Avenues | Issue 2 | 2017

ISSUE 2 | 2017

FIRST RESPONDERS A Comprehensive Guide for Property Management Companies

Cinnaire 1118 S. Washington Avenue Lansing, MI 48910

Promises Made, Promises Kept.

Syndicators and lenders will attest to our rock solid reputation.

For more information, contact our administrator at 248.833.0550

TABLE OF CONTENTS A Note From Mark............................................4

By Mark McDaniel Schema...............................................................6

By Sarah Brabbs, M.A. Are You a Robert Redford?............................8

By Denise Stein Building a Bridge of Support....................... 12

By Denise Stein Be Aware: Do You Know the Signs?.......... 16

By Shawn Bain and Michael Powell Service Animal Laws..................................... 18

By Elaine Simpson Safety is Our First Priority............................20

By Mark Cukro SWAT for Bed Bugs.......................... 22

By Gary Offenbacher, CPM Be the First on the Scene Without a Cold Call.............................................. 24

By Elaine Simpson Be the Leasing Agent that Gets Outstanding Results......................... 27

By Lori Hammond What’s Your Emergency?................ 28

By Gary Offenbacher, CPM Budgets: A Seller’s Most Important Tool.................................... 30

By Lori Pung, CPA Be the Good Cop.......................................... 32

By Jim Erickson Call for Back-Up!............................................ 34

By Kevin J. Roragen and Warren H. Krueger Operation Opportunity................................. 38

By Jeff Keeling University of Affordability............................ 42 News & Happenings..................................... 46 Advertisers.......................................................47

| PRESIDENT’S MESSAGE

a note

FROM MARK

In 2012, we dedicated an edition of Avenues to property management’s key role in the success and financial viability of real estate communities. It was one of our more popular publications and we decided it was time to update it. Solid property management is important to residents of housing communities. It’s also vital to owners and investors in meeting the financial projections they have commitments and returns agreed upon in the Partnership Agreement.

Management companies have been given the responsibility of keeping a community financially successful and to meet the needs of its residents. In most cases, the management company was never involved in structuring the communities’ feasibility to get the financing commitments. Assumptions regarding design, operation expenses, rents, and lease-up have been made before many management companies are aware of the community being developed. It is handed to them and they are told, “make this work”. I have also seen this in related party vertically integrated development, construction, and property management companies.

I believe strongly that property staff are the first responders in the real estate world. The property management team on the ground are similar to police and firemen who are put on the front line every day to deal with problems and keep people safe. At the same time, they are responsible for the ongoing financial success of the community. Keeping the community occupied, collecting rent on time, controlling expenses, and maintain the property to be its best.

As a lender and investor, Cinnaire has very high regard and appreciation for the role maintenance staff, site managers, leasing staff, and regional managers have in making our investments and loans successful. Unfortunately, they go unheralded in the hard job they have every day. Much as 4

our emergency response civil servants do in our cities and villages. We want to continue to open the eyes of owners, investors, lenders, and property management executives, how valuable and critical those functions are to creating safe, stable, financially successful communities. It is hard and many times thankless work.

Cinnaire has made a commitment to provide a high-quality education and training platform that focus on our first responders. This also includes a strategy to bring owners to the same table to receive timely and technical education on the latest issues related to affordable housing development, its ownership, and managerial. The University of Affordability Conference has been a huge success. There are in-depth training sessions for maintenance, leasing, on-site managers, regional managers, and management company executives. This is combined with sessions for affordable housing community owners which have been lauded for their timeliness and depth given to each subject. This year, the conference is being held September 20-21 at the Kellogg Center on the campus of Michigan State University.

For more information on registration and workshops, go to our website at www.cinnaire.com. This edition of Avenues will be a great primer for some of the topics that will be covered at the upcoming conference.

Over the last 25 years, Cinnaire has gained immense respect for the job that the “first responders” in real estate do every day. In my prior years in the development world I learned very quickly that property management is the front line to deliver to owners a financially successful community and a safe stable place for residents to live. I can’t express enough how much I appreciate the role of property management. I hope you find this issue valuable and informative and that you can gain a real appreciation for the role they play.

CINNAIRE

Ginosko Development Company “Building a Brighter Future Today” Ginosko Development Company (GDC) is a real estate development company specializing in the creation and preservation of quality affordable housing. GDC has a successful track record meeting the financing challenges of these developments, from MSHDA and HUD loan programs, tax-exempt bond programs, rental subsidy programs, and Low-Income Housing Tax Credits; to historic tax credits, brownfield credits and other specialized financing programs unique to the affordable housing industry. GDC is also known for its success in meeting the design, planning and environmental challenges of these developments. GDC’s residential communities are recognized for careful and coordinated planning, an experienced development team of top architects, attorneys, contractors and engineers, attention to detail and design quality, and respect for the environment. Visit our website to get to know us better!

www.Ginosko.com 41800 West 11 Mile Road, Suite 209 | Novi MI 48375 office 248.513.4900 | fax 248.513.4904

schema

| FEATURE

BY SARAH BRABBS, M.A., OPTIMIZING RELATIONSHIPS, LLC

Imagine you’re sitting in your chair at work, having a lovely morning. There are no new maintenance requests or problems you have to tackle. Instead, you are peacefully munching on your crisp apple (it tastes so perfect today), noticing the sun dappling across the trees outside. You do some deep breathing and imagine the sun‘s warmth on your face.

But then you hear that sound – the slightly hesitant creak. The soft chime that signals the opening of the door. You turn and face the door with a little trepidation, but mostly a happy expectant attitude showing on your face as you prepare to say good morning.

But then you see who it is. Now, freeze the picture.

6

This is a moment we will touch on as I kick off our conference — it’s a moment, in which everything changes — for the better, or for the worse. It’s the moment when your thoughts, feelings, and beliefs collide and how you behave changes, depending on what those are.

If it’s someone who only comes to you with problems, you may freeze and feel your stomach tighten. You definitely are not looking forward to the problem du jour. But if it’s someone you really like, who stops by infrequently, you will offer her a big smile and feel your heart lighten as you experience happiness, seeing her face.

These are just two of the reactions you could have in that moment. Your experience depends on your schema of the person.

In psychology, a schema, means the set of expectations you’ve developed for anything

CINNAIRE

– a person, event, place, a career, etc. These expectations have “filled in” over time as you’ve had more and more direct experiences with someone or something, or learned more through the indirect sources: the internet, media, or people you know. For example, you have a schema of your workday that’s been shaped by each day you have experienced.

Your expectations of an “average” day change as you learn more and more about your job.

Even before you see the person at your door, you have a schema of the sound of the door opening that affects your reaction. Are you excited? Filled with dread? Apathetic? Scared?

We have a schema for everything, even if it’s currently empty. For instance, imagine that you are thinking of visiting Puerto Rico for the first time. You have no direct experience to shape your schema, so you research online and talk to people who have visited the country to fill it in.

Your schema of a person dictates how you respond to them, and how you react in any given moment. This may not be a newsflash, but in this moment, if we slow down and examine our reaction and our schema, we can change it. In an instant.

It’s important to do some self-examination, because you are the sole determiner of how your schema is formed. And as a first responder, it matters. Because your day often involves putting out fires or answering questions, a lot depends on you.

Imagine that you have developed a schema about a specific situation and because of that, you don’t fully listen to the person explaining it because you “already know.” Imagine that you find a particular tenant frustrating; it’ll show in your body language. Imagine if you think someone is incompetent based on interactions you’ve had with her. You will treat her differently because of this schema. That has an effect on her too.

AVENUES TO AFFORDABILITY

The truth is that we don’t know the future – so even if we think we know what the next moment contains, really, we don’t.

The person who usually seems in an awful mood when she walks in could be in a better mood today. Today, the regular staff meeting might be really helpful to you. The “incompetent” coworker might do something amazingly competent today – something you wouldn’t even notice if you hadn’t examined your unconscious reaction to her.

How can we change this? First, when our expectations of a person, event, or thing (even the sound of the door opening) cause us to have a negative experience, stop. Stop and ask yourself what your schema is – what are your expectations of this person, event, or situation? Why do you hold those expectations?

You can decide to open your mind, to expect that you may be surprised…and you just might have an entirely different experience. You may not, but it’s possible.

My request to you is this: over the next few days or week, notice when you have a schema that is negative. Consider how you developed this perspective. Ask yourself, is this really true of this person, or situation? For instance, if your schema is that you are helpless in a certain scenario, and you are a victim, is that really true?

Chances are it isn’t true. And it’s certainly not an empowering way of thinking.

Your schema of conflict, change, and challenging people will be expanded upon hearing my keynote at this conference – and if you read my book. You will be positively impacted (see how I’m filling in your schema of my keynote here?) and your life will improve as a result.

I look forward to seeing all of you there. Until then, enjoy your day and all the “new” moments it may now contain!

LEARN MORE AT OPTIMIZINGRELATIONSHIPS.COM.

7

| LEADERSHIP

Are You a Robert Redford?

BY DENISE STEIN ART OF LEADERSHIP ADVISORS

We all know that great organizations are comprised of great people. It’s a pretty simple equation, yet, many leaders struggle with building and sustaining a strong team. When working with CEOs and management teams, I often hear “If only I could keep my team on track,” or “Even though my people have the skills to do their jobs, they don’t ‘get it’ when it comes to motivation, attitude, and the culture that I want to have on our team.”

When assessing whether your managers and staff support and “live” the organization’s values and mission, I invite you to reflect on the example that you set. It seems that, if we want our people to support and demonstrate a particular culture and to help to achieve our missions, we ought to first ensure that we set the bar high with our own behaviors, attitudes, and achievements.

A few years ago, a friend and I attended a leadership training program in Utah. We were delighted to learn that the program would be held at the Sundance Resort in Provo, Utah. Almost everyone has heard of Sundance because of its famous founder, Robert Redford, and the Sundance Film Festival. What you may not know is that Sundance is also a resort, hosting a variety of events, programs, and activities for families, youth, businesses, and the community.

From the moment we entered the grounds, we could tell that it was a special place. The facilities are impeccably kept, beautifully landscaped, thoughtfully designed, and built to complement the breathtaking surroundings. We received a warm welcome from the front desk, and a friendly young man showed us to our rooms.

After just one day, my friend commented on the level of service and professionalism displayed by the people who worked for the Resort. Not only was each staff person friendly and accommodating, each shared a story or interesting fact about the facility, the grounds, the program, or its history. It was obvious to us that these people all shared a common trait — they CARE about Sundance.

8

Whether you are hiring a new employee, looking for ways to motivate and support existing staff, or trying to create a culture to retain your top people; shared values, vision, and a strong mission are essential tools.

When I asked one of the employees about Sundance’s employee training programs, she told me about the organization’s expectations, mission, culture, and tenets. She said that they didn’t “drill these things into you,” they simply expect that you will live up to them. When I inquired further about the organization’s structure and whether they had a CEO, she smiled brightly said, “I work for Robert Redford.” That one sincere, enthusiastic sentence said it all! Who wouldn’t want to do a GREAT job for Robert Redford?

As business owners or managers, I invite you to ask yourself, how do people feel when they say, “I work for (your name)?” What, do you suppose they think when they say, “I work for (your company)?” When your people tell others about their work life, what is being communicated in-between the lines? While we can’t all be Robert Redford, we can certainly learn from his wisdom, leadership, and from his organization.

If you want to build a great team, you must begin with yourself. If you want to have an organization of leaders, you must share the vision and mission in a way that each person can find his or her “place within it” and take it on as their own. Whether recruiting, motivating, or retaining amazing team members, it all begins with alignment of one’s core values and vision with the purpose of the organization.

This is called leadership.

Following are some guidelines to help you identify, expand, or clarify your personal vision and your organization’s mission. Regardless of your position in the organization, you can use this simple guide to be Robert Redford!

CINNAIRE

Sundance Resort Core Values • •

ART OF LEADERSHIP ADVISORS MODEL • Vision, Personal Life Vision (PLV) the driving force for each individual. Identifying personal core values helps one to identify his or her PLV. • Mission – statement of purpose for an organization, a unified effort, a structure to fulfill on a PLV. • Goals – Once the Mission is clearly defined, each department, or division of the organization sets the course for their piece of the Mission. Well-crafted and integrated Goals ensure success for the organization’s Mission.

•

USING THE SUNDANCE EXAMPLE As we look deeper into the Sundance Resort example, there are many lessons to learn. Expectations are clearly articulated, and managers set the standard in each area. Take a few moments to reflect on your Vision and your organization’s Mission, Values, and Goals.

•

Sundance Resort’s core values and expectations describe how they expect people to act with one another, with customers, and in their lives.

What are your personal Core Values?

1.

• •

•

• •

• •

2.

•

3.

•

4.

•

5.

What values do you expect from your employees, colleagues, team?

1.

2.

•

• • • • •

3.

4.

•

5.

AVENUES TO AFFORDABILITY

Authenticity: We will honor and accentuate nature and our true selves to create real and unforgettable experiences.

Respect: We will demonstrate through our choices and actions a respect for the land, our founder’s vision, our business parameters, guests, co-workers, and ourselves.

We will honor and value the diverse abilities and contributions of others, embracing the responsibility and accountability for our actions in this regard.

Trust: We will communicate accurately, honestly, and in accordance with our Confidentiality Agreement.

We will go to great lengths to keep our commitments. We will not make promises that we cannot keep, and we will not make promises on the behalf of Sundance unless we have the authority to do so.

We will live up to our ethical principles, even when confronted by personal, professional and social risks, as well as economic pressures in the workplace.

