LIMITS OF LIABILITY AND DISCLAIMER OF WARRANTY

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3 LIMITS OF LIABILITY AND DISCLAIMER OF WARRANTY 2014 by the National Apartment Association, 4300 Wilson Boulevard Suite 400 Arlington, VA All rights reserved. The course materials or any part thereof may not be reproduced, stored in a retrieval system, or transmitted, in any form or by any means graphic, electronic, or mechanical, including photocopying, recording, or otherwise, without the prior written permission of the National Apartment Association Education Institute (NAAEI). NAA retains copyright to the original materials and to any translation to other languages and any audio or video reproduction, or other electronic means, including reproductions authorized to accommodate individual requests based on religious or medical deferments from classroom participation. DISCLAIMERS Although NAAEI programs provide general information on apartment management practices, NAAEI does not guarantee the information offered in its programs is applicable in all jurisdictions or that programs contain a complete statement of all information essential to proper apartment management in a given area. NAAEI, therefore, encourages attendees to seek competent professional advice with respect to specific problems that may arise. NAAEI, their instructors, agents, and employees assume no responsibility or liability for the consequences of an attendee s reliance on and application of program contents or materials in specific situations. Though some of the information used in scenarios and examples may resemble true circumstances, the details are fictitious. Any similarity to real properties is purely coincidental. Forms, documents, and other exhibits in the course books are samples only; NAAEI does not necessarily endorse their use. Because of varying state and local laws and company policies, competent advice should be sought in the use of any form, document, or exhibit. POLICY STATEMENT REGARDING THE USE OF RECORDING DEVICES, AUDIO VISUAL EQUIPMENT, AND OTHER MEANS OF REPRODUCTION OR RECORDING OF THE CERTIFIED APARTMENT MANAGER MATERIALS All program contents and materials are the property of the National Apartment Association Education Institute, which strictly prohibits reproduction of program contents or materials in any form without the prior written consent. Except as expressly authorized in writing in advance, no video or audio recording of NAAEI programs or photocopying of Certified Apartment Manager materials is permitted. Authorized recording of programs or duplication of materials may be done only by the instructor on site National Apartment Association

4 ACKNOWLEDGMENTS SUBJECT MATTER EXPERTS The NAA Education Institute wishes to thank the following apartment industry professionals for contributing their time and expertise to the rewrite of the Certified Apartment Manager Research, Analysis and Evaluation program: Lead Subject Matter Expert Susan E. Weston, CAM CAPS, NAAEI Faculty Licensed Texas Broker Professor, University of North Texas School of Business The Susan Weston Company 2655 Mount View Drive Dallas, TX Office Cell David Jolley, CAMT Howard L. Campbell, Ph.D. Fisher & Phillips, LLP Kimball, Tirey, and St. John, LLP Sue Weston, CAM, CAPS KEY CONTRIBUTORS 2014 National Apartment Association

5 Course Information Course length This course will take approximately 6 hours, excluding breaks and lunch. Estimated time The estimated time for the chapters in this course including the completion of all Activities and Skill Checks, is as follows. Chapter Welcome/Introductions Investments Adding Value to the Investment Economic Analysis of a Property Budgets Property Valuation Estimated Time 15 minutes 1 hour 2 hours 1 hour and 15 minutes 1 hour 30 minutes Activities Activities are exercises covering part of a chapter that require participants to use specific chapter content, which aids in comprehension and memory. They are in the Activities Tab in the Participant Guide. The instructions for the setup and the debrief points are provided in this guide for you. Many of the Activities are to be completed in pairs or groups. For some activities, there is an Answer Key handout to be distributed to participants. This course requires the use of a calculator to complete some activities National Apartment Association 2

6 Course Information, Continued Chapter Skill Checks Skill Checks are completed at the end of each Chapter. They are similar to the Activities, but are broader and address more of the content from the entire chapter. They are completed open-book. Chapter Skill Checks help the participants review the material and check their own progress by determining how much they knew from memory versus how much they had to look up in the Participant Guide. Participants will complete a Chapter Skill Check at the end of each Chapter. Skill Checks are located in the Skills Check tab in the Participant Guide. There is a Skill Check Answer Key handout for each skill check which is to be distributed to the participants after they have completed the Skill Check. The Answer Keys are to be used to self-correct these Skill Checks, and for participants to use as study guides for the exam. Instructions for the Skill Check setup and debrief are provided in this guide for you. Course exam The CAM exam is delivered in 2-parts over a 4 hour period. Part I is 115 multiple-choice questions timed for 2 hours. Part II is 75 scenario-based multiple choice items, also timed for 2 hours. Both Parts of the CAM exam test knowledge and application of content from ALL 9 modules. The new CAM exam is ONLY delivered on a computer in a proctored environment. The exam is available at Affiliate offices and Castle Worldwide locations across the country. Click here to go to a testing site or visit Refer students to the Candidate Handbook for additional testing information. Participants will need an eligibility code to access the exam. The eligibility codes will be distributed by the local apartment association after completion of the required coursework. Upon completion of the NAAEI exams, participants will receive their results immediately. All participants will receive diagnostic information on their performance in the major content areas of CAM. If a participant passes their exam, they will receive a passing notice. If participants do not pass the exam, they will receive their score report, in addition to a profile of their strengths and weaknesses based on the domains (sections) included in the exam. Participants who do not pass the exam, may retake it again after 7 days. Retesting fees for one part of the exam at an association or Castle location is $ Retaking both parts of the exam at an association or Castle location is $ National Apartment Association 3

7 Instructor Preparation Materials needed The printed materials needed for this class include the following: Participant Guide for each participant and one for yourself Instructor Guide for yourself PowerPoint slides for Course 8: Sign-in form (to be turned in to the affiliate office at the end of class) Skill Checks for Course 8: (5) Answer Keys to Skill Checks for Course 8: (5) Your prep time Be sure that you review the materials for class and prepare in advance. The Instructor Guide and slides are intended to be used along with the Participant Guide as a way for you to take the participants through the material and to manage the classroom discussions, activities and skill checks. You should plan on spending several hours preparing to teach the class, particularly if you have not taught this Course using these materials in the past. Equipment needed The equipment needed in the training room includes:: Flipchart or whiteboard with stand and markers Computer with LCD to project PowerPoint slides Note: If the slides have been made into transparencies, you will need an overhead projector instead. Microphone or sound system (if necessary) Calculator 2014 National Apartment Association 4

8 Instructor Preparation, Continued Room requirements Prior to the training, be sure that the room has: Seating that allows for the number of participants to be seated comfortably and still be able to see the flipchart and slides from all seats Tabletops or desks for writing Controllable thermostats and lighting Logistics Prior to the training, be sure to confirm or to find out the following: Date and time of the class Venue for the class Room number/location Location of rest rooms, telephones, kitchen facilities, etc. Location of emergency exits 2014 National Apartment Association 5

9 Using This Guide Introduction This instructor s guide has been prepared to help you manage the information for this class as well as to help make the class more consistent at all locations nationwide. Topics You will notice that the topic being discussed is labeled at the top of each page. The content in this guide is different than what participants are looking at in their participant guides, but references to page numbers that they should be looking at are provided here to help you keep track of where they are. You will need to have the Participant Guide in front of you, to be able to see what they are looking at as well. Timing The timing in this guide is provided as a guideline. Each class is different, and it is up to you to be able to manage the time so that you do not run over the allotted limits. This will ensure that you are able to cover all the materials that participants need to know in order to pass the exam. Hints If there is a mix of students who are quick and slow, or if someone is telling a lengthy story or asking a lot of questions that require time-consuming answers, you will have to decide at what point to move things along. Other hints include: offering to discuss things further after class explaining that something being brought up now will actually be covered later in the material explaining that although everyone may not be finished, you need to move on but will be available to help with any questions after class using a parking lot for issues that come up that you don t want to forget about but that can t be discussed right then Instructor s talking points Anything you may want to say word-for-word is bolded and bulleted. These are only offered as suggestions. Things that are instructions to you are in regular font and not bulleted National Apartment Association 6

10 Using This Guide, Continued Adding your experiences Feel free to elaborate on the content in this guide by adding your own experiences as long as your stories are directly relevant to the topic under discussion and time permits. Your experiences can help clarify the content, make the content more relevant and interesting to the students, and encourage them to share their own experiences as well. Icons There are several icons that are used throughout this guide. They are: Flipchart: This icon shows when you should display a prepared flipchart or write something on the flipchart. Handout: This icon shows when you should distribute a handout. This could be a skill check, activity, or other handout. Reference: This icon is used to tell participants what page to look at in the Participant Guide. Activity: This icon is used to point out where there is an activity/practice. Optional: This icon is used to point out places where you may add a personal story or do something extra, if time permits. It is more important to complete the class on time and be able to get through all the material than to provide extra examples. Use your judgment National Apartment Association 7

11 Using This Guide, Continued Icons, Video: This icon is used to show where you will show a video to the participants. Question/Answer: This icon is used to show where you will ask a question or questions of the participants. Skill Check: This icon is used to point out where there is a skill check for a chapter or chapters National Apartment Association 8

12 Getting Started Estimated time: 15 minutes Welcome Welcome them to the class and thank them for attending. Introductions If you are using name tents, ask participants to put their first names on them. Show Slide #2 - Introductions Introductions Your name Where you work Your job responsibilities How long you have been in the industry What you hope to get from this class Module 8: Financial Mgmt 2 Introduce yourself first, telling participants where you work, how long you have been in the industry and what your involvement is with the local NAA affiliate. Ask participants to introduce themselves, selecting someone at one side of the room to start. Overview of CAM program Explain to participants that this Course is one of nine (9) courses that they will need to complete in order to receive the Certified Apartment Manager SM designation National Apartment Association 9

