Archives for August 2014

Thanks to all of the brokers, sponsors and guests who attended the August 2014 CCIM Deal Making Session. Over 25 million dollars of commercial real estate properties available for sale were presented from all over New Mexico.

1.		Mark Hammond, Robert Driver & Derek Mitchell		The Atrium – 10601, 10701, 10801 Lomas		$1,325,000
2.		Jeff Martinez, MBA		1921 Broadway Blvd		$4,761,785
3.		Glenn Wright		204 W Broadway		$200,000
4.		Michael Conteras, CCIM		220 Copper Ave NW		$159,000
5.		Jeff Martinez, MBA		3010 Monte Vista Blvd		$1,200,000
6.		Jan Pilger, CCIM & John Lewinger		2424 Louisiana Blvd NE		$6,395,000
7.		Michael Reneau & Matt Reeves		1405 Renaissance		$5,500,000
8.		Jeff Martinez, MBA		8015 Mountain Rd		$425,000
9.		Cheryl Bonner & George Chronis		6165 Corrales Rd		$350,000
10.		Dan Newman		601 Quantam Rd; Rio Rancho		$3,450,000
11.		Jeff Martinez, MBA		11930 Menaul Blvd NE		$1,100,000
12.		Cole Flanagan, CPA & John Henderson, III, CCIM		5716 Osuna NE		$195,000

Real estate ownership is one of the oldest — and most inefficient — businesses. Real estate companies or “sponsors” looking to raise equity for new development, project repositionings, or acquisitions still rely heavily on old school methods such as their black book of investors and handshake deals at the local country club.
Crowdfunding has the potential to change the financing landscape for both investors and sponsors by bringing greater efficiencies to the process. By using a technology platform that makes real estate deals more transparent and easily accessible, crowdfunding allows investors to shop for the latest real estate investment opportunities on their computers or mobile devices.
That shift certainly streamlines the fundraising process for project sponsors looking to fill equity or debt requirements. The question is whether or not the real estate industry is ready to embrace that change.
A New Paradigm
The original premise behind crowdfunding was to use small amounts of capital from a large number of individuals to finance new business ventures. New startups relied on social media sites such as Facebook and Twitter to reach out to friends, family, and colleagues to raise capital for their dream businesses. It was grass roots and folksy — and it worked. Entrepreneurs found success in funding new creative projects and small businesses, ranging from indie films and art studios to restaurants and retail shops.
That idea has morphed into an investment vehicle that has piqued the interest of a growing pool of investors including venture capitalists, angel investors, high-net-worth individuals, and family trusts. The crowdfunding model is now emerging as a legitimate source of capital to finance a variety of startups ranging from biotech to green energy.
It also has emerged as a viable source of real estate funding. The catalyst that has made that shift possible is the Jumpstart Our Business Startups, or Jobs Act. Essentially, the Jobs Act loosened some restrictions related to who can invest in private offerings and how those offerings could be advertised. The Jobs Act was signed into law in April 2012 by President Obama and advertising of certain private offerings is now permitted.
So what does crowdfunding mean for the future of real estate investing? Think of the change that has occurred in the stock market in the past 15 years. Technology has brought accessibility and transparency to that sector. Investors no longer have to rely on stockbrokers to complete transactions when they want to buy or sell securities. They can log on to their own brokerage accounts to access a variety of investment tools from real-time pricing to a detailed analysis of their portfolios.
That same level of direct access to information and transparency is starting to occur in the real estate market, and crowdfunding has the potential to be a key driver behind that change. Fortunately, for those CCIMs that accept this change, the technology will lead to a more capital-efficient marketplace that will increase deal flow. Furthermore, real estate is, after all, a people business, so innovative CCIMs will always have an important seat at the table.
Crowdfunding is creating a marketplace where investors sit down at their computers, access current offerings, and quickly filter through multiple deals to find the right fit. Investors will have the tools and resources to build a portfolio that meets their specific needs. For example, an investor can opt to have a percentage of their real estate dollars allocated to growth opportunities for a child’s college savings plan or income-producing property for retirement savings.
Traditionally, investors who wanted to participate in direct real estate investments had to participate in entities such as a limited liability partnership where the minimum buy-in was sizable — often upward of $250,000. Crowdfunding deals can be accessible for as little as a few thousand dollars. That lower dollar amount allows investors to split up that investment into smaller allocations to create more portfolio diversification and minimize risks. Instead of investing $100,000 into one deal, they can spread that out into five, 10, or even 20 different investments across different property types and different geographic markets.
On the equity side, crowdfunding allows sponsors to outsource their capital-raising efforts and the management of those investor relationships over time. There are fees associated with crowdfunding, and different crowdfunding firms operate with different fee models. Sponsors must scrutinize those models carefully to make sure the investor’s return on investment is not devoured by fees and charges. But the efficiency that crowdfunding brings to the process in terms of reaching investors, delivering information, responding to questions, and meeting reporting requirements replaces the time and money that sponsors were already spending on those efforts.
Ultimately, crowdfunding allows sponsors to tap into a large pool of middle-market investors who have a desire to put capital into real estate. One of the crucial steps for this emerging niche to evolve is for crowdfunding firms to prove that they can not only reach that pool of high-net-worth investors, but also bring them to the table for sponsors. If crowdfunding can deliver on that promise, then this is a sector that will continue to carve out a bigger place for itself in the real estate arena.
By: Darren Powderly (CCIM Investment Real Estate)
Click here to view source article.

