitedroadtowing.com P: (702) 649-5711 F: (702) 633-4447
Southern NV Multi-Housing Association - Forms & Publications
ITEM
PKG. OF
MBR PRICE
NON-MBR
5-Day Pay or Quit*** 5-Day Notice Breach of Contract*** 5-Day Unlawful Detainer*** 3-Day Nuisance*** 30-Day No Cause Termination*** 30-Day Notice to Change Terms*** Abandonment*** Security Deposit Disposition Community Inspection*** Notice to Vacate*** Roommate Relinquishment*** Application to Rent Lease*** (Members Only) Lease Renewal***(Members Only) Move-In Inventory & Condition*** 2007 Salary Survey Landlord/Tenant Law Handbook (Members Only) Affidavit of Complaint Instructions to the Constable Order of Summary Eviction
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10.50 10.50 10.50 10.50 10.50 10.50 Download Download 10.50 10.25 Download 14.75 19.95 10.25 14.75 49.95 129.00 Download Download Download
15.50 15.50 15.50 15.50 15.50 15.50 15.50 15.50 15.50 15.50 15.50 NO SALE NO SALE 15.50 19.75 9 9.95 NO SALE Available at Courthouse Available at Courthouse Available at Courthouse
D ELIVERY CHARGE - $10.00 per delivery or $20.00 for COD orders. *** 3 part carbonless paper PRICES ARE SUBJECT TO CHANGE WITHOUT NOTICE.
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JULY AUGUST 2009
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