13 Getting Started, Continued Overview of CAM program, Once they have successfully completed the courses within the 1-year candidacy period, they will receive the CAM designation. CAM designates receive a certificate that is suitable for framing and a pin. Additional information Tell them that the CAM designation is one of several that the NAAEI offers. They can get more information about the other programs on the Web site at Agenda Show Slide #3 - Agenda Agenda Investments Adding Value to the Investment Economic Analysis of a Property Budgets Property Valuation Module 8: Financial Mgmt 3 Review the agenda. Note: If you like, you can add breaks and lunches into this slide to show when those will happen. Otherwise you can leave it as is, and take breaks when it seems right during class. Materials review Participant Guide Ensure that each participant has a copy of the Participant Guide. Tell participants that this will be used: during class as an aid in studying for the exam, and as an on-the-job reference following training 2014 National Apartment Association 10

14 Getting Started, Continued Materials review, Sections Explain that the Participant Guide is divided into these sections: 1. Chapters: they contain the core content 2. Activities: these are exercises covering part of a chapter 3. Skill Checks: these are exercises and knowledge checks covering an entire chapter 4. Toolbox: these are forms, checklists, and samples that you may want to use on the job following training 5. Slides: these are the slides you will show throughout the Course Explain that you will tell them where you are in the Participant Guide often, and although the slides contain information from the Participant Guide, they are not identical or always labeled the same way because they have different purposes. Resource Materials Explain that they should also bring their Resource Materials book to class each time. (This should have been handed out in the first course they attended.) This book contains the glossary of terms and has any sample forms or other documents that they may wish to see during class discussion. Logistics Tell participants the locations of the restroom, kitchen, telephones, and emergency exit. Classroom rules Explain rules about use of cell phones and/or pagers, breaks, smoking, and any other information you need to provide them. Sign in form Pass around the sign in form and ask participants to complete it National Apartment Association 11

15 Chapter 1: Investments Estimated time: 1 hour What we ll cover Participant Guide page 1-1 Review the slide contents with the students. Show Slide # 4-Chapter 1: Investments Background As a manager, you are responsible for the day to day financial activities at the property like collecting rents, processing bills and making bank deposits. However, on a larger scale, you are also responsible for the property as an investment. Let s look at what an investment is. Participant Guide page 1-2 Show Slide #5 Definition: Investment Definition: Investment An investment is the use of funds to earn a profit. Module 8: Financial Mgmt Chapter 1 4 Review the definition of investment National Apartment Association 12

16 Chapter 1: Investments, Continued Background, The decisions that you make will directly contribute to the financial success of the property you manage. And the value of a property is directly related to its financial performance. Participant Guide page 1-2 There are many types of investments that we all make in our lives. Q. Who can name an investment that you have made? Flipchart any answers. Answer include: savings account, Certificate of Deposit (CD), stocks, bonds, money market funds, real estate, small business, 401(k), 529 plans, IRAs Great! These are all examples of things that we invest in, with the hopes of turning a profit. Now let s think about these investments a little more by doing an activity National Apartment Association 13

17 Chapter 1: Investments, Continued Factors in investment When an investor wants to know whether an investment is right, he or she can consider four (4) factors. Participant Guide page 1-3 Show Slide #6 Four (4) Factors in Investment Four (4) Factors in Investment Risk Income Growth Liquidity Module 8: Financial Mgmt Chapter 1 6 Review the slide. Any investment involves risk. Typically the less risky than investment is, the lower the return. Because you are trying to use your money to make money, you must be willing to take more risks to make more money National Apartment Association 14

18 Chapter 1: Investments, Continued Factors in investment, If you put your money into a savings account or CD at the bank you will get a much lower profit than if you had invested it in a mutual fund and let it grow over time. Typically the longer the time period of the investment the greater the return, but also the greater the risk. This is why we put our money into IRAs, 401(k) and 529 plans so that over time our investments will yield a high return when we need it- for retirement or to pay for college in the future. However, there is no guarantee on those types of investments, so you have to be willing to take that risk and to be able to accept the loss if it happens. Participant Guide page 1-3 Review the list of common risks that affect multifamily housing investments. The ability to make some income from the investment is another factor to consider. Income often depends on the amount of risk involved. Conservative investments provide a predictable amount of interest, while riskier investments have the potential for higher returns. Discuss the fact that income may not be in the form of cash- as in the case of a tax shelter. Participant Guide page 1-4 Growth potential is another factor to think about when choosing an investment. Investors looking for growth look at expanding rather than stable markets, businesses and companies. The thing about investing for growth means giving up income now to make more in the long run and that you may get low returns initially until money is reinvested National Apartment Association 15

19 Chapter 1: Investments, Continued Factors in investment, Q. Thinking back to the different types of investments I wrote on the flipchart earlier, what are some that you get into when specifically looking for growth? Answers include: mutual funds, 401(k), 529 plans, real estate, business Liquidity is the fourth factor in investments. Liquidity means that you can easily and quickly convert the asset into cash. An investor must decide how long he or she can have their money tied up in the investment in order to decide on whether to make a certain investment. Q. Thinking again of our different types of investments, what are some that you think are liquid? Answers include: stocks, bonds, Certificate of deposit (although there is a penalty for early withdrawal once the commitment is made) Real estate is not a liquid investment. It is not easy to just sell off an expensive property like a multifamily community. So the investor who cannot allow his or her money to be tied up for a while in order to realize a profit would not want to get into real estate National Apartment Association 16

20 Investment performance measurements Participant Guide page 1-5 Successful investors need to know how to measure the performance of an investment. Show Slide # 7-Owner s Objectives Discuss why it is important to know the owner s investment objectives. Activity #1: How the Four Factors Affect Investments Show Slide #8. Break the class into small groups and ask each to answer the two questions regarding effects on investments and why the owner s objectives are important. After 10 minutes, review each group s answers National Apartment Association 17

21 Chapter 1: Investments, Continued Activity #1: How the Four Factors Affect Investments, Investment performance is used to guide investment decisions about buying, selling, and increasing or decreasing an equity position. It is also a way to look at whether or not financial goals are met. Show Slides #9 and #10 Performance Measures and ROI The most frequently used measurement of performance is rate of return on investment or ROI. This means simply the percentage of return on each dollar invested. Here is the formula for calculating ROI. Write the following on the flipchart: Cash Flow/Investment = ROI Cash flow means the money left after all income has been collected and all operating and capital expenses and debt service have been paid. We will talk in much more detail about cash flow in Chapter 3, as far as how to calculate it. As for investment, we are talking about the initial investment or down payment. Let s look at a sample calculation just to get a quick idea of how this works National Apartment Association 18

22 Chapter 1: Investments, Continued Activity #1: How the Four Factors Affect Investments, Participant Guide page 1-5 Review the example of ROI calculation in the subtopic Rate of return on investment (ROI) subtopic on page 1-5. Cash on cash return is another method of measurement. Review the subtopic Cash on cash return. Participant Guide page 1-6 Show Slide #11 Capitalization Rate Another method of measurement is Capitalization rate. In this method, you take the Net Operating Income, or NOI, of the property and measure it against the total cost of the investment. The Capitalization rate is determined by dividing NOI by the purchase price. The Capitalization rate is expressed as percentage or a decimal. It is dependent on the market and the quality of the property, but generally rages from 6-10%. Let s look at how this works National Apartment Association 19

23 Show Slide #12 and #13 Write the following on the flipchart: NOI/Cap rate = Value or I/R= V To get the cap rate, let s say we have a property that we paid $7,000,000(value) for, and the NOI is $500,000 (I). (Write $500,000/$7,000,000 on the flipchart.) This means our cap rate(r) is 7.1 % (write = 7.1% at the end of the equation) Now let s divide our NOI (I) - $500,000 by 6% to get our value- which would be $8,333,333. (write out the equation on the flipchart.) Note the difference in value depending on the cap rate National Apartment Association 20

24 Chapter 1: Investments, Continued Activity #1: How the Four Factors Affect Investments, formula Participant Guide Toolbox tab page 5: Capitalization/Valuation Let s look at another example of this in the Toolbox on page 5. Allow participants to review the content in the Toolbox example. Mention that we will talk more about Capitalization in Chapter 5 when we talk about Property Valuation. Participant Guide page 1-6 Refer back to page 1-6. The final method for measuring performance that we will talk about is the Internal Rate of Return, or IRR. Review the subtopic Internal Rate of Return (IRR). Questions Q. What questions do you have about performance measurements before we move on? Answer any questions they have at this point, or use the parking lot flipchart to note things that will be covered in more detail later. Advantages and disadvantages of apartment investments Now that we have talked about what an investment is, and how we can decide whether or not to start or stop making one, let s talk about some of the advantages and disadvantages of investing in an apartment community National Apartment Association 21

25 Chapter 1: Investments, Continued Advantages and disadvantages of apartment investments, Participant Guide page 1-7 Show Slide #14 Advantages of Investments Review the slide. Additional content to discuss can be added from page 1-7 in the Participant Guide. Show Slide #15 Disadvantages of Investments Review the slide. Additional content to discuss can be added from page 1-7 in the Participant Guide. Forms of ownership Assuming that real estate is the investment of choice, and that a property is to be purchased or developed, there are still many things to figure out. One of those things is which form of ownership is the right one National Apartment Association 22

26 Chapter 1: Investments, Continued Forms of ownership, Participant Guide pages 1-8 and 1-9 Show Slide #16 Forms of Ownership Review the slide, and using the table in the Participant Guide on pages 1-8 and 1-9, briefly review the Descriptions column of each type. Q. Who can tell me the type of ownership that you have at the property where you work? Allow a few different people to answer. Ask what effect they think the ownership has on them. Answers include: different objectives, different reporting requirements. Mortgage loans Participant Guide page 1-10 The last topic we are going to discuss in this chapter on investments is mortgages. A mortgage is the most common sources of financing real estate investments National Apartment Association 23

27 Chapter 1: Investments, Continued Mortgage loans, As any of you who have ever purchased real estate yourselves know, there are many different types of mortgages, each with its own terms and conditions. Let s look at them now. Participant Guide page 1-10 Show Slide #17 Types of Mortgages Review the slide, and using the table on page 1-10, describe each type of mortgage National Apartment Association 24

