44 - Re-letting IP#1

Our Brisbane tenants vacated the property in early September at the conclusion of their lease. No clear motivation for their departure was supplied to us by the property manager, apart from the girlfriend being pregnant. I wonder if the $5/month rent increase we applied when the lease was renewed/reworked was partly to blame but I suspect the tenancy simply ran its course. The local Griffin rental market is currently oversupplied and rents have fallen slightly.

The outgoing tenants willingly tidied up and addressed a handful of issues that required attention (a chipped kitchen tile, dog faeces in the back garden, some cleaning residue on the walls). Having the house empty was also a good opportunity for the builder to rectify a roofing defect and related ceiling damage from a recent water leak.

The property was not producing income during this vacancy period but my (admittedly pessimistic) budgeting plans anticipate a four-week annual vacancy period.

While home inspections were not widely attended before the last tenants vacated, interest picked up gradually from September. The property manager tells me the local rental market is oversupplied with new developments recently coming online and we eventually dropped the weekly rent from $415 initially to $410 and then to $405 as the weeks went by. Every $5 decrease translates into an additional loss for the investment of $260 per annum—less than I would have thought.

The “competition” (i.e. rentals exactly like or very similar to ours) were including a free week of rent and/or other incentives like six months of free gardening services. Our PM also suggested we could upgrade the realestate.com.au advertisement to feature/highlight our property but the rent decrease seemed the obvious way to go as it impacts the tenant’s bottom line.

We had a diverse range of applications through while the property was vacant:

• An ideal first application came from a mum and dad couple with two older, pre-teen boys and no pets. Dad was working away but mum was not employed and is, presumably, a homemaker. Unfortunately the neighbour’s aggressive dog growling through the fence scared them off (a friend initially inspected the property on their behalf as they were all living North); one of the sons was reported as having a disability and being afraid of dogs.
• We then received a second application from a mother with an older daughter, who herself has a 2yo and a newborn baby. They have a large breed dog, only 12 months old. It wasn’t clear whether mum was effectively planning to serve as guarantor for her daughter but they could service the rent payments between them. Kids and dogs don’t make for ideal tenants in my mind but that’s exactly the market we’re targeting with this style of property (4x2) in this location (outer-ring suburb). The pair were ready to go immediately on a six or twelve-month lease but, between my prompt reply to the real estate agent and their following up with the applicants, the applicants had accepted another property.
• On the back of the second application falling through, we received a third application from a very young couple (late teens/early twenties) with no rental history and very little rental affordability (<30%). Although without kids, they too have an active dog. As our only option, we discussed the risks with the property manager who thought the affordability risks were high. Meanwhile, my wife and I were both thinking back to when we were the same age, with very little income, a cat (and eventually a dog); we stayed in our first rental for four years, paid the rent on time every week, kept the property clean, and caused no damage. The PM discussed having a parent join the application as a guarantor but this couple also found an alternative rental before anything further happened.

Between applications and twice-weekly home opens, the property manager was working to see what could be done about the dog next door. The ranger was called and inspected the situation but decided the neighbour’s property is adequately fenced and the dog could not be labelled ‘menacing’. The ranger did speak with the owners and it was agreed a barrier could be placed against the fence to prevent the dog from getting as close to the boundary. Our PM also spoke to the neighbour’s PM about the situation and was told the dog would be brought inside during home opens (and is friendly once it gets to know someone).

We finally received a fourth application for a couple with two kids under five and two dogs—an older large breed dog and a younger small dog. They were requesting a 12-month lease commencing within the coming days. We approved their application and an executed lease document soon came back. At last!

The property was physically vacant for six weeks—and someone likely kicked a hole in the letterbox during that time, just for good measure—but the new tenants are hopefully in and happy as of last Friday.

Given the length of time the property was vacant, I consulted my risk matrix for some hints as to what to do next—should the vacancy period continue. My mitigation and contingency strategies were minimal (‘review property manager’ and ‘review financial controls’) but, following this experience, I added ‘review market supply’, ‘offer incentives’ and ‘promote advertisement’. I also increased the Probability rating from Remote to Occasional. Fortunately, we’re not cash flow investors and have sufficient cash buffers to weather an extended vacancy.

Although I naively expected our first tenants to stay on for another year at least, I likely need to adjust my expectations to assume a tenant will stay somewhere between 6-12 months. A 12-month lease gives us some surety but also locks us in to a rental amount and the tenant, who may or may not be problematic.

In terms of lessons learnt, I created a Landlord’s Vacating Tenants Checklist. This checklist differs from the standard checklist which might be supplied to the outgoing tenant or used by the property manager during the exit inspection in that it lists the things I need to check and do to a) ensure the tenants have done the right thing and b) ensure the property manager has done the right thing. More about the checklist and b) soon.

