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Keys to a Smooth Management Transition

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Probably the most difficult, important and often delayed decision the board of a co-op or condominium makes is deciding to change management companies.  Numerous factors, both realistic and psychological, play into this, but one of the most prevalent is the fear of change and the requirements of getting a new management company up to speed.

Unfortunately, the final decision is often made after communication has virtually broken down with the manager and the company, the building’s services and physical plant have deteriorated and the financial records are in poor shape.

Our Strategic Management Program Uses Sound Business Principles

What many boards fail to understand is that some management companies are organized and prepared to move in, take control and bring order to a deteriorated situation.  At Matthew Adam Properties, we follow the policies outlined in our Strategic Management program.  Strategic Management is our adaptation of sound business principles.  We set objectives and a timetable so our performance and the property’s improvements can be measured.  It is a planned approach to property management rather than the usual band-aide cure.

We follow this approach in the transition process.  As we transition the property into our portfolio, we are cognizant that every detail – every record, every management professional’s decision – must be incorporated into management files for the property.  Our Strategic Management program facilitates the transition process and helps us move quickly when we officially start.   We keep the board informed of our progress and alert it to any problems encountered.

When we are retained, we immediately conduct a full evaluation of the property’s operations and finances.  We then create a customized Strategic Management Plan that includes financial issues, service contracts, maintenance, repairs and long-term capital improvements.  This is reviewed periodically with the board.

Organization and Communication are Key Points in Management Transition

While we are working on the Strategic Management Plan, our transition team is working to get the property up to speed.  In taking control of the process we emphasize two points: communications and organization.  It is important that we develop a solid working relationship with the board.  Often, we find board members wary of property managers after a disastrous experience with the previous company or companies.  We work hard to demonstrate our capabilities and professionalism in getting the tasks accomplished.  In organizing the transition, we follow our Management Transition Checklist and the procedures outlined in our Strategic Management program.  These guide us in collecting the information we need.  In some instances, we have found that bookkeeping is totally disorganized and a great deal of information is missing, or hasn’t been recorded.

The Real Estate Board of New York (REBNY) has instituted a professional pledge signed by most management firms saying they will provide the required records and information.  In reality, often the fired management company is lax or resistant to turning over the records. In these instances much of the needed information can come from the auditor, if he/she is still on board.  Sometimes, the auditor has also been fired making it more difficult to obtain records.

We need copies of maintenance contracts, the general ledger and bills that have been paid or are outstanding.  We also have to understand a building’s cash flow requirements and need to know the schedule and amount of mortgage and real estate payments (for co-ops), the payroll and which residents are delinquent in their monthly payments.

Communication and people skills are a significant part of a property manager’s job description and these talents come into play when dealing with the staff.  Very often, when the previous property manager has been lax in his responsibilities, the work quality of the staff has deteriorated.  The new manager must walk a fine line between acting like a bull in a China shop and wanting to change everything immediately and one who shows his/her authority, but will listen to the employees and work with them to make improvements.

To improve the quality performance of the staff, a manager can modify work schedules and job descriptions, however, the union must be kept informed of changes and the changes must comply with labor agreements.

The building’s superintendent should play an important role in this, unless he is a large part of the problem.

Overall, a professionally organized and implemented transition can be smooth while affording the board an opportunity to evaluate operations and services and discuss additional improvements with the new manager.

Complying Early with Local Law 87 Has Benefits

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Buildings that comply with Local Law 87 prior to their assigned date can benefit from various incentives before funding runs out or regulations change.

The legislation requires large buildings to conduct an energy audit and a retro-commissioning study every 10 years.  The energy audit identifies areas where energy and cost savings could be implemented, though not mandated. The retro-commissioning requires “base building systems” to be at performance capabilities. If not, corrective measures are required.

Incentives for Completing both Retro-Commissioning and Audit

The heating requirements of the retro-commissioning require analysis be conducted during the heating season, which ends in March, negating the possibility of compliance this year. The law provides an incentive for buildings that complete both the retro-commissioning and the audit by the end of 2013.  If accomplished, the date for the next round of compliance is 10 years past the assigned date.

Reports are required based on the last digit of the tax block number.  For example, buildings with the last digit of 3 are required to file in 2013, with 6, in 2016.  The later a building is required to file, the more advantageous it is to comply in 2013.  Those buildings whose tax block number is 2, would be required to file in 2022.  But, if they comply in 2013, the next mandated compliance period would not be until 2032.

