Mar/Apr 2005 - Multifamilypro

Transcription

March & April 2005 Volume 46 Number 193
features
32__
departments
cover story
14__ Executive Office
Improving Delegation
A Multi-Pronged Approach
When “Just Do It” Just Doesn’t
Technology, Customer Service, and Training Are
the Keys to Lane’s Success
38__
20__ Manager’s View Point
Cash Cow
Survey Says
Measuring Your Amenities Pays Off
How to Turn a Property to Maximize Profit
40__
Hip, Bold, and Affordable
22__ Marketing Advantage
Pillars of the Industry Awards Identify
Latest Trends
Marketing Lifestyle Amenities
Get Your Future Residents Involved
26__ Higher Learning
Finding Mr. or Ms. Right
40
Training That Ties into Employees’ Life
Experiences
28__ Front Line
Get to Know Your Residents
It Helps When Selling Your Amenities
in every issue
2__ Editor’s Note
Photo credit: Magnus Stark
spotlights
18__ Executive Spotlight
Mentoring Change
Appointments & Promotions
Ideas
News
Marketplace Resources
Photo by Dan Reynolds
Donges Plants the Seed for Growth
3__
4__
8__
45__
19__ Management Spotlight
Constant Change
Smith Manages Expectations
24__ Marketing Spotlight
Technology Advances
Miller Brings Sense and Order to Marketing
25__ Training Spotlight
One-On-One
Sarvis Gives Training a Personal Touch
30__ On-Site Spotlight
At Your Service
32
Potvin Makes Residents Her Top Priority
Visit our Web site at www.Multifamilypro.com to subscribe or call 800-363-7384 1
Multifamilypro (formerly Sales &
Marketing Magic for Apartment Professionals) is published six times per year, and is
available by subscription only.
© Copyright 2005
The Sales & Marketing
Magic Companies, Inc.
ISSN#1078-1412
Reproduction of any portion or the
entirety of this magazine is strictly forbidden without prior written permission from
the publisher.
Articles and opinions expressed herein
do not necessarily represent the views of
Multifamilypro magazine.
This publication is designed to provide
information in regard to the subject matter
covered. It is sold with the understanding
that neither the editor nor the publisher is
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If legal advice or other expert advice is
required, the services of a professional
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For subscription information, letters to
the editor, comments, or suggestions, please
write, e-mail, or call:
The Sales & Marketing
Magic Companies
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Telephone: 800-363-7384
Fax: 727-784-7978
e-mail: [email protected]
Web site: www.Multifamilypro.com
Editor-in-Chief
Tami Siewruk
[email protected]
Editor
Miriam Lupkin
[email protected]
Special Projects Editor
Monique Guion-Kimball
[email protected]
From t he Editors
Creating Urgency
T
here’s nothing like a line four people wide that stretches 20 feet out
your front door 30 minutes prior to your preview sale to tell you that
your gut instincts were right: Converting your apartment community
to a condo development is a home run. While the trend to convert
apartments to condos has been going on for a few years, the mass marketing
efforts that creates a sense of urgency is the newest way to sell out a condo
community.
Across the country, similar lines are forming filled with investors trying to
get another piece of the pie, and first-time home buyers looking to move up.
Even without the food and music that surround many of these events, the long
lines will remain and people will continue to put up with standing in those lines
for more than two hours just to be told that there are 107 more people in front
them waiting to buy a unit.
Creating this type of excitement and sense of pressure is something at
which Atlanta-based Lane Co. has become an expert. The company is seeing a
tremendous amount of success with its condo developments and conversions in
Atlanta and Miami.
Condo Lane is the sales and marketing arm of the company, which created
a unique business model to sell out properties very quickly, explains Bill Donges,
COO of Lane. By putting together a high-energy promotion and marketing
campaign, it creates a buzz about the property before it’s even completed. The
company makes potential residents register in order to have the opportunity to
buy a home, and only sets aside a few days for appointments. By the time of the
opening party, people are waiting with checks in hand for the opportunity to
purchase a home.
It’s not just Condo Lane that is pushing the envelope of trying new things to
help increase the productivity, efficiency, and bottom line, but the entire
company—from marketing to training—is using technology, creativity, and
some old fashioned ingenuity to keep the company growing. That’s why Lane is
our featured company this issue. You’ll learn how the company integrates all
levels of employees into important processes like recruiting and training.
We would like to know what you are doing to push the envelope. What
creative marketing efforts are you exploring? Feel free to call or e-mail us and
let us know the creative solutions you are using to keep things running
smoothly.
May all your challenges find solutions.
Production Director
Barbie Figueroa
[email protected]
Director of Business Systems
JoAnn Follert
[email protected]
Director of National Sales
Jennifer James
[email protected]
Creative Director
Leslie Zane
[email protected]
Circulation Director
Jeff Marriott
2 Multifamilypro 1 March & April 2005
Tami L. Siewruk, Editor-in-Chief
[email protected]
Miriam Lupkin, Editor
[email protected]
Appointments & Promotions
M
ark-Taylor Residential promoted Tina Makssour to
director of sales and
training. Makssour, a
seven-year veteran of the
firm, previously worked as a community
manager for the company’s San Marbeya
apartment community in Tempe, Ariz.
In her new role, she
is responsible for
the planning and
implementation of
on-site courses for
the company’s 225
employees, with an
Tina Makssour
enhanced emphasis
on management training. “With our focus
on customer service and growth, training
has become increasingly important to
developing our team for the future,” says
Dale Phillips, president of Mark-Taylor.
“We are delighted to promote Makssour to
this position.”
Sperry Van Ness, a commercial real
estate investment brokerage firm, has
expanded in Northern California’s Silicon
Valley commercial real estate market by
naming Michael Shields as senior
advisor. The addition of Shields is part of
Sperry Van Ness’
national expansion
program, which has
grown from nine
markets to more
than 100 markets in
approximately two
years. “We chose
Shields to open an
Michael Shields
office in Silicon
Valley because of his strong marketing
background and experience in commercial
investment real estate,” says Lisa Gallaway,
regional manager for the firm. “With his
knowledge and proven track record in the
area, we feel that he is the ideal candidate
to represent Sperry Van Ness to area
investors, his clientele, and the local
brokerage community. We are confident
that he will be an extremely valuable asset
in helping to grow our business.”
Fogelman Management Group
promoted John Barger to vice president
of real estate services. Barger will
continue to oversee and direct all corporate efforts involving national accounts,
ancillary revenues,
expense control,
premises liability,
and utility management. He also will
coordinate due diligence efforts related to the company’s property acJohn Barger
quisition program.
O’Neill Properties hired two new
management executives—Georgann
McKenna as president of human
resources, and Eric Morgan as vice
president of strategic planning and risk
management. The new hires grow the
O’Neill employee base to more than 80
full-time employees at its headquarters
in King of Prussia, Pa. The additional
management resources and infrastructure will support O’Neill’s aggressive
growth plans. The company focuses on
development of class A office space and
luxury multifamily residential housing
through the rejuvenation of older industrial properties and brownfield sites.
Villazzo LLC, South Florida’s
premier boutique hospitality, estate
management, and luxury property sales
and marketing firm, hired Joy Longhino
as marketing director. She will oversee
all of Villazzo’s sales
and
marketing
efforts, which encompass advertising
and marketing campaigns, production
of promotional materials, and new
client acquisitions.
Joy Longhino
“Villazzo is going to
benefit greatly from Longhino’s broad
and varied experience in the marketing
industry,” says Christian Jagodzinski,
founder and chairman of the organization. “She has a deep understanding of
the discipline’s principles and a proven
history of success.” Prior to joining
Villazzo, Longhino served as director of
marketing and business development
for the Northeast Ohio region of
Berkshire Hathaway’s Shaw Industries.
Legacy Partners Residential Development Inc. named Spencer Stuart Jr.
senior vice president and partner. He
will head the company’s new Dallas
office. Stuart will be responsible for
Legacy Partners’ Texas-based multifamily development activities and overall
operations. “We are very pleased to
have an industry professional of Spencer
Stuart’s caliber join the Legacy Partners
Residential team and to head our new
office,” says Dean Henry, president.
“With Stuart’s expertise and hands-on
knowledge of the local and statewide
multifamily sector, Legacy Partners sees
an opportunity to develop profitable
multifamily communities in selected
Texas markets where increased economic and job growth will cement a
foundation for success.” Prior to joining
Legacy Partners, Stuart was CEO of the
Palladium Group EEIG-United States,
where he was responsible for developing the U.S. business for the Netherlands-based company.
Alexia Bermello was promoted to
director of marketing and sales at BAP
Development Inc., a Miami-based real
estate development company. Most
recently, Bermello served as sales executive for Onyx, one of BAP’s waterfront
condominiums
in
Miami; and 610
Clematis, an urban
development in West
Palm Beach, Fla. In
her new role, she
serves as a liaison
between the advertising agencies and
Alexia Bermello
public relation firms
for the company’s projects. She is
currently coordinating advertising campaigns, sales center grand openings, and
groundbreaking events for five different
projects. “This is a wonderful opportunity
for me to use my experience and knowledge and apply it to several different
projects with diverse audiences and signature styles,” notes Bermello.
Mel Morris, president and CEO of
Bostic Construction, stepped down from
his role. Morris served as the company’s
president for the past 10 years, acquiring the role of CEO two years ago when
co-founder Joe Bostic retired. Going
forward, presidential responsibilities
will be assumed by Jeff Bostic, cofounder and owner of Bostic Construction and Bostic Development. pro
Ideas
executive
Landscaping as an Amenity
W
hy
are
landscape
amenities
so popular?
I
know
f r o m experience that they’re
a great way to add impact
when resources and space are
at a premium. When developing McNeil House Apartment
Homes in Austin, Texas, I
needed a way to stand out in
the crowd. I opted to convert
the landscape into a variety of amenities,
including a Bocce ball court, horseshoe
pit, butterfly garden, organic herb
garden, fruit orchard, and a potting
shed. These features proved to be hot
selling points during lease-up, and were
heavily used—and talked about—by our
residents, setting the stage for many
renewals and referrals to come.
Nothing makes a great first impression quite like beautiful, inviting
grounds. But allowing residents to play a
part in creating and nurturing that
beauty makes them feel more a part of
the community, and more likely to stay.
That’s an ideal on which Post Properties
capitalizes. Post Landscape developed its
first urban vegetable garden plots on
select communities in 1988, offering
residents the free opportunity to plant
their own gardens. Today, they also offer
“How To” seminars and other gardenrelated resident activities. Visit www.
postproperties.com for some great ideas
on how to cater to the green thumbs in
your communities.
You might choose to create a shared,
common garden where residents can
work together, or offer assigned plots
free or at an ancillary fee. Something as
simple as a community potting bench or
shed can allow residents an appreciated
opportunity to tend to house and patio
plants without making a mess in their
apartments. Everyone loves flowers, and
a cutting garden can allow residents the
opportunity to enjoy them both outdoors
and in.
Native plant gardens attract a wider
variety of birds and butterflies, help
people in the neighborhood learn about
the natural heritage of their region, and
bring real nature—and not just landscaping—into your community.
The idea of rooftop gardening isn’t
new—the Hanging Gardens of Babylon
were one of the seven wonders of the
ancient world. Rooftop gardens provide
residents of high-rise buildings, particularly in urban areas, the rare chance to
commune with nature—an especially
attractive opportunity in today’s busy
world. Sod atop buildings can shield them
from cold and heat, insulate sound, clean
the air, and moderate the heat island
effect that raises city temperatures above
that of the surrounding countryside.
If you don’t have an available rooftop,
but still don’t have available earth,
consider encouraging container gardening
in your community. It’s a great way for
residents to grow herbs, tomatoes, and a
variety of vegetables and
flowers on sunny patios
and balconies, and it
makes your community
more beautiful.
Gardens that offer
fun and relaxation appeal
to residents with and
without green thumbs.
Relaxation and meditation gardens require little
more than a peaceful
green space and comfortable seating—or hammocks if you really
want to spoil your residents.
Hotels and resorts are a common
source of fresh ideas for our industry, and
the outdoor game greens at resorts like
The Four Seasons Nevis in the Caribbean
and the life-sized chess green at the Little
Palm Island Resort in the Florida Keys
can provide excellent examples if you’re
looking for innovative outdoor amenities.
If you have a big space but not a big
budget, there are many ways to turn your
grounds into traffic and retention
enhancing amenities that your residents
will love. Village Park of Manchester, a
Village Green Community, in Missouri
turned an open green space into a picnic
area. Village Park of Rochester Hills, in
Shelby Township, Mich., another Village
Green community, offers a multi-sport
field for football, baseball, soccer, and
lawn hockey, along with a picnic and
barbecue area, and playground. Pet
friendly communities might consider
creating a “Bark Park” or dog run.
No matter how you choose to
enhance your community with landscaping, it will open the doors to bringing
residents together and giving them more
livable space than the confines of their
apartments.
—Tami Siewruk, Sales & Marketing
Magic Cos.
Ideas
on-site
Lending Library
P
roviding residents with an extra perk or
service doesn’t have to cost a lot of money.
In fact, sometimes all it takes is a little
organization. Try putting together a magazine, book, video, and DVD exchange for
residents. Residents bring in their old items and can
pick up something that another resident left. This is
a great way to see what turns your residents on—
from political to style publications to romantic and
action movies. Knowing this will help you put
together future programs for resident.
When they drop off or pick up a product, it’s
the perfect time to talk to them, determine any
special needs they may have, and build rapport.
If you have the space and money, you can
convert an empty closet or storage area into a small
media library for your residents. Begin advertising
the idea in your newsletter, and ask residents to
donate books, magazines, videos, and DVDs they no
longer need or use. You might also visit a local
library or used book store and pick up some great
books and encyclopedias at cheap prices. Don’t be
shy about asking for donations to get your media
library started. Try to get items for both adults and
kids. During the summer months, it’s a great idea to
encase current magazines in plastic covers.
Residents can check them out and read at the pool.
Keep your library up-to-date by purchasing
new videos and DVDs. It’s great for those residents
who work during the day and are too tired to run
all the way to a video store to rent one. Plus, it’s
free, so there aren’t going to be late charges. Build
a shelf system to store everything. Be sure to have a
binder that keeps track of everything. It also would
be great to have a list of all magazines, books, and
movies available that the residents can browse.
This service saves your residents time and
money, and you get the chance to chat with them
when they stop to check out an item.
