Circulating Value - CWS Capital Partners LLC
Transcription
Circulating Value - CWS Capital Partners LLC
2006 annual report C WS Circulating Value CWS Capital Partners LLC Learn how one real estate investment management company is using one word to drive efforts for long-term value for its investors. Circulation is life. Circulation of money and access to capital fuels economic growth which, in turn, allows for the allocation of money to its highest and best use. With very favorable financial and real estate markets, 2006 was a year of circulating value at CWS. We refinanced eight properties and sold six resulting in the exchange of over $10.5 million of equity into two new assets and the distribution of nearly CWS Capital Partners LLC has evolved from a company that was founded in 1969. Its key principals and advisors, $10 million in sale proceeds to investors. Using institutional and private capital, CEO – Steve Sherwood, Bill Williams, and President – Gary Carmell, have a combined 75 years with the firm. If our portfolio expanded with the acquisition of ten new communities, half of which we had to put a title on ourselves, it would be “a fully-integrated real estate investment management company.” are development or condo-conversion and two are in new markets (Atlanta and We search throughout America for real estate investment opportunities and negotiate the purchase and sale of the properties. We access both debt and equity capital to finance both the purchase and development of Houston). Refinancing strengthens existing assets’ financial health, selling those properties. And finally, we manage them. Throughout each project, we correspond regularly with provides new investment opportunities and the option to extract cash, and acquiring our investment partners and coordinate all the necessary financial reporting and tax return generation. assets in new ventures and new markets offers a fresh start from which to begin again Importantly, the CWS principals believe in these projects strongly enough to personally invest in every single one. the bountiful process of circulating capital for creating value. CWS understands the value of its resources — the discretionary dollars of our investment partners, the much sought after capital supplied by institutions, the talent of our esteemed employees. We treat these with our utmost respect and attention, adding value at every opportunity and putting the financial health of our investors and CWS at the forefront of our decisions to adapt to changing economic, social, and demographic trends. Actual Budget From January 1, to December 31, Variance Percent Total Revenue $ 121,114,870 $ 119,601,465 $ 1,513,405 1.27% Total Operating Expenses $ 57,463,295 $ 56,468,851 $ (994,444) (1.76%) Net Operating Income/(Loss) $ 63,651,575 $ 63,132,614 $ 518,961 0.82% Year month refinanced The Marquis of Carmel Valley February The Marquis at Deerfield March The Marquis at DTC September The Marquis at Ladera Vista March The Marquis at Town Centre Loan Mod August The Marquis at Waterview April The Preserve at Ballantyne Commons August West Village Lofts & Apartments May Year Property Location Date Acquire d Sale Date Ashbury Parke Austin, TX Jul-93 Jun-96 21.51% Marquis at Ladera Vista* Austin, TX Nov-94 Nov-96 16.39% Barton’s Lodge** L . P . IRR Austin, TX Dec-90 Mar-98 19.28% Plaza Villa Montclair, CA Feb-95 Aug-98 24.26% Marquis of Carmel Valley* 29.35% Charlotte, NC Jan-97 May-99 Marquis Apartments Austin, TX Nov-92 Jun-00 17.98% Argonne Forest Austin, TX Dec-91 Aug-00 20.65% 23.34% Edge Creek Austin, TX Aug-93 Dec-00 O’Connor Ridge Dallas, TX Nov-95 Feb-02 9.79% Waterbury Place Arlington, TX Jun-90 Mar-02 11.04% Dallas, TX Jul-96 Apr-03 9.89% Charlotte, NC Jul-97 Oct-04 5.29% Laguna Terrace Montclair Parc Northcreek Durham, NC Jul-97 Oct-04 9.61% Castle Hills San Antonio, TX Jun-03 Mar-06 27.50% Walkers Bluff Austin, TX Oct-98 Apr-06 8.11% Swanson’s Crossing Austin, TX Jul-02 May-06 9.73% 9.02% Shoal Creek Huntington Cove Bedford, TX Nov-97 Jun-06 Farmers Branch, TX Dec-89 Aug-06 7.34% Average 15.56% * These investments were recapitalized after the development was complete. These returns represent the IRRs produced for investors exiting after the development phase. ** A portion of the investment was set aside for investors completing a 1031 exchange. Because their capital was invested later their IRR is higher than the initial investors. m o n t h s o ld Huntington Cove Apartments August-06 Shoal Creek Apartments June-06 The Marquis at Castle Hills March-06 The Marquis at Frankford Springs June-06 The Marquis at Swanson’s Crossing May-06 The Marquis at Walkers Bluff April-06 Year refinance Canada Manufactured Housing Communities sale lender group 3 3 Fairmont at Willowcreek Papillon Parc 3 3 Talavera/Legends* The Marquis at Barton Creek 3 The Marquis at Carmel Commons 3 The Marquis at Crossroads 3 The Marquis at DTC (Deercreek) 3 3 3 The Marquis at Iron Rock The Marquis at Quarry The Marquis at Rogers Ranch 3 The Marquis at State Thomas 3 The Marquis at Town Centre Property 1985 $ *In the event the property is not sold, then it will either be refinanced or re-capitalized with a Lender Group. 2 $ 7,496,092 596,835 618,897 1989 1,238,238 1,871,750 1990 3,591,187 9,283,218 1991 1,267,266 575,893 1992 1,800,396 4,759,007 1993 4,219,577 4,546,184 1995 1,252,827 2,115,161 1996 5,578,435 10,424,092 1997 12,737,361 19,012,046 1998 30,945,816 43,385,626 1999 31,046,933 55,438,498 2000 31,828,056 37,942,895 2002 14,187,460 23,078,845 2003 1,305,981 4,334,016 2004 10,427,349 16,610,408 2006 12,345,388 Total $ 3 3 The Marquis on McKinney 4,969,908 1986 3 The Marquis at Willow Lake deferred gain a ss o c i a t e d with the equity equity exchanged * Net of boot of $5,524,966 3 169,339,013 15,532,451* $ 257,025,079 CWS Capital Partners LLC CWS Capital Partners LLC 2006 Annual R epor t 2006 Annual R epor t Name Title was an apartment building in Huntington thought that the risk/reward was extraordi- Beach and after that we gravitated to manu- nary. To capitalize these opportunities, we factured housing communities which were started recirculating