I suppose a disclaimer is also worth posting: I'm just a guy, I'm not an accountant, lawyer, solicitor, tax agent, mortgage broker, banker, financial adviser, insurance agent, land developer, builder, government agent, or anything else so I disclaim your application of anything I write here is to be applied at your own risk. What I write may be incorrect and you are best to seek your own professional advice (tax, legal, financial, and otherwise) before entering into contracts or spending your money. Your situation is unique to you and what I write here reflects my experience only. This content is not professional advice and is not tailored to your situation. I’m not selling anything and I do not receive any form of commission or incentive payments for any companies or individuals I endorse. I'm learning too and expect to make many, many mistakes along the way.

Enjoy,

Michael

43 - Recapping the IP#2 land purchase

What a roller coaster ride we’ve had “just” to buy a plot of land over the last six months! We’re nearly there now and I wanted to briefly highlight some of the issues we encountered in securing the block of land and finance. In summary, the land titles have registered and we’re finally approaching settlement.

If you’re interested in the details, I’ve linked to earlier posts below.

Step 1: Difficult finance pre-approval

We kicked off towards the end of 2015 when I asked our mortgage broker to look into finance pre-approval following my return to work several months prior. Although the wife was on maternity leave, I’d nonetheless been tinkering with the idea of a second investment build. The broker deemed our bank-appointed credit assessor to be unreasonably pernickety but finance was provisionally approved on the basis of servicing via my income alone.

I then needed to convince dear wife a second investment build is a good idea and gave Open Corp the okay to proceed once we reached agreement.

Step 2: Property selection do-over

All was looking rosy with the first property selected for us by Open Corp until the vendor mysteriously sat on the signed land contract for some weeks. It turned out we’d been gazumped by a large buyer who apparently bought out all remaining blocks in the release—including those blocks with unexecuted contracts.

By this point, our bank pre-approval was due to expire but Open Corp quickly found us a similar, alternate property in a neighbouring estate. It was slightly larger, with a correspondingly larger price tag. In the interest of time, we nominated Open Corp to purchase the property on our behalf.

Step 3: Short valuation

The Valex-appointed valuation company contracted by the bank to value this second block came back with an ill-considered short valuation. We were told by Open Corp and otherwise of the view the property value was in line with the contract price. Appeals to the valuer (Peter Jones from Lee Property) and the bank to review or reconsider a similar valuation that came in at cost for a similar property in the same estate fell on deaf ears. In brief, the valuer considered an inappropriate set of comparable properties and didn’t do his job. Unfortunately, there would be no getting around this and we’ll need to contribute the shortfall from our equity loan.

Step 4: Finance do-over

Throughout the valuation shenanigans, the contract I was on at work came to an abrupt end and left us as a no income, two kids (NITK—my acronym?) household—not all that appealing to a lender when it comes to their evaluation of a client’s ability to make loan repayments. The wife was still on maternity leave and, although she had a contract to resume work (and was actually on leave—maternity leave), the initial finance application was based on my income alone because our mortgage broker didn’t think her potential income would be considered. With my last pay stub showing the drop off in hours, it was difficult to prove to the bank we could afford this loan. For good measure, my overarching head contract also ran out!

Meanwhile, our deadline for finance approval with the land vendor was due to expire. A one-week extension was approved, provided the deposit was paid in full by the original due date. I wasn’t terribly comfortable paying the deposit until finance was unconditional but both Open Corp and our (independent) mortgage broker confirmed it was fully refundable.

Through a tip from another mortgage broker, I persuaded our broker to approach the bank about taking into account the wife’s signed work contract, commencing on her return to work from maternity leave and well before settlement. I’d been told the bank we were working with had recently softened their stance on maternity leave. Of course we first had to find the wife’s contract, which was buried in her work emails as an attachment she couldn’t access remotely. Her maternity leave had also been paid upfront so she had no recent pay slips.

The final hurdle was the build contract, signed by nomination, which the bank wouldn’t accept. A new contract was couriered out to us and signed in a hurry before being couriered back to be executed anew by the builder.

With the build contract sorted, the maternity leave strategy delivered and finance was finally approved.

Step 5: Deposits

Although the Open Corp land deposit is normally $2,000, our land contract stipulated the typical 5% deposit. As mentioned above, the extension required us to pay the balance before finance was unconditionally approved.

The builder’s deposit (5% of the build price) also came due just after finance approval and the balance of Open Corp’s fee was also payable.

It’s at this point—when significant amounts of money are moving out of the account—that it all starts to get real. Of course land titles haven’t yet registered and settlement hasn’t yet come about. Perhaps more importantly, in terms of getting a paying tenant through the doors, construction hasn’t yet started.

Step 6: Finance re-do over

A final twist to the finance saw our request for an LMI waiver come through shortly after signing the first loan documents, which necessitated the inconvenience having the loan documents signed again. We weren’t sure how this was going to play out before this point so it was a happy surprise, at least.

Step 7: Certified ID

As a final poke in the eye, I heard from Open Corp—two days before our anticipated settlement date—to say the solicitor needed a certified copy of our ID. On very short notice, the wife was fortunately able to find a Justice of the Peace at the hospital who could certify her ID… the head pharmacist, he was paged and materialised from a sterile room in a full biohazard suit to help her out!

Subject to the bank, settlement is scheduled this week.

Update (bonus Step 8!)

Wow, we’ll never cut a break with this one!

