Metro Rental Housing Journal October 2014

Everyone says they want inno-vation 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 innova-tion 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 cost-cutting, and the president wanted a

WWW.RENTALHOUSINGJOURNAL.COM • PROFESSIONAL PUBLISHING, INC PORTLAND/VANCOUVERPublished in association with: METRO Multifamily Housing Association; Rental Housing Association of Oregon; IREM & Clark County Rental Association

October 2014Rental Housing Journal Metro

Professional Publishing Inc.PO Box 6244Beaverton, OR 97007

PRSRT STD US Postage PAID Portland, OR Permit #5460

Current Resident or

2. How the Internet of Things will Simplify & Increase Profits in the Rental Housing Industry3. For All Those New Female Entrepreneurs: The 5 C’s for Building a Successful Business4. Multifamily NW: Career Growth in Property Management6. Election Season- Creating Member Value Through Government Representation8. Fair Housing Council of Oregon:

Preferred Employer Incentives: A Fair Housing Caution10. Shoptalk12. Dear Maintenance Men14. Four Low Cost Ways to Improve the Properties You Manage15. Not Screening Tenants? You May Attract the Industry’s Cast-off Renters16. The Coach: 23 Property Management Tips for Mastering E-mail

Advertise in Rental Housing Journal MetroCirculated to over 6,000 Apartment owners, On-site, and

Maintenance personnel monthly.

Call 503-221-1260 for more info.

By Marc Courtenay

The number of multi-family rental housing complexes being built around the nation

keeps on growing month after month. The implications for the property management business are somewhat ambiguous.

No doubt there’s been a steady decline in the number of homeown-ers since the financial crisis of 2008.

This has translated to a substantial increase of renters who are likely to remain renters for a long time.

That’s been good news for proper-ty managers and their owner-clients. For the past 4 years vacancy rates have declined while the inventory of rental units built has reached record levels.

For example in 2012 nearly 6% of the 535,000 single-family homes built were used for rental housing, accord-

ing to info made available by the Na-tional Association of Homebuilders. By comparison the 32-year average ending at the housing market peak in 2006 was about 2% of houses built were rentals.

The NAHB also keeps track of the number of multi-family units that are built quarterly as rentals. The Mul-tifamily Production Index (MPI), a leading indicator for the multifamily

continued on page 7continued on page 11

Commercial Real Estate Sales on Pace to Nearly Match Last Year

Amid Rebounding EmploymentDuring the first half of 2014,

the four major types of com-mercial property – office,

industrial, multifamily and retail – have recorded $150.3 billion in sales volume. This total puts the nation on pace to nearly match last year’s an-nual sales total of $312.6 billion. One of the principal drivers of this re-bounding sales volume is job growth: the U.S. added 8.4 million payroll positions on a seasonally adjusted basis in the last five years, accord-ing to the third-quarter edition of “Insights + Trends + Opportunities” publication by Transwestern and its research affiliate, Delta Associates. Each edition of “Insights + Trends + Opportunities” features a review of

Residential Housing for Renters Expands as Property Managers Wonder

Cracking the Code to Innovation:

7 Steps That Guarantee Success

PropertyManager.com a Service of AppFolio

continued on page 9

2 Rental Housing Journal Metro • October 2014

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New Listing!

New Listing!

The future of the rental proper-ty 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 thermo-stats 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 prop-erty 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, ten-ants, and maintenance personnel.

The leasing process begins with the leasing agent showing the poten-tial tenants a unit for rent. The leas-ing agent, while showing the prop-erty, 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 com-puter. The leasing agent then gives them a brief demonstration using their iPad by controlling the devices in the apartment. The leasing agent 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, there-fore 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 apart-ment. An email will be sent to the tenant that includes the username along with details on how to down-load 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 devic-es.

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, in-house software is used to monitor the data collected from smoke alarms, humidity detection devices, thermostats, air monitoring and door monitoring devices. If any-thing 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 batter-ies 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 attract-ing a high-end tenant looking to use these types of technologies.

As different types of smart devic-es are manufactured they can be integrated into the existing packages and software of the property. They can also be tailored to specific prob-lems that certain properties are expe-riencing.

Because of the Internet of Things, the future of the rental housing mar-ket, will be impressive, as exempli-fied 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 part-

ners 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 [email protected]. Leila can be reached at [email protected]. Visit http://www.JDIapps.

com for more information.

How the Internet of Things will Simplify & Increase Profits in the Rental Housing Industry

Rental Housing Journal Metro • October 2014 3


By Marsha Friedman

Small businesses have made a huge recovery since the eco-nomic crash in 2008 and that’s

good news for all of us. Since we ac-count for 63 percent of new jobs, our success puts people back to work. That, in turn, helps us even more – people with paychecks buy stuff!

And here’s more good news: Women are launching more busi-nesses than ever – 1,288 a day, according to a recent analysis by American Express. That’s up from 602 in 2011-12. Since 1997, women-owned businesses rose by 68 per-cent.

As a female entrepreneur who will soon celebrate my company’s 25th anniversary, I’m well aware of the challenges these brave new CEOs face. I’m not exaggerating when I use the word “brave.” My experi-ences have taught me that courage is essential to launching and growing a successful business – particularly if you’re a woman. Why? Because we tend to be more risk adverse than men. We worry more about financial security and losing it all. Making the right decisions requires overcoming those fears.