money from our Cali- known as mobile home parks back then. fornia mobile home parks in the late 1980’s We grew the mobile home park business because we saw that conditions in California fairly aggressively over a 20-year period as were top dead center in the sense that prices evidenced by CWS becoming one of the larg- were extremely high and the fundamentals est owners and operators of mobile home going forward were very much at risk as de- parks in the country. At our peak, we oper- fense spending was contracting and a large was in the checkout line in Barnes outstanding risk/reward relationship for a ated in nine states, including both coasts, number of high paying jobs were going to be & Noble and I noticed the discount long period of time. To ensure that we extract and in Canada. lost. When this was combined with California’s book bin as I was waiting. The first book to the maximum value from the investment we As our sophistication grew and capa- high cost of living and relatively anti-business catch my eye was about reflexology, a special must make sure that we are circulating our bilities strengthened, we shifted to more climate, we were quite bearish on California type of hand and foot massage. To pass the talent, capital, and residents so that we are value-added opportunities by developing, real estate, particularly housing prices. time I picked up the book and started leaf- attracting the best customer base capable of expanding, and redeveloping communities ing through it. The first thing I saw when I paying what we hope will be growing rents. as well as turning around problem proper- parks that we sold in California and reinvested opened it up was a quote that said, “Circu- Since change is the one constant we can ties brought about by unprecedented eco- this money in depressed assets in Texas and lation is life.” It was such a simple statement rely on as a result of the shifting winds of eco- nomic turmoil experienced in Texas after did quite well on our investments there. yet so profound in that it goes way beyond its nomic conditions, demographic forces, and the price of oil collapsed and large numbers obvious application to health, and it caused the risk appetite of investors, standing still is of S&Ls failed. ment industry was starting to gain traction me to immediately think about it in the con- not a viable option. These forces may require We realized that at the same time that we and many of the markets that we were in text of investing and CWS. us to make more significant changes by alter- were dealing with challenges in our mobile were stopping new development because ing geographic emphasis or even the types of home park portfolio, there were tremendous money was not available, vacancy rates were business is we always have to keep moving properties we purchase or develop. opportunities developing in the tumultuous too high, and rents were too low to support forward and circulate our capital in ways The history of CWS is one of a company apartment industry with the creation of the new construction, we realized that over time that ensure we are aligning our manage- that has been nimble and flexible in making Resolution Trust Corporation, or the RTC, there would be an opportunity to create ment capabilities with the best opportu- significant strategic moves over the last 30- as it was better known. new apartment communities that would be in nities available. This does not necessarily plus years to make certain that we are cap- high demand. mean we always have to be buying and sell- turing the opportunities that we believe ple to exploit the innumerable opportunities ing. On the contrary, it may mean sticking offer the best risk/reward relationship. to buy foreclosed properties from insurance some of the modern class A apartment com- with investments that we believe offer an companies, the RTC, and banks because we munities which had far more amenities and What I’ve learned over the years in our 6 The very first investment that CWS made We put together a team of focused peo- 7 We moved capital from mobile home In addition, once we saw that the apart- In the early 1990’s, we started developing CWS Capital Partners LLC CWS Capital Partners LLC 2006 Annual R epor t 2006 Annual R epor t were better designed than the apartments 80%, venture capital funding dried up, and lated some of our money and talent to more and interiors and to position these proper- that were built in the 1980’s. We were able companies that were hiring were now laying of an urban focus. As commuting times in- ties to offer a competitive alternative to the to produce attractive rates of return as these workers off and heavily focused on restruc- crease and people become more interested higher priced new construction properties proved to be in high demand among renters turing and cutting costs. in the cultural aspects of city life — the fine but at lower rents. willing to pay greater than projected rents. Additionally, at the same time this hap- dining, the lifestyle, and the ability to walk As that market started to mature, we pened, we were saddled with high-cost debt or take public transportation to these places, can never remain complacent or stand still gravitated towards older communities that that could not be repaid prior to maturity there is more of a premium put on urban because so many variables are always chang- could be repositioned with some interior given the extraordinary prepayment penal- assets among consumers and investors. We ing, particularly in the capital markets. upgrades and exterior improvements to ties we would incur because interest rates entered this arena somewhat early with the Certain types of assets that were the dar- allow us to attract a higher paying resident had dropped significantly. Lenders do not development of The Marquis at McKinney lings of investors become out of favor and clientele. These also proved to be successful. like getting back their money early in a lower in Dallas in 2001 and then followed up with vice versa; those that are out of favor become From repositioning properties, we shift- interest rate environment and charge