REI INK

The Easy Times Are Over

How to Give Yourself That Elusive Edge By William Gottfried Tough times for your rental portfolio lately? You may be thinking you should get conservative by hunkering down, reducing headcount, cutting software expenses, and riding out the down cycle. You’re welcome to try that approach, but you just might end up becoming that distressed seller everyone is waiting on. At least for now, the easy times are over in multifamily real estate. In 2023, rents fell 0.7%, marking the second weakest year of rent growth in the last eight years, behind only 2020 and its pandemic-related wackiness. The national vacancy rate has been steadily rising for more than a year, nearly doubling since bottoming out at an all-time low of 3.9% in October 2021. The hottest sunbelt markets and other usual suspects still see the most demand, but rents are flat or falling in 11 of those 12 hottest markets because they are oversupplied with new deliveries. Additionally, today’s interest rate environment limits the multifamily buyer pool and reduces disposition optionality for many sellers. Until recently, multifamily ownership felt like a game of musical chairs and the game was easy. First, take advantage of record-low interest rates to buy basically any deal. Next, label it “Value-Add.” Then, renovate one or two common areas and upgrade 10%-15% of the units. Finally, sell to the next guy with all that coveted “meat left on the bone.” Your buyer would then do the same and on and on it went until rates went up and the music stopped. As an operator, what do you do now? You’re looking at some combination of a limited CapEx budget, no ability to call capital, a looming floating rate refinance, stagnating or negative rent growth, lots of competition, few options to refinance or sell, and investors looking for answers about yield. There will be winners and losers coming out of this reset. The winners will be the ones who innovate and proactively seek an edge while their peers get reactive and cheap, hoping for the best with no real plan. Now that you can no longer count on 5, 10, 15, even 20% rent growth on the other side of your trade-outs, you need to be intentional about reducing variable expenses and squeezing as much yield as possible from your properties. The multifamily market may be deeply challenging, but it is also a time of great opportunity where you can separate yourself from the competition. Five Steps to Stay Afloat and Give Yourself That Elusive Edge 1. Focus on renewals and occupancy Where you used to wait excitedly for leases to turn over so you could capture that new peak market rate, now you need to get defensive. Get units leased and worry about rent bumps next year, even if it is more loss-to-lease than you underwrote. I promise you the two-month vacancy will hurt performance a lot more than slumping trade-outs and raise many more questions with your investors about your fitness to see them through hard times. At the end of the day, 90-93% occupancy can give you breathing room to start focusing on reducing other expenses. 2. Turn units fast When move-outs do happen, make sure you are attacking the turnover process. Waiting to get units ready until they are pre-leased means you’re operating reactively and doing the minimum. How can you test rent rates, finish-outs, concession options, etc. if you never have any rentable inventory to work with? Challenging your property staff and make-ready technicians to turn units quickly also gamifies the turnover process and allows you to pay incentives and rewards to your staff. Finding good people is hard enough but retaining them is even more difficult. Align your incentives and pay the team well when they reduce your vacancy loss. 3. Tighten up your tech stack Separate your “nice-to-haves” from your “need-to-haves.” You must be tech-forward if you want to get ahead as an operator/manager. Eliminate the whiteboards, notepads, and endless Excel trackers that give no real-time data, visibility, or accountability up and down your organization. Focus instead on your OpTech. What is going to cut vacancy loss? How can you truly measure resident satisfaction? What can you utilize to detect leaks in real-time? How can you get data about vendor performance and reduce contract services costs? Question everyone trying to sell you software or trying to renew an existing contract. If they cannot articulate exactly how they increase revenue or decrease those expenses, they’re not a need-to-have. 4. Prioritize customer service No matter how innovative you get or how many AI chatbots you enlist, owning, operating, and managing apartments is still a customer service business. And nothing will sink you faster than bad customer service. When residents have issues, they want to be heard by an actual human being. Do not reduce headcount if it means slower maintenance times, fewer property walks and longer lines outside the management office. Instead, get your team running more efficiently. Getting units ready faster will free up your technicians and managers to do literally anything else such as dealing with those resident concerns, work orders, and keeping the property clean and attractive. And what a great way to juice renewals and resident satisfaction! 5. Work with like-minded partners If you do not think you’re getting any edge from your current property manager, you’re probably right. If you are a management company still using whiteboards and notepads to track turns, you have already fallen behind. If your contractors and subs refuse to use smartphones or even email, then find new ones. Everyone in our industry must change their mindset. It cannot be a cram down from the top. You need smart employees and vendors who are eager to adopt new technology. Like-minded folks are out there, eager for their opportunity to unseat lazy incumbents who have gorged themselves on year-over-year double digit rent bumps who simply cannot adjust to our new reality. Lead from the front on these initiatives. Your staff may have a

