rental housing journal metro october 2015

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3. Property Managers Help Residents Save Money and Energy

4. Ask the Secret Shopper

5. Positivity & Relationships

Published in association with: METRO Multi-Family Housing Association; Rental Housing Association of Oregon; IREM & Clark County Association

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Rental Housing Journal Metro October 2015

PORTLAND/VANCOUVER

Prepare Rental Properties For Th e Winter Season

By Scott Matthews, Director, Strategic Accounts, Th e Home Depot

Fall is a great time to prepare prop-erties for the colder months ahead, which may help prevent or off set

costly repairs and high utility bills caused by harsh winter weather. Before winter hits, take steps to ensure that the prop-erty is ready for the elements with this must-have checklist.

1. Stock up. Property managers – espe-cially those handling procurement – should prepare for colder months by purchasing winter products, such as salt and ice melt, in bulk before the season changes. Buying in bulk not only saves time and money but also gives property managers peace of mind as they look ahead to potential extreme weather.

2. Seal gaps. Th oroughly examine roofs, siding, doors and window frames for damage and draft s. Repair damages immediately and seal around doors and windows with caulking, weath-er stripping, or a door sweep to help

keep warm air in and cold air out. As a best practice, ensure exterior seals are strong where building materials meet, like where siding stops and brick be-gins. Encourage tenants to notify of any draft s or noticeable gaps in their units to prevent soaring utility bills.

3. Protect pipes. Install heat cables and pipe insulation to prevent freezing pipes as temperatures drop – especial-ly for pipes exposed to outside air or on exterior walls. Remind tenants to

let faucets drip overnight during ex-treme cold to keep pipes from bursting and causing water damage. Repairing burst pipes can cost more than $600 – depending on where the pipe is lo-cated and the extent of the damage, so take the necessary steps to avoid the additional out-of-pocket cost.

2Q15 Market Overview

Payroll Job SummaryTotal Payrolls 1,108.0mAnnual Change 33.0m (3.1%)2015 Forecast 34.4m (3.2%)2016 Forecast 30.1m (2.7%)2017 Forecast 26.3m (2.3%)2018 Forecast 22.6m (1.9%)Unemployment (NSA) 5.8% (July)

2Q15 Payroll Trends And Forecast

Th e Portland economy posted strong results during the second quarter, and July data suggest that the third quarter began with impressive forward momen-tum. Metro establishments added work-ers to payrolls at a 33,000-job,3.1% year-on-year rate, up from 1Q15’s 30,800-job, 2.9%performance. Faster expansion among professional and technical busi-ness and health care services employers was primarily responsible. Th e foregoing sub-sectors hired at an 8,900-job, 4.6% annual pace in 2Q, topping the prior quarter’s 6,800-job, 3.5% advance.

Preliminary July data also were con-structive. Not seasonally adjusted pay-roll aggregates were up 41,000(3.8%) jobs over the comparable period of 2014. Th e seasonally-adjusted series posted an 8,500-job sequential month gain, rep-resenting the largest month-to-month advance recorded in the 26-year BLS Portland data series. Some recent disap-pointing unemployment and total em-ployment statistics notwithstanding, the outlook for the Portland labor market

...continued on page 10

5 Lessons For Winter Property Survival

As Darwin concluded, “It’s the sur-vival of the fi ttest.” If we hope to preserve our property over the

long term, there are simple truth’s we must accept and actions we must take in order to ensure the viability and value of the physical assets under our steward-ship. Th e simple truth is that as soon as a property is built, it begins the process of dying. It’s a harsh truth, but we have all seen it. With that said, there are some

properties that seem to escape the in-evitability of decay, waste, and death. So, how do they do it? Are they special in some way? What are those operators doing to extend the life of those proper-ties, or, at least, lessen the eff ects of time

in order to retain value? Th ese operators understand the following 5 lessons and keep them at the top of their preventative maintenance approach.

6. 2015 Changes to the Oregon Landlord Tenant Act (SB390

7. Winter Is Coming, Have A Plan!

8. Lead Safety, Testing & Contractors

13. Time Management Skills Essential to Balance

17. Giving A Tenant “The Booth”



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Rental Housing Journal Metro

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Property Managers Help Residents Save Money and Energy

by Marc Courtenay

While vacancy rates are low many property managers are focusing attention on effec-

tive ways to retain good residents and proactively please their clients. Saving money is one of the most popular ways.

The cost of energy to heat and cool buildings is rising once again. With sea-sonal variations and the extreme tem-perature changes many are facing, now’s an auspicious time to consider an ener-gy-efficiency campaign. There are still many subsidized programs sponsored by utilities, manufacturers and the gov-ernment that reward the use of the latest, energy-saving windows, doors, insula-tion, furnaces and appliances.

Some encourage water savings in drought stricken areas like California, which according to the San Francis-co Chronicle is experiencing the most severe drought in over 1,200 years. Low volume toilets, shower heads and drought tolerant landscaping are some of the suggestions being implemented.

One way to begin is to visit the U.S. Environmental Protection Agency’s WaterSense website. WaterSense, a part-nership program, “…seeks to protect the future of our nation’s water supply by offering people a simple way to use less water with water-efficient products, new homes, and services.”

The EPA also has its popular Ener-gyStar program to help find countless ways to save both energy and money. The U.S. Department of Energy collabo-rates on the website and programs. Now in its 23rd year, EnergyStar is “…a vol-untary program to identify and promote energy-efficient products and buildings in order to reduce energy consumption, improve energy security, and reduce pollution through voluntary labeling of or other forms of communication about products and buildings that meet the highest energy efficiency standards.”

The list of certified EnergyStar prod-ucts is remarkable. It includes water heaters, lighting and fans, heating and air-conditioning systems, building products and even offers a list of office equipment and electronics that save en-ergy and money.

Many utility companies, municipal-ities and state governments offer rebate programs to reward energy efficiency. My local utility offers rebates on Ener-gyStar appliances, ducted heat pumps, windows and storage tank water heaters.

Use Energy Efficiency and Mon-ey-Saving Ideas to Create Client Conversations

Your owner-clients will always be im-pressed when you contact them with ideas to retain residents and save mon-ey. Some are probably thinking, “What’s my property manager doing to keep my business?”

That thought alone may motivate you to call or write your clients with ener-gy-saving tips and proactive suggestions to make their rental units more attrac-tive and less costly. Begin by calling your local utility companies and finding out what incentive programs and rebates are available in your area. Tell clients about the EnergyStar program and how it can save them money.

Be a reliable source of innovative ways to deal with the challenges of climate change. Initiate a dialogue with your clients to see if they have any questions or if they’d like to learn more. The good news is that money is available to offset the costs of energy-saving upgrades for rental homes and apartments. Let them know about the opportunities and keep them informed. You’ll strengthen rela-tionships; build more credibility, while contributing to the solutions to today’s energy challenges that impact us all.

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SK THE SECRET SHOPPERThere is an old saying when it

comes to selling/renting real es-tate that the three most import-

ant factors are: location, location, loca-tion. Yet, what if you are working at an apartment community that does not have these three things going for it? Maybe your community is “off the beaten path” and no one can fi nd you, or your build-ing is located in a neighborhood that is not considered desirable because it needs a facelift . Perhaps you are near certain types of businesses that may discourage people who are driving by from driving in. Th e issue of “location,” is obviously a concern based on the following question:

Q: I work at an older building that is tucked away in a secluded spot. It once had a great reputation, but over several years, the local neighborhood has taken on a “run down” appearance and many of the area businesses are not caring for their properties the way they once did. It’s getting harder and harder to attract new renters, not to mention trying to hang onto existing residents who are now concerned with security and safety issues. If I could pick up and move this building I would do it! Do you have any suggestions?

A: I want to commend you for your loyalty to your building and residents.

It’s obvious that you care a great deal about the people and the place where you work, as well as your local community. Challenges with “location” are especial-ly diffi cult as they sometimes fall into the realm of things that we consider to be “beyond our control.” We feel power-less and frustrated. On the other hand, diffi cult challenges present unique and exciting opportunities to become cre-ative and also get other people involved in the problem-solving process. Th omas Edison said, “Opportunity is missed by most people because it is dressed in over-alls and looks like work!”

Well. . . solving challenges related to “location” is work; it’s HARD work! It requires spending time analyzing ALL of the problems, not just the ones that are blamed on location. Let’s face it: Over a period of time, it becomes eas-ier and easier to make “excuses” and “blame” what is perceived as a “bad lo-cation” on EVERY problem that arises. (i.e. “No one can fi nd us because we are in a bad location!” How colorful and well placed are your signs? How skilled are you at giving specifi c, detailed direc-tions; even if it means using a local pub as a landmark? “No one will use our laundry facility because it is perceived as being ‘unsafe’ because we are in a bad neighborhood.” - Is your laundry room bright, cheerful and welcoming? Is the interior, as well as the exterior building and surrounding area, well lit? Can res-idents be introduced to each other and encouraged to use the “buddy system?”)