28 Chapter 1: Investments, Continued Mortgage loans, Participant Guide page 1-11 Show Slide #18 Where to obtain a mortgage So, you have decided to buy a property and you have formed some sort of company or partnership in order to do it. Where are you going to get the money? Again, there are many sources for obtaining a mortgage that you can look into. Review the list on the slide. Add any information that you feel is beneficial to this discussion here. Questions Q. What questions do you have about anything we have talked about so far? Answer any questions that come up. Transition That brings us to the end of the Investments chapter. That means it is time to take our first Skill Check National Apartment Association 25

29 Skill Check #1 What this Skill Check covers Show Slide #19 Skill Check #1 This Skill Check covers the material from Chapter 1: Investments. Setup Explain to participants that they will now complete the first skill check for this course. They will work individually to complete the skill check, and once complete (or time runs out) you will provide the answers which they can use to score themselves and use as a study guide for the exam. This skill check can be completed using their Participant Guide to look up the answers. Guide. Refer to Skill Check #1 in the Skill Checks tab of the Participant Explain that they have 15 minutes to complete the skill check, and then you will: call time, and provide an answer key Working Time Allow participants 15 minutes to work. As they work, walk around the room offering help where needed and to see how they are doing. Once the time has lapsed, ask participant to stop. Some may not complete the skill check in the time provided and that is OK. The answer key contains all the information they need to study for the exam, and this is just a way to reinforce what they have learned National Apartment Association 26

30 Skill Check #1, Continued Debrief Distribute the Answer Key to Skill Check #1 to each participant. Explain that the Answer Key is a good tool for them to use when studying for the exam National Apartment Association 27

31 Chapter 2: Adding Value to the Investment Estimated time: 1 hour and 30 minutes What we ll cover In this chapter we ll cover the different methods that a CAM can use to add value to the investment. Value has different meanings, depending on the goals of the owner. We will discuss the things you can do to try to increase income and control expenses. Show Slide #20 Chapter 2 Background In order to add value to a property, you need to increase Net Operating Income (NOI). Remember, NOI is income less expenses before capital expenses and debt service. Let s talk about things that you can do as a CAM to increase the value of a property. Participant Guide page 2-2 Show Slide #21 Adding Value: CAM Responsibilities Review the slide. Your biggest opportunity to increase cash flow is to increase income. Income can grow by charging aggressive rents and being creative with other income sources. We will talk more about some practical ways to increase income 2014 National Apartment Association 28

32 sources in this chapter. Many expenses are fixed and occur no matter how high or low occupancy is. But you may be able to control when they are paid or even to get discounts on some things. We will talk more about that later as well National Apartment Association 29

33 Chapter 2: Adding Value to the Investment, Continued Background, The financial goals are going to depend on your owner s objectives for the property. The value to the owner will be based on those objectives. For example, if a property is being sold, the criteria for value will be different than if it is being rehabbed and kept. Let s look at some ways that value can be added. Participant Guide page 2-2 Show Slide #22 Additional ways to add value: Review the slide. Mention that decreasing the turnover rates of both staff and residents will help save you money and that is actually a way to add value as well National Apartment Association 30

34 Chapter 2: Adding Value to the Investment, Continued Background, Show Slide #23 Sources of Income Review the slide. Reiterate that being creative with what you offer residents allows you to add to your income. Show Slide #24 Types of Expenses Review the slide. Point out any that the groups didn t capture on their lists. Explain that although many expenses are fixed, there may be ways to reduce expenses by negotiating prices with vendors and staggering purchases. Rental income Since rent is the major source of income at a property, let s look at the factors that affect rental income National Apartment Association 31

35 Chapter 2: Adding Value to the Investment, Continued Rental income, Participant Guide page 2-3 Show Slide #25 3 Factors That Affect Rental Income Market rents need to be determined so that you know what you can charge for your different units based on unit type. You want to be sure you know what the going rate is so that you can charge as much as possible yet still be competitive. Physical occupancy is important because you need a certain percentage of your units to be occupied in order to run the business. The percentage of occupancy will vary based on the company or owner s objectives National Apartment Association 32

36 Chapter 2: Adding Value to the Investment, Continued Rental income, Your collection percent has to do with rent collection. If your tenants are not paying rent on time, you need to get better at collecting it, or at charging the appropriate fees if they are late. Setting your screening criteria for applicants at market rent helps to reduce delinquency rates. You want to make sure you get the right people in, so that you can avoid dealing with late payments. Participant Guide page 2-3 Review the subtopic How these factors work together to show the interdependence between rents, occupancy and rent collections. If you want to try to set competitive rents, you need to understand what the competition is charging for rents. You must not only be aware of market rents, but also determine what your average effective rent is, so that you can compare your actual rates to those of the competition. There is a formula for determining your average effective rent in the Toolbox tab on page 4. Show Slide # 26 Concession Impact Participant Guide page Toolbox -4 Review the formula to calculate the average effective rent. You can write the formula on the icon and the use the example in the Toolbox to illustrate the calculation. You can see the impact that concessions have on the average rent. In certain economic conditions, concessions are used to get a lease signed or to get a renewal. At other times, though, you should not use them. Any time concessions are provided, the property will collect less rent than it would if the resident were paying current market rent. So reducing or eliminating your concessions will increase your income! 2014 National Apartment Association 33

37 Chapter 2: Adding Value to the Investment, Continued Rental income, Your leasing staff may get used to using concessions during challenging times, but it s important to be aware of changes in the market and know when you can stop using them. You can sell prospective residents on the features of the property and how they meet their needs rather than offering a concession. Similarly at renewal time, you can point out the benefits of living in the community and the costs of moving that would be more than an increase in rent. However, you need to have some turnover in residents to maintain a healthy rent roll. If you have too many residents paying low rates, you need them to leave at some point in order to increase your income. Participant Guide page 2-4 Let s look at the impact of concessions on effective rent. Write the following on the flipchart Market rent = $700 Concession = one month free Effective rent = $642 (700 x 12 months = $8,400 - $700 = $7,700/ 12 months = $642) The effective rent is what matters, and it s important to understand the financial impact of the use of concessions. At any point in time your effective rent will vary based on what has been given to residents and market rent will also vary, so there may be times when the effective rent varies by a larger amount than at other times due to the size and term of the concession. Participant Guide page 2-4 Review the subtopic Factors that affect successful concessions to show the things to keep in mind when considering concessions National Apartment Association 34

38 Chapter 2: Adding Value to the Investment, Continued Factors that affect rental rates Participant Guide page 2-5 As a CAM, you must be aware of the events and trends in your area so that you can assess the economic effects they will have on your property. Show Slide #27 Law of Supply and Demand If you are aware of what is happening in your community, you will be able to assess the effects of the economy on your property, and be able to make decisions to react appropriately. Certain economic conditions impact apartment housing. Show Slide #28 Economic conditions 2014 National Apartment Association 35

39 Chapter 2: Adding Value to the Investment, Continued Factors that affect rental rates, Review the subtopic Economic conditions to explain how the economy can create an increase or decrease in supply. Factors like a new company in town means more jobs and more people who need to live nearby. Conversely a plant closing or a natural disaster can devastate an area. Participant Guide page 2-6 Review the subtopic Housing trends and discuss the impact of: construction of new apartments on rental rates construction of single family homes and conversion of rental units to condos on supply and demand for rental homes. Q. Who can tell me about a situation that has impacted your community in the recent past, such as the constructions of a new property nearby, a housing boom or other situation that has affected how you operate? Allow a couple of people to share stories if they offer. Other things that affect rental rates are things like the amenities that you offer- or if you don t offer as many as your competition. You will not be able to charge comparable rent if you don t offer comparable services. Conversely, if you can add amenities at your property and charge extra for them, you need to consider that. Features of your property also may allow rental increases. Things like a special view or living on a certain floor can add a premium charge to certain unit rents. Q. Who can tell me about some differences in rental rates that you charge at your community for these types of features? Allow a couple of people to contribute if they offer National Apartment Association 36

40 Chapter 2: Adding Value to the Investment, Continued Factors that affect rental rates, Participant Guide pages 2-6 and 2-7 Review the subtopic HUD and government-assisted housing programs pointing out that: they are income restricted and rent limited annual fair market rents are established income levels effect eligibility Rental rate adjustments Something we need to look at is what you need to consider before raising or lowering rent. Even though you want to maximize income, it doesn t mean you need to fill up every unit at any cost. Participant Guide page 2-8 Show Slide #29 Balancing rental rates and vacancies Review the slide to explain that you need to determine whether it s better to raise the rent and maybe have a longer vacancy as opposed to lowering the rent which remains low for the length of the lease no matter what happens in the market during that time. And it may be less expensive too National Apartment Association 37

41 Chapter 2: Adding Value to the Investment, Continued Rental rate adjustments, Let s look at some calculations that you can use to see what the effect on net income would be in the different scenarios of raising rent, lowering rent or keeping rent the same. Show Slide #30 Increasing rental rate Write the following on the flipchart Market value = $800 Raise rent 10% = $880 Vacancy = 15 days Q. What is the cost of that vacancy? A. $400 (half the month s rent) Q. And at the new rate, how long would it take to make the money back from the 15 days that the unit sat vacant? A. 5 months ($400/$80) Now consider what could happen if you wanted to lower rents. Sometimes you have a certain type of unit that you just can t rent and you want to target those units to get some money out of them. An empty unit not only makes no money but costs money for utilities in the meantime. So you may decide to focus on lowering the rent for those units for a week and advertise them so that you can try to get them leased National Apartment Association 38

