October 2014
Rental Housing Journal Valley
2. The Caoch: For Your Residents, What Is Best Service?
4. Multifamily NW Career Growth in Property Management
3. Dear Maintenance Men
6. Shoptalk
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How the Internet of Things will Simplify & Increase Profits in the Rental Housing Industry
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he future of the rental property market is not distant. It is here, and it is unlike anything we’ve ever seen. The Internet of Things (IoT), or the connectivity of smart devices that share data with the outside world, is paving this exciting future. From smart thermostats to smart door locks, these new inventions are gaining ground and excitement rapidly. In this article, we will share a vision of the future using smart devices within the rental property market. As with any change there are those that will disagree with or fear the new direction in the property management process. Our goal is to prove that these new technologies should not be feared, but embraced for their potential of earning extra profit as well as simplifying the management of properties. To show this, we will describe a day in the life of an IoT property including the property owner, leasing agents, tenants, and maintenance personnel. The leasing process begins with the leasing agent showing the potential tenants a unit for rent. The leasing agent, while showing the property, introduces the potential tenant to the devices making up the smart device package. The leasing agent describes how the smart thermostat, smoke alarm, door lock, air monitors and lights can be controlled from the tenants’ smart phone, tablet, or computer. The leasing agent then gives them a brief demonstration using their iPad by controlling the devices in the apartment. The leasing agent ...continued on page 8 Professional Publishing Inc. PO Box 6244 Beaverton, OR 97007
Cracking the Code to Innovation 7 Steps That Guarantee Success
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veryone says they want innovation in their organization, but when an ambitious employee offers it to a CEO, for example, the idea is often shot down, says Dr. Neal Thornberry, faculty director for innovation initiatives at the Naval Postgraduate School in California. “Senior leaders often miss the value-creating potential of a new concept because they either don’t take the time to really listen and delve into it, or the innovating employee presents it in the wrong way,” says Thornberry, who recently published “Innovation Judo,” (www. NealThornberry.com ), based on his years of experience teaching innovation at Babson College and advising an array of corporate clients, from
the Ford Co. and IBM to Cisco Systems. “Innovation should be presented as opportunities, not ideas. Opportunities have gravitas while ideas do not!” Thornberry outlines a template for innovation that work: Intention: Once the “why” is answered, leaders have the beginnings of a legitimate roadmap to innovation’s fruition. This is no small task and requires some soul searching. “I once worked with an executive committee, and I got six different ideas for what ‘innovation’ meant,” he says. “One wanted new products, another focused on creative costcutting, and the president wanted a
more innovative culture. The group needed to agree on their intent before anything else.” Infrastructure: This is where you designate who is responsible for what. It’s tough, because the average employee will not risk new responsibility and potential risk without incentive. Some companies create units specifically focused on innovation, while others try to change the company culture in order to foster innovation throughout. “Creating a culture takes too long,” Thornberry says. “Don’t wait for that.” Investigation: What do you know about the problem? IDEO may be the world’s premier organization for ...continued on page 3
Preferred Employer Incentives, A Fair Housing Caution By Jo Becker, Education/Outreach Specialist, Fair Housing Council of Oregon
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epending on market conditions, housing providers can get quite creative in incentives offered, certainly in the rental market but also in the sales environment. Following is an article by Nadeen Green, an attorney that speaks to this issue from a fair housing perspective. Ms. Green has spoken on fair housing topics to residential rental audiences across the country since the Fair Housing Amendments Act’s inception in 1989. If you have a question about your
Current Resident or
PRSRT STD US Postage PAID Portland, OR Permit #5460
rights or responsibilities under federal, state, and local fair housing laws, please call our Hotline at 800-424-3247 Hello Nadeen, Short-time reader of your Fair Housing Blog on ForRent.com, and I must say I’ve learned a lot from you! The most important, I think, is “check with your local attorney/local laws.” That being said, is advertising a Preferred Employer Program a potential violation of fair housing laws1? We market this program toward particular large employers in our area, like a certain computer mega-corporation, or a well-known aerospace manufacturer, or even a little coffee chain you might have heard of popping up on every block. We also have military specials, honoring our
men and women in uniform (and their families). Are we (or anyone else with a similar program) opening ourselves up for a venti-sized lawsuit by offering concessions to people who work for these employers? Sincerely, Confused Leasing Agent in the Emerald City Dear Confused: “Certain large employers”? Seems to me those would likely be “certain humongous employers”. But, I digress and actually in this context size does not matter. What matters is the reality or perception of ...continued on page 7
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For Your Residents, What Is Best Service?