Courage is one of what I call my 5

C’s for building a business. They’re the guiding principles I’ve learned through the ups and downs and all the mistakes. If I rely on the C’s as a sort of compass, I find I can always guide us back to smoother waters.

What are the C’s?

CaringIt starts with caring enough about

yourself and your dreams to stay committed to achieving your goals.

(Giving up is never a good option!) You have to care enough about your-self to firmly believe that you deserve success and the good things that come with it.

Just as important is caring about your staff and creating a positive work environment for them. Protect their sanity from the clients who want to chew them up and from new hires who don’t fit in and hurt morale. Be supportive when stress-ful situations arise in their lives out-side of work. And ensure everyone has the knowledge and tools they need to be successful.

None of us gets far at all if we don’t care about our customers. Give them the best exchange possible for their money; define expectations so that they understand the end prod-uct you are delivering and for which they are paying. Be willing to listen to their concerns, take responsibility for mistakes, and correct them.

CourageThirty years ago, I probably

would never have said it takes cour-age to lead a small business, but without it, I assure you, you’ll fail. There are dragons and quicksand and dark woods all around. You’ll find them in the day-to-day prob-

For All Those New Female Entrepreneurs:The 5 C’s for Building a Successful Business

...continued on page 7



16083 SW Upper Boones Ferry Road, Suite 105, Tigard, OR 97224 503-213-1281, 503-213-1288 Fax www.multifamilynw.org

Career Growth in Property ManagementBy Pam McKennaPresident Multifamily NW

Let’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 man-agement. 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 suc-cess. Leasing and grounds keepers are the front line for our custom-ers. 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 pro-vide 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 ob-serve 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 op-erations will help you in the future when you are leading a team. Un-derstanding 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 posi-tion 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 orga-nized 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 appropri-ately and pressed if needed. A wrin-

kled, untucked uniform shirt looks 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 offer-ings 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 read-ing materials and publications relat-ed to property management. These materials can be found online or you can have newspapers and maga-zines delivered to your home or of-fice. Websites to check out include: multifamilyexecutive.com, multi-familyhousingpro.com, m.naahq.org (sign up for the online publication UNITS), multifamilynw.org, multi-familybiz.com, nmhc.org, and ccim.com. Additional reading materials recommended are books on leader-ship, sales, customer service, team building and conflict resolution.

Obtain certifications. This may require personal funds to complete, but it is an investment in your career

Pam McKennaMultifamily NW President

October 1, 2014 9:00 AM - 12:00 PM Free Range Fair Housing with Nadeen Green (Portland, OR)

October 2, 2014 9:00 AM - 3:00 PM Advanced Tax Credit Workshop (Portland, OR)

October 6, 2014 9:00 AM - 1:00 PM CAM: Management of Residential Issues Part 1 (Portland, OR)

October 7, 2014 9:00 AM - 1:00 PM New Hire Training (Portland, OR)

October 8, 2014 8:00 AM - 5:00 PM CAMT: Interior & Exterior Maintenance & Repair (Portland, OR)

October 9, 2014 7:00 AM - 4:00 PM EPA Lead-Based Paint Renovation Certification (Portland, 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 13, 2014 1:00 PM - 4:00 PM LARRC-Law and Rule Required Course (Portland, OR)

8:00 AM - 12:00 PM Basic Electrical for Spanish Speakers (Portland, OR)

October 14, 2014 9:00 AM - 5:00 PM CAM: HR Management Part I (Portland, OR)

October 15, 2014 7:30 AM - 9:00 AM Fall 2014 Apartment Report Breakfast (Portland, OR)

October 16, 2014 1:00 PM - 5:00 PM Fair Housing 150 (Portland, OR)

October 17, 2014 9:00 AM - 1:00 PM CAM: Management of Residential Issues Part 2 (Portland, OR)

October 21, 2014 9:00 AM - 5:00 PM CAM: HR Management Part II (Portland, OR)

12:00 PM - 4:30 PM MWV Luncheon: OR Landlord/Tenant Law Part 1 - Move Ins and Start of Tenancy (Salem, OR)

October 22, 2014 8:00 AM - 12:00 PM Unit Inspections and Turnover Techniques (Portland, OR)

October 23, 2014 9:00 AM - 1:00 PM NALP: Research, Analysis and Evaluation (Portland, OR)

October 24, 2014 9:30 AM - 4:00 PM Accounting & Client Trust Accounts (Portland, OR)

October 28, 2014 1:00 PM - 3:00 PM Puzzled by Section 8 Procedures? (Portland, OR)

October 29, 2014 9:00 AM - 4:00 PM CAM: Financial Management (Portland, OR)

4:00 PM - 7:00 PM Halloween Party! (Portland, OR)

October 30, 2014 9:00 AM - 1:00 PM NALP: Legal Aspects (Portland, OR)

November 3, 2014 9:00 AM - 12:00 PM NALP: Telephone Presentations (Portland, OR)

November 4, 2014 1:00 PM - 5:00 PM Oregon Landlord/Tenant Law Class Part I (Portland, OR)

November 13, 2014 2:00 PM - 6:00 PM Reverse Trade Show (Portland, OR)

Multifamily NW

Events Calendar




Career Growth...continued from page 4

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 certi-fications through IREM that include ARM (manager), and CPM (region-al).