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Brian Valdivia, CEO, Beltway Lending

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A Conversation About the Real Estate Industry and Private Lending Brian Valdivia is the Chief Executive Officer of Beltway Lending, a highly specialized “refi shop” for real estate investors, which was also founded by seasoned real estate investors. Their firsthand industry knowledge and experience allows them to more quickly understand real estate investors’ goals and financial strengths.  Beltway’s team processed over $100 Million in loans last year alone while maintaining a perfect 5-star rating. Beltway Lending prides itself on having the fastest, most pain-free lending process in the industry. REI INK sat down with Brian to discuss the real estate investment industry and specifically private lending. Brian, how did you get started in the private lending industry? Interestingly enough, after graduating from the University of Baltimore Merrick School of Business with a degree in Business Administration/Finance, I began building and managing pawn shops in Maryland. That business was a tremendous success. Afterwards, I became a financial analyst with Northrop Grumman, an American multinational aerospace and defense technology company. In May of 2021, I purchased my first rental property. I quickly decided that to become truly successful in the real estate investment space, I needed to become an expert on the lending industry. It was not enough to just be “book smart.” So, I went to work for a while for a lending company to learn as much as I could about the industry. I left that company in July 2022 and started Beltway Lending. But during that time, I also focused on growing my real estate portfolio, and today I own about 141 rental properties across the state of Maryland. What were the early days of Beltway like? I consider myself an expert at operations and processes. Immediately, I established a Debt Service Coverage Ratio (DSCR) loan program. Beltway grew very, very quickly, initially doing about $40M in DSCR loans. In 2023, we did approximately $114M in DSCR loans. When I started Beltway, it was my intention of doing ten loans per month. We currently do 75-85 loans per month and now have 14 full-time employees. That meteoric rise is amazing, not only growing your real estate portfolio from one to 141 in less than three years, but the rapid growth in the amount of loans you are making. What do you attribute your success to? Beltway Lending was founded “By Investors for Investors.” We can close a DSCR loan in as little as 22 days, whereas it takes our competitors about 35-45 days. Tim Herbert, my Sales Manager, has the ability to scrub application files very quickly and find solutions to any problems almost immediately. And the rest of my team is just as phenomenal. Also, we do not accept excuses or delays during the loan processing cycle. We have a great reputation in the industry as well. We always do what we say we are going to do. Because of that, all our business is done by referrals. I think we spent a grand total of $8,700 on marketing-related expenses last year. That is unheard of. There are a few people I absolutely need to give credit to for the advice and guidance as Beltway was beginning to take shape. There is certainly more than I could list here, but Jack Bevier from the Dominion Group and Warren Braverman from Poplar were both invaluable resources. Finally, I would be remiss if I did not give credit to the entire team at Beltway Lending. The team goes well above and beyond anything that Ross and I would have ever imagined. Our leadership team consisting of Lilly, Melissa, and Tim, outwork anyone that I have met in this industry. What differentiates Beltway from its competitors? First off, we do not have to spend money on marketing, which cuts down on our overhead. Next, would be the amount of time it takes us to close a loan, a mere 22 days. And we actually listen to people and solve problems. Beltway is HUGE on providing outstanding customer service. Regarding our service area, we are approximately 55% on the East coast with the remaining 45% spread out across the country. What does the future hold for Beltway Lending? We want to continue branching out across the country and very importantly, we want to open up more to the Hispanic community. The Hispanic community is tremendously underserved inthe real estate space. I feel we can connect some of the dots and bring them into this industry that creates millionaires out of regular people. This year, I want to originate $140M in DSCR loans and become a “household name.” I want to be the first company people think of when they want to begin investing or need a loan. What are your thoughts on the current economy and what the future holds? I do not want to comment on the economy. Nobody knows what is going to happen and nobody has a clear crystal ball, all crystal balls are foggy. However, regarding real estate, 2024 will be a hot year. Rates are finally dropping and hopefully homes will become more affordable. I do feel bad for retail homebuyers because they will continually be in “multi-offer” situations which will be difficult for them. Any words of wisdom for the real estate investor? Don’t wait. One of my favorite sayings is that “Time is undefeated.” Buy a property and wait…do not wait to buy a property. Discover more about Beltway Lending at https://beltwaylending.com/.