42 Rental rate adjustments, Participant Guide page 2-9 Show Slide #31 Lowering rental rate Let s look at an example of what lowering a rent does to your effective rent. Write the following on the flipchart: Market value = $800 Lower rent 10% = $720 Loss per month = $80 Potential loss for year = $960 If you lower the rent the unit will probably lease quickly. However you have the potential to lose $960 during the course of the year. Q. If you had not lowered the rent and let the apartment go vacant for a month, what would you lose? A. One months rent or $800 So, that is a $160 that you would save compared to the lower rent scenario on the flipchart. So you have to make decisions based on the situation. If you have already lost a few months rent on a unit, it may be better to get it filled than to have it sitting empty month after month. Let s review some of the factors to consider before adjusting the rent National Apartment Association 39

43 Rental rate adjustments, Participant Guide pages 2-9 and 2-10 Show Slide #32 Before Adjusting Rent: Review the table of questions to ask about the 4 P s, making the following points: People- Your people are representing you and your community. Be sure they are knowledgeable and professional and offer excellent service. Product- Be sure that you keep your property looking good. If you neglect things that need to be fixed or updated, that creates a bad impression and makes a statement about how you run your business. Promotion- You will need to advertise to the right people and in the right places. You need to be responsive when someone calls or comes in or makes an inquiry via the Internet. Participant Guide page Toolbox-6 Refer to the Toolbox page 6 for the formulas to calculate the cost per lease and the cost per traffic of the advertising dollars that you are spending. The numbers that you get from these calculations will help you decide if that advertising was worthwhile or not. You may decide to make some changes to your marketing plan based on what you had to spend to get those leases signed. Price- Be sure your pricing is based on a sound policy and that you have done your research National Apartment Association 40

44 Rental rate adjustments, Participant Guide page 2-12 Show Slide #33 Determining pricing Before you change the rent schedule, you need to determine what the rents should be National Apartment Association 41

45 Chapter 2: Adding Value to the Investment, Continued Rental rate adjustments, We have already talked about the fact that you need to set competitive rents in order to attract residents and to make money. There are a couple of ways you can do this. One is to conduct a market analysis using something like the Market Comparison Survey Form. Participant Guide page Toolbox-17 Review the form and the elements that you look at when surveying the competition. Another way to determine pricing is to use software that helps you determine prices for a certain unit type based on current and forecasted market conditions. Your supervisor will help you learn how to use this software if it is something that your property is using to determine pricing. Optional: If you have any information about how this software works or the data you need to supply for it to work, you may provide that information here. Participant Guide page 2-12 Something that you will want to know is when to increase rents. Your experience and information from historical reports will help you determine when the time is right National Apartment Association 42

46 Chapter 2: Adding Value to the Investment, Continued Rental rate adjustments, Participant Guide page 2-12 and 2-13 Show Slide #34 When to consider a rent increase Review the slide. Something to think about is when your busy traffic season is typically this is in the Spring and Summer, but can vary based on location. You want to be sure that there will be plenty of traffic to fill your vacancies. You should also consider how much time has passed since the last increase. Participant Guide page 2-13 Show Slide #35 Rental increases: Current residents 2014 National Apartment Association 43

47 Chapter 2: Adding Value to the Investment, Continued Rental rate adjustments, Review the content on the slide. See the Participant guide page 2-13 for additional content to discuss regarding each bullet on the slide. Review the subtopic How many units to increase to mention that all unit types should be increased if you are going to increase rates, unless there is a problem with renting a particular unit or type of unit. Ask students what they would do if there were a high demand for one-bedroom units and they didn t have any available, but they did have several vacant two-bedroom units. Would they adjust the rent of the twobedroom unit? What effect would that have on income compared with letting it sit vacant for a few months? Answers include: market the unit as a one-bedroom with a den or office, charge less for the rent since it would be less costly than losing full rent for several months. Use the flipchart to show a calculation, for example: 1 bedroom = $650 2 bedroom = $800 Lease 2 BR for $700 = loss of $100/mo. for 12 month lease Loss to rent 2 BR at lower price= $1200 Loss to have 2BR sit vacant for 2 months = $1600 Discuss the fact that there would be a large gap between rents if this rate adjustment were made and whether that would be an acceptable situation. Questions What questions do you have so far about anything we have covered? 2014 National Apartment Association 44

48 Chapter 2: Adding Value to the Investment, Continued Managing occupancy Now let s talk about managing occupancy. Participant Guide page 2-15 Show Slide #36 Managing Occupancy: Reports Review the slide that discusses the different reports you will want to look at to help you get a picture of your occupancy and the income from your occupancy now and in the near future. Review the content in the subtopic Occupancy reports pointing out what is on an occupancy report, and how software can be used to update the situation on a daily basis National Apartment Association 45

49 Chapter 2: Adding Value to the Investment, Continued Managing occupancy, Occupancy reports are usually looked at along with traffic and sales reports, in order to see how many people have called, come to the office, or responded via the Internet, and what percentage of these resulted in a signed lease. We can look at an example of a report that contains such data. Participant Guide page Toolbox-18 Point participants to the Toolbox to see the sample Weekly Activity Report. Point out the items on the report. Participant Guide pages Toolbox-20 and 21 Show Box Score #1 and Box Score #2 report samples. Review these reports pointing out the different styles and types of data included on the reports. Mention how this data helps keep you aware of the big picture regarding occupancy. Point out how on the Box Score #1 report it shows the traffic analysis information and the leasing agents and their closing percentages. Participant Guide page Toolbox-6 Point out the closing percentage formula that is in the Toolbox on page 6 so that they know how to perform this calculation manually. Participant Guide page Toolbox-24 Point out the Leasing Activity Report sample and the different ways it analyzes the sources, agents, and units National Apartment Association 46

50 Chapter 2: Adding Value to the Investment, Continued Managing occupancy, Participant Guide pages Toolbox-25 and 26 Review the All Units Summary Report, pointing out the exposure calculations that are provided. Review the Lease Expiration Report showing how you can see when each unit s lease will expire for planning purposes. Participant Guide page Toolbox-10 Point out the calculation for determining leasing exposure. Look at the month-to-month lease percentage formula and explain the impact of these types of leases. Many companies limit the amount of MTM leases they have at any one time because the resident can leave anytime and you cannot plan the timeframe or amount of cost that you will incur as a result. Participant Guide page 2-15 What did we say was the biggest source of income? Answer: Rent Let s look at how we can see how much we are collecting in rent. It s a report called a rent roll. This can be produced at any time to show the collections and occupancy at that moment. You can compare rent potential with money lost from vacancy, concessions and collection losses. Explain that this affects your income targets and ultimately the owner s objectives National Apartment Association 47

51 Chapter 2: Adding Value to the Investment, Continued Managing occupancy, Participant Guide page 2-16 Review the subtopic What should be included on a rent roll. Participant Guide pages Toolbox-27 and 30 Review the Rent Roll Sample #1 and Rent Roll Sample #2 reports. Point out the summary at the end of the rent roll on page Toolbox-29 and on page Toolbox-32. Another report that is helpful is the Delinquency report. As it sounds, this report tells you who are late on their rent payments and other fees, and what is being done about it. Participant Guide page Toolbox-33 Review the sample of the Delinquency Report. Participant Guide pages 2-16 and 2-17 A collection summary analysis should be done to see how well collection procedures are working. First, look at the rent roll to see what is owed, look at the bank deposit summary to see rent paid and look at the delinquency report to see who is delinquent. If you don t collect your rent from your current residents, you won t meet your income objectives! 2014 National Apartment Association 48

52 Chapter 2: Adding Value to the Investment, Continued Managing occupancy, What can you do if you discover that you have not done such a good job of collecting rents? Let s say your delinquency report shows a lot of late payments what can you do? Answers include: assessing late fees in addition to returned check fees as a deterrent, giving residents discounts for payment on time, and using the eviction process as a way to get payment or to get rid of residents who will not pay so that you can get in some residents who will pay! Participant Guide pages Toolbox-34, 36, and 37 Review the sample Bank Deposit Summary Report, Monthly Income Summary Report and Monthly Transaction Summary Report You can use these reports to see income versus budget. They show the money that has been deposited, and the different categories of money that have been collected during the month. We will talk more about these different categories in Chapter 4 when we look more closely at budgets. Participant Guide pages Toolbox-38 and 39 Review the Lost Rent Summary Report and the Concessions Report and talk about how these reports show you the rent you are losing due to the current rent vs market rent, and the concessions you are currently giving as well as when they are going to end National Apartment Association 49

53 Chapter 2: Adding Value to the Investment, Continued Managing occupancy, Participant Guide page Toolbox-41 Look at the Demographics Report. Explain that this shows you the profile of your current residents. You can look at your marketing sources, traffic analysis and leasing activity to see where improvements can be made in who you are attracting. Explain how, when looked at together, all the reports help you get a picture of how you re doing with your occupancy and your income. Mention that the property manager will need to look at what these reports are telling him or her, and determine what can be done to improve the income situation at the site. In addition to collecting rent from those who live there, which is the most obvious source of income, the manager may want to: increase traffic close more leases market to different people improve the property, or increase rents Participant Guide page 2-17 to 2-19 Show Slide #37 Managing Occupancy: Methods Review the slide National Apartment Association 50

54 Chapter 2: Adding Value to the Investment, Continued Managing occupancy, There are some other things you can do to manage your occupancy. One thing is to know your occupancy trend. This is a forecasting tool that let s you look at the future percentage of leased units for a particular timeframe. This will help you plan your marketing strategies and to make you aware of your potential expenses. Participant Guide page 2-18 Review the example of the calculation to determine the percent occupancy. Another thing you can do is to stagger your lease expirations. This will help to avoid a large number of leases all expiring at the same time. What would happen if a lot of leases expired at the same time? Answers: you would need to rent a lot of units or face an income loss, you would need to conduct make-ready maintenance on a lot of units and at the same time, increasing costs and the burden on the maintenance staff. Participant Guide page 2-19 You may consider strategies such as shorter or longer leases rather than the traditional 12 month lease, and even making the month that the leases expire coincide with the heavy traffic months. You can stagger the months during which leases expire, the date of the month during which leases expire. You do need to be aware of your state laws and regulatory requirements, since there may be mandates about lease terms, and some government-assisted properties are not allowed to offer less than a 12 month lease National Apartment Association 51