We will speak the truth. We will never deliberately mislead. We will be as candid as possible, openly and freely sharing information, as appropriate to the business relationship, the need to know, and in compliance with the Confidentiality Agreement.

We will use Sundance assets appropriately. We will not engage in misappropriation of funds, time, services, equipment, or guests.

Innovation: We will create different products and methods to serve our guests while maintaining fiscal responsibility and alignment with our Guiding Principles.

We will create opportunities to discuss and explore new ideas and suggestions coming from within and outside our organization.

We will follow a process to achieve outcomes that a reasonable person would call fair, just, and non-arbitrary.

Stewardship: We will act in ways that are consistent with our commitment to art, nature, recreation, community, and guest service.

We will protect and preserve the land we are on, inviting manageable and innovative ideas in conservation and preservation.

We are committed to maintaining a safe environment in which employees and guests may flourish.

We will maintain an awareness of the needs of employees, guests and community members to act in a manner which meets those needs whenever possible.

We will minimize harm whenever possible.

Traditions: We will honor the history of Sundance and the legacy of our Founder.

We will cultivate the art of storytelling.

We will assist our guests in creating traditions to be passed on from generation to generation.

Expectations: Our guests expect the highest level of hospitality from our employees. Our employees want to work with the best. To this end, Sundance Resort sets high standards for employees. All guests, co-workers, and supervisors are to be treated with respect, dignity, honesty, and courtesy.

Our standards also address personal appearance, attendance, dress code, performance, ethical conduct, with a requirement to follow procedures and exceed guest expectations in a positive manner.

9

| LEADERSHIP Sundance Resort Recruitment

Thank you for your interest in representing the Sundance Resort! At any given time Sundance Resort has a variety of jobs available from food & beverage and lodging to Mountain operations. Be sure to compare the position requirements with your availability, education and experience before selecting a position for which to apply. Each Sundance Resort employee plays a direct role in Creating the Sundance Experience for every guest.

Please ask yourself these questions prior to applying: • Do you like people?

• Are you friendly?

• Will you go out of your way to make our guests feel welcome?

• Will you smile and be proactively helpful to guests, co-workers, and supervisors?

• Are you cooperative and positive, especially in stressful and busy situations?

• Can you report to work on time, when scheduled, in proper uniform, prepared, and ready to perform your job responsibilities?

• Will you uphold our guiding principles, service standards, environmental commitment, policies and procedures?

• Are you excited to represent Sundance Resort in a positive manner?

• Will you commit to leaving Sundance Resort better than you found it?

RECRUITING TEAM MEMBERS Here, the Sundance Resort leadership team actively engages potential employees in “self-selecting” for a position on the team.

What questions would you invite a potential employee to ask of himself?

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

If you answered “yes” to all of these questions, we are anxious for you to complete the application process.

10

CINNAIRE

MISSION In the Art of Leadership Advisors terminology, these two statements comprise the organization’s Mission or Purpose.

What is your organization’s Mission?

Sundance Resort Vision

Under the leadership and direction of our founder Robert Redford, our vision is to create an unspoiled and authentic experience in this intimate mountain resort where art, nature, and commerce unite to inspire and develop people, voices, and ideas.

Sundance Resort Mission Statement To provide transformational experiences and genuine service executed passionately.

As you review your organization’s Mission statement, consider these questions: • How clearly does your Mission statement reflect the “purpose” of your organization?

• How well does your Mission statement evoke commitment and passion for your purpose?

• What do you want your Mission statement to communicate about your organization’s brand?

• How well does your Mission statement set a high bar for your team?

Now that you have clearly identified your core values, the values you expect from your team, and your organization’s mission, you can begin to share them with others in a way that opens a dialogue in which they can reflect upon their own values and vision.

DENISE STEIN IS THE CEO OF ART OF LEADERSHIP ADVISORS. SHE CAN BE REACHED AT DDSTEIN@ARTOFLEADERSHIP.NET.

AVENUES TO AFFORDABILITY

11

| TEAM BUILDING

Building a Bridge of Support the gun from him. When he saw me coming, he darted quickly into some nearby bushes.

Just then, the bus arrived, and the boy boarded the bus with the rest of the students. My mind raced, as I thought of what might happen with a bus full of young children...and a gun.

MONDAY MORNING: ANNE, 8:30 AM I had come to the office early to get some paperwork done, knowing that the best that I could hope for was to slightly decrease the mountain; there was NO way to complete it all, but if I didn’t finish some reports, there would be hell to pay. I closed my office door, so that my co-workers would know that I was trying to focus and to get things done. Coffee in hand, I got straight to work.

BY DENISE STEIN ART OF LEADERSHIP ADVISORS

MONDAY MORNING: MELANIE, 7:30AM I arrived at the office early to get some paperwork done. My focus being on completing the reports that needed to be submitted, otherwise there would be hell to pay. I didn’t park in my usual spot, and kind of giggled at myself for trying to hide the fact that I was there. If the residents knew I was in, they would be lining up at my desk with issues that had come up over the weekend. Phew, I made it from my car to the office without running into anyone; locked the door, and I was good to go! Coffee in hand, I got straight to work.

Just as I started to dig in, someone began to bang loudly on the door...

Darn! I’ve already been found! Re12

luctantly, I opened the door to find a frantic resident, telling me that a boy at the bus stop had a gun, scaring all of the other children.

As I walked outside, I could see some of the kids hiding in bushes, others standing as still as statues, paralyzed with fear. There was a van parked nearby with one of the parents who always let the kids wait inside until the bus came.

She had a look of disbelief on her face, and she was not moving either.

I didn’t know the boy with the gun, he didn’t live on our property, but I had seen him around. His facial expression was like a hit-man trying to look tough, he was waving the gun around wildly; it was like a scene from a movie. My presence startled him, and he stood still for a moment. Without giving it any thought, acting purely on my instinct, I ran toward him to get

Just as I started to dig into my work, I received a text message, and a few seconds later, my office phone rang.

Darn! I had already been found! I reluctantly answered the phone, and checked the text message.

On the other end of the line was Melanie, one of our site managers; she was speaking quickly, crying, and her words were jumbled. At first, I could not understand her. As I was trying to comprehend what she was saying, I saw a few words from her text message...gun, bus stop, kids! This was an emergency, putting me into emergency dispatcher mode. My plan of gathering all of the information for my reports that were due was going to have to wait.

Melanie was extremely shaken up, she explained what happened, and went on to say “I shouldn’t have approached! I had to act quickly, and I CINNAIRE

Vision, Mission, Goals: The Substructure didn’t want anyone to be hurt. I could have been shot!” Her voice quivered as she recalled, “Once the students had boarded the bus, I stopped the bus driver, informing her that one of the kids had a gun. They searched the student, but they did not find a gun on him. They were just beginning to search the bus when one of the younger kids shouted out that he had found the gun in the bushes, outside of the bus, exactly where the boy had gone when he ran away from me. The bus driver took the gun and handed it to me. It was a toy!”

As I spoke with Melanie, I reassured her that she had acted on her commitment to the children and had demonstrated remarkable courage. We talked for about an hour, much longer than the time that it took to decide what to do, from a business standpoint. She shared some of her past experiences, things that may have driven her to jump into action so quickly. I told her about a time where I had encountered a gun and had been terrified.

I know Melanie, she cares a great deal for the residents in her community; she is diligent in her work, and she takes her responsibility to the families, the owners, and the company very seriously. She thanked me for my support and understanding, and for giving her the time to talk things through.

She and I had worked together for

quite a while, and we had had some difficult conversations, but over time, we built a good relationship, even if mostly via email and phone calls. I felt that I had to help my co-worker and friend, as best as I could.

YOU DON’T TRAIN FOR THIS Property management is a complex industry, requiring extensive training for each position in the company.

Corporate, site, and regional staff are expected to track and report on every aspect of the business: financial, state of each site, incidents that occur, existing risks, and more to ensure success for the owners, investors, syndicators, agencies, and others who may have an interest in the property.

While the industry has ample resources for the technical aspects of the job, these resources alone do not ensure success. There is no formula for the human factor – facing the unexpected – and supporting our colleagues through seemingly impossible challenges.

BUILDING A BRIDGE...OF SUPPORT...FROM BOTH SIDES While traditional trainings provide the superstructure of success, without a solid substructure (trusting and caring relationships between people), the bridge will fail. Without a resilient bridge between corporate office staff and each site, the job becomes near impossible.

When it comes to the human factor

in business, I find that everyone wants to have and to fulfill on a purpose in their work. Additionally, they thrive when they feel connected to something important, something worthy, something that makes a difference. Each person looks for meaning outside of ourselves that aligns with the things that we find to be meaningful inside of ourselves. While this meaning may be unique to each individual, when we can identify and explore it, we find that VISION: You can’t share a vision if you don’t have a vision! It’s just that simple.

Organizations that focus on the personal, the core values of each person, find that a special connection emerges. They find that fostering a culture of values encourages people to practice and to exemplify the values that they find to be most important – personally – in their everyday work and relationships. After all, if it’s not personal, why do it?

MISSION: The most powerful Mission is the mission that each individual finds to be personally meaningful. Taking the time to identify your organization’s mission, to foster personal values and vision, and to make a connection between the individual visions and the larger purpose for the organization creates an environment of purpose-driven people. A team of people who are on a personal mission cannot be stopped!

GOALS: Breaking the Mission into smaller, achievable pieces, allows people to identify their roles and responsibilities in the organization’s success. Knowing how your job overlaps with others helps you to appreciate how your level of accomplishment impacts others in the organization, giving you an appreciation of QUANTIFIABLE RESULTS: Understanding my role, how it fits with others, and knowing the people in the company shifts my thinking from wanting to hide my failures to wanting to get help when I am going to miss an important date or result, so that I do not fail my team. When an organization makes a conscious commitment to excellence, in the conducting of its business, and in its relationship with its people, possibility arises.

AVENUES TO AFFORDABILITY

13

| TEAM BUILDING In this industry, one may hear complaints like “site staff aren’t responsive,” or “corporate has no idea what it’s like out here.” People often lament that “corporate staff constantly nag us, via email and phone, to submit our reports,” or “I can’t get my job done until the site staff give their information to me.” One corporate property accountant has accountability for a large number of sites, but they have no control over the “doing” of the job on the sites or gathering the information to include in the countless reports that are required. Site staff have their “business” job to do, and they are also responsible for building relationships with and between the residents, managing issues that arise – emergency and interpersonal, with site managers having the added bonus of managing a team of site staff.

IT’S ABOUT THE PEOPLE While the story of the incident with Melanie and Anne is far too common, it is only one example of the things that come up on a daily basis in the property management industry, particularly in the affordable housing world.

If it were just a matter of filling units, collecting rent, maintaining the property, gathering data, and organizing the data into reports, the job may be challenging, but it would be possible to complete. Site staff encounter countless issues every day, from the mundane to the most bizarre. Corpo-

rate staff rely on site staff to gather and submit information; without it, they cannot accomplish their responsibilities. Without an understanding of the others’ world, a huge divide can grow in the relationships between site and corporate staff. To bridge this gap, we must build a sense of shared responsibility, understanding of one another, and a commitment to one another that goes beyond the functions of our jobs.

Organizations that have committed to creating a ‘team’ of people understand that they must begin with each individual, as a person. Yes, this does require getting personal, which can make some people uncomfortable. We must venture into areas of a person’s “being” to fully understand them, to appreciate their challenges, and to build a relationship where we can support them in accomplishing the goals that they want to achieve.

It begins with individual core values and the alignment of values between the people who comprise the organization. Organizations intent on creating a culture of personal values can see clearly that each person must grow in order to reach this result.

They begin to assimilate the values, not just consciously, but unconsciously, at a level where it changes more of their behaviors and practices. This requires caring for ourselves, the

organization, and the world around us, creating a sense of deliberate patience in the pursuit of the values that we hold to be most dear.

Creating a values-based culture, where people are encouraged to grow and to expand their capabilities, requires a consistent effort on the part of the organization. This effort includes aspects of both “being” and “doing.” It requires creating events, trainings, and opportunities for people in the organization to come to know one another at a deep level, finding ways to promote compassion and understanding, as well as a commitment to individual and corporate excellence.

Highly effective organizations talk about these things every day. They exemplify these points of view in all that they say and do with one another, their employees, clients, and vendors, and they demand that they have a life and organization in which these values are paramount. Owners, executives, regionals, and managers must be willing to share openly, as an example and an inspiration for others to do the same.

Aligning on and practicing a set of core values is a great beginning, but it is just a beginning. Once you take this first step, you and others will want more. As you recognize changes in behavior and improvement in relationships, you’ll naturally want to take it even futher. You will be more willing and able to identify the gaps that exist, and you will seek resources to address issues that arise. Taking the first step is the key. Once you are engaged in the process, you will find many resources to support your efforts.

RECOMMENDED RESOURCES: • THE SPEED OF TRUST, BY STEVEN COVEY • THE FIVE DYSFUNCTIONS OF A TEAM, BY PATRICK LENCIONI • THE FOUR DISCIPLINES OF EXECUTION, BY SEAN COVEY • THE FIFTH DISCIPLINE FIELDBOOK, BY PETER SENGE

14

CINNAIRE

1HZ &RQVWUXFWLRQ 5HQRYDWLRQV 0XOWL )DPLO\ +LVWRULF 5HKDE &RPPHUFLDO ,QGXVWULDO 0L[HG 8VH

ðð ìôñí

; ' # 4 5 íëìò

REULHQFF FRP

| MANAGEMENT

BE AWARE:

DO YOU KNOW THE SIGNS? An in-depth look at the signs of drug use and drug trafficking within rental properties.