Attend industry events. Multi-family NW offers many events that will help you network with oth-ers 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 as-signments that will help you grow as a professional. When you are the “go to” for special projects or chal-lenges 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 some-one to fill a promotion they will be able to recommend you.

Set your standards high. Your reputation, your ethics and profes-sionalism 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 jour-ney 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 reward-ing career is there for you.

LANDLORD-FRIENDLY RENTAL FORMS

Now 4 Convenient Ways to Get Forms

1. Visit www.rhaoregon.org, go to the “tools” page for hard copy forms mailed to you

2. Visit www.rhaoregon.org, go to the tools page for individual fillable forms that you can download in PDF directly to your computer.

3. Call 503-254-4723 and order forms over the phone with one of our friendly representatives.

4. Come visit us at 10520 NE Weidler St. Portland, OR 97220 for fast and friendly service.

RHAOregon Rental Housing Alliance Oregon

www.rhaoregon.org10520 Portland, OR 97220

503-254-4723

Attorney Drawn Forms for all Your Rental Needs!

89169-rhoa-forms-2014-10.indd 1 10/2/14 2:53 AM

Criminal Activity Addendum M058 ORTypically this form is utilized during the tenant’s move-in to reiterate how any

criminal activity will not be tolerated. The form details Oregon Landlord/Tenant Law statutes that explain which circumstances are cause for immediate termination of the Rental Agreement with a 24 hour written notice.

Form

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ily�NW.™

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Resident�and�Owner/Agent�agree�as�follows:1. Resident,�members� of� Resident’s� household,� guests,� or� any� other� person� under� Resident’s� control� shall not engage in

criminal activity, as defined in federal or state law, including illegal drug activity, on or near the Premises and shallnot engage in any activity that constitutes a threat to people or property on or near the Premises. These�activities�arematerial�violations�of�the�rental�agreement.��

2. In�addition�to�any�other�remedies�allowed�by�law,�as��described�in�ORS�90.396,�Owner/Agent,�after�24�hours’�written�noticespecifying�the�cause,�may�immediately terminate�the�Rental�Agreement�in�any�of�the�following�situations:a) Resident�or�someone�in�Resident’s�control�seriously�threatens to inflict substantial personal injury, or inflicts any

substantial personal injury,�upon�a�person�on�the�Premises�other�than�Resident;b) Resident�or�someone�in�Resident’s�control�recklessly endangers a person on the Premises other�than�Resident�by

creating�a�serious�risk�of�substantial�personal�injury;c) Resident� or� someone� in� Resident’s� control� inflicts any substantial personal injury upon� a� neighbor� living� in� the

immediate�vicinity�or�intentionally inflicts any substantial damage to the Premises;d) Resident� intentionally provided substantial false information on the application for� the� tenancy�within� the� past

year;�and�the�false� information�was�with�regard�to�a�criminal�conviction�of�Resident�that�would�have�been�material� toOwner/Agent’s�acceptance�of�the�application;

e) Resident�or�someone�in�Resident’s�control�commits�any act that is outrageous in the extreme on�the�Premises�or�inthe�immediate�vicinity�of�the�Premises.�Such�acts�include,�but�are�not�limited�to:i) Prostitution or promotion of prostitution,�as�described�in�ORS�167.007�and�167.012;ii) Manufacture, delivery or possession of a controlled substance,�as�described�in�ORS 475.005,�subject�to�the

limitations�defined�in�ORS�90.396(1)(f)(B);iii) Intimidation,�as�described�in�ORS�166.155�and�166.165;�or�burglary as�described�in�ORS�164.215�and�164.225.

f) With�regard�to�“acts�outrageous�in�the�extreme”�as�described�in�this�section,�an�act�can�be�proven�to�be�outrageous�in�theextreme�even�if�it�is�one�that�does�not�violate�a�criminal�statute.

g) Similar�notices,�but�often�with�an�option�to�cure,�may�be�served�in�cases�where�certain�of�the�above�violation(s)�are�causedby�Resident’s�pet.

h) Regarding�prohibited�acts�defined�by�criminal�statutes,�Owner/Agent’s standard of proof for termination of the RentalAgreement remains the civil standard,�proof�by�a�preponderance�of�the�evidence.

3. Resident�and�other�persons�on�the�Premises�with�the�consent�of�Resident�shall�conduct�themselves�in�a�manner�that�will notdisturb the neighbors’ peaceful enjoyment of the Premises.

4. Owner/Agent�retains�control�over�any�common�areas�of�the�Premises�for�the�purposes�of�enforcing�state�trespass�laws�andshall�be�the�“person�in�charge”�for�that�purpose�as�that�phrase�is�defined�in�ORS�164.205(5).�Common�areas�are�locationsshared�by�residents,�such�as�laundry�rooms,�courtyards,�hallways�between�dwellings,�building�entryways,�and�parking�lots.This�clause�does�not�apply�on�property�where�there�are�no�areas�commonly�shared�by�multiple�residents�(e.g.,�most�singlefamily�detached�dwellings).