—Krista Conzad, Jennifer Monahan, and
Catherine Truog
management
Fire Safety
T
o protect your building and your
residents, it’s important to make
sure your residents understand
basic fire safety tips. Put together a
safety tip sheet for residents that has
suggestions, such as the following:
I Never leave an unattended candle
burning
I Never fall asleep while smoking
I Never put out a grease fire
with water
I Never leave food cooking on the stove top unattended
I Have an escape plan in case of fire
In addition to common sense fire safety tips, make sure
residents know how to operate a fire extinguisher. Contact your
local fire department and ask them to do a complimentary demo
on operating the fire extinguishers. Along with a hands-on
demonstration, this is a great way to reinforce fire safety tips.
Helping residents understand the use of these important safety
tools can help them feel more comfortable in their apartment
home, and in your community.
—Dusty Rhoton
on-site
Reserved
Parking for
Expectant
Mothers
G
rocery stores were on
the right path when
they started reserving
spaces for expecting mothers.
So, why not do it for your
residents? Two weeks before
her expected due date reserve a parking space
for an expectant mother. The new mother receives a sign that
reserves a parking place near her apartment home, just for
her—until right after she brings the brand new little
member(s) of your community home.
—anonymous
Ideas
training
Avoid the Laundry List
H
on-site
Get into
the Swim
of Things
M
ake your community’s pool an integral part
of your fitness center by offering activities
such as water aerobics or scuba lessons. It
gives the community a resort-like feel,
without the price. If you have a smaller pool, you can
offer SwimCords, a device that attaches to a stationary
object in or near the pool, like a diving board or railing,
and allows the swimmer (held in place at the ankles) to
get a continuous workout and perform numerous
swimming strokes by using just a few feet of pool space.
It’s a great way to enhance the value of a small pool,
especially if you have lots of fitness-minded residents.
They’re a great addition to your sports equipment. It also
sets your pool apart from the competition. For more information, check out www.swimcords.com.
—anonymous
ave you ever felt like your leasing associates are
starting to sound like a broken record—rattling off
a laundry list of amenities? If so, it’s time to make
your leasing associates experts at asking questions, and to
make them dutiful listeners as well. Ask questions to
discover the caller’s unique needs and wants such as:
I Where do you live now?
I What do you like most about living there?
I What don’t you like about living there?
I What does your new apartment have to have in it to satisfy
your needs?
Listen very carefully to what they say and then mention
the amenities of the property that match the caller’s needs,
such as a garage and upstairs location. By restating what the
caller stated they wanted, the leasing associate is validating
the need and then meeting that need by offering one of the
property’s amenities.
There will still be time in the call when the leasing
associate can talk about the other amenities of the property,
such as the end of the conversation. Try a line such as, other
features that our residents love are …
—Lanee Bowser, Signature Worldwide
executive
Custom Home Upgrades
E
xecutives are constantly looking for new ways to compete with
the single-family market, and custom home upgrades are one
option. Begin at the time of leasing and present future
residents with a book that contains samples and examples (as
many pictures as possible) of the options available, along with
the cost of having each option installed in their apartment home prior to
Sage Villas in Houston was developed by Genesis Real Estate
move-in. Cost to the resident is formulated by adding the cost of the item
Group of Dallas. JTI did the interior design.
to the cost of having it installed, plus a small markup for service.
Equip your two-bedroom model apartment home with all of the options available, so that the resident can see first-hand
how each can enhance their lifestyle. Experience has proven that the most opportune time to sell upgrades is in the first few
days following the actual lease. This is effectively accomplished by way of a letter pointing out all the options that are available. This reinforces the presentation that was given to the resident at the time of leasing.
One month after move-in, approach the resident with upgrade options for the last time. This brief waiting period allows
the resident to “settle in” to his or her new apartment home, and develop a better idea of which options (or additional
options) best suit his or her lifestyle.
Available upgrades may include: indoor/outdoor carpet and concrete stain for open air day rooms, indoor/out door
blinds for open air day rooms, upgraded handles for kitchen cabinets, granite countertops, water softening systems, water
purification systems, ceiling fans, washer/dryer packages, custom closet and garage storage systems, surround sound audio
systems, upgraded kitchen faucet, upgraded bathroom shower heads, upgraded bathroom sink fixtures, upgraded lighting
fixtures, custom paint selections, crown molding for the bedrooms, etc.
—Tami Siewruk, Sales & Marketing Magic Cos.
B:8.75 in
T:8.25 in
S:7.875 in
WE HAVE A HISTORY OF DIRECTING TRAFFIC.
your community in all of these sections. Best of all, you’ll pay less to reach online consumers.2
SHIFT YOUR BUDGET TO THE LOWEST COST PER LEASE OF JUST $104 PER MONTH.3
Go to results.rentnet.com or call 1-800-RENTNET to start saving money.
comScore MediaMetrix, December 2004.
Compared to Rent.com, Apartments.com, ApartmentGuide.com, and ForRent.com.
RENTNET cost of $104 per rental community based on monthly price of RENTNET “Marquis” product at $229 per community, assumes an average of 22 leads generated per listing per month from RENTNET, and a 10% conversion ratio of leads to leases. $104 cost compared with advertised cost of $120 with Apartments.com,
$350 for other major print guides (based on a monthly average of $875 for a full page color ad, estimated 25 average leads, and 10% conversion ratio), and published $375 ﬂat rate for Rent.com.
1
2
3
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Created : 9/2/2005 - 11:56 AM
Cyan Magenta Yelow Black
T:11.25 in
real estate sections of AOL, MSN, and Yahoo! each month1, and only RENTNET® has the ability to list
B:11.75 in
S:10.875 in
This trafﬁc provides unmatched exposure to the renter market. Over 7 million people search in the
News
Multifamily Construction Pays for Itself
Local Economies See Benefits Within the Year
M
ultifamily construction pays
for itself, according to a
new version of the National Association of Home
Builder’s (NAHB) Local Economic
Impact Model. The revised model
concludes that multifamily housing
typically pays for itself within a few
years as ongoing benefits accumulate
faster than ongoing costs.
Typical apartments generate more
than enough revenue to pay for current
government expenses in a given year.
The surplus accumulates so quickly that
governments undertaking capital investment before any units are built can pay
off the debt entirely by the end of the
fourth year.
The one-year local economic benefits of building 100 multifamily units
include:
I $5.3 million in local income
I $630,000 in taxes and other revenue
for local governments
I 112 local jobs
This includes both the direct and
indirect impact of the construction activity,
and the impact of local residents who
earn money from the construction activity and spend part of that income within
the local economy.
The 100 apartments also generate
additional, annually-recurring local economic benefits including:
I $2.2 million in local income
I $384,000 in taxes and other revenue
for local governments
I 47 local jobs
These are ongoing, annual benefits
resulting from the new multifamily units
becoming occupied, and the occupants
paying taxes, and otherwise participating
in the local economy year after year.
With local information on average
values of housing units, land values, and
construction-related fees, the model can
be customized to a particular local area
and used to analyze the impact of building on any reasonable scale, including a
single project.
NAHB models also can handle any
combination of single-family and multifamily construction. Reports customized to
particular areas often analyze the mix of
housing types that most places require to
accommodate residents of different income
levels, different occupations, and at different stages in their lives and careers.
outstanding securities of Rent.com for
total consideration of approximately
$415 million, plus acquisition costs, net
of Rent.com’s cash on hand. The acquisition amount will be paid with approximately $385 million in eBay common
stock and $30 million in cash.
“Having the largest and most
successful Internet company in history
enter the apartment industry is a
wonderful thing for our industry,” says
Ingraham. “With the huge eBay community of users soon to be routed to
Rent.com for their apartment leasing
needs, this merger should substantially
increase the volume of lease transactions
generated through Rent.com. … eBay’s
expertise in capturing transactions
online will also benefit the apartment
industry as our industry gradually transitions to capturing the actual lease application and lease transaction online.”
“Rent.com has been extremely
successful in the apartment rental space
online and is a great match for eBay,”
says Bill Cobb, president of eBay North
America. “Together we can strengthen
both businesses and help consumers get
the most out of real estate online.”
eBay expects the acquisition to be
slightly accretive to full-year 2005 pro
forma diluted earnings per share,
though dilutive to 2005 GAAP diluted
earnings per share due to the amortization of acquired assets. The acquisition,
which is subject to regulatory approval
and approval of Rent.com’s stockholders,
is expected to close by the end of March.
Going, Going, Gone
eBay Expands into Online
Real Estate Market
e
Bay has agreed to acquire
Rent.com. The acquisition will
enable eBay to expand into a
new segment of the online
real estate market while allowing
Rent.com to continue to scale its
business with the resources and expertise of eBay.
“The Rent.com business model is an
excellent fit with eBay, a company we
have long admired,” says Scott Ingraham,
CEO of Rent.com. “We are especially
pleased that our customers will have the
opportunity to benefit from the power of
eBay and its community of users.” Plus,
the business model will not change.
eBay has agreed to acquire all
The Californian on Wilshire in Los Angeles, developed by
The Fifield Cos. of Chicago.
News
Residents Take Action
Security Is a Top Priority
B
uilt in 1987, Kelly Greens, a 940apartment home community in Fort
Myers, Fla., was developed as a
non-gated community. However, when the
residents voted to become gated and to
hire a security provider, they wanted to be
part of the decision process.
Kelly Greens’ management formed a
residents’ committee to review vendors
interested in providing the community
with gates and security. They found their
answer in Hidden Eyes Guard Service
and its sister company Gate Packages
Unlimited.
“Hidden Eyes’ new high-tech
security service impressed our residents
because of its efficiency and reliability,”
explains Tony Dumas, Kelly Greens’
general manager. Plus, they were able to
save money by not having to hire a guard
to monitor the system.
Kelly Greens’ residents chose gates and a monitoring package
to make their community more secure.
Hidden Eyes provides security and
access control services by using a system
that transmits video and sound to one
central monitoring station in order to
replace a security guard or telephone
entry control. The kiosk includes a video
monitor, computer, microphone, speaker,
and remote control cameras. Customwelded aluminum gates were installed at
four separate entrances.
High-speed Internet communication
allows the operator at Hidden Eyes’
central monitoring station to see and
communicate directly with the individual seeking entrance. Appropriate information and images are then stored in a
computerized database. This information
can be retrieved for activity reports,
security audits, or forwarded to authorities in the event of a situation.
News
Affordable Housing
Still a Priority
PA Working Families Struggle
to Pay Rent
A
person in Pennsylvania has to earn
$11.46 per hour, more than twice
the minimum wage, to be able to
afford to rent a modest two-bedroom
home, according to “Out of Reach 2004,”
a report released by The Housing Alliance
of Pennsylvania. This amount, known as
the Housing Wage, is the amount a person
working full-time has to earn to afford the
fair market rent on a two-bedroom unit
while paying no more than 30 percent of
income in rent.
Minimum wage workers must work
107 hours per week to afford a twobedroom unit. There is no jurisdiction in
Pennsylvania in which a person earning
the minimum wage can afford the fair
market rent for even a one-bedroom unit.
The report, prepared by the Washington,
DC-based National Low Income Housing
Coalition (NLIHC), “shows both the depth
and breadth of the housing shortage in
our country,” says Sheila Crowley, president of the NLIHC. “The gap between
what people earn and what their housing
costs is stark.”
In Pennsylvania, more than 30 percent of working households (about 1.4
million total) earn less than the housing
wage. Among these are: security guards;
dental assistants; preschool teachers;
home health aides; secretaries; farming,
fishing, and forestry workers; and ambulance drivers.
At the state level, the Housing Alliance
is calling for more multifamily starts, rental
assistance, help for distressed homeowners,
and fewer barriers to homes near employment. At the national level, advocates are
urging full funding for all federal housing
programs and the establishment of a
National Housing Trust Fund, which would
provide communities with funds to build,
rehabilitate, and preserve 1.5 million units of
housing during the next 10 years. pro
Upcoming
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April 18-19, 2005
Finance, Human Resources,
and Research Forum
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Astor Crowne Plaza, New Orleans, La.
www.nmhc.org
May 18-20, 2005
The 16th Annual Multifamily Housing
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The Sales & Marketing Magic Companies
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Multifamilypro 1 March & April 2005
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“Wow! What an unbelievable
experience. What an absolute
fabulous set of facilitators and
speakers to get you motivated and
give you great ideas that you can
use. See you next year!”
The 16th Annual
Multifamily Housing
Brainstorming
Sessions™ East
Marina Dunn,
Training Director,
Wasatch Premier Communities
is the only national conference
dedicated to overcoming
the challenges you face as
a multifamily professional.
This well-rounded experience
encompasses idea generation,
information and resource
sharing, education, and
networking, providing each
attendee with thousands of
ideas worth millions to their
company, communities,
and personal success.
You’ll experience ...
May 18-20, 2005
The Hilton at the Walt Disney World® Resort
Orlando, Florida
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Call 800-363-7384
or visit us online
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FOR MORE INFORMATION VISIT WWW.MULTIFAMILYPRO.COM
You’ll Experience ...
A Comprehensive Educational Series
led by industry and non-industry experts, all carefully selected to supercharge your career.
Sponsored by Apartments.com, Gold Patron
Marketing
Management
“What a wonderful opportunity to brainstorm and network with the
elite in this industry. I truly learned a lot and met many that I know I
will continue contact with to develop friendships!”
Gaye Casteel, Director of Compliance, Marketing, and
Leasing, Standard Enterprises Inc.
“I am rejuvenated, re-educated, and re-focused. Brainstorming
was a wonderful experience that I will never forget. I can’t wait
to get home so I can implement all these ideas!”
Dana David, General Manager, E&S Ring
Mixing for Diversity: What’s Your Company’s Recipe?
Presented by Donna Olson and Sandi LaManna
G In Business Matters, Manners Matter Presented by Rick Ellis
G TRUST—Regaining the Lost Foundation in Our Lives!
Presented by Terri Norvell
G Business as Usual in Unusual Times Presented by Delos Smith
G Reducing Controllable Turnover Presented by Doug Miller and
Mindy Williams
G Body, Mind, & Wellness Presented by Lucy Beale
G The Magic of the Generations: Bridge the Generation Gap
Presented by Kathy Lane
G
Expressing Your Marketing Campaign with the Right
Collateral Presented by Gregory Ann Goldrick and Christina Steeg
G The Best of Toni Blake: 20 Years of Inspiration Presented by
Toni Blake
G Creating the Ultimate Marketing Plan Presented by Kate Good
and Tracey Hopkins
G The Nuts & Bolts of Marketing Presented by Julie Marie Irvin
G
Training
“Why attend? Imagine being in a room full of the industry’s
masterminds—the best of the best. That’s Brainstorming! Never
a dull moment. You will go back to your company or community
pumped up and ready to blow the owners away!”
Cristy Prisock, National Training Director,
POWER Apartment Leasing and Marketing
A Real-World Case Study in Online Associate Orientation
Presented by Mark Fogelman and Melissa Levesque Smith
G Measuring Training ROI: What’s Education Worth at Your
Company? Presented by Amber Lovelace-D’Aloise and Wendy Muse
G Training Course Extreme Makeover: Accelerated Learning
Instructional Design Workshop Presented by Shelley Conroy
and Michelle Ellsworth
On-Site
“Never a dull moment, this is money well invested. The
amount of ideas you come away with does not have a
monetary value. I love this conference!”
Sherry Jordan, Regional Supervisor, Luma Corp.
G
Excel Essentials for Apartment Professionals Presented by Julie
Marie Irvin
G Fair Housing for Your Maintenance Team Presented by Doug
Chasick and Nan Cavarretta
G The Panache Factor Presented by Lori Snider
G The Psychology of Leasing Presented by Bill Nye and Lisa Trosien
G
View the complete agenda online at www.Multifamilypro.com/brainstorming.htm.
Keynote Presentations
Be empowered with timely information and vital skills.
High Performance Leadership:
People, Productivity, and Profits
Theatre of the
Imagination
Presented by Tom Connellan
Presented by Tom DeLuca
Wednesday, May 18th
Friday, May 20th
What do two-thirds of all the people listed in
Who’s Who, 21 of the first 23 astronauts, 45 percent of female world leaders between 1960 and
1999, and 55 percent of U.S. Supreme Court
justices all share in common? All these high performers share three environmental factors. Because these determining factors are environmental, the skills to create them can be
learned! Join New York Times Best-Selling Author Tom Connellan,
and learn how to craft a high-performance climate within your company that delivers energy, commitment, and accomplishment.
Previous participants have improved sales productivity from 80 percent to as much as 133 percent of target, reduced costs by 18 percent, rescued slumping performance, and taken team performance
to a whole new level. Walk away with practical leadership tools you
can use to markedly boost performance within only 30 to 60 days.
Tom DeLuca communicates with
people by giving them permission
to be themselves. “Through
relaxation and the power of suggestion, I enable people to access
the real creative parts of their imagination. I try to get
them to use areas that haven’t been tapped much—if
ever.” DeLuca’s keynote will feature volunteer
Brainstormers who will break through mental barriers
and fuel the program with their own amazing creativity! You will be astounded by the incredible ideas that
come from your peers! The New York Post calls Theatre
of the Imagination “fascinating, hilarious, even
poignant.” Rolling Stone calls it “… joy and happiness
on stage.”
Optional Industry Trends Luncheon
Sponsored by RENTNET™, Bronze Patron
Wednesday, May 18, 2005, $45 per person
Jennifer Nevitt Casey
Bravo Strategic Marketing
Lori Snider
Creativity for Rent
Doug Chasick
Strategic Services, CallSource
Terri Trainer
Stratus Real Estate
Don’t miss this revealing, across-the-industry, insider’s view of the trends that are offering us amazing new opportunities,
changing the way we work, and influencing our future. Enjoy a delicious lunch and a powerful, fast-paced look at Management
Trends with Doug Chasick, Senior Vice President, Strategic Services, CallSource; Marketing Trends with Jennifer Nevitt Casey,
CEO, Bravo Strategic Marketing; Training Trends with Terri Trainer, Director of Education, Stratus Real Estate; and On-Site
Trends with Lori Snider, National Director, Real Estate Services, Creativity for Rent.
Resource Room
Exhibits, Networking
Opportunities, and
Special Features
designed to connect you to the world outside
of your company and communities.
Expertly Facilitated
Brainstorming
Sessions
the talent of the top apartment professionals
in the industry feeding you ideas covering
more than 150 topics including:
G
G
G
Put your thinking caps on Brainstorming begins at
8 a.m. Wednesday, May 18th
G Brainstorming Tools, Forms, and Ideas Exchange
G Meet and Greet Pre-Event Welcoming Reception
G Creative Costume Contest with Keepsake Photos
Costume Creation Center, Sponsored by RealPage Inc.
G Internet Access Center, Sponsored by For Rent
Magazine® and ForRent.com, Diamond Patron
G Idea Design Center™, Sponsored by For Rent Magazine®
and ForRent.com, Diamond Patron
G Networking Reception
G Optional Industry Trends Luncheon, Sponsored by
RENTNET™, Bronze Patron
G BrainAid™ Center, Sponsored by Registry-SafeRent
G Resource Room
G Resource Room Treasure Hunt
G Complimentary Networking and Resource Breakfast
G Complimentary Resource Room Lunch
G Resource and Educational Wrap-up Reception
Sponsored by Rent.com, Bronze Patron
G The Brainstorming Club 2005
G
FOR COMPLETE DETAILS, VISIT
WWW.MULTIFAMILYPRO.COM
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Student, Seniors, and Tax Credit Issues
Using the Internet and Other Information
Technologies
Resident Retention and Renewals
Management and Operational Concerns
Traffic Generation
Advertising Resources
Rehabilitation/Development
Resident Referrals
Human Resources/Relations
Employee Incentives
Motivational Programs
Maximizing Value and Raising Rents
Increasing “Other Income”
The Service Department
Ancillary Services
Corporate Universities
Training
Models
Security
Marketing (including Marketing with No Money!)
Leasing Tools
AND SO, MUCH MORE!
Register now!
The 16th Annual Multifamily Housing Brainstorming SessionsTM East is scheduled for May 18-20, with pre-event
activities on May 17, at the Hilton at the Walt Disney World® Resort in Orlando, Florida. The cost of attendance is $495
per person. For hotel reservations, visit www.Multifamilypro.com to make your reservation online or call 407-827-4000
and request the “Brainstorming” group rate of $179 per night (single, double, or triple occupancy).
Executive Office
Improving Delegation
When “Just Do It” Just Doesn’t
By Francie Dalton
E
ver wonder why it’s so tough to
get desired outcomes from
those highly paid, well educated, poised, and polished
senior executives of yours?
Is it that they keep turning in work
products that aren’t ready for prime time?
Or is it that their stellar work outcomes
are delivered at the cost of tremendous
collegial discord?
Whatever the dimensions of suboptimal performance in your organization,
chances are at least one of the causal
factors is the way you (and they)
delegate. Poor delegation can easily be
categorized as either inadequate or
disabling.
Within these two categories are no
less than 12 classic and discrete errors in
delegation. However, there are easy-toimplement tips to avoid or correct errors
in delegation.
Inadequate Delegation
1. Failing to Identify the Higher
Purpose Served: Caught up in the rush of
doing business, it’s easy to delegate on the
run, without articulating how the assignment enables the organization to achieve
its strategic initiatives.
There are three important benefits to
taking the extra minute or two required to
articulate the linkage between the assignments and their higher purpose:
a. It increases the perceived importance of the assignment;
b. It increases emotional commitment
to stellar execution; and
c. It equips the vice president with
tools to motivate the performance and
increase the morale of his or her staff.
The technique to easily isolate and
identify the higher purpose of an assignment is to ask yourself why the assignment is needed, what other outcome its
accomplishment enables, and why that
other outcome is needed. Make sure to
share this information with the one to
whom you’re delegating.
2. Lack of Clarity: Have you ever
been surprised to discover at performance
review time that one of your executives
was oblivious to a requirement you
thought was implicit? The key to ensuring
clear expectations is the establishment of
evidence based performance measures.
Start with an outcome you plan to
assign. Rephrase it using a fill-in-the-blank
statement. For example, your original goal
statement might be: “Improve attendance
at this year’s annual convention.” So,
using the fill-in-the-blank technique
would rephrase the statement into this
expression:
“Attendance at this year’s annual
convention will be adequately improved
when ________.” The fill-in-the-blank
technique forces you to clarify the expectations embedded in your goal statement
by specifying a certain number of attendees, a certain type of attendee, a certain
revenue number, etc.
3. Emphasizing Outcomes to the
Exclusion of Method: How accomplishments are achieved often matters as
much as what is accomplished; yet, this
balance between outcome and method
isn’t often reflected in executives’ goals
and objectives.
Unless, and until, CEOs impose equal
scrutiny on both method and outcome
when delegating, the impact of managerial behavior on corporate performance
will stay under the radar, free to impede
business results with impunity.
Augmenting the basic goal statement
with qualifying phrases such as: “in
quick tip
If you’re determined to get board
approval for an increase in dues, be clear that
this task is the shared responsibility among
all vice presidents. A mistake by just one of
the vice presidents could derail the entire
initiative. Protect yourself against demoralizing the group by phrasing the goal as follows:
I In collaboration with vice presidents A, B,
and C, work toward ensuring the board
agrees to a dues increase of at least $x by
year end.
Executive Office
impact grid
Figure 1
collaboration with;” “per specifications
provided by…;” “consistent with our core
values;” “while protecting the confidentiality of…;” or “while continuing to adhere
to;” will help get the message across.
4. Failing to Delegate Developmentally: Aside from your fiduciary responsibility to develop your staff consistent
with a sound succession plan, you have
the additional responsibility of retaining
the best people.
Doing so in a competitive marketplace
requires that you continually challenge the
intellect of your executives. Determine
what new or expanded responsibilities will
stimulate the growth of each of your direct
reports.
Assign reasonable stretch goals. If
they express doubts about their ability,
respond by expressing confidence in them.
Create the opportunity for them to
surprise and delight themselves by
surpassing your and their expectations.
5. Failing to Anticipate Radial
Impacts: Is it hard to discern what assignments will bleed into the assignments of
others? Are the involved parties coming to
you angry and confused? An easy solution
is the Impact Grid (see Figure 1, where
D1, D2, etc. indicate different departments), a tool that helps anticipate the
possible impacts on key audiences of
making assignments. Delegating a project
to one department is likely to have implications for other departments. Using this
grid will identify those implications in
advance. (Tip: This same grid can be used
to anticipate the radial impact of your
decisions before you announce them.)
6. Abdication: When two or more
vice presidents are feuding, you can’t just
step aside in disgust and tell them to work
it out themselves. Resolving disputes is
part of your role as CEO. Clarify the
outcomes for which each is responsible,
crystallize the lines of authority, and establish the ground rules for necessary collaboration. Link compliance to performance
reviews and bonuses.
Disabling Delegation
7. Deliberate Redundancy: If you’re
A
B
C
D
Decision Made/
Action Taken by You
Impact on D1 w/
Actions Needed
Impact on D2 w/
Actions Needed
Impact on D3 w/
Actions Needed
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Complimentary
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thinking that assigning the same task to
multiple vice presidents inspires healthy
competition, you’re sadly mistaken. What
this type of delegation actually inspires is
conflict. It takes the form of solo behavior,
and a lack of collaboration and information sharing, which generates additional
redundancies and rework.
If your senior executives are like
most, they’re already starving for crumbs
of recognition from you and don’t want to
share what little they get. Exacerbate this
feeling of impoverishment at your peril.
You’ll erode both morale and loyalty.
8. Failing to Impose Accountability:
Part and parcel of effective delegation is
setting expectations regarding the consequences of both success and failure. Awareness of these consequences motivates the
quality and speed of execution.
If your executive doesn’t deliver to
your specifications, it’s your responsibility
to confront that failure. A surprising
number of CEOs are so uncomfortable
confronting poor performance that they
sidestep the imposition of negative consequences, feigning competing priorities to
justify overlooking poor performance.
If you’re the CEO, you don’t get to use
comfort as a determinant for action. Those
who refuse to act have lost their right to
complain. So, if you’re not going to hold
your vice presidents accountable for poor
performance, then acknowledge your
contribution to that poor performance and
stop complaining about it.
9. Saving Their Bacon: Much like
parents who do their child’s homework
thinking they’re helping, swooping in to
rescue executives from their own sloppy
Executive Office
delegation grid
Figure 2
Things I Do Well That
I Should Be Doing
Things I Do Well That
I Should Not Be Doing
1. Strategic planning.
1. The work of my vice presidents.
2. Board presentations.
2. Working full tilt on every single new
initiative the board expresses an
interest in without regard for the
opportunity cost.
3. Writing articles.
Things I Do Poorly That
I Should Be Doing Well
1. Managing conflict.
2. Leading by example.
3. Inspiring staff.
performance stunts or prevents their
growth, generates resentment from their
peers, and erodes the respect of their
subordinates. Unless you want to continue
managing adolescent behavior, when you
delegate responsibility, make sure you
delegate the earned consequences.
10. Delegating to Weakness: Yes, it
is important to delegate in a way that
stretches and develops, but that’s not the
same as delegating tasks that are outside
the scope of one’s competence. Classic
examples of this include putting the
stereotypical CFO in charge of marketing;
putting the expert engineer at the
podium presenting research findings to
an audience of laypersons; moving your
star outside sales professional into an
inside management function; or staffing
a highly regulated function with an entrepreneurial spirit.
11. Assigning Responsibility in
Excess of Authority: Don’t assign
outcomes to subordinates over which they
Things I Do Poorly That
I Should Not Be Doing
1. Proof reading documents for
spelling/grammatical errors.
2. Building power point presentations.
have no control. This error is pervasive in
delegation, and truly has a negative
impact on morale. For instance, let’s say
you’ve delegated responsibility to one of
your executives for a specific legislative
outcome. Unless this executive owns
Congress, it’s inappropriate to impose
accountability for what becomes law.
What is appropriate is to hold your executive accountable for the flawless execution
of what you agree to be a comprehensive
strategy which maximizes the likelihood of
the desired legislative outcome.
Assume you’ve delegated responsibility to one of your executives for ensuring zero erosion of existing customers.
Customers can indeed be lost through no
fault of your executive. Mergers, acquisitions, and bankruptcy exemplify this
point perfectly. Avoid this mistake by
rephrasing the goal as follows: “Ensure
zero erosion of current customer base for
reasons other than mergers, acquisitions,
or bankruptcy.”
12. The Big One: Let’s admit it, we’re
all trying to impress someone in our work
context. As executives, the most obvious
opportunity to do so is to achieve more
with less; and to consistently execute an
overwhelming volume of work, on time
and with apparent ease. In our zeal to
succeed at this, we take on more, and
delegate less, putting various facets of our
personal and professional lives at risk.
If you want to reduce that risk, while
simultaneously making your stars shine
even more brightly, then take a look at
Figure 2. This Delegation Grid invites you
to scrutinize all your activities, listing
them in one of the four quadrants.
If you complete this grid with brutal
honesty (which may require input from
others), the two right quadrants will
contain long lists. Your challenge is to shed
everything on the right side of this grid.
Work on getting better at what you’ve
listed in the lower left quadrant, but focus
on finding broader applications for and
ways to better feature the work listed in
the top left quadrant. Instead of continuing activities listed on the right half of the
grid, seek additional work that requires
the same strengths and competencies that
underlie the work you’ve listed in the
upper left quadrant. pro
Francie Dalton is founder and president of Dalton Alliances Inc., a full-line
business consultancy in Columbia, Md.
She may be reached at fmdalton@dalton
alliances.com.
executive downloads
Please visit the “PRO” section of
www.Multifamilypro.com for the following
additional information.
Under Management, click on
Employee Management and Motivation for
a variety of ideas and articles, including:
I Behavior Enhancement
I A Simple Idea with Little Effort
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Executive Spotlight
Mentoring Change
Donges Plants the
Seed for Growth
so the company could figure out ways to
improve the business processes. Just by
using KPIs in the payroll department, the
company was able to identify that it wrote
hundreds of checks manually. They were
able to map out the business process and
figure out where the issues were. Now, the
number of checks hand-written each
month has been reduced, and the department is more efficient.
He has even been able to add
efficiency in areas that many multifamily
companies don’t think about, such as
safety. In the last two years, the company
“the best part of the job
W
hen Bill Donges joined
Lane Co. four years
ago, he entered an
organization that was
driven by entrepreneurial spirit and “old fashioned” values. What
he saw was an opportunity to reorganize
the company to achieve operational excellence as well as to prepare it to compete in
a more professional industry.
The COO sees himself as a professional change agent, and began his work of
changing Lane with a four-day strategic
meeting. With the help of a professional
moderator, the executives involved were
able to develop a new operational strategy
and brand the six subsidiaries with the
“Lane” name in each title. Now, that same
meeting is done in one day using an internal moderator. “We have a very strong
format of how to plan,” explains Donges.
“The managers know the key initiatives for
next year, and how to fit them into the
budget.”
Taking the Big Step
It’s Donges’ leadership skills that keep
the company going forward. He implemented key performance indicators (KPI)
is i get to see people
grow professionally
and personally by the
way that i’m leading and
mentoring them. i know
how to effect change by
mutually agreeing on the
goals and then trying to
stay out of their way.”
has had 40 percent less time off due to
accidents. Not only are people safer, but
there has been a huge impact on operating
efficiencies—insurance costs have gone
down, loss time has dropped, workers
comp claims have decreased, and morale
has picked up.
But, Donges also used KPIs to figure
out the issues that needed to be fixed in
order to make the process work better.
Many companies pay incentives to get its
employees to be safe. “That doesn’t work,”
says Donges. “You need to get to the root
of the problem, which is associates’ taking
accountability for being safe.”
Showing Appreciation
What makes Donges successful is his
passion to seeing organizations grow and
become more profitable. “The best part of
the job is I get to see people grow professionally and personally by the way that I’m
leading and mentoring them,” he says. “I
know how to effect change by mutually
agreeing on the goals and then trying to
stay out of their way.” He also knows that
it’s important to give credit, where credit is
due. “If I came in with a high attention
need, I wouldn’t be able to get acceptance
or trust,” he explains. “I give back the
credit. People want to feel they are
contributing. You need to let them know
they have achieved. ... Go to their office
and say they did a great job. Tell them you
were watching. Those are the things that
make a company successful.”
That’s how he is able to bring different
personalities and goals—personal and
business—together and keep them
working as a team. “I’m constantly working
to align the organization and make sure
economic and personal goals are lined up
where we want to go and have the right
people in the right places.”
He has tested his best people to find
out the personalities and skills that they
possess. By doing so, he was able to
develop a profile that helps the company
identify future employees who will succeed
in certain positions, like regional manager.
“When we hire regionals, we have a profile
indicating what it takes to be successful in
this job,” says Donges. “Do they have the
right level of energy, initiative, and intelligence to do the job? We can now look for a
certain criteria and test toward it,” which
will only help the company continue to
grow and meet its 2005 goal of expanding
the management company. pro
Management Spotlight
Constant Change
Smith Manages Expectations
A
ssociates at Lane Co. have
never been just a number,
but a name, explains
Angela Smith, senior vice
president of Lane Management Co. “The leaders of the company
have always done a tremendous job of
ensuring that our associates are recognized and rewarded for their hard work,
loyalty, and dedication to continued
excellence.”
That’s why the company has such a
low turnover ratio—reflecting
36 percent turnover at the site
level and 5 percent turnover at
the property support center
level. For her role in this success,
Smith is dedicated to training
associates and spending as much
quality time on-site as possible.
“My focus has been, and will
continue to be, the success of
our associates,” she explains.
The time the company is able to
save as a result of using RealPage’s
OneSite Web-based property management system enables the associates to
focus more on customer service, resident
retention, and client communication.
Plus, the technology gives her the
ability to know what is occurring on any
property at any time through the use of
real-time occupancy and financial data.
Lane also developed and implemented a
specialized report—the Asset Management
“constant communication
State of Change
and the focus on building
respectful business
relationships is the key
to successful thirdparty management.”
One of the reasons Smith is
successful at her job is because
she understands the challenges
at all levels of the organization,
especially during the implementation of
operational changes. Lane is the only
property management company with
which she has worked, and she started
out as an entry-level on-site professional.
“Constant change, whether subtle or
dramatic, is necessary to continue to
evolve to the next level,” she says.
And Lane is a company that is
constantly changing. “We are always
seeking ways to improve and streamline
our internal processes,” she says. That’s
why her goal is to have 100 percent of
the firm’s technology initiatives rolled
out and in place by mid-year 2005 in
order to expand the firm’s key performance indicators, which let the company
know what areas of operations need
improvement. The company will continually tweak its technology to ensure that
it is improving its value proposition.
Report or Trend. “This one-of-a-kind tool
or property ‘dashboard’ offers me access
to up to three years worth of historical
data for any property Lane has ever
managed,” she says.
Third-Party Preferences
Part of the reason Lane has pushed
to become more technology based is
because the company needs to be savvier
because of the diversity of its third-party
management clients and residents.
Through the creation of internal
service departments, Lane is able to
manage any type of asset. “We have
created a system of management support
teams that work to assist the regional
managers with the specific needs of our
clients. These specialized departments—
resident social services, marketing,
training, and compliance—are vital to
achieving the goals and needs of the
owners,” she says.
The most unique challenge a thirdparty manager has is dealing with a
diverse array of clients. Each client has
his or her own style and preference for
how management should work in order
to achieve their goals. “Many times,
Lane has found that these preferences,
as well as the goals, become dynamic
and we must then adapt to achieve the
client’s expectation,” she says. Technology gives Lane that ability to adapt.
But Smith knows that sometimes
the most important thing to keep a
third-party client happy is good oldfashioned communication. “Constant
communication and the focus on building respectful business relationships is
the key to successful third-party management,” she says. “We must be able to
communicate effectively both the good
news and the bad news relating to a
property’s performance. It is vitally
important to be able to deliver bad news
in a timely and effective manner. This
develops a healthy relationship of trust
and respect with the client.” pro
Manager’s View Point
Survey Says
Measuring Your
Amenities Pays Off
By Kelly Treesh
A
n amenity is a feature that
increases the attractiveness
or value of an asset. Comfort
and convenience are synonymous with amenity.
Years ago, the offering of wall-to-wall
carpeting and the mention of a dishwasher
and central air conditioning would quickly
throw your property to the top of the mustsee list. Today, they are not generally considered to be amenities, they’re considered
to be standard fixtures in the apartment
home.
As the industry has matured, so has
the list of amenities. Even the most notorious of all amenities, like pools and fitness
centers, are now among the list of expected
amenities. For more sophisticated renters,
amenities like crown molding, wood flooring, larger units, more storage space, highspeed Internet access, and the ability to
communicate with the leasing office via
the Internet are among some of the things
they are looking for today.
Tech savvy renters are now looking for
amenities to include high-speed Wi-Fi
Internet access, expanded digital cable
options, and the ability to pay rent and
submit service requests online. In addition,
many renters prefer that all communication (lease renewal information, property
news, and updates) coming from the leasing office be done via e-mail or online
newsletters.
There are several studies in existence
that rank what traditional renters want in
their apartment home. While location and
price will probably always top the list of
deciding factors for any renter, each study
comes up with slightly different results.
Many renters will forgo the more lavish amenities to be close to their work and
save money. Some renters make a conscious
decision to move from a class A property, to
a lower class community, like long-time
apartment industry professional Natalie
Cariola. Cariola recently moved from a
building built in 1999 that has wonderful
amenities like an ice-maker, oval soaking
tub, walk-in closet, high ceilings, and a
huge balcony, to a class B-plus property
built in the ’70s. She says it has none of the
above amenities “but is on the 24th floor
with stellar ocean views. The ocean view
and great location combined with lower
rent is worth sacrificing the amenities,”
Cariola says. “Surprisingly, the two things I
am most sad about leaving are my icemaker and the oval soaking tub.”
Right Space at the Right Time
Regardless of what type of amenities
you offer, you need to make certain they’re
always in good working order. So often,
apartment communities advertise special
amenities, then the resident moves in only
to be disappointed with out-of-order or
not properly maintained amenities.
Property owners and managers must
always be certain that the amenities are
working at optimum capacity.
So, what’s right for your property and
how do you go about evaluating your
amenities? There are several ways that a
property owner or manager can go about
looking at the effectiveness and deficiencies of their amenities. Questions to ask
include:
I How often are the amenities being used?
I How often do you have a request for an
amenity that you don’t have?
I What amenities do your competitors
offer?
I What’s happening in your market?
I Are your amenities in good working
order and up-to-date?
In addition, shopping your competition to find out how they’re selling their
amenities also will be helpful in your
evaluation.
One of the most effective ways of
evaluating your amenities is to survey
your residents. You can find out how your
residents feel about your existing amenities and what amenities your property
might be lacking. Many companies hire
professional survey companies to conduct
satisfaction surveys. This gives them more
detailed results with a higher rate of
return on their survey.
quick tip
Train your employees on the level of
customer service that you expect. Be certain to
train your employees to be ready for the unexpected. Train your employees to listen to what
residents are really saying and teach your staff
to never, under any circumstance, be short with
or raise their voice to a resident.
management downloads
Under Management, click on Special
Programs for a variety of ideas and articles,
including:
I Smoke-Free Apartments
I Community Success Survey
Manager’s Viewpoint
Let me caution you, if you go through the effort of conducting a survey, regardless if you do it in-house or outsource
it, make certain that you are prepared to act on the findings of
the survey. If you put a survey out to your residents and they
see nothing happen in the topic area of the survey, it could be
a very frustrating experience for them.
It doesn’t matter what type of survey you conduct or what
type of property you have (class A, B, or C), or even the size of
the property, the most often overlooked, under-rated amenity is
top quality, off the wall, unsurpassed, exceptional, dazzling,
customer service.
In 2002, SatisFacts Research LLC conducted a survey that
actually concluded and confirmed that amenities didn’t play a
significant role at all in what renters are looking for. While the
survey is a few years old, I don’t believe that renters or their
renting habits have altered significantly.
The results of the “SatisFacts Resident SatisFaction
Telesurveys: 2003 National Results Summary” showed that six of
the top 10 reasons why residents wouldn’t renew were related to
staff performance. In addition, when asked for suggestions of
how to improve the community, five of the top 10 suggestions
related to staff performance. So, what does this tell us?
Customer service is absolutely an under-rated, missing amenity
that is very important to residents.
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Property management professionals would be wise to market “knock your socks off” customer service as a rare but priceless amenity. So, how do you serve up superior customer service with some amenities on the side?
First, answer your phones. With all the technology surrounding us today, sometimes we forget that it’s nice to actually speak with someone who cares about providing awesome
customer service. If you think about it, it’s rare to hear about a
positive customer service experience related to the telephone.
Empower your employees with permission to be creative.
It’s important that your staff understands that customer service
is an amenity that must be mastered. Employees must feel
empowered when dealing with residents. Give your staff
parameters, but allow them some freedom as well.
Hire people who care. People who care about other people
are much more equipped to understand what good customer
service is. In addition, people with a caring nature are typically
pleasant to be around and will put residents at ease.
Finally, deliver what you promise. If a resident has a
request, issue, concern, or complaint, make certain you have a
game plan in place that allows your employees to own that customer request until it is satisfied. Hold your staff accountable.
Residents today are looking for top quality customer
service. A positive, seamless customer-centric experience is
key to the success of any property. Amenities are important,
however, if you’re not offering stellar service to residents,
awesome amenities simply won’t be enough to keep you properties full. pro
Kelly Treesh is president of Multifamily Consulting LLC. She
may be reached at [email protected].
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21
Marketing Advantage
Marketing Lifestyle Amenities
Get Your Future Residents Involved
By Lesa LaRocca
T
he apartment industry is faced
with a more discriminating
renter profile than ever before.
Added to that challenge, it still
struggles with the impact of
low interest rates and robust home
purchases. Housing choices are driven by
lifestyle as well as finance. As a result, we
are directly competing with homebuilders,
and our marketing strategies have to take
this into consideration.
What It Is
Beyond print advertising in the
typical apartment publications and front
entrances decorated with balloons,
marketing of apartment communities
must include physical amenities and
services that are edgy and out of the
ordinary. In some cases, developers are
adding amenities and operators are
adding services as a means to facilitate
sexy marketing campaigns in addition to
functionality.
Apartment living can offer a sense of
community, lifestyle, and synergy that
the single-family homebuilder struggles
to replicate. Today’s renters are demanding a higher quality of living, focusing on
lifestyle driven by emotion. In response,
apartment owners are implementing
innovative marketing campaigns to
showcase their amenities and services.
Mix and Match Marketing
Apartment communities are challenged with setting a new standard of
living due to the demands of residents
who are now craving a richer sense of
community. This can’t be accomplished
by only showcasing a few model apartments and a standard list of amenities
such as a pool, spa, and fitness center in
your marketing efforts. The challenge is
now upon us to create a living environment that appeals to this heightened
sense of lifestyle.
As apartment communities evolve,
so must our marketing efforts in order to
Photo courtesy: Trillium Residential
remain competitive. The industry has
been experiencing new trends in the
amenities and services offered to
residents. The key is to focus the marketing of these physical amenities and
services to align with the lifestyle desired
by the residents.
Management should avoid touting
empty lifestyle concepts. The lifestyle
must be in place and working, as well as
tangible and visible to the current and
future residents so they can see it, feel it,
and use it, even prior to moving in.
Set a New Standard of Living
In an effort to create this discriminating sense of lifestyle, communities
are adding extraordinary elements. For
instance, the basic pool is being
replaced with a resort-style pool,
complete with oversized pool towels
and fabulous cushioned daybeds with
canopies for lounging poolside.
In addition, fitness centers continue
to evolve and now offer a wide range of
stationary equipment, free weights, and
flat screen televisions. One way to
capitalize on these amenities is to host
regular social gatherings, such as
poolside barbecues and wine tasting
parties. Morning yoga classes or one-onone fitness instruction by a personal
trainer are great services and become
popular word-of-mouth marketing for
your community. This type of interaction enhances the community lifestyle
and helps to create the social environment residents are craving.
Due to the residents’ need to meet
and socialize with their neighbors, fullor part-time activities directors ensure
ongoing activities are scheduled in an
effort to keep amenities alive. Clubhouses are being designed with deluxe
kitchens to provide this opportunity.
Holiday socials or informal potluck
Marketing Advantage
quick tip
Apartment communities are adding to the
ever-growing list of services by offering an activities van to take residents to local events, dining,
shopping, night life hot spots, or the airport. A
great way to market this service and your
property is to have the entire van graphically
designed so it becomes a moving billboard. T he
van can be “wrapped” with innovative lifestyle
images that look like the property’s brochure,
continuing to enhance the community’s branding.
Colors should be vibrant and eye-catching and, of
course, the community’s phone number and Web
site information should be included.
dinners are just some of the events that
can be held. Clubhouses of today are
inviting and lifestyle focused. The key is
to have the right resources in place in
order to create an environment that
provides constant energy and social
development.
Test Drive
The vast amount of amenities being
incorporated into apartment communities certainly allow for more creative
marketing. The best way to market your
amenities is to allow people to experience
them. One way to allow future residents
to get a real flavor of the community is to
invite them to the next wine tasting or
poolside barbecue. This is a wonderful
opportunity for them to mingle with the
on-site team and meet residents. If your
community offers guest suites, invite your
prospective resident to stay the evening
after an event to experience the lifestyle
that was described on the tour.
Similar to inviting prospective residents to upcoming events, consider inviting them to use community amenities.
Invite future residents to the next
“Dinner and a Movie” night or “Monday
Night Football” event so they can experience your deluxe movie theater that
boasts stadium-style leather seating, a big
screen, and surround sound.
Imagine a prospective resident enjoying a favorite movie in a fun environment with other current residents. An
experience like this for a future resident
can be more powerful than any expensive
print advertisement.
Providing private amenities offsite is
a breakthrough innovation that takes
lifestyle beyond what residents have
imagined. For instance, there are more
boats per capita in Arizona than any
other state. It is clear that people in this
area love to play at the lake. A day at
Bartlett Lake, located in the Tonto
National Forest, consists of a variety of
activities from which to choose, including
jet skis and all-pro tournament boats to
tow skiers and wake boarders. With a
minimal membership fee, you can offer
your residents access to a lifestyle that
many homeowners can only dream of.
This offsite amenity is marketed through
its own collateral material and Web site
link and also is an integral part of the
lifestyle marketing.
Innovative Marketing
Property tours are a crucial component of apartment community marketing
and should be designed to best present
the lifestyle opportunity within the
community. In fact, community managers
should review their tour process to make
sure it aligns with the marketing objectives for their amenities and services.
Many leasing tours begin with
presenting floorplan options early in the
process. Instead, the initial focus should
be on lifestyle by showcasing amenities
and services in order to build excitement.
Based on the individual interest of each
future resident, leasing tours should be
centered on spending additional time on
amenities that are important to each
individual prospect.
If a prospective resident is interested
in fitness, invite that person to actually
try out the equipment in the fitness
center. This specialized approach to
touring also will assist in developing a
stronger rapport with that person, ensuring a better understanding of the client’s
needs and interests. Follow-up communication to prospective residents should
include e-mails with photos attached of
the different amenities that were of
interest.
In this age of Internet savvy clientele, the Web site is a critical component
of the overall marketing campaign for
any community. Along with listing essential community information, Web sites
are becoming increasingly interactive
with features such as furniture placement on floorplans and selected floorplan types highlighted on an interactive
community map. Lifestyle and amenity
photos shown throughout the Web site
allow the viewer to “feel” the community’s lifestyle and should be displayed
prominently.
Used within the appropriate laws and
guidelines, follow-up e-mails to prospective residents are another way to continually market amenities and services. E-mail
communication does not need to be
wordy, just a few sentences inviting future
residents to the next volleyball tournament or welcoming them to take advantage of a holiday gift wrapping service.
Developers and management companies have added amenities and services to
their communities with resident retention
in mind. However, given the competition
with homebuilders and the increasingly
demanding renter profile, we must begin
to use them with marketing in mind.
The addition of amenities and
services may seem a departure from
typical marketing strategies, and therefore daunting, given budgets and
complexities seemingly outside of the
core business. However, to compete in
today’s market, we must be prepared to
create innovative marketing campaigns
that showcase physical amenities and
services that clearly convey the lifestyle
offered at the community. pro
Lesa LaRocca is the director of operations at Trillium Residential. She may be
reached at [email protected].
marketing downloads
Under Marketing, click on Marketing
Campaigns for a variety of ideas and articles,
including:
I Live Like a Hollywood Star
I Your Address of Distinction Brand
Enhancing Campaign
Marketing Spotlight
Technology Advances
Miller Brings Sense and
Order to Marketing
W
hen Jared Miller started
working at Lane Co.
seven years ago, he was
a leasing trouble shooter.
He would visit newly
acquired underperforming properties and
help them get back on track. He quickly
realized that many properties were having
problems because their marketing efforts
were not properly targeted. So, he became
a marketing trouble shooter. “I worked
with the property and trained the staff to
“we have a large
portfolio and
through branding we
will capitalize on
our size and attract
more qualified
renters.”
help fix the problems with long-term
solutions,” he explains.
“I really never had a title, but I helped
with a portfolio of properties from a
marketing perspective and worked on
business development and due diligence,”
says Miller. But, in 2003, things started to
change. A new COO, Bill Donges, joined
the company with a top priority of streamlining operational efficiencies.
Lane didn’t have a director of marketing at the time, and Miller was the obvious
choice. “It was an incredible opportunity,
and it was needed,” says Miller. “It allows
me to do something different everyday.”
New Direction
One of the first things Miller did in
his new role was develop an internal
marketing department that operates as a
fully functional advertising agency. “We
can produce all collateral material inhouse, and our design charges are onehalf of what it costs others in the industry,”
says Miller.
His department also was responsible
for significantly reducing printing rates for
clients and partners, which saves everyone
a significant amount of money. The
company had already decided to brand its
name, so appointing a director of brand
management to handle the look for every
ad, brochure, and internal and external
communication was critical to the continued success. While many fee management
companies don’t see the value of branding,
especially since the portfolio consists of so
many different asset types and properties
are constantly transitioning in and out of
the portfolio, Lane believes it has an
inherent value, especially since its properties are concentrated in the same
geographic areas.
“We have a large portfolio and through
branding we will capitalize on our size and
attract more qualified renters,” says Miller.
“Branding helps us retain visibility in the
industry among clients, potential clients, as
well as prospective residents. Due to
economies of scale, we also were able to
renegotiate all marketing contracts in
2004 to realize an annual net savings of
nearly $300,000 amongst 60 communities. This savings was passed directly to
the properties.”
At Lane, advertisements, brochures,
and newsletters all have a consistent look
and feel, but the communities all have
individual names. “We allow the unique
features of each property to come through
in their advertising and marketing,”
explains Miller. However, each ad has the
Lane logo and a look consistent with the
brand. “It’s not detrimental to have the
same brand for a luxury community and a
tax credit property. In fact, 12 months
after the implementation of branding,
traffic has increased 30 percent to 40
percent on communities where the brand
has been fully implemented.”
Technology Drives the Path
As a company, Lane is a big believer
in using technology to help increase operational efficiencies, and the marketing
department is no exception. The marketing department implemented tracking
mechanisms for advertising to determine
where they were getting the most and best
qualified traffic.
“I had a property that wanted to
cancel a particular source of advertising,”
explains Miller. But, he thought it was
working. So, through the use of Who’s
Calling, he was able to prove that it was
not just working, but it was the best
source of advertising for that community.
“Had we cancelled that source our
occupancy would have certainly suffered
significantly,” Miller says.
His department also is pushing
toward using more Internet advertising.
“We want to maximize Web-based
marketing because if offers a low cost per
lease,” he says. Plus, more people are
using the Internet to do their initial
research and find an apartment. He
believes you have to be there to capture
this audience, and as a fee-management
company, results count. pro
Training Spotlight
One-On-One
Sarvis Gives Training a
Personal Touch
K
aRen Sarvis believes that
employees need to have
something to achieve; they
need to see where they fit
in. That’s why, as director of
training of Lane Co., she makes sure that
all employees understand that everything
they do is vital to the next step. “It gives
them goals to strive for and lets them
know where they are going,” she
explains.
In that effort, she created the TOPS
(training opportunity promoting success)
program. “TOPS will give them an actual
path to follow,” Sarvis explains. “Every
associate will know what courses and
electives he or she will need to take in
order to achieve certification within the
company. The certification will get them
ready to move to the next step in career
advancement.” The program will be rolled
out in the second quarter of this year.
Starts on Day One
Training at Lane is not just a one-shot
deal. Every new associate attends a fourday orientation program. They will learn
about all different areas in the company—
Lane Management Corp., Lane Investment
and Development Corp., Lane Realty
Construction Corp., Lane Asset Management Corp., Condo Lane, and Lane Affordable Housing Corp.—and the opportunities available to them.
“If they are not necessarily sure
where they fit in, they have the opportunity to see what might interest them the
most,” she explains. Plus, she gets to meet
75 percent of new associates within their
first 60 days. “I make a point to build a
relationship with each person,” says
Sarvis. “They can call, e-mail, or come by
to see me with any questions. It’s important they have someone to turn to.”
In addition to the orientation program, Lane also does a lot of one-on-one
training. Sarvis uses the 20/80 rule—20
percent lecture and 80 percent practice—
in all of her classes. This allows employees
to practice in a controlled environment.
“i make a point to
build a relationship
with each person. they
can call, e-mail, or
come by to see me with
any questions. it’s
important they have
someone to turn to.”
Fun and Games
Sarvis uses games and activities to
help make the information stick. She
believes if they enjoy what they are doing
it will help them understand why certain
tasks need to be done, and they will do a
better job. One way to achieve this is
through mock case studies.
She gets associates to drill each
other as prospective residents. Then,
each employee receives feedback. “People
get very nervous about speaking in front
of a group and attendees are afraid about
giving critique because they don’t want to
hurt each others feelings, so everyone
fills out a ‘Help Me’ sheet that asks
feedback questions,” explains Sarvis.
“They are able to write their feedback
down and turn it in.”
She also tries to spark the creativity
within each employee. One way to do so is
to play the Play-Doh game. First, she’ll
brainstorm with her participants to come
up with a list of characteristics that make a
good employee. Then, she’ll have everyone pick one characteristic and demonstrate it with Play-Doh. So, someone might
make a book to demonstrate knowledge or
show two people holding hands to demonstrate teamwork.
She also uses “chat time” in each of
her classes. This brainstorming session is
“not a waste of time,” she proclaims. It
gives employees the opportunity to share
stories about their experiences. Sarvis
might give an example of a delinquent
rent situation and ask others how they
handled a similar situation. “Not only can
they learn from each other, but some of
the stories are really funny.” For instance,
in Texas you can put a lien on someone’s
belongings; in other words, you can take
their microwave until they pay their rent.
That can’t be done in every state, but it
helps people remember.
Evaluations are used at the end of
each class. The company just started
sending additional evaluations out 30 days
after completing a course. It finds out if
employees thought the information they
received allowed them to improve their
performance and increase their productivity, says Sarvis. An evaluation also is sent
to supervisors to find out if they have seen
an improvement in performance and
productivity. “By doing this, we are able to
ensure our classes are meeting the needs
of our associates,” she says. pro
Higher Learning
Finding Mr.
or Ms. Right
Training That Ties
into Employees’
Life Experiences
By Lynn Phillips
I
have yet to come across a person
in the property management
industry that grew up dreaming
of becoming a leasing professional. It helps to connect leasing
an apartment to something everyone can
relate. Challenge participants to compare
leasing an apartment to finding a date.
The success of both depends on building
strong relationships.
Most applicants are novices to the
industry and don’t fully understand
the expectations. The leasing professional position is usually an entry-level
position. Therefore, most new team
members that are selected for the
position don’t have experience. Their
knowledge base and their skill level are
extremely low. Sometimes, the position
may be their first time working in an
office environment.
The entry-level leasing course may
be the first formal education many team
members have received since graduating
from high school. It takes creative training techniques to develop these individuals into productive leasing professionals.
It also requires you to draw on their
life experiences to help with training
concepts.
12 Steps to Success
The 12 guidelines that are key to
finding the ideal mate are also the 12
guidelines to finding the ideal resident:
1. Strive for a long-term commitment. It’s better to rent the apartment
for 12 months or longer so you will not
have to turnover the apartment quicker
than you planned in your annual budget.
If you must take a short-term lease,
check to make sure it is the right time of
year. You want to avoid leases expiring
between September and February.
2. Meet a lot of different people to
find the right one. Depending on your
demographics; you may have to show
your apartment three times before
finding the ideal future resident. Plan to
make an appointment with three people
per day to get one approved application.
3. Don’t get emotional. You may
really form a bond with a future
resident, however, remember you serve
two customers: The future resident and
the investors. You may feel sorry for
someone, but your job requires you to
make logical decisions based on the
application and the credit information.