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An “Extreme” Solution to Pressing Housing Questions

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Toni Moss & AmeriCatalyst Present the 2024 Climate & Housing Conference Toni Moss, CEO of AmeriCatalyst LLC, never intended to produce conferences. An expert on global mortgage markets, Moss spent much of the 1990s in Europe working as the Director of Corporate Development for Bouwfonds, a division of the Dutch government that was created to rebuild Holland after World War II. Moss’s background in corporate intelligence, scenario planning and due diligence served her well in this position and, during her experiences across 23 countries during that time, she saw how mortgage markets were heading toward trouble by the early 2000s and tried to do something about it. In 2002, she launched the annual Eurocatalyst (now AmeriCatalyst) conference to discuss the impact of globalization on the mortgage and real estate industries. Last held in 2020, this year AmeriCatalyst is coming back with a new event, AmeriCatalyst’s “GOING TO EXTREMES: The Climate, Housing, and Finance Leadership Summit.” REI INK sat down with Moss to discuss the conference, climate change, real estate, and the surprising ways they all fit together. There are a lot of conferences in the real estate space. What makes AmeriCatalyst conferences unique? My focus is on the actual purpose of the event and not its profit, and, as a result, these events are known for being quite intellectually challenging and unconventional. I apply some “quirky” things to the format to make the event valuable from a business perspective, fun from a personal perspective, and entirely unique to the industry. The seating is cabaret-style, to build community. I use music to editorialize each session, which is often very funny. I use clever (and snarky) session titles with double entendres and everyone knows to read between the lines of my programs because the more they look, the more there is to see. I keep these events to a smaller audience of invite-only attendees numbering no more than 300 because I want the smartest minds in the room together. Each year, every session is a chapter in the bigger “story” of the conference so that by the end of the event, you have a very clear view of the “big picture” issues that are driving the market and can anticipate what will happen next. By the way, this will be the first year in our history that an AmeriCatalyst event has ever been open to media coverage.  What are examples of past themes at your events? In 2010, I added an entire day onto the main AmeriCatalyst event and called it “Renting, the Future.” The day was focused on the emergence of the unknown and amorphous collection of individuals and companies buying single family homes and renting them out. Single-family rental (SFR) was not even a defined industry sector at the time because most people thought that it was a short-term trade on house price appreciation and not a long-term trend. But in calling it “Renting, the Future” I was making an editorial statement that renting literally is the future because homeownership would increasingly become out of the reach of the average American – and it certainly has. In 2011, the event was themed “Convergence” in reference to the convergence of the housing-finance side of the industry and the real estate sector. I predicted real estate agencies would become mortgage lenders due, in large part, to the emergence of Single Family Rental (SFR). I also wanted to show the similarities between the mortgage industry and SFR on the servicing and property management side. In 2013, I themed the event “Rorschach” because I noticed an interesting trend of people dismissing conventional facts and paying more attention to what they wanted to see rather than what really was. In retrospect, other than 2002, which was the earliest event on record naming the crisis of 2007/2008, perhaps the most profound theme was our last event in 2020. It was themed “ENTROPY: Surviving the New Abnormal”. In early February of 2020, the market was doing quite well; I came along and called its condition an advanced state of entropy. At that time, I wrote, “The housing industry suffers from a pathologically short attention span. We predict that almost 40% of today’s companies in the housing ecosystem will not survive over the next five years”. At the time I had written that, the party was going strong. Covid hit three days later. This year’s event is titled, “Going to Extremes.” How did you decide on that? The ravages of extreme climate now impact every single region of the US, accelerating the frequency and severity of catastrophic weather events and leading to a very volatile and unpredictable future. Belief in climate change is inconsequential at this point; extreme climate is here and now — not five or ten years away — and it is affecting practical elements of our lives (and portfolios). We must analyze the issue and prepare for how it will change our lives and our investments in the near future. Think about this for a minute: we live in a world where the greatest change is the pace of change. We expect social, political, and technological change, but none of us grew up anticipating environmental change. Our climate is changing far faster than at any other time in human history, and these changes are permanent. Yet, we have built our entire housing and finance infrastructure under the assumption that the climate is stable. Contrast that against a property and casualty insurance policy, which is an annual product. See the duration mismatch? By assuming stability in the future, we have embedded all of our greatest vulnerabilities into the very foundation of the housing ecosphere. Now, we’re seeing insurance companies pull out of Florida, California and Louisiana; some are even considering leaving Texas due to hail damage and flooding. The entire housing-finance system is built upon insurance as the greatest risk-transfer mechanism, but we can no longer count on that. This is the proverbial canary in the coal mine. Are we headed toward an uninsurable future?