bor- the purchase of The Marquis at Turtle Creek much more in demand. And right now, every- ed to buying very high quality properties rowers penalties to compensate for their lost and other urban assets in Denver and Austin. thing seems to be in demand, quite frankly, in markets that we felt would grow at faster yield. These penalties were astronomical as We now have a very good urban foot- because there is an enormous supply of capi- rates than the average cities or economies borrowing rates dropped from 7% -8% to print that has allowed us to capitalize nicely tal and a voracious appetite among investors in the United States. These included Austin, 3% -5%. on the resurgence of urban living and the worldwide to capture yield that is available Dallas/Fort Worth, Charlotte, Raleigh, and While we would have liked to have re- demand among institutional investors for from real estate investments. Denver. These were younger cities with a circulated capital from those investments, urban assets. We also have strong manage- tech-oriented workforce and a high degree we really couldn’t so we had to focus on im- ment and the acquisition capabilities to written was inspired by a book about foot of education and the land and pro-business proving our operations by re-circulating our evaluate new investment opportunities, in- massage. Yet, it really is true that “circula- environment to enable growth to occur at a talent. This required us to be much more tegrate them into our portfolio, and run tion is life”. Our blood needs to be flowing, fairly rapid pace. focused on operational excellence and more them effectively. our people growing, and our capital consis- However, this strategy was not as suc- defensive in terms of working with lenders Today, we are focused on taking advan- tently monitored and optimized to ensure cessful as we would have liked as we didn’t and our investors to recapitalize many of our tage of the combination of improving fun- that it is invested in opportunities offering count on the tech meltdown having such a properties. We also had to make sure we had damentals in the apartment market and the the best risk/reward relationship. We look devastating economic impact. For the first the strongest players on the field to ensure increasing costs of construction. We have forward to doing our best in the years ahead couple of years when we owned these as- our properties would not lose their com- seen an opportunity to improve well-located to ensure that much of this capital circula- sets they performed well. But then, market petitive edge. Fortunately, we have worked assets with nice amenities and good floor tion is flowing back to you in the form of conditions changed greatly as the technol- through many of those issues. plans that lack the modern interiors of new increased dividends, refinance distribu- ogy downturn hit the US economy with We are very happy with the portfolio construction properties. We see a terrific tions, and sale proceeds from value that has dramatic fashion. The NASDAQ dropped we have in place. And now, we have circu- opportunity to upgrade these communities been created over the last few years. 8 9 The point of all this is that one really It’s hard to believe that what I have Name S CWS Capital Partners LLC CWS Capital Partners LLC 2006 Annual R epor t 2006 Annual R epor t Title t e o ve Sherw o Name d Title b s il l w am illi It has been 30 years since I had the good for- Looking into the future, we do not see The reality in investing is we only have the vagu- we are adding to our debt at the rate of $500 tune of joining Bill Williams and Jim Clayton the cap rates going up significantly in the est idea how the stock, bond, and real estate billion per year. To pay off this debt we could to become the “S” in CWS. I began investing near term. CWS is currently buying exist- markets will fare in the years ahead. Layered slowdown our economy, raise taxes, and start in CWS projects at the same time, when we ing apartment communities at lower prices on top of that is a heap of personal uncertainty, paying down the debt — which is a very unpop- purchased only Texas mobile home parks. than it would cost to build a similar commu- including what will happen with our jobs or ular move that the American public would vote I have learned a lot in these 30 years and nity. As the scheduled rent increases con- businesses, what surprise expenses we might down. The alternative is to inflate our way out, tinue during 2007, the values should in- face and how long we each might live. Make i.e. reduce the value of the US dollar through you. But before I do, I would like to make it crease to a level approaching replacement no mistake: managing risk — in all of its many inflation. Inflation at the rate of 3.5% per year clear that the reason that CWS has been so cost. As this occurs, it will be interesting to facets — is critical to managing money. So it would reduce the purchasing power of the US successful is because of our group of inves- see if the cap rates move up during the next is important to follow time tested investment dollar to approximately zero in 20 years. tor partners whom we have also enjoyed as couple of years. I believe that the cap rates principles and focus on key issues like diversi- Because of the potential for inflation to re- friends. CWS made it through the mid-eight- will not expand as rapidly as the NOI, which fying broadly, saving regularly, limiting taxes, duce the purchasing power of your savings, a ies and then the 2001 “tech-wreck” without should result in still higher prices in most of and clamping down on investment costs. Your hedge against inflation is very important and losing any investor capital. This is largely be- our markets. investment portfolio is driven by how you divide real estate is one of the best because rents can cause of the staying power provided by our The demand should continue to shift or diversify your money. With CWS this means be adjusted to maintain income growth to ex- loyal investors. I would like to take this op- away from home ownership to renting, as a owning several different properties in several ceed inflation. Investors need a “real” return of portunity to thank all of you one more time. result of the higher prices and the tighten- different markets. 