Linda Erkkila Weighs in on Ohio Putting Foreclosure to the “Fast-Track”

Safeguard in the News
June 15, 2015

Source: Source: DS News

Counsel’s Corner: Fast-Track Foreclosure Bill Will Put Ohio Housing and Economy On the Right Track

As General Counsel for nationwide property preservation and field services company Safeguard Properties, Linda Erkkila’s broad scope of management covers regulatory issues that impact Safeguard’s operations, pro-active risk mitigation, litigation and claims management, and counsel related to mergers, acquisition and joint ventures. Her practice spans more than 15 years, and her experience, both as outside and in-house counsel, covers a wide range of corporate matters, including regulatory mandated public disclosure, corporate governance compliance, risk assessment, and merger and acquisition activity. Linda recently spoke with DS News about proposed fast-track foreclosure legislation in Safeguard’s home state of Ohio. The bill, known as Ohio HB 134, has passed unanimously in the Ohio House and is awaiting vote in the state Senate.

How do you think the fast-track foreclosure law will impact the housing market?

First and foremost, lenders have to avail themselves of the statute for there to be any impact. That may sound like stating the obvious, but there are multiple states that enacted fast-track foreclosure statutes that are not used by lenders, and those tend to be cases where the statutes are not well crafted and provide little or no benefit to the lender, or where the procedures are overly cumbersome.

Ohio’s bill is well-drafted and, assuming lenders take advantage of and use the statute if enacted, the housing market should slowly start to improve as properties start to turnover and values slowly creep up. The inventory of abandoned and blighted houses that sell at a discount will go down, and a more traditional housing market can be restored.

How do you think it will impact the industry in Ohio?

A traditional housing market, and by that I mean normally functioning housing market, is a keystone to any state’s general economic health. Ohio has had its share of struggles, but Ohio also has a great deal to offer in critical and sophisticated industries, such as healthcare, education, aerospace, and bioscience. Getting Ohio’s housing market on an upward, positive trend coupled with continued growth in those industries can only bring positive overall economic impact in Ohio.

Do you think there is any downside to this law?

I see no apparent downside. When you reach a point where someone stops paying the mortgage, has abandoned the home and is not responding to any of the lender’s outreach efforts, there is no benefit to prolonging the inevitable. At that point, the communities in which the abandoned properties are located suffer, as do the local governments and court systems due to the overall strain that these properties put on communities, governments and court systems. To be clear, lenders want to keep borrowers in their homes, and they take many steps prior to foreclosure to make that possible. When those efforts fail and the property is abandoned, efforts have to shift to protecting the property and the surrounding neighborhoods and communities.

How do you find the balance between not dragging out the foreclosure process but at the same time making sure borrowers have been given all the loss mitigation options?

If you set timelines and milestones for responsiveness by borrowers, absolutely deference should be given to providing the borrowers the opportunities they need to modify their loans. A decent indicator of a borrower’s desire to work through a loan modification is whether the borrower continues to occupy the property. Once a borrower stops paying the mortgage and vacates the property, and is not responding to outreach, foreclosure is likely the inevitable outcome. Again, to be clear, the best outcome for a lender is to work out a loan modification with the borrower to keep the borrower in the property. To the extent there are foreclosure statutes that set forth timelines for outreach to give the borrower the opportunity to stay in the property, those opportunities take precedence. That is the better outcome. But when you get to the point where all that fails, efforts need to be redirected to protecting the community.

How do think this will affect foreclosure laws in other states?

Eight states already have fast-track foreclosure statutes. As I mentioned, some work well and some do not. Over time, I expect states that have yet to propose fast-track foreclosure statutes to look at those states which have successfully enacted statutes and for which lenders have taken advantage of and states have benefited from, and model bills after those successful states. I think Ohio will be among those states that are viewed as having a model statute if it is enacted and if lenders take advantage of it.

A critical component of a good fast-track foreclosure bill is establishing a practical and responsible definition for determining whether a property is “vacant or abandoned” to properly identify properties eligible for fast-tracking foreclosure. The Ohio bill sets forth logical and relevant factors for making that determination. Some statutes only target severely deteriorated properties, and that falls short of the goal of early intervention. Ohio’s basis for determining abandoned properties is solid, and that sturdy foundation enhances the bill’s suitability and purpose.

Do you think more similar legislation will follow?