We settled on Thursday morning at midday but first had a call from our Eastern states solicitor at 7am to say the bank wanted a $25,000 owner contribution (the day before it was $0). That amount was not only more than I could transfer online given our daily transfer limit but it was also more than the bank’s first-line call centre rep could manage for us.

I asked to speak with the rep’s supervisor and, after going through some additional identification questions and a nuclear launch sequence involving call backs and temporary passcodes, I was able to make the transfer.

I suppose a disclaimer is also worth posting: I'm just a guy, I'm not an accountant, lawyer, solicitor, tax agent, mortgage broker, banker, financial adviser, insurance agent, land developer, builder, government agent, or anything else so I disclaim your application of anything I write here is to be applied at your own risk. What I write may be incorrect and you are best to seek your own professional advice (tax, legal, financial, and otherwise) before entering into contracts or spending your money. Your situation is unique to you and what I write here reflects my experience only. This content is not professional advice and is not tailored to your situation. I’m not selling anything and I do not receive any form of commission or incentive payments for any companies or individuals I endorse. I'm learning too and expect to make many, many mistakes along the way.

Enjoy,

Michael

42 - Tenant Churn

The property management firm (Century 21) managing our Brisbane property contacted us recently seeking our instructions regarding the renewal of the current 6-month lease, which runs out in the next few months.

It was noted the current rent is at the high end for the area, with a nearby estate also coming online—increasing rental supply. The agent reminded me the last (and first inspection since this lease began) was acceptable, and mentioned monies owed by the tenant are generally within tolerances.

The agent additionally mentioned a contractor reported two dogs at the property, one being a small puppy. Although I’d not formally rejected the tenant’s pet request, I hadn’t approved it either.

Despite being annoyed about the dogs—mainly the dishonesty of the matter, I proposed another six month lease at the same rate and approved the pet request as there seemed to be no option not to. I asked that our dissatisfaction about the dogs be conveyed to the tenants and requested the tenant raise any other issues now so they might be cleared up. It’s frustrating when the adults you lease a property to behave like three year-olds but if they’re paying the rent, that’s a good thing.

After all of that, the property manager came back with a response from the tenant and they won’t be renewing the lease. We haven’t been given a reason why but the agent was going to enquire.

Open Corp have noted a preference to lease to families due to the stability they offer as tenants (kids in school, general stability, other life pressures which preclude moving house, etc) but we approved the original trio of adult tenants as they had no kids, no pets, and were the first and only application we received. We also pretty much had to approve the application to secure the Open Corp 12-month rental guarantee at the original rent we desired.

Having the lease turn over means the property will need to be advertised and we’ll need to pay a new letting fee to the property manager. Of course there may also be a vacancy period. I’ve budgeted for both the costs of an annual letting fee and four week vacancy period. Although very much not preferable, I’m confident we have an adequate financial buffer to cover any gaps. Nonetheless, I also include long-term vacancy as a risk on my property investment risk register.

Admittedly, from the point we transitioned this property from acquisition and commissioning to tenancy, my expectations around the time a tenant will remain in place were likely too high. My only frame of reference for this was as tenants ourselves: we spent four years in the Adelaide house and a couple of years in a Perth rental. I hoped to get two years out of the original Brisbane lease but will adjust downwards future expectations on the back of this experience. Although I dislike the idea of churning tenants and the wear and tear a house takes in the process, as long as we have tenants in place to contribute rent towards the holding costs, I suppose I can’t care too much… everything else can be repaired! I’d be curious to know the average tenancy duration across different types of rentals in different areas…

It’s easy to trick yourself into believing being a landlord should be a set and forget exercise once the initial setup is complete. The books, magazines, and online resources (such as this blog) tend to focus on matters such as types of investment, types of property, location principles, ownership structures, financing, tax structures, and so on; the day-to-day landlording is typically glossed over by promoting the use of a property manager or improving the property to “manufacture wealth.”

The last twelve months have offered me an enormous experience as a newly-minted landlord but this role still feels very foreign to us and the mandatory, ad hoc decision making requirement when you least have the headspace to spare can honestly be a hassle. I’ll endeavour to write more about this aspect in future posts.

The property will be advertised about six weeks out from the end of the lease; it will be interesting to gauge the market and find out who we get next as tenants. I’ve intentionally remained very anonymous with these tenants but am rethinking our approach the next time around to experiment with a more personal approach (while keeping the PM in their role).

I suppose a disclaimer is also worth posting: I'm just a guy, I'm not an accountant, lawyer, solicitor, tax agent, mortgage broker, banker, financial adviser, insurance agent, land developer, builder, government agent, or anything else so I disclaim your application of anything I write here is to be applied at your own risk. What I write may be incorrect and you are best to seek your own professional advice (tax, legal, financial, and otherwise) before entering into contracts or spending your money. Your situation is unique to you and what I write here reflects my experience only. This content is not professional advice and is not tailored to your situation. I’m not selling anything and I do not receive any form of commission or incentive payments for any companies or individuals I endorse. I'm learning too and expect to make many, many mistakes along the way.

Enjoy,

Michael