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by Ernest F. Oriente, The Coach {Article #222…since 1995}
Background Screening
additional benefit to implementing tions. As a next step, summarize the VALLEY, METRO, ARIZONA APT results from these resident surveys surveys will be the great new ideas and look for any repeated sugges- or services you and your leasing tions or recommendations. Then, team will learn from your residents’ design an action-plan with your leas- feedback. Many of the responses to ing teams based on the suggestions these surveys will include requests they are going to implement over the to receive something faster, something Oct, easier to use, something easier next 30-60 days. Lastly, have yourAug, Feb, Apr, Jun, Dec leasing teams share with their resi- to read/understand or something dents a written summary of exactly that is causing a problem or frustrawhat they will be doing as a result of tion. Take each of these requests and these resident surveys. Remember, look for ways to easily and inexpensurveys are a great way to get feed- sively implement all of them. In back, but these residents will want to addition, look at each of these survey know what your leasing teams are ideas and see if your property management company can earn new going to do with their responses. Tip From The Coach: Once this income from any of these suggesfirst resident survey has been com- tions. A great example of this conpleted, ask your leasing teams to cept is the way many apartment schedule additional surveys every 90 communities are adding a fee-based to 120 days for the next 36 months. business center where their work-atThese future surveys will allow you home residents can access computers, scanners, copy machines and APT and your leasing teams to stay cur- VALLEY, METRO, ARIZONA rent with the ever-changing needs web access. Tip From The Coach: Remember, and requests of your residents. In addition, by having your leasing make it easy to listen and learn from teams ask for this ongoing feedback the residents of the properties you their residents will know that service manage because their suggestions at their apartment communities will and recommendations will uncover continue to evolve as a reflection of great new ideas and a variety of Jan, Mar, May, Jul, Nov, waysSep, to set your apartment commutheir expectations. 1010 East 62nd Street, Los Angeles, ...continued CA 90001-1598 on page 5 Learning from your residents: An
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Lastly, ask your leasing teams for suggestions on how these surveys might best be presented to their residents. Many of our property management clients ask their leasing teams to hand deliver these surveys to their residents on Saturday morning for a personalized touch while others give out small prizes to the first 25 survey responses. Tip From The Coach: Do you want to experience best service? Take a few hours and visit a highend retail location like Nordstrom, a Ritz-Carlton hotel or Tiffany’s. When visiting these world-class locations, observe how they greet you, the words they select when assisting you, the types and variety of products or services they provide, the colors and fabrics they use and the quality of their brochures and printed materials. As a side note, any employee of a Ritz-Carlton can fix a guest service problem instantly, for up to $2,000! Implementing resident surveys: Once you and your leasing teams have received the responses to these resident surveys you can now set your service standards at or above the level of your resident’ expecta-
“Best” service, especially in the property management industry, can be deceiving because the needs and expectations of your residents are changing and evolving rapidly. In addition, your residents are comparing your apartment communities to both your competition and to best service with every company, product or service they experience. By reading this article, you will learn the steps for developing a system so your residents can tell you exactly what best service means to them! Developing resident surveys: Start by gathering the leasing teams at the properties you manage and discuss the current level of resident service being given. Also, ask for any feedback or suggestions they have heard or received from their residents. Next, prepare a resident survey that might include some of the following questions: Tell us about the best service you have ever received while living in any apartment community. Tell us about the best service you have ever received from any company or individual and why this was the best. Tell us how we can improve your living experience with our apartment community.