If other states see positive economic impact, then yes and, again, those states will look to model their bills after those that have been successfully implemented and have yielded clear positive economic results. Again, these statues are aimed at rebuilding and reenergizing neighborhoods, communities and economies, and there still many states across the country suffering from the mortgage crisis, even seven years later. If fast-track foreclosures prove to be a viable part of multiple states’ recuperation, then I expect other states to follow suit and stick with this trend. Then, if over time, the fast-track legislation is not yielding results, there may be alternative types of companion or different legislation.

If you could add anything to this fast tracking bill in Ohio, what would it be?

Compared to other fast-track state legislation, I think Ohio got it right. The bill takes a very logical and straightforward approach to fast-tracking foreclosure on abandoned properties. Again, the Ohio bill provides clear and concise direction for identifying vacant and abandoned homes, which is a critically important first step in the process. The downfall of these statutes are usually timelines that cannot be reasonably met and forms and documents that cannot be reasonably obtained, so we will have to see how implementation eventually plays out, but, again, Ohio appears to at least have gotten the first step correct by crafting a bill with a practical process for fast-track foreclosures.

Safeguard’s Power Players

In the February issue of HousingWire, Safeguard Properties Founder and Chairman of the Board Robert Klein, Chief Executive Officer Alan Jaffa and Chief Financial Officer Gregory Robinson were profiled in a section titled Power Players: Service Providers.

Power Players:  Service Providers

Safeguard Properties Management, LLC.

The COMPANY
SAFEGUARD DELIVERS
a full spectrum of inspection, maintenance, preservation, property registration, repairs and rehab services on vacant, defaulted and foreclosed properties.

“What distinguishes Safeguard is our commitment to delivering excellent customer service and performing at the highest levels of quality, timeliness and cost-effectiveness,” said Alan Jaffa, Safeguard Properties CEO.

But the company is not just a property preservation company — it’s also a technology company that provides timely and accurate information and innovative solutions to its clients.

“Our investment in technology supports our commitment to our clients, with faster and more accurate property updates and data-gathering capabilities that are informative to both our clients’ and our own decision-making processes,” Jaffa said.

Safeguard’s technology innovation is evident in its Inspections Quality Control suite, which includes INSPI Mobile, INSPI QC and MapAlert. INSPI Mobile provides inspectors with the ability to collect property condition data and corresponding photo evidence, and submit results in real-time from the field. It also ensures inspections conform to client and regulatory requirements by systematically enforcing photo count, labeling and survey rules.

INSPI QC helps to verify the accuracy of field in-spections prior to submission to clients and GSEs. As part of the process, photos are evaluated to identify reused, cropped, altered or fraudulent photos.

The information captured from the field can then be analyzed using MapAlert, Safeguard’s proprietary geo-spatial mapping and data analytics application. MapAlert provides the ability to visually analyze data including loan and property level attributes and condition, further ensuring the accuracy of results at the neighborhood, city, state and national level. In addition, MapAlert integrates weather and other data services to proactively identify the impact of severe weather, economic and other geographical events on property portfolios, allowing clients to make better informed property preservation decisions.

“Safeguard’s unique viewpoint of our industry has assisted us in optimizing mobile location, business intelligence and tracking to help support compliance requirements and ensure the right people are at the right property at the right time doing the right work,” Jaffa said.

From new technology and the expansion of in-house internal audit and compliance teams, Safeguard has been working to proactively and aggressively manage risk, and to ensure the frameworks are in place to maintain regulatory compliance.

Safeguard believes the next technological evolution in field services will use real-time video to address the field services industry’s No. 1 risk — determining if a property is occupied or vacant. With video, the inspector can share the live video stream right from the property and another set of eyes can help with the property status determination.

“Safeguard’s forward-thinking approach allows the company to anticipate industry challenges and develop best practices to meet them head on,” Jaffa said.

But although technology is important to Safeguard’s future, the company’s foundation of providing quality customer service is still central.

“We will continue to achieve success, because, as a company, we approach our daily interactions with clients, communities, vendors and employees with respect and the strong commitment to provide a quality service,” Jaffa said.The

The EXECUTIVES
Robert Klein
is the founder and chairman of the board for Safeguard Properties. Klein assumed the role of chairman in May 2010.

Klein also currently serves as the founder and chairman at SecureView. He remains active in many national industry associations.

In 2009, Klein received the prestigious Ernst & Young Entrepreneur of the Year Award.

Alan Jaffa is the CEO for Safeguard Properties, a role he assumed in May of 2010. Previously he served as chief operating officer. Since joining Safeguard in 1995, Jaffa has worked through virtually every department of the company.