4. Look your best every day. You
never know whom you may meet. Therefore, your attire has to fit properly and
be very professional. Professional people
like doing business with other professional people. Don’t follow all the latest
fashion trends. A classy look is always
best.
5. Ask lots of questions, but don’t
get too personal. Your position requires
you to find out their name, their
telephone numbers, their reason for
moving, and their ideal price limit. You
have to sincerely care about why they
need an apartment and why they are
choosing to look at your product. But
don’t get involved with their personal
quick tips
T here are three goals when teaching
the introductory course. Teach the importance of
asking the appropriate qualifying questions.
Strive to create the atmosphere that encourages
a team member to think like an entrepreneur vs.
an entry-level employee. And, try to perfect
their skills at using the qualifying questions to
naturally close a deal and create urgency.
training downloads
Please visit the “Pro” section of
Under Training, click on Designing and
Delivering Training for a variety of ideas and
articles, including:
I How to Make Training Stick Like Glue
I Planning an Effective Orientation Training
Program
business. Be wise and divert the conversation back to the
apartment.
6. Be proactive; you may not receive a call back right
away. You have to call them. Future residents usually don’t call
back to find out how you are doing. To market successfully, you
have to create a follow up and call back plan. Touch base with a
future resident at least weekly (call, send a note, leave a
message, etc.). Be creative with your follow up. If you make a
good impression, they will remember you and come back.
7. Verify everything they tell you. Sometimes people
want to impress you. You are required to make sure they are
who they say they are. Ask for the proper identification and
make sure it’s up to date. Their income and rental history must
be verified. Be a good investigator. Look for information gaps
and ask questions prior to letting them leave the office. Listen
to their entire story and make sure all facts match up.
8. Sometimes in order to catch the right one, you have
to stay late. Of course, weekends are a must. In order to
capture the most traffic, you have to be there. You cannot be a
clock-watcher and have success with leasing. You have to be at
the community when the future residents are available and
when they are most likely to visit you.
9. Be unforgettable. Dress up your apartment. Help the
available apartment tell a short story or plan for a new
resident’s future. Does your available apartment or model cause
a reaction from the future resident? Does it make them laugh,
ask you questions, or ask each other questions? Is it unforgettable?
10. Pull out all the stops to make a connection. It takes
word of mouth, passing out candy, the Internet, increased
signage, and a “can do” attitude. Most products don’t sell
themselves. You were hired for a reason. The community
depends on you to find someone to tell about this wonderful
apartment. You cannot sit and wait for someone to find you.
11. Don’t judge a person by his or her appearance. You
never know who will be approved or not. The main reason not
to judge is because it’s against fair housing to discriminate.
Watch your attitude and personal biases. Not all qualified
residents walk around in a shirt and tie. Your job is to find the
ideal future resident based on the application, and the credit
and the rental history; it’s not based on your opinion or your
personal experiences. Treat everyone the same.
12. Feel good about yourself first. If you don’t believe
you can lease the apartment, then you won’t. If you think the
future resident knows more than you, then they do. You have to
know that if you follow the above guidelines, you will be
successful at leasing apartments.
Use this outline to introduce each topic as a training objective to help create the buy-in you need from each participant.
Participants are less tense during role plays because they understand the importance of asking questions, listening for key
points, and making smart decisions. The format also helps the
participants make a connection from the classroom to their
actual positions. pro
Lynn Phillips is a marketing specialist at Southern Management Corp. She may be reached at [email protected].
Front Line
Get to Know Your Residents
It Helps When Selling Your Amenities
By Tiffany Yelverton
E
ach property has different
amenities. It’s important to
make sure that you mention
all of them to your customers. But, while everyone
tries to list them in advertisements and
other collateral material, it often
sounds as though you are selling your
community like David Letterman’s Top
10 List.
It’s difficult to rattle off every single
amenity in your sales presentation,
especially in the hustle and bustle world
we live in today where time is of the
essence for the customer who is calling
or walking through the door. You also
don’t want your presentation to sound
like a canned script.
You should never forget that each
customer’s needs are different and it’s
vital to determine what the customer
wants (think—what’s in it for me—from
the customer’s point of view). Differentiate what is most important to the
customer and zoom in on those amenities and items during your telephone call
or tour of the community. Focusing on
what is important to each individual is
key in the sales process.
Know What Counts
quick tips
The Ten Commandments
of Human Relations:
1. Speak to people
2. Smile at people
3. Call people by name
4. Be friendly and helpful
5. Be cordial
6. Have a genuine interest in people
7. Be generous with praise
8. Be considerate of the feelings of others
9. Be thoughtful of the opinions of others
10. Be alert to give service
Source: “The Power of Influence” John C. Maxwell
28 Multifamilypro1 March & April 2005
Establishing a vision of what each
amenity looks like, smells like, and feels
like can be a difficult task. You need to
paint a picture with words that invoke
warmth, comfort, convenience, and
privacy. You can accomplish this by using
words that would be pleasing to the
customer based on his or her individual
needs. For example, if the customer
mentions that privacy is most important,
offering an apartment home next to the
pool instead of a more secluded part of
the property is not the best choice. It’s
easy to become your own worst enemy in
the sales process if you don’t remember
to determine the specific needs and
desires of each customer.
Leasing professionals must rise to all
challenges and deliver specific information that matters most to the customer.
Ask permission to ask questions. For
example, start out by saying, “If you’ll
give me just a few moments of your time
to ask you some questions, I’ll be able to
find the perfect apartment that meets
your needs.” This explains what you are
going to do and why, and helps break
down a common barrier put up by
customers.
Once you’ve gained permission to
ask some questions, start asking. Strive
for open-ended questions that invite
longer, more detailed answers. The openended question invites the customer to
elaborate as opposed to the closed
Front Line
question that can be answered in one or
two words. Try asking things like:
I Are there any specific features you’re
looking for in a new home?
I What things are most important to you
in an apartment?
I Why are you moving from where you
are living now?
Another important technique involves using assumptive questions. In an
assumptive question, use phrasing that
assumes the customer will become a
resident of your community. For example,
instead of asking, “When do you need an
apartment,” you might ask, “When are
you planning on moving into our
community?” This type of phrasing is an
invitation to the customer to become part
of the community.
As customers begin to respond to
your questions, pay attention. They are
giving you precious information that you
can use to tailor your presentation to
their needs and desires. For example, did
they mention that they do a lot of work
from home? If so, emphasize how
“wired” your apartments are.
Do they love to cook? If so, talk
about your new, state-of-the-art appliances. If someone mentions sports or
outdoor recreation, point out your
proximity to the park. In short, show
future residents how your community is
ideal for their particular lifestyle needs.
Find the Right Words
As you describe your community’s
features, use colorful, inviting words
such as bright, cozy, spacious, airy,
comfortable, and warm. If this doesn’t
come naturally to you, practice. Work on
“talking” your way through each of your
community’s amenities to paint a picture
of each room as you walk on a tour or
elaborate on a floor plan.
Instead of saying, “The bedroom is
down the hall to the right,” say, “At the
end of the hallway, if you turn to your
right, you’ll enter the first bedroom
suite, which is large enough to easily
accommodate a full bedroom collection,
complete with a king bed. The windows
in this room also are oversized, so you
get a terrific sense of light and
spaciousness, not to mention a great
view.”
Consider adding a game to your next
team meeting and call it “Name that
Amenity.” Write down each amenity on a
small slip of paper and place them in a
fishbowl. Each team member will pick a
property amenity. Each player will then
take one minute to describe the amenity
in a way that paints a mental picture to
the other players who will act as the
customers. The rest of the team will then
collaborate and have only one opportunity to name the amenity. (Don’t forget to
include your outside team as well,
because they have some of the best ideas
that can be the catalyst to creating part
of your presentation.)
Owners spend hundreds of thousands of dollars on a property’s amenities
from the lush manicured lawn to the
convenience of your trained maintenance
team that takes care of service requests.
Owners sink serious dollars into providing an environment that is self-contained
and carefree for your residents.
Yet, one of your greatest amenities
can be an invisible one to you … your
residents. A happy resident is a walking
and talking billboard to promote what is
wonderful about the community—one
that can be traced back to a leasing
professional that took time to determine
what was most important to that resident
and offered an apartment home that met
those needs. At the end of the day, isn’t
one of the better incentives knowing you
assisted someone in finding his or her
next home? pro
Tiffany Yelverton is the president of
Creative Apartment Marketing, a firm
specializing in consulting, marketing,
and training. She may be reached at
[email protected].
on-site downloads
Please visit the “PRO” section of www.Multifamilypro.com for the following additional information.
Under Leasing, click on Presenting Your
Apartments & Community for a variety of ideas
and articles, including:
I
I
Presenting Your Community and Apartments
Leasing to Your Future Resident’s Inner Child
It’s about time to lease more.
It’s not about advertising.
It’s not about training.
It’s about time.
It’s about time your staff doesn’t have because they’re busy showing the
property, closing leases, retaining residents and countless other duties.
It’s about time Level One does have because all we do is field
advertising inquires for the apartment industry from the country’s
first central leasing office.
Isn’t it about time for you to lease more?
864/331-4302 • www.levelone.com
On-Site Spotlight
At Your Service
Potvin Makes Residents
Her Top Priority
S
ervice is our specialty. Those
are the words you’ll hear
every time you call Dunwoody
Place Apartments, a Lane Co.
managed community. It’s the
property’s motto, and it’s upheld everyday by Shannon Potvin, the property
manager, as well as the rest of her team.
Potvin believes it’s the little things
that separate her community from the
competition. “We are always thinking of
another service that we can provide,” she
explains. The goal: to make the property
serve the residents.
Like many class A communities,
Dunwoody Place offers the standard
amenities and services such as valet dry
cleaning. But, her community takes the
extra step with a continental breakfast
that includes Starbucks coffee and a staff
person serving the residents.
Making It Work
Getting her team to outperform the
competition and constantly have service
on their minds takes more than just a
leader, it takes a cheerleader, explains
Potvin. “I’m big on motivating the staff,”
she says. “I just don’t tell them what to
do, I show them. I’ll do anything I ask
them to do. It’s about leading by
example.”
Everyday, she makes sure to compliment her associates on a task well done.
But, she also celebrates their mistakes.
She’s a firm believer that going over
mistakes is the best way to learn and uses
the opportunity to train her team and
help them grow in their careers.
To make sure everyone is on the
same page and understands the property’s
and the company’s goals, she holds
weekly staff meetings. “We start out every
meeting by going around the room and
pointing out one positive thing that
another associate has done,” says Potvin.
“It’s really motivating.”
And it’s important to have a
motivated staff when you are constantly
“i’m big on
motivating the
staff. i just don’t
tell them what to
do, i show them.
i’ll do anything
i ask them to do.
it’s about leading
by example.”
asking them to do “whatever it takes,” the
company’s motto. “I know I will do
whatever it takes to keep residents and
the team happy,” she says. “And, I know
my company will support that.”
The Right Tools
Potvin believes the reason Lane is so
successful is because it’s leading the
industry in technology. “All of our
property management programs are Internet based,” she says. “Having a Webbased property management program
allows me to work from any computer. I
can always log in and see what’s going on
at my community. I’ll go on Sunday night
and find out what we did over the
weekend. It makes me more prepared for
Monday morning and the week ahead.”
That’s why Potvin doesn’t mind being
the test property for all new technology
that Lane plans to implement. “I’m very
much a supporter of technology,” she
explains. “I’ve helped the company work
through the kinks and tell them where it
needs to be improved.”
Potvin knows that with every implementation there will be challenges, and
that it will take time to get the technology
to run smoothly. “I have a positive way of
viewing things,” she says. She knows that
it’s difficult now, but that in the long run
it will be better for everybody.
That’s why Potvin was asked to join
Lane’s technology focus group. “It’s
interesting, they didn’t have someone as
part of the group who uses the technology on-site,” she says. “I think it’s really
important to have that input.” The
corporate office doesn’t have the same
issues as the on-site team. She believes
having the on-site input will only make
the products better. And, that’s what
Potvin wants. She wants to be successful
and have the tools available to her that
will help her run her community and
serve her residents better. pro
A Multi-Pronged Approach:
Technology,
Customer Service
and Training
are the Keys to Lane’s Success
By Miriam Lupkin
L
Like many companies, Lane has
built apartment communities and
found that converting them to forsale buildings would be more
profitable. For instance, it realized
that selling Valencia Apartment
Homes in Miami, to a condo
converter, would be much more
profitable than running it as an
apartment community.
Low interest rates are driving
the current condo craze. “We were
in the process of building some
really nice class A apartments but
because of the market
for home ownership,
our executive team
decided to sell the
units as condos; and
use CondoLane as the
sales broker, Donges
Headquarters: Atlanta
explains. “We sold out
a community in AtYear Founded: 1974
lanta’s inner city in
Number of units managed: approximately 30,000
11 hours.”
There was a time
Number of units owned: 7,000
when 90 percent of
its new developments
Number of employees: 1,400
were apartments and
Revenue streams: Development, property manage10 percent were
condos. These days,
ment, investment, construction, asset managethose numbers have
ment, condo sales, and market rate mortgage
flipped to 90 percent
condos and 10 percent apartments. The
ane Co. has become an
expert on knowing what
the market wants. This
full-service real estate
firm not only provides the
service and technology that its clients
require, but knows how to recognize
what it will take to make a property
work. Bill Donges, COO of this
Atlanta-based firm, knows that each
challenge is an opportunity to learn,
and he is on a mission to continue the
strategic growth of the organization.
lane at a glance
bottom line: Lane is committed to
developing the right product.
While the company is focused
on building its management and
development arms, it also has
looked outside of the industry for
potential growth. For instance, it
just signed a joint-venture agreement with Countrywide Home
Loans to create Market Rate
Mortgage, a new company which
will give Lane another financial
benefit from the sale of its condos.
“It will be an extra profit center for
us and a convenience to our home
buyers,” says Donges.
Power of Technology
This ability to adapt to market
conditions has helped Lane stay in
front of the curve, especially with
its third-party management clients. During the past four years,
the management side of the multifamily industry has seen a transformation in the way it has
embraced technology. And, Lane
remained a leader by pushing to
use RealPage’s OneSite, a Webbased property management software system that gives its on-site
staff more time to deal with
residents issues and its third-party
owners’ real-time information
about their communities.
“technology is
your life line. it
gives you the speed
to make decisions
and the ability to
move quickly. ...
technology gets
you the data faster
to make more
accurate and better
decisions,” says bill
donges, coo.