A leasing agent’s perspective can improve a retail property’s salability.
When an owner considers the sale of a retail property, the process begins not the day a listing goes online but two or even three years beforehand. A smart owner will assemble a team to develop and execute a plan to prepare and market the property.
Exit Strategy
In addition to the owner, the leasing agent and property manager are critical to achieve the owner’s goals for a property. An experienced leasing agent can bring important information to the table, including local market vacancy rates, competition, tenant prospects, and leasing trends.
Leasing is an essential element of selling the property because potential buyers look at more than just base rent and net operating income. Minimizing restrictive and adverse lease provisions in new leases and eliminating them from existing tenant leases should be a key component in the overall leasing strategy. The leasing agent can improve results by weighing in on the following factors.
Determine tenant mix. Tenants set the tone for shopping centers, so consider if the existing businesses support each other. For example, business or medical offices may not be a good fit for a grocery-anchored shopping center. The solution could be to relocate them to a better position for their use in the center or replace them with tenants that improve the overall tenant mix.
Problem tenants, such as poor operators, outdated concepts, or those with collection issues, may need to be eased out of the property. That’s doable in a two- to three-year period. Identifying and incorporating these spaces into the overall leasing strategy can open up additional leasing opportunities that may not be available with just the existing vacancies. Larger spaces can be created or end-cap opportunities may be available, expanding the list of potential tenants that can be targeted.
Attract best-in-class tenants. Reputation, creditworthiness, and the kinds of customers the tenant attracts should all be considered, for both the larger national and regional tenants as well as small-shop and local tenants. Understanding these targeted tenants’ needs and lease structures is essential to determine how to attract them to a center and away from your competition. Depending on the landlord’s flexibility, lease terms can be more generous in terms of rent, tenant improvements, signage, location in the center, and renewal and extension options.
Integrate leasing into the sales strategy. Lease extensions for the best tenants add tremendous value to a sale. When approaching tenants, a smart leasing agent starts with questions: Is the space the right size? Is it in the right location? What capital improvements are needed? Do they plan to update the store? The answers will tell the owner whether to invest in an early lease renewal as well as identify tenants that may have plans to leave or close, allowing the leasing agent to actively pursue replacement tenants before the existing leases expire.
Establish realistic market rates and lease structures. The leasing agent studies the market to establish realistic market rates, but the toughest part is figuring out how much to spend on build-out. Tenant improvement dollars will vary greatly depending on the tenant. Regional or national tenants will have specific needs, requiring either a “modified white box,” substantial TI allowance, or a combination of the two.
An experienced leasing agent will evaluate local tenants to determine their viability and whether a landlord should invest in them. Alternatively, incentives such as free rent, reduced rent, or lower initial base rates with annual escalations that grow the rate back to the market rates over a few years can help local retailers to succeed in the center. A leasing agent can attract new tenants or negotiate lease extensions by offering TI money, but a smart agent will use that carrot carefully because experienced buyers recognize when a landlord is buying up the rate. The leasing agent can also help reduce the number of lease red flags that a prospective buyer will discover during due diligence, such as co-tenancy requirements, kick-out provisions, and exclusives or restricted uses.
Determine what improvements and deferred maintenance are needed. The leasing agent’s unique perspective can help inform decisions on investing dollars to reduce vacancy and improve the tenant mix in a way that raises the market value of the property. Such insights include:

• evaluating and advising if existing vacant spaces should be returned to a whitebox condition, removing previous tenant finishes;
• demising larger spaces or combining smaller spaces to meet market needs;
• improving viability and access;
• determining if additional or improved signage is needed;
• updating overall exterior appearance through renovation; and
• improving landscaping and site lighting.