5. In�the�case�of�conflict�between�the�provisions�of�this�addendum�and�any�other�provisions�of�the�Rental�Agreement,�the�provisionsof�this�addendum�shall�govern.

6. This�addendum�is�incorporated�into�the�Rental�Agreement�executed�or�renewed�this�day�between�Resident�and�Owner/Agent.

ON SITE RESIDENT MAIN OFFICE (IF REQUIRED)

DATE __________________________________________ PROPERTY NAME / NUMBER ___________________________________________________________________________________________________________________________________________________________________

RESIDENT NAME(S) ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________

___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________

UNIT NUMBER ___________________________________ STREET ADDRESS ___________________________________________________________________________________________________________________________________________________________________________

CITY ___________________________________________________________________________________________________________________________________________________ STATE ___________________________________ ZIP _____________________________________________________________

and�all�others.

_____________________________________________________________________________________ _____________________________ _____________________________________________________________________________________ _____________________________RESIDENT DATE RESIDENT DATE

_____________________________________________________________________________________ _____________________________ _____________________________________________________________________________________ _____________________________RESIDENT DATE RESIDENT DATE

_____________________________________________________________________________________ _____________________________OWNER/AGENT DATE

X X

X X

X

OREGONCRIMINAL ACTIVITY ADDENDUM

Please vis i t us at www.rentalhousingjournal .com



President Elizabeth Carpenter • President Elect John Sage • Past President Phil Owen • Vice President Robin Lashbaugh • Secretary Lynne Whitney • Treasurer Elaine Elsea • Office Manager Cari Pierce

10520 NE Weidler Portland, OR 97220 (503) 254-4723 • fax (503) 254-4821 [email protected] • www.rhaoregon.org.

Liz Carpenter RHAOregon PresidentPresident’s Message:

Democracy is two wolves and a lamb deciding what to have for dinner. Liberty is a well-

armed lamb.” I’m not sure who said that, but I smile every time I hear it. In the Rental Housing Industry, we often feel like the lamb.

In recent years, the RHA has made our presence known before all levels of government. We have been at the table in all the major decisions facing us, from the statewide changes in

section 8 laws to local fire ordinanc-es. The RHA is represented before local governments, county govern-ments, and at the Oregon Capitol by our lobbyist Cindy Robert. Cindy has encouraged and shown the RHA how to be effective before the Oregon legislature. The RHA has developed positive relationships with state leaders and with the representatives who’s districts include RHA mem-bers.

Voting is the most important act you can make for our country. Please vote in the coming weeks and plan to become an active member of the RHA as the 2015 Oregon Legislative session gears up.

The RHA’s incoming President John Sage sums it up this way: “Even with all of their faults and mistakes and having to start over again and again, our Forefather's and Mothers never lost sight of the fact that to make a change they had to be involved. And to think that at the time they were involved it could mean their life! Not just a trip into town to drop off their ballot.”

Civic involvement has been a focus of the RHA for over 87 years. We represent over 1,800 Oregon citi-zens in the Rental Housing industry. Those 1,800 citizens have a vote and I want to encourage you to excise your privilege. It is democracy in action, liberty to pursue our dreams we are protecting.

While I am on the topic of voting

and participating it is time to elect new RHA directors. All nominations need to be in to the RHA before the vote at the November dinner meet-ing. We will install the new directors at the December meeting. At the RHA, we’re all about turning out the vote!

Sincerely, Liz Carpenter, Rental Housing Alliance Oregon PresidentPS. Remember the RHA is active

and we have classes this month, our new Community Room is available, and we continue volunteering at JOIN to move homeless family from the street into rental housing.

Since 1927, the Rental Housing Alliance Oregon has set the standard for community participation by land-lords providing affordable and quality

housing

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market posted a gain of five points to a reading of 58 for the second quarter of 2014.

This is the 10th straight quarter with a reading of 50 or above. The MPI measures builder and developer sentiment about current conditions in the apartment and condominium market on a scale of 0 to 100.

The MPI also provides a compos-ite measure of three key elements of the multifamily housing market: construction of market-rate rental units, low-rent units and “for-sale” units, or condominiums.

A number over 50 indicates that more respondents report conditions are improving. In the second quar-ter the “…MPI component tracking builder and developer perceptions of market-rate rental properties had a significant increase of nine points to 68”.

This is the highest reading since the third quarter of 2012; low-rent units increased four points to 52. Units for sale rose two points to 56, underperforming the expansion of rental units built.

“We have seen steady growth for the apartment market since 2011,” said W. Dean Henry, chairman of NAHB’s Multifamily Leadership Board and CEO of Legacy Partners Residential in Foster City, Calif. “There will continue to be strong de-mand for the foreseeable future, but the availability of construction labor is still proving to be a challenge.”

The Multifamily Vacancy Index (MVI), which measures the multi-family housing industry’s percep-tion of vacancies, was essentially unchanged, increasing one point to 38. With the MVI, lower numbers in-dicate fewer vacancies.

“The MVI, the vacancy index, has been holding steady at a healthy level of 37 to 38 since late 2013,” said NAHB Chief Economist David Crowe. “Although this is slightly above the low vacancy numbers we saw in 2011 and 2012, those low numbers were the result of de-pressed production with few new apartments coming on line.