Buildings covered by the law are larger than 50,000 gross square feet or two or more buildings on the same tax lot that comprise more than 100,000 gross square feet as we’ll as two or more condominiums governed by the same board that together exceed 100,000 gross square feet.

But, there are significant benefits for buildings complying before the required timeframe, says Brian King, president and CEO, Ecological LLC, an environmental sustainability company.

Incentives are offered by NYSERDA (New York State Energy Research and Development Authority) and others to improve the energy use in buildings.  Changes to the incentives or a lack of funds may make them unavailable in future years.

Energy Auditing Can Save You Money Long Term

While changes are not mandated in the energy auditing component of Local law 87, buildings can save money long term by implementing some or all of the recommendations.  One incentive available involves financing upgrades to heating and cooling systems through the payment of utility bills.  For example, if NYSERDA lends a building $1 million for upgrading, which saves approximately $200,000 annually in energy costs, the building can pay this off in five years through an agreement with Con Ed on its utility bill.  The building will be charged the same amount as if it hadn’t upgraded (which would be an additional $200,000 annually over the actual expense) and in five years that would total the $1 million loan from NYSERDA.  After five years, the building is saving at least $200,000 in energy costs annually.  An option being considered is Pace Bonds, which would be similar to the NYSERDA loans and could be paid back through incentives in real estate taxes.

Several cities, including Philadelphia, Seattle, San Francisco and Washington, DC, have passed legislation similar to Local law 87, and about a dozen states are looking into various aspects of it.

Matthew Adam Properties is working with Ecological LLC to conduct the audits and retro-commissioning in buildings we manage and developing plans for compliance.  A key part of the audit is a cost benefit analysis.

Matthew Adam Properties is on the leading-edge of management firms in promoting energy conservation and “Green” technology.  We are one of the few, if only, management company in New York with a division headed by a LEED certified professional dedicated to sustainability and promoting “Green” initiatives. The goal is not only to reduce costs and gas emissions, but to create a safer and healthier environment for residents of properties we manage.

Local Law 87 is part of a package of four laws called the “Greener, Greater Buildings Plan,” enacted in 2009 to improve the energy and water efficiency of the city’s largest buildings.

Another of the laws, Local Law 84, requires annual benchmarking of energy and water systems with the city publishing the results. Local Law 85 requires that plans for renovations or upgrades demonstrate how the project complies with the Energy Code.  Local Law 88 requires upgrading to lighting systems and installations of electrical submetering in apartments. Buildings covered by this law have until January 1, 2025, to comply.

The goal of the package is to reduce greenhouse gas emissions by 30 percent by 2030.

Reducing Renovation Costs

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             While multi-family buildings are looking to keep costs down as much as possible in this economic environment, there are certain items that need to be addressed.  One of these is the physical upkeep of the property, says Ira Meister, president and CEO of Matthew Adam Properties.  An important area is the public spaces, which immediately give a visitor insight into the attention to detail in the management of the property and how the residents view their homes.

Appearance of public areas can affect property value

“In fact,” Meister says, “the appearance of the public areas has an impact on the value of the building and the price of units.  Spaces that show their age might give the prospective buyer an indication that the mechanical systems may lack proper maintenance, which could lead to higher maintenance/common charges or a special assessment.

“The hallways at 1175 York Avenue needed to be refurbished and we wanted to add ‘Green’ elements to reduce costs and make the environment healthier for residents and staff,” Meister says.

He notes that in today’s economy with construction and renovation projects less plentiful contractors are more competitive and buildings can obtain lower bids than prior to the recession of 2008.

“While this helps to reduce costs, there are other ways to do so, and we diligently pursue these,” Meister says.  “One way is through the purchase of materials.”

For 1175 York Avenue, the asset manager at Matthew Adam researched the cost of materials such as carpeting, wall coverings and lighting fixtures and then aggressively bargained with the vendors to get a better price.

“We reduced the designer’s budgeted cost of materials by $150,000,” Meister says.  “The diligence of Martin Traub, the asset manager, paid off for the co-op.”

“Green” initiatives have long-term savings

In addition to installing new carpeting and wall covering, Matthew Adam had energy-saving, compact florescent lighting installed.  While the initial cost is higher for the lighting, long-term there is savings in the cost of the bulbs and energy.  Other “Green” initiatives are found in the adhesives and surface coatings.

“At Matthew Adam Properties we are in the forefront of bringing “Green” materials to the properties we manage,” Meister said.  “In every project we are involved with we see how we can bring our “Green” initiative to bear.”