Under Jaffa’s leadership, Safeguard has enjoyed extraordinary growth that has catapulted the company to its current position as the largest mortgage field services company in the nation.

Gregory Robinson, CPA, is Safeguard’s chief financial officer and executive vice president. He directs all financial management activities, including financial reporting, planning, budgeting, forecasting, cash management, lender relationships, internal control processes and oversight and analysis of financial results.

As a key member of the leadership team, Robinson’s experience in finance, operations, IT and business development help to position Safeguard for continued growth.

FAST FACTS:

  • Founded in 1990 by Robert Klein and based in the suburbs of Cleveland, Ohio.
  • The largest mortgage field services company in the industry.
  •  “Safeguard provides its clients with excellence in the industry through leadership on key issues, ongoing training for employees and contractors, the development of industry-leading technologies, and providing outstanding client service.”

Please click here to view Power Players: Service Providers [pdf].

About Safeguard 
Safeguard Properties is the mortgage field services industry leader, preserving vacant and foreclosed properties across the U.S., Puerto Rico, Virgin Islands and Guam. Founded in 1990 by Robert Klein and headquartered in Cleveland, Ohio, Safeguard provides the highest quality service to our clients by leveraging innovative technologies and proactively developing industry best practices and quality control procedures. Consistent with Safeguard’s values and mission, we are an active supporter of hundreds of charitable efforts across the country. Annually, Safeguard gives back to communities in partnership with our employees, vendors and clients. We also are dedicated to working with community leaders and officials to eliminate blight and stabilize neighborhoods. Safeguard is dedicated to preserving today and protecting tomorrow.  Website: www.safeguardproperties.com.

Industry Leaders Take on Housing Challenges at National Property Preservation Conference

On November 6, DS News released an article discussing the 2014 National Property Preservation Conference (NPPC), hosted by Safeguard Properties.  The article features comments by Safeguard CEO Alan Jaffa and Founder and Chairman Robert Klein discussing the role of the conference to be a platform for open communication within the housing industry.

Industry Leaders Take On Housing Challenges at National Property Preservation Conference

Housing industry leaders gathered Thursday at the 11th annual National Property Preservation Conference (NPPC) to discuss some of the greatest challenges facing housing today and collaborate on how to tackle them head-on.

Hosted by Safeguard Properties in Washington, D.C., this year’s conference featured pannel discussions boasting a host of policy experts offering insights on what’s happening inside the  beltway, including Laurie Maggiano, program manager for servicing and secondary markets at the Consumer Financial Protection Bureau; Ivery Himes, director of HUD’s Office of Single Family Asset Management; and Meg Burns, former senior associate director at the Federal Housing Finance Agency and current managing director at the Collingwood Group, among others.

Some of the housing industry’s leading minds—including representatives from Freddie Mac, Safeguard, SolutionStar, and TSI Appraisal—were also in attendance to discuss the current state of housing and property preservation and expectations for the future.

Together, the panels, led by Five Star Institute President and CEO Ed Delgado, fielded questions on topics ranging from compliance challenges to the government’s growing oversight of the housing industry, including what’s on the agenda for 2015.

“It’s clear that property preservation companies are increasingly playing a larger role in the stabilization of homeownership and communities” said Caroline Reaves, CEO of MCS, one of the nations leading property preservation companies and a key sponsor of NPPC.  “The dialog from this event will go a long way in establishing best practices and compliance as an industry for 2015 and beyond.”

The event kicked off Thursday morning with remarks from Delgado, who described the outlook for housing as one of “reserved confidence.” That was followed by a keynote address delivered by Leonard Kiefer, deputy chief economist at Freddie Mac.

Alan Jaffa, CEO of Safeguard Properties, said the conference serves as a jumping-off point for a dialogue that will hopefully continue.

“I’m hearing a lot of great conversations taking place around the roles we all play in maintaining properties and communities,” Jaffa said. “We all come from a different perspective, but property preservation is a team effort.”

Safeguard’s founder and chairman, Robert Klein, echoed Jaffa’s sentiment.

“When I initiated the conference 10 years ago, my goal was to create a platform for open communication—an opportunity for truly honest dialogue about the issues we face as an industry,” he said. “In these discussions, everyone’s perspective is important, and everyone, from lenders to policy makers, GSEs and community groups, has a seat at the table. A decade later, the conversation continues to evolve and produce real solutions.”

Please click here to view the article online.