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Rental Housing March Valley • October 2014
RENTAL HOUSING JOURNAL VALLEY
Dear Maintenance Men: By Jerry L'Ecuyer & Frank Alvarez
5. And anything else that could
Dear Maintenance Men: I understand moving in a new resident from the management’s point of view. What do you recommend as a move-in procedure from a maintenance background? I always worry about handing over a set of keys to a new resident who will now have control of a very expensive rental unit. What should I be thinking about maintenance wise for this new move-in? Tom Dear Tom: Interesting question! It’s true we sometimes think the move-in procedure is complete once the resident passes all the background checks, pays their money, signs all the paperwork and is given the keys to the unit. We believe that the move-in procedure is far from complete if the new resident is not “Checked-out” on the operation of the rental unit. A major source of maintenance issues and costs come from a new resident not knowing how to safely operate the moving parts of their unit. A short list of items that a resident may or may not know how to operate are as follows:
1. Garbage disposal unit. 2. Vertical and horizontal blinds. 3. Dishwashing machine. 4. HVAC system or heating and cooling systems.
break or be a safety issue. Many of you might be saying to yourselves; “Who does not know how to operate any of those items.” You would be surprised! Top of the list of most abused items are garbage disposal units and blinds. Dear Maintenance Men: I have heard the terms “Proactive and Reactive” in connection with property maintenance. Can you explain the difference as it relates to apartment maintenance? Richard Dear Richard: We’ll start with the definitions first and then how they relate to property maintenance. Proactive: Acting in anticipation of future problems, needs or changes. Reactive: Done in response to a problem or situation: reacting to problems when they occur instead of doing something to prevent them. How you deal with property maintenance can make a big difference to the bottom line. A proactive approach allows you to make all the decisions ahead of time. In a proactive situation you will have time to shop for the best price and dictate the schedule of the work. As an example: 1: Snaking or hydro-jetting the main sewer line before the Thanksgiving holiday removing any buildup or roots in the pipes. 2: trimming trees and overhanging branches before a wet win-
proactive maintenance to retain an “A” rating while a “D” property may very rarely see a maintenance tech without direction from code enforcement or the city attorney. Below is a simple example of the A, B, C or D ratings and what they represent.
ter storm. A reactive approach removes all control of the situation. You will have little influence over the cost of the work or when it will take place. As an example: 1: Calling out the plumber ... any plumber on Thursday, Thanksgiving evening to snake out the main line blockage because of sudden overuse by the residents . 2: Emergency roof repair during a wet winter storm due to heavy tree branches breaking or a tree falling. Residents, who live in a community that practices proactive maintenance stay longer, pay higher rent and take better care of their units and grounds. With a proactive maintenance policy in place, residents are more likely to report problems before they become emergencies. A Proactive maintenance policy will save you money both in the short term and more importantly in the long term. It is a good investment.
• New or extremely well taken
care of property with top notch amenities in the best areas.
• Newer property that may be
slightly dated, but well taken care of in a good area.
• Older property, clean, middle of the road building with limited amenities in a fair area.
• Older property, no or few
amenities, basic design, could be run down and often in a bad area.