BY SHAWN BAIN AND MICHAEL POWELL GLOBAL DRUG CONCEPTS, LLC

Do you know the signs of drug use and drug trafficking? If you don’t, you should. Unfortunately, drug use and trafficking is on the rise and rental properties are becoming a preferred location for this covert, illicit business.

When armed with the right tools and knowledge, you can assist in preventing, discerning, and mitigating the issue of drug use and drug trafficking within your properties. With over sixty years of combined narcotics experience, two former detectives, Shawn Baine and Michael Powell, share their expert advice from first-hand experience.

PREVENTION Below are some ways to prevent drug use within the workplace and within a community: • Become a member of the state’s Drug Free Safety Program.

• Develop and enforce a strong alcohol and drug policy. Be sure to review the policy with staff on a regular basis, as well as keep the 16

•

•

•

policy updated.

Partner with an Employee Assistance Program to help employees or their family members who may have drug abuse issues.

Provide yearly drug awareness training for all employees. The training should include education regarding most commonly used drugs, associated paraphernalia, odors associated with drugs, slang terms, body language indicators, and physiological effects of the drugs.

Provide yearly training for Supervisors and others within a leadership position. The training should include reasonable suspicion, reading body language, interviewing techniques, and deception indicators.

DISCERNMENT Know what drug use and drug trafficking looks like. Tell-tale signs of drug use within the workplace: • Pattern of absenteeism/tardiness

• • • • • • • •

Poor work performance Accidents Lying/Stealing Conflicts surrounding money Lack of personal grooming Violation of work rules/policies Frequent mood swings Lack of motivation

Common indicators that drug users and drug traffickers display: Pre-Rent Warning indicators • Requests a unit away from view of the management and/or rental office • Requests to make payments as “cash-in-advance” • Uses “self-employed” or false employment information on rental application General Drug Activity indicators • “Trap-House”, or a place where drugs are sold, indicators • Frequent visitors, that only stay for a short amount of time CINNAIRE

• • • •

Rent is paid in cash, with $10 or $20 bills “Stash-House”, or a place where money or drugs are held, indicators Little, if any, furniture in the unit Request a unit with a garage, and typically keep garage closed at all times

MITIGATION In the workplace, if you know that an employee is struggling with a drug problem, it is important to maintain a level of professionalism, while still sharing compassion and concern for the employee. Try to keep the employees privacy in mind when confronting the issue.

If a drug test is necessary, carry out the testing in a way that is respectful.

AVENUES TO AFFORDABILITY

If you must terminate an employee for drug use or involvement, have safety protocols in place regarding these types of situations.

If you have an Employee Assistance Program (EAP), help the employee gain access to the program. If you do not have an EAP program, assist the individual in seeking out resources for counseling, treatment, or placement.

Most importantly, DO NOT SAY NOTHING. By not saying or doing anything, you are enabling the situation to continue. You have the responsibility to provide a safe work environment for all employees.

In the community, again, show compassion and understanding. Tell them you want to help and that you understand that this is a mental health

disease. Provide assistance to the individual for contacting treatment facilities, if appropriate.

DO NOT ENABLE If someone in your world begins using drugs (most begin in the teen years and begin with tobacco, alcohol, or Marijuana) don’t say nothing. Saying nothing enables this path to continue.

Engage that individual in conversation, counseling, and possibly treatment.

Be aware! Know the signs!

GLOBAL DRUG CONCEPTS, LLC STRIVES TO PROVIDE CURRENT AND UP-TO-DATE DRUG INFORMATION TO THOSE WHO DEAL WITH THE POTENTIAL OF DRUGS IN THE WORK PLACE. SHAWN BAIN CAN BE REACHED AT SHAWN.BAIN33@YAHOO.COM AND MICHAEL POWELL CAN BE REACHED AT MNP2526@ SBCGLOBAL.NET.

17

| LEGAL UPDATE

BY ELAINE SIMPSON OCCUPANCY SOLUTIONS

Many states have implemented laws making it illegal for a person to falsely claim to have a disability to be able to have an animal in their apartment.

Depending on the state, law breakers can be subject to jail, fines, community service, etc. There are three general categories that exist for animals who typically accompany people in settings beyond those of your average pets: emotional support animals; therapy animals; service animals.

EMOTIONAL SUPPORT ANIMALS “ESAs� may or may not be specially trained, but their purpose is to provide comfort for someone with a documented mental health condition.

THERAPY ANIMALS These animals are typically evaluated and registered through an agency.

Their purpose is to provide emotionally therapeutic value to those in need. Therapy animals have no additional rights under the Americans with Disability Act (ADA), but facilities that do not typically allow pets, such as hospitals and schools, may permit them to visit through various therapy programs.

Service Animal

LAWS

SERVICE ANIMALS Service animals have been specially trained to perform tasks that their owner could not sufficiently perform on their own. For example, they may offer direction to a blind person walking in a busy street, or pick a specific fallen item off the ground for a person in a wheelchair. These animals are not required by law to wear vests, and under the ADA, a business may only ask two questions of the owner: (1) is the dog a service animal required because of a disability, and (2) what CINNAIRE

work or task has the dog been trained to perform. Legally speaking, only dogs and miniature horses may be considered service animals under ADA.

The Fair Housing Act (FHA) applies to virtually all forms of housing, whether for sale or rent. Under the FHA, a person with a disability can request an accommodation to be allowed to have an assistance animal. Even if a lease says “no pets” or restricts pets (types, breeds, size), landlords are required to make what is called a “reasonable accommodation” to allow animals who serve as assistance animals, which includes animals who provide emotional support. Assistance animals are in a different legal classification than pets that are not assistance animals, which is why pet restrictions and fees are waived for them. They also do not need to be individually trained or certified. Assistance animals are animals that work, assist and/or perform tasks and services for the benefit of a person with a disability or provide emotional support that improves the symptoms of a disability.

For all of the above and regular pets, businesses have the right to expect the animal to be restrained (typically leashed except in cases where the disability prevents this) and not pose a threat to health or safety to other residents. This includes not only disruptive behavior, such as growling or jumping on people, but also acts that demonstrate the animal is not housebroken.

Per US Federal ADA and Fair Housing laws, Service Dog handlers must be disabled. If a person does not have a disability, then that person does not qualify for a Service Dog, period.

There are no exceptions.

YOU CAN FIND A FULL SUMMARY LIST OF THE CONSEQUENCES OF FRAUDULENT REPRESENTATION IN VARIOUS STATES ONLINE AT HTTP://WWW.OCCUPANCYSOLUTIONS.COM/ BLOG/DID-YOU-HEARMANY-STATES-ARE-FEDUP-WITH-IMPOSTERS-WHO-CLAIM-TO-BE-DISABLED-SO-THEY-CAN-HAVE-AN-ASSISTANCEANIMAL--_AE312.HTML AVENUES TO AFFORDABILITY

19

| SERVICE TEAM

Safety is Our First Priority

BY MARK CUKRO PLUS ONE CONSULTING, INC.

A service team that can respond quickly and efficiently is a hot commodity in today’s multifamily communities. Fast and efficient service teams are highly prized by management companies and residents. Companies that have obtained the reputation of service teams that consistently deliver quick and efficient results often share common traits and practices. Putting safety first, followed by quick response time, efficient and clear policies, and a positive attitude will put your service team on track for success on a daily basis.

20

CINNAIRE

The most important aspect of ensuring success when responding to service calls, is putting the safety of your service team first. While responding quickly is greatly appreciated by residents, it can also put the safety of your team’s first responders at risk. In order to create a safe environment for your team to respond quickly and efficiently, it is imperative that management provides clear and consistent policies. Providing clear expectations and consistent enforcement of these expectations creates a culture of accountability and efficient solutions.

Here are some questions and scenarios to consider when documenting your policies and procedures for responding to service calls: 1. What are your policies for responding to calls, inside and outside of a building?

• Do your policies put the safety of your service team first?

• Do your policies allow for a quick and efficient response?

• Are your policies clear and easy to follow?

2. What are some common scenarios that your service team encounters, that could pose a safety risk? Discuss the scenarios with your team, and decide on best policies and practices to manage the situation. Some common scenarios to discuss may be: • Is a technician expected to work on an HVAC system outside while it is dark out, below someone’s windows?

• Pool safety? Cloudy water, malfunctioning gate, or other violation that should cause the pool to be closed.

• Should a technician work on electrical service calls, if only an aluminum ladder is available? Or, should they try to obtain a better option, such as a fiberglass ladder?

• Should a technician “pull-a-meter” to restore power to a unit that was shut off by the utility company? If done incorrectly, this could result in instant death.

3. Are the requirements for “on-call” the same at all of your properties?

4. Who will answer a call and give direction if a call needs to go to the next person in the chain of command?

AVENUES TO AFFORDABILITY

5. What training is required of your service team? Do you require everyone to complete a certain number of training hours? If so, how do you track this?

6. Does every single technician have all of the tools, equipment and safety equipment they need?

• Do they know how to use the tools properly?

• Are the tools in good condition?

Applicable and up-to-date training is the best way to ensure that your service team is well-prepared for all types of service calls. This approach allows for your team members to have the skills and knowledge to respond in a safe and quick manner. Offer training opportunities to your service teams on a quarterly basis and require completion of pertinent certificate programs, prior to allowing team members to respond to high-risk service calls. There are many trade associations, educational conferences, and one-day training sessions that are available to your service team. Be an advocate for your team by providing them with the resources and support they need to be the best service team they can be. Everyone, including residents, will benefit from this proactive approach.

In addition to training, management must create a positive and supportive environment for team members. This allows for effective communication between the service team and management. With effective communication comes effective results. This is what every property management company strives for. Make it a priority to engage your service team by asking them questions regarding what they feel would make their job more safe and efficient.

Is there a policy or procedure you think we should change or add to make this a safer workplace?

What tools, training, and/or equipment can we provide that would improve workplace safety?

When your service team members feel supported and valued, they will naturally embody a positive attitude with not only management, but also with residents. In turn, their work will be completed in a more safe, timely, and efficient manner. Make SAFETY YOUR FIRST PRIORITY for your service team members! Everyone will benefit.

MARK CUKRO IS PRESIDENT OF PLUS ONE CONSULTING, INC. HE CAN BE REACHED AT MARK@SERVICETEAMTRAINING.COM.

21

| MAINTENANCE

Actual Size

SWAT for Bed Bugs

BY GARY OFFENBACHER, CPM CONTINENTAL MANAGEMENT, LLC

The battle against bed bugs in Michigan has not subsided. It may have actually gotten worse over the past several years. In fact, the 2017 Orkin Worst Cities List shows Detroit as number seven on the “Worst for Bed Bugs” reports. Not what anyone wants to be famous for!

I have been in the bed bug business for over nine years and I see a lot of repeat situations as the problem just does not go away, particularly with multi-family housing and especially high-rises. We all keep hoping for a simple solution, but winning the battle is complex.

Before we look at detection, treatment tactics, and prevention, let’s start with the basics: What are bed bugs? Bed bugs are small (a quarter inch long when full grown), brownish, flattened insects that feed on human blood and sometimes the blood of animals. They don’t fly and they are oval in shape.

Their eggs are tiny and white, about the size of a grain of salt. Bed bugs generally hide during the day and are great hitch hikers. Feeding takes about 10 to 15 minutes for adult bed bugs and less for nymphs. They molt to grow from egg to adult, shedding their skin as they develop to the next stage (five molting stages from egg to adult). Bed bugs prefer to feed roughly every three days, but can go months without a meal. Given the right environment, bed bugs mature from egg to adult in 4 to 8 weeks and live for about a year. Bed bugs generally 22

stay in close proximity to the bed or sleeping area. Not everyone will react to bites, but those that do react will get itchy, painful welts. They do not transmit diseases, but are considered a growing “nuisance pest problem” and therefore a public health concern and a strain on many housing provider’s budgets. Treatment is costly and it may take several treatments by experienced Pest Management Professionals (PMP’s), combined with lots of cooperation on the part of the tenant to get rid of bed bugs. Property managers will need to wear many different hats during the treatment process; Manager, Trainer, Social Worker, Problem Solver, etc.

DETECTION TACTICS Bed bugs love to hide. When performing a visual inspection you will need a good flashlight and probing tool. A magnifying glass wouldn’t be a bad idea either. The following areas should be thoroughly inspected: • Behind electrical covers and switch plates • Behind pictures/wall hangings • Upholstered furniture • Cushions • Wood furniture • Curtains/drapes/blinds • Window and door frames • Ceiling and wall junctions • Crown molding • Carpet seams and baseboards • Cracks in walls • Electronics • Books • Smoke detectors • Mattress seams, ribbing and under the muslin cloth of the box spring When searching for bed bugs, you may want to consider using a bed bug sniffing dog. Their nose is much more

sensitive to live bugs and faster than a visual inspection by a person. Finding bed bugs early is the key to preventing the spread to other rooms and adjoining apartments.

TREATMENT TACTICS Once bed bugs have been discovered, it is important to balance the need for immediate action with the time needed to prepare the tenants residence for treatment. A quality Pest Management Professional (PMP) will have an extensive preparation list that the resident will need to complete before the extermination process can begin. At a minimum, the resident should be required to strip their beds, empty their closets and drawers, launder everything they own, and place everything that can be laundered into plastic bags to transport to the laundry. Beginning treatment should be contingent upon the resident being adequately prepared for the arrival of the PMP. Constant contact should be maintained with the resident throughout the preparation process. You need to inspect on the day before treatment to see if they have prepared. If not, you probably need to cancel and reschedule.