55 Chapter 2: Adding Value to the Investment, Continued Managing occupancy, Refer participants to the subtopic Turnover ratio and explain what it is, and how it is determined. Participant Guide page 2-20 Discuss how you are looking for a general picture not a particular month s turnover. Explain that this will allow you to assess future occupancy and potential expenses. It also will help point out if you are experiencing a high turnover so that you can try to figure out the cause. The national average for turnover in an individually metered, garden style, market rate apartment community was 54% according to the 2013 NAA Income and Expense Analysis Survey. Participant Guide page 2-21 Review the reasons that turnover may vary. Activity #2: Adding Value Ask small groups to look at the case study and answer the questions on adding value. Debrief ideas. Questions What questions do you have about managing occupancy? 2014 National Apartment Association 52

56 Chapter 2: Adding Value to the Investment, Continued Expenses Earlier we talked about what you can do to add value to the property. The first thing was to increase income. The next was controlling expenses. As a CAM, you will be responsible for controlling costs. We talked about some of the types of expenses you may incur. Who can tell me what some of the expenses are? Answers could be: maintenance, administrative, salaries and personnel, taxes, insurance, utilities, contract services, advertising and marketing Participant Guide page 2-22 Let s look at some of the categories of expenses that you will have to deal with, and talk about which ones can be controlled. Show Slide #38 Expenses 2014 National Apartment Association 53

57 Chapter 2: Adding Value to the Investment, Continued Expenses, Fixed expenses do not vary with the occupancy level of the property. They include: o property taxes o insurance payments. Review the information on page Participant Guide page 2-23 Variable expenses are controllable expenses and sometimes vary with occupancy. They include: o utilities o maintenance contract o landscaping o turnover costs o recurring repairs and maintenance o marketing/advertising o payroll and benefits Some of these are controllable by doing things like retrofitting restroom fixtures to save water and thereby saving money on that utility. Other things that can be controlled are rates charged by vendorsyou may be able to negotiate a deal to not accept a rate increase that they are suggesting or to delay the increase for a year. Bigger companies have the power to negotiate and can often get discounts. You may also be able to get a revenue share for the community from cable and phone providers if you make a certain company the preferred provider at your community. Some companies classify this as an income source rather than an expense deduct. If you advertise in a printed guide, ask for a discount. They are at a disadvantage as compared with Internet companies now, and may be willing to drop their rates National Apartment Association 54

58 Chapter 2: Adding Value to the Investment, Continued Expenses, Working efficiently can also save you money. For example, if you need to have a unit painted in order to turn it, you may have internal staff whom take care of make-ready maintenance but they are backed up, you may be able to hire contractors to have it done in a day as opposed to waiting a week for your own staff to take care of it. If you figure out the cost of advertising per lease and cost of advertising per traffic, you can keep an eye on inefficient advertising methods and stop using them. It s good to spend your money where it works best for you. You want to know that you have traffic coming in and that there are signed leases as a result of that traffic. Let s look again briefly at how you can determine these costs. Participant Guide page Toolbox-6 Review the examples of cost of advertising per lease and cost of advertising per traffic. Participant Guide page 2-23 and 2-24 Capital expenses are expenses for things like appliances, heating and air conditioning equipment and costs for large improvements like new roofs or swimming pools. Review the content in the subtopic Capital expenses which continues onto page Review the depreciation example. Participant Guide page 2-24 A replacement reserve account is money that is set aside for projects like paving parking lots and putting on new roofs. This is like a savings account in which you put money on a regular basis so that when you need to do a major project you have the funds National Apartment Association 55

59 Chapter 2: Adding Value to the Investment, Continued Expenses, Some lenders require these funds. This is more common with HUD assisted properties. Debt service, which is your mortgage payment, is another expense. This payment is not considered an operating expense, but it is subtracted from income when calculating cash flow. We will talk more about that in the next chapter. Participant Guide page 2-24 and 2-25 Show Slide #39 Cost Benefit Analysis Before spending money, it is a good idea to look at how the expense will benefit you in the long run. Ask a participant for a time when he or she has done a cost benefit analysis in their own life. Answers may include: Purchase a new car vs. keep an old car running and be payment free for a while, buy a house vs. rent, depending on the market conditions, installing central air in the house rather than using air conditioners in the hot months National Apartment Association 56

60 Chapter 2: Adding Value to the Investment, Continued Expenses, At an apartment community, the benefits may be financial, such as increased income, a cost savings (and ultimately an increase to income) or the benefit of having satisfied employees who don t leave and therefore cost you money to hire new staff and train them. Another benefit may be time, such as when you need to move new residents into an apartment and it would be faster for you to hire outside contractors to turn it rather than having in-house staff do it. On the other hand, in-house staff would be less expensive, and if you didn t have anyone waiting for the apartment, you could save money. Tell them that doing a cost benefit analysis will be helpful to them for many of the decisions that they make as a CAM. Participant Guide page 2-25 Show Slide #40 Accounting Practices There are several accounting tools that you can use to help you keep track of where money is coming from and where it is going. Review the slide National Apartment Association 57

61 Chapter 2: Adding Value to the Investment, Continued Expenses, Participant Guide page 2-25 and 2-26 Review the subtopic Budget control log pointing out: this tool helps you operate within your projected budget by tracking expenses as they occur and comparing them with budgeted amounts expenditures should be recorded according to the company s accounting practices, whether when incurred or when paid this will help you avoid any surprises at the end of the month because you will be able to post your known expenses and then add others as they occur this log will not match the financial statement on a monthly basis, nor is it intended to. Review the subtopic Invoices, pointing out how to review and what to do if an error occurs. Explain the importance to trying to pay all invoices within the discount period if one is offered in order to save money. Participant Guide page 2-27 Review the subtopic Check request/payment voucher. Discuss the process of completing a check request, once an invoice is approved for payment, and what the check request voucher should contain. This may be a manual or electronic process, depending on the property. The accounts payable department writes and sends the checks. Review the subtopic Petty cash and describe the purpose of this account and how it should work National Apartment Association 58

62 Chapter 2: Adding Value to the Investment, Continued Expenses, Participant Guide page 2-28 Resident records are another way you can keep track of money that has come in. We have looked at several reports that show what residents pay in rent and when their leases expire, but a rent history report is useful because it shows all the fees they owe, such as rent, utilities and other fees, as well as what they have paid historically. Security deposits are routinely collected from new residents. When they leave their apartments, you owe them their deposit back. You can deduct certain things from this deposit, and you must provide the resident with a report detailing what you deducted and why, along with any balance owed to him or her. This helps you to keep track of the money that is coming out of the account in which you keep security deposits. There are state laws regarding the handling and disposition of security deposits and you are responsible for knowing the law in your state. There is a list in your Resource Materials book that tells you the laws by state. Participant Guide page 2-29 Discuss the alternative to paying high security deposits by using a bonded or insured deposit. Review the subtopic Collection of former resident accounts pointing out: collection methods vary they are regulated by state and federal law companies who collect for you usually get a percentage of the money they bring in as their fee 2014 National Apartment Association 59

63 Chapter 2: Adding Value to the Investment, Continued Questions What questions do you have before we move on? Transition That brings us to the end of this chapter. Now its time for our second skill check National Apartment Association 60

64 Skill Check #2 What this Skill Check covers Show Slide #41 Skill Check #2 This Skill Check covers the material from Chapter 2: Adding Value to the Investment. Setup Explain to participants that they will now complete the second skill check for this course. They will work individually to complete the skill check, and once complete (or time runs out) you will provide the answers which they can use to score themselves and use as a study guide for the exam. This skill check can be completed using their Participant Guide to look up the answers. Guide. Refer to Skill Check #2 in the Skill Checks tab of the Participant Explain that they have 15 minutes to complete the skill check, and then you will: call time, and provide an answer key National Apartment Association 61

65 Skill Check #2, Continued Working Time Allow participants 15 minutes to work. As they work, walk around the room offering help where needed and to see how they are doing. Once the time has lapsed, ask participant to stop. Some may not complete the skill check in the time provided and that is OK. The answer key contains all the information they need to study for the exam, and this is just a way to reinforce what they have learned. Debrief Distribute the Answer Key to Skill Check #2 to each participant. Explain that the Answer Key is a good tool for them to use when studying for the exam National Apartment Association 62

66 Chapter 3: Economic Analysis of a Property Estimated time: 1 hour and 15 minutes What we ll cover In this chapter we will cover the different calculations that you will need to perform in order to analyze the financial condition of your property. We will talk about financial statements and will calculate the cash flow of a property. Show Slide # 42 Background Participant Guide page 3-2 Show Slide #43 Economic Analysis There are 2 questions that managers and investors usually ask when analyzing a property. How well has the property performed over a given period of time? Where does the property stand at a given point in time? Financial statements are used to answer these questions National Apartment Association 63

67 Chapter 3: Economic Analysis of a Property, Continued Financial statements The first of the 2 financial statements we will look at is the balance sheet. Participant Guide page 3-3 Show Slide #44 Balance Sheet Balance Sheet May 31, 2001 ASSETS Petty Cash 300 Cash 11,055 Cash Fund 7,700 Prepaid Insurance Building 16,350,000 Less Depreciation 885,000 Building Net 15,465,000 Land 3,750,000 Furniture & Equip 400,000 Less Depreciation 100,000 Furniture & Equipment Net 300,000 Escrow 223,000 Total Assets 19,534,055 LIABILITIES Accounts Payable 55,000 Notes Payable 12,275,000 Accrued Interest Payable 637,700 Accrued Property Tax 422,000 Security Deposit Liability 96,000 13,485,700 EQUITY Partners Equity 9,010,355 Distributions to Partners -432,500 Prior Period Earnings -2,544,500 Current Earnings 15,000 6,048,355 Module 8: Financial Mgmt Total Chapter Equity 2 19,534, The balance sheet represents the financial status of a property at a moment in time. It is not used on a daily basis. Review the 3 sections of the balance sheet: asset = economic resources that benefit an investment. (property, cash, bonds) liability = economic obligations to non-owners equity = the excess of the assets after deducting liabilities. This will vary National Apartment Association 64