Please call: Buffalo Maintenance, Inc for maintenance work or consultation. JLE Property Management, Inc for management service or consultation Frankie Alvarez at 714 956-8371 Jerry L’Ecuyer at 714 778-0480 CA contractor lic: #797645, EPA Real Estate lic. #: 01460075 Certified Renovation Company Websites: www.BuffaloMaintenance. com & www.ContactJLE.com www.Facebook.com/ BuffaloMaintenance
Dear Maintenance Men: I would like to find out if I have an “A”, “B”, “C”, or “D” building. I’m not sure what constitutes an A or D property. Can you shed light on the designations? Cornell Dear Cornell: This is really a real estate purchasing question, however we think it will work for maintenance as well. As in most things; “A” is the best and “D” can be seen as the worst. An “A” property will require the most
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Crackin the Code ...continued from front page investigating innovative solutions. Suffice to say that the organization doesn’t skimp on collecting and analyzing data. At this point, data collection is crucial, whereas brainstorming often proves to be a waste of time if the participants come in with the same ideas, knowledge and opinions that they had last week with no new learning in their pockets. Ideation: The fourth step is also the most fun and, unfortunately, is the part many companies leap to. This is dangerous because you may uncover many exciting and good ideas, but if the right context and focus aren’t provided up front, and team members cannot get on the same page, then a company is wasting its time. That is why intentmust be the first step for any company seeking to increase innovation. Innovation should be viewed as a set of tools or processes, and not a destination. Identification: Here’s where the rubber meets the road on innovation. Whereas the previous step was creative, now logic and subtraction must be applied to focus on a result. Again, ideas are great, but they must Rental Housing Journal Valley • October 2014
be grounded in reality. An entrepreneurial attitude is required here, one that enables the winnowing of ideas, leaving only those with real valuecreating potential. “Innovation without the entrepreneurial mindset is fun but folly,” Thornberry notes. Infection: Does anyone care about what you’ve come up with? Will excitement spread during this infection phase? Now is the time to find out. Pilot testing, experimentation and speaking directly with potential customers begin to give you an idea of how innovative and valuable an idea is. This phase is part selling, part research and part science. If people can’t feel, touch or experience your new idea in part or whole, they probably won’t get it. This is where the innovator has a chance to reshape their idea into an opportunity, mitigate risk, assess resistance and build allies for their endeavor. Implementation/Integration: While many talk about this final phase, they often fail to address the integration part. Implementation refers to tactics that are employed in
order to put an idea into practice. This is actually a perilous phase because, in order for implementation to be successful, the idea must first be successfully integrated with other activities in the business and aligned with strategy. An innovation, despite its support from the top, can still fail if a department cannot work with it. About Neal Thornberry, Ph.D. Neal Thornberry, Ph.D., is the founder and CEO of IMSTRAT, LLC a consulting firm that specializes in helping private and public sector organizations develop innovation strategies that create economic value by increasing an organization’s effectiveness and efficien-
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cy. A respected thought leader in innovation, Thornberry is a highly soughtafter international speaker and consultant. He also serves as the faculty director for innovation initiatives at the Center for Executive Education at the Naval Postgraduate School in Monterey, Calif. Thornberry, author of “InnovationJudo:Disarming Roadblocks & Blockheads on the Path to Creativity” (www.NealThornberry.com), holds a doctorate in organizational psychology and specializes in innovation, corporate entrepreneurship, leadership and organizational transformation.
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Pam McKenna Multifamily NW President
Career Growth in Property Management By Pam McKenna President Multifamily NW
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et’s face it: you will be hard pressed to find anyone in this business who went to college with a goal to get into property management. Most of us fell into this industry by chance and found out quickly this could actually become a professional career. One common question I get asked is “What is your advice for planning a career in this industry?” The reality is there are many different places you can start and paths you can follow to advance in your career. Get started. Starting in an entry level position has advantages. You have a chance to learn the basic skills which are the key ingredients to success. Leasing and grounds keepers are the front line for our customers. The first thing they experience is curb appeal and customer service which are foundational concepts. Look for guidance. Ask for a men-
tor or if your company does not provide mentors, seek one out on your own. Look for someone whose work you respect and ask them if you can spend some time with them to observe their techniques. Even at an entry level position you have the opportunity to become the best at what you do and to stand out and be noticed. Learning all aspects of operations will help you in the future when you are leading a team. Understanding each role will provide insight when training or coaching a team member. Dress for success. One of the things I recommend is dress for the position you want, not the position that you have. Every office team member should own a blazer to dress up any outfit. It may seem very basic but how you present yourself can have an impact on opportunities that open for you. Someone that looks organized and put together demonstrates they are someone that has respect for their role. If you are someone who is required to wear a uniform, make sure the clothing is washed appropriately and pressed if needed. A wrinkled, untucked uniform shirt looks
Oregon Landlord/Tenant Law Classes Part I & Part II Part I: Application Process and Move-in Procedures Part II: Terminations, Accounting and Abandoned Property These courses create an interactive environment in which attendees can get specific questions answered on real-world situations that they encounter. Part I begins where all tenancies begin— with the rental application. Then, by chronological succession, the class takes you through rental agreements, various addendums and special circumstances. Part II covers every end-of-tenancy scenario with the corresponding termination notice to serve and explains refunding deposits and abandoned property rules.