With regards to your neighborhood situation, perhaps your community could become a member of your local Chamber of Commerce and network with other area businesses who care about the condition of your section of the city. Maybe your staff and residents could get involved civically and attend local town meetings to make your voic-es heard about what’s happening in your neighborhood. What about forming a block watch at your community?

Th e problems you face won’t go away overnight. Th ey took years to develop and will take time to correct. MUCH patience will be required to bring about any lasting change. Of course many peo-ple prefer to stay with problems they un-derstand rather than look for solutions they’re uncomfortable with. (It’s easier to complain than change!) However, if you always do what you’ve always done, you’ll always get what you’ve always got. You may not be able to change the lo-cation of your building, but you CAN change the direction of your thinking. - Aft er all, it’s a lot easier to “pick up and move” people, rather than buildings!

If you have a question or concern that you would like to see addressed next month or if you would like to inquire about a shopping program and leas-ing training, please ASK THE SECRET SHOPPER by making contact via e-mail or fax. Your questions, comments and suggestions are ALWAYS welcome!

If you are interested in leasing training or have a question or concern that you would like to see addressed, please reach out to me via e-mail. Otherwise, please contact Jancyn for your employee evalu-ation needs: www.jancyn.com

ASK THE SECRET SHOPPER Provided by: Joyce (Kirby) Bica Former owner of Shoptalk Service Evaluations Consultant to Jancyn Evaluation ShopsE-mail: [email protected] © Joyce (Kirby) Bica

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5Rental Housing Journal Metro · October 2015

Positivity & Relationships

Students are back in school. Foot-ball season has started and cooler weather is in the air! Th e leaves on

the trees will start to turn and the moun-tains and valleys will be beautiful tones of red and orange. Th is is one of my favor-ite times of the year. Th e cooler weather seems to get everyone excited and moti-vated. Also, it reminds us of the projects that we haven’t gotten done yet on our summer to-do list. Not sure about you, but I have some catching up to do on my projects.

Along with the other maintenance projects that I have been working on, there are a myriad of other things that need attention. Unfortunately, there are others that have been remiss in getting to their projects/plans also. Actually, they have been putting their projects off much longer than I have. I consider myself an “Amatuer-crastinator”. Th ese people are “Procrastinators”. Th ose of you paying attention to what is going on in our fair city know what I am talking about. So I won’t go into further detail in this mes-sage.

What I really have been thinking about is relationships. Everything is about re-lationships. Our work, home, the day to day interaction with our colleagues, neighbors, and others that we run into going about our daily lives. I worry that with the advent of technology we are

forgetting how to be courteous to oth-ers and how to establish a relationship in our hectic, stressful lives. Something that always helps me is something that I learned long ago:

To try to positively touch at least 10 people every day.

Whether that is holding the door open for someone, just looking them in the eye and giving them a brief smile, or ac-tually saying “Good Morning or Good Evening “ as you pass by. You should try this, it works wonders. I remember help-ing to serve lunch at JOIN a few months back. Having to rush from work to their location and then setting up to serve and getting everything ready was stressful.

My day was very busy already and a part of me wanted to have an excuse for not going in the fi rst place. Th en I remem-bered to try to touch 10 people in a posi-tive way. As I helped at JOIN I made this a goal. Funny thing, it wasn’t more than a few minutes, as people passed thru the serving line, and I shuttled food from the kitchen to the serving line, until I forgot to worry about all of the work waiting for me. I forgot about every oth-er thing except the fun that I was having: Th e smiles that were freely given, and were returned just as freely. Th e whole attitude of the place seemed to lighten. Th ere were numerous smiles exchanged and kind greetings. Th e thought oc-curred to me, by working to reach my

goal of touching 10 people in a positive way, I had also changed my mood and perspective. I had eff ected a change and it had aff ected me. I left that day to head back to work with a renewed energy and attitude. So I encourage you all to reach out and positively touch at least 10 peo-ple every day. Who knows what it might accomplish?

RHA Oregon has a wonderful and giving board of directors. It is because of them that we have a relationship with JOIN, and we are able, thru the Starry night fundraiser, to sponsor getting a homeless family off the streets, give toys to families of Military Veterans every Christmas, and a myriad of other volun-teer activities. I invite you to serve on the board in the coming year. See what you can bring to our organization.

Remember to check our website for upcoming classes. As I stated in my last message:

We all need to learn something new every day.

I look forward to seeing you at our monthly dinner meeting.

Sincerely,John SagePresident RHA OregonStegmann Insurance Agency Inc.

John Sage,RHA Oregon President

10520 NE Weidler, Portland, OR 97220(503) 254-4723 • Fax (503) 254-4821

[email protected] • www.rhaoregon.org

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6



2015 Changes to the Oregon Landlord Tenant Act (SB 390)

By Cliff ord A. HockleyPresident, Bluestone & Hockley Real Estate Services

Once again, tenants and landlords have come together with the leg-islature to update the Oregon

Landlord Tenant Act. On June 15, 2015, Oregon Governor Kate Brown signed SB 390 into law. Th e law itself takes eff ect the 1st of January 2016. While most of the changes to the act are basic clarifi ca-tions, signifi cant issues are addressed as well. I have reviewed the changes in the act and summarized them here for your convenience. Please read carefully.

1. Clarifi cation regarding mailing of notices

To avoid confusion, ORS 90.160 has been updated insofar that notices expire at 11:59 p.m. on the last day of the notice period rather than at 12 midnight.

2. Timing for notices of restitutionORS 105.159 (with a specifi c focus

on ORS 105.151 regarding notices of restitution) has been updated insofar that notices of restitution expire at 11:59 p.m. on the last day of the notice period rather than at 12 midnight. Th is change also clarifi es that the mail time for no-tices of restitution starts at 12:01 a.m., the day aft er a notice has been placed in the mail, and ends at 11:59 a.m. four days later. However, if the end date falls on a

Saturday, Sunday or other legal holiday, then the notice period shall end at 11:59 p.m. on the day preceding the next judi-cial day.

2. Noncompliant pet feesORS 90.302 has been amended to

include authorization to charge non-compliance fees to tenants for failure to clean up the waste of a service/compan-ion animal from a part of the premises other than the dwelling unit. (Th e point of this change was to encourage owners of those animals to pick up animal waste at a property just like any other tenant would be responsible for.)

In addition, there was a change to the section of the act that addresses the pen-alties for keeping an unauthorized pet capable of causing damage to persons or property as described in ORS 90.405.

Initial noncompliance fees are limited to $50 (see ORS 90.302(3)(a)(A). How-ever, a fee for a second or any subsequent noncompliance relating to an unautho-rized pet can increase to a maximum of $250. Th ose unauthorized pet fees may not be imposed until 48 hours aft er the warning notice has been delivered to the tenant.

3. Assessments imposed by a home-owner / condominium association

ORS 90.302 has been modifi ed to ad-dress homeowner / condominium asso-

ciation fees. Th is section clarifi ed that assessments can be passed on to tenants if they are imposed for moving into or moving out of a unit or property located within the association.

To levy these fees the landlord must establish the fees in a written rental agreement at the beginning of the lease term and the landlord must give a copy of the assessment distributed by the as-sociation to the tenant before or at the time the landlord charges the tenant.

If a landlord charges a tenant a fee in violation of this section the tenant may receive from the landlord a penalty that recovers twice the actual damages to the tenant or $300, whichever is greater.

4. Regarding a tenant’s failure to pay for damages, utility fees and / or charges and deposits.

Amendments to ORS 90.412 (the “waiver” statute) clarifi es a tenant’s fail-ure to pay money to a landlord for dam-ages to the property, structures at the property, utility fees and / or charges and deposits. Th e following section is new:

Th e violation concerns the tenant’s fail-ure to pay money owed to the landlord for damage to the premises, damage to any other structure located upon the grounds, utility charges, fees or deposits and, fol-lowing the violation but prior to the ac-ceptance of rent for three rental periods or performance as described in subsection

(2) of this section, the landlord gives a written warning notice to the tenant re-garding the violation that:

• Describes specifi cally the basis of the claim and the amount of money owed that constitutes the violation; States that the tenant is required to correct the vio-lation by paying the money owed; and

• States that continued nonpayment of the money owed that constitutes a violation may result in a termination of the ten-ancy pursuant to ORS 90.392

Th is statute is also amended to read that “ for violations concerning the tenant’s failure to pay money owed to a landlord, the landlord’s written warn-ing remains eff ective for 12 months from the date of the tenant’s failure to pay the money owed.”

5. Regarding renter’s liability in-surance and landlord requirements thereof.

Changes to ORS 90.222 are important given that as of January 1, 2016 landlords must provide a reasonable written sum-mary of the exceptions to the insurance requirements to tenants. Th is typically addresses low income tenants or tenants using vouchers or living in subsidized housing, and basically exempts Section 8 tenants for carrying rental liability


7



4. Check the water heater. Ensure units on the property are in good condi-tion with thorough inspections. Drain and flush the hot water heater to get rid of sediment build-up. If it’s time for an upgrade, choose a model that’s compliant with the latest efficien-cy requirements enacted in April of this year.