Clutter provides many great hiding places for bed bugs. Development of a strategy to treat the unit to resolve the problem quickly and thoroughly is paramount. Sit down with the resident and make it clear that you cannot treat without their commitment to preparing.

This typically includes washing clothing and bedding while the treatment is taking place. Precautions must be taken to not allow bed bugs to escape to other units or common areas. A licensed and experienced PMP will help identify all the do’s and don’ts during CINNAIRE

the treatment process. For the sake of the owner, be sure to document all activities related to bed bug treatment and you should assign at least one person on staff to be the IPM (Integrated Pest Management) Coordinator.

Heat is an effective way to kill bed bugs. Bed bugs must be exposed to temperatures above 115 degrees Fahrenheit to be killed. This can be doing with steam or direct heaters and fans to circulate. This process may take several hours to heat every potential hiding place. While heat treatment is typically 100 percent effective, the construction of the building can create areas for bed bugs to hide and escape from the lethal heat levels.

Chemical treatment is also an option.

Treating with this option can take up to four weeks and potentially up to

three applications. Consult your PMP to determine the appropriate treatment for your situation.

Until a simple solution for battling bed bugs is discovered, property managers and maintenance technicians will need to continue the fight by making sure they have the most up-to-date knowledge and tools available. The best solution is to know how to prevent bed bugs from becoming an issue.

PREVENTION TACTICS Looking for signs of bed bugs should be part of your annual inspection program. An educated property management team should understand the signs and key hiding places of bed bugs. Community meetings are a good forum to discuss potential issues and to train residents on what to look

for. At lease signing, the resident can agree in writing to the community’s bed bug reporting procedure. Residents should be cautioned to not pick up second hand furniture without a thorough inspection and possibly steam treatment. Bed bug mattress covers can be found at most popular big box stores from $30 to $50. Once the covers are properly installed, they will prevent any bed bugs from getting in or out.

Discussing prevention strategies with residents and encouraging prompt reporting of outbreaks is crucial to proper prevention. Often, the resident may be reluctant to report the problem to management over concerns of being evicted or charged for treatment. If CONTINUED ON PAGE 47

Make the mark.

Discover the personal touch, the seamless service, and the expertise of our housing and community development professionals.

Rob Edwards, partner 517-336-7460 robert.edwards@plantemoran.com plantemoran.com

AVENUES TO AFFORDABILITY

23

| MARKETING

Be First on the Scene Without A Cold Call

BY ELAINE SIMPSON OCCUPANCY SOLUTIONS

I remember the horror and the nausea I felt when my supervisor told me I had to cold call businesses to seek out new residents for our affordable multifamily property. Let me set the scene: It was 1986, our affordable property had higher than anticipated vacancies and we were struggling to get any traffic, much less qualified traffic, through the do. During an emergency marketing meeting, our supervisor began telling us what we needed to do to combat this vacancy issue. As she spoke, she turned to me and said “Elaine, you will focus all your efforts on COLD CALLING the local businesses and factories to attract new residents,” at that moment, I was overcome by horror and fear. I started feeling light headed and my palms began to sweat at the mere words “COLD CALLING”. I nervously agreed to put 110 percent into this cold calling campaign.

24

The next day, feeling overwhelmed and very nervous, I was determined to give it my all. I mapped out my route, loaded brochures in my car, and off I went…cold calling. After hours of stopping by every possible business and factory on my route handing out all the brochures I had loaded into my car, I returned to the management office exhausted and frustrated. I did not feel successful and by this point felt that my day had been wasted. I continued doing this same routine for two weeks, traffic picked up slightly but, because our traffic tracking was not very consistent, we were unable to identify if my cold calling efforts contributed to the slight increase in traffic. Eventually, the cold calling efforts fizzled out due to lack of enthusiasm and time.

Twenty six years later, looking back, I know why I was not successful in my cold calling efforts and have learned, practiced and perfected techniques to become highly successful in driving

traffic to the communities I work with to increase occupancy. The first realization was that I should not have been “cold calling”; I should have been doing “outreach”. Most people assume that they are one in the same, but they are in fact very different. A cold call is typically performed by a sales person soliciting a potential customer for a sale of a product or service. Outreach is simply reaching out to others in the community. In addition, I believe that outreach is reaching out to others in the community not to sell a product or service, but rather to create partnerships and add value to your property that will benefit your residents as well as your new partner created by your outreach efforts. It must be a win, win, win. A win for your property, a win for your outreach contacts, and a win for your residents.

My second mistake was that I did not plan my efforts. You’ve probably heard “She (he) who fails to plan, plans to fail.” That is exactly what happened. I

CINNAIRE

had not planned at all. I did not plan which businesses I was going to visit; I had not planned what I was going to say to anyone; or why this business would want to refer to my property. I did not have a follow up plan for my contacts and had not tracked any of my efforts so we had no idea if my efforts were effective. My third mistake was that I only sought out referrals, so I was selling my property and did not offer anything in return. By partnering with an outreach contact to provide services or programs for my residents, I earned the trust and respect of my outreach contact, who then referred prospects to my property. So, not only did I add value for my residents, I influenced loyalty from my residents and created deep, long term and on-going referral sources.

Now that I have shared my mistakes, I will share my strategies for successful outreach for affordable housing communities.

Every property is different and what works well for one property many not work well for another. Factors that should be considered that may impact the success of outreach efforts include: • Timing, which includes the ability for the staff to perform the outreach duties at this particular time.

Consider if your property is ready for visitors and prospects to tour or are their some maintenance issues that should be addressed prior to kicking off your campaign?

• Consistency is very important, because outreach is about creating a partnership and one meeting will not create that partnership.

Successful outreach is a constant process. In most cases, between three and seven carried contacts are considered necessary for effective deliverance of your message and to create a partnership.

AVENUES TO AFFORDABILITY

•

•

When selecting the team member that will be conducting the outreach efforts, be sure that this person is regarded as credible and sensitive. This person must connect well with others, listen well and speak well on behalf of the property and your efforts.

Consider the local culture and the surrounding community’s attitudes towards your property.

Some properties may have to overcome negative news reports, criminal activity or negative reputations before outreach efforts can begin. In some cases, you may be able to use this as a way to partner with an agency to help reduce crime and other issues at your property.

Once you have determined that you are ready to begin your outreach campaign, you must create a plan.

This plan should answer the following questions: • What are your goals for the outreach efforts?

––

–– ––

• •

How many new contacts will be made each week?

Who is going to be held accountable for the outreach efforts?

–– ––

• •

Add value to your property by creating, modifying, and/or adding services, programs and sources for your residents?

Increases the public’s knowledge of your property?

Encourage referrals to your property from agencies, non-profits, businesses and churches?

Will it be a single person from your team?

Will it be a joint effort?

If a joint effort, who is going to be responsible for what efforts?

When and how often is the outreach going to be done?

––

Will efforts be planned weekly

TTY: 711

TTY: 711

We Do More Than Just Answer Your Questions...

WE CREATE THE SOLUTIONS! “My properties have shown incredible improvement since you started working with them. I can’t believe how much better the sites are doing today. I don’t know what took me so long to get you involved!”

Lora D. Gilbert, Vice President of Asset Management, Larc Properties, Inc.

Operations • Marketing • Leasing Training Specialists • Compliance Call today to reduce expenses and increase your occupancy.

800.865.0948 | WWW.OCCUPANCYSOLUTIONS.COM 25

| MARKETING ––

•

––

Who can assist you in achieving your goal?

––

––

––

––

––

•

(preferred) or biweekly?

Which day of the week and what time frame will be devoted to outreach?

What agencies, non-profits, businesses and churches should you target to meet your goal?

Of this list, which entities should be the priority?

Who or what department should you attempt to connect with within these agencies, non-profits, businesses and churches to achieve your goal?

What is the message that they need to hear?

–– ––

Do you know their mission, current and upcoming goals, grant obligations and obstacles?

Does your message align with their mission, goals or obliga-

––

•

tions?

How can you assist these groups with fulfilling their missing, goals and grant obligations and overcoming their obstacles?

Do your residents’ need for services, programs and support fulfill any of these groups’ missions and goals?

How can these groups enhance your residents’ lives?

How else could you or your property support their cause?

–– –– ––

•

–– –– –– –– –– –– ––

What are you going to take with your when meeting with outreach contacts?

–– –– –– ––

How are you going to connect and stay connected consistently with your outreach contacts?

–– –– –– –– ––

Networking events?

Telephone?

Email?

Email blasts?

Fax blasts?

Mailing information and flyers?

Visit to their offices?

–– –– ––

•

When it comes to economic development, we’re all in.

It’s time to count on more.

Brochures?

Business cards?

Activity calendars?

Book of other contacts to make professional referrals to?

Current advertising flyers?

Floor plans?

Photos of property and model?

Testimonials from residents?

Stories of how other outreach partnerships enhance a resident’s life?

Testimonials from other outreach contacts endorsing you and your efforts?

Calendar to schedule a visit to your property and tour of model?

Small token to give to contact thanking them for taking time to meet with you?

How are you going to track efforts and success?

–– ––

•

Have contacts visit your property for tours and meetings?

Invite contacts to your property for events?

Send thank you cards?

Outreach log that lists daily efforts?

Outreach log that is set up to log ongoing efforts and communication with each contact?

How are you going to track referrals of new prospects?

The outreach race is not won by the hare, but by the tortoise…slow and consistent will make your outreach plan a success.

ELAINE SIMPSON IS PRESIDENT OF OCCUPANCY SOLUTIONS. SHE CAN BE REACHED AT ESIMPSON@OCCUPANCYSOLUTIONS.COM.

Clark Hill’s Economic Development Team plays a significant role for our clients by being instrumental in major economic development transactions. We have received national recognition for innovative financial structures, the ability to build bridges between business and government, and positive contributions to the communities we serve. clarkhill.com

26

CINNAIRE

| CUSTOMER SERVICE

Be the Leasing Agent that Gets

BY LORI HAMMOND MANAGEMENT RESOURCES DEVELOPMENT

Years ago, I attended a promising seminar named “Guerilla Tactics for Leasing. The New Tips to Be Successful.” The speaker started her presentation by sharing the results of leasing calls she made to the properties attending the training that day: • No answer.

• Put on hold.

• Mumbled greeting.

• Nothing available.

• Quoted rent and ended call.

She pointed out that no one needs a secret weapon or new techniques for leasing. With constant use of the basic leasing skills, we’ll be outperforming our competition. Offering extraordinary customer service and creating outstanding first impressions. This observation still holds true today.

Many companies sell leasing monitoring services. Tracking when calls are received, the source of traffic generating the calls, and rating of the calls: offers enormous amounts of data to improve our leasing results. Two important observations are usually offered, the phone isn’t being answered 6 and there is little effort to lease the apartment. Generally, we offer lots of information: prices, availability, lease terms. But, when it comes to asking for an appointment or trying to close AVENUES TO AFFORDABILITY

on the lease sale, it’s a weaker area (trying to be kind here...actually almost non-existent).

and benefits, will help the prospect see how their individual preferences are being considered.

Leasing isn’t a highly-complicated task, as people will tell us it’s not rocket science, or brain surgery, but you have to care. Not everyone has the ability to quickly create relationships and without this our properties will suffer. Leasing is part of the first impression the prospect will have of our community. We need to put our best foot forward and this starts with the individuals selected to represent us.

On affordable properties, the compliance requirements sometimes overshadow the process of leasing/ selling an apartment home and the emotional aspect of choosing a new home. Failure to close a sale with a prospect is discounted by the excuse, “that we have more prospects than we need, after all there is the waiting list”. Whether a conventional or affordable property, every prospect that comes through the door is a result of the marketing dollars we have invested. The general referral resulting from an outstanding leasing experience is similar to the compounding interest rate growing exponentially from the single contact.

Our prospects are looking for a new home. Its unsettling and intimidating depending on how often you’ve encountered this process before. The importance of the decision creates stress and emotional turmoil. Its where you and your family will live.

The haven for you to escape, relax, at the end of the work day. If the leasing team loses site of this aspect of the process, there won’t be a connection to build on.

Providing training and motivation for the leasing team to respond both with enthusiasm and compassion can make the difference with occupancy results. Listening to needs, wants and concerns; while applying the features

Keeping the focus on the prospect and their needs, with a secondary emphasis on the income criteria, will build the client relationship that generates results. When we connect, in a compassionate, professional, and honest manner with our prospect, the desired relationship follows.

LORI HAMMOND IS THE AUTHOR OF PROPERTY MANAGEMENT MINUTES BLOG AND REGIONAL OPERATIONS MANAGER AT MANAGEMENT RESOURCES DEVELOPMENT. SHE CAN BE REACHED AT LORI@HAMMOND-WEB.COM. 27

| CRISIS MANAGEMENT

911 • • •

residents An updated log of working systems and routine operation checks and inspections Emergency contractor list Place building keys in a Knox Box for Emergency First Responders

Remember, as first responders within a community, service teams have a duty to protect and preserve. Prevent further damage by being prepared, BEFORE disaster strikes.

WHAT’S YOUR EMERGENCY?