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The Critical Role of Single-Family Rentals in solving the Housing Crisis

A Case Study in Leadership By Adolfo Villagomez It is no secret that communities across the United States are experiencing a growing crisis: access to housing. With consumers facing increasingly complex and evolving economic challenges in a post- pandemic world, the demand for affordable housing options continues to grow, as the demand for housing overall continues to outpace supply. According to the 2023 Gap Report from the National Low Income Housing Coalition, the United States has a deficit of 7.3 million rental homes that are affordable and available to individuals and families with extremely low incomes (incomes at or below the federal poverty guideline or 30% of their area median income, whichever is greater). In addition, data from the Department of Housing and Urban Development on its largest rental assistance program reports that more than 400,000 housing choice vouchers currently go unused, and the primary reason is because voucher holders are unable to find a home. As a leader in the single-family rental industry, Progress Residential has a responsibility to be part of the solution to the housing crisis in our country. Our size, scale and investments in data and technology allow us to test and deploy solutions to housing challenges and positively impact our resident experience. We also work in partnership with institutional investment to deploy private capital for public good, expanding access to secure and stable housing and empowering residents to live in communities of their choice in a time when that access is more challenging than ever. As part of this work, Progress has made a commitment to grow our affordable housing operations across the country, with a focus on expanding our participation in the federal Housing Choice Voucher Program (Section 8), pursuing innovative, community-based partnerships, and supporting our residents’ economic mobility through financial tools like free positive rent reporting. Increasing Participation in the Housing Choice Voucher Program (HCVP) In 2023, we announced plans to accelerate and expand our affordable housing footprint by increasing the number of residents with Housing Choice Vouchers in partnership with local public housing authorities. To support this critical work, we needed to make significant investments in our operational infrastructure, as the Housing Choice leasing process and the needs of the residents we serve through this program are different from our core business. Investments included recruiting a talented leadership team with specific knowledge and experience building successful affordable housing programs and technology and processes to support the nuances of working with local housing authorities and HCV holders. While we still have work ahead to refine our platform to continue to allow us to scale, at the end of 2023, we grew our affordable housing portfolio by nearly 75% while building critical partnerships with more than 100 local Housing Authorities. We continue to gain valuable insights that will help us grow our affordable housing footprint in the future. Pursuing Innovative, Community-Based Partnerships to Increase Access to Affordable Housing Another way we can make a positive impact in our communities is by pursuing innovative public- private partnerships to address affordable housing. In the fall of 2022, Progress Residential and Pretium worked in partnership with Atlanta Mayor Andre Dickens, the City of Atlanta and several community partners to successfully relocate dozens of Atlanta families from Forest Cove, a federally assisted housing community condemned by the City, into single-family homes. Progress was able to leverage our scale and skilled operations team to provide multiple options for secure, stable single-family rental homes that better met the needs of the families, creating a model for public-private partnership that the company aims to replicate in other communities. Reporting Positive Rent Payments to Credit Bureaus Empowers Residents In March 2022, Progress pioneered a ground-breaking approach to resident financial empowerment, offering free positive rent reporting for all Progress residents. Through a partnership with a financial technology platform, Esusu, Progress offers a free service to our residents that reports on-time rent payments to all three major credit bureaus to help build credit, improve financial wellness, and promote wealth creation. Supporting previously credit-invisible residents and facilitating credit score improvements is aligned with our goal of promoting equitable participation and access. The rent reporting program has made a measurable impact for our residents. At the end of November 2023, 180,000 residents were participating, with 53% of participants experiencing an increase in their credit scores, and an average credit score improvement of 43 points. For some Progress residents, this could represent a 5 to 10% decrease in interest rates on borrowing. Seven percent of residents moved from subprime to prime credit, increasing access to credit, and more than 6,700 residents established a first-time credit score and are no longer credit invisible, a major milestone toward financial independence. When we look at the program’s impact on former residents of Forest Cove, as of Fall 2023, 79% have increased their credit scores since enrolling in positive rent reporting, and more than 32% have now established a first-time credit score and are no longer credit invisible. We continue to roll out additional financial wellness tools to support our resident’s economic mobility. Why Access to Single-Family Rental Homes Matters According to research by Raj Chetty and Nathaniel Hendren, access to high-opportunity neighborhoods can increase chances for economic and social mobility, giving families an opportunity to thrive and potentially ending the cycle of poverty for their children. Through our platform, Progress Residential is expanding choice and opportunity through access to neighborhoods that have lower poverty and crime rates, higher performing schools, more mixed incomes and amenities families seek. Single-family homes are typically in less dense neighborhoods with more accessible green space and more square footage to accommodate larger households than other types of rental options. We focus on the safety of our neighborhoods and on providing working and middle-income families new opportunities in differentiated neighborhoods. Many of our homes are in homeowners association subdivisions and may have access to better schools than the local renter market options. By taking a social lens to our homes and seeking to drive capital