A Geothermal Well in Manhattan

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Matthew Adam Properties is committed to promoting and implementing “Green” systems wherever possible in properties it manages. In fact, points out President and CEO Ira Meister, the firm has its own Sustainability Department headed by a LED certified professional.

One of the more unusual projects for the firm was the installation of a geothermal well in a small, multi-family co-op it manages on East 93rd Street.

“Many are surprised to hear that we were working with engineers to install a geothermal well in Manhattan, and while it is unusual, it is not the first,” Meister says.  “It is estimated there are about 100 geothermal projects in the five boroughs, mainly in institutional buildings, such as the Times Square TKTS Booth, the Brooklyn Children’s Museum and the Queens Botanical Garden.”

In Manhattan, Meister points out, most building sites tend to be small, so the wells are vertical.  The building on East 93rd Street is in the Carnegie Hill section of Manhattan, which is higher than other areas, which facilitated the drilling.  The wells usually go to a depth of 1,500 feet. 

Use the Natural Energy of the Earth to Heat Your Buildings

Geothermal energy systems use the earth’s constant temperature to heat and cool buildings.  They are dug to the level where the earth maintains the water temperature at a constant level.  Actually, the systems are not wells, but a series of pipes.  Here is how it works.  In winter, the warm water is drawn from the earth through a series of pipes using the natural warmth of the water to deliver it to a heat pump inside the property, which transfers it to the air circulated though interior ductwork to heat the interior.

In summer, Meister says, the process is reversed and heat is extracted from the air inside the building and transferred into the earth.  The system also uses some of the heat generated to provide hot water.

Geothermal Systems are More Efficient Then Conventional Heating

The Environmental Protection Agency estimates that geothermal systems are 75 percent more efficient than oil furnaces, 48 percent more efficient that gas furnaces and 40 percent better than air source heat pumps.

The expense varies depending on the size of the property and the extent of the drilling, but it is estimated that costs are recovered in from two to eight years.  In addition to the energy savings, tax credits may be available as well as financial assistance from NYSERDA (the New York State Energy Research and Development Authority), which promotes the use of alternative energy technologies.

Other positive factors, Meister points out, are lower maintenance costs since the systems do not burn fossil fuels, which require cleaning and upkeep of the fuel and gas systems.  In addition, the pipes in the system are warranted for 50 years and the above ground equipment of 25 to 30 years, about twice the life expectancy of a furnace or other conventional systems.

A Lobby Designed by a Pre-Eminent Designer

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Increasingly the value of apartments in New York is determined in part by what is known as “curb appeal” or the design and maintenance of the exterior of the building and the lobby.  Developers are spending more effort and money today to make the entrances as modern and edgy as possible to attract high-end buyers.

One of the luxury buildings Matthew Adam Properties manages was a forerunner of this type of thinking back in the 1960s, says Ira Meister, president and CEO of Matthew Adam Properties.

Raymond Loewy the Father of Industrial Design

“Plaza Tower, the luxury apartment building at 118 East 60th Street is noteworthy for several factors,” Meister says.  “The 232-unit, 34-story building is a midblock high-rise, just down the block from Bloomingdale’s with an attractive circular driveway and a fountain.  But, most noteworthy and unknown to many is designer of the lobby. It was Raymond Loewy, who is known as the ‘father of industrial design.’ In fact, this is the only residential lobby that Loewy designed.”

While Loewy may not be known to many, the average American comes across his designs almost daily.   Included are the slenderized Coca-Cola bottle, the logos for Shell Oil and Exxon, the interiors of Saturn I and V space capsules as well as Skylab.  He designed packages, cars, appliances, and numerous logos.

Modernize and Keep the Integrity of the Design

“Loewy called his design concept ‘beauty through function and simplification,’” Meister says, “and it is evident in the lobby of Plaza Tower.  When it was time to upgrade the lobby our challenge was to modernize it while respecting the integrity of Loewy’s design.”

Loewy’s open-air design included marble and terrazzo floors, a gold-leaf dome, and an ancient Buddha in a niche.

“We replaced the furnishings without taking away from the design element,” Meister said.

One notable change was in the lighting.  Consistent with the “Green” initiatives in Matthew Adam properties, energy efficient lighting was added that both improved the look of the space, made the lighting more dramatic and reduced energy costs.

“We are proud to have worked with the designer and contractor on this project and were able to respect the integrity of the design done by a pioneer in industrial and consumer design,” Meister said.

Washer/Dryers and Dishwashers Require Preventive Maintenance to Avoid Flooding

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Several appliances in the home can cause damage to the apartment where they are housed as well as to neighbors’ apartments, says Ira Meister, founder and CEO, Matthew Adams Properties, a leading property management firm.  While these incidents are not frequent, they can be costly and are easily preventable.