68 Chapter 3: Economic Analysis of a Property, Continued Financial statements, The other financial statement is the income statement. Participant Guide page 3-3 Show Slide #45 Income Statement Income Statement 12/31/2000 Income Rental Income $19,450,000 Other Income (Fees, Vending, Utilities) 1,815,000 Vacancy & Collection Loss -97,500 Effective Gross Income $21,362,500 Operating Expenses Fixed Expenses $1,268,000 Real Estate Taxes 97,600 Insurance Variable Expenses Payroll 238,100 Repair & Maintenance 598,800 Utilities 1,636,000 Contract Services 335,000 Administrative & General 272,000 Management Fee 102,000 Advertising & Leasing 190,000 $4,737,500 Other Expenses Interest 912,000 Replacement Reserves 200,000 1,112,000 Total Expenses 5,849,500 Net Income Module 4: Fair Housing 15,513, The income statement measures performance for a span of time. All revenues and expenses are recorded and represent increases or decreases in the owner s profit, compared to the budget. The purpose is to inform managers and owners of the operations of the property. This will allow you to make comparisons, set goals and maintain control. Concepts There are many concepts to understand in order to be able to determine and report the net operating income of the property. We will talk about each of these concepts now, and then finish up the discussion by calculating the cash flow of a property National Apartment Association 65

69 Chapter 3: Economic Analysis of a Property, Continued Concepts, Participant Guide page 3-4 Show Slide #46 Accounting methods Review the slide. One of the first things to understand is which accounting method your property uses to report financial data. The accrual method gives a more realistic picture of net operating income within the period. Show Slide #47 Cash Flow Review the slide. Talk about the fact that this may be a positive or negative number National Apartment Association 66

70 Chapter 3: Economic Analysis of a Property, Continued Concepts, Participant Guide page 3-5 As a CAM you are going to be more concerned with net operating income than cash flow because you will have limited ability to control capital expenses and debt service. Let s take a look at what a cash flow statement looks like so that we can see what goes into the calculation. Participant Guide pages Toolbox-42 and 43 Refer participants to the Cash Flow statement in the Toolbox. The completed sample on page 42 shows the actual calculation. There is also a blank template on page 43 that participants can use on the job if they like. Point out that there are different parts of the calculation, and that at the end you determine whether there is any money left or not. We are going to talk about each part of this calculation now. Write the following heading on the flipchart: Cash flow calculations Post this flipchart where all can see it and leave it up for the remainder of class. Note: You will be adding the different formulae to the flipchart during this chapter National Apartment Association 67

71 Chapter 3: Economic Analysis of a Property, Continued Concepts, Participant Guide page 3-5 Show Slide #48 Gross Potential Rent (GPR) The first thing we need to look at is the Gross Potential Rent or GPR. This is the total rent being collected from all occupied units at current leased rents plus the market rent of all vacant units. This is the 100% possible income figure. All other income and expenses are measured and evaluated as a percent of GPR. Let s look at an example. 250 Units Write the following on the flipchart: 230 occupied at average monthly rent of $759 = $174, vacant units at average market rent of $810 = $ 16,200 GPR = $190, National Apartment Association 68

72 Participant Guide page 3-5 Show Slide #49 Market Rent Review the subtopics Market rent and Loss to lease and talk about the loss that is created when you charge less than market value for rent. Show Slide #50 and #51 Loss to Lease and Loss to Lease Example Review the example provided at the bottom of page 3-5. Talk about the fact that if lease rents are close to market rents and loss to lease is minimized, some managers feel that market rents may need to be increased. This is an example of something you can do to increase income as we talked about in the previous chapter on when to raise rents National Apartment Association 69

73 Chapter 3: Economic Analysis of a Property, Continued Concepts, Participant Guide page 3-6 Show Slide #52 Vacancy, Concession, and Collection Loss (VAC) Vacancy, concession and collection loss or VAC is the next thing we need to understand. This is the total value of rent loss from o vacant units o concessions given to residents o collection losses from writing off bad debt o amount of rent loss from non-revenue units (those used as offices, model units or rent free units provided to employees.) Total VAC can often run higher than 10% of GPR. Explain that some companies treat vacancies and concessions as expenses so they appear below the revenue line on the operating statement (cash flow). Show Slide #53 and #54 Effective Gross Income (EGI) and Other Income (OI) Effective Gross Income or EGI is the next concept you need to understand. Who can tell me what EGI is? Answer: Net rental income or total rental income National Apartment Association 70

74 EGI can be calculated like this. Write the following formula on the posted flipchart under the header Cash flow calculations EGI = GPR-VAC To calculate EGI, you need to take your GPR and subtract all rent loss from it National Apartment Association 71

75 Chapter 3: Economic Analysis of a Property, Continued Concepts, Write the following on the flipchart GPR = $4,892,000 VAC = ($678,000) EGI = $4,214,000 Review the example. Participant Guide page 3-7 Other income is something you need to understand. This is the money collected for items other than rent. We talked earlier about some of the sources of income that you have at a property. Who can name some things that you can collect money for, other than rent? Answers include: laundry, vending, cable, deposit forfeitures, parking, amenity charges, late fees, pet fees, application fees, administrative fees, lease premium fees. Other income can be up to 10% of your total income. In 2009, the NAA Income and Expense Report survey found that for garden apartment communities the per unit income, other than rent, was $658! Participant Guide page 3-7 Now we have talked about EGI (Effective Gross Income) and OI (Other Income). You use these 2 numbers to come up with your Gross Operating Income or GOI National Apartment Association 72

76 Chapter 3: Economic Analysis of a Property, Continued Concepts, Write the following on the posted flipchart below the formula for EGI GOI = EGI + OI You add all sources of income together to get your Gross Operating Income. EGI = $4,214,000 OI = $ 145,000 Write the following on the flipchart GOI = $4,359,000 Review the example. Now that you have calculated all the potential income that you can have on a property, you can start deducting the expenses you have. Participant Guide page 3-7 Operating expenses are the first of the expenses we will talk about. These are all fixed and variable expenses that are incurred while managing the property. Capital expenses and Replacement Reserve Account payments are not typically considered as operating costs, although some companies may handle that differently. Who can tell me some examples of fixed and variable expenses? We talked about these in the last chapter National Apartment Association 73

77 Chapter 3: Economic Analysis of a Property, Continued Concepts, Answers include: salary/personnel costs, insurance, taxes, utilities, management fees, administrative fees, marketing, contract services, repairs and maintenance costs. Let s calculate the total operating expenses for a property. Write the following on the flipchart Operating expenses: Administrative & Management fees 183,900 Marketing 101,000 Repairs & Maintenance 164,000 Personnel 365,000 Utilities 133,000 Taxes & Insurance 779,000 Contract Services 77,900 Ask students to calculate the Operating expenses of this property. Answer: $1,803,800 Taxes and insurance and personnel costs are the greatest of these. Participant Guide page 3-8 Show Slide #55 Gross Operating Income (GOI) Once we know our operating expenses, we can determine what our Net Operating Income or NOI is. Write the following on the posted flipchart below the formula for GOI 2014 National Apartment Association 74

78 NOI = GOI OE Let s look at an example National Apartment Association 75

79 Chapter 3: Economic Analysis of a Property, Continued Concepts, Write the following on the flipchart GOI = $4,359,000 OE = $1,803,800 NOI = $2,555,200 Another thing that is helpful to understand is the Operating Expense ratio. This is also known as the expense to income ratio. It tells you how well you are doing at controlling expenses. Remember we said one of the ways that you add value is to control expenses. Participant Guide page 3-8 Show Slide #56 58 Operating Expenses (OE), Net Operating Income (NOI), Operating Expense Ratio Review the subtopic Operating expense ratio pointing out that the ratio depends on the age of the property, location and which expenses are included the formula to calculate the percentage, and the national average is 40% National Apartment Association 76

80 We can look at an example of the operating expense ratio using the numbers we just came up with. Write the following on the flipchart Operating expenses = $1,803,800 GPR = $4,892,000 = 37% We have talked about almost all of the components with which to calculate our cash flow National Apartment Association 77

81 Chapter 3: Economic Analysis of a Property, Continued Concepts, We said that our operating expenses didn t include two additional expenses we have to consider. Participant Guide page 3-9 Show Slide #59 and #60 Capital Expense (CE) and Debt Service Review the subtopics Capital expenses and Debt service. Before we do the cash flow calculation, there are a couple of useful things that you can figure out once you know your GOI and total expenses. Show Slide #61 Break-even Occupancy Ratio Review the slide. This ratio is important to know so that you are aware of the occupancy ratio that you need to maintain in order to pay the operating expenses and debt service for the property. In this case you need 71% occupancy! This may also be expressed per square foot, for the purposes of determining rental rates and trying to find ways to increase the return on investment National Apartment Association 78

82 Chapter 3: Economic Analysis of a Property, Continued Concepts, Show Slide #62 Break-even rent per sq. ft. Review the slide. Participant Guide page Toolbox-47 Refer participants to the completed Market Rent Schedule. Point out that the formulas for how the numbers are calculated are provided in the header row. Mention that another way to calculate the amount of revenue you should be getting is to calculate it per square foot, as some of the reports show square footage of all units of a certain size and the total revenue that should be coming in based on that square footage. Point out other useful information on this schedule. Participant Guide page 3-10 We are ready to calculate the cash flow of a property now that we have looked at each of the components that we need to understand in order to do it. Let s look at a sample calculation first and then you will calculate one yourself National Apartment Association 79