“Meanwhile, the strength of the MPI, the production index, in the

second quarter is not surprising, given that we’ve seen employment improve, which allows younger consumers to form their own house-holds.”

The bottom line for property man-agers is mostly positive. There will continue to be more rentals to man-

age while the current low vacancy rate holds steady. What’s not to like about that?

from PropertyManager.com a Service of AppFolio

Expands...continued from front page

Entrepreneurs...continued from page 3

lems, the obstacles you didn’t see lying in wait, the risks you must take, and the stresses involved with honoring your obligations to every-one working with and for you.

Trust me, your courage will grow every time you push your fear behind you and deal with what frightens you. Which will also help you build confidence.

ConfidenceThink of the many challenges

you’ve faced in your life, and the many times you’ve overcome them. Bring that confidence to your busi-ness. Believing that you can reach for and achieve your short- and long-term goals is essential to getting you there.

CompetenceCompetence comes from knowl-

edge and experience. Hone it by staying up on the trends and disrup-tions in your industry. One of the most important roles a CEO plays is as the visionary for his or her com-pany. That means you can’t, and shouldn’t, take on jobs within your company for which you’re not quali-fied. You’ll make yourself miserable and your business will suffer. Hire an accountant to handle the finan-cials. Get marketing help if that’s not your thing.

As for employees, take the time to hire competent people who you’ll

trust in their jobs – and then trust them!

CommitmentStay dedicated to your goals no

matter how difficult that becomes. That may mean taking painful mea-sures, as it did for me after the 9/11 terrorist attacks put the brakes on the economy. There came a point for my business when all hope looked lost. I had to make drastic cuts, including letting go beloved employ-ees. For more than a year, I ramped up marketing efforts, diversified our services, and took other steps to get the business out of the red. In 2005, I succeeded – and it has been upward and onward ever since.

Building my business has been one of the most rewarding experi-ences in my life. I get a lot of plea-sure from helping our clients meet their goals. I enjoy coming to work and spending time with the team I’m blessed to call part of the family. We laugh loudly and often!

If you’ve recently launched a new business, know that you’ll encounter challenges. Don’t panic! Remember the 5 C’s and forge ahead with car-ing, courage, confidence, compe-tence and commitment.

Marsha Friedman is a 24-year veter-an of the public relations industry. She

is the CEO of EMSI Public Relations (www.emsincorporated.com), a national

firm that provides PR strategy and publicity services to businesses, profes-sional firms, entertainers and authors.

Marsha is the author of Celebritize Yourself and she can also be heard

weekly on her Blog Talk Radio Show,

EMSI’s PR Insider every Thursday at 3:00 PM EST. Follow her on Twitter:

@marshafriedman.


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By Jo Becker, Education/Outreach Specialist, Fair Housing Council of Oregon

Depending on market condi-tions, housing providers can get quite creative in incen-

tives offered, certainly in the rental market but also in the sales environ-ment. Following is an article by Na-deen 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 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 cer-tain 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 conces-sions to people who work for these employers?

Sincerely,Confused Leasing Agent in the

Emerald City

Dear Confused:“Certain large employers”?

Preferred Employer Incentives, A Fair Housing Caution

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Sales on Pace ...continued from front page

the economic impact on commercial real estate and valuable information for commercial property owners, in-vestors, tenants and developers.

Commercial Real EstateWith rising employment, more

workers should be in a position to form new households, gradually de-coupling from roommate situations to rent apartments. More new jobs and new households will increase demand for office space and multi-family units, as well as indirectly impacting retail and the distribution space that supports retail supply chains. Commercial real estate own-ers should keep in mind that while sales volume may not continue to rise at its recent pace, values are likely to continue increasing over the next few years. If interest rates rise, the number of potential buyers for each asset may decline. Therefore, planning an exit strategy today would be wise. On the other hand, if inflation increases, then holding commercial real estate as a hedge against inflation would be a viable choice. Tenants should be aware that as properties change hands in the next few years, they may have an opportunity to extend or renegotiate their lease for better terms.

Labor AnalyticsC-level executives are increasing-

ly focusing on labor analytics as a major factor in real estate decisions. Choosing the right location allows a firm to recruit talent from the labor pool best suited to serve the compa-ny’s short- and long-term business objectives. Analyzing how accessible a potential site is for a firm’s existing employee base is just the beginning of a much more detailed analytics process. Failure to fully evaluate a company’s labor pool can result in overall higher costs. For example, a contact center selected a space that saved $10 per square foot on rent compared to a more costly, better-located option. The suboptimal loca-tion caused a 60 percent annual attri-tion rate, resulting in $1.74 million more in combined rent and attrition expenses compared to the pricier space.

Global Real Estate Sustainability Benchmark

ENERGY STAR® and LEED® certification may no longer be the only sustainability metrics commer-cial real estate owners track. Amsterdam-based Global Real Estate Sustainability Benchmark ( GRESB) is gaining traction among many real estate owners seeking to gain a broader picture of sustainabil-ity performance for an entire portfo-lio. GRESB produces a ranking that measures building metrics on ener-gy, water and waste; portfolio-wide performance; and corporate sustain-ability practices of real estate owners and investment funds. Findings can elevate the profile of a property or portfolio for sustainable-minded investors and assist owners in deter-

mining the potential lifespan of an asset. GRESB data demonstrating how assets have been maintained could someday increase the proper-ties’ attractiveness and value when they come to market.