4.5% — that means to cover inflation of 3.5% As we enter 2007, the apartment market, ing of credit, especially for first-time buyers. Most CWS investors begin investing in real plus an added 4.5% real return for an overall as well as office, retail, and industrial mar- The level of new apartment construction is estate beyond their homes between the ages of return of 8.0% every year. This is commonly kets are all at a place they have not been be- such that 2007 and 2008 should be very good 40 and 50 and are convinced that it gives them called an 8% IRR (internal rate of return). fore. All of the real estate products are be- years for apartment owners. four major long-term benefits: The CWS goal for 2007 is an overall cash dis- ing sold at record low cap rates; which means The future of well-located apartment com- 1.Appreciation due to inflation driving up tribution of 5% on our apartment portfolio. In higher prices. These prices are based on the munities looks quite good; therefore, the fu- the value of real estate over 5 to 7 years. addition we should see inflation moving up the net operating income (NOI) being pro- ture looks good for CWS. We have been lis- 2.Cash flow on an annual basis that is par- value of our real estate portfolio in the range of duced by the property at the time of closing. tening to our investors and have heard that tially sheltered from taxes by deprecia- 3.5% or more due to the influx of money from tion accounting. around the world that is continuing to push The price 5 years ago was 12 to 14 times the our investors are happy to pass along a large NOI. It is now 20 times the NOI! This has estate to their kids, but want to have cash to keep improving by trading a real backing away from zero-down, interest-only been extremely beneficial to all of us, as the flow to spend on themselves until then. Our estate position for a better one without loans, there will be many more apartment rent- properties we own have appreciated dramat- goal is to have the average distribution from paying tax at the time of the exchange. ers. We are seeing improved occupancy levels ically without growth in NOI. We are now ex- our portfolio at or above five percent. We are periencing a significant upward movement seeing things in the markets that allow us to known organization like CWS that has a year for CWS investors. The management team in rents that is translating into growing NOI feel good about accomplishing this goal. I good long-term track record. at CWS invests in every property along with you and therefore, values. It is a very good time look forward to celebrating this accomplish- The USA is now the world’s largest debtor na- and we are driven to maximize the return on all to be an apartment owner. ment together. tion at approximately $40 trillion dollars and investments. We are off to a good start in 2007. would like to share some of my thoughts with 10 3.Exchange options that allow an investor up apartment prices. With sub-prime lenders 4.The security of dealing with a well in 2007 and indications that it will be a good 11 CWS Capital Partners LLC CWS Capital Partners LLC 2006 Annual R epor t 2006 Annual R epor t Be consoled if you are having a hard time finding ment cost are essential in this cycle. Returns for Our 2006 focus continues to be directed to- exemplary new hire orientations and employees adequate yields on your cash; investors around real estate investments initiated since 2002 have wards adding value to your investments through to our properties with optimum job skills, keen been strong. Most CWS investments initiated in revenue increases and income generation. To sales training and excellent customer service chasing cash flow, and the macro global demo- that time period have not yet been sold, so CWS make this happen requires focused people and skills. At the company, regional, and site levels, graphic drivers of this situation show no signs of investors have not yet tangibly seen the strong making value-added capital improvements to the training department will provide marketing changing any time soon. What are the implica- results. Rising commodity prices resulting in our properties. expertise and programs designed to fill the tions of this condition for CWS and its investors? higher replacement costs and lower interest rates the world are similarly frustrated. Capital is translating to lower cap rates have helped pro- communities with desirable residents willing to People We made key personnel and orga- pay the highest market rents. nizational changes in 2006 that have greatly increased our ability to add value to your assets. in turn develop other employees to serve our investors in this most recent cycle. These high In July, we reorganized our operations, promot- residents well, grow the value of our assets sets. CWS is in the process of selling a number of returns have opened the capital spigots to ad- ing Marcellus Mosley to Director of Operations, through rent growth and disciplined expense assets in various markets. The demand for each ditional real estate investment, and as a result a role in which he will supervise our Regional management, and maintain highly desirable of these assets has been strong at historically a number of marginal investments are being Managers and strongly focus on training and communities, are all critical to achieving pro- high asset values, and CWS is working hard to made. This time, there is no certainty that falling developing our on-site employees. We also ex- forma distributions and commanding target cap rates or rising replacement cost will bail out panded the number of Regional Managers from sale prices to hit our projected internal rates five to seven in order to reduce the portfolio of return. 