83 Chapter 3: Economic Analysis of a Property, Continued Concepts, Write the following on the posted flipchart below the formula for NOI Cash Flow = NOI CE/RRA DS Review the cash flow equation, including the information in the notes section. Talk participants through the example of the calculation. Explain that the Capital Expense number includes the Replacement Reserve Account money set aside for such projects. Activity #3: Calculate cash flow Refer participants to Activity #3 in the Activities tab in the Participant Guide. Show Slide #63 and #64 Cash Flow Calculation and Activity #3: Cash Flow Setup Tell participants that they will work individually using their calculator to calculate the cash flow for the NAA Apartments using the data provided. Tell participants they first need to determine the new numbers, and that you will allow them a few minutes to work on that and then show them the calculations for those numbers. Then, they can calculate the cash flow with all the new numbers National Apartment Association 80

84 Chapter 3: Economic Analysis of a Property, Continued Activity #3: Calculate cash flow, Working time Allow participants to: determine the new numbers to use for the GPR, Vacancy and Operating Expenses (allow about 5 minutes for this) stop them and show them the calculations they should have used (these are provided in the subtopic Debrief of activity #5 below, and can be shown on the flipchart), and tell them to go ahead and calculate the cash flow. Allow about 5 minutes and then ask the group for their attention and do the debrief. Debrief of Activity #3 To get new GPR = 1,249,325 x = 1,293, To get new Vacancy = Use new GPR (1,293,051) x 8% = 103,444 To get new OE ratio = Use the new GPR x 41% to get the new Operating Expenses (1,293,051 x 41% = 530,150.91) Cash Flow calculation: (bolded numbers show changes) Current New GPR $1,249,325 $1,293,051 Vacancy 112, ,444 Effective Gross Income 1,136,886 1,189,607 Other Income 55,000 55,000 Gross Operating Income 1,191,886 1,244,607 Operating Expenses 482, ,151 Net Operating Income 709, ,456 Capital Expenses 112, ,000 Debt Service 424, ,373 Cash Flow 173, ,083 Note: If time and skill level permit, feel free to continue this exercise and change several assumption numbers with the results for cash flow being different. This will allow the student to understand the inter relationship between the numbers and the factors that impact NOI and cash flow. You can try to increase all rents by $5.00 or make Operating Expenses a certain number of dollars per unit and show how that impacts cash flow. Tell participants that as a CAM they will likely have a manager or supervisor to assist them with their financials as they get started National Apartment Association 81

85 Chapter 3: Economic Analysis of a Property, Continued General Ledger Participant Guide page 3-11 Show Slide #65 The General Ledger The last thing we are going to talk about regarding economic analysis is the general ledger. The general ledger is the record of the accounts that support the major financial statements. The sub-accounts or ledgers are given names or numbers. These are often called the Chart of Accounts. Accounts are organized into groups. An example would be under Marketing and Promotion, you may have sub-accounts for: o advertising o off-site marketing o flags and banners o apartment guides o Internet advertising sources You will need to know the account numbers at your property so that you can record transactions. You will likely have to code your invoices prior to getting them paid. Let s look at a General Ledger Report and Chart of Accounts so you can see what they look like. Participant Guide pages Toolbox-44 Review the G/L report and the chart of accounts to see how items are categorized and coded. Participant Guide page 3-11 Review the subtopic Financial or operating statements and point out that the CAM will need to know the cut-off date for recording transactions within a reporting period, so that the right things can make it onto the income statement or operating statement National Apartment Association 82

86 Chapter 3: Economic Analysis of a Property, Continued General Ledger, On the income statement or operating statement, the accounting activity is compared with the budget and the variance is determined. The variance between actual and budgeted amounts may be positive or negative. Let s look at how the variance percentage is determined. Participant Guide pages Toolbox-15 Review the content and example of Variance percentage. While a negative variance in income is unfavorable, a negative variance in expenses is a favorable outcome. Questions What questions do you have before we move on? Transition That brings us to the end of this chapter. Now its time for the next Skill Check National Apartment Association 83

87 Skill Check #3 What this Skill Check covers Show Slide #66 Skill Check #3 This Skill Check covers the material from Chapter 3: Economic Analysis of a Property. Setup Explain to participants that they will now complete the third skill check for this course. They will work individually to complete the skill check, and once complete (or time runs out) you will provide the answers which they can use to score themselves and use as a study guide for the exam. This skill check can be completed using their Participant Guide to look up the answers. Guide. Refer to Skill Check #3 in the Skill Checks tab of the Participant Explain that they have 15 minutes to complete the skill check, and then you will: call time, and provide an answer key 2014 National Apartment Association 84

88 Skill Check #3, Continued Working Time Allow participants 15 minutes to work. As they work, walk around the room offering help where needed and to see how they are doing. Once the time has lapsed, ask participant to stop. Some may not complete the skill check in the time provided and that is OK. The answer key contains all the information they need to study for the exam, and this is just a way to reinforce what they have learned. Debrief Distribute the Answer Key to Skill Check #3 to each participant. Explain that the Answer Key is a good tool for them to use when studying for the exam National Apartment Association 85

89 Chapter 4: Budgets Estimated time: 1 hour What we ll cover Participant Guide page 4-1 Show Slide #67 Background In this chapter we will talk about what a budget is, what it s used for, and the different types of budgets. We will also talk about the development process, and how you can use your analytical skills to manage your budget and make decisions based on what you see happening. Who can tell me what a budget is? Answer: A budget is an itemized summary of estimated income and expenses for a given period of time. As a CAM, you may be responsible for creating a budget for your property. But, even if you aren t, you will need to interpret the information so that you can explain the differences between actual income and expenses compared to budget. The budget is the way to plan your financial activities. Let s talk about the purpose of a budget. Participant Guide page 4-2 Show Slide #68 Purpose of a budget 2014 National Apartment Association 86

90 Chapter 4: Budgets, Continued Types of budgets Review the slide. Add information as necessary using the Participant Guide. Participant Guide page 4-3 There are three (3) types of budgets. They are: o lease-up o modernization/retrofit, and o stabilized First we will talk about the features of a budget that is created for use during lease-up. Show Slide #69 Lease-up Budget Review the slide adding any additional points from the Participant guide. Mention that budgets should not be adjusted, although you may adjust your forecasts as you learn more about actual income and expenses during this time, and you should note the circumstances and events that occur and that affect the budget so you can explain the variances and make recommendations 2014 National Apartment Association 87

91 Chapter 4: Budgets, Continued Types of budgets, Modernization budgets are the second type of budget. These are used when a property is being updated or undergoing retrofitting. Participant Guide page 4-4 Show Slide #70 Modernization Budget Review the slide. The third type of budget is one for a stabilized property. This means that the property has been established for a period of time and should be operating under normal conditions. The budgeting process for this situation is more of a routine National Apartment Association 88

92 Chapter 4: Budgets, Continued Types of budgets, Participant Guide page 4-4 Show Slide #71 Stabilized Operating Budget Review the slide. Explain that for this kind of budget you focus on what you spend your money on (upkeep) and how to maximize income. Remind them that their responsibilities as a CAM are to increase income and control expenses. Ask participants if anyone has worked at a property that was in a lease-up situation or undergoing modernization of some kind and have them talk about what impact that had on their day-to-day operations. Budget development and management Participant Guide page 4-5 While you may or may not be responsible for creating the budget for your property, it is useful to understand how a budget is developed, so that you can manage it better once it is your responsibility to follow it. Let s talk about the budget development process National Apartment Association 89

93 Chapter 4: Budgets, Continued Budget development and management, Review the process table pointing out: the first step is to know the owners investment goals for the property (Remind them that as a CAM they are also responsible for meeting the financial goals of the investment, and you can t do that unless you know what the owner s goals are!) there are many sources of information that you can use to come up with the numbers to use in your estimates assigning the numbers to each category is a matter of looking at the recurring expenses and putting those in, and then adding other estimates to the remaining categories. There are some tips to help you develop your budget data should you be the one developing the budget. Participant Guide pages 4-6 and 4-7 Show Slide #72 Tips for developing budgets Review the slide, using the content in the Participant Guide to further explain each point National Apartment Association 90

94 Chapter 4: Budgets, Continued Budget development and management, During the budgeting process, we often use extrapolation to forecast figures. Extrapolation is to estimate a number by extending known information. This is like being able to tell what your costs will be for the coming months by looking at what they were in the previous months. When you do this, though, be careful that the data you are using doesn t contain any high or low numbers that are based on unusual circumstances. Participant Guide page 4-8 Review the examples in the subtopic Extrapolation. Review the subtopic Annualization, explaining that it is the mathematical calculation without the important function of eliminating abnormal occurrences that impact the regular income or expenses. Tell participants that there is an example of how they can annualize a number in the Toolbox on page National Apartment Association 91

95 Chapter 4: Budgets, Continued CAM responsibilities As a CAM there are certain things that you will be responsible for when it comes to working with budgets. Let s look at them. Participant Guide page 4-9 Show Slide #73 CAM Responsibilities Review the slide. You can use a Budget Control log and operating reports to help you stay within budget as much as possible. Since a budget is full of estimates, there will always be variances between budgeted numbers and actual income and expenses. By comparing these numbers you will be able to see what is happening and be able to explain any variances. That is typically done using the reports on a monthly basis National Apartment Association 92

96 Chapter 4: Budgets, Continued CAM responsibilities Mention that the income statement or operating statement usually has budget and actual information on same document as well as YTD comparisons and sometimes prior year comparisons. As you notice variances between budgeted and actual amounts, you will need to analyze them. Some will be easier to analyze than others, such as when an emergency repair is necessary. Other things are more difficult to analyze. There are some questions you should ask yourself when analyzing budget variances. Let s review them now. Participant Guide page 4-9 Review the questions to ask when looking for reasons for a budget variance. Ask participants if they can think of anything that has happened in their own community that has impacted their ability to rent apartments or raise rental rates? Participant Guide page 4-10 In addition to analyzing the variances you will need to explain them. Variances should be explained using the terms favorable or unfavorable. You should also know how to discuss the percentage of change in addition to the actual dollar amount. Remember that there is a formula for determining the variance percentage in the Toolbox on page National Apartment Association 93