About Safeguard 
Safeguard Properties is the largest mortgage field services company in the U.S. Founded in 1990 by Robert Klein and based in Valley View, Ohio, the company inspects and maintains defaulted and foreclosed properties for mortgage servicers, lenders, and other financial institutions. Safeguard employs approximately 1,700 people, in addition to a network of thousands of contractors nationally.
Website: www.safeguardproperties.com.

Five Minutes with Alan Jaffa

The November issue of DS News focused on Safeguard Properties CEO Alan Jaffa as the subject of its feature FIVE MINUTES WITH.

FIVE MINUTES WITH
Get to Know Industry Executives Beyond the Boardroom

Alan Jaffa
CEO, Safeguard Properties

Alan Jaffa has served as CEO of Safeguard Properties since 2010. Prior to becoming Safeguard’s CEO, Mr. Jaffa served as the company’s COO and SVP of Operations. He joined Safeguard in 1995 and has been at the forefront of the company’s growth from a small startup to the nation’s largest privately held mortgage field services company.

Has the enhanced regulatory landscape changed the way Safeguard does business?
The heightened regulatory landscape has helped us identify and remediate any gaps in our robust quality assurance processes. We also have been able to build stronger relationships with our clients through onsite audits. Each one serves as an opportunity to enhance and strengthen our processes.

Additionally, Safeguard’s national vendor network works to ensure operational controls, adequate personnel screening, training and quality assurance. While we conduct business and compliance audits and background checks on our primary vendors, we also require that they perform audits and background checks on their employees and subcontractors.

Safeguard is committed to building and sharing industry best practices to protect the integrity and value of our nation’s housing stock, to deliver the most efficient services, and to work on behalf of our clients to comply with all regulatory requirements.

As one of the largest field services organizations in the country, Safeguard maintains properties in communities across the United States. What are the processes and procedures that you have developed to serve such a varied geographic area?
With the millions of points of data our vendor network collects every day, Safeguard analyzes that information to ensure the appropriate number of vendors is assigned in each geographic location, and we monitor performance indicators to effectively complete work in communities across the country.

We use data to create heat maps to visually identify servicing needs in a particular location so work orders are funneled appropriately. This is coupled with vendor quality results and performance indicators to ensure that vendors can handle the capacity and complete the work effectively.

How is Safeguard maintaining those relationships with communities around the country? What processes has Safeguard put in place to protect neighborhoods?
A large part of Safeguard’s ability to maintain positive relationships with city and code officials is through our Community Initiatives Department and its extensive outreach and education. Our team attends conferences and meets face-to-face with city officials across the country to help cultivate good relationships.

Safeguard continues to maintain and build relationships with municipalities and code enforcement groups in cities across the country through our Code Compliance Department, by providing tools to foster open communication, and ongoing outreach to city and code enforcement officials.

Our code compliance team helps prevent and mitigate compliance issues and advises our nationwide vendor network of all compliance issues or hazards.
We also developed a tool called Compliance Connections that is designed to connect city officials with mortgage servicers to preserve the value of communities and real estate portfolios. This online portal provides instant notification of property issues and fosters communication, which helps expedite resolution.

It seems that today, the expectations placed on field services organizations are higher than ever before. How does Safeguard balance providing quality performance with the speed demanded by the industry today?
Safeguard has made a significant investment in technology to help balance quality and timeliness of work. We have provided our vendor network with a suite of online and mobile tools that have decreased timelines and built-in “smart” scripts and controls that ensure accuracy.

Our mobile applications give our vendors the ability to deliver results while still at a property rather than having to wait until they return to their offices at the end of the day. This allows us to relay those results to our clients in significantly less time than before, helping remediate property issues in a timely manner.

The smart scripts vendors follow on our mobile platform to guide them through the reporting process, including the tracking, labeling, and time-stamping of all corresponding photos. Because the photos are time-stamped within the app, there are fewer opportunities for errors.

You are someone who started early on with the company and worked his way up to the position that you hold today. What advice would you give to industry professionals looking to work their way up the corporate ladder?
The best piece of advice I could give to is to surround yourself with the best and brightest people and trust them to do their jobs. Nobody knows everything, and the more you can rely on smart and talented people, the more successful you’ll be. Safeguard wouldn’t be the industry leader it is today without its dedicated and reliable staff of about 1,700 employees in Ohio, Texas, and Kentucky, and its nationwide network of more than 10,000 vendors across the country.