BY GARY OFFENBACHER, CPM CONTINENTAL MANAGEMENT, LLC

Nobody can predict when a disaster will strike. All we can do is plan, prevent when possible, and prepare. Rapid response is critical to preserving life and property in an emergency. It is imperative to create an emergency response policy document, to help you manage a crisis or emergency when it arises. This is typically called a Crisis Management Plan or a Risk Management Plan and it can be very helpful in managing a disaster or crisis. It is something you will want to have BEFORE disaster strikes. Thankfully, a document such as this is not difficult to create. There are four critical elements of Emergency Planning: • Prevention • Preparedness • Response • Recovery 28

PREVENTION Prevention is all about planning and mitigating risk through proper maintenance of the community and keeping it safe by identifying potential risk for dangers and hazards. First, acknowledge and identify which emergency scenarios may occur. From that list, you need to assess the probability of those scenarios actually happening.

From this assessment, develop Emergency Plans to prevent possible damages that could occur, if the scenario was to take place. Important elements and considerations to include are: • Training staff • Insurance information (be aware of what is covered by your insurance plan, and revise as necessary) • Master evacuation plan of all buildings • Pre-printed evacuation plan for

PREPAREDNESS Preparing for the unexpected is not always an easy task, but it is necessary to ensure the safety of residents and staff. Prevention is further supported by being prepared. This includes having vendor partners on standby with pre-negotiated services and rates.

These services could include water extraction, blowers and dehumidifiers.

Make sure the emergency systems are working and test them regularly.

This would include the fire panel, safety devices, generator and other systems.

There should be a pre-arranged callchain to bring in help with clean up and management issues, including relocation of residents. Identify an evacuation plan. The local Fire Chief may help with the evacuation plan and resident preparedness. Some other things to consider are (but not limited to): • Pre-printed notices should be on file, to prepare for the possibility of a power outage.

• Identify where residents can be sheltered. If off site, identify locations such as a nearby church or school.

• Locate and identify transportation to off-site shelter.

• How will evacuating Special Needs residents going to be handled.

• Determine a location for emergency supplies. Items to include: water, flashlights, masks, gloves, CINNAIRE

• •

•

•

plastic sheeting, duct tape, garbage bags, moist towelettes and hand sanitizer.

Is the first aid kit complete and up-to-date?

Discuss emergency preparedness and appropriate response with residents. Encourage them to take responsibility to prepare themselves by having medication, water supply, emergency kit, etc. for their personal use.

Utilize others on the team and from the Corporate Office to deliver food, water and additional equipment that may be needed.

If the building is evacuated, the doors need to be secured.

Develop a plan for services to be restored such as power, safety systems, water, elevators, lighting and other necessities?

RESPONSE Roles and responsibilities of team need to be defined. Employees need to be notified that they are on-call in an emergency. The top priority for site staff is for the safety and well being of the residents and fellow associates.

The Community Manager should immediately contact their supervisor to alert them of the emergency and to seek assistance in starting the call chain for outside resources from other properties. Any requests from media should be referred to senior staff. The goal is to assess the situation and restore as much of the building(s) as possible. Containment and mitigation should be addressed making areas accessible for residents to return (only if safe). Access must be controlled and in some cases relocation of residents necessary. At some point, it will be necessary to work with mitigation contractors and insurance adjusters. Are there any environmental hazardous materials such as asbestos or lead that must be addressed before clean up begins? Photos should be taken and an incident report prepared. It will be important to coordinate with AVENUES TO AFFORDABILITY

first responders and local government officials. Extra help in the office and in hallways should be coordinated.

Although liability for individual resident’s belongings is their responsibility, it is a good idea to take measures to prevent further damage by putting furniture up on foam blocks, extracting water or possibly relocating them to a vacant apartment on site.

RECOVERY The final step often takes months to complete, especially with insurance adjusters, contractors, building inspectors, and other outside services. Keep a log and save all receipts and lease documents for displaced residents (to claim rent loss). Recovery comes after the mitigation phase. The first goal, after making sure everyone

is safe, will be to inconvenience the residents as little as possible and to restore their living environment as quickly as possible and to continue to communicate with them. The recovery phase involves activities such as spec drawings and negotiating, scope of the restoration services, seeking bids and coordinating efforts. Often, owners and investors may want to see the extent of the damage and monitor process for compliance reasons.

Inspection and a punch list should be conducted on repaired areas. As “first responders” in a crisis, we want to be plan, prevent, and prepare, before disaster strikes.

GARY OFFENBACHER IS EXECUTIVE VICE PRESIDENT AT CONTINENTAL MANAGEMENT. HE CAN BE REACHED AT GOFFENBACHER@ CONTINENTALMGT.COM.

Family owned & operated Since 1957

ManageMent

AffordAble housing speciAlists Your project is important to us!

That’s why we’re on time and within budget... every time!

ConstruCtion

4530 merchant road Fort Wayne, In 46818 260 497 9000

kellerdev.com DevelopMent

29

| FINANCE

Budgets: A Seller’s Most Important Tool

BY LORI PUNG, CPA PUNG AND READ HOUSING CONSULTANTS

Budgets are an important tool in the development of a project. It is critical to monitor operations in the early years, to ensure a property is operating as underwritten and meeting initial benchmarks such as debt service coverage and breakeven ratios, so debt and equity requirements can be achieved. As a property continues over the next several years, it is easy to focus less on properties that appear to be operating smoothly and instead focus on the next project the developer/owner is actively developing.

While developer/owners should always be engaged in the financial health of the properties they own, there is another critical time when budgets and property operations should be closely examined as well – and that point is several years before the property is eligible for sale or refinance. An appraisal is likely going to be a requirement of either process, and the appraisal is based on the financial health of the property. Prospective buyers, lenders and appraisers will also want to review three years of historical financials.

While none of these parties are likely going to ask for a budget to review, studying the budget is a good place for a current owner to start to determine if changes need to be made to ensure the property has three solid years of financials to support the pending appraisal. Budgets often have notes financial statements do not and reflect the forward look by management as the needs of the property.

30

The following list is a sample of analytical questions to be considered when reviewing a property for consideration of a sale or refinance.

APARTMENT RENTAL REVENUE Is the property in line with market rate rents in the area, or has it fallen behind? What is the action plan to bring rents to market rate so the property will be charging higher rates before the appraisal occurs?

For a property with rental assistance contracts in place, are the contract rates in accordance with the market?

When is the next detailed market study due – will it be done before the appraisal is needed, and therefore will the contract payments be adjusted before the appraisal? Review the expiration terms of the rental assistance contract – will the contract survive the sale process? Can an extension be negotiated to ensure there is value in the contract for a future buyer?

VACANCY/CONCESSIONS Does the property have an issue with prolonged vacancy or high concessions? If so, what factors need to be resolved to eliminate this problem?

Charging higher rental rates will not benefit the property if it is resulting in vacancy or concessions.

OTHER INCOME Does the property have other sources of income such as carports, storage space or vending? Are these rates

in line with the market and are these sources providing the maximum revenue possible?

CONTRACT REVENUE For income earning contracts, such as laundry, cable TV, roof top antennas or commercial spaces, how much time is remaining on these contracts? If the agreements will be expiring in the next few years, buyers may not consider this revenue to support the sales price.

Can contract extensions be negotiated now to ensure a higher sales price?

MARKETING Is the property paying for advertising it does not need? Are the resources being paid for actually generating leads?

Many resources are inexpensive to free these days on social media.

SERVICE CONTRACTS Are service contracts (lawn, snow, trash, janitorial, unit turns, elevator, property insurance) negotiated annually to ensure the best pricing is received? Are these contracts increasing over time as the property systems are aging? If a rehab is contemplated, and certain systems will be undergoing a rehab, will the post-rehab contract pricing be different? For instance, if a property has an elevator system constantly needing repairs, yet the owner plans to completely replace the system during a rehab, it is quite likely the annual contract post-rehab will be significantly less. This needs to be documented and proven to an apCINNAIRE

praiser/lender. New vendors enter the market all the time, so just because the property has used the same trash company for ten years, new vendors should be considered to ensure the best pricing is received.

UTILITY EXPENSES Look at increases to utility expenses – have the rates increased or do signs point to leaks in water lines (check that irrigation system), or a need to switch to energy efficient light bulbs or plumbing fixtures? Has the property recently taken part in any energy efficiency programs and are those results showing in the financials?

CAPITAL EXPENDITURES Are capital expenditures being budgeted and planned for, with draws done timely from Replacement Reserve (RR) to reimburse the operating account? A common error is to not utilize the RR account ‘because the property can afford it’ but the property has already paid into the RR and by not using the RR funds, the property is paying for the capital needs twice.

Often times, funds in the RR are not transferrable to the seller at date of sale, so not drawing the funds timely will negatively impact the property financials and therefore negatively impact the sales price as well.

REPAIRS AND MAINTENANCE Are there recurring smaller repairs and maintenance items that are not RR eligible that are eating up a substantial amount of financial resources, which will also be replaced across the property during a rehab? These costs should be documented so they can be separated out in a refinance process.

Staffing. Is the property over staffed?

Has staff been with the property for a very long time and close to retirement age? Seasoned staff is more expensive than new staff – if retirement is imminent, or staff is not likely to stay with a property after sale, pay rates AVENUES TO AFFORDABILITY

may need to be considered in the new underwriting.

PROPERTY TAXES For properties that pay ad valorem tax, has the owner reviewed the assessor’s evaluations and/or has an appeal been done in recent years?

For properties with a PILOT (payment in lieu of taxes) in place, the ordinance should be reviewed to determine if the PILOT will survive the sale/rehab process. If it will not, an appraiser may attempt to use ad valorem taxes in the appraisal process, which could greatly impact the sales price.

If considering a refinance, owners often use the same lenders over and over again. Know the underwriting terms of that lender and consider

those terms during budget review. If a lender typically uses eight percent vacancy loss, but the property historically operates at three percent, make sure this is well documented. Lenders may be willing to use other terms if there is sufficient documentation in place to support the position.

It will be impossible to justify lowering many expense accounts as part of a new underwriting process if the property is functioning at significantly higher expense levels. Start trimming now so the changes will be believable to future underwriters, appraisers, buyers.

LORI L. PUNG, CPA IS THE MANAGING MEMBER OF PRHC, LLC. SHE CAN BE REACHED AT LORI@PRHCILC.COM

8609 3115 990 BASIS HAP LIHTC HUD 2/15 We speak your language.

www.doz.net | 866.848.5700 @dozcpa

/company/doz

31

| CONFLICT MANAGEMENT

Be the Good Cop

BY JIM ERICKSON CRESTLINE COMMUNITIES

Our industry is one in which a day rarely goes by that we don’t have to deal with someone who is upset.

Dealing with someone who is showing anger is one of the most exhausting and difficult parts of any job, and it is something we often must endure several times a day. While we typically think of residents in this situation, this may include applicants, co-workers, employees, bosses, contractors, inspectors, or owners. Fortunately, conflict is something we can learn how to handle appropriately, and is often a path to better relationships.

I started my career as a leasing agent with the belief that conflict was always

How to Navigate Conflict Resolution in a Positive Way

bad, and should be avoided at all costs. Over the years, I’ve learned that conflict is not bad, but a way to build trust and improve relationships. That shift in viewpoint really happened when I grasped that “the most basic of all human needs is the need to be understood” as Ralph Nichols so eloquently put it.

In my current position, the majority of interactions I have with residents is when they are so upset with their apartment community staff, they feel the need to “go over their heads” and contact corporate in the attempt to have their problem resolved to their satisfaction. Most calling not because of a decision made by staff, or a resolution that was unsatisfactory, but rather because they did not feel

they were truly “heard”. Hopefully, the techniques that I have learned will be helpful to you in helping to resolve conflict with a positive outcome.

It is always best to be able to move to a private location where you can give the other person your undivided attention. There are a couple reasons that this is helpful. First, it gives you the opportunity to compose yourself and remember that your goal is to make sure your customer knows that they are heard and understood. It also gives your customer the opportunity to “slow their roll” a little bit. They probably worked themselves up and are ready to unload. A few seconds of changing the scenery and knowing that you are making a special accommodation to listen to them will help

“The most basic of all human needs is the need to understand and be understood.

The best way to understand people is to listen to them.”

— Ralph Nichols

32

CINNAIRE

them see you are taking their problem seriously. Additionally, it is definitely not a good idea to have a resident blowing up at you when another resident or prospect can walk in at any time.

Whether at a desk or table, avoid sitting across from each other. The goal is to show the resident that this is not an adversarial conversation, and that you both want a positive resolution to this problem. A desk or barrier in between will create the appearance of being on opposite sides.

Invite them to speak by assuring them that they have your undivided attention. “This situation is obviously very important to you, why don’t you share with me what is happening so we can resolve this to your satisfaction.” Listen carefully and without interrupting. Take notes, if it is not a simple, straightforward circumstance.

One of my favorite techniques while someone is venting, is the power of a simple “Oh?” Just by saying that, you are telling them you are listening, engaged and willing to hear more. It invites them to share more of what is happening. Allow them to come to the end of their complaint, and don’t try and hurry them to it. Something important to remember is that “the problem” is often not “THE PROBLEM”.

Whether it is family, financial, work or other problems in someone’s life, we are used as an outlet for someone’s frustration and anger that they cannot express to the real source. A maintenance person’s negative reaction to not filling out a service request fully may really be the frustration of feeling helpless about a child failing at school. The focus should be at the situation at hand, not at the level of anger around it.

Once certain that the issues have been covered, you have the opportunity to turn the interaction around.

AVENUES TO AFFORDABILITY

Repeat in your own words, what you have heard them share, and ask them if you have a good understanding of the situation. Once they confirm you understand the problem, show empathy for the situation. This does not mean you agree with them or that you will do whatever they want, but it does mean that their feelings are valid and you are willing to meet their need to be understood in the situation.

