How Landlords Should Handle a Natural Disaster

Oftentimes, natural disasters uproot ongoing lives in cities and raise havoc in heavily populated areas. Whether you have recently experienced a flood, tsunami, earthquake, landslide, or hurricane there are many steps landlords and tenants can take to handle the damage. Here is what you should know about handling property damage caused by natural disasters.

Common Scenarios Between Tenants and Landlords

After experiencing a natural disaster with varying effects and damage on property, four general scenarios may arise between tenants and landlords. The first scenario includes both parties wishing to cancel the agreement for rental occupation. The second scenario involves the landlord wishing the tenants to vacate the property but the latter opposing the move. The third scenario is when both the landlord and tenant wish to stay in the property and the fourth includes the landlords wishing the tenant to continue occupying the property but the latter wishing otherwise.

How Should Landlords Approach Tenants? 

If both the landlord and tenant are in agreement, the contracts and repair services are relatively simple. Mutual agreements between the tenant and landlord, whether choosing to stay or move out, should be solidified with a written contract. However, if the landlord wants the tenant to relocate, they must provide them with a 30-day notice. They can also provide a 60-day no cause notice if the tenants have occupied the property for over a year. It is important to note that landlords cannot charge their tenants for any damage caused by the natural disaster. However, they can charge for expenses of damage that are not related to the natural disaster.

Online Rental Scams: How Can Landlords Avoid Them?

How to Protect the Best Interests of Your Property

People who are looking to let their properties for rent are becoming increasingly aware of the scams taking place. As a result, a cautious approach is adopted when picking renters. Unfortunately, property owners cannot tell whether or not their rental properties are used in scams. However, the following few tips can help you make your property highly credible to a large pool of prospective tenants.

 

Scanning Craigslist

An increasing number of people are turning to Craigslist when they look for rentals. Scam artists also use the website to find rental space. Scanning the rentals in your area on Craigslist every now and then can help in ensuring that your properties are not appropriated by scam landlords.

 

Online Advertising

When putting up a property for rent, property management must be done effectively on the internet. Not only will you have to write an effective description of the rental property, but linking it to a created site will make potential renters view your property in high regard. Since scam artists usually deal in bulk, they won’t have time to create professional webpages, thus putting you ahead on potential suitors’ list.

 

Signage

The property for rent must have a sign that lists the phone number of the landlord. It would help in attracting more suitors if you link your property with a professional property management firm as renters tend to find it easier to conduct business with a company than individual landlords. Advertising the number will help you find tenants quickly.

How to Choose Between Multiple Qualified Tenants

Checking Rental History when Tenant Screening

When there are multiple qualified tenants after your tenant screening process, check with past landlords if there were any problems with the tenant in terms of rent payments. Find out if there was even one instance when the tenant failed to make payments in time as this will help you avoid the smallest of problems and thus find the best possible tenant.

 

Income and Credit Score

The income of an individual can help you figure out whether or not there will be any kind of monetary problems between landlord and tenant. If the rent is below a third of the potential tenant’s salary, you will have little trouble from such an applicant. Similarly, low credit scores point to potentially problematic tenants, and eliminating them from your shortlist will leave you with brighter prospects.

 

Fair Selection Methods

When there are multiple applicants who are eligible for your rental property post tenant screening processes, the best way to pick a tenant is by being fair. First come, first served is the ideal means of selecting from a pool of qualified applicants. Another good method to pick a tenant would be by letting it out to the applicant who showed the highest level of interest in the property. The applications can be sorted based on their strength, so that you can accept the one that is verified first. You can also look at the applications to get a detailed idea about the potential tenants before picking one that would best suit your personal taste.

Five Keys for Tenant Screening

Inform the Applicants about Tenant Screening

Before starting off with tenant screening, it is important to inform applicants that screening is compulsory. Just learning that there is a screening process is sure to eliminate potentially bad tenants, thus saving you valuable time.

Screen Consistently

A comprehensive and systematic tenant screening process for all your potential tenants will protect you in case an applicant makes claims that you have made violations against the Fair Housing Act.