5. Install programmable thermostats. Wi-fi enabled thermostats offer cus-tomizable convenience by enabling users to control temperatures from their smart phone. Some models even sense when a unit is occupied, deliv-ering comfortable temperatures when it is in use and saving energy and money when no one is home. Proper-ty managers can also program smart thermostats to send reminders for filter changes or extreme temperature alerts.

6. Clear gutters. Remove debris from gutters to ensure proper drainage around the property. The fall and spring seasons are the best times to clean gutters, and property managers should take this one at least two times per year. Improper drainage can dam-age landscaping and the property’s foundation and cause snow and ice to build up in the winter months.

7. Protect the landscaping. The steps to winterize your landscape largely depend on your location. In milder climates, like the West Coast or Deep South, you can protect your outdoor plants by applying mulch or protective fencing and verifying that the freeze sensor on the irrigation system is

working properly. In colder climates, drain water from the irrigation system so pipes and sprinklers don’t burst un-derground. There are three common techniques to winterize irrigation sys-tems – manual, automatic and com-pressed air blow-out methods – so property managers should review the options to determine which can best protect their landscape.

8. Defend against moisture. Keep out-door fabrics and surfaces safe from the winter elements with a moisture blocking spray or sealant. Use the product to protect walkways, wood and other outdoor surfaces before the harsh weather arrives.

9. Create a severe weather kit. Prepare for the worst by assembling a severe weather kit before the season hits, including generators, batteries, flash-lights and a First Aid Kit. Also include snacks, water and other essential supplies.

10. Help residents prepare. Encourage tenants to report maintenance issues immediately and share tips to help them get ready for the winter season. Let them know that they play a huge role in keeping the unit intact during the colder months.

By Scott Matthews, Director, Strategic Accounts, The Home Depot

Scott is responsible for managing national accounts and e-commerce while overseeing business-to-busi-ness relationships. During his 25 years at The Home Depot, he has served in a variety of roles and ca-

pacities, including Regional Pro Sales Manager, District Manager and Store Manager.

Prepare Rental Properties...continued from page 1 Winter is ComingHave a plan!

It’s budget season for property manag-er and everyone is scrambling to get them done accurately and on time,

while managing everything else that goes on daily on our properties. But, we can’t forget cold weather and freezing condi-tions are coming. Although, we have had a hot long summer into fall, we need to be prepared for cold weather. Prepare for the worst and hope for the best!

Here are some best practices for to help ease the process and headache.

Prepare the residents.

• Staff should be prepared with all emer-gency situations and how to navigate all emergencies. Winter can bring fires, floods, freezing pipes, and freez-ing branches that can fall on buildings. All staff should know how to handle all of these situations. Be prepared with phone numbers for after hours emer-gencies for restoration companies, elec-tricians, tree removal and landscaping companies, and help organizations like The Salvation Army. It’s also import-ant to make sure that your whole team has contact information for all team members, in case of emergency.

• Prepare staff and residents for emer-gencies. Make sure everyone knows what to do in case of emergencies during business hours and after. Of-fice Hours and emergency contact in-formation, including emergency and utility information, should go out to all

residents and posted on the office door as well as voice mail.

• Publish and distribute an information booklet of emergency plans and re-minders. For example: in the event of a power outage, remind resident not to use stoves or space heaters that do not automatically shut off if tipped over. Avoid candles and make certain that residents have working flashlights and batteries. Another important plan to include is fire evacuation. Make cer-tain to walk your property and note potential areas of concern – IE side-walks, parking lots or stairway that might freeze over, etc. Include those in your plan.

Everyone hopes that none of these emergencies will occur, but they do hap-pen. The best way to overcome, min-imize damage and keep residents as happy as we can will come from BEING PREPARED!

By Dana BrownDana Brown has worked in all facets of the property manage-ment and rental housing industry for over 30 years. She is a national speaker and trainer who

consults with both property management compa-nies and industry service providers. You may reach Dana at: [email protected]

8



Lead Safety, Testing, & ContractorsBy Jo Becker, Education/Outreach Spe-cialist, Fair Housing Council of Oregon

One cannot see tiny specks of lead in household dust yet just a mi-nuscule amount can be toxic

enough to poison. At greatest risk are children whose bodies and brains are still developing, as well as those with compro-mised immune systems. Th e prevalence of lead-based paint used in older housing stock up until its ban in 1978 means that many homes in our area have such po-tential, if invisible, hazards.

Just one sugar packet’s worth of lead dust scattered evenly over an area the size of a football fi eld is enough to poi-son a child playing on that surface. Th at might be your child or grandchild. If you do painting or repair work on pre-‘78 homes, you may carry toxic lead dust home on your clothes and shoes. You might also poison your residents’ chil-dren if you’re doing work on a rental property that you own or manage.

Th e Dangers• Abnormal fetal development• Learning disabilities• Lower IQ scores; memory, speech, and

language problems• Behavioral issues• Damage to the brain and nervous sys-

tem (especially in kids)• Fertility problems• Diminished motor skills• Decreased bone and muscle growth and

coordination; muscle and joint pain• Kidney damage

• Hearing loss• Memory loss• Digestive problems• High blood pressure• Headaches• In severe cases, seizures, unconscious-

ness, and death

Very oft en health departments and prevention programs respond to lead poisonings identifi ed with blood testing. According to the EPA, over one mil-lion kids in the US currently have high blood lead levels from old lead paint in homes. Should we wait for fi res to start and things to get burned before acting? Of course not, and just with fi re pre-vention, here we must move together on poison preventative measures aimed at controlling lead hazards in housing and minimizing risk before the harm is done.

Prevention is Key• Pro-actively check for lead hazards in

and around homes

• Establish maintenance plans that pre-vent hazards from arising (such as re-painting oft en enough to avoid worn, chipped paint that more readily fl akes off creating dust)

• Remediate existing lead hazards or fi x dangerous problems

Home repairs that create even a small amount of lead dust are enough to put lives at risk. If you own, live in, or work in residential property(ies) built before 1978, make sure you know your legal ob-ligations and how to keep yourself and others safe.

ContractorsIf a pre-‘78 property requires repair

or renovation that will disturb painted surfaces, inside or out, federal and state laws require that you hire a Lead-Safe Certifi ed contractor (or become cer-tifi ed yourself). Details can be found on the Oregon Health Authority web-site, https://public.health.oregon.gov/HealthyEnvironments/HealthyNeigh-borhoods/LeadPoisoning/Pages/index.aspx. Th e LeadLine at 503/988-4000 can provide a list of certifi ed contractors, and explain how to be certifi ed yourself, if you’re interested.

TestingA lead dust test is the only way to be

sure that lead-contaminated dust is not present in dangerous levels. Instant spot paint test kits available at hardware and home improvement stores can provide useful information but are not as accu-rate as a tests analyzed by a laboratory.

You have options:Use a home dust test kit. Hire a commercial testing service.

Lab analysis costs $5 to $20 per sample, depending on the number of samples and the laboratory you choose. Typi-cally, two or three samples per room are adequate.

Contact a certifi ed lead professional. Th is is certainly the most expensive op-tion and the most comprehensive.

Th e LeadLine at 503/988-4000 can provide referrals and information about

local programs, grants, testing, and cer-tifi ed professionals.

Federal RegulationFederal agencies have developed and

implemented measures such as these to reduce exposure to lead hazards in housing:

Lead Hazard Control Grant Programs enable local and state agencies to con-tract for lead hazard control in low-in-come high-risk homes. Learn more at www.portlandoregon.gov/phb/61012.

Th e Federal Real Estate Notifi cation and Disclosure Rule mandates that property owners reveal information about known lead-based paint and haz-ards and testing to prospective buyers and renters. (www.epa.gov/lead/pubs/fs-discl.pdf)

Oregon’s Lead-Based Paint Activ-ities Certifi cation and Accreditation Program oversees lead-based paint in-spections, risk assessments, and abate-ment. (https://public.health.oregon.gov/HealthyEnvironments/HealthyNeigh-borhoods/LeadPoisoning/Pages/index.aspx)

HUD’s Lead Safe Housing Rule gov-erns how lead safety is addressed in fed-erally funded housing. (www.hud.gov/offi ces/lead/enforcement/lshr.cfm)

EPA’s Renovation, Repair and Paint-ing Rule requires housing providers, contractors, and those who work in old-er homes and child-occupied facilities to


48-HOUR NOTICE OF ENTRYTENANT(S): ____________________________________________________ DATE:________ADDRESS: ____________________________________________________ UNIT: _________CITY: _________________________________________ STATE: __________ ZIP: _________48-HOUR NOTICE OF ENTRYPursuant to RCW 59.18.150, this is your 48 hour notice that your landlord or their agents will be

entering the dwelling unit and premises located at (Address)______________________________________________________________________________on between the hours of and . (Date) (Time) (Time)The entry will occur for the following purpose:______________________________________________________________________________

______________________________________________________________________________ Landlord Phone

Method of Service: Personal Service: Post and Mail: ** Add one additional day for compliance if served by post and mail.