This is when the magic can happen in conflict, and it can turn into a collaboration of two people solving a problem together, rather than two people having a fight.

Hopefully, a connection has been established, but it is fragile and it is very important to find a resolution and/ or a plan of action going forward. Do not make promises of action that you cannot keep. If it is a problem with a neighbor, you can promise to address it in an appropriate way, but you should not promise that the problem will not recur. If it is a maintenance issue, you can guarantee that it will be looked at in a specific timeframe, but don’t make a promise that a furnace can be fixed within an hour if you are not absolutely certain of what is causing the problem.

Sometimes, the resolution will not be what the resident wants. Unlike

the popular saying, the customer is not always right. Late fees may not be waived, unfriendly neighbors can’t always be evicted, and broken appliances may not be fixed immediately on a Sunday afternoon. Once again, my experience has shown me that most people do understand there are limits to what can be done. They become much more accepting and understanding of those limitations when they know and are certain they have been heard and understood.

Finally, be sure to follow up with them in the near future. Even if you are certain that their shower is now working, a phone call to that resident from you verifying that they are happy with the outcome is incredibly helpful in ensuring that what started with an unhappy and negative confrontation has become a positive interaction that resulted in a better relationship.

Realistically, there are times when conflict does not end the way we would like. Sometimes a resident (or co-worker, or someone else) will not allow a confrontation to come to a positive end. Don’t let that discourage you from engaging in the next conflict wholeheartedly.

JIM ERICKSON IS THE VICE PRESIDENT OF CRESTLINE COMMUNITIES. HE CAN BE REACHED AT JERICKSON@CRESTLINECOMMUNITIES.COM.

OVER 20 YEARS EXPERIENCE IN ALL PHASES OF AFFORDABLE HOUSING • Audits • Cost Certifications Mt. Pleasant & Midland Michigan

• LP Tax Returns • Mortgage Certifications

Phone 989.772.4673 | Fax 989.772.6371 Web www.blystonebailey.com | Email jbourland@blystonebailey.com 33

| BUSINESS MANAGEMENT

Call for Back-Up!

Collecting From a Non-Paying Tenant

ing a tenant and regaining possession of the premises; and the monetary phase, in which an owner can obtain a money judgment against a tenant for unpaid rent or other sums owed. Choosing whether or not to pursue a monetary action against a delinquent tenant after eviction involves balancing the amount of delinquent rents against the cost of pursuing the action, and the likelihood of actual collection.

BY KEVIN J. RORAGEN AND WARREN H. KRUEGER LOOMIS, EWERT, PARSLEY, DAVIS & GOTTING, P.C.

M

aximizing the likelihood of collecting from non-paying tenants requires understanding the options available when a tenant doesn’t pay, and taking appropriate preparatory steps even before non-payment occurs. This includes understanding the Michigan Summary Proceedings Act, commonly known as Michigan’s eviction law.

Given the relatively small delinquency amounts at issue, some owners may choose to forego collections altogether as cost prohibitive. By following the basic steps outlined in this article, an owner may be able to minimize the costs of collection while maximizing the probability of collecting (at least some amount) on its judgment. Before undertaking an eviction and collections action, however, an owner must review all relevant documents governing the lease at issue to make sure the eviction and collection procedure is not amended or modified in any way.

Those documents include the lease itself, and, for properties subject to HUD, MSHDA, or Section 8 financing, the regulatory agreement and rental assistance agreement.

Michigan’s eviction law proceeds in two distinct phases: the possession phase, which is the process of physically evict34

OBTAINING POSSESSION AND JUDGMENT The process to evict a tenant through summary proceedings is fairly simple, and requires that the owner (or a management company, acting on the owner’s behalf) simply meet the notice

and service requirements before filing a court complaint.

Owners or their managing agents may undertake the eviction proceedings themselves; however, be aware that corporations and/or limited liability companies must be represented by an attorney in a Michigan court.1 Depending on the basis for eviction, the first step in the eviction process is serving the Notice to Quit or Demand for Possession, which serves as a written demand for possession of the premises due to a lease violation. The Michigan Supreme Court Administrative Office’s (“SCAO”) notice to quit form (Form DC 100c) provides a useful checklist for an CINNAIRE

owner who is preparing to take action through summary proceedings.2 Generally, the notice is required to be provided thirty (30) days prior to eviction, but that requirement will vary depending on the type of lease, and breach of the lease, involved. For instance, if the violation is for failure to pay rent, the notice period is reduced to only seven (7) days, and a different court form (Form DC 100a) is used.

Although an owner is not required to use the SCAO form, doing so assures that necessary information is contained in the notice. Once the notice is served in one or more ways as provided on the face of the SCAO form, and the applicable notice period expires, the summons and complaint to recover possession may be filed.3 Upon filing the complaint, the District Court will set a hearing date. At the hearing, the owner will generally be awarded possession of the premises unless the tenant remedies the breach. The owner may also seek a money judgment for any amounts due from the tenant.4 The owner’s possession and money claims may be tried together or separately.

The separation of those claims depends on whether the claim for money damages may substantially delay the trial

on possession, or if possession of the property is required to determine physical damage to it before money damages can be determined. After the court has rendered a judgment in the owner’s favor for possession, either by default or after trial, a tenant has ten (10) days from the entry of judgment to file an appeal of right. Upon expiration of that period, the owner may seek an order of eviction.5 An owner must wait twenty-one (21) days after the entry of a money judgment, however, before beginning collections.

COLLECTION ON A MONEY JUDGMENT As they say, a judgment is worth the paper it is written on. If the former tenant could not pay rent, there is a fair chance they don’t have assets to satisfy a judgment. There is also a possibility that other creditors have judgments against that individual. Thus, even if the tenant has collectible assets, those assets may be sought by other creditors or even subject to prior liens or security interests.

Additionally, some tenants may take precautions, legal or not, to avoid losing assets to a creditor, which includes hiding assets or transferring them into another’s name. The best

Karl L. Gotting Kenneth W. Beall Michael G. Oliva Michael H. Rhodes Jeffrey L . Green Kevin J. Roragen Richard W. Pennings Ted S. Rozeboom Tracey L . Lackman Michael G. Stefanko

OVER 45 YEARS OF EXPERIENCE IN AFFORDABLE HOUSING Representing developers and syndicators before the Michigan State Housing Development Authority, and numerous other state financing agencies, U.S. Department of Housing and Urban Development, USDA Rural Housing and municipalities,

124 W. Allegan, Suite 700 Lansing, Michigan 48933 Phone 517.482.2400 www.loomislaw.com

AVENUES TO AFFORDABILITY

and with private lenders, including projects receiving LIHTC, historic and new markets tax credits.

35

| BUSINESS MANAGEMENT way for an owner to find collectible assets is to move quickly, and to know what you are looking for in advance. An owner should collect the necessary information about a tenant that will help in determining where the tenant’s assets are located. That includes known accounts, any property the owner is aware of, the tenant’s current address, and the tenant’s current employer. This information should be kept during the tenancy and updated regularly, especially bank accounts and employment.

To avoid paying another person to do so, the owner should undertake a search of the tenant’s personal information.

The owner should review the lease, and any income disclosures received from the tenant to determine financial information. Free and/or inexpensive searching resources are also available. For instance, the tenant’s current address can be requested from the United States Postal Service.6 The tenant’s driving and vehicle information can be requested from the Secretary of State, for a nominal fee.7 Commercial websites such as www.zabasearch.com may also provide detailed and useful information, for a fee.

If the owner is concerned that collecting against the tenant may prove fruitless, but the tenant is cooperative, the owner may offer to accept an amount less than the full judgment in satisfaction of the debt. Alternatively, the owner may agree to an installment payment plan. It would be wise to agree to installment payments on the conditions that defaulting on one payment will void the plan and entitle the owner to collection on the entire amount. The owner should also condition the plan on the tenant providing current pay stubs, a current address, all current financial information (i.e. bank accounts), and a promise to update the owner on that information if it changes. If the tenant defaults, the owner may use the information for garnishments and asset searches.

garnishments recently changed, making the process a little less cumbersome for judgment creditors. Judgment liens may also be placed on any known assets, and those assets may be seized. Asset seizure requires submission of a request, and subsequent order to seize property from the court that issued the original judgment, or where the assets are located.

Another tool available to an owner is a debtor’s exam. That exam consists of deposing the tenant, under oath, about the extent and location of their assets. Given the relative small amounts of rent delinquency, this option is usually cost prohibitive due to the cost of having an attorney conduct the examination. But the option is available if the circumstances justify the cost.

Collection is a very form-driven process, and some owners may be able to cut costs by drafting and filing the forms themselves; however, Michigan law requires a corporation or limited liability company to be represented by an attorney in a court proceeding. A tenant may move the court to strike any pleadings or documents filed with the court by a corporation/LLC owner or which are not prepared and signed by a licensed attorney. Alternatively, the court may reject those filings.

Regardless of the owner’s willingness to undertake an installment plan, the tenant may force the issue by filing a motion for installment payments with the court. The tenant will be required to show hardship and the inability to pay the judgment without the installment plan. Upon making that showing, the court may enter an order allowing an individual to pay the judgment in installments.

The key to successful collections is moving with speed and obtaining accurate information. The faster an owner moves to collect, the more likely its efforts will be successful. Knowing exactly where to look to satisfy the judgment amount is crucial. To keep the cost of the process low and maximize returns on collections, the owner must obtain relevant information about the tenant well in advance of the collection process.

Crucial asset information, such as the location and identity of bank accounts, employment information, and the identification of any other assets should be initially obtained as part of the pre-leasing/screening process. That information should be kept as current as possible, and updated regularly. The wrong time to attempt to discover a tenant’s information is after a judgment has already issued. By then, it’s frequently too late.

When it comes time to prepare and file the necessary forms, having information at hand will undoubtedly prove useful, will reduce attorney’s fees and other costs, and expedite the collections process.

For the non-cooperative tenant, the owner must be more resourceful. Judgment liens and garnishments may be placed on the tenant’s property and accounts. A periodic garnishment should be sent to the tenant’s last known employer, and a non-periodic garnishment to all of the tenant’s last known bank account(s). Fortunately, the law regarding

THIS ARTICLE IS FOR INFORMATIONAL PURPOSES ONLY, AND IS NOT INTENDED TO BE, NOR DOES IT CONSTITUTE LEGAL ADVICE. YOU SHOULD NOT ACT UPON OR RELY ON ANY INFORMATION CONTAINED IN THIS ARTICLE WITHOUT FIRST SEEKING THE ADVICE OF AN ATTORNEY. RORAGEN IS A SHAREHOLDER AND KRUEGER IS AN ASSOCIATE WITH LOOMIS, EWERT, PARSLEY, DAVIS & GOTTING, P.C. THEY MAY BE CONTACTED AT KJRORAGEN@LOOMISLAW.COM OR WHKRUEGER@LOOMISLAW.COM.

36

CINNAIRE

| COMMUNITY DEVELOPMENT

Operation Opportunity How Virtual Teller Machines Are Making an Impact

A $300,000 grant and $1.7 million loan secured through a 2016 Opportunity Finance Network NEXT Award are helping Appalachian Community Federal Credit Union deploy virtual teller machines (VTMs) in three underserved, rural areas in Appalachia. This article looks at and behind the numbers.

BY JEFF KEELING APPALACHIAN COMMUNITY FEDERAL CREDIT UNION

Joanne Richardson is talking to a machine. It’s a Friday morning and Richardson, who works at the Owsley County, Ky. library, stands in a sparsely furnished office in Booneville. Three hours and 20 minutes away by car, Appalachian Community Federal Credit Union (ACFCU) Member Communications staffer Mercedes Hill sits in a cubicle with a dual screen computer and headset.

Richardson and Hill can see and hear each other and conduct nearly all the

business they could if just two feet of space and a teller line counter separated them, rather than nearly 200 miles. A new virtual teller machine (VTM) is bringing the benefits of a branch to a county with just one bank.

That fact – and some others that set ACFCU apart as a socially responsible financial cooperative – has brought Richardson into the ACFCU fold. She learned about ACFCU through Sue Christian, a family engagement specialist with Berea College’s “Promise Neighborhood” program whose office houses the VTM. The credit union has helped Christian’s program broaden its scope to financial literacy, providing workshops and drawing the inter-

est of people such as Richardson.

“Most people that are like me, that live paycheck to paycheck, have started using prepaid Visa debit cards and not using a bank at all,” Richardson said. “That’s how I pay everything.”

Or was. Richardson said she’s looking forward to ACFCU’s financial counseling, but also to the benefit of a full-service financial institution.

“NOT THAT MUCH MEAT ON THE BONE” Paydays in Owsley County can have a different look than paydays in most of the United States. The surface coal mining that drove the economy in the county (population 4,461), where Booneville is the seat, largely dried up some years ago. The school system and a nursing home are primary employers. Government benefits comprise more than half of personal income in what is the nation’s third-poorest county. Twice as many people lived here in 1940 than do today. More than half of Owsley County children live beneath the poverty line.

Half the county’s households live on less than $21,000 a year (the national figure is nearly $56,000).

ACFCU MEMBER COMMUNICATIONS REPRESENTATIVE MERCEDES HILL INTERACTS WITH BOONEVILLE, KY. RESIDENT AND ACFCU MEMBER JOANNE RICHARDSON VIA VIRTUAL TELLER TECHNOLOGY.