I also would recommend something Safeguard’s Founder and Chairman Robert Klein instilled in me, and that’s to anticipate the client’s needs. Do not wait for them to tell you exactly what they need, because we are already analyzing the data we collect for them to identify trends and create processes or tools based on those results.

Please click here to view Five Minutes with Alan Jaffa [PDF].

About Safeguard 
Safeguard Properties is the mortgage field services industry leader, preserving vacant and foreclosed properties across the U.S., Puerto Rico, Virgin Islands and Guam. Founded in 1990 by Robert Klein and headquartered in Cleveland, Ohio, Safeguard provides the highest quality service to our clients by leveraging innovative technologies and proactively developing industry best practices and quality control procedures. Consistent with Safeguard’s values and mission, we are an active supporter of hundreds of charitable efforts across the country. Annually, Safeguard gives back to communities in partnership with our employees, vendors and clients. We also are dedicated to working with community leaders and officials to eliminate blight and stabilize neighborhoods. Safeguard is dedicated to preserving today and protecting tomorrow.  Website: www.safeguardproperties.com.

Safeguard Partners with Habitat to Revitalize Fairfax Neighborhood

Fairfax Festival of Community Revitalization helps families buy homes

CLEVELAND, OH – More than 250 volunteers, residents, families and staff from around the country came together on Sunday, June 29 for a festival of community revitalization in Cleveland’s Fairfax neighborhood.

Greater Cleveland Habitat for Humanity is partnering with Safeguard Properties, Fairfax Renaissance Development Corporation (FDRC) and SecureView, LLC. to dedicate a day of service to help 25 existing homeowners with exterior home repairs, remove yard debris and make landscaping improvements.

Last year, Safeguard Properties and 100 of its employees and vendors from around the country dedicated a day to helping existing homeowners on Colfax Road.  Pleased with the results, Safeguard will assemble 150 volunteers to work with another 100 families, staff and local volunteers on June 29th.  Safeguard is underwriting the cost of the exterior projects.

“Safeguard Properties is committed to Cleveland and emphasizes community service to its employees and vendors,” commented Palmer DePetro, Director of REO Regional Coordinators for Safeguard, and a member of Habitat’s Board of Directors.  “We are excited to be back this year to advance this community revitalization effort.”
 
“This is a great example of partnering with organizations to help existing homeowners,” stated John Habat, Habitat’s Executive Director. “On June 29, we will help 25 existing residents with improvements such as porch and fence repair, landscaping and debris removal; 25 additional families will be helped later in the summer.  All assisted homeowners will help with the projects, and pay a nominal fee to help provide materials.

Another new Habitat partner family has completed its sweat equity requirement and will be accepted the keys to a new home.

Habitat is also fully rehabbing eight vacant houses for new Habitat Partner Families in Fairfax in 2014.

To view the online story, please click here.

Please click here for Habitat for Humanity’s official press release prior to the event. 

About Safeguard 
Safeguard Properties is the largest mortgage field services company in the U.S. Founded in 1990 by Robert Klein and based in Valley View, Ohio, the company inspects and maintains defaulted and foreclosed properties for mortgage servicers, lenders, and other financial institutions. Safeguard employs approximately 1,700 people, in addition to a network of thousands of contractors nationally. Website: www.safeguardproperties.com.

George Mehok Featured in 2014 Field Services Guide

HousingWire recently featured Chief Information Officer George Mehok and Safeguard in its 2014 Field Services Guide.

2014 Field Services Guide

As the largest company in field servicing today, Safeguard Properties will take care of hundreds of thousands of lawns this season. And that’s just cutting grass. Add in inspections, repairs, maintenance and cleaning, and the volume of its business becomes astounding – millions of vacant and foreclosed properties. But Safeguard was built with scale in mind, and a philosophy that combines intense customer focus with the technology to make it all possible.

“From day one, when Robert Klein started the company, he was investing significantly in technology,” said Safeguard CIO George Mehok. “He knew technology was going to be important to scale the business, and that we could only handle the volume through automation.”

That automation has included developing multiple mobile apps that allow staff and vendors to send and receive communication from the field. In July 2012, only 10% of inspections were done or processed by inspectors on a mobile device. That number is now more than 97%.

Now inspection requests are processed by a central system within minutes, and inspectors are routed to nearby homes. By clicking on the app on their smartphone the inspectors can answer questions at the property, and upload pictures in real time.

“We have seen fantastic results from investing in mobile, Inspectors are working much more effectively — their quality scores and on-time scores have taken off.” Mehok estimates that the new app cuts the inspection process down from days to minutes. “We’ve improved our timelines to clients as our contractors and inspectors dramatically improve their efficiency.”