WA-RTG-40 Washington

©2009 NO PORTION of this form may be reproduced without written permission.

48-HOUR NOTICE OTENANT(S): ____________________________________________________ DADDRESS: ____________________________________________________ UNI

: _________________________________________ S

48-HOUR NOTICE OTENANT(S): ____________________________________________________ DADDRESS: ____________________________________________________ UNI

: _________________________________________ S

CHECK-IN/CHECK-OUT CONDITION REPORTTENANT(S): __________________________________________________________________ADDRESS: ________________________________________________UNIT: ______________CITY: ___________________________________ STATE: ________ ZIP: _________________Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor IN Out In Out In OutLIVING AREAS KITCHEN BEDROOM 3Walls Walls Walls

Windows Stove/Racks WindowsBlinds/Drapes Refrigerator Blinds/DrapesRods Ice Trays RodsFloor Shelves/Drawer FloorCarpet/Vinyl/Wood Disposal Light FixturesLight Fixtures Dishwasher Doors/WoodworkDoors/Woodwork Counter Tops LocksLocks Cabinets CeilingsCeilings Sink Electric OutletsElectrical Outlets FloorGarbage Cans WindowsTV Antenna/Cable Blinds/Drapes BATH ROOMFireplace

Towel BarsCleanlinessSink & Vanity

ToiletBEDROOM 1 BEDROOM 2 Tub/ShowerWalls Walls Fan (Exhaust)Windows Windows FloorBlinds/Drapes Blinds/Drapes Electric OutletsRods Rods Light FixturesFloor FloorLight Fixtures Light Fixtures Essential ServicesEssential ServicesDoors/Woodwork Doors/Woodwork PlumbingLocks Locks HeatingCeilings Ceilings ElectricityElectrical Outlets Electric Outlets Hot Water

Smoke Detectors

OR-RTG-20 Oregon

TENANT(S): __________________________________________________________________ADDRESS: ________________________________________________UNITE: ________ ZIP: ____________

F)FaiF)FaiF)Fair (P)Poor (P)PoorOut

BEDROOM 3

TENANT(S): __________________________________________________________________ADDRESS: ________________________________________________UNITE: ________ ZIP: ____________

F)FaiF)FaiOut

PET AGREEMENTTENANT INFORMATION

TENANT(S): ____________________________________________________ DATE:________ADDRESS: ____________________________________________________ UNIT: _________CITY: _________________________________________ STATE: __________ ZIP: _________

DESCRIPTION OF PET(S)

1) Type _______________ Breed _______________ Size ______ Age __ Weight ___ Color ____ Name ________ Vaccinations: Yes____ No____ License Number: ______________



Additional Security Deposit Required:$

AGREEMENTTenant(s) certify that the above pet(s) are the only pet(s) on the premises. Tenant(s) understands that the additional pet(s) are not permitted unless the landlord gives tenant(s) written permission. Tenant(s) agree to keep the above-listed pets in the premises subject to the following terms and conditions:

1) The pet(s) shall be on a leash or otherwise under tenant’s control when it is outside the tenant’s dwelling unit. 2) Tenant(s) shall promptly pick up all pet waste from the premises promptly. 3) Tenant(s) are responsible for the conduct of their pet(s) at all times. 4) Tenant(s) are liable for all damages caused by their pet(s). 5) Tenant(s) shall pay the additional security deposit listed above and/or their rental agreement as a condition to keeping the pet(s) listed above. 6) Tenant(s) shall not allow their pets to cause any sort of disturbance or injury to the other tenants, guests, landlord or any other persons lawfully on the premises. 7) Tenant(s) shall immediately report to landlord any type of damage or injury caused by their pet. 8) This agreement is incorporated into and shall become part of the rental agreement exe -cuted between the parties. Failure by tenant to comply with any part of this agreement shall constitute a material breach of the rental agreement.

_____________________________ ______________________________Landlord Tenant ______________________________ Tenant

nogerO 42-GTR-RO

©2011 NO PORTION of this form may be reproduced without written permission.

TE: __________ ZIP: _________48-HOUR NOTICE OF ENTF ENTF RYRYR 59.18.150, this is your 48 hour notice that your landlord or their agents will be

entering the dwelling unit and premises located at (Address)______________________________________________________________________________

______________________________________________________________________________

___________________________________________________________________________ between the hours of and .ime) (Time)

____________________________________________________________________________________________________________________________________________________________

______________________________________________________________________________

___________________________________________________________________________

Phone

Post and Mail: * compliance if served by post and mail.

48-HOUR NOTICE O 59.18.150, this is your 48 hour notice that your landlord or their agents will be

entering the dwelling unit and premises located at (Address)___________________________________________________________________________ between the hours of (Time

The entry will occur for the following purpose:_________________________________________________________________________________________________________________________________________________________

Post and Mail: compliance if served by post and mail

BEDROOM 3alls

Windows

Blinds/Drapes

Rods

Floor

Light Fixtures

Doors/WDoors/WDoors/ oodwork

Locks

Ceilings

Electric Outlets

TH ROOMowel Bars

Sink & VanityVanityV

ub/Shower

Fan (Exhaust)

Electric Outlets

Light Fixtures

Essential ServicesEssential ServicesPlumbing

48-HOUR NOTICE O 59.18.150, this is your 48 hour notice that your landlord or their agents will be

entering the dwelling unit and premises located at (Address)___________________________________________________________________________ between the hours of

The entry will occur for the following purpose:_________________________________________________________________________________________________________________________________________________________

compliance if served by post and mail

BEDROOM 3Walls

Windows

Blinds/Drapes

Rods

Floor

Light Fixtures

Doors/

Locks

Ceilings

Electric Outlets

BATH ROOMATH ROOMA

Towel BarsTowel BarsT

Sink &

ToiletToiletT

Tub/Shower

Fan (Exhaust)

Floor

Electric Outlets

Light Fixtures

Essential ServicesPlumbing

TENANT(S): ____________________________________________________ DATE:________ATE:________AADDRESS: ____________________________________________________ UNIT: _________

ATE: __________ ZIP: _________ATE: __________ ZIP: _________A

Weight ___ Color ____ Name ________Weight ___ Color ____ Name ________W



enant(s) certify that the above pet(s) are the only pet(s) on the premises. Tenant(s) Tenant(s) Tunderstands that the additional pet(s) are not permitted unless the landlord gives ten

enant(s) agree to keep the above-listed pets in the premises

The pet(s) shall be on a leash or otherwise under tenant’s control when it is outside the

enant(s) shall promptly pick up all pet waste from the premises promptly.enant(s) are responsible for the conduct of their pet(s) at all times.enant(s) are liable for all damages caused by their pet(s).enant(s) shall pay the additional security deposit listed above and/or their rental

agreement as a condition to keeping the pet(s) listed above.enant(s) shall not allow their pets to cause any sort of disturbance or injury to the

other tenants, guests, landlord or any other persons lawfully on the premises.enant(s) shall immediately report to landlord any type of damage or injury caused by

This agreement is incorporated into and shall become part of the rental agreement exe -cuted between the parties. Failure by tenant to comply with any part of this agreement shall constitute a material breach of the rental agreement.

______________________________enant

______________________________enant

TION of this form may be reproduced without written permission.

CHECK-IN/CHECK-OUT CONDITION REPORTTENANT(S): __________________________________________________________________ADDRESS: ________________________________________________UNIT: ______________CITY: ___________________________________ STATE: ________ ZIP: _________________Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor

Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor







Rating Scale = (E)Excellent (VG) Very Good (G)Good (F)Fair (P)Poor IN Out In Out In OutLIVING AREAS

KITCHENBEDROOM 3

WallsWalls

WallsWindowsStove/Racks

WindowsBlinds/Drapes

RefrigeratorBlinds/Drapes

RodsIce Trays

RodsFloorShelves/Drawer

FloorCarpet/Vinyl/WoodDisposal

Light FixturesLight Fixtures

DishwasherDoors/Woodwork

Doors/WoodworkCounter Tops

LocksLocksCabinets

CeilingsCeilings

SinkElectric Outlets

Electrical OutletsFloor

Smoke DetectorsGarbage Cans

WindowsTV Antenna/CableBlinds/Drapes

BATH ROOMFireplace

Towel BarsCleanliness

Sink & Vanity

ToiletBEDROOM 1BEDROOM 2

Tub/ShowerWalls

WallsWindows

WA-RTG-20 Washington

5 REASONS TO USE RENTEGRATIONColor Standards for National Tenant Network Logo

• Logos are provided on the CD in all three forms: all black, reversed to white, or in PMS 280 Blue/PMS 7543 Gray spot or 4/color applications. Please see below for speci�c use examples.

• No other colors are acceptable for use for the logo.

• No altering of the logo is allowed. If you have a special circumstance that requires something not provided on the CD, please call NTN NA TIO NAL HEADQUAR TERS 1.800.228.0989 for assistance.