38

CINNAIRE

Christian said for families living on meager incomes and trying to feed and clothe their kids, payday can bring both relief and stress. Every dollar counts – and with just one bank in Booneville, the fees that serve as a mere annoyance to most Americans make a difference to many Owsley Countians. “That can be a meal for some of our families,” Christian said of check-cashing fees.

Many residents are unbanked or underbanked, or like Richardson have left the mainstream by choice. Typically combined with lower tier credit scores, their low incomes often put mainstream providers’ lending products out of their reach. “Sometimes they don’t want to take a risk or maybe ask a question or even apply for (mainstream) loans, because sometimes when you’re poor, you automatically think the answer’s ‘no,’” Christian said. Payday lenders and “buy-here, pay-here” car lots have been the goto option for many families.

All these factors left Christian surprised ACFCU even bothered coming to Owsley County.

“You feel like there’s not that much meat on the bone, and there’s no reason to go into a certain place,” Christian said. “Why waste your resources? What encourages me is that ACFCU took the risk of coming to a place where there’s not a lot of money … but they’re here to help families build financial capacity and to live better on what they have. To be able to live on what you get is important, and I feel like the credit union offers those opportunities, so that’s what I’m excited about.”

A HIGH TECH SOLUTION FOR THE UNDERSERVED Headquartered in the center of the Tri-Cities TN/VA, ACFCU has focused AVENUES TO AFFORDABILITY

JOANNE RICHARDSON, THE FIRST VIRTUAL MEMBER IN OWSLEY COUNTY, POSES WITH WHAT HAS ESSENTIALLY BECOME HER FINANCIAL INSTITUTION.

for a half-decade on deploying technology to deliver affordable, responsible financial services to its members throughout a large, mostly rural area of Central Appalachia. A 24/7 call center includes employees like Hill who are well-versed in leading members through account opening, electronic loan applications and closings, and remote check deposits, among other services. A strong, advanced core IT system backs up the virtual front line services.

“The technology is very important to reach our mission,” ACFCU CEO Ron Scott said. “Because of the vast geo-

graphic area, it’s very expensive to have brick and mortar. With our strategy, our members can do their transactions and take care of their business in their home or on their smartphone, and this is why the VTMs was the best next step for us to take.”

The VTM was a hit with Richardson.

So were ACFCU’s no-fee accounts, as was the prospect of combining ACFCU’s financial literacy services – conducted in partnership with Christian’s programs – with the credit union’s lending products designed to help people like her stair step their way toward ever-greater financial health.

39

| COMMUNITY DEVELOPMENT “A lot of times families will spend money on late fees, on withdrawal fees, they might overdraft an account.

That eats up a big portion of money, and just making those changes to help families know, ‘hey, you can avoid that by doing this,’ will make an impact immediately.”

— Sue Christian, Family Engagement Specialist, Berea College SUE CHRISTIAN, LEFT, AND LISA BOTNER OF BEREA COLLEGE’S PARTNERS FOR EDUCATION ARE USING THEIR CONNECTIONS WITH AND SERVICE TO OWSLEY COUNTY FAMILIES TO EDUCATE PEOPLE ABOUT ACFCU AND THE VTM.

“I feel like that is something that is really needed in this community, because I feel like people do not know how to handle money,” Richardson said. She counts herself among that group. “My credit is terrible, and I need to get ahold of that, and I feel like I can’t do that by myself. I can make a good budget and stuff, but I need help.”

A 2013 merger with a distressed credit union headquartered in Berea, Ky., brought ACFCU into southeastern Kentucky, an area plagued with persistent poverty and high unemployment rates. As the region’s only CDFI credit union, ACFCU quickly built partnerships to help it reach the estimated 39 percent of people in the area who were unbanked or underbanked. One objective was to provide fair, socially responsible lending.

The Center for Responsible Lending reports BHPH-generated car loans average 25 percent; payday loans often charge APRs up to 400 percent; check cashers charge an average of about 2.5 percent on the check total.

40

ACFCU’s lending alternatives offer much lower interest, and it offers a free, full-service checking account.

“Our greatest competitor is predatory lending, frankly, and we’re trying to kind of fill that void of mainstream financial institutions,” Scott said.

The three lending options could save consumers more than $6 million in the first three years after VTM placement.

Annual interest should service the $1.7 million debt portion of the NEXT Award and allow ACFCU to expand its impact in the region.

MORE THAN JUST MACHINES ACFCU’s social services partners meet many needs, but financial literacy, credit counseling and other ACFCU strong points were a gap, said Rochelle Garrett, director of family partnership for Berea College’s “Partners for Education” (PFE) program. Garrett works with Christian and other family engagement specialists in multiple counties, with programs designed to build capacity and increase education levels. Through their

children, PFE staff also reach parents and guardians with programs such as “Grilling with Dads” and “Grandparents as Parents.” When ACFCU stepped in several years ago to help with a free tax preparation program, Garrett and PFE Executive Director Dreama Gentry recognized ACFCU’s mission complemented theirs.

“Finance is a big piece of the puzzle for families we work with – especially financial literacy,” Garrett said.

ACFCU has successfully implemented a nationally recognized “stair step” approach to working with members at every life stage, called MyMoneyTrackSolutions®. Its frontline staff – including those who communicate virtually with members – are trained to provide financial assessment and coaching. Those services are augmented by its member development department, which has worked with PFE and other Kentucky partners delivering financial workshops, counseling and coaching.

Christian moved to Owsley County in third grade and is a trusted, familiar presence. She hopes many families will take advantage of ACFCU’s twoCINNAIRE

Building Communities with Proven Expertise pronged approach of financial education and socially responsible products and services. “A lot of times families will spend money on late fees, on withdrawal fees, they might overdraft an account,” Christian said. “That eats up a big portion of money, and just making those changes to help families know, ‘hey, you can avoid that by doing this,’ will make an impact immediately.

“A lot of the people here don’t feel like they have to be rich, but to be able to live on what you get is important,” Christian said. “I feel like the credit union offers those opportunities, and so that’s what I’m excited about.”

She has an advocate in Richardson, who quickly set to work changing her direct deposit to ACFCU. “I’ll be telling everybody about this,” she said.

When you take PM Environmental’s insight filled reports to help you make the right decisions for your project and put them together with our full line of premium services and more than 20 years of experience, you’ve got an unbeatable combination under a single, dependable roof.

Risk Well Managed

800.313.2966

ENVIRONMENTAL & ENGINEERING SERVICES

NATIONWIDE

Low-Income Housing Tax Credit (LIHTC) state approvals & HUD experience • Phase I & II Environmental Site Assessments (ESAs) • HUD Environmental Assessments (4128) • Hazardous Materials (Asbestos, Lead-based paint, Radon) Management & Consulting • National Environmental Protection Act (NEPA) Compliance • ASTM E-2018 Property Condition Assessments (PCAs) • Capital Needs Assessments (CNAs) • Fannie Mae, Freddie Mac Physical Needs Assessments (PNAs) • HUD Project Capital Needs Assessments (PCNAs) • HUD RAD Physical Needs Assessments (RPCAs) • HUD Green Physical Needs Assessments (GPNAs) •

www.pmenv.com

Southeastern Kentuckians have faced plenty of negative changes over the years. ACFCU’s VTMs, and the credit union’s mission and services that support them, will give people a chance to embrace a positive change.

“We do have a lot of families who want to have better lives for their children,” Christian said. “They just sometimes don’t have the answer for that.”

Scott, ACFCU’s leader, hopes the answer comes in part through technology, overcoming challenges in communities where a traditional financial services approach isn’t cost-effective.

“I’m really hoping what we’ll do for the most rural areas is provide an opportunity for members that if they really need to sit down with somebody and see them face-to-face, it will give them that opportunity.”

JEFF KEELING IS THE VICE PRESIDENT OF COMMUNICATIONS AT APPALACHIAN COMMUNITY FEDERAL CREDIT UNION. HE CAN BE REACHED AT JKEELING@MYACFCU.ORG. AVENUES TO AFFORDABILITY

41

hOTEl aDDRESS Kellogg Hotel & Conference Center 219 S. Harrison Road East Lansing, MI 48824 www.kelloggcenter.com

TO RESERvE ONlINE Go to www.kelloggcenter.com Click on the “Reservations” link (top of page) Select “Check availability and book now!” link Enter arrival, departure, rooms, & number of adults & children Select “Click Here for Special Rates” and enter your Group Code: 1709cINNa1 Click “Check Availability”

TO RESERvE BY PhONE Call 800-875-5090 and refer to the Group Code: 1709cINNa1 Monday-Friday 7:30am-7:00pm Saturday 10:00am-2:00pm.

•

Attire: We want you to be comfortable.

Please dress in business casual for your educational experience.

Author, Optimizing Relationships

Sarah Brabbs, M.A. author of “So People Say You’re an Asshole: A Book for You, People Who Love You, and People Who Work with You” spends her time training, speaking, and inspiring people to proactively improve their communication skills, experience immediate impactful change, and enjoy deeper, more meaningful and productive relationships both at work and at home. She has been referred to as a “catalyst for change.” Jody Heath, a Vice President at Manpower in Ann Arbor, says this about Sarah: “I enjoyed the presentation so much that I attended it a second time to reinforce what I learned.”

Sarah is a professional speaker who works with the business community and individuals. A more detailed description of what she does can be found at www.optimizingrelationships.com.

DENISE STEIN

CEO, Art of Leadership Advisors

With nearly 30 years in the leadership consulting and executive coaching field, Denise Stein has worked with hundreds of organizations and thousands of individuals, helping them to identify, engender, and achieve key corporate and individual goals.

“Building an engaged, focused, and effective team is the key to success for any organization. Whether you have two employees or thousands, alignment on key goals, priorities, and strategies is imperative on producing sustainable results.”

KEYNOTE PRESENTERS

Room reservations can be made online or phone.

When placing a reservation, please provide your Group Code: 1709cINNa1. This code is needed to access the Cinnaire conference room block.

Please reserve your hotel room by auGuST 19.

The room block will be released after this date and regular charges will apply. Rooms are available for $125/standard double, standard queen and standard king; $140 for deluxe king; and, $160 for corner, luxury king or luxury double.

SaRah BRaBBS

ROOm RESERvaTIONS

booK youR Room by auGuST 19 to Get the special discounted Rates!

As an entrepreneur and business consultant, Denise has participated in the evolution of business practices and mental models within client organizations and industries. After working with clients to establish clear Goals and Strategies, Denise helps executives and organizations anticipate key issues, identify and mobilize strengths, and implement practices to address ongoing challenges that organizations face. Denise’s executive coaching and leadership programs provide experiential learning, through which participants tap into their personal values and passion, create environments that promote teamwork, establish accountability structures, encourage creative problem solving, and open doors for natural leaders in the organization to emerge, producing sustainable, quantifiable results across the organization.

Cinnaire’s University of affordability 2017 edUCation ConferenCe

WORKShOPS

FIRST RE SP ONDE RS

PROPERTy MaNaGER/ lEaSING

MaINTENaNCE

1:30 – 2:45PM

Writing Skills • Kelly Rogers

The Latest on Bed Bugs and Control • Gary Offenbacher

Acquisition Rehab – Part 1 • Jillian Toole

LIHTC Jeopardy • Trey Phillips

Knowing Me, Knowing You: Emotional Intelligence • Chris Laurent • Josh Ghena

MI Battle of the Buildings & 2030 District • Cheri Holman

3:00 – 4:15PM WORKSHOPS

The Anatomy of a Crisis – Learn How to Master the Chaos• Elaine Simpson

REAC – Part 1 • David Rudolph

Acquisition Rehab – Part 2 • Jillian Toole

Year 15: Dispositions Strategy – Qualified Contracts – Part 1 • Panel

Drug Intervention – Part 1 • Panel

Can You Really Save Green ($$) by Going Green? Yes! Here’s How • Cory Connolly

4:30 – 5:45PM WORKSHOPS

Repetition Makes Reputation and Reputation Makes Residents • Elaine Simpson

REAC – Part 2 • David Rudolph

Emergency Preparedness: Writing an Emergency Plan• Gromer• Offenbacher

Year 15: Dispositions Strategy – Qualified Contracts – Part 2 • Panel

Drug Intervention – Part 2 • Panel

Solar for Multifamily Housing: The Opportunity is NOW• Panel

wEDNESDay SEPTEMBER 20, 2017

MaNaGEMENT

HOUSING

GENERal

ENERGy

lUNCH w/ kEyNOTE: Sticky Situations: Surviving Conflict, Change, & Challenging People™ — Sarah Brabbs

12:00 – 1:30PM

TRaDESHOw — EvERyONE

5:45 – 8:00PM THURSDay SEPTEMBER 21, 2017

PROPERTy MaNaGER/ lEaSING

MaINTENaNCE

MaNaGEMENT

HOUSING

GENERal

ENERGy

9:00 – 10:15AM WORKSHOPS

It’s Fair Housing, Not Fear Housing! – Part 1 • Elaine Simpson

Prevention Maintenance: Tips -Techniques - Things to Think About • David Rudolph

We Are All Risk Managers • Jim Gromer

That’s the Name of the Game: Pulse Points for Great LIHTC Deals• Chris Laurent

Professional Presence • Panel

Building, The Basics Part 1 • Brett Little

10:30 – 11:45AM WORKSHOPS

It’s Fair Housing, Not Fear Housing! – Part 2 • Elaine Simpson

Trends in Maintenance • Mark Cukro

Attract, Retain and Motivate – 8 Tips • Stan Hannah

Capital Needs Assessment Success Strategy • Panel

Body Language • Brian Feeney • Mary Manual

Green Building Certification Programs: The Basics Part 2 • Brett Little

lUNCH w/ kEyNOTE: Building a Bridge, a Stronger Relationship — Denise Stein

12:00 – 1:00PM 1:00 – 2:15PM WORKSHOPS

Leasing – Talking To Strangers • Lori Hammond

Safety for Maintenance • Mark Cukro

2:30 – 3:45PM WORKSHOPS

Advanced Leasing – Mining for Lost Prospects • Lori Hammond

Life Cycle of a Building • Mark Cukro

Financial Statement Leading a Culture That Insurance Audit Prep • Kenny Dennison Attracts, Retains Talent • Mark McDaniel • Stan Hannah • Phil Hinton • Michael Miller • Kevin Shirey IT Challenges of Small Businesses • Tim Shand

Cinnaire’s University of affordability 2017 edUCation ConferenCe

CSH’s Quality Supportive Housing Operations • Panel

Building a Bridge • Denise Stein

Financing for All • Panel Green Blueprints: Case Studies on Energy Efficiency • Jason Bing • Jennifer Hall

lE hEDu c NcE S E R E F cON

WhaT’S INcluDED registration gift bag* tWo featUred sPeaKer Presentations seven edUCational WorKshoPs tradeshoW fUn all meals and breaKs

• • • • •

*LOOK FOR A SPEcIal ISSuE OF

IN YOUR REGISTRATION BAG…

It’s packed full of informative articles, many from featured speakers at this year’s event!