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Build Baby Build

The Case for Legislation That Encourages and Incentivizes New Investment and Development in Housing By David Howard America’s housing market has a problem – we are not producing enough homes. Just consider the following: »          In 1970, America built 420,000 “starter” homes; in 2020 we built just 65,000. »          Fannie Mae has reported there were fewer homes built in the U.S. in the 10-year period ending in 2018 than in any decade since the 1960s. »          The Washington, DC nonprofit, Up for Growth, has shown the amount of housing underproduction in the U.S. increased to 3.79 million units in 2019 from 1.65 million units in 2012. »          Realtor.com calculated that the gap between single-family home construction and household formation grew to 6.5 million between 2012 and 2022. As a result, the cost of housing keeps increasing. In October of 2023 the S&P Case Shiller Home Price Index reached an all-time high of 312.95, rising more than 50% over the las five years and almost 100% over the last ten years. The result? More Americans are at risk of being priced out of the housing market. According to the National Association of Home Builders, 96.5 million American households are unable to afford a median priced new home. And, with every $1,000 increase in the cost of a median priced new home, an additional 140,000 households are priced out of the market. While some may say rising interest rates are to blame — a factor that undoubtedly makes financing a home less appealing and more expensive — it does not explain the continuing rise in home prices. Historically, one would expect rising rates to be offset to some degree by a decline, or at least a moderation, in home prices. However, that has not been the case. During the rising rate environment of the past 18 months, home prices have not declined, but in fact, have increased. While it is certainly true that America’s housing market is influenced by a wide variety of factors, one of the chief reasons home prices have continued to increase is because we are not building enough homes. As we all learned in Economics 101, strong demand coupled with low supply means higher prices. The concern over housing supply is the subject of a new report by the Urban Institute, a Washington, DC research and policy nonprofit focused on issues of upward mobility and equity. The report, titled “Place the Blame Where It Belongs,” examines the high cost of housing in the U.S. and cites a lack of supply as the principal cause. In the report, the Urban Institute also dispels many of the myths and inaccuracies — including the role of housing investors — commonly used to distract attention from the true underlying causes of the housing market supply/demand dynamic. Key takeaways from the report include: »          “A massive supply shortage is causing high home prices and rents, and the way to fix it is to build more housing (and rehabilitate existing house where economical).” »          “It is important to begin with the basic fact that high home prices and rents are the result of the housing supply shortage, caused by more robust household formation relative to increases in the housing stock.” »          “Regardless of whether investors are institutional or mom-and-pop, and regardless of whether investors buy single-family or multifamily properties, the driving cause is that there is more demand than supply, and some of that demand is demand for rental property.” From a policy perspective the solution is simple: create legislation that encourages and incentivizes new investment and development in housing, a point also brought out in the Urban Institute report: »          “Policy interventions to make housing more affordable for all households must simultaneously 1) make more supply available, and 2) provide adequate subsidies such that lower-income households can afford a place to live.” »          “The federal government must specify a housing supply policy that prioritizes the most cost-effective ways of increasing supply.” Until we start to produce more housing, consistently, we will continue to suffer the consequences of high home prices.