Development SpotlightSometimes the smallest develop-

ment in a mammoth logistics park can have the most far-reaching impact. Such is the case with a 700-foot by 70-foot refrigerated building outside Chicago. The building is leased by National Logistics and Cold Storage (NLCS) and used by TransCold Express, the first refriger-ated boxcar unit train connecting the Midwest and West Coast in more than half a century. The unit train pulls up to one side of the refriger-ated facility while refrigerated trucks pull up to the other side, and the cargo is transferred from one side to the other. The facility’s design is per-fect for the unique task, which has the potential to change how fresh produce and other products are transported across the country. The rail service is more environmentally friendly and cost effective than trucking, saving between 5 and 25 percent in cost. Additionally, the cold storage facility is part of a RidgePort Logistics Park, a 1,500-acre industrial park. RidgePort pre-sented the ideal location for the TransCold Express Midwest hub in part because of its ample room for clients of the rail service to develop ancillary distribution facilities.

Download the full publication here: http://twurls.com/insights3q14

Media Contact: Stefanie Lewis 713.272.1266 stefanie.lewis@transwest-

ern.com

Transwestern is a privately held real estate firm specializing in agency

leasing, property and facilities manage-ment, tenant advisory, capital markets,

research and sustainability. The fully integrated global enterprise leverages

competencies in office, industrial, retail, multifamily and healthcare properties

to add value for investors, owners and occupiers of real estate. As a member of the Transwestern family of companies, the firm capitalizes on market insights

and operational expertise of indepen-dent affiliates specializing in develop-ment, real estate investment manage-ment and research. Transwestern has

34 U.S. offices and assists clients through more than 181 offices in 40

countries as part of a strategic alliance with Paris-based BNP Paribas Real

Estate. For more information, please visit transwestern.com and follow us on

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Every apartment community has a “reputation” in the mar-ketplace. What your com-

munity is known for is based upon a variety of factors, some of which are beyond your control; like its lo-cation 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, some-times 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:

Q: I have been the resident man-ager 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 demograph-ics of my existing residents. I am 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?

A: First of all, I applaud you for

your longevity in the business, espe-cially 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 pick-ing” to live there? Not only is this practice obviously affecting your leasing ratio, it is a Fair Housing vio-lation! 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 cur-rent 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 sta-tus, 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 occu-pancy

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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 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 be grounded in reality. An entrepreneurial attitude is required here, one that enables the winnowing of ideas, leaving only those with real value-creating potential.

“Innovation without the entrepre-neurial 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.

Neal Thornberry, Ph.D., is the founder and CEO of IMSTRAT, LLC a consulting firm that specializes in help-ing private and public sector organiza-tions develop innovation strategies that create economic value by increasing an

organization’s effectiveness and efficien-cy. A respected thought leader in inno-vation, Thornberry is a highly sought-after international speaker and consul-

tant. 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 organization-al psychology and specializes in innova-

tion, corporate entrepreneurship, lead-ership and organizational transforma-

tion.

Cracking the Code ...continued from front page

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• How much is it going to cost? There are several variables that determine pricing such as the extinguisher size, type (dry chemical, CO2, halotron) and internal inspection dates. On average, your fire extinguisher (all types) only needs an “annual service”. • How should payment be made? Payment is due at time of service unless a credit application has been filled out to open a charge account. The process for setting up a charge account takes 1-5 business days depending on the charge limit requested.

• How do I set up an appointment? Once the necessary information has been gathered and approved, a technician will contact you to set up a service appointment. On average you should be able to obtain service within 1 week unless special circumstances apply.

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Dear Maintenance Men: By Jerry L'Ecuyer & Frank Alvarez

Dear Maintenance Men:I understand moving in a new resi-

dent 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 resi-dent 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 proce-dure is complete once the resident passes all the background checks, pays their money, signs all the paper-work 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.

5. And anything else that could 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 differ-ence as it relates to apartment mainte-nance?

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 chang-es.

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 differ-ence 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 over-hanging branches before a wet win-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:

By Jerry L'Ecuyer & Frank AlvarezDear Maintenance Men:

... continued on page 19

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A Fair Housing Caution ...continued from page 8

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 that company in the eyes of the pub-lic. 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 restau-rants, you would not advertise a special for their corporate employ-ees. 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 “land-marks” that are affiliated with only certain groups or with issues involv-

ing their students, their members, etc. (If “everyone knows” that the golf club only accepts white mem-bers, “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 serv-

ing civil rights organization. “Fair Housing Focus” is written by Nadeen 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 [email protected] or 800/424-3247

Ext. 150Want to schedule an in-office

fair housing training program or speaker for corporate or association

functions? Visit www.FHCO.org/pdfs/classlist.pdf

Federally protected classes under the Fair Housing Act include: race, color, national origin, religion, sex,

familial status (children), and disabili-ty. Oregon law also protects marital

status, source of income, sexual orienta-tion, 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 informa-

tion.