disheveled and can appear that you don’t care. There is a reason every military member you run across has a pressed and clean uniform. This is a standard required by all military members that represents discipline and attention to detail. The same standard applies to our industry. Invest in your wardrobe every year adding more professional items that can mix with your current collection. Supplement your education. If your company offers free education, take it. Sign up for any classes that are offered and go above and beyond in your personal time taking additional classes. Don’t just take the required courses but look for additional offerings that may help you understand all aspects of the business. If you are in maintenance, sign up for a sales
and customer service class. If you are in management or leasing, sign up for a maintenance class so you can better understand what it involves. In your personal time pick up reading materials and publications related to property management. These materials can be found online or you can have newspapers and magazines delivered to your home or office. Websites to check out include: multifamilyexecutive.com, multifamilyhousingpro.com, m.naahq.org (sign up for the online publication UNITS), multifamilynw.org, multifamilybiz.com, nmhc.org, and ccim. com. Additional reading materials recommended are books on leadership, sales, customer service, team building and conflict resolution. ...continued on page 7
Multifamily NW
Upcoming Educational Opportunities September 9, 2014 9:00 AM - 5:00 PM CAM: Fair Housing (Portland, OR) September 12, 2014 12:00 PM - 1:00 PM It's the Law Lunch Time Series: Habitability Disputes: From Mold to Make Believe (Portland, OR ) September 18, 2014 8:00 AM - 5:00 PM Spectrum Educational Conference & Trade Show (Portland, OR)
September 30, 2014 9:00 AM - 12:00 PM 10 Common Fair Housing Mistakes to Avoid (Eugene, OR) October 10, 2014 12:00 PM - 1:00 PM It's the Law Lunch Time Series: Changing Ownership - How To Handle Transitions Into or Out of Properties (Portland, OR) October 15, 2014 7:30 AM - 9:00 AM Fall 2014 Apartment Report Breakfast (Portland, OR)
September 25, 2014 1:00 PM - 4:00 PM LARRC-Law and Rule Required Course (Eugene, OR)
October 16, 2014 4:00 PM - 7:00 PM COC Laser Bowling Party (Bend, OR)
September 29, 2014 9:00 AM - 4:00 PM CAM: Marketing (Portland, OR)
October 21, 2014 12:00 PM - 4:30 PM MWV Luncheon: OR Landlord/Tenant Law Part 1 - Move Ins and Start of Tenancy (Salem, OR)
September 29, 2014 1:00 PM - 4:00 PM 10 Common Fair Housing Mistakes to Avoid (Corvallis, OR)
October 23, 2014 7:30 AM - 9:00 AM SWV Apartment Report Breakfast (Eugene, OR)
Time: 1:00pm – 5:00pm Date(s): Part I – November 4, 2014 Part II – November 18, 2014 Location: Oregon State Bar, Columbia Rooms 16037 SW Upper Boones Ferry Road, Tigard, OR 97224
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Multifamily NW • 16083 SW Upper Boones Ferry Road • Suite 105 • Tigard, OR 97224 • 503-213-1281 • Fax 503-213-1288 • info@multifamilynw.org • www.multifamilynw.org 4
Rental Housing March Valley • October 2014
RENTAL HOUSING JOURNAL VALLEY