Mehok’s favorite mobile innovation, however, is the Photo Direct app. When contractors take a photo of a property it is linked to a work order, and sent back to a home office. This app lets all parties see photos immediately, which provides quicker solutions to any questions.

For instance, if a contractor is sent to a home to evaluate a potential roof problem, a crew lead can look at the work order and photos right away, before the contractor leaves the property. This shared information leads to more accurate estimates. The integration with the work order makes all the difference.

“This is a clear example of technology improving quality,” Mehok said. “It changes the way these guys work and the end result again is that the time frame and quality for our clients has just improved.”

The information from these mobile apps also is integrated into the company’s MapAlert platform. This system, which Safeguard just deployed several months ago, combines geospatial mapping information and the data points from a number of internal and external sources, including all the work orders, inspections and pictures, and produces a source map for clients and Safeguard to reference.

For instance, if there’s an earthquake in one region, the company’s clients can look at MapAlert to view the affected homes, and evaluate from the data points what action needs to be taken. The data collected in the field will show the type of home, construction material, whether the utilities are on, if it’s occupied, etc. All of this informs Safeguard’s clients’ next steps, like whether it needs to send out a rush order for a new inspection, while giving clients transparency into the process.

The integration doesn’t stop there, however. When field quality control groups are sent out to inspect the work that was done by contractors, their pictures and data are added to the mobile file, and any discrepancies are quickly caught.

 “It makes a tremendous difference because it’s an end-to-end control process focusing on those areas where the risk is the highest,” Mehok said. “This is a continually evolving quality-driven process as you find gaps in controls and errors, and then upgrade the controls and technology. That’s what we do on a daily basis.”

Please click here to view the guide in its entirety.

 

About Safeguard 
Safeguard Properties is the largest mortgage field services company in the U.S. Founded in 1990 by Robert Klein and based in Valley View, Ohio, the company inspects and maintains defaulted and foreclosed properties for mortgage servicers, lenders, and other financial institutions. Safeguard employs approximately 1,700 people, in addition to a network of thousands of contractors nationally. Website: www.safeguardproperties.com.

Mehok Talks About Big Data

The Wall Street Journal released a blog featuring George Mehok discussing Safeguard’s new analytic engine.

Property Firm Changes Business Model with Big Data

As a seemingly endless debate over the value of Big Data unfolds, CIO Journal caught up with George Mehok of Safeguard Properties to talk about the deployment of the property inspection company’s new analytic engine—which he says has been the foundation for an entirely new operating model.
 
Mr. Mehok, formerly an executive at Verizon Wireless, is now CIO of Safeguard, in Valley View, Ohio, which helps banks keep tabs on the physical condition of properties after mortgage holders become delinquent or go into foreclosure. Robert Klein, a former New York taxi cab entrepreneur, launched the privately held company in 1990 in a basement office near Cleveland, with just two employees.
 
Safeguard has changed considerably over the last 24 years. It now has 10,000 workers and commercial relationships with more than 100 financial institutions, including all the major mortgage lenders, according to Mr. Mehok. The business has become much more data-intensive, too. Those mobile workers use phones and other devices to take pictures of the properties that they inspect, which has helped drive an exponential increase in the volume of data that the company uses. At the end of 2013, Safeguard had two petabytes of data, up from one petabyte in 2012, according to Mr. Mehok.
 
Yet the biggest change, he says, is the way the company uses data, and the way that data has changed the business model. “I think Big Data is going to lead to major changes in the business and help lead to better decisions,” he said.
 
Traditionally, the company sold clients spreadsheets that listed the addresses of properties that might be the most at risk of an upcoming weather event, such as a storm. The client could have the property boarded up, or if the report occurred following an event, have it inspected.
 
That began to change in January, when the company launched a new analytic platform that is available over a private cloud to all of its clients on a trial basis. The geospatial mapping tool integrates data from a variety of sources, including weather reports and warnings about impending events such as floods or earthquakes. The tool, developed by Critigen, in Denver, is available to clients on a self-serve basis over the Web, and in real-time. The new system “is much faster and more precise,” Mr. Mehok said. Several dozen institutions have given it a try, but there are hundreds of individual users, because information can be distributed broadly within a client company.
 