Deciding Minimum Qualification

As the owner of a property in NYC, you are expected to pick a tenant who will give you no trouble with regards to payment of rent or other issues. Decide whether you want tenants who have criminal records, or if such applicants must refrain from applying regardless of how long back they were arrested for whatever reason. Think in detail what kind of tenant you would like before starting with the screenings.

Credit Checks

Once your applicants have met your prior requirements, run a credit check to ensure that they will be able to meet rent and bill payments on time. Get the report directly from the applicant’s credit reported to make sure that there are no shenanigans.

 

Check References

Calling the present or past landlords of an individual will help you determine whether or not an applicant is worthy of your space. Personal and employment references will help you know more about the person, thus enabling you to make an informed decision regarding the outlet of your rental space.

Ten Things You Must Do To Keep A Great Tenant

Be Responsive

Good tenants are important for effective building management. Being responsive when your tenant has any problem can help build a bond that will keep the tenant around for a while.

Address Problems Immediately

No one likes to wait, so make sure that any of your tenant’s concerns are addressed immediately as keeping him/her waiting can aggravate them.

Try to Please Them

Apart from attending to their concerns, you can please your tenant by sending sweets, or occasionally chatting with them to help them feel more comfortable.

Use Quality Appliances and Materials

Tenants are happier when they live in surroundings where there are quality things. Compromising on the quality of appliances may make them think that your rental property is not good enough.

Ensure Regular Maintenance

Attending to all units regularly will ensure that your tenants do not have any problems in this regard, thereby keeping them happy with your rental property.

Maintain Contact

The relationship between you and your tenant can be a little more friendly than average. Drop in once in a while to say ‘Hello,’ or invite them to group activities and suchlike.

Respect Your Tenant’s Privacy

Give your tenants the privacy they need and make sure that you keep out of their business at inappropriate hours.

Choose Wisely

During the screening process, make sure you get all the details of the applicants and that you assess them before letting out your property. During the interview, confirm with the applicant the duration of the rent.

Honor the Contract

If you make any promises to your tenants, make sure that they materialise as the tenant can sue you if you do not keep up the contract.

Changes in Rent

Do not increase the rent too often. Increments must be made based on the market and not personal choice.

Having an Annual Meeting

We’re in the midst of the annual meeting cycle for co-ops and condominiums as most associations hold their meeting in May or June.  This is a good time to look at some aspects of the gathering while it is fresh in the minds of the boards and residents who have just met and for those preparing for theirs.

The co-op or condo annual meeting is much like that of public companies when shareholders, both big and small, gather to hear about the company’s performance and its future prospects from the chairman and president and vote on board members and other issues.  These meetings, on which many companies spend considerable time and expense, are usually held in the spring of the year for companies whose fiscal year ends on December 31.

While far from as elaborate or attention-grabbing as the meetings of the public companies, the annual meetings of co-op and condos are for many of the shareholders and unit-owners at least of equal importance.  For many, the investment in their home is their largest asset. While each meeting has its own rhythm and tone, the basic structure and requirements are similar, and, in fact, mirror to a great extent the corporate sessions.

Annual meetings help inform shareholders and unit owner

There are three main purposes for the annual meeting: to update shareholders and unit-owners on the operations and finances of the property; elect the board as well as vote on other issues, such as amendments to the building’s by-laws; and provide an opportunity for residents to ask questions.

The annual meeting, as with all regulations and rules in a co-op or condominium, is governed by the building’s by-laws. While these are unique to each building, they all call for an annual meeting according to Business Corporate Law of New York State, which govern co-ops and condominiums.

Most meetings follow a standard agenda.  A management report is given, usually by the president or managing agent, describing operations in the past year and specific changes and improvements that were made as well as current issues and future plans.   The treasurer, and or accountant, describes the financial condition of the building and the accountant presents the audit report certifying that the financial records are in order.  The treasurer, president or managing agent also may discuss capital improvement requirements and whether these can be funded from the reserve fund or will require a special assessment or other financial arrangement.

Some co-ops and condominiums require a vote on capital improvements, and some, mainly smaller ones, require a vote on the annual budget.

Why are the meetings usually scheduled in May and June, when most fiscal years end on December 31? One reason is that it takes the accountants time to review and certify the financial statements.  As we all know, accountants are usually immersed in taxes through April, and May and June are the earliest they can complete the financial statements.

The financial reports should be provided to the shareholders or unit-owners sufficiently in advance of the meeting for them to review the document.  They should also receive the text of items to be voted on, if any, and any potential rules changes.

The managing agent usually organizes and sets the agenda for the annual meeting in conjunction with the board president and in some cases directions from the by-laws. 

Attendance varies from building to building and we at Matthew Adam Properties make certain we collect proxies from those who will not attend, or are uncertain, so a quorum is guaranteed.  By the way, a quorum is needed only for votes, so meetings can start on time and votes taken when more residents arrive and a quorum is achieved.

We’re in the midst of the annual meeting cycle for co-ops and condominiums as most associations hold their meeting in May or June.  This is a good time to look at some aspects of the gathering while it is fresh in the minds of the boards and residents who have just met and for those preparing for theirs.

The co-op or condo annual meeting is much like that of public companies when shareholders, both big and small, gather to hear about the company’s performance and its future prospects from the chairman and president and vote on board members and other issues.  These meetings, on which many companies spend considerable time and expense, are usually held in the spring of the year for companies whose fiscal year ends on December 31.

While far from as elaborate or attention-grabbing as the meetings of the public companies, the annual meetings of co-op and condos are for many of the shareholders and unit-owners at least of equal importance.  For many, the investment in their home is their largest asset. While each meeting has its own rhythm and tone, the basic structure and requirements are similar, and, in fact, mirror to a great extent the corporate sessions.

Annual meetings help inform shareholders and unit owners

There are three main purposes for the annual meeting: to update shareholders and unit-owners on the operations and finances of the property; elect the board as well as vote on other issues, such as amendments to the building’s by-laws; and provide an opportunity for residents to ask questions.

The annual meeting, as with all regulations and rules in a co-op or condominium, is governed by the building’s by-laws. While these are unique to each building, they all call for an annual meeting according to Business Corporate Law of New York State, which govern co-ops and condominiums.

Most meetings follow a standard agenda.  A management report is given, usually by the president or managing agent, describing operations in the past year and specific changes and improvements that were made as well as current issues and future plans.   The treasurer, and or accountant, describes the financial condition of the building and the accountant presents the audit report certifying that the financial records are in order.  The treasurer, president or managing agent also may discuss capital improvement requirements and whether these can be funded from the reserve fund or will require a special assessment or other financial arrangement.

Some co-ops and condominiums require a vote on capital improvements, and some, mainly smaller ones, require a vote on the annual budget.

Why are the meetings usually scheduled in May and June, when most fiscal years end on December 31? One reason is that it takes the accountants time to review and certify the financial statements.  As we all know, accountants are usually immersed in taxes through April, and May and June are the earliest they can complete the financial statements.

The financial reports should be provided to the shareholders or unit-owners sufficiently in advance of the meeting for them to review the document.  They should also receive the text of items to be voted on, if any, and any potential rules changes.

The managing agent usually organizes and sets the agenda for the annual meeting in conjunction with the board president and in some cases directions from the by-laws. 

Attendance varies from building to building and we at Matthew Adam Properties make certain we collect proxies from those who will not attend, or are uncertain, so a quorum is guaranteed.  By the way, a quorum is needed only for votes, so meetings can start on time and votes taken when more residents arrive and a quorum is achieved.

While most buildings have one meeting a year, there are some that have periodic informational meetings to keep the shareholders or unit-owners current on building operations and issues.  Some buildings also have a pre-annual meeting session where the residents can get to know potential candidates for the board of directors and receive an update on building activities.  Additionally, when a major issue arises during the year, such as a capital improvement project, a special meeting may be called.

While most buildings have one meeting a year, there are some that have periodic informational meetings to keep the shareholders or unit-owners current on building operations and issues.  Some buildings also have a pre-annual meeting session where the residents can get to know potential candidates for the board of directors and receive an update on building activities.  Additionally, when a major issue arises during the year, such as a capital improvement project, a special meeting may be called.

Keys to a Smooth Management Transition

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.

Washer/Dryers and Dishwashers Require Preventive Maintenance to Avoid Flooding

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

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

.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.