The Coach ...continued from page 2 nities well ahead of the rest. Are you ready to raise service to a worldclass level? Want to hear more about this important topic or ask some additional questions about how to build powerful resident surveys? Send an E-mail to ernest@powerhour.com and The Coach will E-mail you a free PowerHour invitation. Ernest F. Oriente, a business coach/ trainer since 1995 [32,520 hours], serving property management industry professional since 1988--the author of SmartMatch Alliances™, the founder of PowerHour® [ www.powerhour.com ], the founder of PowerHour SEO [ www. powerhourseo.com ], the live weekly PowerHour Leadership Academy [ www.powerhourleadershipacademy. com/pm ] and Power Insurance & Risk Management Group [ www.pirmg.com ], has a passion for coaching his clients on executive leadership, hiring and motivating property management SuperStars, traditional and Internet SEO/SEM marketing, competitive sales strategies, and high leverage alliances for property management teams and their leaders. He provides private and group coaching for property management companies around North America, executive recruiting, investment banking, national utility bill auditing, national real estate and apartment building insurance, SEO/SEM
Rental Housing Journal Valley • October 2014
web strategies, national WiFi solutions [ www.powerhour.com/propertymanagement/nationalwifi.html ], powerful tools for hiring property management SuperStars and building dynamic teams, employee policy manuals [ www. powerhour.com/propertymanagement/ employeepolicymanuals.html ] and social media strategic solutions [ http:// www.powerhour.com/propertymanagement/socialmedialeadership.html ]. Ernest worked for Motorola, Primedia and is certified in the Xerox sales methodologies. Recent interviews and articles have appeared more than 8000+ times in business and trade publications and in a wide variety of leading magazines and newspapers, including Smart Money, Inc., Business 2.0, The New York Times, Fast Company, The LA Times, Fortune, Business Week, Self Employed America and The Financial Times. Since 1995, Ernest has written 225+ articles for the property management industry and created 400+ property management forms, business and marketing checklists, sales letters and presentation tools. To subscribe to his free property management newsletter go to: www.powerhour.com. PowerHour® is based in Olympic-town…Park City, Utah, at 435-615-8486, by E-mail ernest@powerhour.com or visit their website: www.powerhour.com
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very apartment community has a “reputation” in the marketplace. What your community is known for is based upon a variety of factors, some of which are beyond your control; like its location and layout of the apartments. Yet, there are certain factors in which you have some measure of control; your management style, for instance, and resident profile. However, sometimes the longer a staff has been working at a community the harder it is to be objective. While long term employees can bring stability and consistency to a community, there
can be a subtle tendency for the on site staff to try and lease to only those people who they believe will “fit in,” so as not to upset the “status quo.” Here is a concern that illustrates this point:
concerned that if I start renting to everyone who comes through the door, that this will upset my current residents and that I’ll have even more vacant apartments. What can I do?