The change in the operating model is only the first order of change, though. Looking ahead, Mr. Mehok predicts that the analytic engine will help Safeguard’s clients develop new products and services. For example, the mapping tool can help clients visualize the location of properties in relation to bank branches, something that isn’t obvious when that information is stored in traditional databases. “Our clients will be able to leverage the geospatial mapping to serve their own customers better,” Mr. Mehok said.
 
Given that the trial is only one month old, it’s still too early to know what sort of financial impact the technology will have on Safeguard or its clients. But one thing is clear: data is leading to basic changes in the way that they go to market.

Please click here to view the online blog.

Crain’s Cleveland Business blogged about Mehok’s interview.  Please click here to view.

 

 

About Safeguard 
Safeguard Properties is the largest mortgage field services company in the U.S. Founded in 1990 by Robert Klein and based in Valley View, Ohio, the company inspects and maintains defaulted and foreclosed properties for mortgage servicers, lenders, and other financial institutions. Safeguard employs approximately 1,700 people, in addition to a network of thousands of contractors nationally. Website: www.safeguardproperties.com.

How Jaffa Doubled the Growth at Safeguard

Smart Business recently published an article about CEO Alan Jaffa doubling the growth at Safeguard.

Staying true to the core – How Alan Jaffa has doubled the growth at Safeguard Properties

The recent real estate crisis has left cities, towns and neighborhoods with real potential as well as real problems. Alan Jaffa and Safeguard Properties see both the potential and problems as growing business opportunities.

Founded in 1990 by Robert Klein, Safeguard Properties has grown from a regional preservation company with a few employees and a handful of contractors performing services in the Midwest to the largest mortgage field services company in the country today.

“I’m not going to dismiss the fact that the housing crisis had an increase in our volume,” says Jaffa, who became Safeguard’s CEO in May 2010. “Some have said, ‘Wow, Safeguard. You got into this business at the right time.’ We’ve been in this business 24 years and we’ve seen growth every year. We’ve seen growth over the last handful of years due to new clients, an acquisition and an increase in volume because default rates have gone up.”

Providing services in all 50 states, the Virgin Islands and Puerto Rico, Safeguard employs 1,700 people and is supported by a nationwide vendor network trained and qualified to perform a full range of inspections, property preservation services, maintenance work, and repair and rehab services.

The more than $1 billion company sits atop its industry, and Jaffa is continuing to find ways to keep the company in the No. 1 spot.

“The timing of the shift of me becoming CEO was an interesting time in our industry,” Jaffa says. “Safeguard has always had phenomenal growth, but during the mortgage crisis our growth certainly spiked. A year ago we did an acquisition that gave us substantial growth as a company that continues what this business was really built on, staying true to the core of what it is that we do.”

Now Jaffa is building off that momentum and looking toward the future.

Find new opportunities

While Safeguard was anything but lacking growth, Jaffa knew there were chances to grow the company in new ways. In 2012, Bank of America offered Safeguard that chance.

“Bank of America, through its Countrywide Financial Corp. acquisition in 2008, acquired a field service company that conducted similar processes to what we do, but strictly for Bank of America,” Jaffa says. “BOA has been divesting itself of many of those acquired affiliates, and we purchased their field service company, Bank of America Field Services, in September 2012.”

Bank of America needed to ensure that it was partnering with the right buyer, since the deal would be a long-term relationship.

“BOA viewed us, as others do, as the industry leader,” he says. “When it came to protecting and preserving their assets, they wanted a partner, and hence sold their field service company to the industry leader.”

From a volume perspective, gaining Bank of America as a client has almost doubled the size of Safeguard.

“The acquisition created a buzz and energy in this company that was different than what our typical growth has created before,” Jaffa says. “Now that we’ve done this acquisition, and it has doubled our business, we can’t lose focus of Safeguard Properties and what it is that we do here.”

The Bank of America acquisition was the first that Safeguard has done. The company has built its growth through customer service, relationships and organic growth.

“Our growth has been through the reputation that we have built for ourselves and gaining additional clients,” he says. “That is how we have continued to see growth. Of course, we have expanded our services. Twenty-four years ago, the services may have been a lot smaller in scope of what we do today for our clients, but we are still very focused on the property and preserving and taking care of that property.”

Like anything else, the needs of Safeguard’s clients and of this country when it comes to housing have grown. The company continues to support those needs while determining what it needs to do next.

“It comes down to surrounding yourself with the right people, and people who are smarter than you are,” Jaffa says. “This company would not have had the growth that it has had without having the right people in place.”

Jaffa says another key is staying true to your core values. Despite how much Safeguard has grown, Jaffa isn’t straying from those values.