Valencia Apartment Homes in Miami is walking
distance from shopping and gourmet dining. Its landscaped courtyards and fountains invite residents to
stay and stroll the grounds.
Photo courtesy: Lane Co.
“Technology is your life line,”
says Donges. “It gives you the speed
to make decisions and the ability to
move quickly. … Technology gets
you the data faster to make more
accurate and better decisions.”
In the past, the data Lane used
to make decisions was six weeks to
two months old. Therefore, it was
difficult to assess accountability,
explains Donges.
“[Now,] we have some invaluable tools that enable us to ensure
we are doing the very best job we
can on every community,” says
Angie Smith, senior vice president
of Lane Management LLC. In other
words, technology drives accountability. For instance, employees can
see closing ratios at other communities and the company uses those
numbers as a way to keep score.
“They like to know if they are
winning or losing,” says Donges. “If
you give them the ability to see
what others are doing, they will
know what they need to do to get
to the same level.”
Some of the tools that Lane
uses to keep track of things include
monthly property evaluations,
monthly shopper’s reports, property
audits, and monthly service evaluations, says Smith.
The use of technology also
helps attract new employees to the
company, says Donges. “If we didn’t
have computer systems [on-site],
“we focus on
the value of
each property
and what we
can offer the
resident that
no one else
does,” says
jared miller,
director of
marketing.
Summer Landing Apartment Homes in Lakeland, Fla., offers innovative home designs, with a myriad of
features and elegant details. Amenities include a car wash facility, garages, pool, picnic areas, sand
volley ball court, and fitness center.
young people wouldn’t work for us.
The Y generation doesn’t want to do
without it.”
Web Courts Residents
Technology not only helps
manage the properties more efficiently, it also helps attract future
residents to the communities. Technology is truly one of the keys to the
company’s success, says Jared Miller,
director of marketing. “We need to
get the Lane name out there … and
sell the value of the company, and
what we bring to clients and
partners.”
And the Internet is one of the
ways that the marketing department
is accomplishing that goal. “For
many fee management companies,
the idea of marketing to get new
business is simply putting out more
balloons. Those days are over,” says
Donges. “You have to be on the Web
as well as do the basics. Web-based
marketing is the most exciting thing
happening. I love the fact that we
are way ahead of the curve. In 18
months, we learned so much of what
drives residents to the Web, how we
get them to contact the property, and
how to get closure.”
While Lane has not signed a
lease for each and every Internet
inquiry, Donges believes Lane has
gained a better understanding of the
Web marketing process. The most
common mistake is not responding
to online requests in a timely
manner. “We’ve set this system up to
get people to the site, but you must
respond right away. Don’t squander
that opportunity,” he says.
Another thing that makes Lane’s
marketing strategy successful is that
“we focus on the value of each
property and what we can offer the
resident that no one else does,” says
Miller. For instance, when marketing
its Atlantic Station community in
Atlanta, the company focused on the
fact that you can walk to everything
you could possibly need, says Miller.
“You never have to leave your neighborhood.”
At Your Service
While a strong marketing campaign helps get people in the door, in
an age where concessions are
rampant and potential residents are
always looking for the deal, it takes
an expert sales team to get them to
sign on the dotted line.
“I can overcome any objection,”
explains Shannon Potvin, the
property manager at Dunwoody
Place Apartments, a Lane community
in Atlanta. A common objection is
the size of the unit. “People will say
it’s too small and that their furniture
won’t fit,” says Potvin. “I go ahead
and get the tape measure. Things
always look smaller than they are.”
Another objection is that the
price is too much. While the rent at
Dunwoody is more expensive than
the local competition, “I know my
Photo courtesy: of Lane Co.
Art Foundry at Atlantic Station in Atlanta is a
sold out community. It offers a sculpture
garden, professionally managed health club
and spa, pool, covered parking decks, and a
business center.
source of spreading the word. Plus,
it’s a good way to get into the building they work and leave additional
brochures in the break room.”
Helping Hand
A huge part of the success of
Dunwoody Place is its people, but
they wouldn’t be as productive
without the proper training. In
addition to a four-day orientation
program, Lane offers classes for all
employees that not only explain the
how, but the why, says KaRen
Sarvis, director of training.
Often, new associates get frustrated when they don’t understand
things. “We make it easy for them,”
she says. “There are no dumb
questions. It’s important they have
product,” says Potvin. “I show them
apples to apples we are better. I
show them how they will save
because they will get Starbucks
coffee every weekday for free, a
potential monthly savings of $60.”
Residents also can save on things
like DVD rentals, because the
community offers a free movie
library. Plus, all residents get a very
important resident (VIR) card,
which gives them discounts with
local merchants.
“I can get my apartment lower
because of all the services that we
provide,” she says.
Providing a variety of services
not only helps attracts new residents, but also helps keep current
residents happy. And happy
residents are the best source of
marketing. That’s why Potvin has a
resident referral program at her
community. Residents who are
interested in the program receive
promotional material and brochures
to bring to work and display in the
break room.
If a resident’s referral signs a
lease, someone from the community
will deliver a check, balloons, and
cookies to his or her work. “Everyone in the office will notice what is
going on,” explains Potvin. “It
makes [the resident] feel really
special. And, it makes [the resident]
want to refer more people that day.”
And while the delivery program
takes time, Potvin says “it pays
dividends. They know what it’s like
to live here. They are the best
Summerset Apartment Homes in Conyers, Ga., provides its
residents with the finest living arrangements. Amenities include
a fitness center, play ground, and stamped concrete walkways.
Center: KaRen Sarvis, director of training of
Lane Co. From left to right: Shannon Potvin,
property manager; Bill Donges, COO; Angela
Smith, senior vice president; and Jared Miller,
director of marketing of Lane Co.
36 Multifamilypro 1March
March
April
2005
&&
April
2005
Photo courtesy: of Lane Co.
Dunwoody Place Apartments in Atlanta is used as a test property for all of Lane Co.’s
new technology. With 396 units, it’s one of Lane’s largest communities.
someone to turn to and I can
direct them to the right place.”
One of the keys to a successful
training department is that employees at all levels are being used
to help train others. While there
are no full-time trainers, three onsite associates help train and all
regional property managers work
as trainers.
Using the regional property
managers as trainers not only
saves time, but it cuts down the
amount of travel that Sarvis
needs to do. Each regional
property manager will teach their
area of expertise, she says. “I will
assist them and make sure all
classes are covered in the region.
Plus, there is no better way to
learn than from your boss.”
In addition, Sarvis rolled out a
new program in February in which
she is using Dunwoody Place as a
training site for all new on-site
employees in the Atlanta area. New
employees will buddy up with their
counterpart and spend a week at
the community to see how things
are done and to learn the Lane way
of doing things.
“They can shadow us and
watch how a well oiled machine
works,” says Potvin. “We are a very
busy community; they will get a lot
of experience here.” pro
any objection,”
says shannon
potvin, the
property
manager at
dunwoody place
apartments, a
lane community
in atlanta.
Park District Apartment Homes in Atlanta, offers residents
elegant interiors, the latest technology, convenient street
shopping and cafes, and gorgeous park views.
“i can overcome
Cash Cow
How to Turn a Property to
Maximize Profit
By Jeff Hawks
T
urning an apartment property
quickly can be a lucrative
investment strategy. In this
market, investors want to take
advantage of a seller’s market,
not to mention the low interest rates.
To be successful, investors should
locate properties where current management is failing to capitalize on opportunities—properties with below-market rents
or higher than average controllable
expenses. It’s also essential that investors
really know the market and understand
how market dynamics are going to affect
the sale. Being familiar with current
supply and demand before putting the
property on the market is key.
Maximize the Cap Rate
Garnering a high sale price for an
apartment asset requires a thorough
understanding of capitalization rates (cap
rates). Buyers look at cap rates when
considering a property. By analyzing this
real estate valuation calculation and the
factors that affect it, owners can determine, to a large extent, what upgrades
and investments will likely provide the
greatest return come sale time.
Cap rate is a ratio used to estimate the
value of income-producing properties such
as apartments. In short, the cap rate is the
net operating income divided by the sales
price of a property. The result is a percentage. It incorporates factors such as selling
price, gross rents, non-rental income,
vacancy, and operating expenses resulting
in a more reliable estimate of value.
The seller is trying to get the highest
price for the property or sell at the lowest
cap rate. As the seller, owners strive to
maximize the cap rate by boosting
income and minimizing expenses.
If It’s Broken, Fix It
Refinancing an asset by taking
advantage of the current interest rates
may provide a valuable hike to the
property’s resale value. Not only does this
38 Multifamilypro1 March & April 2005
landscaping upgrades that make the
community more attractive to
residents. And, choose landscaping
enhancements that also show off
the potential of the property.
Market the Property
strategy increase available cash for the
current owner, but the benefits can be
assumed later by the buyer.
Additionally, when the inevitable
valuation dip occurs when rising rents
trail increasing interest rates, having a
low interest rate in place will provide the
owner with consistent income until
rental growth catches up.
As interest rates rise, private
investors will diminish and institutional
buyers will be the major player again.
These institutional investors want a good
product in good shape. Therefore, it’s
important that owners and managers
reinvest in the upkeep of their apartment
asset. Putting off repairs is likely to make
the situation worse, and unlikely to
result in any greater return in the long
run when the property is on the market.
Potential buyers always ask about
the condition of the plumbing and the
roof so it’s critical to the resale of a
property to have these things in excellent condition.
“For a class A property, the owners
should make sure there is no deferred
maintenance,” says Debbie Corson,
principal of Apartment Realty Advisors’
(ARA) Midwest office in Dayton, Ohio.
“Since most buyers in this class are
looking for an existing income stream,
the property should be in pristine condition down to the smallest detail.”
Similar to advice offered to singlefamily owners, it’s important for apartment owners to invest in the curb appeal
of the property. Consider inexpensive
Apartment properties positioned for condo conversions can
fetch up to 40 percent more on the
sales price in many markets. If the
units call for an update anyway, consider
adding some of the condo-esque characteristics, such as granite countertops,
high ceilings, appliances with stainless
steel finishes, and wood floors. This will
make the property more attractive to
residents, as well as condo converters.
The most important step that will
result in the highest return is a wellorchestrated marketing campaign for the
property. This means choosing the right
broker to do the marketing, timing the
sale so that market conditions are prime,
and formulating a specific and unique
approach to tell the property’s story.
“We price the property in such a
way that it generates a lot of interest and
has the opportunity to create buyer
frenzy,” explains Corson. “We’ll then
work to control the negotiating process
and drive the price higher.”
Technology and Web-based marketing also should be used to market the
property. Market properties through a
professionally design Web site. It allows
you to expose the greatest number of
potential investors to the offering.
If an owner takes the appropriate
steps to make the property appealing and
markets it successfully, buyers will be interested in the asset and the turned property
will result in a favorable return. pro
Jeff Hawks is principal of Apartment
Realty Advisors (ARA), a multifamilyexclusive investment advisory brokerage
firm. He may be reached at hawks@
ARAusa.com.
Hip, Bold, and Affordable
by Ann Marie
Moriarty
Photo credit: Al Payne
Above: Vista Del Campo, Irvine,
Calif.; Right: Valencia at South Miami
Apartments, South Miami, Fla.; Top:
Sunset and Vine, Hollywood, Calif.
Pillars
of the
Industry
Awards
Identify
Latest
Trends
Photo by Steve Hall© Hendrich Blessing
2005 PILLARS FINALISTS
C
ompetitions not only
reveal the best in us,
they also are a great
source of information
and inspiration when it
comes to spotting new
trends. And, the National Association of Home Builders’ 2005
Pillars of the Industry awards, which is
sponsored by Freddie Mac, is no exception.
When a number of developments address
the multifamily market in fresh, yet similar,
ways—that’s a trend. In addition to
geographic trends there also were a
number of strong design trends in this
year’s Pillars entries.
Best Garden Rental Apartment Community
(4 Stories and Under) Primary Market
Color Magic
Best Luxury Rental Apartment Primary Market
The market appears to be moving
away from its single-minded love affair
with beige, taupe, cream, and white. While
the neutral colors remain popular, top-ofthe-line projects are much more likely to
use surprisingly deep and rich colors.
Designers used vivid reds, as well as deep
blues and greens inside leasing offices,
clubhouses, and models.
And color isn’t just hiding inside. For
exteriors, a surprising number of designers
tapped warmer hues of green, terra cotta,
and yellow. Calais at Courtland Square, in
Houston, which covers three dense blocks,
used color to break up and differentiate a
façade that otherwise might have seemed
massive and undistinguished.
Lakeside at Delaney, a much smaller
project in Orlando, Fla., changed out its
old flamingo-pink exterior for an earthier
mix of colors: golden tan, terra cotta, and a
dusty yellow-beige. The community used a
unified color scheme to unify the appearance and scale of different building types
Austin Ranch, The Colony, Texas
Hensley Lamkin Rachel Inc.
Courtenay Palms, Brandon, Fla.
LandDesign
Legacy Fountain Plaza, San Jose, Calif.
Meeks + Partners and Legacy Partners
Promenade at Rio Vista, San Diego
Mclarand Vasquez Emsiek & Partners Inc.
The Crest at Congressional Plaza, Rockville, Md.
Torti Gallas & Partners Inc.
Best Garden Rental Apartment Community
(4 Stories and Under) Secondary Market
Centergate Celebration, Orlando, Fla.
Echelon at The Ballpark, Memphis, Tenn.
Looney Ricks Kiss
Gables Augusta, Houston
Meeks + Partners and Gables Residential
Post Massachusetts Avenue, Washington, D.C.
Post Properties
The Crest at Congressional Plaza, Rockville, Md.
into a cohesive whole. A similar, but bolder,
palette—muted salmon, bright brick red,
cream, and pumpkin—decorates the
outside walls at The Waverly at Las Olas, in
Ft. Lauderdale, Fla.
Valencia at South Miami Apartments
pulled out all the stops, with sunny yellow,
deep red, dusty rose, and gray outside, and
jewel tones of amethyst and garnet (plus a
smattering of sage and deep orange) in the
leasing office. The goal was to create a sense
of the outspoken and use dramatic colors
more closely associated with the tropics and
the atmosphere of South Miami.
Urban, Young, and Edgy
Some of those colorful communities
are clearly meant to appeal to the younger
Bond Cos.
The Ellington, Washington, D.C.
Donatelli & Klein Inc.