• Logos should not be put over a busy background.

BLACK WHITE (with 40% gray circle)

PMS 280/PMS 7543 over colorBlue PMS 280/Gray PMS 7543

1. Access - Rentegration.com is a web based,

access to forms generation, archives, prop-erty management database, basic account-ing, vendor ordering and other services.

2. Rental and Lease Forms - Unlimited use

forms. All Rentegration.com forms are cre-ated by attorneys and/or local rental hous-ing associations.

- Owners and managers can track income and expense for each unit, property and company. Per-fect for mid and small size property manag-ers and independent rental owners, who neither have the need or budget for larger, more expensive software.

4. Management Database - Rentegration.com is an easy to use, database driven soft-

from the database. The modules are all in-tegrated and work together. For example, a customer can use the rent-roll function to identify all delinquencies, apply fees, and create eviction forms with a few simple clicks of the mouse.

5. Value - Large property management companies that use Rentegration.com for only forms generation will save time and money over other methods. Mid and small size property managers and independent rental owners can manage their entire busi-ness at a fraction of the cost of other soft-ware and forms.

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9



Lesson One: Gutters and drains are key.

When gutters, downspouts, and ground drains are neglected, they begin killing your buildings. Th ese compo-nents are at the top of the most wanted list when it comes to the destruction of your physical property. When they are clean and clear of debris, they will redi-rect and remove thousands of gallons of rainwater per year. To fi nd the estimated amount of rainfall at your property use the following equation: (total sq’ of roof surface X 0.6 X annual rainfall).

Here is a common property example from one of the properties in my portfo-lio in Portland, OR. It’s a 100 unit prop-erty with 10 buildings. Each building has a roof surface of approx. 2000 sq’. Using the annual rainfall for Portland (37.2”/yr), we can estimate that over 446, 000 gallons of water per year is landing on nearly all surfaces of my property, but mostly on the roofi ng. Without clean and functioning gutters, downspouts and ground drains all of that water is pour-ing into your building envelope some-where. Whether it’s damaging the roof sheeting, deteriorating the fascia, pour-ing down the siding, splashing over the side and causing splash back on the un-derside of the siding, or simply creating standing water throughout the property, it will cause you problems. Th e obvious solution is to give your rain drain system the attention it deserves. I recommend 3 cleaning and line jettings per year. Start-ing in March, I want to get all the resid-ual debris out from the previous winter. Th en in August/September I want to get them all clear for the upcoming Fall and

Winter leaf drop, then I will do one fi nal clean and jet in December/January to get rid of all the leaves and debris that was just dropped over the past 90 days.

Lesson Two: Sealant matters. Th e sealant (caulk) that is protecting

your windows and siding material joints is like the sentry guarding the castle gate. At fi rst he is strong, fl exible, dependable, and nearly unbeatable. However, he gets weaker over time, and, depending on his location, is constantly under attack and beaten down. Eventually, he fails and must be replaced. Th e truth of the matter is that even the best sealants on the mar-ket have a manufacturer’s recommend-ed useful life of around 3-5 years. Th is means that if your property was built before 2013 and hasn’t had the sealant removed and replaced then your prop-erty is under siege, and there is noth-ing protecting the critical access points that could become an open gate for wa-ter, mold, dry rot, and building failure. Within the industry there is a push given the construction defect litigation envi-ronment that is prevalent to implement sealant replacement schedules every 4-5 years with a focus on the horizontal surfaces, especially those that are not fl ashed with metal. Th is increased focus on the sealant will not only prolong the life of the material components, it will eliminate interior envelope damages. Since all surfaces and potential points of intrusion are being reinforced on a reg-ular basis, the life span of the envelope materials, and ultimately the value and future capital needs to retain the value of the property is preserved.

Lesson Three: Irrigation is key to NOI.

We all know water is very expensive. What we sometimes forget is, one of the largest water drains on our sites are our irrigation systems. Th ese systems were designed, initially, to get things growing fast at the time of development. Green grass, healthy trees, and bushes that can be trimmed and shaped make the prop-erty look good and help with the initial lease up and aggressive marketing that it takes to get the property performing well fi nancially. But, over time, grass takes root, trees and bushes become ma-ture and native plants and trees stabilize, leaving much of our irrigation systems unnecessary. Take this opportunity to do an in depth irrigation audit and de-termine areas that no longer need to be

watered. Some areas may need diff erent approaches, such as drip systems rather than the more common sprinkler heads which use far more water. If possible, remove entire zones in areas that have little or no grass, heavily shaded areas, or areas that appear to be heavily satu-rated. Taking advantage of these savings will not only save you money but elim-inates the need for future maintenance and possible damage and repairs as well.

Lesson Four: Don’t forget about crawl spaces.

Although oft en forgotten, neglected crawl spaces can be can serious prob-lems. Th ey may be too cold and wet un-der the units, or too warm and wet above

5 Lessons for ...continued from page 1


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2Q15 Market Overview ...continued from page 1


is bright. RED Research’s 97.9% adjust-ed-R2 (S.E.=0.35%) forecasting model (adjusted to refl ect the strong July data) projects 2015 and 2016 growth exceed-ing 30,000 jobs in each year. Growth is likely to decelerate in the out-years, but net gains of 20,000 jobs or more are pro-jected through 2020.

Occupancy Rate SummaryOccupancy Rate (Reis) 96.4%RED 50 Rank 16th

Annual Chg. (Reis) -0.4%RCR YE15 Forecast 95.4%RCR YE16 Forecast 95.8%RCR YE17 Forecast 96.5%RCR YE18 Forecast 96.7%

2Q15 Absorption And Occupancy Rate Trends

Tenant space demand kept pace with supply during the second quarter but capacity will be tested by an avalanche of new product poised to be delivered in the second half. Renters leased a net of 444 units, according to Reis, up from 1Q’s 395-unit total but considerably shy of the net leases inked during the com-parable periods of 2013 (547) and 2014 (633). Absorption was counterbalanced by delivery of 482 new units, resulting in a -10 basis point sequential quarter de-crease in market occupancy to 96.4%.

Axiometrics surveys of 200 larger, sta-bilized properties uncovered somewhat diff erent conditions. Th e service re-ports 96.9% 2Q15 occupancy, up 70bps sequentially and 80 bps y-o-y. Class-C (97.9%) properties posted the highest oc-cupancy, followed by classes-B (96.8%)

and –A (96.2%). New properties tenant-ed units at a 15/month pace, equating to an average 10-month lease-up period.

RCR’s 93.7% ARS (S.E.=0.4%) occupied stock growth model uses current metro payroll and U.S. home price growth and lags of rent and stock growth as inde-pendent variables. Th e model forecasts constructive demand trends that nearly keep pace with the projected 5,710-unit, 5% increase in Portland’s apartment in-ventory by 4Q16. Aft er slipping 100 bps over the course of the next 12 months, occupancy is expected to bounce 1.3% to 96.7% by YE18.

Eff ective Rent SummaryMean Rent (Reis) $944Annual Change 3.9%RED 50 Rent Change Rank 23rd

RCR YE15 Forecast 3.5%RCR YE16 Forecast 2.6%RCR YE17 Forecast 3.3%RCR YE18 Forecast 3.3%

2Q15 Eff ective Rent TrendsMetro rents averaged $944 during

the second quarter, according to Reis, up 0.9% sequentially and 3.9% year-on year. Th ese data compare to 1.2% and 4.2% gains in the year-earlier and pri-or quarters, respectively. Th e forward impulse came entirely from the class-A segment, where asking rents surged 1.25% sequentially, the largest increase in 3 years. By contrast, class-B&C rents were unchanged.

Same-store comparisons of larger, sta-bilized properties by Axiometrics were considerably stronger. Apartments sur-

veyed by this service reported 12.8% unit-weighted average y-o-y rent growth, the fastest ever advance in this series. Class-B properties led the way in this population, rising 14.0%, followed by classes –A (11.7%) and –C (9.4%). Rent growth was slowest in Northeast (3.9%) and Northwest (6.1%) Portland submar-kets, refl ecting the impact of a host of new construction class-A/B+ properties in lease-up.

RCR’s 93.9% ARS (S.E.=0.6%) rent model employs current payroll and occupied stock growth and one lag of inventory growth as independent vari-ables. Th e model generates a positive forecast for 2015, but slower gains next year when supply pressures materialize. But the pace of rent growth should re-bound smartly to the 3.0% - 3.5% range by 2017.

Trade & Return Summary$5mm+ / 80-unit+ Sales 16Approx. Proceeds $460.8mmAvg. Cap Rate (FNM) 5.2%Avg. Price/Unit $141,032Expected Total Return 6.6%RED 46 ETR Rank 29thRisk-adjusted Index 4.55RED 46 RAI Rank 25th

15 Property Markets And Total Returns

Sales velocity was steady during the second quarter as 16 properties valued at $5 million or more exchanged hands, consistent with the 15 trade totals re-corded during the prior two quarters. Sales volume increased, however, as

transactions generally were larger. Pro-ceeds totaled $460.8 million during the second quarter, up from $392.5mm in 4Q14 and $380.2mm in 1Q15. Higher proceeds were attributable to an increase in units sold. A total of 3,267 units trad-ed during 2Q, up from 2,601 during 1Q15. Th e average price of 2Q15 sales was $141,032, down moderately from 1Q15’s $146,182 per unit metric.