Specifically, Meister cites washer-dryers and dishwashers.  If a break occurs in a water line, it can lead to serious flooding in the apartment and also to the downstairs neighbor’s unit.  Floors, carpeting, walls, art, furniture and many other expensive items can be damaged

Meister encourages residents to replace the water supply lines that come with the clothes washer with specialized long-lasting lines, such as those marketed by Floodchek.  The weaker lines can break, yet still continue to carry water that can cause flooding.  The hoses should be checked annually for kinks, cracks, stiffness or brittleness. The replacement costs only $10-$20, while a flood can cause damage in the thousands.  There should also be a shut-off value in the event the line breaks.

Always install a backflow preventer on the appliance, Meister says.  This can also be installed in dishwashers. This would be useful if the internal valve sticks and water starts to back up and forces hot water into the cold water lines.

An important preventive measure for clothes dryers, Meister says, is cleaning the vent that connects the dryer to the flu.  This should be done at least annually using a vent brush or vacuum to remove the lint. Lint buildup can decrease the efficiency of the appliance and eventually have the lint back-up into the dryer.  A blocked vent can create excess moisture in the room and possess a fire risk.

The lint trap in dryer should be cleaned prior to every use.

It is also wise to have homeowner’s insurance that covers flooding accidents in both your apartment and a neighbor’s.

Legislature Extends NYC’s Co-op/Condo Property Tax Abatement

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Several months ago we discussed the failure of the New York State Legislature to extend the property tax abatement for co-ops and condos, says Ira Meister, president and founder of Matthew Adam Properties, Inc., a premier property management firm.  Well, the good news is that earlier this year, the  legislature voted to continue the abatements, though with several significant changes.  However, the legislature’s action came too late to include the abatements in the 2012/13 fiscal year, so they will be applied to the 2013/14 taxes.

The legislature also failed to make permanent the abatements, which have been authorized with continuing legislation since the late 1990s, Meister notes.

The impact of the abatement is significant. “There are approximately 365,000 co-op and condo units in the city and the city estimates the abatement saves these taxpayers on average approximately $1,200 per unit,” Meister says.

Condo owners pay the property tax directly to the city.  For co-op shareholders, the tax is included in the monthly maintenance charges.

The most significant change is in eligibility. To qualify, the unit must be the primary residence.  If not, the abatement will be phased out and completely removed for the 2014/15 fiscal year beginning July 1, 2014.  If the eligible taxpayer owns three or fewer units in the building, all  are eligible for the abatement.  If four or more, none are.  The city’s Department of Finance is checking income tax records and other filings to ascertain whether the unit is the primary residence.

The abatement is based on the assessed valuation of the property.  For fiscal year 2012/13 it is 25% for properties assessed at $50,000 or less,  22.5% for properties between $55,001 and $55,000; 20% for those assessed at $55,001-$60,000 and 17.5% for those assessed over $60,001.

The abatement increases again in the next two fiscal years for all except the highest level.

Before the extension, the abatement was 17.5% for all units valued at more than $15,000 and 25% for those assessed at $15,000 or less.

“Remember,” Meister says, “this is the assessed valuation based on a complex formula and not the market price of the unit.

“While the new legislation increases the abatement for co-op shareholders and condo owners, it still assesses them at a higher rate than owners of single-family homes,” Meister says.

Ira Meister’s Fire Safety Tips

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.Since childhood, we’ve repeatedly heard tips on fire prevention and what to do if there is a fire

“While most of us have heard these tips, they bear repeating,” says Ira Meister, founder and CEO, Matthew Adam Properties, a leading property management company. “And remember, one of the easiest and most important steps is to check the smoke and carbon detectors in the apartment.”

When clocks are moved each spring and fall, there are announcements that residents should check their detectors, Meister points out.  Unfortunately, many people ignore this.  It is easy and takes less than a minute.  Each detector has a test button that can be pushed to see if the battery is charged.  The city recommends changing the battery every spring and fall.  Detector batteries also give off a shrill sound when they are dying, a sign to replace them. These detectors, by the way, are required for all apartments under city law.  The city also recommends changing smoke detectors every 10 years and carbon monoxide detectors every five to seven years.

In addition to having the detectors in apartments, buildings should place them in the hallway as well as in incinerator rooms and the garage, Meister says.