1. There is strong demand in the marketplace for vide attractive returns to numerous real estate low cash flow or even non-cash flow producing as- come up with the highest possible price for each. While the quest for the very best price sometimes these investments. For these reasons, it is more lengthens the sale process, we believe that this imperative than ever to focus on the fundamen- additional time and effort is in the investor’s best tals and to act accordingly. interest and will result in a satisfactory outcome. 4. Selectively utilize value-add techniques such Promoting outstanding employees who can size each one oversees and allow more intense focus on property operations, enhancing asset Capital Improvements We see great potential value, and increasing revenue, which should to enhance asset value at certain CWS commu- increase net income and get us closer to our nities through interior improvements such as goal of an overall portfolio cash distribution countertop, fixture, and flooring replacements, 2. The margin for error in purchasing is very as rehabs and change of use from rental to for- of 5%. The average portfolio size under each cabinetry upgrades, and paint in order to raise slim, and above average revenue growth will be sale product. CWS has purchased older assets in Regional Manager decreased approximately rents that might otherwise be stagnant due to well rewarded. Most assets purchased in this era outstanding locations and is upgrading the in- 33% from nine properties to six greatly increas- age or newly constructed competitors. In 2007, will have minimal initial yields. From an invest- teriors to provide residents with the modern fin- ing management guidance and supervision of investors should expect to see Lender Group ment perspective, these purchases can work out ish out they desire in exchange for significantly each asset. Of these new Regional Managers, opportunities on currently owned assets with well to the extent that solid revenue growth can higher rent. Additionally, there continues to be four are graduates of the CWS Executive Intern targeted returns in excess of 20%. This repre- soon grow the cash flow. However, should the rev- a strong desire in select markets for residents to Program. The result is that Regional Managers sents a very real circulation of value as we not enue growth not occur, or even decline, these as- own rather than rent. As such, some rental resi- are spending more time on site training employ- only offer targeted returns on newly invested sets will quickly be in trouble. The counter to this dential and even office buildings have a higher ees to attract and retain our target residents dollars in current assets but we also increase scenario is that even a small amount of growth and better use as for-sale residential product in while also pricing our product to capture the the overall value of originally invested dollars will quickly be rewarded in terms of monetiza- the form of condominiums. CWS will continue highest rents. through increased revenues. tion of those cash flows into asset value. to look for opportunities similar to the ones it has seized in Austin and Dallas to find 3. Focus on the fundamentals of loca- value in underutilized assets through tion, supply, demand, and replace- a change of use. Name ik ls e enge 12 McDaniel, has been promoted to fill the newly Again, I thank you for the opportunity to serve your investment needs. The operations created role of Director of Training and team remains committed to achieving Marketing. The newly restructured your proforma distributions on both training department will deliver Title m Former Dallas Regional Manager, Shellie new and existing assets. Name Title s ja ck sipe 13 CWS Capital Partners LLC 2006 Annual R epor t Propert y Name Location Units Austin Austin Austin Austin Austin Austin Austin Austin 250 336 300 224 314 145 100 134 The Marquis at Barton Creek The Marquis at Caprock Canyon The Marquis at Iron Rock Ranch The Marquis at Ladera Vista Northwest Hills Apartments Riverside Place Riverside Square Windsor at Barton Creek Total Units : 01 1,803 Austin Region Property Total: 8 sources : CNNMoney.com, Money Magazine Online Edition www.austin-chamber.org The Austin-San Marcos, TX MSA economy experienced expansion during 2006 as job growth averaged 2.77%. Apartment demand was slightly elevated from last year, resulting in modest rent growth. Austin was ranked #2 in “Best Big Cities”, Money Magazine, July 2006. Austin’s high quality of living, highly educated work force and availability of office space resulted in corporate relocations and expansion of Austin area companies. The long-term fundamentals look favorable for Austin as employment is projected to grow by approximately 25% through 2015. 16 CWS Capital Partners LLC 2006 Annual R epor t Propert y Name Brooks on Preston The Estates of Highland Park The Marquis at Bellaire Ranch The Marquis on Cedar Springs The Marquis on Gaston The Marquis at Lantana The Marquis on McKinney The Marquis at Park Central The Marquis at Riverchase The Marquis at Silver Oaks The Park on Spring Creek The Marquis at Stonebriar The Marquis at Stonegate The Marquis at Turtle Creek The Marquis at Waterview The Marquis at West Village The Marquis at Willow Lake Papillon Parc The Park at Fox Trails Townlake of Coppell Total Units : 02 Location Units Plano Highland Park Fort Worth Dallas Dallas Flower Mound Dallas Dallas Coppell Grapevine Plano Frisco Fort Worth Dallas Richardson Dallas Fort Worth Fort Worth Plano Coppell 342 55 316 165 480 248 144 308 360 480 278 347 308 98 528 179 138 76 286 398 5,534 Dallas / Ft. Worth Region Property Total: 20 sources : Federal Reserve Bank of Dallas Online, Dallas Business Journal and Real Estate Center, Dallas-Fort Worth-Arlington: Multifamily Market News The Dallas - Fort Worth, TX MSA (“D/FW”) has one of the most diverse economies in the nation. The Fort Worth area has one of the lowest downtown office vacancy rates in the nation at 6%, as evidenced by downtown redevelopment such as Sundance Square which boasts two Class A office towers consisting of 1.5 million square feet of office space and the conversion of former Bank One towers to apartments. The growth of the high-tech industries in the Dallas area suggests that many jobs will be created by area tech companies as they expand. Companies flock to the Dallas/Fort Worth area because of the region’s transportation infrastructure, cost of living, and tax advantages. Multi-family permits remained steady at slightly over 4,000 units. We anticipate the apartment market will continue to experience modest rent growth between 3% -4% and falling vacancy rates in 2007. 