97 Chapter 4: Budgets, Continued CAM responsibilities, Activity #4: Review a Budget Once you are aware of the issue and the cause, you should be able to make a recommendation as to what can be done about it. For example if rental income is low due to low occupancy, the recommendations could be to increase advertising, lower rents, or add a new service to attract residents. Instruct the students to look at the budget in Activity #4. As a group, identify figures that may point to extraordinary conditions or needs. Review possible causes for abnormally high or low costs. Questions What questions do you have on anything we have talked about with regard to budgets? Transition Now it s time for another Skill Check National Apartment Association 94

98 Skill Check #4 What this Skill Check covers Show Slide #74 Skill Check #4 This Skill Check covers the material from Chapter 4: Budgets Setup Explain to participants that they will now complete the fourth skill check for this course. They will work individually to complete the skill check, and once complete (or time runs out) you will provide the answers which they can use to score themselves and use as a study guide for the exam. This skill check can be completed using their Participant Guide to look up the answers. Guide. Refer to Skill Check #4 in the Skill Checks tab of the Participant Explain that they have 15 minutes to complete the skill check, and then you will: call time, and provide an answer key 2014 National Apartment Association 95

99 Skill Check #4, Continued Working Time Allow participants 15 minutes to work. As they work, walk around the room offering help where needed and to see how they are doing. Once the time has lapsed, ask participant to stop. Some may not complete the skill check in the time provided and that is OK. The answer key contains all the information they need to study for the exam, and this is just a way to reinforce what they have learned. Debrief Distribute the Answer Key to Skill Check #4 to each participant. Discuss the answers. Explain that the Answer Key is a good tool for them to use when studying for the exam National Apartment Association 96

100 Chapter 5: Property Valuation Estimated time: 30 minutes What we ll cover In this chapter we will talk about the reasons that you may want to know the value of a property, and the different methods used to determine the value. Show Slide #75 and #76 Chapter 5 and Property Valuation Background Participant Guide page 5-2 Property valuation is the process of determining the value of a property. There are many different reasons why you may want to know the value of a property. Let s review them now. Ways to determine property value Review the subtopic Purposes of valuation. There are several approaches or methods used by appraisers and other real estate personnel to value properties. We will look at each of them briefly. Participant Guide page 5-3 Show Slide #77 The Cost Approach Review the slide National Apartment Association 97

101 Chapter 5: Property Valuation, Continued Ways to determine property value, This approach is useful for insurance purposes and for accounting purposes when depreciation has to be estimated for taxes. This is not typically the approach used to value multi-family income-producing property. Participant Guide page 5-3 Show Slide #78 The Sales Comparison Approach Review the slide. This approach is just like doing the market comparison survey we talked about earlier, when we discussed raising rental rates. Using this method, appraisers compare different properties and focus on similarities and differences among properties and transactions that affect value. Only in this case you are trying to compare sales prices rather than rental rates. Review the list of items that appraisers will compare in this method in the subtopic Sales approach comparison at the bottom of page National Apartment Association 98

102 Chapter 5: Property Valuation, Continued Ways to determine property value, Participant Guide page 5-4 Show Side #79 The Income Capitalization Approach Review the slide. From an investor s point of view, earning power is the major element affecting value. The more the net operating income, the higher the value. In an apartment property, the income stream has a value based on current income, and what value could be expected in future income. Since most investors purchase apartment properties as an investment, this is the most common approach used to value multifamily housing communities. However, if an appraiser is valuing a property for the purpose of financing a purchase where a loan is involved, all three (3) methods are required to value the property. So they don t just use one approach, they do the cost, sales and income approaches to verify their numbers. There are several other things that an appraiser looks are when determining value. Review the table at the bottom of page 5-4, to describe the other things that are looked at, and their different attributes National Apartment Association 99

103 Chapter 5: Property Valuation, Continued Ways to determine property value, Participant Guide page 5-5 Show Slide #80 Capitalization Capitalization is the primary method used in income capitalization. It is a tool that you should be aware of but it s not something that you will use on a daily basis. It will be useful to understand when thinking about ways that you can increase the income and ultimately the value of the property you are managing. The estimated income that is used for this calculation is based on the reason for the valuation. Review the different sources of income that may be used that are listed on page 5-5. Review the example of the value calculation using NOI that is shown at the bottom of page 5-5. Participant Guide page 5-6 Review the example of how a manager could increase income, and using the cap rate, determine how much value that income would add to the property. Questions What questions do you have about property valuation methods? 2014 National Apartment Association 100

104 Transition Well, that brings us to the end of the materials that we will cover today! It s time for the last Skill Check! Skill Check #5 What this Skill Check covers Show Slide #81 Skill Check #5 This Skill Check covers the material from Chapter 5: Property Valuation. Setup Explain to participants that they will now complete the final skill check for this course. They will work individually to complete the skill check, and once complete (or time runs out) you will provide the answers which they can use to score themselves and use as a study guide for the exam. This skill check can be completed using their Participant Guide to look up the answers. Guide. Refer to Skill Check #5 in the Skill Checks tab of the Participant Explain that they have 15 minutes to complete the skill check, and then you will: call time, and provide an answer key 2014 National Apartment Association 101

105 Skill Check #5, Continued Working Time Allow participants 15 minutes to work. As they work, walk around the room offering help where needed and to see how they are doing. Once the time has lapsed, ask participant to stop. Some may not complete the skill check in the time provided and that is OK. The answer key contains all the information they need to study for the exam, and this is just a way to reinforce what they have learned. Debrief Distribute the Answer Key to Skill Check #5 to each participant. Discuss the answers. Explain that the Answer Key is a good tool for them to use when studying for the exam National Apartment Association 102

106 Course Wrap-Up End of Course That brings us to the end of the course. I hope that you will find the information that you learned in this course helpful to you as you continue your management careers. Course Review Thank the participants for attending the class and ask them to complete the course evaluation before they go. Remind them that they can use their Answer keys to the Skill Checks to study for the exam and wish them luck! Course exam The CAM exam is delivered in 2-parts over a 4 hour period. Part I is 115 multiple-choice questions timed for 2 hours. Part II is 75 scenario-based multiple choice items, also timed for 2 hours. Both Parts of the CAM exam test knowledge and application of content from ALL 9 modules. The new CAM exam is ONLY delivered on a computer in a proctored environment. The exam is available at Affiliate offices and Castle Worldwide locations across the country. Click here to go to a testing site or visit Refer students to the Candidate Handbook for additional testing information. Participants will need an eligibility code to access the exam. The eligibility codes will be distributed by the local apartment association after completion of the required coursework. Upon completion of the NAAEI exams, participants will receive their results immediately. All participants will receive diagnostic information on their performance in the major content areas of CAM. If a participant passes their exam, they will receive a passing notice. If participants do not pass the exam, they will receive their score report, in addition to a profile of their strengths and weaknesses based on the domains (sections) included in the exam. Participants who do not pass the exam, may retake it again after 7 days. Retesting fees for one part of the exam at an association or Castle location is $ Retaking both parts of the exam at an association or Castle location is $ National Apartment Association 103

107 Certified Apartment Manager (CAM) SM Activity #1: How the Four Factors Affect Multifamily Investments Instructions Discuss the following questions with your group and write your answers in the space provided. 1. In what ways do the general economic and market conditions effect the safety of an investment in a multifamily housing property? 2. Why is it important to know the owner s investment objectives for the property you manage? 2014 National Apartment Association 1

108 Certified Apartment Manager (CAM) SM Activity #2: Adding Value Case study The Tallulah Estates Apartment Community has 218 units. 193 units are occupied at this time, which is an occupancy ratio of about 88%. A Market Comparison Survey shows the competition has occupancy at 95%. There are some leases that will be expiring in the upcoming month, and none of them are preleased. In addition to that, there are about 18 residents who are delinquent on their rent. The total amount of these delinquencies is nearly $20,000! Look at the Property Activity Report on the next two (2) pages to see a summary of the occupancy and leasing activity at the community. Traffic looks low and conversion rates for the leasing consultants looks low as well. Your strategy What would you do to improve the situation described above? Work with your group and use the class materials to determine your strategy National Apartment Association 1

109 Certified Apartment Manager (CAM) SM Activity #2: Adding Value, Continued Property Activity Report 2014 National Apartment Association 2

110 Certified Apartment Manager (CAM) SM Activity #2: Adding Value, Continued Property Activity Report, 2014 National Apartment Association 3

111 Certified Apartment Manager (CAM) SM Activity #3: Calculating Cash Flow Instructions Using the data for the NAA Apartments below, calculate a new cash flow for this property making the following changes to the existing data: 1) Increase the GPR 3.5% 2) Decrease VAC to 8% 3) Change the Operating Expense ratio to 41% GPR 1,249,325 VAC 112,439 EGI 1,136,886 OI 55,000 GOI 1,19l,886 OE 482,300 NOI 709,586 CE 112,000 DS 424,373 New GPR = $ New Vacancy = $ New Operating Expense = $ Cash flow calculation: Gross Potential Rent Less: Vacancy, Concession & Collection Loss Effective Gross Income Other income Gross Operating Income Total Operating Expenses Net Operating Income Capital Expenditures Debt Service CASH FLOW 2014 National Apartment Association 1

112 Certified Apartment Manager (CAM) SM Activity #4: Review a Budget 2014 National Apartment Association 1

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114 Certified Apartment Manager (CAM) SM 2014 National Apartment Association 3

115 Certified Apartment Manager (CAM) SM 2014 National Apartment Association 4

116 Certified Apartment Manager (CAM) SM 2014 National Apartment Association 5

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118 Certified Apartment Manager (CAM) SM 2014 National Apartment Association 7

119 NAAEI thanks you for taking the Certified Apartment Manager (CAM) program. Following is a list of items that you may find on the NAA Web site that may not be included in the program text that is to be used for your reference while taking the courses in this program: Supplement/Resource Materials CAM Skill Checks and Answer Key Additional Course Handouts These files may be downloaded from the NAA Web site by visiting: