RESIDENTIALResource

Transcription

RESIDENTIALResource

RESIDENTIALResource
THE OFFICIAL MONTHLY NEWS MAGAZINE OF THE NATIONAL ASSOCIATION OF RESIDENTIAL PROPERTY MANAGERS
Into the Sunset
sailing on Vermont’s Lake Champlain
November 2006
This issue features...
How to Grow Your Business and Increase Profits
It’s Time to Cherry Pick or The Great Land Grab
Handling Tenant Requests for Upgrades to Rental Houses
3 Important Steps for a Positive and Profitable Employee Review
Top 10 Management Clauses
SUPPORTING THE PROFESSIONAL AND ETHICAL PRACTICES OF RENTAL HOME MANAGEMENT THROUGH NETWORKING, EDUCATION, AND CERTIFICATION
November 2006 Residential Resource | 1
2 | November 2006 Residential Resource
In This Issue
November 2006
Monthly Columns
5
President’s Message
20 Strong Chapter Tip #17
6
From the Desk of the Executive Director
23 Welcome New Members
26 Ambassador Program
11 You Make the Ethics Call
16 Windows 101
Feature Articles
7
How to Grow Your Business and Increase Profits
8
It’s Time to Cherry Pick or The Great Land Grab
Chris Warren gives us five great ways to make sure our property
management company is at the top of its game.
Are you the one out of three NARPM members that does not own a rental
property for yourself? Do not wait until you are 70, now is the time to buy!
10 Handling Tenant Requests for Upgrades to Rental Houses
Should you approve that request for a new fence or a wider driveway?
Rob Massey, Jr., CPM® gives us a few questions to ask ourselves before
making the decision.
12 Should You Allow a Tenant to Run a Daycare Business at Your Property?
Robert Cain urges you to think twice before allowing a tenant to start up a
daycare business. It may cost you more than you know.
16 First-Hand Fax Act Experience
There has been a lot of buzz lately about the Junk Fax Act. Read about a
NARPM member’s recent run-in with the new law.
17 3 Important Steps for a Positive and Profitable Employee Review
How do you handle employee reviews? The Coach is here to help during
this critical time that reflects on your leadership skills and your company.
18 Top 10 Management Clauses
Inspired after attending the 2006 Leadership Symposium, Carole Davis
wanted to make sure she wasn’t missing out on any important property
management clauses. And she wants to make sure you don’t either.
NARPM HEADQUARTERS
Executive Director: Gail Phillips
184 Business Park Drive, Suite 200-P
Virginia Beach, VA 23462
Editor: Betty Fletcher, MPM®
Tel: 800-782-3452 toll free
E-mail: editorialchair@narpm.org
Internet: www.narpm.org
The Residential Resource is a publication designed and created for the members of the National Association of Residential Property Managers by Organization Management Group, Inc., 184 Business
Park Drive, Suite 200-P, Virginia Beach, VA 23462; 800-782-3452. Copyright © 2006. All rights reserved. Reproduction in whole or in part is allowed only upon permission from the publisher. Opinions
of the authors are not necessarily those of NARPM. Any legal matters or advice mentioned herein should be discussed with an attorney, accountant, or other professional before use in a particular
state or situation. NARPM and its staff assume no responsibility for ads or statements in the publication. NARPM does not endorse any advertising in this publication. All readers are responsible for
their own investigation and use of any products advertised in the Residential Resource. NARPM members receive the Residential Resource as part of the annual dues; subscriptions are available for
$195. Items for publication cannot be returned. Articles can be submitted by sending a Word attachment to editorialchair@narpm.org. Address changes may be forwarded to NARPM Headquarters
at the address listed above. The publisher and editor reserve the right to edit or refuse all publications for content and selection.
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www.rentalhomesplus.com
2006 PLATINUM SPONSOR,
NATIONAL CONVENTION
OFFICERS
From the President
More than 380 members, vendors, and others gathered in
Burlington, Vermont this September, for NARPM’s 18th Annual Convention and Trade Show. We welcomed attendees
from around the country and the world, including one from
Toronto, Canada; several from Hawaii and Australia; and our
first from Bermuda. Sixty first-time attendees participated.
For all, it was an enlightening and enlivening experience—a
rousing success.
Behind this success were the efforts of Wendell Davis,
MPM®, Convention Chair; the Convention Committee members; and our management company, OMG, especially Carla Earnest, Event
Planner; Gail Phillips, CAE, Executive Director; and Cher Leadbeater, Administrative Assistant. Please
join me in extending praise and thanks to them.
This team brought the 2006 theme, “Spread the Knowledge,” alive, with the perfect mix of activities
to help us advance our professionalism: committee meetings, networking, certification classes, workshops, and the trade show. Rounding out this invigorating program were the general speakers: Ladonna
Gatlin, Cam Marston, Steve Oniki, Jamie Gregory, and NARPM’s own Mark Kreditor, MPM®. Adding to
our pleasure were enriching conversations with colleagues, old and new, and the special events. At least
70 of us spent a brisk, sunny afternoon on the President’s Tour and Lunch Cruise on Lake Champlain,
regaling one another with hilarious tales in the game: “I Thought I Had Heard It All”—prizes went to the
three funniest tales. The Autumn Glory Gala was a distinct delight.
For the next several months, our energy and efforts will be focused on planning the 2007 Leadership
Symposium, to be held February 8th & 9th at the Holiday Inn in Chesapeake, Virginia. This year the
leadership training will focus on creating and building strong chapters. All members interested in learning more about leadership are welcome; attending is crucial for committee members and chairs, chapter
leaders, and officers. By the way, this is a great time to begin planning your trip. You may also wish
to attend the one-day NARPM Leadership Training session at the Northwest Regional Conference on
March 23rd at the Doubletree Guest Suites in Seattle, Washington. Moreover, be sure to save the dates
for next year’s convention and trade show—September 26-29, 2007—to be held in Scottsdale, Arizona.
While much remains to be done, NARPM is working in harmony with its mission and making steady
progress toward meeting the goals of the Strategic Plan. An increasing membership—from 1,854 professional members in April to 1,987 as of August—is a clear sign. I am confident that NARPM will continue
along this path. At this year’s convention and in my travels to state and regional chapters over the
course of this year, I met many articulate and bright members who are eager to “Spread the Knowledge”
about our great association and willing to commit their time and energy to make it even better.
Wishing you all a warm and wonderful Thanksgiving,
Rose Thomas, MPM®
President
rose.thomas@pmpbiz.com
301-694-6900 x1001
Sylvia Hill, CPM® MPM®
President-Elect
Bylaws Chair
Strategic Plan Oversight Chair
sylvia@hmsdev.com
408-997-7100 x104
Erika K. Green, MPM®
Secretary
erika@questps.com
817-763-9696 x101
Betty Fletcher, MPM®
Treasurer
Editorial Chair
Finance Chair
betty@fletcherpm.com
501-907-7091 x101
Marc Banner, MPM®
Past President
Nominations Chair
mbanner@cableone.net
208-377-8889
DIRECTORS
Greg Fedro, MPM®
Certification Chair
greg.fedro@recar-realtors.com
512-345-9886
Harold Kalles, MPM®
Website Chair
harold@KallesProperties.com
253-848-9393
Mary M. Love, MPM®
marylove@hawaii.rr.com
808-329-4813
Peter C. Meer, MPM®
Education Chair
meerandco@aol.com
303-332-1550
Fred Thompson, RMP®
fred@orlrent.com
407-571-3650
COMMITTEE CHAIRS
Susan Albern, MPM®
Membership Committee
susan@rmpm.com
970-669-0842
Eddie Davis, MPM®
2006 Leadership Symposium Committee
fasted7@airmail.net
214-956-8888
Wendell Davis, MPM®
Convention Committee
wendelld04@aol.com
904-899-6800
Christopher Hermanski, MPM®
Long Range Committee
chermanski@mainlander.com
503-343-0141
Rose G. Thomas, MPM®
2006 NARPM President
Mark Kreditor, MPM®
Professional Standards Committee
mark@gtfrealty.com
214-522-5700
Kandy Meehan, RMP®
Affiliate Committee
kandy@home4rent.com
913-469-6633
Jim Reimer, MPM®
Legislative Committee
jim@mgmtoneinc.com
208-375-3400
Robert Winger, MPM®
Marketing Committee
robertw@sacramentorentals.com
916-446-6663 x103
One year ago, in Salt Lake City, NARPM hired our company, Organization Management
Group. I am writing this article to give you a report on how excited our company is to
have NARPM as our client.
In the past year I have watched NARPM change and grow. I worked with the Board
of Directors as a team and we came up with wonderful new initiatives that will help
NARPM prosper while supporting the members and chapters. We followed the advice
from a book I found called The Perfect Board, and each meeting we were reminded of
how NARPM leadership can work together towards having that perfect board.
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One of the first initiatives that the Board and Membership Committee embraced was the concept of Chapter Certification. We know there are chapters
that need help, but we do not always know who they are and how they need
assistance. With this new process we can try and lend a hand to a chapter that
wants to be helped. It may mean that this time next year, NARPM will have
decertified a few chapters, but not without putting forth an effort to try and
rebuild those chapters who want to prosper. The NARPM leadership is committed to helping build stronger chapters, so this is a work in progress.
The consensus of the leadership was to start the restructuring of NARPM so it
can better service its members and chapters in the future. Another change that
was adopted involved directors serving as Regional Vice Presidents. These individuals
will be your conduits to the Board of Directors. They will be your ears and your voice.
They will represent your region and the members in it. They will assist in helping chapters grow, along with the Member Services Committe and the OMG Management Team.
You have already heard a little about the restructuring of the leadership training. In
2007, you will have the choice of attending the training session that is closest to you.
The Leadership Symposium, set to take place in February, has been condensed to oneday of leadership training and a half-day of committee meetings. Afterwards, NARPM
will also hold a one-day leadership training session in Washington state in March that will
kick off the Northwest Regional Conference. Pick the session you wish to attend and
watch for more details to be published on www.narpm.org.
One of the final major initiatives was the committee restructuring. A workgroup was
appointed that enabled me to work with some of NARPM’s past presidents, who are
true visionaries of the industry. Today, thanks to the efforts of this workgroup, we can
announce that NARPM will now have seven working committees. Each will have one
chair and several vice-chairs to carry out assigned tasks, which should lead to improved
communications throughout the entire association. Make sure you get involved in this
new structure! You may log on to www.narpm.org to read more on the new committees
and their duties.
Speaking of communications, hopefully you are reading the Leadership Report that is
emailed out at the end of each month. This is my personal electronic newsletter to you,
the member, to keep everyone informed on what is happening throughout NARPM. If
you are not receiving this report please email us at info@narpm.org.
I cannot thank those of you enough who have helped educate our company on NARPM.
We have a management team that I am proud to have helping me with NARPM. We
work well together to take care of servicing you, the member.
Sincerely,
Gail S. Phillips, CAE
Executive Director
How to Grow
Your Business
and increase profits!
by Chris Warren
“it is better to provide
outstanding service...”
I
s your business growing and maintaining profitability? Are you retaining the
business you have? Have you recently
lost any business? Are your owners satisfied
with the services you are providing them?
If so, are they referring business to your
company? Do you have a business plan to
grow your business? These are all questions every property manager should ask
themselves. You will be a step above your
competition and will grow your business
and increase profits by providing outstanding service, focusing on a marketing strategy, pricing your properties competitively,
partnering with REALTORS®, and embracing technology to increase efficiencies.
It amazes me how many times a tenant
calls our office and they are thankful for
us simply answering the phone. Prospective tenants are frustrated because their
calls have not been returned. This may
sound silly but it happens all of the time.
We lease properties very quickly because
we are very responsive to all email and
telephone inquiries. We also run weekend
ads with our cell phones. Tenants prefer
to speak to someone and may not leave
a voice mail at the office. Our goal is to
setup an appointment to show the property to every qualified prospective tenant.
After discussing the features of the property
and qualifying the tenant, we ask if they
would like to schedule an appointment to
see the property. Tenants want the best
home, in the best neighborhood, at the
best price. Tenants usually stop their search
once they find the first property that meets
their needs. The first property manger that
answers the phone and shows a property
meeting these requirements will lease the
property.
One of the best ways to retain current
clients and grow your business is to focus
on a marketing strategy. Our company only
markets properties within 15 miles of our
office. Focusing on a specific area creates
efficiencies. Lower fuel costs and shorter
commutes reduce overhead, and we are
able to quickly show properties to prospective tenants. We bill multiple owners for
running a single newspaper ad by consolidating several properties in a single ad
for the same area. We believe it is better
to provide outstanding service and focus
on our specific area than risk taking on a
property outside of our area that may result
in poor service. We do get calls from owners that have properties outside our area.
We prefer to partner with another NARPM
property manager and get a referral fee.
That same property manager may send our
company a referral for our territory. In the
end, the owner will appreciate your thinking of what is in their best interest, and they
may refer you future business that is in your
marketing area.
The most important result of focusing on
a specific geography is leverage. Because
most of our properties are in the same area,
we frequently get calls on a home that was
just leased. We take that same prospective
tenant or REALTOR® call and provide them
information for a similar property a few
blocks away or one subdivision away. It is
not uncommon for our company to lease
another home to that same prospective
tenant without even putting a sign on the
property. Our owners are delighted when
we can immediately lease a home within a
few days of signing the management agreement. This maximizes profits for the owner
and builds trust in our company.
Leasing and focusing on a specific area will
help you retain and generate new business.
Our owners send us new business every
month because they are happy with the
services we provide them. We exceed their
expectations with the services we provide.
We also partner with local REALTORS® who
work with investors. These REALTORS®
want to sell more homes to their investor
clients. Partnering with a good property
manager will create more sales transactions
for the selling agent and more business for
the property manager. REALTORS® need
your help and want to sell more properties.
Leverage those relations
--- continued on page 15
It’s Time to Cherry
Pick or The Great
Land Grab!
by Chuck Warren, RMP®
A
re you one of the many property
managers that does not own any of
the rental properties you manage?
Odds are, you are. If I were in Las Vegas
right now, I would put money on a bet that
says one out of three NARPM property managers do not own a single rental property for
themselves.
In a 1995 survey by Thomas J. Stanley, Ph.D
and William D. Danko, Ph.D, co-editors of
the best selling book The Millionaire Next
Door, they revealed only 8.4 percent of all
American households owned one or more
rental properties.
I give property managers like us little better
odds. Now is the time to begin buying your
first rental property, or more of them if you
already have some. The “Great Land Grab”
is already beginning in many of our markets.
Home sales are slowing as many people are
renting due to higher sales prices and interest
rates.
Now is the time. Begin to watch your market
since school has begun; you will see sellers
just wishing you would come along and buy
their home at a discount since they missed
the best selling market in the summer. The
more winter sets in, the more they may wel-
come your purchase with a bigger discount.
But we all know these things. What we do
not know is why we always keep waiting and
never start buying. It cannot be because we
are afraid we may not get it rented. Are you
kidding me? Who knows how to get a home
rented better than you?
Let us look at how we make a living. Do you
make a living only from managing properties
and running a business for others? If so, this
is akin to keeping all your cherries in one
bowl isn’t it?
“This is the field you know best
and could buy, sell, hold, trade,
and make profits with your
eyes closed.”
Your everyday life and business can keep
you from investing in stocks, gold, antique
cars, coins, bonds, and IRA’s. Just the same,
it may keep you from investing in something
right at your fingertips—real estate and rental
property. This is the field you know best and
could buy, sell, hold, trade, and make profits
with your eyes closed. Imagine what would
happen if you did it with your eyes open. Let
us give it a try:
We help our owners sell their rental properties every day and cash out with thousands
of dollars of equity that has increased by
holding the properties for some amount of
time. After paying taxes of 15-25 percent,
they still have lots of profit to buy more rental
homes, pay off bills, or go on vacation. What
is so hard about that? You just have to have
one to do it!
We help our owners with 1031 tax deferred
exchanges where they pay no tax on their
profits if they buy up to a bigger rental property or two to three more rental properties
in the same transaction. We all know that if
you bought a “dog” of a rental property, you
could get rid of it in this fashion and start
over with a better one through the trade.
You just have to have one to do it!
Once you own a rental property and keep it
for some time, you can extract the cash you
put into it by re-financing and put the money
back in your pocket “tax-free”, and you still
own the property. You just have to have one
to do it!
Since rents will keep going up over the years
and you will still have this rental property,
you will finally have positive cash flow, too.
“I am not waiting to see all the places
the world has to offer from behind my
walker at the age of 70...”
If you buy a rental home every year, or at
least every other year, you would soon have
a portfolio you can start to live off of. When
you are ready to retire, move out of your current primary residence and into one of you
rental homes. Sell the primary home that
you just moved out of, and have lived in for
several years, and take all the profit out—up
to $250,000 or up to $500,000 if the home
was held in title with a spouse or another
person. All this profit is yours tax-free. Wow,
ever made that much money tax-free working in your business?
Now, flash forward a bit. Remember all
those rentals you have bought over the last
10 or 15 years, one of which you are living in
right now? Just shampoo, rinse, and repeat!
Whoops, I mean, after two years in this
rental home as your primary residence, sell it
and take all the profit again tax-free just like
above. So much for working anymore. Your
job would be just to move every two years
and sell your house. Be careful if you move
into one of your rentals you just acquired as
a trade. Some tax accountants say you have
to live at a property for three years or more
and pay a small recapture tax if you sell it in
that time frame.
What else do you have going on for your retirement? I know you did not just say social
security. And I bet you have already sold all
of those antique cars and spent that money.
Wait a second, why wait until you retire to
start this process? Do it now. Retire at 50 or
55 and sell the business to those youngsters.
You just have to have one to do it!
There is money in rental properties and it is
not in just managing them for other people.
Shades of Rio, Australia, and Cabo San Lucas
dance in my head. I am not waiting to see
all the places the world has to offer from
behind my walker at the age of 70 because
I did not have a little extra money at 45 or
50. Make it a goal to buy at least two rental
properties for your portfolio before I meet
you in H
you in Hawaii at the 2008 NARPM National
Convention. See you there!
______________________________________
Chuck Warren, RMP® is 2006
Vice Chair of the Membership
Committee. He lives in Virginia
Beach, Virginia, working as
Property Management Director
for Realty World Hampton
Roads. Chuck specializes in
higher end rental homes and investors. He
may be contacted by email at Chuck@RentalHomesUSA.com
Handling Tenant Requests for
Upgrades to Rental Houses
by Rob Massey, Jr., CPM
O
ver the years I have received many requests by residents for various improvements to rental houses and apartments.
Some of the requests have been for fencing,
electric garage door openers, ceiling fans,
alarm systems, dog runs, extra landscaping,
added insulation, the widening of driveways,
new interior painting, carpet cleaning, deadbolt locks, etc.
It is difficult to give quick answers to such
requests when representing a number of
different owners since each has their own
separate way of thinking. Most of my owner/
clients heavily rely on my advice for how
to handle situations including these appeals
by residents. So if the cost to the owner is
under my spending limit then I simply make
a decision using my best judgment, taking
into consideration the questions listed below.
On the other hand, if it is over the limit then
I ask myself the following questions and then
refer my recommendations to the owner for
a decision.
•
•
•
Is this suggested improvement something from which future residents will
benefit?
Does this improvement add either rental
value or property value to the rental
house?
Will I want this upgrade to remain with
the property after the resident has va-
•
cated? If not, can the property be easily
restored to its original condition?
Is this something that should have
already been provided?
In cases where the answers to the first three
questions are yes, I have always encouraged
owners to offer to reimburse the resident for
half of the cost, with the understanding that
the improvement remains with the property
upon the tenants’ vacating. For the owner,
it is a method to improve their property for
50 percent off the normal price and keep a
resident happy. Most residents will go along
with this plan.
If we would not want the improvement to
remain with the property for subsequent
occupancies, in some cases I simply tell the
resident that they can make the change provided they restore the property to its original
condition prior to vacating. In these cases
I have them sign an addendum to the lease
agreeing to these terms. If the cost to restore
is significant, I require an extra deposit approximately equal to the cost of restoration
at the time of the signing of the addendum.
This usually results in the tenant withdrawing
the request.
We usually agree to painting and carpet
cleaning requests provided he or she has
lived in their unit for a minimum of three
years and has renewed their lease for another
year. Any less often is considered but the
cost is pro-rated based on a three-year plan
for free, but a renewal for another year must
be signed in any case.
Finally, if the request is reasonable and it is
something that we should have provided
in the first place (and was somehow overlooked), then I usually express that to the
owner in hopes that they will simply provide
the funds needed to make the change at no
charge to the resident.
Improvement requests to rental property can
sometimes present an opportunity to upgrade
a property for a substantial discount and
keep a resident happy. Carefully considering
the best course of action will benefit your
owner and will add value to your services.
______________________________________
Rob Massey Jr., CPM, has served as
a local president for NARPM, the Institute of Real Estate Management,
and the Apartment Association in his
hometown of Louisville, KY. He has
taught several property management
classes and managed nearly 1,000 apartments and
houses before scaling back his property management company to pursue the national Internet listing service he founded known as RentalHouses.com.
You Make the Ethics Call
by Rick Ebert, MPM®
Case Six
Property Manager A enters into a lease listing agreement to find a
tenant for Investors B’s home at a rental rate of $1,000 per month.
Property Manager A finds a suitable renter for the property at $900
per month and calls Investor B with the information. Investor B
states to Property Manager A to verify the applicant’s application
data. While verifying the rental application data, Property Manager
A receives a full price offer on the home from Leasing Agent C who
works for a different office.
Property Manager A informs Leasing Agent C that she is already
working on an application and refuses to consider the new application. Leasing Agent C files an ethics complaint
During the ethics hearing the property manager’s defense in not
submitting the second offer is that there was no state law requiring
her to do so, and that the lease listing agreement does not mandate
that all offers be tendered to the owner for consideration.
Ask Yourself
How do these kinds of comments and actions reflect upon our
industry? What would you do differently, if anything? Would the
property manager’s actions and comments be an ethics violation?
?
?
You Made the Call
Simply because the lease listing agreement is silent as to the tendering of subsequent offers, it does not relieve the property manager
from presenting subsequent offers to the owner. If subsequent offers
are not to be presented once an application has been accepted for
processing, that fact needs to be noted in the lease listing agreement.
Article 3 states, “The Property Manager has a fiduciary responsibility to the Client and shall at all times act in the best interests of the
Client.”
__________________________________________________________
Rick Ebert, MPM® is owner-manager of Austin Landmark Property Services, Inc. CRMC® in Austin, Texas.
Rick is a founding member of NARPM.
Hmmm...
• Why do we press harder on a remote control
when we know the batteries are getting weak?
• If people evolved from apes, why are there still
apes?
• Why do kids get suspended from school when
they were skipping in the first place?
• Why is it that no matter what color bubble bath
you use the bubbles are always white?
• Why does Superman stop bullets with his chest,
but ducks when you throw a revolver at him?
• Is there ever a day that mattresses are not on
sale?
Should you allow a tenant to run
a Daycare Business at your property?
by Robert L. Cain
Y
ou need to be extremely careful, think hard, and get good
legal advice before you allow a tenant to run a daycare
business at your rental property. In lawsuit-happy America,
anything that goes awry results in a lawsuit against the person most
able to pay, not necessarily the one who was at fault. In this case,
that person could be you, the owner of the property, not the tenant.
Accidents should be one of your biggest concerns. Houses that
care for children need to be retrofitted to avoid them. You would
almost need to inspect the house yourself to be sure that there are
no accidents waiting to happen. Even then you might not have
spotted them all. Check the Internet so see if there is information
about setting up daycare and preschools. One website that could
provide the information you need is www.startadaycare.net.
You will also need to get information about what, if any, businesses
are allowed in residences and what permits are required. Check
with the city attorney or building department to get the answers
you need. The failure of your tenant to have the right licenses and
permits would increase your liability should a problem arise or a
child be injured in the business.
Your tenant also needs to have complete liability insurance, possibly with you named as a loss payee, in the event there was any
lawsuit against you. Make sure you have a large umbrella policy
to cover your liability. Ask your insurance agent for some ideas on
how much you need to have.
Your first duty is to yourself, not the tenant. Err on the side of caution. You need to take the responsibility to see that the property is
free from hazards. Most important, if you do not feel completely at
ease having your tenant run a daycare business out of your rental
property, do not allow it.
________________________________________________________
Copyright © 2006 Cain Publications, Inc., used by permission.
Robert L. Cain is a nationally-recognized speaker and
writer on property management and real estate issues.
For a free sample copy of the Rental Property Reporter
or Northwest Landlord call 800-654-5456 or visit the
website at www.rentalprop.com.
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PR
at the 2007 Leadership Symposium
February 8th & 9th, Holiday Inn, Chesapeake, VA
Come strengthen your leadership skills with specialized NARPM training focusing on creating and maintaining strong chapters. The schedule includes Board
and Committee meetings on the 8th and Leadership Training on the 9th.
Holiday Inn, 725 Woodlake Drive, Chesapeake, VA 23320
Front Desk: (757) 523-1500 | Fax: (757) 523-0638
Special NARPM room rate is only $89 per night. Don’t wait to make
your reservations, call the hotel or check it out online at http://www.
ichotelsgroup.com/h/d/hi/1/en/hotel/orfch?_requestid=703216.
NARPM Leadership Training
with the Northwest Regional Conference
March 23rd, Doubletree Guest Suites
Doubletree Guest Suites Seattle Airport/Southcenter
16500 Southcenter Parkway, Seattle, WA 98188-3388
Front Desk: (206) 575-8220 | Fax: (206) 575-4743
Special NARPM room rate is only $109 per night. To make your
reservation call the hotel or log on to their website at http://www.
doubletree.com/en/dt/hotels/index.jhtml?ctyhocn=SEASPDT.
NARPM: 184 Business Park Drive, #200P, Virginia Beach, VA 23462 | P: 800-782-3452 | F: 866-466-2776
www.narpm.org | info@narpm.org
Come Discover Arizona!
at the 19th Annual Convention and Trade Show
nISM
o
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sin AL
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O
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o
S
F OFES
PR
September 26-29
Caleo Resort
Scottsdale, AZ
Next year NARPM is going to
sunny Arizona. Start looking
forward to and planning for an excellent lineup of speakers, education classes,
and workshops. There will also be something for every NARPM member to
enjoy with all of the great things to do while visiting, from playing a round of
golf at one of the many nearby courses to relaxing at the local spa. Log onto
www.scottsdalecvb.com and www.caleoresort.com to catch a glimpse of the
breathtaking 2007 Convention location.
Don’t forget to check www.narpm.org for the latest updates!
to increase your business and partner with those REALTORS® who
work with investors in your marketing area.
Pricing your owner’s property competitively will ensure a quick
lease. We set expectations up front with our owners. Our strategy
is to offer the best home, in the best neighborhood, at the best
price. If there is a 3-2-2 advertised in the newspaper for $1,025
and another property priced at $995 with similar features and
square footage, which property is the prospective tenant going
to call on first? We want them to call us first. Advise your owner
to price the property at the same price or slightly less than other
properties. At the end of the day, will the owner really feel the
difference in pricing the home $20 less than another home? Being
the price leader will decrease the marketing time and minimize
vacancies for your owner. Pricing the property high will create
vacancies and additional overhead costs for the property manager.
As property managers, we work in a highly competitive service
industry. We have access to all the same tools—MLS, web sites,
advertising, etc. The best way for property managers to grow
their business and increase profits is to offer outstanding service to
owners and tenants, develop a marketing strategy to leverage your
business, price your properties competitively, partner with REALTORS® with investor relationships, and invest in technology to
increase productivity. Applying these concepts will generate more
business and profits for your company.
________________________________________________________
VE SH NO
R IPP W
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7.
2
Finally, invest in technology to increase your productivity. Our
office uses a digital sender to email all management and lease
agreements. This eliminates postage and long distance charges.
Our digital sender compresses the files into PDF or TIF files. Our
owners love to receive copies via email. They can archive, save,
and access files via email. You can also save your files electronically instead of in a filing cabinet overstuffed with paperwork. Invest
in a phone system with voice mail and paging capabilities. Our
system will automatically page us when a prospective tenant or
investor leaves us a message. After we are paged, we immediately
return their call. A quickly returned call is the best way to lease
a property or start a relationship with a new client. Increasing
productivity and exceeding your client’s or tenant’s expectations
will only generate more business for your company.
Chris Warren is the broker/owner of Chris Warren
Realty and SmartSource Realty. He is a licensed
loan officer with over 13 years experience in real
estate sales, leasing, and property management.
Chris currently manages about 130 properties. He
can be contacted by email at chris@smartsourcerealty.com or visit his company websites at www.smartsourcerealty.
com or www.warrenrealty.com.
6
Windows 101
Keeping your home’s windows in shape can close the
door on high energy bills but allow fresh air to circulate and reduce air pollutants. Try these tips:
•
•
•
Sticking Windows: If a window is stuck, try
pushing around the edges of the sash frame to
loosen it before opening. Lubricating the channels with paraffin may help make them move
more easily in the future. In casement windows,
the hardware could be corroded and may need
to be removed for cleaning.
Paint Job: If windows are closed too soon after
painting they become bonded to the frame. A
slim knife inserted through the paint bond may
free the window.
Replacements: If windows are outdated or
not functioning, replacement units are readily
available. A replacement window has no casing around its exterior edge, permitting it to be
inserted from inside the home without disturbing
the exterior finish of the structure.
The above tips were offered by experts at HouseMaster, leaders in the home inspection industry. To learn
more about windows and other areas of home maintenance, visit www.housemaster.com/homedefects.
First-Hand Fax Act Experience
I
n late June I received a call from one of
our committee chairs regarding a communication he had just received from a
local law firm. The communication stated
the firm’s intent to file suit against our
chapter for the chapter sending a supposed
unsolicited fax to an affiliate member of the
chapter. We were offered the opportunity
to settle at once for the sum of $2,000, or
threatened with litigation for treble damages plus fees and costs in the amount of
over three times this amount.
Further investigation revealed that the affiliate in question had been having problems
with “junk faxes,” and had employed a
company by the name of U.S. Fax Law
Center, Inc. to monitor and prosecute anyone sending their company an unwarranted
fax. Somehow we were singled out by the
firm monitoring the fax transmissions as
someone sending junk faxes, even though
we have a standing business relationship
with this affiliate. Fortunately we have
been able to avoid litigation at this point.
This sounded like a “shake-down” to me. I
was troubled that an affiliate would attempt
to make trouble for us, particularly since
the fax in question turned out to be an
invitation to last year’s holiday party.
LESSON LEARNED
There are law firms out there looking
to make a quick buck, and laws such
as the Telephone Consumer Protection
Act, while enacted to solve real problems
in this area, provide an opportunity for such
firms to prey on unsuspecting people who
may attempt to communicate with others
by fax. Be sure that you have an established business relationship with any business that you plan to communicate with
by fax. You may
have to defend
your decision in
court.
3
Important Steps for a Positive
and Profitable Employee Review
Can employee reviews really be positive
and profitable? You bet! Follow the steps in
this article and the changes in your property
management company will be felt immediately. How you and your company handle
each employee review is a direct reflection of
your leadership and the importance of each
individual within your property management
company.
PREPARING FOR EACH REVIEW
Start by establishing the frequency and time
frame for your company employee reviews
and be certain this is outlined in your
administrative guidelines and employee
manual. If each review is tied to a person’s
anniversary date, keeping track of employee
review schedules can be a challenge. Consider doing all reviews during two months of
the year, for instance—November and May.
Each of your managers should be given a
blank copy of the review form required
by your property management company,
and a list of their team members, who are
scheduled for a review. Instruct your managers/supervisors to prepare each review in
a typed format, as this makes it easy to read
and looks more professional when being
presented. Lastly, ask each of your managers to give you a copy of their final review
notes, prior to it being formally presented.
This gives you an opportunity to assess the
quality of the work being done by each of
your managers/supervisors and gives you a
window for making any changes.
Tip From The Coach: In the same way
you give a blank copy of the employee
review form to your managers/supervisors,
give a blank copy of the review form to each
person being reviewed. This will give your
employees an opportunity to make notes
about their performance, prior to each performance review. This step is critical because
it allows each of your managers to “see” the
gap between their point of view versus their
employees’ point of view. This gap is exactly
where the best coaching can be done to
improve the performance of each person on
your property management team.
CONDUCTING EACH REVIEW
Since your manager and your employee will
both be well prepared for this review, the
exchange of ideas and the depth of feedback
will make for a rich and rewarding meeting. The review should start by having your
+
by Ernest F. Oriente, The Coach
manager explain how each person’s review
is a special time for personal and professional growth and the tone for each review
will be both positive and productive. Have
your manager begin by reading out loud the
first question, then read his/her comments
about their employee. Next, their employee
should read their comments out loud. After
each person has read their response to the
first question, then specific feedback should
be given by your manager or supervisor,
about how the comments are similar and a
discussion about any comments that are different. This “gap” leaves room for personal
and professional growth and is the perfect
place to build action items to be addressed
between this review and the next one. After
completing the first question, have your
manager continue the rest of the employee
review, using this format.
Tip From The Coach: This review format
communicates mutual respect for each employee of your property management company, but it must go one step further. Since
the feedback of each employee is important,
and since you are requesting their feedback during each employee review, a salary
increase must consider the comments from
both your manager and your employee. This
means a final decision about the size of each
person’s salary increase should be given one
or two days after the review is completed. If
a salary increase is given at the close of each
employee’s review, this says to your employee that their feedback was not important, as
the salary increase had been pre-determined
in advance. I know this sounds like a small
point but it will make a BIG difference to
those on your team.
USING THE REVIEW FOR
GROOMING AND GROWTH
So, the review is finished and the paperwork
can now be placed in the employee’s file to
gather dust for the next year, right? Not a
chance! Have your manager or supervisor
end each employee review by first recapping
all the positive comments that were shared
and have them summarize each action-step
required for improvement or growth. These
action steps should focus on the goals and
objectives for the next period and must be
in alignment with the goals of your property
management company. Have your manager schedule a short meeting in 30 days,
to review the progress being made for each
action item, as this review will become an
important part of each month’s conversation
between your manager and his/her employee. Then continue to use this employee
review monthly until the anniversary of the
next formal review.
Tip From The Coach: While your manager
is using this “year-round” review process,
ask them to keep you posted on those who
are making the most progress on their action
steps. This is a good sign and a strong indicator that this person has leadership abilities
and can easily be groomed for additional
responsibility. As you identify these leaders in your property management company,
develop a second set of action steps to accelerate this person’ career path within your
company.
______________________________________
Ernest F. Oriente, The Coach, is the
founder of PowerHour® a professional
business coaching/recruiting service
and the author of SmartMatch Alliances™. Since 1988, he has spent
over 18,800 hours delivering customized training by telephone, in leadership, Internet marketing and sales for property management
companies, apartment locator/corporate housing
services, and multi-housing sales/service companies
worldwide. Ernest can be reached by phone at 435615-8486 or by e-mail ernest@powerhour.com.
TOP
10 MANAGEMENT CLAUSES
by Carole Davis
I
n January I was fortunate enought to attend the Leadership
Symposium in Dallas, TX. I was inspired by Andrea Caldwell’s
presentation on a property sales management clause. I wondered what other clauses that I was missing out on just because
I had not experienced a conflict with an owner or had not been
smart enough to come up with the solution for a conflict. That is
when I came up with the idea of asking others in the business to
share what they know. From experience and the experience of
others in my chapter, I have compiled what I feel are my top ten
management clauses. Of course, we will not discuss dollar or percentage amounts. Some of these clauses have also been modified
slightly to delete company or amount references. Keep in mind
that these management clauses are not appropriate for all regions
and may not work for your area or your company.
Management Clause #1: ACCOUNTING
Management shall receive all rents and hold all security deposits
and shall provide Owner a complete monthly accounting of all
funds received or paid by Management under this agreement as
follows: Management shall credit to Owner’s account all rents and
other payments received and shall pay them from the following
items in the following order: (a) commissions, charges and administrative fees of management, (b) management fees, (c) maintenance charges in the order incurred, (d) long-distance telephone
charges when in excess of $___ per month, (e) any amount necessary to restore the contingency fund, then (f) balance to Owner.
(submitted by Kandy Meehan, RMP®, HRS, Overland Park, KS)
Management Clause #2: WHAT IS NOT
COVERED BY THE MANAGEMENT FEE
Owner understands that monthly inspections, representation at
court hearings, rent board hearings, depositions, homeowner
meetings, property tax assessment appeal hearings, insurance claim
related paperwork and estimates, department of building inspection director hearings and other exceptional building related events
are not covered by the monthly management fee. If Agent renders
these services, Owner shall reimburse Agent for their time at the
rate of $_____ per hour, with a ___hour minimum. A full accounting of billable hours will be provided to Owner.
(submitted by Ray Scarabosio, MPM®, Jackson Group Property
Management, San Francisco, CA)
Management Clause #3: FAIR HOUSING CLAUSE
Owner is acknowledging that they are aware of Federal and Local
Fair Housing Laws and understands that agent will act according
to their provisions. If owner should at any time request agent to disregard Fair Housing Laws AND/OR State or Local Landlord/Tenant
Laws, this contract will be terminated immediately and the management fees for the balance of this contract or ($____), whichever
is greater will be due upon termination.
(submitted by Dave Poletti, Dave Poletti & Associates, Seattle, WA)
Management Clause #4: TERMINATION CLAUSE
Agent reserves the right to terminate this agreement with Thirty
days written notice to Owner at any time, or, immediately with
written or verbal notice if in the opinion of Agent’s legal counsel,
Owner’s actions or inactions are illegal, improper, or jeopardize
the safety or welfare of any tenants or other persons. Agent may
at its option continue to hold Owner liable for any commissions
due, fees due or monies owed Agent if the tenant(s) remain in the
property after such termination by Agent.
(submitted by Fred Thompson, MPM®, RE/MAX 200 Realty, Winter
Park, FL)
Another great termination clause: The Owner shall be obligated
hereunder for an initial term of one year from the commencement
date set forth. In the event the Owner terminates this Agreement
within the initial term, the Owner agrees to pay to the Agent an administrative fee equal to ________________ herein applied to the
actual or projected rent for the Premises, or the monthly amount
whichever is applicable, for the remainder of the initial term,
whether or not the Premises is leased or rented.
(submitted by Tony Drost, RMP®, First Rate Property Management,
Inc., Boise, ID)
Management Clause #5: SALE OF PROPERTY
If property is listed with a Real Estate Broker for sale other than
the property management company, the property management
company will assist as requested/needed. Property Management
Company fee will be based on $_________, minimum charge of
____. Agreement to be signed at time of listing and payable at
close of escrow from listing agent’s commission. Normal property
management charges shall not be billed to listing agent.
(submitted by Ray Scarabosio, MPM®, Jackson Group Property Management, San Francisco, CA)
Management Clause #6: PERSONAL PROPERTY
Agent assumes no responsibility or management of personal property left by OWNER at PREMISES.
Inc., Boise, ID)
Management Clause #7: MAINTENANCE AND REPAIRS
At AGENTS discretion, a ______ fee of gross invoices for all labor
and material arranged for and contracted by AGENT for remodeling, redecoration or repair of the PREMISES may be charged.
Inc., Boise, ID. Also submitted by Tina Bradley, RE/MAX Alliance
Sales and Property Management, Virginia Beach, VA)
Management shall not be responsible for the action of independent contractors hired on Owner’s behalf. Contracts or services
arranged directly by the Owner without the involvement of the
Management, is the sole responsibility of the Owner.
(submitted by Carole Davis, Mountain ‘n’ Plains Property Management, Inc., Fort Collins, CO)
Management Clause #8: SECURITY DEPOSIT
Management shall maintain a separate accounting for all security
deposits paid by Renter in an interest bearing account. Security
deposit funds may only be used by Owner in the event a renter
breaches a lease or causes damage. . . . Management shall have
sole reasonable discretion to apply security deposit funds under
any lease and to refund security deposit funds to any Renter and
Owner shall be bound by any such decision.
Management Clause #9: OWNERSHIP
Owner warrants that Owner is the sole owner of the premises, or
has unconditional authority to execute this Agreement on behalf
of any Co-owner and that the premises are not subject to current legal action or foreclosure. Any individual Owner shall have
authority to hereafter take action and enter into further agreements
with Agent on behalf of all co-owners.
Inc., Boise, ID)
Management Clause #10: LIABILITY
Except for the willful misconduct of Management, Owner agrees to
indemnify Management against all costs, expenses, attorney’s fees,
suits, liabilities, and damages from or connected with the management of the property including any liability for error of judgment, a
mistake of fact of law, or for anything which Management may do
or refrain from doing hereinafter.
(submitted by Carole Davis, Mountain ‘n’ Plains Property Management, Inc., Fort Collins, CO)
Owner agrees to indemnify, defend and hold Management harmless from all claims, investigation, and lawsuits by third parties
related to the premises, and the management and leasing, whether
occurring during the term of this agreement or after its termination,
and from any claim or liability for damage to property, or injuries or
death of any person.
Agent shall not be liable for any willful neglect, abuse or damage to
the premises by tenants, vandals, or others nor loss or damage to
any personal property of Owner.
Inc., Boise, ID)
Some of these clauses may assist you in a stronger and happier
relationship with your clients. However, always check with your
attorney before adopting any new clauses in your management
agreement.
________________________________________________________
Carole Davis is the Leasing Broker with Mountain ‘n’
Plains Property Management, Inc. in Fort Collins, CO.
Carole presently serves as the President and previously
served as Vice President and Newsletter Coordinator
of the Northern Colorado NARPM Chapter. Carole has
worked in the property management field for 30 years.
Final Month of Rent. Management shall have the right to retain, for
a reasonable time, the last calendar month of rent under any lease
to be applied by Management to the payment of Owner’s obligations under this agreement or any lease or to bring the property
back into rent-able condition. Management shall have sole reasonable discretion to apply security deposit funds under any lease and
to refund security deposit funds to any Renter and Owner shall be
bound by such decision.
(submitted by Kandy Meehan, RMP®, HRS, Overland Park, KS)
Strong Chapter Tip #17
by Cindy Van Mater, MPM®
NEW REQUIREMENTS FOR
CHAPTER CERTIFICATION
The time is fast approaching for every chapter to re-certify in
order to be in compliance with NARPM regulations. There is a
new requirement this year that you must submit a “Chapter Certificate of Compliance” to Headquarters no later than December
1, 2006. NARPM must ensure that chapters are viable entities,
capable of delivering the services expected by the members of
the Association.
The checklist includes:
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A list of your 2007 Chapter Board of Directors and committee chairs.
Have you changed your chapter bylaws this year? Submit
current bylaws.
Certify that the Board of Directors has at least 4 meetings a
year and has maintained corporate minutes.
Submit proof that the chapter is incorporated and any
amended articles.
Submit an annual financial statement.
Submit a copy of the chapter’s 2005 federal tax return or a
letter stating that the chapter was not required to file a return. (A chapter is not required to file a federal return with
the IRS if the gross revenue is less than $25,000.)
Develop a twelve-month business plan that includes a proposed annual budget and calendar of events.
The Chapter president-elect has attended the national
leadership symposium or had other training prior to taking
office.
Submit copy of newsletter or other means of effective communications to the Chapter members. (At least 4 per year.)
Submit copies of brochure for chapter-sponsored educational programs for members. (4 per year)
What is the date your chapter officers assume their respective offices?
What are the dates of your chapter’s fiscal year?
Has the chapter maintain a minimum of 7 NARPM members?
Is your chapter using the chapter leader site on www.
NARPM.org?
Do you have a chapter website?
Is your chapter website kept up to date?
Has your chapter ever filed for the $500 membership grant?
Does your chapter have a bank account in the chapter’s
corporate name?
Did your chapter file the State Corporation Commission Annual Report for this calendar year?
These certification requirements were developed to maintain
fair, specific procedural standards for the chapters and to protect
the legal accountability of the national association. The NARPM
Board of Directors determines each chapter’s re-certification
status after consideration of recommendations submitted by the
Regional Vice President and the Membership Committee.
Have your chapter president or vice president complete this
Certificate of Compliance as soon as possible so you will not lose
your Chapter Charter. It can be downloaded and printed from
the Chapter Leader section of www.narpm.org. This checklist is
also a great way for you to measure how your chapter is doing
and what areas you need to work on in order to become a really
strong chapter.
______________________________________________________
Cindy Van Mater, MPM® is the president of Professional Property Services, Ltd. in Myersville, Maryland
and the founding president of the Maryland Suburban Chapter of NARPM, serving on its Board for
the past 11 years. She had been a NARPM Member
since 1992, and served on the Membership Committee, Marketing Committee, Nominating Committee, Convention Committee, and currently serves on the Editorial Committee.
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Congratulations to NARPM’s Newest
RMP®, MPM®, and CRMC® Designees!
RMP®
MPM®
Dave Christensen, RMP®
Circle C Properties
Plano, TX
Mary Rinaldi, RMP®
The Realty Shoppe of Pasco, Inc.
Port Richey, FL
Michael Francis, MPM®
Rollingwood Management, Inc.
Austin, TX
Cheryl Jaeger, MPM®
Windermere Property Mgmt.
Oak Harbor, WA
Lynda Farren, RMP®
Mountain Managers & Associates
Hiawassee, GA
Virginia Stattery, RMP®
Rogers, Rische, Doll, Inc.
Oak Harbor, WA
Vickie Gaskill, MPM®
Bell Anderson & Associates
Kent, WA
Michael Nelson, MPM®
Excalibur Group, LLC
Lawrenceville, GA
Wayne Guthals, RMP®
McGinnis Property Management
Colorado Springs, CO
Diane Tenison, RMP®
Pierce Property Management
Prescott, AZ
Brenda Gerdes, MPM®
Management Specialist, Inc.
Port St. Lucie, FL
Lois Severson, MPM®
Classic Property Mgmt., Inc.
Gladstone, MO
Chesley Karr, RMP®
Bruni/Karr Rental & Management
Albuquerque, NM
Maria Trunkenbolz, RMP®
M-T Management, Inc.
Spokane, WA
Thomas Guyer, MPM®
T.J. Guyer, Inc.
Chahalis, WA
Fred Thompson, MPM®
RE/MAX 200 Realty
Winter Park, FL
Janet Panzer, RMP®
Real Management Company
San Francisco, CA
CRMC®
Hometown Property Management, CRMC®
Lacey, WA
Andrew Barkis, MPM®
Ronald Hammond, MPM®
Hammond & Hammond, Inc.
Chatsworth, CA
Awarded on September 27, 2006
at the 18th Annual Convention
in Burlington, Vermont
In Memory of...
ANDREW “JIM” WADDELL
Jim was originally from Buffalo, New York and graduated from the University of Buffalo with a
degree in business management. His diverse real estate background spanned many years and
included membership in several professional organizations. Jim’s volunteer commitment to his
profession and the real estate community was exemplary. Jim was a member of and served on
the Board of Directors of the West Pasco Board of REALTORS®. He earned the distinction of
“REALTOR® of the Year” and served as the chairperson of the Property Management Committee of the West Pasco Board of REALTORS® from 1993-2005. Jim was also inducted into the
International Real Estate Hall of Fame, which recognizes professional excellence and community
involvement.
He was a member of and served as a mentor for other members of the National Association of Residential
Property Managers (NARPM) and earned his Residential Management Professional designation (RMP®). Jim was
a founding member of the Spring Hill Chapter of NARPM and served as its president from 1998-2005. Jim was
also a charter member of and served on the Board of Directors of the Florida Association of Residential Property
Managers (FARPM), most recently as the Affiliate Membership Chairman.
We will miss you!
Welcome New NARPM Members!
Members that joined NARPM from August 1 to September 30, 2006
NEW MEMBERS
Hawes Adams
Associates Realty Services, Inc.
2622 NW 43rd St., Suite A3
Gainesville, FL 32606
352-372-7755
Riva Alexander
RE/MAX Achievers REALTOR®
3350 W Southport Road
Kissimmee, FL 34746
321-284-0600
David Anderson
Century 21 United
10202 Heritage Blvd., #100
San Antonio, TX 78216
210-349-3906
Sandra Bangerter
RE/MAX Kai Lani
25 Kaneohe Bay Drive, #109
Kailua, HI 96734
808-237-5333
Steve Bolgiano
Century 21 High Point Properties
8301 W University
McKinney, TX 75071
972-529-3899
Bianca Boxley
Aston Realty Management
8508 Padova Court
Orlando, FL 32836
407-913-7901
Debra Brambley
Excalibur Home Management
5415 Sugarloaf Pkwy., #1100
Lawrenceville, GA 30043
678-825-1400
Michele Breedyk
C21 Home Planning
3117 N Main
Roswell, NM 88201
505-622-4604
Gary Burmaster
Burmaster Real Estate Services
650 Howe Ave.
Sacramento, CA 95825
916-927-4902
Wilson Cantwell
Home Locators & Mgmt., LLC
1603 Babcock Road, #123
San Antonio, TX 78229
210-655-4663
Deborah Castro
West Oahu Realty, Inc.
94-428 Mokuola St., #105
Waipahu, HI 96797
808-676-8858
Joanne Clark
RE/MAX Advantage
5913 Amber Station Ave.
Las Vegas, NV 89131
702-898-4295
Jay Coburn
RE/MAX Midway & Grieco
Management Services
7803 Lakeside Way
Fort Pierce, FL 34951
772-519-2468
Linda Colby
Begin Realty Associates
309 Portland St.
St Johnsbury, VT 05819
802-748-2045
Tracy Davidson
Tropical Paradise Realty, LLC
4473 Pahee St., Suite N
Lihue, HI 96766
808-246-3737
Catherine Hazlett
First Rate Property Management
7150 Potomac Drive
Boise, ID 83704
208-321-1900
Wendy Jando
Century 21 Accord
1341 S Military Hwy.
Chesapeake, VA 23320
757-523-2121
Bill Jones
Accent Rentals, LC
PO Box 4051
Temple, TX 76505
254-773-0900
Patrick Fogarty
Wilkinson PM, Inc.
5800 Jane Way
Alexandria, VA 22310
703-971-1800
Owen Jones
Dreamcatcher Properties
of Idaho, LLC
PO Box 5084
Boise, ID 83705
208-955-6422
Aaron Gingerelli
Summit Property Management
PO Box 8975
Missoula, MT 59807
406-549-3929
George Kerlyn
DCR Rental Management, Inc.
12240 SW Austin Ave.
Lake Suzy, FL 34269
941-624-0500
Hardeman Godbee
Relocation Realty, Inc.
281 South Atlanta St.
Roswell, GA 30075
770-641-8393
Alexis Kylberg
Hill Country Property Mgmt.
4202 Spicewood Springs Rd., #220
Austin, TX 78759
512-346-3309
Louis Guillama
LouMar Home Services, Inc.
11124 Coachman’s Way
Raleigh, NC 27614
919-389-9234
Anne Lackey
Solid Source Property Mgmt., Inc.
PO Box 923116
Norcross, GA 30010
404-886-4363
Jessica Hall
Fla Rent, Inc.
3855 Mill Creek Lane
Casselberry, FL 32707
407-339-5797
Mark Lackey
Solid Source Property Mgmt., Inc.
PO Box 923116
Norcross, GA 30010
404-886-8789
William Harris
Lee-Tyler & Associates
29 Elm Drive
Wickford, RI 02852
401-667-2587
Ryan Laird
Open Spaces Property Mgmt.
121 E Main St.
Rexburg, ID 83440
208-359-7211
Demas Lamas
Home 1 Management
7500 Stonebrook Pkwy., #102
Frisco, TX 75034
469-323-5542
Sandra Olekoski
Park Hill Lane Associates
7 Park Lane E
Menands, NY 12204
518-462-5373
Karen Slater-Parker
Realty Executives Hawaii Brokers, Inc.
64-5193 Kinohou Street, #102
Kamuela, HI 96743
808-885-7434
Stuart London
Indian River Property Mgmt.
1133 Capitanilla Drive
Vero Beach, FL 32963
772-234-0014
Michelle Poorbaugh
Kellogg Agency
12 Unser Boulevard, Suite H
Rio Rancho, NM 87124
505-896-1750
Donna Stewart Hurst
Kokopelli Property Management
607 Old Santa Fe Trail
Santa Fe, NM 87505
888-988-7244
Marc Lonnstrom
RE/MAX Honolulu
1050 Bishop Street, #245
Honolulu, HI 96813
808-951-3244
Bill Price
Northwest Properties Agency
9527 Bridgeport Way SW
Lakewood, WA 98499
253-584-3633
Elizabeth Sublett
BlueRibbonHomes.com, Inc.
108 Stekoia Lane, #103
Knoxville, TN 37912
865-938-7368
Dan Lopez
RE/MAX Realty Resources
890 S Sun Drive
Lake Mary, FL 32746
407-333-1010
Patricia Price
Northwest Properties Agency
9527 Bridgeport Way SW
Lakewood, WA 98499
253-584-3633
Yvonne Valentino
Valentino & Associates, LLC
10110 SW Nimbus Ave., Suite B-3
Portland, OR 97223
503-968-7370
David Malt
Malt Realty & Development
6237 Presidential Court, Suite D
Fort Myers, FL 33919
239-936-1320
Julian Quitian
Investor’s Choice Mgmt. Group
7003 President’s Drive, #800
Orlando, FL 32809
407-770-1464
Alex Wang
Rainmaker Properties
302 W El Camino Road, #292
Sunnyvale, CA 94087
408-898-7786
Lorie McBrien
Cort Business Services
11 Matisse Circle
Aliso Viejo, CA 92656
949-916-5550
Suzanne Richardson
Vista Property Management, LLC
850 39th Avenue SW
Puyallup, WA 98373
253-904-1560
Dave Watts
For Rent By Owner, Inc.
4833 Front Street , Suite B251
Castle Rock, CO 80104
303-663-0000
Jerry McClain
The McClain Team
1530 Meridian Avenue, #150
San Jose, CA 95125
408-799-7407
Janice Ross
RE/MAX Allegiance
828 Greenbrier Parkway
Chesapeake, VA 23320
757-436-4500
Jason Webb
Realty Executives
7777 W Deer Valley Rd., Suite B150
Peoria, AZ 85382
623-505-4554
Debra McElhaney
BlueRibbonHomes.com, Inc.
108 Stekoia Lane, #103
Knoxville, TN 37912
865-938-7368
John Schallau
Commercial Realty Experts
1151 A Street, #240
Hayward, CA 94541
510-940-0136
Alejandro White
Sacramento Delta Property Mgmt.
910 Florin Road, #100
Sacramento, CA 95831
916-395-7703
David Miller
Park Property Management
PO Box 605
Fairplay, CO 80440
719-836-4561
Michael Scheele
Rocky Mountain Property Mgmt.
446 E 4th Street
Loveland, CO 80537
970-669-0842
Larry Wilder
Charles Burt Property Mgmt., LLC
1020 E 20th Street
Joplin, MO 64804
417-782-6677
Craig Minami
ATM Realty
PO Box 1853
Honolulu, HI 96805
808-955-1331
Bob Schroeder
Eleven Nineteen, Inc.
3513 W 92 Ter
Leawood, KS 66206
913-901-0287
Judith Nazaryk
RE/MAX White Glove Realty, Inc.
1701 NW Cache Road
Lawton, OK 73507
580-355-0571
Luana Sheldon
Bennett Property Management
PO Box 30895
Mesa, AZ 85275
480-344-2819
Ron Wills
RE/MAX Carriage House Property
Management Division, LLC
PO Box 706
Mt. Juliet, TN 37121-0706
615-690-5650
Regina Young
Zion Property Management Co.
250 Langley Drive, #1111
Lawrenceville, GA 30045
678-377-3056
NEW AFFILIATES
Sylvan Electronics, Inc.
Daniel Boggs
6802 SW Canyon Road
Portland, OR 97225
503-292-1244
Florida Spirit Real Estate Services, Inc.
Darlene Brannigan
8281 Champions Gate Boulevard
Champions Gate, FL 33896
407-390-1601
Clements & Clements Services, LLC
Conni Clements
301 Cimarron Meadows Drive
Waxahachie, TX 75167
214-789-9277
TVS Tenant Verification Service, Inc.
Tianna Delair
19567 Fraser Highway, #361
Surrey, BC, Canada V3S 9A4
877-974-9328
Crime Clean of Texas, Inc.
Deborah Gerhards
PO Box 582
Devine, TX 78016-0582
210-723-4892
Appliance Warehouse of America
Eric Leonard
3201 W Royal Lane, #100
Irving, TX 75063
800-693-4343
National Tenant Information Services
Jack Olson
3093 Citrus Circle, #160
Walnut Creek, CA 94598
925-977-9161
DIY Real Estate Solutions
Russ Sandlin
118 West Streets Boro Road
Hudson, OH 44236
330-569-4741
Paul Davis Restoration
Elissa Sime
6405 Vickery Avenue E
Tacoma, WA 98443
253-475-8838
Affiliate Members
Intuit
Brian Vatcher
PO Box 7850
Mountain View, CA 94043-7850
650-944-5684
Coastal Residential Corp.
Benjamin Zeigler
5570 Florida Mining Blvd., #304
Jacksonville, FL 32257
904-880-1919
NEW SUPPORT STAFF
Karen Bellavance
Lee-Tyler & Associates
29 Elm Drive
Wickford, RI 02852
401-667-2587
Davis Kennedy
Hodge Homes, LP
2225 E Randol Mill Road, #225
Arlington, TX 76011
214-321-5203
Susan Lein
Kimball, Tirey & St. John
350 S Figueroa Street, #498
Los Angeles, CA 90071
800-577-4587
Listed by Service
BUSINESS PRODUCTS
AND SERVICES
ACH Direct, Inc.
Alliance Property Services
American Blinds & Draperies
Austin Landmark Properties
Black Ink Insurance Services, Inc.
Careerlook, Inc.
Centex House Leveling
Company Gear
Eli Research
FARPM
First Horizon Home Loans
HRA Solutions
Ian H. Graham Insurance
Kiley J. Brenneman Agency
Paychex, Inc.
PayClix.com
Paylease, Inc.
Peachtree Business Products
Professional Office Services of ID
Rekey.com Locksmith Services
RE Manuals/Landlord Source
Residency Guide
Roper Lock Box, LLC
Runzheimer International, Ltd.
Southwest Recovery Services
Starker Services, Inc.