19 CWS Capital Partners LLC 2006 Annual R epor t Propert y Name The Marquis at Deerfield The Marquis at Legends The Marquis at Quarry The Marquis at Rogers Ranch Talavera Total Units : 03 Location Units San Antonio San Antonio San Antonio San Antonio San Antonio 340 306 224 246 336 1,452 San Antonio Region Property Total: 5 sources : San Antonio Business Journal and Toyota Motors The San Antonio, TX MSA experienced quality expansion during 2006 with job growth remaining strong at 2 percent with the creation of 15,600 jobs. The opening of the Toyota Motors plant in November 2006 was a major economic event in San Antonio, and will create more than 4,000 jobs in the area. Other major employers in San Antonio include AT&T (formerly SBC Communications), H.E.B. Food Stores, United Services Automobile Association, and Baptist Health system and the United States Military. San Antonio’s low cost of living, quality work force, and government incentives make it very appealing for corporate expansion. Multi-family permits were down 6% for the first three quarters of 2006, resulting in a tighter supply of apartment homes. We anticipate the record creation of jobs in the metro area will help to stabilize the weakness the apartment sector has been experiencing as a result of a large number of new communities being built. 20 CWS Capital Partners LLC 2006 Annual R epor t Propert y Name The Marquis at Briarcliff Total Units : 04 Location Units Atlanta 104 104 Atlanta Region Property Total: 1 sources : Metro Atlanta Chamber of Commerce - Economic Development: Vital Statistics The metro Atlanta, GA MSA economy experienced tremendous expansion during 2006 as 69,000 net new jobs were added, making it fifth in the nation for job creation. Each year for the last ten years, metro Atlanta has led the nation in new housing permits, indicating high demand for all types of housing. Atlanta’s quality of life, highly educated work force and availability of office space resulted in corporate relocations and internal growth of Atlanta area companies, as evidenced by its #3 ranking in Expansion Management Magazine’s “America’s 50 Hottest Cities for Business Expansion and Relocation”. We should continue to experience great apartment supply/demand fundamentals as employment growth is anticipated to grow 18.8% in the next 10 years. 23 *CWS Developments M u lt i - f a m i ly Ap a r t m e n t s C o m m u n i t i e s Year B u i lt Year Acquired Property Name City S tate a n d Country Units Potential B u i ld O u t Tota l Potential Units California Colorado 2001 2002 Fairmont at Willow Creek* Folsom California 260 0 260 1998 1999 The Marquis at DTC Denver Colorado 238 0 238 1983 2005 Marquis at the Parkway Denver Colorado 460 0 460 2000 2000 The Marquis at Town Centre Broomfield Colorado 283 0 283 1995 2006 The Marquis at Briarcliff Atlanta Georgia 104 0 104 2001 1999 The Marquis at Carmel Commons* Charlotte North Carolina 312 0 312 1998 1997 The Marquis of Carmel Valley* Charlotte North Carolina 424 0 424 1998 2006 The Marquis on Cary Parkway Raleigh North Carolina 388 0 388 2000 2000 The Marquis at Crossroads Raleigh North Carolina 296 0 296 1996 2006 The Marquis on Edwards Mill Raleigh North Carolina 352 0 352 1996 2006 The Marquis at Northcross Huntersville North Carolina 312 0 312 1996 2000 The Marquis at Preston Cary North Carolina 292 0 292 1996 2005 The Marquis at Silverton Cary North Carolina 216 0 216 1998 1999 The Preserve at Ballantyne Commons Charlotte North Carolina 270 0 270 342 Georgia North Carolina Texas 1998 1998 Brooks on Preston Plano Texas 342 0 2001 2007 The Estates of Highland Park Highland Park Texas 55 0 55 2000 2000 The Marquis at Barton Creek Austin Texas 250 0 250 1990 2006 The Marquis at Bellaire Houston Texas 581 0 581 1997 2003 The Marquis at Bellaire Ranch Fort Worth Texas 316 0 316 1994 2000 The Marquis at Caprock Canyon Austin Texas 336 0 336 1996 1996 The Marquis at Deerfield* San Antonio Texas 340 0 340 2002 2004 The Marquis at Iron Rock Ranch Austin Texas 300 0 300 1996 1996 The Marquis at Ladera Vista* Austin Texas 224 0 224 2000 2006 The Marquis at Lantana Flower Mound Texas 248 0 248 1998 1998 The Marquis at Legends San Antonio Texas 306 0 306 1999 2005 The Marquis at Park Central Dallas Texas 308 0 308 1994 2004 The Marquis at Quarry San Antonio Texas 224 0 224 1999 2006 The Marquis at Riverchase Coppell Texas 360 0 360 2001 1999 The Marquis at Rogers Ranch* San Antonio Texas 246 0 246 2002 2005 The Marquis at Silver Oaks Grapevine Texas 480 0 480 1998 2006 The Marquis at Stonebriar Frisco Texas 347 0 347 1996 2002 The Marquis at Stonegate Fort Worth Texas 308 0 308 1998 2002 The Marquis at Turtle Creek Dallas Texas 98 0 98 1998 1999 The Marquis at Waterview Richardson Texas 528 0 528 2002 2004 The Marquis at West Village Dallas Texas 179 0 179 1996 2002 The Marquis at Willow Lake Fort Worth Texas 138 0 138 2002 2006 The Marquis on Cedar Springs Dallas Texas 165 0 165 1996 2005 The Marquis on Gaston Dallas Texas 480 0 480 2002 2003 The Marquis on McKinney* Dallas Texas 144 0 144 1978/79 2005 Northwest Hills Apartments Austin Texas 314 0 314 1985 1990 Papillon Parc Fort Worth Texas 76 0 76 1981 2006 The Park at Fox Trails Plano Texas 286 0 286 1984 2006 The Park on Spring Creek Plano Texas 278 0 278 1969 2006 Riverside Place Austin Texas 145 0 145 1973 2006 Riverside Square Austin Texas 100 0 100 1996 1998 Talavera San Antonio Texas 336 0 336 1985/86 1978 2004 2005 Townlake of Coppell Windsor at Barton Creek Coppell Austin Texas Texas 398 134 0 0 398 134 The Marquis at State Thomas Apartment Totals Dallas Texas 13,577 0 0 127 13,577 127 The Marquis Uptown Dallas Texas 0 300 300 The Block on Campus Phase I Austin Texas 0 330 330 The Block on Campus Phase II Downtown Austin Condos Austin Austin Texas Texas 0 0 360 80 360 80 Chateau at Onion Creek Canadian Properties Development Totals Austin Surrey Texas British Columbia, Canada 0 350 664 1,197 0 0 1,197 350 664 Current Developments Manufactured Housing Communities 2005 1988 Manufactured Housing Communities Totals CWS Portfolio Totals 24 25 1,014 0 1,014 14,591 1,197 15,788 L o c a t i o n U n i t s DFW Austin San Antonio Raleigh Charlotte Denver Houston Sacramento Atlanta Perc . 