Savvy owners bring trusted and knowledgeable leasing agents into conversations when the decision is made to sell the property. The ultimate goal of the leasing agent is to produce the best return on investment, whether that comes from re-doing the façade to attract better tenants or renegotiating a lease so that a quality occupant is secured for a number of years. The leasing agent best understands how terms, rates, and property improvements affect the sales price.
By: Jamie Swanson (Commercial Investment Real Estate)
Click here to view source article.

Federal Reserve actions could create an unexpected risk for commercial real estate values.
The U.S. economy is in uncharted waters. The Federal Reserve has tried to stimulate the economy through a combination of low interest rates and quantitative easing, a method of increasing the amount of money in circulation. We hear a lot about quantitative easing in the news, but few of us fully understand its impact on the commercial real estate market.
Furthermore, the linkage between the rapidly expanding money supply and inflation does not seem to be following historical norms. It is possible that three rounds of quantitative easing, in conjunction with other economic policies, have set up a scenario that leads to a compression of real estate net operating income and capitalization rates, meaning demand for real estate continues to grow but NOI does not, shrinking investors’ return.
To consider such future developments in the commercial real estate market, this article looks at why quantitative easing has not led to a more robust economy, targeting the declining velocity of money as the broken link.
QE: So Much Money, So Little Credit
Beginning in late 2008, the Fed introduced a new policy called quantitative easing. Its overall purpose was to improve the balance sheet of the Fed’s member banks by buying securities from them, thereby increasing their reserves and putting them in a better position to extend more credit to the economy. In the first QE phase from 2008 to late 2010, the Fed purchased approximately $1.3 trillion of bank debt, mortgage-backed securities, and Treasury securities. QE2, which started in November 2010 and lasted until June 2011, the Fed purchased $600 billion of Treasury securities only.
After a pause of a little more than a year, the Fed commenced QE3 in September 2012, buying only MBS off the books of banks. It started with $40 billion a month, then stepped up to $85 billion per month. In June 2013 the Fed announced a tapering off to $65 billion a month. The capital markets reacted negatively to the announcement so the Fed postponed the tapering until December 2013, when it dropped MBS monthly purchase rate to $75 billion. In 2014, the Fed continued its monthly $10 billion reductions, and, at the end of April, the monthly purchase was down to $45 billion.

While quantitative easing has kept deflation at bay, its restoration of bank balance sheet reserves and expansion of money supply have produced little aggregate growth in credit extension, which includes mortgages, commercial debt financing, and consumer credit. Instead, it has produced a startling development in the U.S. economy — a collapse in the velocity of money.
A measure of how often money circulates through the economy, the velocity of money trended upward from 1959 through 2008. (See Figure 1.) The only extended period of sideways oscillation in velocity was during the 1982–93 period, which coincided with an abrupt slowing in the rate of nominal gross domestic product growth to 7 percent from a steamy 10 percent rate in the prior decade. The recent collapse in velocity since 2008, to nearly half its prior level, coincides with the Great Recession and the ensuing anemic recovery of the economy.
Despite the rapid surge in money supply due to quantitative easing measures, this growth has not translated into a proportional rapid growth in the economy. This is due largely to the collapse in the velocity of money — a measure of the intensity of the use of money, which reflects the opportunity costs associated with alternative uses of money. For example, turning money on deposit into loans and investments is driven by the balance of the risk/return appetite of the lending institution and the opportunities provided on the demand side — the users of credit. Generally, when there are good risk-adjusted return opportunities, banks will put every cent to work and will not waste a moment trying to transform an increased deposit into a productive loan. When opportunities are poor and interest rates are low, financial institutions have less incentive to take risks and, therefore, channel their funds into the safest investments, which, for the past few years, has been the purchase of short-term U.S. government securities and providing only a limited amount of loans.
Limited loans, of course, result in limited credit growth, if any at all. Since 1950, total credit extended by the financial sector — depository institutions and the “shadow banking” system — has never contracted until the most recent recession. (See Figure 2.) During prior recessions, credit growth went flat, but during the recent Great Recession, it contracted by 17 percent from the peak in the fourth quarter 2008 to the low point in third quarter 2011. While increasing somewhat since then, lending is still 13 percent below the 2008 peak.