Ira Meister Keeps His Residents Safe and Secure 

Equipment that should be checked periodically by building staff are the sprinklers and standpipe located in stairwells to make certain that all are working properly.  This can be done by outside contractors.  Yet, Meister believes the best procedure is to have it done by the superintendent, who has been received certification from the city.  Certification requires taking an approximately 25-hour course and passing a written exam.

The benefit of having certified staff is two-fold, Meister says. The inspections should be conducted monthly and doing them in-house is much less costly. Secondly, in the event of a malfunction, personnel are on-hand who are familiar with the system.

Residents, particularly those with children, should develop a fire evacuation plan and also remember to obey Fire Department instructions.  This would include knowing when to leave an apartment, and when to stay, having an escape route to the exits in the event of a heavy smoke, arranging for a meeting point and what to do if it is best to stay in the apartment.   As a quick guideline, Meister says, fire travels up, so if the fire is below, evacuation should be considered.  If the fire is above the apartment, it may be best to stay in the unit.

There is considerable literature available on fire safety from the city and Fire Department.

“It doesn’t take much time to be prepared, and it can save lives,” Meister says.

The Importance of Good Communications

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“After many years in property management, I know that good communications is essential to successful management,” says Ira Meister, President and CEO, Matthew Adam Properties.  He notes that often problem arise because good communications is lacking.

To counter this, Matthew Adam Properties asset managers are trained to be good listeners and to be pro-active.  “It’s not only promptly replying to phone calls, text messages or emails,” Meister says.  “It includes visiting the properties and talking to board members, staff and residents.  A few words with someone can alert the manager to a potential problem or help resolve an issue quickly.”

Another vital area of communications, Meister says, is alerting residents to repairs in the building that can cause temporary service disruptions.  A while back, residents were notified by a sign in the elevator, or in the lobby, telling them that the elevators may be shut down for a few hours or maintenance of the boiler will curtail hot water for several hours.

Ira Meister Keeps His Residents Notified and Up to Date With Building Events and Changes

Today, there are numerous ways to notify  residents.  Meister says that Matthew Adam Properties works with a company called “My Building” to help communicate with residents.  A website is customized for each property to provide numerous services to keep residents informed, make maintenance and service requests, notify them of package deliveries, or to make monthly maintenance, common charge or rent payments.

The system provides various options to notify residents of upcoming service interruptions, emergencies or building news.  Most visible is a monitor usually located at the  front desk or in the mail room that shows by unit number whether there is a delivery to be picked up.    The monitor also shows current information about service interruptions or building news as well as reminders of building policies.

Other means of communication include text messages and phone alerts.

“The use of technology has greatly increased our ability to communicate with residents in real time,” says Meister.  “While useful and needed, technology does not replace the personal contact and quick response time to messages that are at the heart of excellent management.”

 

Reducing Costs with “Green” Lighting

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Matthew Adam Properties is implementing a comprehensive lighting program that saves money for the properties it manages as well as helping to protect the environment and improving lighting quality, says Ira Meister, President and CEO.

This is possible through the exponential advances in LED (Light-Emitting Diode) lighting in the past decade.   The impact is seen in many areas of buildings the company manages, from the compactor rooms on each floor to the lobby.

Meister says Matthew Adam Properties coordinates with lighting companies that produce LED products to benefit from cutting-edge technology and the ability to customize the products.

“By taking advantage of the latest in technology as well as using professionals to guide us, we are making a difference,” Meister says.

While the initial cost of LED lighting is greater than for the standard lighting, long-term there are significant savings. LED uses less energy and adapts well with sensor lighting.  Another significant savings, particularly in larger buildings, is maintenance, Meister says. Less staff time is required to change light bulbs as LED lighting lasts many times longer than conventional lighting.

Some areas where Matthew Adam Properties has made improvements are:

Stairwells – Dual-timer systems are now installed in the stairwells of many buildings.  “We’ve replaced the standard lighting with low-intensity, energy-saving lighting that is on full time and supplement this with motion activated full lighting,” Meister says.

            Lobby – In addition to the environmental and cost savings, the new lighting   provides different light tones that accentuate lobbies and give them a more dramatic look.   Motion-sensor lighting is installed in mailroom areas to reduce energy usage.

            Compactor rooms – Motion-sensor lighting has been installed in many of these areas.

The lighting program is part of the company’s conservation program spearheaded by the Sustainability Division headed by Kendra Stensven.  Kendra is LEED certified, making Matthew Adam Properties one of the few, if not the only, management company with a LEED certified person heading a “Green” division.

“The division is part of our overall program to use innovative thinking and a professional approach to provide quality management for the buildings in our portfolio,” Meister says.