Cinnaire’s University of affordability 2017 edUCation ConferenCe

WEDNESDaY septembeR 20 11:30am

registration

noon

Program begins mark mcdaniel – Welcome sarah brabbs – Keynote

1:30 – 2:45Pm

session 1

2:45 – 3:00Pm

breaK

3:00 – 4:15Pm

session 2

4:15 – 4:30Pm

breaK

4:30 – 5:45Pm

session 3

5:45 – 8:00Pm

tradeshoW

• •

ThuRSDaY septembeR 21 8:30 – 9:00am

Continental breaKfast

9:00 – 10:15am

session 1

10:15 – 10:30am

breaK

10:30 – 11:45am

session 2

11:45 – 12:45Pm

lUnCh denise stein – Keynote

•

1:00 – 2:15Pm

session 3

2:15 – 2:30Pm

breaK

2:30 – 3:45Pm

session 4

3:45 – 4:00Pm

Closing remarKs and Prizes

cONFERENcE SchEDulE

ON I T a c u D E 2017 cE N E R E F N O c

R 20 & 21 SEPTEMBEC E N T E R k E l lO G G SING, MI E aST l a N

Cinnaire’s University of affordability 2017 edUCation ConferenCe

cONFERENcE REGISTRaTION

••

Conference Registration Fee: $285 for first person $260 for additional people from same organization

remember to book your hotel reservation by August 19 to

get the special discounted rates! Call 800-875-5090 (Page 2)

REGISTRaTION FORm • maIl IN

Please comPlete thIs regIstratIon form & return wIth your Payment

Please select one Workshop Session within each time slot. If Workshop Sessions choices are different for each attendee, please copy form and submit with Registration.

2017 edUCation ConferenCe

Wednesday • sept 20 Workshops

thursday • sept 21 Workshops

Please copy this form if more than 3 participants or different Workshop choices.

1:30 – 2:45Pm WORKShOPS

9:00 – 10:15Pm WORKShOPS

Writing Skills The Latest on Bed Bug Control Acquisition Rehab – Part 1 LIHTC Jeopardy Knowing Me, Knowing You: Emotional Intelligence MI Battle of the Buildings & 2030 District

It’s Fair Housing, Not Fear

Organization

Address

3:00 – 4:15Pm WORKShOPS Anatomy of a Crisis – Master the Chaos REAC – Part 1 Acquisition Rehab – Part 2 Year 15: Dispositions Strategy Qualified Contracts – Part 1 Drug Intervention – Part 1 Can You Really Save $$ by Going Green?

4:30 – 5:45Pm WORKShOPS

Repetition Makes Reputation and

Reputation Makes Residents REAC – Part 2 Emergency Preparedness: Writing an Emergency Plan Year 15: Dispositions Strategy Qualified Contracts – Part 2 Drug Intervention – Part 2 Solar for Multifamily Housing: The Opportunity is NOW

Housing! – Part 1 Prevention Maintenance: Tips Techniques - Things to Think About We Are All Risk Managers That’s the Name of the Game: Pulse Points for Great LIHTC Deals Professional Presence Building, The Basics – Part 1

10:30 – 11:45Pm WORKShOPS

It’s Fair Housing, Not Fear Housing! – Part 2

Trends in Maintenance Attract, Retain and Motivate – 8 Tips Capital Needs Assessment Success Strategy

Body Language Green Building Certification

Programs: The Basics – Part 2

1:00 – 2:15Pm WORKShOPS Leasing – Talking To Strangers Safety for Maintenance Financial Statement Audit Prep Leading a Culture That Attracts, Retains Talent Insurance Financing for All

REGISTRaTION

City/State/ Zip Phone

• • •

$285

Attendee 1 Attendee 1 Email for main contact (required) Attendee 2 (of same organization)

$260

Attendee 2 Email Attendee 3 (of same organization)

$260

Attendee 3 Email

Total amount enclosed: $

COMPLETE THIS maIl IN REGISTRATION FORM & RETURN WITH YOUR PAYMENT TO: Cinnaire c/o Kelly Haracourt 14912 Sandstone Place Grand Haven, MI 49417

2:30 – 3:45Pm WORKShOPS

Advanced Leasing – Mining for

#CinnaireU2017

Lost Prospects Life Cycle of a Building IT Challenges of Small Businesses Quality Supportive Housing Operations Building a Bridge Green Blueprints: Case Studies on Energy Efficiency

REGISTRaTION • ONlINE REGISTER & SUBMIT PAYMENT ONlINE AT: www.datadesignpros.com/cinnaire.php Contact kelly Haracourt at 517.775.2028 or email at kelly@altmgmtsolutions.com if you have registration questions or are having issues registering online.

Cinnaire’s University of affordability 2017 edUCation ConferenCe

| NEWS & HAPPENINGS Crosstown Parkway Senior Community Apartments On January 7, 2016, residents of Crosstown Parkway Senior Community Apartments were awakened at three o’clock in the morning by fire alarms blaring. A fire had broken out inside of an apartment on the seventh floor. All of the residents were evacuated safely, but, unfortunately one life was lost as a result of the fire. Although tragic, the residents of Crosstown Senior, the City of Kalamazoo, and numerous other organizations came together to recover, restore, and help residents heal from this life-altering event.

On January 7, the temperature was only 7 degrees. Metro-Transit recognized the severity of the cold temperatures, and came to the rescue, by providing warm buses and free rides to the evacuated residents. Two Men and a Truck offered free services to

46

residents on the seventh floor, where the fire had caused the most damage.

The American Red Cross was present to assist residents every step of the way. Additionally, VanDam & Krusinga, the building restoration company, went above and beyond to help get residents back into their homes as quickly and safely as possible.

American Red Cross, Mayor Bobby Hopewell, and Jon Hadley, 60th District State Representative, spoke at the event. Certificates of Appreciation were handed out to various individuals. Residents showed their thanks to the American Red Cross and the Department of Public Safety with a crocheted blanket and paintings.

A luncheon, to honor Barbara Posey, the woman who passed away as a result of the fire, as well as to thank the residents, Kalamazoo Department of Public Safety, American Red Cross, and others that assisted during and after the fire was held on March 31, 2017. Marv Veltkamp, Serenity Lay, and Scott Beltz, of Medallion Management, Mark McDaniel, President and CEO of Cinnaire, Chief Hadley and Deputy Chief Thomas, of Kalamazoo Public Safety, Representatives from

Crosstown Parkway Senior Community Apartments, which provides affordable housing to seniors, is owned

by Frontier Development Group, LLC and managed by Medallion Management.

PICTURED: MEMBERS OF THE KALAMAZOO DEPARTMENT OF PUBLIC SAFETY RECEIVE A CERTIFICATE OF APPRECIATION FOR THEIR ASSISTANCE AND SUPPORT DURING THE FIRE THAT TOOK PLACE AT CROSSTOWN SENIOR COMMUNITY APARTMENTS.

CINNAIRE

SWAT FOR BED BUGS CONTINUED FROM PAGE 23 unabated, the problem will grow and eventually spread to adjoining units.

Taking the time to educate residents and agreeing on a treatment plan and thorough preparation on the part of the resident, is key to resolving any infestation.

To find information about bed bugs and sample management tools, go to www.michigan.gov/emergingdiseases and click on the PMAM link. Do not attempt to treat bed bugs on your own.

There are health hazards associated with misapplication of traditional and non-traditional, chemical-based insecticides and they may pose a health risk to you and others.

SUMMARY Integrated Pest Management (IPM) involves working together by the tenant, landlord, and pest management professional to resolve an infestation. Like a three legged stool, without one leg, you fall down. All parties must do their part to resolve the crisis. Time is of the essence and we, as first responders, need to help the resident understand what is required to solve the problem.

Because the problem is much more involved and costly to resolve than other pest problems, it will impact your bottom line. Your diligence and fast action will prevent the spread. Take the time with the resident to explain what is needed and assure them it can be resolved with all three entities doing their part. Keep your owner informed and discuss resources and funding up front. Happy hunting…don’t let the bed bugs bite!

GARY OFFENBACHER IS EXECUTIVE VICE PRESIDENT AT CONTINENTAL MANAGEMENT. HE CAN BE REACHED AT GOFFENBACHER@ CONTINENTALMGT.COM.

AVENUES TO AFFORDABILITY

GOVERNING BOARD Wendell Johns, Chair Retired, Fannie Mae

ADVERTISERS

James W. Stretz, Vice-Chair George K. Baum & Company

Clark Hill, PLC................................................. 26

Michael J. Taylor, Secretary/Treasurer PNC Bank Catherine A. Cawthon Fifth Third CDC Derrick K. Collins Chicago State University Christine R. Hobbs Retired, Freddie Mac Multifamily Brett Macleod JP Morgan Chase William C. Perkins Retired, WPHD Carl Riedy State Street Global Advisors Sheldon Schreiberg Pepper Hamilton LLP Donald F. Tucker Don Tucker Consulting Paul J. Weaver Retired, FHLBI CORPORATE OFFICERS Mark S. McDaniel, President & CEO Christopher C. Cox, CFO James L. Logue III, Chief Strategic Officer Kevin Crawley, COO Jennifer A. Everhart, Executive Vice President Rick Laber, Executive Vice President Marge Novak, Executive Vice President Jim Peffley, Executive Vice President LOCATIONS Lansing (Headquarters) 1118 S. Washington Avenue Lansing, MI 48910 • P 517.482.8555 Detroit 2111 Woodward Avenue, Suite 600 Detroit, MI 48201 • P 313.841.3751 Chicago 225 West Washington, Suite 1350 C Chicago, IL 60606 • P 708.781.9603 Indianapolis 320 N. Meridian, Suite 516 Indianapolis, IN 46204 • P 317.423.8880 Madison 2 E. Mifflin Street, Suite 403 Madison, WI 53703 • P 608.234.5291 Wilmington 100 W. 10th Street, Suite 302 Wilmington, DE 19801 • P 302.655.1420

Blystone & Bailey.......................................... 33

CEDAM.............................................................. 13 Dauby O’Connor & Zaleski, LLC................. 31 Ginosko Development Company.................5 Keller Development...................................... 29 KMG Prestige, Inc........................................... 19 Leon N. Weiner and Associates..................17 Loomis, Ewert, Parsley, Davis & Gotting..... 35 Love Funding................................................... 41 Maner Costerisan, P.C................................... 19 Medallion Management, Inc....................... 25 MHT Housing, Inc.............................................2 O’Brien Construction Company, Inc.......... 15 Occupancy Solutions, LLC.......................... 25 Plante Moran.................................................. 23 PM Environmental, Inc.................................. 41 Rohde Construction.......................................37 Wisconsin Management Company............ 14 EDITORIAL Mary McDaniel, CMP Alternative Solutions, LLC 517.230.5494 • mary@altmgmtsolutions.com ADVERTISING Kelly Haracourt Alternative Solutions, LLC 517.775.2028 • kelly@altmgmtsolutions.com GRAPHIC DESIGN Melissa Travis Ink Ideas Graphic Design, LLC COVER ILLUSTRATION Matthew McDaniel Student PRINTING Spartan Printing & Promotional Products Avenues to Affordability magazine is published quarterly for Cinnaire. This publication is copyrighted. The reproduction of Avenues to Affordability is prohibited by law. For additional copies, comments, or to be added to the mailing list, please contact Mary McDaniel at 517.230.5494 or mary@altmgmtsolutions.com.

Cinnaire is thankful to MSHDA for their generous sponsorship of the reprint of this issue of Avenues to Affordability, the first responder issue.

2017 ISSUE 2 |

“We are proud to support the new Avenues to Affordability education series and Cinnaire, a strong partner in MSHDA’s mission-driven work to create housing that’s affordable, stabilizes neighborhoods and grows sustainable communities.”

– Earl Polesk, Executive NDERSe Director, MSHDA O P S E R T ensiv IRS

F Cinnaire enue shington Av 1118 S. Wa 48910 Lansing, MI

h A Compre operty Pr Guide for ement n Ma ag s Companie