However, while commercial bank lending has rebounded to levels slightly above the previous peak, this is an incomplete picture of what is really going on. Large commercial banks have gained market share due to bank consolidation and a dramatic shift away from the use of commercial paper, medium-term notes, and traditional non-bank sources of lease and credit financing. These sources of non-bank, or “shadow banking,” commercial financing have virtually dried up since 2009.
Mortgage financing of residential and commercial property has recently stagnated at lower levels. Consumer credit shows a similar picture of weakness. While consumer credit, originating from all sources, is growing rapidly, most of that is not coming from commercial banks and other depositary institutions. In fact, after removing the portion of consumer credit that is owned and/or underwritten by the government for student loans, there is very little growth in consumer credit emanating from banks from the 2011 lows.
This lack of growth in outstanding credit means the private sector is deleveraging. The extent of deleveraging is impressive both as to speed and magnitude and was not expected to this extent. This deleveraging is likely a long-term positive for the financial health of the U.S., but in the near term it translates into economic weakness.
In addition, this deleveraging implies a challenge for investors. The supply of new issuances of debt securities is very poor while the demand for these securities by pension funds and insurance companies continues to grow strongly. Thus, prices are continually bid up for seasoned outstanding debt and commercial property, resulting in lower yields and lower cap rates.
In summary, quantitative easing has contributed to maintaining interest rates at historically low levels, but it has not led to the expected increase in productive lending to finance economic growth. However, on the positive side for commercial real estate, lower interest rates and a shortage of new debt issuance have contributed significantly to lower real estate cap rates and thus higher valuations of investment real estate.
What About Valuation?
While the tapering of quantitative easing proceeds in a slowly improving economy, it is anticipated that the Fed will eventually start pushing interest rates higher. Fed forecasts indicate the long-term or target interest rate likely could be 300 to 400 basis points higher than it is today, but the Fed has indicated it intends to keep short-term rates low through 2016. If interest rates move up more rapidly than improving real estate fundamentals and faster than investor sentiment can tolerate, then cap rates may move in tandem. However, incremental, slow rate escalation may well be offset in the near term and result in temporary cap rate compression, especially in view of the short supply and strong demand for real estate returns.

A brief look at 10-year Treasury interest rates and national office cap rates from 2003 through 2006 shows a negative relationship between the two measures. (See Figure 3.) Capital was plentiful during that period. Then as the Fed began lowering interest rates, cap rates showed a limited negative relationship but, by and large, were confined to a narrow range. (See Figure 4.) A lack of liquidity as well as negative investor sentiment contributed to the negative relationship. It is abundantly clear then that cap rates and interest rates do not always move up or down in tandem. However, when there is neutral investor sentiment and level but stable fundamentals, cap rates usually do move up with interest rates, thereby resulting in a reduction in values.
Ultimately the Fed will move interest rates higher. Shrewd investors are already questioning where cap rates will be four or five years from now. Recently acquired deals with a low going-in cap rate of 4 percent or 5 percent may take a valuation hit in the future if the interest rate and cap rates move higher and faster in tandem and outstrip the positives of improving fundamentals and improving investor sentiment.
Many buyers now are using a snapshot version of NOI to value properties (the going-in cap rate) with little consideration given to anticipated changes in NOI and, therefore, value. If anything, the implicit assumption is that NOI will increase. Therefore, as the economy improves with greater investor confidence, even as inflation becomes more of an issue, investors will presumably be more aggressive in assuming a higher value on sale.

However, since most leases are not full triple net and the extent and type of lease escalators vary from fixed to variable, there is a risk not being considered. What if rents cannot rise as rapidly as owner operating costs increase? Currently, the most frequently used inflation escalator is the consumer price index. It has been fairly docile in recent years and Fed’s longer term target is in the 3 percent range. But have building owners considered that operating costs might rise more rapidly than lease escalator clauses permit to be passed along?
Much of the costs of operating a building are service related and, as such, are labor intensive. Government initiatives to raise the minimum wage, require employers to pay overtime to salaried workers, and increase health care and other benefit costs are sure to raise the cost of service. Productivity gains in the service sector are hard to come by, so most of those costs will be passed on. The CPI, of course, measures the prices of goods as well. Therefore, it is possible in a world of sluggish economic growth and excess capacity, for those prices to remain steady. Any attempt to estimate the components of future inflation rates is very difficult, but consider this scenario as a starting point. What if the CPI were to increase at a steady 3 percent, while the cost of all services purchased by property managers increased by 7 percent? Would that not squeeze NOI?
There are many possible scenarios that can unfold. Predicting the path of economic growth and inflation is fraught with uncertainty. However, a scenario that might simultaneously increase the demand for real estate while at the same time compressing NOI growth potential could lead to lower ROIs than one would normally anticipate.
By: Gregg van Kipnis and C. William Barnhill (Commercial Investment Real Estate)
Click here to view source article.