5534 40.7% 1803 13.3% 1452 10.7% 1544 11.4% 1318 9.7% 981 7.2% 581 4.3% 260 1.9% 104 0.8% CWS Capital Partners LLC 2006 Annual R epor t Propert y Name The Marquis at Carmel Commons The Marquis of Carmel Valley The Marquis of Northcross The Preserve at Ballantyne Commons Total Units : 05 Location Units Charlotte Charlotte Charlotte Charlotte 312 424 312 270 Property Total: 4 1, 318 Charlotte Region sources : UNC Public Relations & Marketing News Release and the Red Capital Group Market Overview Charlotte, NC experienced strong employment growth during 2006 as the construction, financial, and government sectors continued to expand, resulting in new job growth of approximately 2%. Multi-family permits have declined from their annualized high in 2001 and are expected to keep declining throughout 2007. The combination of lower multi-family supply and accelerated job growth resulted in improved apartment market fundamentals in 2006. This was evidenced by physical vacancy rates falling to its lowest rate of 7.6%, since 2001. With higher interest rates, strong job growth, and limited new supply, we project the apartment market will continue to improve resulting in even lower vacancy rates and stronger rent growth. 28 CWS Capital Partners LLC 2006 Annual R epor t Propert y Name Location Units The Marquis on Cary Parkway The Marquis at Crossroads Commons The Marquis on Edwards Mill The Marquis at Preston The Marquis at Silverton Morrisville Raleigh Raleigh Cary Cary 388 296 352 292 216 Total Units : 06 1,544 Raleigh Region Property Total: 5 Headway Corporation, Red Capital Group Market Overview, Raleigh/Durham BizSpace and the Triangle Business Journal sources : The Raleigh, NC MSA has a diverse employment base consisting primarily of technology, government, biotechnology, and education. Raleigh’s economy has gradually improved during the past three years and is currently experiencing improving 3.8% job growth as of 3Q06. The Raleigh area is consistently ranked among the nation’s best places to live, work and earn a world class education. Headway Corporate Resources Inc., a human capital management company, is planning to move its corporate headquarters and central offices from New York City to Raleigh, North Carolina, creating new full-time jobs in the state of North Carolina over the next five years. Raleigh was ranked #4 “Best Places to Live” by Money Magazine, July 2006. Multi-family permits have decreased by thirty percent when compared to 2005, with only 374 permits issued in 2006, compared to 535 permits issued in 2005. With steady job growth and a very low supply of new apartments, Raleigh’s apartment market should experience improvement and falling vacancy rates during 2007. 31 CWS Capital Partners LLC 2006 Annual R epor t Propert y Name The Marquis at DTC Marquis at the Parkway The Marquis at Town Centre Total Units : 07 Location Units Denver Denver Broomfield 238 460 283 981 Denver Region Property Total: 3 sources : Metro Denver Economic Development Corporation Denver is an attractive investment market and is viewed as one of the best places to live and to do business in America. This is evidenced by the fact that eight of the Fortune Top 1000 companies are located in Denver. Multi-family permits decreased from a September high of 1,314 to 944, the lowest monthly level since 1992. Denver recently reported positive job growth of 1.6% as of January 2007. Due to strong absorption and the lack of new construction, apartment vacancy rates have decreased from 6.9% to 6.7%, the lowest level since 2001. Average monthly apartment rents have also increased from the second to third quarter of 2006, ending with an average rent of $875. We believe the Denver market has seen its worst days, and should see a return to robust rental growth rates. 32 CWS Capital Partners LLC 2006 Annual R epor t Propert y Name Location Units Breakaway Bays British Columbia 345 Crestway Bays British Columbia 119 Crispen Bays British Columbia 192 Total Units : 08 656 Canada Region Property Total: 3 sources : Canadian National and British Columbia, BC Stats The economic trends in Surrey and the White Rock area of British Columbia, B.C. continue to show positive growth. The British Columbia gross domestic product (GDP) is forecasted to grow 3.5% during 2007 with employment growth of 2.3%. Prices for Fraser Valley Homes increased on average 19.3% for single-family, 17% for townhouses, and 9.6% for condominiums over last year. Demand for housing in the area should remain high by historical standards and occupancy rates at the communities should remain stable in 2007. The property management team will continue new home sales efforts and will seek to acquire desirable for-sale homes in the communities to preserve curb appeal. A 3.9% rent increase is being implemented in 2007. 35 B.R.I.D.G.E. CWS Capital Partners LLC CWS Capital Partners LLC 2006 Annual R epor t 2006 Annual R epor t 2006 Events (partial list) BRIDGE is a CWS Capital Partners LLC program designed to encourage individuals to provide community service and volunteer work, as well as, provide a company sponsored pool of money for various community needs. Irving Police Assoc. Golf Classic Oct. 25, 2006 pet food, vegetables, instant foods, etc… to CWS participated in the Irving Police Associa- make it easier for the food bank to assemble tion benefit golf classic, benefiting the Make boxes to meet the specific needs of recipients. A Wish foundation. CWS volunteers were sta- In addition to our monthly volunteer hours, tioned at designated holes raffling tickets for Surrey Food Bank executive Marilyn Hermann give a ways and handing out goodies to all the was delighted, to receive a $1,240 check from golfers. We successfully helped Make A Wish CWS. The food bank