The Real Estate Board
Two Men and a Truck
Unibind
2006 Designation
Candidates
RMP® CANDIDACY
Michael Anderson
Susan Bielser
Tammy Billington
Patrick Chapman
Barney Christiansen
Pamela Crosslin
Pamela Foster
Ruby Gonzalez
Christine Goodin
Jayci Grana
Jay Hartley
Michael Hoff
Trudy Hoff
Marti Hutchison
Elizabeth Loop
Barbara Mayo
INTERNET TOOLS
AND MARKETING
1SourceRents.com
All Property Management
AudioVu.com
HomeRentalAds.com
HomeRentals.net
HotPads.com
Info on the Web
Innercircuit, Inc.
InteloQuence
MetroLeases.com
Move, the new RENTNET
PointWide Solutions
Property Bridge, LLC
Red Door Christian Investments
Rent Marketer
Rent One Online
Rent.com
Rent2Buy America, LLC
RentalHomesPlus
RentalHouses.com
RentalSource.com
RentBlurb.com
RentClicks
Socrates Media, LLC
StudentRent
LEGAL SERVICES
Law Offices of Davis, Rothwell,
Mullin, Earle & Xóchihua, PC
Law Offices of Heist, Weisse &
Lucrezi
MAINTENANCE
All Animal and Bat Control
American Mold Institute
Blusky Restoration Contractors
Christian Nissen Landscaping
Citrusolution Carpet Cleaning
Gutter Love It!
Handyman Matters
J-Phase Electric, LLC
KMH Technologies, Inc.
Mr. Electric of Tarrant and Park
Pacific Pest Management, Inc.
Power Lift Foundation Repair
Servpro of Gilbert
Sherwin Williams Company
Water Damage Solutions
REAL ESTATE EDUCATION
Americas Best Real Estate
Education
Auto Pilot Complete
SOFTWARE
Dick Jonilonis & Associates
Escapia, Inc.
Logicbuilt, Inc.
PROMAS Landlord Software
Property Automation Software
Property Boss Solutions, LLC
Softalot, LLC
Tracker Systems, Inc.
Winning Edge Software, Inc.
TENANT SCREENING
Clear Screening
Contemporary Information Corp.
Hunter Warfield
Interstate Information Services
National Tenant Network
Real Screening
Reliable Background Screening
RentGrow, Inc.
ScreeningOne
Tenant Plus Corp.
United Screening Services Corp.
VeriQuest Screening Solutions
Brenda Needham
Worth Ross
Matt Scheel
Thais Soler
Bart Sturzl
Chris Warren
MPM® CANDIDACY
James Bigham, RMP®
Patricia Callahan, RMP®
Tony Drost, RMP®
Lambert Munz, RMP®
CRMC® CANDIDACY
MacPherson’s Property Mgmt.
Tamara Welliver, MPM®
NARPM Ambassador Program
The Ambassador Program was first designed in 2000 to reward our current members for referring new members to our organization. Who
better to spread the word of the benefits of NARPM than its members? To achieve Ambassador status, you must refer five new members in
one year. Afterwards, you will receive an award certificate and a $195 NARPM credit that can be used toward your annual dues, upcoming
events, education classes, and more! You will also be listed in a special section here, in the Residential Resource, after achieving Ambassador
status. You can earn multiple award certificates in a 12-month period, so be sure you continue referring new members even after you have
achieved Ambassador status.
How Do You Start Referring?
August-September 2006 List
• Call NARPM Headquarters at 800-782-3452 to request member
application forms. Headquarters, upon request, will mail the
application directly to the prospective member but will not fill in
the “referred by” line.
New Member
• The 12-month period to obtain the five new members starts
the day the first new membership application is processed by
Headquarters.
• When Headquarters receives the fifth new membership
application, an award certificate will be issued and dated.
• A recognition certificate will also be issued, and you, the
“Ambassador,” will be recognized in the Residential Resource.
Deborah Castro
Karen Slater-Parker
Catherine Hazlett
Bob Shroeder
Michael Scheele
Alejandro White
Joan Gordon
Jessica Hall
Brenda Sturges
Jason Webb
Alexis Kylberg
Suzanne Richardson
Diana Branbley, CAM®
Ron Willis
Davis Kennedy
Riva Alexander
Alex Wang
Tracy Davidson
John Schallau
Donna Stewart-Hurst
Russ Sandlin
Marcela Revuelta
Referring Member
Sharon Moore
Claudia Kenyon, GRI®
Tony Drost, RMP®
Kandy Meehan, RMP®
Susan Albern, MPM®
Ted White, MPM®
Charles Brown
Geoffrey Hall
Lorna Cam
Mary Thomason, RMP®
Julie Potts, MPM®
Harold Kalles, MPM®
Michael Nelson, MPM®
Beverly Browning, MPM®
Wesley English
Fred Thompson, MPM®
Sandy Adams
Mary Love, MPM®
Mike Segal, RMP®
Chris Sparno
Rick Ellis, CPM®
Linda Holzer, RMP®
2006 Ambassadors
Susan Albern, MPM®
Carrie Appling-Lake
Beverly Browning, MPM®
Geri Stephens, RMP®
What Would YOU Do...
with $195?
education classes
annual dues
convention
registration
NARPM store
RMP®/MPM® Certification Classes
Date
Location
Class
Instructor
Nov. 9, 2006
Atlanta, GA
RMP Habitability Standards
Kit Garren, MPM®
®
Interested in Sponsoring
Certification Classes?
Opportunities are available
to chapters that would like to
further member education,
promote certification, and
increase their chapter funds by
sponsoring a certification class.
However, it takes time to plan a
class - so give your chapter five
to six month’s lead-time if you
wish to sponsor one of these
events.
To register for classes, complete the registration form below and mail or fax with payment to NARPM Headquarters. For more additional information, contact Headquarters at 800/782-3452 or info@narpm.org.
Find out more by calling
Headquarters, at 800/782-3452
or e-mailing info@narpm.org.
We can provide you with the
details you need to make your
certification class a successful
venture.
RMP®/MPM® Class Registration
FEES
(Please print or type)
RMP® Classes
Member
Nonmember
Retake
RMP®/MPM®
Early
Registration*
$195.00
$250.00
$100.00
$97.50
Registration*
$225.00
$280.00
$130.00
$127.50
MPM® Classes
Member
Nonmember
Retake
MPM®
$395.00
$450.00
$300.00
$197.50
$450.00
$505.00
$355.00
$252.50
$45.00
$60.00
$55.00
$70.00
Ethics Class
Member
Nonmember
*to receive the early registration price, payment must be postmarked,
faxed, or e-mailed 30 days prior to the class.
CLASS INFORMATION
• On-site registration begins at 8:00 a.m. Class hours are
8:30 a.m. to 4:00 p.m.
• RMP® classes qualify for 6 hours of NARPM certification.
• MPM® classes qualify for 12 hours of NARPM
certification.
• All materials will be given to students on the day of the
class.
• All attendees are required to make their individual hotel
reservations.
CANCELLATION POLICY
Name ___________________________________________________________________________________
Company ________________________________________________________________________________
Address __________________________________________________________________________________
City/State/Zip _____________________________________________________________________________
Telephone ______________________________________ Fax _____________________________________
E-mail ___________________________________________________________________________________
List Classes
Name of Class
Class Date
Cost
___________________________________________________________________________ $ ___________
___________________________________________________________________________ $ ___________
___________________________________________________________________________ $ ___________
Total $ ___________
Method of Payment
I have enclosed a check for $ ___________ Ck/M.O. # ___________ Date ___________
Please charge my credit card in the amount of $ ___________ as follows:
Visa
MasterCard
Discover
American Express
Card Number _____________________________________________________ Exp. Date ______________
Name of Cardholder _______________________________________________________________________
Billing Address ____________________________________________________________________________
Cancellations must be received in writing. If cancellation notice is
received at least 30 days prior to the class, a full refund will be issued
less a $25 processing fee. If cancellation notice is received less than
30 days before the class, a 50% refund will be issued. No refunds will
be made on the day of the class; however, the registration fee can be
applied to a later class with a $25 transfer fee.
Signature ________________________________________________________________________________
Due to low registration, a class may be cancelled with 15 days prior
notice. If NARPM cancels a class, registration fee could be credited to
a future class or fully refunded upon request.
1. MAIL your form with payment to NARPM,
184 Business Park Drive, Suite 200-P
Virginia Beach, VA 23462
I authorize NARPM to charge my credit card.
Two Easy Ways to Register
2. FAX your form with credit card payment to
866-466-2776. Please do not mail the original.
2005 NARPM AFFILIATE OF THE YEAR
2006 OFFICIAL NARPM PARTNER
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any other small-unit rental website in the country.
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in page views for the single-family home market.
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• RentClicks has the largest inventory of single-family
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RESIDENTIALResource

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