Cap rates applicable to recent con-struction, class-A properties were in the low-4% to high-4% range. Nineties con-struction class-B/B+ assets traded to 5% to 5.75% yields. Class-C+/B– product traded only 50 to 75 bps behind B’s.

To refl ect the keen interest among institutions, private equity and REIT buyers in Rose city properties, we elect-ed to trim another 15 bps from our ge-neric metro cap rate to 5.2%. Using this purchase cap rate assumption, a 6.0% terminal cap rate and model derived occupancy and rent point estimates, we calculate that an investor would expect to achieve a 6.6% total return on a 5-year hold, ranking 29th among the RED 46. Volatility is near the group average, pro-ducing a middling 25th ranked risk-ad-justed index.

By Daniel J HoganDirector of [email protected] Offi ce1-800-837-5100 Toll Free

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Th e information contained in this report was prepared for general information purposes only and is not intended as legal, tax, accounting or fi nancial advice, or recommendations to buy or sell curren-cies or securities or to engage in any specifi c transactions. Information has been gathered from third party sources and has not been independently verifi ed or accepted by RED Capital Group. RED makes no representations or warranties as to the accuracy or completeness of the information, assumptions, analyses or conclusions presented in the report. RED cannot be held responsible for any errors or mis-representations contained in the report or in the information gathered from third party sources. Un-der no circumstances should any information contained herein be used or considered as an off er or a solicitation of an off er to participate in any particular transaction or strategy. Any reliance upon this information is solely and exclusively at your own risk. Please consult your own counsel, accountant or other advisor regarding your specifi c situation. Any views expressed herein are subject to change with-out notice due to market conditions and other factors.



Natural gas is comfortable, clean burning and affordable. It’s also in high demand, which makes incorporating natural gas service into your next project the right move. After all, buildings are easier to sell and lease when they come with the amenities tenants want. And NW Natural is

standing by with the incentives, and the technical and engineering guidance to make adding natural gas to your next project more affordable. Call 503-220-2433 to connect with one of our experts, or find out more at nwnatural.com/multifamily.

*Renter preference acquired from a 2014 Market Strategies International discrete choice modeling study. An 80% preference for gas was reported among Portland tenants paying $1,200+ in monthly rent. For more details visit nwnatural.com/multifamily. **Limited incentives available and distributed on a first come, first served basis.

10695_NWN_MultiFamily-Rental_Housing_Journal-Builder_SNAP.indd 1 3/9/15 12:57 PM

Submarket Trends (Reis)


12



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PublisherWill Johnson – [email protected]

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Rental Housing Journal Metro is a monthly publication published by Professional Publishing Inc., publishers of Real Estate Opportunities in

Investing & Real Estate Investor Quarterly

w w w . r e n t a l h o u s i n g j o u r n a l . c o m

The statements and representations made in advertising and news articles contained in this publication are those of the advertiser and authors and as such do not necessarily reflect the views or opinions of Professional Publishing, Inc. The inclusion of advertising in this publications does not, in any way, comport an endorsement of or support for the products or services offered. To request a reprint or reprint rights contact Professional Publishing Inc. PO Box 6244 Beaverton, OR 97007. (503) 221-1260 - (800) 398-6751 © 2015 All rights reserved.

13Rental Housing Journal Metro · October 2015

Time Management Skills Essential to Balance Ask any property

manager “what is your most

valuable yet most elusive resource?” and I would wager many would re-

spond: TIME! So many of us in the industry thrive on the variety and chal-lenges inherent to this profession, how-ever we oft en fi nd ourselves trying to compress daily tasks – both planned and unplanned- into a fi nite block of time called our “work day”. With multiple mobile devices we can literally connect and work around the clock and around the globe. We even have wrist watches now that can act as “mobile desks” and help us track emails, texting, fi tness, per-sonal schedules, meetings, calendars, and so much more! Does anyone remember when watches just provided the time and date?

With such vast information available and the ability to work remotely literal-ly at our fi ngertips, how do we achieve and maintain healthy balance between our work and personal lives. Th e line between these two worlds is becoming more blurred everyday as tech devices become more advanced and easily ac-quired. It is imperative that we manage our time well in order to better manage our lives. I have always thought balance is the key – with most everything in life. Th at said, when it comes to time man-agement the challenges are constant. Here’s the good news: By incorporating time saving strategies into the workday we can become more effi cient, minimize

problems, and increase levels of job sat-isfaction.

Here are a few proven time manage-ment tips pertinent to property manage-ment that have been provided by pro-fessionals in the industry- and can help you accomplish management goals on a daily, weekly, monthly and yearly basis:

• Make a List: Writing down tasks will provide a visual road map for the day. Create a list at the end of each day for the following day, or early morning of each day. Whether using a busi-ness planner or a mobile app…write it down. Include everything, even breaks and lunch times. Refer to it through-out the day. I like to check-off items as they are completed. Th is provides a sense of accomplishment, completion, and reduces stress. Marking a task as “done” helps you to move forward.

• Prioritize the list: Determine the items that are “urgent” and require your attention fi rst.

Getting these items addressed at the start of the day allows you to move on to other tasks without the pressure of ur-gent matters still outstanding.

• Get organized: How does your desk look? If co-workers cannot see you through the mountain of fi les and pa-per on your desk top, it may be time for a bit of house cleaning.

• Save a tree. Use email folders and oth-er electronic fi les as much as possible. Organize your workspace so that fi les

are easily accessed or documents can be found without engaging a search party. A clean workspace can truly re-duce mental stress and exhaustion that oft en accompanies visual clutter.

• Block out time: On a daily basis ar-range a period of time that allows you full concentration on your work and freedom from interruptions, phone calls, texts and emails. Distractions can hinder your focus and disrupt the rhythm of your work-fl ow. Avoid checking the Internet, Facebook, and other social media. Th ese venues can take just a second to open but oft en end up in several minutes of unpro-ductive time spent on non-important items. Inform your staff and co-work-ers that you should not be interrupted during this time with the exception of emergency. It’s okay to resist the wa-ter-cooler chats and political debates, close your door, and get down to work. Stick to the time allotted for this and remain consistent so others will know you will be available aft erward.

• Bundle similar tasks: Perform similar tasks that require the same resources in a batch. A good example of this might be reviewing 6 applications for a staff position. Rather than breaking this task into diff erent time periods, review all in one sitting through to comple-tion. Th is is an effi cient use of time and allows greater concentration and men-tal alertness. And focus remains steady without interruption.

• Avoid multi-tasking: Th is may fl y in the face of what society tells us we must do to maintain “super-achiever” status. However, this process can actually pre-vent effi ciency. Performing many tasks at one time decreases quality of work, results in more mistakes, and increases stress-levels. Studies have shown that focusing upon one task at a time un-til completion is the most effi cient way to get things done. It can actually be more diffi cult to switch your focus to another task rather than simply stay-


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15



the units. Take the opportunity to get a visual on these areas. Here is where to focus; lower crawlspaces should be clean and dry. Check the vapor barrier to be sure there are no tears in the barrier, no standing water or stains of previous wa-ter stains from the previous winter. Also, be sure to inspect all plumbing pipes that are within 5 feet of the outer foundation wall to be sure they are insulated.

As for the upper crawl space, take a few minutes in each building to look for potential problems that add to excessive moisture issues and ultimately mold. Check fan exhaust venting to be sure it is positively connected to the exterior of the building, be sure that intake baffl ing is in place (you should see some outside light coming in where the bird block and intake vents are located), so that clean air can come into the crawl space and help push the moist, stagnant air out the top of the system. Last, be sure insula-tion is in place all the way out to the edge of the roof. As long as the baffl es are in place this will ensure proper insulation for the units below.

Lesson Five: Emergencies are going to happen.

Be proactive by implementing and practicing emergency plans with your team. If there is an aft er-hours call, does every member of your team know what to do? Setting up emergency response protocols, such as pre-approved vendors for restoration, plumbing, carpet ex-traction, and leak locators to deal with the problems, and hotels restaurants, or even the Red Cross to deal with the residents. Have a centralized location at

the site that has a list of all these vendors, utility shut off locate maps, valve keys, fi re panel directions, and emergency protocols for fi re, fl ood, and blood, but also natural disasters, terrorist threats, gang violence, and even domestic vio-lence. When emergencies occur every-thing is chaotic, be sure your respond-ing site staff are trained, prepared, and are level headed so they can assume the leadership role your residents expect and deserve.