The St. James, Philadelphia
Clark Realty Capital LLC
Villa Siena, Irvine, Calif.
Best Luxury Rental Apartment Secondary Market
Jefferson at Providence Place, Providence, R.I.
Looney Ricks Kiss
Mirasol at Celebration, Celebration, Fla.
Looney Ricks Kiss
Best Mid-Rise Rental Apartment (5 to 8 Stories)
Calais at Courtland Square, Houston
Steinberg Design Collaborative LLP
Marquis On Mckinney, Dallas
James Harwick & Partners
Valencia at South Miami Apartments, South Miami, Fla.
Lane Investment & Development Corp.
Best High-Rise Rental Apartment (9 Stories and Above)
Avalon at Mission Bay, San Francisco
AvalonBay Communities Inc.
Lakeside at Delaney, Orlando, Fla.
Massachusetts Court Apartments, Washington, D.C.
Clark Realty Capital LLC
The Bennington at Silver Spring, Silver Spring, Md.
The Bozzuto Development Co.
The W hitney at Bethesda Theatre, Bethesda, Md.
Best Site Plan-Urban
Rivermark, Santa Clara, Calif.
Dahlin Group Architecture Planning
Spinnaker Bay, Clarksville, Md.
Bond Cos.
The Residences at Atlantic Station, Atlanta
Photo credit: Harvey Smith Photo
Visit our Web site at www.Multifamilypro.com to subscribe or call 800-363-7384
41
Citrus Falls, Tampa, Fla.
LandDesign
Courtenay Palms, Brandon, Fla.
LandDesign
Watermarke, Irvine, Calif.
Meeks + Partners and Sares-Regis Group
Best Site Plan-Suburban
Best Repositioning or Rehabilitation of an Apartment Asset
Alban Towers / Alban Row, Washington, D.C.
Gables Rock Springs, Atlanta
Gables Residential
Lakeside at Delaney, Orlando, Fla.
Lecesse Development
Shadow Hill Apartments, Santee, Calif.
Southern California Housing Development Corp.
Best For-Sale Multifamily Community
(15 Units Per Acre or Less)
Astor Place, Rocky River, Ohio
Bloodgood Sharp Buster Architects & Planners Inc.
Sunset and Vine, Los Angeles
Cascada, Dallas
The Garlands at Barrington, Barrington, Ill.
The Villas at State & Hope, Santa Barbara, Calif.
Peikert Group Architects
(15 to 40 Units Per Acre)
Art Foundry Condominium, Atlanta
Bryan Square, Washington, D.C.
Eakin Youngentob Associates
Paraiso at Playa Vista, Los Angeles
Tuscany Hills, San Jose, Calif.
KTGY Group Inc.
(More than 40 Units Per Acre)
Montebello, Cupertino, Calif.
The Waverly at Las Olas, Ft. Lauderdale, Fla.
Zom Florida Inc.
Meeks + Partners and Sares-Regis Group
Best Student Housing Apartment Community
Knoxville Place, University of Tennessee
Knoxville, Tenn.
Niles Bolton Associates and Place Properties
The College Inn, Raleigh, N.C.
Cline Design Associates
Vista Del Campo, Irvine, Calif.
KTGY Group Inc.
Best Loft Community
Alexan Lofts, Houston
Orpheum Lofts, Phoenix
Todd & Associates
The Bingham, Cleveland, Ohio
Marous Brothers Construction Inc.
The River Lofts at Tobacco Row, Richmond, Va.
Henneman + Associates
Most Creative Financing of an Apartment Community
City View at Hughes Square, Orlando, Fla.
JMG Realty Inc.
Frances J. Gorman Manor at Carpenter Square, Gloucester
City, N.J., The Michaels Development Co. Inc.
demographic. But even more attractive
than color to the 20-somethings is that
urban, industrial look, heavy on the metal,
brick, and concrete.
The Ellington, in downtown
Washington, D.C., opted for stained
concrete flooring, halogen lighting in the
apartments, and an almost-Asian esthetic
in the lobby, with its rough stone walls,
ebony trim, and geometric fireplace wall.
At Sunset and Vine, in Los Angeles, the
leasing office is presented in industrial
gray and black with stainless steel
fittings, while the models cover a range
of styles—bright and funky: with a red
accent wall, yellow kitchen cabinets, and
a deep blue vanity; oriental: with woven
natural fibers, muted earthy neutrals,
Orpheum Lofts, Phoenix
and bamboo accents; and classic contemporary: with glass block and terrazzo.
For total industrial chic, Orpheum
Lofts, in Phoenix, offers its residents
concrete pillars and beams, stone floors,
brick walls, exposed ductwork, and lighting hung from the same black piping as the
visible sprinkler system. That works with
the model unit’s warm wood cabinetry and
simple contemporary furnishing, producing a polished professional look that
maintains an edgy charm. And, the Art
Foundry Condominium in Atlanta combines stunning colors, forms, and materials
with facilities that the young and hip
crave: an oversized workout room,
outdoor spinning classes, and a big party
room with full-length bar, complete with a
pink and blue neon sculpture of a
milkshake with straw.
Landscaping and Views
Research says apartments are getting
smaller, but the views are getting bigger,
and the landscaping is becoming more
lush. Communities, such as Villa Siena, in
Irvine, Calif., have brick or stone walking
paths, gated gardens, a vine-covered
pergola, potted shrubs, and mature plantings. Covered exterior arcades provide
outdoor seating at Vista Del Campo, a
student housing community also in Irvine.
The arcades’ archways frame views of the
gardens, patios, and outdoor features such
as pools and fireplaces.
Where there’s water, developers have
made the most of it. Water views add
value, and if there’s no beach or river at
hand, a series of ponds, pools, and
fountains are the next best things. Areas
that used to be derided as “swampland”
are now protected as “wetlands,” and
builders have become increasingly creative
Photo credit: Keith Baker Photography
Best Signage Program at a Multifamily Community
Three Thousand Sage, Houston
Natural Graphics Inc.
Cityville at Live Oak, Dallas
Robinson Creative Inc.
in finding ways to use the land gently.
Tampa, Fla.’s, Courtenay Palms, for
instance, saved the moss-draped live oak
trees on the site, built around a series of
lakes, and used its high ground for an
expansive, boulevard-style approach road.
Citrus Falls, also in Tampa, concentrated all the water into one large lake that
not only adds beauty, but also helps
manage storm water. A dramatic footbridge
crosses the lake at its center, linking the
clubhouse with the pool facility, and joining
both halves of the community together.
But the best views are always at the
top of a tall building. San Francisco’s
Avalon at Mission Bay, a high-rise that
manages to look like three or four buildings
standing close together, makes the most of
the vistas across the city and the Golden
Gate Bridge. The walls of windows turn
corners and go around the curves of the
round tower.
Bond Cos.
Best Affordable Apartment Community
City West Revitalization, Cincinnati
Columbia Estates, Atlanta
James Harwick & Partners
Jamboree at Talega, San Clemente, Calif.
Thomas Cox Associates
The Park at Oaklawn, Charlotte, N.C.
Crosland Inc.
Best Mixed-Use Community
Fruitvale Transit Village, Oakland, Calif.
Rivermark, Santa Clara, Calif.
Dahlin Group Architecture Planning
Bond Cos.
The Jefferson at Penn Quarter, Washington, D.C.
JPI
Best Clubhouse/Leasing Center
Affordability
With vacancy rates for luxury rental
units hitting record highs last year, it’s no
surprise that the virtues of a balanced
rental market—one that provides options
for all income levels—became more apparent to developers.
This year saw four times the number
of entries as the previous year in the affordable category—communities in which
some or all of the units are set aside for
people making less than the area median
income. And it’s clear from the quality of
the finalists that affordable and market-rate
units are becoming almost indistinguishable to the average consumer. They look
the same, and even use many of the same
features and similar floor plans.
Of course, there are some differences.
Communities that serve only those people
making less than median
income often have different
needs. One is more likely to
see a child care center than
a wine bar, or a computer
training center instead of
deluxe fitness equipment.
But with local jurisdictions
moving to inclusionary
zoning that requires that a
certain percentage of units
be affordable, the trend is
clearly in the direction of
providing housing to people
who work in the service
sector—for example, teachers, police officers, fire
fighters, and the like—and
others whose income level
Fruitvale Transit Village, Oakland, Calif.
precludes participation in the market-rate
rental or for-sale market.
Residential-Plus
Many projects combined multifamily
residential with something else: restaurants, retail, theater, or access to public
transportation. In the case of Rivermark,
in Santa Clara, Calif., the entry wasn’t
just a building—it was an entire community, with 3,000 residences (low,
medium, and high density), public parks,
as well as a retail center. In Oakland,
Calif., Fruitvale Transit Village sits next
to a BART station, and combines vibrant
retail with multifamily residential flats,
Art Foundry Condominium, Atlanta
Metropolitan at Pentagon Row Clubhouse, Arlington, Va.
Carlyn and Company Interiors & Design
Mid Town Temporary Sales Office, Reston, Va.
Carlyn and Company Interiors & Design
Zom Florida Inc.
The Morgan Group Inc. / Carnegis & Co.
Best Interior Merchandizing at a Multifamily Community
(For-Sale)
Landmark Place, Oakland, Calif.
Creative Design Consultants LLC
Park Villas at Silverleaf, Scottsdale, Ariz.
Seacove at The Waterfront, Huntington Beach, Calif.
Best Interior Merchandizing at a Multifamily Community
(For Rent)
Gables Augusta, Houston
Carnegis & Co.
Bond Cos.
Zom Florida Inc.
The Morgan Group Inc. / Carnegis & Co.
Best Brochure for a For-Sale Multifamily Community
The Artisan Condominium, Washington, D.C.
The JBG Cos.
Rap Communications Inc.
Best Brochure for a Rental Apartment Community
Bradburn Row, Westminster, Colo.
Dzap Design
Sovereign Square, Washington
The JBG Cos.
Bond Cos.
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Best Overall Sales or Leasing Campaign for a
Multifamily Community
City View at Hughes Square, Orlando, Fla.
JMG Realty Inc.
Radius Condominium, Hollywood, Fla.
Bond Cos.
Best Corporate Web Site
Gables Residential, www.Gables.Com
Mark-Taylor, www.Mark-Taylor.Com
and lofts with offices, a library, a senior
center, a Head Start program, a clinic
with medical offices, and ample
parking (with the buildings wrapped
around the parking—also a trend).
In fact, all the finalist projects had
something extra. Or perhaps, it was a
combination of little extras that set them
above and apart from the crowd. But the
message of the judging was clear: Doing
the same sort of development, the same
way it’s been done, even if it’s done well,
is not going to earn a Pillars award. It
takes more—more creativity, more style,
more thoughtful planning. This year’s
finalists had it all. pro
Ann Marie Moriarty is the director,
industry relations/communication for the
National Association of Home Builders
Multifamily division. She may be reached
at [email protected].
Best Property Web Site
www.Bradburnrow.Com
Bradburn Row, Lakewood, Colo.
Dzap Design
www.Sunsetandvine.Com
Bond Cos.
Freddie Mac’s Multifamily Development Firm of the Year
AvalonBay Communities Inc., Alexandria, Va.
Bryce Blair, President and CEO
Bond Cos., Santa Monica, Calif.
Lawrence S. Bond, Chairman
Robert Bond, President
BRE Properties, San Francisco
Constance B. Moore, President & CEO
Crescent Heights, New York
Bruce Menin, CEO
Property Management Company of the Year
American Management Services LLC/Pinnacle
Winter Park, Fla.
Mid-America Apartment Communities Inc.
Memphis, Tenn.
Regional/Multi-Site Manager of the Year
Bonnie Dougherty, Phoenix
BRE Properties
Deborah Westphal, Atlanta
Marla Staton, Memphis, Tenn.
Mid-America Apartment Communities Inc.
Terry Kaye, San Diego
Archstone-Smith
Property Manager of the Year
Becky Pandolfo, Winter Park, Fla.
American Management Services East LLC/Pinnacle
Debby Young, Atlanta
Patricia Dupart, Norcross, Ga.
Brencor Inc.
Rent collection just got a whole lot easier.
ResiteIT's ResidentHub allows residents to pay rent
online, but it's much more than that. ResidentHub gives
your residents all kinds of community resources right on
your own website. Community news, events, policies and
move-in assistance are at their fingertips 24 hours a day.
It's your online newsletter and online leasing office.
Residents can submit service requests, reserve facilities,
renew their leases and interact with other residents.
Best of all, it's
completely branded
to your community, so
your residents think
you did it all
yourself....all for
them!
Right now,
when you add
ResidentHub to
your website get
100 free rent
transactions
each month!
Sandie Woodard, San Francisco, Calif.
BRE Properties
RAM of the Year
Tomas Padilla, New York
Cooper Square Realty Inc.
Tracy Hill, Carpentersville, Ill.
Fox View Apartments
HCCP of the Year
Helen Elizabeth Wilfong, Weaverville, N.C.
MMA Financial
Maria Oymaian, Boston
Winn Residential
Winners will be annouced April 5th at the Pillars of the
Industry Awards Gala
for more information,
call 1.866.3RESITE
or visit our website.
www.ResidentHub.com
Marketplace Resources
What a difference
movies can make!
Video
Rental
Services
On Site Movie Libraries: The Ever Changing Amenity
Toll Free: 800-475-5184
www.videorentalservices.com [email protected]
Do you know we do more than
publish a great magazine? Our
online Tools & Forms Catalogue
features the tools and products
that you need to increase income,
occupancy, traffic, retention, and
more including:
Mystery Shopping Reports…Nationwide!
Specializing in Apartment Shopping Evaluations since 1984
On-Site Leasing Assessments
Recorded Telephone Shopping Reports
Internet Leasing Response Studies
www.epmsonline.com
1-888-988-3767
www.homepartners.com
Low-cost high impact community
web sites at your fingertips.
1-877-293-7873
Subscribe Now
to Multifamilypro
Magazine.
Call 800-363-7384
or visit us online at
www.Multifamilypro.com.
The Big Book of Proven Traffic
Generation Ideas
The Big Book of Proven Retention,
Renewal, & Referral Ideas
The Big Book of Proven Management
Techniques
How to Write a Winning Apartment
Marketing Plan
101 Secrets of Relationship Leasing
Welcome Gifts
Doorhangers, cards, buttons, balloons,
and MORE!
Visit us online at
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for personalized service!
Volume discounts available.

Mar/Apr 2005 - Multifamilypro

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