Q: I have been the resident manager at the same community for over 10 years, and have worked very hard to establish a quality clientele. I am now in a situation where I have more vacancies than I have had in quite a while, but with fewer prospective renters who match the demographics of my existing residents. I am
A: First of all, I applaud you for your longevity in the business, especially as an on site manger! Your residents undoubtedly appreciate you and all your efforts to create a quality environment for them. However, why would you limit such an outstanding community to just a few people who you are “hand picking” to live there? Not only is this practice obviously affecting your leasing ratio, it is a Fair Housing violation! You do not have to rent to “everyone who comes through your door.” Yet, you do have to rent to everyone who “qualifies” based upon certain criteria established by your screening company. Your current method of leasing may be doing more harm than just jeopardizing the occupancy of your building: Should a complaint be lodged against your community, there is the possibility that you, your employer and also the building owner could be sued for
discrimination. By renting to all types of people no matter their family or marital status, their race, religion, age, etc., you will be in complete compliance with the Fair Housing Act, AND you will create the type of diverse community where everyone feels welcome and wanted. Remember: a quality community + satisfied residents = higher occupancy If you have a question or concern you would like to see addressed next month or if you would like to inquire about leasing training, please ASK THE SECRET SHOPPER by making contact via phone or e-mail. Your questions, comments and suggestions are ALWAYS welcome! ASK THE SECRET SHOPPER Provided by: SHOPTALK SERVICE EVALUATIONS Phone: 425-424-8870 E-mail: joyce@shoptalkservice.com Web site: www.shoptalkservice.com Copyright © Shoptalk Service Evaluations
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Career Growth ...continued from page 4
Obtain certifications. This may require personal funds to complete, but it is an investment in your career and future growth. Multifamily NW offers certifications for all positions through the National Apartment Association. These include NALP (leasing), CAMT (maintenance), CAM (manager), and CAS (industry supplier). You can also obtain certifications through IREM that include ARM (manager), and CPM (regional). Attend industry events. Multifamily NW offers many events that will help you network with others in the
industry. This helps you to better understand industry best practices and offers opportunities to brainstorm and share ideas. You can also hear from industry experts to gain perspective on the local market conditions. NAA and other national industry organizations offer annual events located in various locations across the U.S. and bring a broader perspective on the market and trends happening nationally. If given the opportunity, attending one of these events is strongly recommended. Go above and beyond. Don’t ask for more money in order to take on
more responsibility or challenge. Raise your hand to take on new assignments that will help you grow as a professional. When you are the “go to” for special projects or challenges and you deliver solid results, it builds your good reputation and more opportunities will surface. Be the person that handles things and gets the job done. The less work you create for your supervisor the more confident they will become in your abilities and when they need someone to fill a promotion they will be able to recommend you. Set your standards high. Your
reputation, your ethics and professionalism are so important in this business. It’s a small world in this industry so make sure the mark you leave behind is a positive one. These tips have helped me along my journey as I’ve grown in my career. I am proud to be part of this industry and to see the endless opportunities for growth. You may not have set out to make property management your career but the potential for a rewarding career is there for you.
Green, Senior Counsel with For Rent Media Solutions™. The information contained in this article is not to be considered legal advice, and the author and For Rent Media Solutions strongly suggest that you consult with your own counsel as to any fair housing questions or problems you may have. To learn more… Learn more about fair housing and / or sign up for our free, periodic newsletter at www. FHCO.org. Qs about this article? ‘Interested in articles for your company or trade association? Contact Jo Becker at jbecker@FHCO.org or 800/424-3247 Ext. 150 Want to schedule an in-office fair housing training program or speaker for corporate or association
functions? Visit www.FHCO.org/pdfs/classlist.pdf
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Fair Housing Caution ...continued from front page that company in the eyes of the public. For example, if the company is a restaurant chain in the news because they are being sued for not waiting on African Americans in their restaurants, you would not advertise a special for their corporate employees. My general rule (i.e. the rule of Fair Housing Lady) if a company, organization, entity, whatever, hires (as they should) notwithstanding a person’s race, color, religion, etc., then a special targeted to their employees should be fine. The same concept of “what is really the message” can be applied to referring to “landmarks” in the area as well, such as particular schools, a golf club, etc. Don’t use “landmarks” that are affiliated with only
Rental Housing Journal Valley • October 2014
certain groups or with issues involving their students, their members, etc. (If “everyone knows” that the golf club only accepts white members, “what is really the message” for choosing that reference in promoting an apartment community?) Well, that was the long answer, and hopefully I have not confused you more, dear Confused. The short answer is that based on my astute analysis and deductions drawn from your non-identifying descriptions below, I believe offering specials to those employers would be fine. This article brought to you by the Fair Housing Council; a nonprofit serving civil rights organization. “Fair Housing Focus” is written by Nadeen
Federally protected classes under the Fair Housing Act include: race, color, national origin, religion, sex, familial status (children), and disability. Oregon law also protects marital status, source of income, sexual orientation, and domestic violence survivors. Additional protected classes have been added in particular geographic areas; visit FHCO.org/mission.htm and read the section entitled “View Local Protected Classes” for more information.