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By Marc Courtenay

Residents are on the prowl again looking for the most attractive rental units for their

money. At the same time there is a growing group of former homeown-ers who are back in the rental mar-ket.

The monthly rent these groups are willing to pay will partially depend on the condition of the rental properties. If they have a choice, they’ll go with the property that impresses them the most.

This is especially true with the baby boomer generation, those born between 1946 and 1964. This demo-

graphic is looking for places to live that feel secure, feel like home and appeals to aesthetics.

So to compete effectively and eco-nomically, property managers are “turning up their imaginations” to make their properties more desir-able. Here are four economical ideas to consider:

First impressions mean a lot. Remove old or tattered window cov-erings and replace them with inex-pensive Venetian-style blinds. Choose neutral colors and models that are easy to replace. While you’re at it make sure the windows are clean, with sills that are sparkling.

Replace the knobs and handles in

Four Low Cost Ways to Improve the Properties You Manage

PROPERTY NAME

NAME

CITY STATE ZIP

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Not Screening Tenants? You May Attract the Industry’s Cast-off Renters

Most do-it-yourself (DIY) landlords, individuals who manage their rental prop-

erties without assistance from prop-erty management companies, don’t properly screen prospective tenants. That’s according to a survey on land-lord habits conducted on behalf of Real Property Management by an independent Boston-based research firm, Liminality Inc.

The survey, which included a national probability sample of more than 150 DIY landlords nationwide, revealed:

• Only 51% of DIY landlords conduct criminal background checks

• 23% of DIY landlords sometimes or never conduct credit checks

• Only 51% of DIY landlords contact past landlords for referencesThis oversight can create many

problems and headaches for the landlord down the road, such as late rent, damage to the property and evictions. Perhaps even more trou-bling is that DIY landlords with

lenient or non-existent screening policies actually attract the indus-try’s cast-off renters.

That’s because diligent landlords and reputable property management companies essentially weed out undesirable tenants with their screening policies. When criminals learn their backgrounds will be checked, they turn to a property owner who is not so meticulous.

Why would DIY landlords put their property investment in poten-tial harm’s way by not thoroughly conducting background checks? A common problem many DIY land-lords face is not having the essential resources or knowledge for properly managing their rental property. Understanding the many tenant-landlord laws, Fair Housing

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According to a recent survey by Matrix Information, three billion people around the

globe have access to Internet-based services and E-mail. In addition, this report expects electronic commerce to grow from $3.2 trillion in 2013 to $6.2 trillion by the year 2015. Is your property management company ready for these exploding communi-cation and marketing trends? Is your leasing team ready to handle the E-mail just sent by 15 new prospects re-locating from Paris or Moscow? Read the tips in this article and learn how easy it is to master E-mail and profit

from it…it’s just a few keystrokes away!

Tips for using E-mail with prospective new residents:

Ask your leasing teams to always use spell check before sending an E-mail to a future resident

• Have your teams read each E-mail twice before they send it, just to make certain it conveys exactly what they are trying to commu-nicate and it portrays the profes-sional image important to your property management company

• When sending an E-mail, the sub-ject line must clearly summarize what the body of the E-mail says

• If your leasing teams are using the E-mail “reply” feature to respond to a future resident, make certain they reply by including the infor-mation the prospect sent in their original E-mail note. In addition, ask your leasing teams to include the name of the future resident throughout their E-mail reply.

Tips for using E-mail within your property management company:

When your leasing teams are using E-mail to communicate inter-nally, make certain they understand when to respond by E-mail and when to call the person who sent the original E-mail, depending on the tone or content of the E-mail

• Explain to your leasing teams how and when to use carbon copy {cc} and blind carbon copy {bcc} with E-mail

• Have a written company policy regarding the use of E-mail, clear-ly outlining the rules and expecta-tions of your company. Have this

document signed by each person who will be accessing your E-mail software

• Explain to your leasing teams that deleting an E-mail does not remove it from their computer system nor from the system of the person the E-mail was sent to. During several recent lawsuits, damaging E-mails that had been deleted were used in the courtroom to the surprise of the individuals and their property management companies

• Instruct your leasing teams about the extra care required if they re-ceive an E-mail that has an at-tached document, as this is where most computer viruses are hid-den. Many property management companies do not let their leasing teams send or open attached files

• E-mail files can easily be opened and read so confidential informa-tion like salaries, financial reports, social security numbers or credit card numbers should not be sent by E-mail.


by Ernest F. Oriente, The Coach {Article #220…since 1995}

23 Property Management Tips for Mastering E-mail ©

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Improve the Properties...continued from page 14

Not Screening...continued from page 15

the kitchen cabinets if possible. Any qualitative touches you can add to your kitchens including sufficient lighting will make your rental feel more like home.

Install portable “odor-eating” air purifiers. If your rental units smell clean, prospective residents will notice. You can also buy some inex-pensive plug-in room deodorizers which create the ambiance you think pleases the nose. Stage the kitchen counters with flowers for a decora-tive touch.

While we’re on the olfactory topic, make sure the inside of the refrigera-tor is extra clean and smells great. You can add to the appeal by placing some fresh-baked cookies inside the refrigerator. Offer one to your pros-pect so they will remember how kind and considerate you were.