really appreciates our do- collect enough money to send another child on nation of time and money and the Canadian their wish. Make A Wish is a wonderful organi- group of volunteers has a great time helping zation that grants children wishes from the ages out the organization. of 2-18 living with a life threatening illness. It is wonderful feeling knowing that we are helping Operation Christmas Child Dec. 5, 2006 raise money for a child to get their wish granted CWS Apartment Homes corporate emloyees and for them to forget for awhile about all the along with CWS Corporate Housing employees fear and pain of the illness they live with. assembled and collected 30 shoe boxes filled with goodies and toys to be shipped overseas Surrey Food Bank Drive Oct. 27, 2006 as part of Operation Christmas Child. This is Once a month, the Surrey Food Bank in Brit- the 4th consecutive year that both companies ish Columbia opens its warehouse after hours have participated. for CWS volunteers to come in for two hours Corporate Officers Steve Sherwood Gary Carmell Mike Engels Jack Sipes Founding Partner, CEO, & Chairman of the Board Joined CWS in 1977 Newport Beach, California Partner & President Joined CWS in 1987 Newport Beach, California Partner & Chief Investment Officer Joined CWS in 1998 Austin, Texas Partner & Chief Operating Officer Joined CWS in 1996 Austin, Texas Lauretta Anderson Greg Miller Marcellus Mosley Vice President, Investor Relations Joined CWS in 1986 Newport Beach, California Vice President, Development Joined CWS in 1994 Austin, Texas Director of Operations Joined CWS in 2002 Austin, Texas Bill Williams Advisory Board Member Founding Partner 1969 Newport Beach, California Sunnie Juarez-Mills Tracy Hayes President, CWS Corporate Housing Joined CWS in 1994 Austin, Texas Senior Vice President, Manufactured Housing Joined CWS in 1986 Longwood, Florida Investor Relations, Development Associate Joined CWS in 2005 Newport Beach, California JeriAnn Price Chief Financial Officer Joined CWS in 1997 Austin, Texas Investor Relations Specialist Joined CWS in 2007 Newport Beach, California Sue Mills Vice President, Human Resources Joined CWS in 1991 Austin, Texas The Caring Place Dec. 11, 2006 consists of both CWS employees and Crestway On Tuesday, December 11th the Women In Shellie McDaniel Bays residents. We help the organization by Leadership Group volunteered at The Caring carefully sorting all of the items received into Place in Georgetown Texas. The group invento- specific categories such as baby food, diapers, ried, sorted and stocked food in the warehouse. Director of Training & Marketing Joined CWS in 2001 Dallas, Texas Vice President, Investments Joined CWS in 2004 Dallas, Texas Jill Carlisle Vice President Joined CWS in 1996 Newport Beach, California Region Manager, Fort Worth Joined CWS in 1998 Fort Worth, Texas Charlotte Eaker Vice President of Construction Joined CWS in 2006 Austin, Texas Region Manager, North Carolina Joined CWS in 1998 Charlotte, North Carolina Rich Fagan Tori Hill Director of Due Diligence Joined CWS in 2001 Dallas, Texas Region Manager, Colorado/California Joined CWS in 2004 Denver, Colorado Brad Brakhage Brian Rose to organize food donations. The CWS group 38 Manager, Investor Services Joined CWS in 1997 Newport Beach, California Marcus Lam Joe Sherwood Amber Cox Daniel Ebner Gina Roberts Region Manager Austin, Texas Joined CWS in 1997 Austin, Texas Cali Wood Region Manager San Antonio, Houston Joined CWS in 2002 Austin, Texas 39 Brett McDaniel Region Manager, Dallas Joined CWS in 2001 Dallas, Texas CWS Capital Partners LLC 2006 Annual Repor t Corporate Information Ethics in America Honoree Winner of CEL’s Year 2004 CWS Capital Partners LLC was selected in 2005 to & 2005 Real Estate Award receive this award because of its success by excep- CWS was honored for the second year in a row with CEL’s tional commitment to ethical excellence. CWS is prestigious award for achieving the highest level of cus- proud to share this distinguished recognition with tomer service excellence out of any multi-family operator the National Honoree Guest Speaker, Coach John R. managing 30-50 communities. CEL & Associates, Inc. Wooden, a man who has long been associated with is the nation’s largest surveyor of resident satisfaction outstanding character and leadership. We are espe- within the multi-family industry. Go to cially proud of all of our employees and we thank www.celassociates.com for more information. them for continuing to stand by our stated values. In addition, we thank all of our investors, vendors and Congratulations to CWS’ Year 2006 associates for their continued business and support. Community Director of the Year, Grace Phelps-Verkler Community of the Year, Marquis at Bellaire Ranch Additional Information Maintenance Director of the Year, Mark Moore For additional information on CWS and its affiliated Best Renewal Probability, Marquis at Deerfield companies, please see the following websites: Best Response Rate, Preserve at Ballantyne Commons cwscapital.com, cwsapartments.com, Best Leasing Property, Marquis at Iron Rock Ranch cwshousing.com, or cwsbridge.com. Best Leasing Individual, Jennifer Vasquez Best Property NOI Growth, Marquis at Iron Rock Ranch Investor Information Best Property Delinquency, Marquis at Barton Creek Limited partners, financial advisors, investment advisors, or CPAs seeking additional information Best Customer Service about CWS Investments or 1031 Exchange Office Team, Marquis at Stonegate candidate investments should contact: Property Team, Marquis at Iron Rock Ranch Marcus Lam, Investor Relations, Maintenance Team, Marquis at Bellaire Ranch Development Associate, (800) 466-0020, ext. 297 or via email to [email protected]. Appendix Sources may be found in the Appendix on the accompanyClayton Williams & Sherwood Investments is a member of the NASD and SIPC. ing Supplemental Report Disk included with this report 40 2006 Annual Report TEL8 0 0 4 6 6 0 0 2 0 c w s c a p i t a l. c o m CWS Capital Partners LLC 800 Newport Center Drive, Suite 400 Newport Beach, CA 92660
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