Zach Howell, CAMT, UPCS, LEED GADirector, Apartment Maintenance Insti-tute

Zach carries a Psychol-ogy degree from Oregon State University. He is a nationally Certifi ed Apartment Maintenance Technician, LEED GA, and Certifi ed UPCS inspector carrying more than a decade of experience within the

multifamily housing, development, and construc-tion industries. Zach is a valued advocate for the Apartment Maintenance trade, serving as Subject Matter Expert for the National Apart-ment Association, Training Director for Th e Apartment Maintenance Institute, Community Education Faculty Member at Portland Commu-nity College, and 2014 Apartment Community Excellence “Oregonian Civic Award” Recipient.

He can be contacted via [email protected]

5 Lessons for ...continued from page 9 Lead Safety, Testing ...continued from page 8take precautions to avoid creating and spreading lead paint debris and dust. (www.epa.gov/lead/pubs/renovation.htm)

EPA Standards on Lead Dust defi ne what is a dangerous level of lead in paint, bare soil, and interior dust. (http://www.epa.gov/lead/pubs/leadhaz.htm)

In additional, federal, state, and local fair housing laws2 protect families with children from discrimination in hous-ing. Although lead poisoning is espe-cially dangerous for kids, the fear poi-soning or liability does not give housing providers the right to deny or discourage families with children away from pre-‘78 housing. Visit www.FHCO.org for more about this and other protected classes.

Questions?Call the LeadLine: 503/988-4000. It’s

a free service – request a free lead test kit, learn where to get a blood-lead test, ask about Lead-Safe Certifi ed contractors or how to become certifi ed yourself.

Th is article brought to you by the Fair Housing Council; a civil rights organiza-tion. All rights reserved © 2015. Write [email protected] to reprint articles or inquire about ongoing content for your own publication.

To learn more… Learn more about fair housing and / or sign up for our free, periodic newsletter at www.FHCO.org.

Q’s about this article? ‘Interested in articles for your company or trade asso-ciation? Contact Jo Becker at [email protected] or 800/424-3247 Ext. 150

Want to schedule an in-offi ce fair housing training program or speaker for corporate or association functions? Vis-

it www.FHCO.org/learning-resources/trainings to learn about the trainings we off er for companies and groups.

1 Housing Providers’ Lead-Related Obligations:

Distribute the “Protect Your Fami-ly from Lead in Your Home” booklet (available at http://www.hud.gov/offi ces/lead/library/enforcement/pyf_eng.pdf)

Get a disclosure form signed prior to contract (available at www.hud.gov)

Provide the “Renovate Right3” bro-chure and disclosure form prior to re-pairs / renovations (available at www.epa.gov/lead/pubs/renovaterightbro-chure.pdf)

Hire a contractor who is lead-safe cer-tifi ed or become certifi ed yourself

2 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 do-mestic violence survivors. Additional protected classes have been added in particular geographic areas; visit www.FHCO.org to learn more.

It might be your child or grand-child at risk!

If you do painting or repair work on pre-1978 homes, you may carry tox-ic lead dust home on your clothes and shoes.

You might also poison your residents’ children if you’re doing work on a rental property that you own or manage.

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insurance. Should a landlord desire to amend a month-to-month rental agree-ment, so as to require rental liability in-surance, the landlord must not only give a tenant a 30 day notice, but must also deliver the same written summary of ex-ceptions to a tenant/tenants.

A landlord may require that the tenant provide documentation that the tenant has named the landlord as an interested party on the tenant’s renter’s liability insurance policy au-thorizing the insurer to notify the landlord of:

a. Cancellation or non-renewal of rental insurance policies

b. Reductions of policy coveragec. Removal of the landlord or other in-

terested party (like a property manage-ment company or an attorney)

If a landlord” knowingly” does not follow the modified rules, tenants may recover actual damages or $250, which-ever is greater.

6. ORS 90.325 tenant responsibilities1. New codes require that new apart-

ments be constructed with fire sprin-klers installed. To that end tenants may not remove, obstruct, or tamper with a sprinkler head used for fire suppression.

2. Other new rules regarding tenant responsibilities define what damages tenants are NOT responsible for:

a. Acts of God b. Conduct by a perpetrator re-

lating to domestic violence, sexual as-sault or stalking

c. Damage resulting from con-duct by a perpetrator relating to domes-

tic violence, sexual assault or stalking. A Landlord may require a tenant to

provide verification that the tenant or a member of the tenant’s household is a victim of domestic violence, sexual assault or stalking as provided in ORS 90.453.

7. Utility and public service chargesORS 90.315 now allows landlords to

bill tenants for utilities and public ser-vice charges (charged to the landlord by the public service.

A ‘public service’ is defined as munic-ipal services and the provision of public resources related to the dwelling unit, including street maintenance, trans-portation improvements, public transit, public safety and parks and open space.

“Public service charge” means a charge imposed on a landlord by a utility or ser-vice provider by a utility or service pro-vider on behalf of a local government or directly by a local government. However, “public service charge” does not include real property taxes, income taxes, busi-ness license fees or dwelling inspection fees.

Provided your rental agreement re-quires a tenant pay a utility or service charge, landlords can bill for it but land-lords must bill for the utility within 30 days after receipt of the utility provider’s bill. If the landlord includes the bill in the monthly statement of the rent due, the landlord must separately and dis-tinctly state the amount of the rents and the amount of the utility and / or service charge.

To be able to bill back utilities to the tenant the landlord must provide to the tenant in the rental agreement or in a sep-

arate bill to the tenant an explanation of:a. The manner in which the utility pro-

vider assesses the utility bill or service charge.

b. The manner in which the service charge is allocated if the provider’s bill is allocated among multiple tenants, (for example: RUBs (Ratio Utility Bill back), sub meter, by number of residents in a unit, or by number of units).

Landlords must include a copy of the utility bill for the tenant to review or state in the rental agreement and / or tenant bill back that the tenant can inspect the bill at the landlord’s office (during reasonable office hours) and that the tenant can have copies of the bills at a reasonable cost. Utility bills and service charges can be transmitted to tenants via first class mail, posted on the door, or via email, if the rental agreement so provides (ORS 90.155).

Service charge pass throughA landlord must provide 60 days writ-

ten notice to a tenant before the landlord may amend an existing rental agreement

to require a tenant to pay a new service charge adopted by a utility service pro-vider (such as a billing service or a local government) that was not in existence at the time the rental agreement was entered into and that was adopted by a utility or service provider or a local gov-ernment within the previous six months. A landlord may not hold a tenant liable for a public service charge billed to a pre-vious tenant.

8. Application order for tenant payments

According to ORS 90.220(9)(a), as of January 1, 2016 funds received from tenants must be applied in the following order:

a. Outstanding rents from previous periods

b. Rent from the current periodc. Utility or service chargesd. Late rent payment chargese. Fees or charges owed by tenants

2015 Changes to the Oregon ...continued from page 6


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Giving A Tenant “The Boot”The time has come that you want

to part ways with your tenants. How do you do it and what things

should you be careful of? How much no-tice do you give them? Can you do things in a way that will avoid upsetting your tenant and causing them to damage your property before moving? Can you walk up to the door of the unit to have a con-versation with them?

First thing is the amount of notice you give them. This depends on the reason for terminating the relationship. If you are just doing a no-cause notice to vacate then you can give them a 30-day notice, if they have paid rent for less than 12 months. 60-days if they have lived there for more than 12 months. If this is a non-payment of rent situation then you are able to give them a 72-hour non-pay-ment of rent notice on the 8th day of the month (assuming your rent is due on the 1st). This gives the tenant 72 hours to vacate or pay their rent. If your tenant threatens your safety or breaks the law while on the property then you may be able to give a 24-hour notice of eviction. Be careful with this one though and make sure that you are able to prove the violation. For most other lease violations you can give them a 14/30 notice. This is a notice that gives the tenant 14 days to cure the lease violation in a manner that is agreeable to the landlord or 30 days to move out.

If the tenants have not become hostile yet then I would suggest that when you give one of these notices you either call the tenant beforehand or do it in person and try to have a conversation with the

tenant at the same time. Keep in mind that the main goal is to get the tenant to move out. When you post a notice of eviction for a cause you can accomplish a lot by having a conversation with the tenant. Keep in mind that it is perfectly legal for you to do a “knock and talk”. That is you are allowed, without prior notice, to walk up the normal pathway to the front door to knock on it and try to talk with the tenants. Obviously be careful to stay on the natural path to the front door, don’t look inside any win-dows, and don’t walk around the proper-ty if you haven’t given notice. When you talk to the tenant let them know that you have no choice but to post this notice. Al-though if they are able to get moved out prior to the notice expiring or even prior to the initial hearing if you have to file an eviction, that you will drop the eviction. 90% of our evictions end on a positive note in this way. Ultimately we get what we want in that the tenant moves out without causing any additional trouble and sooner than if they fight it and we have a trial. They get the added benefit of not ending up with an eviction on their

record which could cause them to be de-nied at the next place they try to rent or pay much higher security deposits.