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EUGENE • SALEM • ALBANY • CORVA
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RENTAL HOUSING JOURNAL VALLEY
Internet of Things ...continued from front page will share with the potential tenant that they can have access to all these devices for a fixed monthly fee of $20.00 per month. If the tenant chooses not to sign up for the smart device package, the thermostat and the other devices will act like normal smoke alarms, thermostats etc. However, it is explained that by using the Nest Thermostat along with the other smart devices, their electricity bill can be reduced, therefore paying for the package itself. Once the leasing agent has signed up the tenant for the package, they will use their property management software to create the username for all the smart devices in the apartment. An email will be sent to the tenant that includes the username along with details on how to download and use the software. Links with online tutorials will also be provided in the email. By using their provided username and password, the tenant downloads the software to their smart phone/ tablet, watches the online tutorials, and starts utilizing their smart devices. As smart devices are installed they provide a treasure trove of data that maintenance personnel along with property managers can monitor and analyze. As an example, inhouse software is used to monitor the data collected from smoke alarms, humidity detection devices, thermostats, air monitoring and door monitoring devices. If anything is out of the ordinary, such as humidity being high in a unit, or a door being open for too long, the maintenance personnel is sent a text
describing which unit the issue is coming from. They are also alerted when it is time to replace the batteries in the smoke alarms. As the owner of a rental property, these smart devices, or Internet of Things, provide an opportunity to increase revenue as well as detect issues early that might be happening within the apartment complex. It also increases the potential of attracting a high-end tenant looking to use these types of technologies. As different types of smart devices are manufactured they can be integrated into the existing packages and software of the property. They can also be tailored to specific problems that certain properties are experiencing. Because of the Internet of Things, the future of the rental housing market, will be impressive, as exemplified in this article. We, at JDI, are excited to be a part of this future. As we progress in learning more about the Internet of Things as it pertains to properties, we will keep you updated on our findings. We’re excited, and we hope you are too. By Michael Schreiber and Leila Ettachfini. Michael and Leila are partners in JDI, a software development and consulting company specializing in IoT devices for the rental housing industry. Michael can be reached at (303-513-9995) and michael@jdiapps. com. Leila can be reached at leila@jdiapps.com. Visit http://www.JDIapps. com for more information.
ATTENTION COMMERCIAL PROPERTY OWNERS Need Financing for an Investment Property?
WARNING! Working directly with Chase Bank, Umpqua Bank, Union Bank, Opus Bank, America West, Fannie Mae, Freddie Mac, etc. can be Dangerous To Your Financial Health! You Should Be Asking Yourself These Questions: Do You Really Think Any Commercial Lender Is Working In Your Best Interests? NO ONE within those institutions is working for you. Staff employed by these lenders are making decisions based on what is in the best interests of the lender – NOT YOU! Doesn’t It Cost More to Use a Mortgage Broker? NO – in almost ALL cases I save investors thousands of dollars and weeks of frustration. Current Interest Rates Multifamily Mobile Home Parks Fixed rates start @ low 3% Office Retail/Industrial/MOD Fixed rates start @ mid 3%
What Lending Sources Do You Use? I have access to dozens of commercial lenders with dozens of different and innovative loan products. You have choices – and are not STUCK with just one lender and whatever they have for a loan program. How Do I Reach You? I will come to you! Doubtful you will get any other banker to come right to your home or office and sit down with you to discuss financing in detail. Free Framed Print When We Meet! If you are going to need a new commercial loan anytime in the next 12-24 months, you should seriously consider moving NOW. If you are ready to start the financing process, just email me or give me a call. When we meet, I will bring as a gift a beautifully framed print of the cartoon below with your name on it – a keepsake for your home or office.
Al Williams, American Commercial Mortgage al@apartmentfinancing.com
800.265.3860
“I listened to Al Williams.” 8
Rental Housing March Valley • October 2014