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Resident Retention: A Turn Costs What? Part 1

Resident Retention: A Turn Costs What? Part 1

Turnover. We're always going to have it. In some cases, turnover is good: saying goodbye to a delinquent or unruly resident who sucks up valuable staff time and resources. Some cases are uncontrollable: a resident is relocating to a new city or state, or they are buying a home. But most turnover is not only bad but something you can directly control.

Let's break that statement down.

"Most turnover is bad."

In the 2012 NAA Survey of Operating Income and Expense, the average national turnover rate was 54%. This number has remained fairly consistent over the past several years, but the bottom line for our industry is that on average a community has to replace half of its customers every year. 

Traditionally, our industry has accepted this with the thought that the units can always be leased again at a higher rate. A higher rental rate equals more income, right? Wrong.  Here's why:

b2ap3_thumbnail_MO-Cost-Q3-2013.JPG

 Taking into account all of the costs associated with turning and re-renting a unit, on average, a community loses $2,811 every time a resident chooses to leave your community. In some markets, this number is much higher, and if we look at tough economic times, you'll see this number got up to over $4,000 per turn. 

Even if you can re-rent that unit for $100 more per month, it will take over 28 months (that is more than 2 years) to re-coup that move-out cost. (By the way, how many of your residents stay for more than 2 years?)

If we apply that move-out cost to the NAA's report that the average national turnover is 54%, that means an average 300-unit property loses $455,382 every year! (162 turns x $2,811)

On the flip side, if you are able to reduce your community's average turnover by just 4% (that is saving 1 notice to vacate per month for a 300-unit property), you'll be adding $33,732 to your bottom line ($2,811 x 12). 

As we're wrapping up budget season, I don't know about you but I'd personally like to have that additional $33,000 to work with!

In my next post, I'll talk about the 2nd half of my statement that the majority of that 54% turnover is something that you and your team can control.

 

 
This comment was minimized by the moderator on the site

Jen, This is great data...especially broken down by category like this. Thanks for sharing!

  Rommel Anacan
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Thanks Rommel!

  Jen Piccotti
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Jen,
This is very good information and some real food for thought. I have a question. In your 2010 blog on the same issue the marketing/advertising cost is less than half what you say here. And that was only 3 years ago. I realize a locator commission can be an expensive rental, but with the heavy use of Craigslist, do you really believe the average is that high these days?

  Chuck Mallory
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Hi Chuck - That's a very fair question, and the numbers we use for that entire category of marketing costs come from an internal survey with our clients. I suspect that particular category has a huge variance from company to company. My hope is that property managers will use this as a starting point to look at their turnover costs more critically. It may very well be that their marketing costs are much lower because of Craigslist and other social media outlets - while keeping in mind those services still cost staff time. I'd love to throw this question out to anyone who stops by: Taking into consideration all advertising costs: marketing, ad costs, leasing commissions, locator commissions, etc., what is your property's or portfolio's average marketing cost per lease?

  Jen Piccotti
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I think these are great points, Jen! We always try to reduce turnover cost, however, we also look at it from a long term stand point of building equity in the property and while the $20 or $60 average increase in rent is minor relative to operating costs it does add significant value to the resale price of the property.

  Kel
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Hi Kel - I agree that building equity into the property is critically important to owners and investors. I'd rather demonstrate value to my residents on a day-to-day basis and make it worth their while to pay an annual increase rather than waste valuable resources on turn costs to try and speed up the per-unit value. Thanks for highlighting that important component in the equation!

  Jen Piccotti

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