The reason that you want to have this conversation while still posting the nec-essary notice is that you want to reserve your right to evict them as soon as possi-ble if they don’t follow through on their side of the agreement. The majority of landlords have heard the “promises” and sob stories. If you still post the notice, but let them know that an eviction won’t end up on their record if they can follow through, then the ball is in their court and if they fail to follow through you haven’t lost any time and can still evict them as soon as possible.

The eviction process is much like getting a traffic ticket in that there is an initial hearing to see if you and the tenants can come to an agreement; and then there is a trial if no agreement can be made. The best thing that you can do is reach an agreement at the initial hearing. The reason is that the judge will make that stipulated agreement part of his judgment. In entering this agreement with you and the court the tenants are

waiving their right to a trial. So if they fail to follow through on their end you are able to file some paperwork at the courthouse and get your FED judgment. If you are evicting a tenant and part of the agreement is that if they follow through you will actually allow them to continue living at the residence then you can add to that agreement that they pay their rent on time. Most judges will allow you to require this for up to 6 months. This is a very good thing to add to that agreement as it makes it so that you can skip the hearing and trial and just evict them on grounds of violating their stip-ulated agreement if they fail to pay their rent on time.

The last bit of advice I can give is to never make it personal.

Keep in mind that even if they live in a property you own that this is just busi-ness. Don’t get sucked into arguments with the tenant and stick to the facts at all times. Always remember that your end goal is not to punish the tenant, but to get possession of your property back as quickly as possible with as little dam-age as possible. So be prepared to offer the tenant something (like dropping the eviction case) if it means they will move out sooner than later and without a fight.

Good luck with your next eviction!

Christian BryantPresidentPortland Area Rental Owners AssociationColdwell Banker Property Managementwww.CBPropertyManagement.com

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Pursuant to Oregon landlord-tenant law, you are hereby notified that you are a) in material violation of your Rental Agreement; b) inmaterial violation of the resident duties under ORS 90.325; and/or c) in violation of your obligation to pay rent. The acts or omissionsconstituting the violations are described as follows (provide specific factual detail for each violation):

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

These violations can be cured by doing the following (describe actions that will cure the violations, and if no cure is possible, so state):

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

If you fail to cure the violations by ______________________________________*, your Rental Agreement will terminate on the date set forth below. If you timely curethe violations, your Rental Agreement will not terminate. Recurrence of substantially the same act or omission as any violation described abovewithin six months from the date of this Notice may result in termination of your Rental Agreement with a 10-day notice and no opportunity to cure.

*If the violation is ongoing, the cure date must be at least 14 days (17 days if the notice is served by mail only) from the date of service. If the violation was conductthat was a separate and distinct act or omission that is not ongoing or sufficiently repetitive over time that it could be considered ongoing, the cure date can be asearly as the date of delivery of the notice (or 3 days from the date of service if served by mail only.)

c This Notice has been served personally and the termination date is at least 31 days later at midnight (end of day) on _________________________________. or

c If written Rental Agreement allows, this Notice has been served by posting on the main entrance door of the dwelling unit and mailed firstclass mail. The termination date is at least 31 days later at midnight (end of day) on ______________________________________. or

c This Notice has been served by first class mail only and the termination date is at least 34 days later at midnight (end of day) on _____________________________________.

Owner/Agent: Please note additional service requirements for subsidized residents as listed in “Subsidized Residents Only” section.

DATE

DATE

DATE

DATE __________________________________________ PROPERTY NAME / NUMBER ___________________________________________________________________________________________________________________________________________________________________

RESIDENT NAME(S) ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________

___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________

UNIT NUMBER ___________________________________ STREET ADDRESS ___________________________________________________________________________________________________________________________________________________________________________

CITY ___________________________________________________________________________________________________________________________________________________ STATE ___________________________________ ZIP _____________________________________________________________

and all others.

ON SITE RESIDENT MAIN OFFICE (IF REQUIRED)

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THANK YOU FOR YOUR COOPERATION OWNER/AGENT ____________________________________________________________________________________________________________________

ADDRESS ____________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________

SUBSIDIZED RESIDENTS SEE DISCLOSURES TELEPHONE ____________________________________________________________________________________________________________________

X

DATE

OREGONNOTICE OF FOR CAUSE TERMINATION

PAGE 1 OF 2

SUBSIDIZED RESIDENTS ONLY

HUD DISCLOSURES

If you remain in the leased unit on the date specified for termination, Owner/Agent will enforce the termination only by bringing a judicial actionat which time you may present a defense. You have ten (10) days within which to discuss this eviction with Owner/Agent. This 10-day periodcommences on the earlier of the day this Notice is hand-delivered to your unit or the day after it is mailed. The discussion period does not extendthe date for termination. Persons with disabilities have the right to request reasonable accommodation to participate in the hearing process.

ADDITIONAL SERVICE REQUIREMENTS

SECTION 8 VOUCHERS: Notice served by one of the methods listed above AND copy mailed to Public Housing Agency the same day.

HUD (PROJECT BASED): Notice served by one of the methods listed above, AND mailed to Unit, AND

1. Attempt to serve the Notice personally to any adult answering the door. If unable to do that:

2. Attempt to slide the Notice through the door (mail slot) or under the door. If unable to do that:

3. Post the Notice on the door at eye level.

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ON SITE RESIDENT MAIN OFFICE (IF REQUIRED) FOR CAUSE TERMINATION = PAGE 2 OF 2

18 Rental Housing Journal Metro · October 2015

ing focused on the present task - all the way to fi nish.

• Be a “morning person”: My high-school track coach was right. Getting up early, eating a sensible breakfast, and keeping a “can-do” attitude will help you “go the distance”.

Establish a workday rhythm that starts early in the day. Studies show that we are generally most productive in the morn-ing hours when well rested and mentally alert. Schedule and perform your most diffi cult tasks before noon. Th is also provides a nice early sense of accom-plishment in your workday, further re-ducing stress.

• Embrace technology: Technological tools (for mobile and other screen de-vices) can save you incredible amounts of time. If you are not exploring and using the many diff erent applications available today - get up to speed. Apps such as Evernote for project manage-ment/tracking are very useful for or-ganizing many pieces of information (allows creation of a virtual notebook planner without using a single piece of paper!).

Electronic calendars, texting, appoint-ment alerts, electronic banking and so-cial media – all provide effi ciencies. Use them wisely but do not give into other temptations provided with technolo-gy. Twitter and Facebook can be very distracting- and deter from completing your to-do items.

• Carve out “me time”: When the mind is stressed, the body cries out. Take care of your mental well being by tak-

ing care of your physical well being. Eat sensibly and get at least moderate exercise on a daily basis. Just taking a brief walk outside the offi ce can feel rejuvenating and help re-charge your brain. Deep breathing and short me-diation at select points throughout the day can do wonders in terms of reducing stress and increasing mental clarity and physical well-being. Avoid sitting for long periods of time. Take the phone call standing up.

Now, more than ever before, we oper-ate in a world that gives us more infor-mation, at incredible speed, available at our fi ngertips. Effi ciencies are not just convenient ideas, but are truly required to achieve balance and contentment with our work and personal lives. Time is truly a precious commodity. When managed well and used wisely, we can truly enjoy the best of both worlds - pro-fessional and personal!

Multifamily NW

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under ORS 90.302 or other fees and charges related to tenant caused damag-es and other claims

Th is section does not apply to rent-al agreements subject to ORS 90.505 – 90.840 relating to manufactured dwell-ings or fl oating homes but does aff ect all rental agreements for fi xed term ten-ancies entered into or renewed aft er the eff ective date of this 2015 Act (January 1, 2016).

9. Defi nition change regarding emer-gency exits

Section ORS 90.100 creates new lan-guage requiring a landlord to provide an emergency or secondary means of exiting a bedroom (in addition to the main door to the room,) and allows a tenant to terminate such a tenancy on 72 hours’ notice unless the landlord cures the noncompliance, compensates for damages and pays a penalty for their failure to cure.

Th is change is aimed at landlords who rent out illegal units containing bed-rooms without legal or approved egress, which can be catastrophic in the case of a fi re or other emergency. Th is law is fo-cused on landlords who build extra rent-al rooms without a permit, with a specif-ic focus on basements, attics and rooms that have no windows that can be used for emergency egress.

If the landlord does not cure the non-compliance within a 72 hour period the tenancy terminates without any tenant penalties, and the tenant can recov-er twice the tenant’s actual damages or twice the periodic rent, whichever is greater. Within four days aft er termi-

nation, the landlord must return all the security deposits and any prepaid rent owing to the tenant.

SummaryIn summary, as these new laws take ef-

fect, landlords must be vigilant in cases regarding the mailing period of notices, pet waste in public spaces / noncompli-ant pets, homeowner / condominium as-sociation assessment fees, tenants’ fail-ure to pay fees, exceptions to insurance requirements, tenants’ responsibility for damages, utility and public service charges, the order tenants’ payments are applied, and provisions for emer-gency exits as they adapt their policies, procedures and documentation to the new provisions.

2015 Changes to the Oregon ...continued from page 16

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rental housing journal metro october 2015

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