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California’s Recently Passed SB 567

What to Understand Before Jumping into the Fire By Todd E. Chvat, Esq. and T. Robert Finlay, Esq. SB 567 directly impacts two sets of property owners — fix-and-flip investors planning to substantially remodel or rebuild a property for resale AND property owners planning to move into an occupied property either themselves or by a family member. To Understand the New Laws, We Must Understand the Old Laws Civil Code § 1946.2 prohibits a property owner from removing a tenant who has continuously lived in the property for 12 months without just cause. “Just cause” is broken into two groups — “at-fault just cause” and “no-fault just cause.” As you can imagine, “at-fault just cause” generally involves a tenant’s failure to pay rent, breach of lease, waste, running a meth lab or other criminal activity. For our purposes, we are focused on the “no-fault just cause” grounds to remove occupants, which include: (i) the property owner or family member moving into the property; (ii) completely removing the property from the rental market; (iii) complying with certain government orders, e.g., code violations; or (iv) substantially remodeling the property. Beginning April 1, 2024, SB 567 will add a significant hurdle to any “no-fault just cause” eviction where the property owner (or the owner’s direct relative) desires to occupy the residential real property or an investor seeks to displace the tenant for a substantial remodel. New Rules for Property Owners Planning to Move Into the Property It is very common for prospective owners to buy rental property with the goal of moving in or for existing property owners to remove occupants to move their children or parents into the property. Historically, this was a fairly easy process with no restrictions or guidelines on when the owner must occupy the property or for how long. Effective April 1, 2024, SB 567 will require that the property owner or family member (spouse, domestic partner, parent, child, grandchild, grandparent) actually move into the property within 90 days AND continuously occupy the property as their primary residence for at least 12 months. In other words, property owners cannot just use the “move in” provision as an excuse to get rid of a tenant they do not like or to increase the rent. In addition to the new requirements in SB 567, property owners should also pay close attention to City and County restrictions on asking tenants to move out so you or your family can move in. Many Cities and Counties have conflicting or more restrictive requirements. Before buying a property with the plan to remove the occupants and move in or before acting to move your family into one of your rental properties, we suggest contacting your attorney to understand all applicable laws. See below for what happens if you get it wrong. New Rules for Investors Planning to Tear Down and Rebuild Previously, investors could relatively easily remove occupants by citing the “substantial remodel” grounds of the “no-fault just cause” grounds. Starting April 1, 2024, those same investors will have to jump through several more hoops before they can remove the tenants. Specifically, SB 567 will require the investor to provide the tenant with written notice, which includes a description of the substantial remodel to be completed and the expected duration of the repairs, or the expected date by which the property will be demolished, and a copy of permits required to undertake the substantial remodel or demolition. The Bill further requires that the remodel or demolition actually be done. Again, please keep in mind that some Cities and Counties have different and often more restrictive requirements when removing tenants to demo or substantially remodel the property. What Happens if You Get it Wrong? SB 567 gives wrongfully displaced tenants the right to sue property owners for violating either of the above provisions. In addition to recovering actual damages, the wrongfully displaced tenant can recover punitive damages, treble damages (i.e., triple actual damages) and attorneys’ fees and costs. On top of that, a property owner who wrongfully displaces a tenant to demo or substantially remodel the property, must also offer the property back to the displaced tenant at the same rent and lease terms along with reimbursement for reasonable moving expenses. And, if that’s not enough, the Attorney General could also sue you for the same violations. And Don’t Forget When using any of the “no-fault just cause” grounds for removal, the tenants are entitled to relocation costs equal to one month’s rent. And, you guessed it – many Cities and Counties require more substantial relocation costs. Lastly, don’t forget to check to see if there are any local rent control restrictions! Do the New Laws Mean That Property Owners Can Never Move In or Remodel Their Property? No. SB 567 is not so onerous that it prevents property owners from moving their kids into a rental property or investors from remodeling and reselling property. Nor does it make the process so complicated that it is no longer cost-effective to do so. SB 567 merely changes the rules by which property owners may remove tenants. If done properly, investors and property owners can still take advantage of these “no fault” grounds to get possession. But, if not done properly, SB 567 creates significant financial exposure for these property owners and investors. To reduce that risk, we recommend consulting with your counsel prior to venturing down either path to remove occupants. Disclaimer: The above information is intended for information purposes alone and is not intended as legal advice. Please consult with counsel before taking any steps in reliance on any of the information contained herein.

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