As I’ve stressed in past articles on this subject, colorful landscaping strategically placed around your building speak volumes to excep-tionally attractive prospects. Often folks who appreciate beauty make

reliable residents.Property managers would be wise

to leave a lasting impression on everyone who comes to look at a vacant property. One way is to have an attractive, color sheet with a list of all the advantages of being a resident at the property you manage.

Don’t be afraid to add creative touches. Something as inexpensive as replacing the shower curtains, cleaning the counters so they spar-kle, or adding different light bulbs may brighten the interior and indi-rectly remind the prospective resi-dent that your property is livable and cozy.

As property managers, we have to be imaginative when reaching out to potential residents. If we also remember to be friendly and courte-ous, we will brighten their day and leave a positive memory about your property.

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Regulations and guidelines, know-ing what questions to ask and not to ask a potential tenant and where to go to perform criminal background and credit checks can be overwhelm-ing for any landlord.

However, when landlords who don’t screen tenants combine the inherent risks in renting with the thought that their applicant pool may have a higher percentage of criminals than the industry, it becomes clear that incorporating standard background checks is a must.

If landlords cannot implement thorough screening procedures themselves, then it behooves them to hire a property management firm. These professional companies have policies in place to conduct rigorous background screenings on behalf of their property-owning customers, which includes credit, employment, rental history, criminal and sexual offender checks. This means land-lords can rest easy and collect their return on investment without worry-ing about what baggage their ten-ants may bring into their properties.

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The Coach ...continued from page 16

Tips for using E-mail as a marketing tool:

E-mail can also be used as a pow-erful marketing tool to attract new residents or to better service your ex-isting residents. Here are some tips: Aside from a small $15-$20 service charge per month, sending or receiv-ing E-mail is free. When compared to other forms of marketing…hav-ing your leasing teams send E-mails to new or existing residents is their least expensive form of marketing

• Imagine the marketing success your leasing teams will have if they had the E-mail address on the guest card of every future resident who visited their apartment com-munity over the past 12 months…and your leasing teams can stay in touch with these potential new residents for free!

• When your properties are using E-mail to handle resident questions or maintenance requests, a timely response is expected and required

• Create two separate E-mail lists…one for future residents and one for current residents so you can send appropriate marketing infor-mation to each group

• Create an E-newsletter which can

be easily sent out on a weekly or monthly basis. Remember, since sending E-mail is free, your leas-ing teams will have lots more flex-ibility. In addition, E-newsletters portray a professional image about your property management com-pany and are quick to be passed-along to others, thus expanding the reach and exposure for your marketing

• When sending E-mail, have your leasing teams develop a five to seven line signature which is auto-matically placed at the bottom of every E-mail they send out. This signature line will further pro-mote their apartment community, your corporate website and can be changed on a daily basis, if neces-sary

• Use E-mail to stay in touch with the media in your area, especially if your apartment communities have any exciting events or com-munity projects to announce

• The E-mail address at each of your properties should be included on every business card, every bro-chure, on any sales information and with all print advertising.

Want to hear more about this im-

portant topic or ask some additional questions about how to use E-mail as a powerful marketing tool? Send an E-mail to [email protected] and The Coach will E-mail you a free PowerHour invitation.

Author’s note: Ernest F. Oriente, a business coach/trainer since 1995

[32,320 hours], serving property man-agement industry professional since

1988--the author of SmartMatch Alli-ances™, the founder of PowerHour® [ www.powerhour.com ], the founder of

PowerHour SEO [ www.powerhourseo.com ], the live weekly PowerHour

Leadership Academy [ www.power-hourleadershipacademy.com/pm ] and

Power Insurance & Risk Management Group [ www.pirmg.com ], has a pas-sion for coaching his clients on execu-tive 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 re-

cruiting, investment banking, national utility bill auditing, national real estate

and apartment building insurance, SEO/SEM web strategies, national

WiFi solutions [ www.powerhour.com/propertymanagement/nationalwifi.html

], powerful tools for hiring property management SuperStars and build-ing dynamic teams, employee policy

manuals [ www.powerhour.com/prop-ertymanagement/employeepolicymanu-

als.html ] and social media strategic solutions [ http://www.powerhour.

com/propertymanagement/socialme-dialeadership.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 Com-pany, 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 newslet-

ter go to: www.powerhour.com. Pow-erHour® is based in Olympic-town…Park City, Utah, at 435-615-8486, by

E-mail [email protected] or visit their website: www.powerhour.com

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Dear Maintenance ...continued from page 12

Emergency roof repair during a wet winter storm due to heavy tree branches breaking or a tree falling.

Residents, who live in a commu-nity that practices proactive mainte-nance stay longer, pay higher rent and take better care of their units and grounds. With a proactive mainte-nance 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 invest-ment.

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 prop-erty. Can you shed light on the designa-

tions?Cornell

Dear Cornell:This is really a real estate purchas-

ing 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 proactive maintenance to retain an “A” rating while a “D” property may very rarely see a maintenance tech without direction from code enforce-ment or the city attorney. Below is a simple example of the A, B, C or D ratings and what they represent.

• 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.

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Metro Rental Housing Journal October 2014