“We’ve become a large company,” he says. “Walking in here every morning and leaving at night, I never let it get to my head that we’ve become so large. I know I am the same person walking in here every morning, and I’m the same type of person walking out as I was 19 years ago. Sometimes you see too many executives who let that get to their head, and you can’t let that happen.”

Growing pains

Despite Safeguard’s ability to grow each year and work its way to the top of its industry, the company has still faced challenges. With so many of its employees out in the field, technology has been one of its biggest.

“Technology for us has been phenomenal,” Jaffa says. “However, every six months technology becomes outdated, and keeping up is a challenge. As a company we have been extremely aggressive in our budgeting and spending to be in front of technology, because it is a huge driver for us in order to continue on the path we are on.”

Technology can be your biggest friend or your biggest challenge. It’s all on how you attack it.

“We can’t get our job done unless the people in the field get the work done,” he says. “The days of paper are long gone. We are in an environment today where we expect responses from people at properties in the field. The mobile technology is tremendous in our space. Real-time data from the properties is what we’re working on, and some of that is in place today.”

Safeguard’s mobile technology enables the company to get quicker responses from the field, quicker responses to its clients and quicker reactions from investors, which ultimately protects and preserves a property.

“It’s a win-win for everybody,” Jaffa says. “The old days of you telling me a condition and it bouncing around to different people could have been a 14-day process. We’re in an environment where neighbors, cities and our clients want real-time resolution, and the only way you’re able to do that is if we’re able to communicate from the field.”

Staying on top

While Safeguard has done the things to make it No. 1, its position in the industry means others are biting at its heels trying to dethrone the company.

“Every industry has competition,” Jaffa says. “You stay No. 1 by staying true to what you set yourself out for. We didn’t become No. 1 because of our looks. We became No. 1 because of our creative thought process, being in front of issues before they became issues and giving our clients the level of service that they required.

“Competition is healthy. It keeps everyone on their toes. We’re in an environment where everybody wants options and we’re going to keep doing what we’re doing and our competitors are going to keep doing what they’re doing. As long as we stay true to what we started this company out as we’ll be fine.”

One of the differentiators is how Safeguard has partnered with and built relationships with local communities where the company works.

“Our competition continues to try to follow that model, but it’s more reactive from their standpoint rather than proactive from our standpoint,” he says. “Some of the largest cities in this country know us and know they can pick up the phone when there is an issue at a property and that we’ll take care of it immediately.

“People think it’s just foreclosures, but we’re really protecting neighborhoods against vacant blight, against unsecured, unsafe properties around this country. If we weren’t around, the country would be in a lot worse shape than it is with the horrible housing crisis that we’ve had.”

According to Safeguard, tens of thousands of dollars in home value, up to 30 percent of the value of the home, can be negatively impacted by a vacant property on the street. When those properties have problems, it can negatively impact the tax valuations and become a bigger burden on the municipalities.

“When these homes are protected, it upholds the value because it doesn’t negatively impact the surrounding properties and cities aren’t sending someone to cut the grass or deal with the code enforcement violation,” Jaffa says. “It lessens the financial burden on municipalities’ budgets.”

As the housing crisis continues to fix itself, Jaffa and his team at Safeguard are once again looking for the next growth opportunity.

“One of the things that we are very aggressively contemplating is doing additional acquisitions,” he says. “Between our people, systems and our network there are a significant amount of opportunities for us to take advantage of and diversify.”

Takeaways

  • Take advantage of opportunities outside of organic growth.
  • Tackle challenges head on and always be looking at what’s next.
  • Build your business by staying true to the values it was founded on.
     

The Jaffa File
Name:
Alan Jaffa
Title: CEO
Company: Safeguard Properties

Born: Brooklyn, N.Y.

Education: He took college courses but did not earn a degree.

What was your first job and what did you learn from it? I ran a freight elevator at a Wall Street building that my uncle managed. As a 16-year-old kid, I had the fortune to interact with a lot of business people. What struck me was that some of the most powerful people were also the most humble. They took the time to talk and show respect to everyone, regardless of their role or status. That’s always stuck with me.

What is the best business advice you have received? Surround yourself with the best people and trust them to do their jobs. Nobody knows everything, and the more you can rely on smart and talented people, the more successful you’ll be.

What do you see as the most important thing Safeguard does for a property? What happens to one property happens to the neighborhood and community in which it exists.  When we protect the value and condition of one home, we protect the value and quality of the neighborhood. 

If you weren’t a CEO, what is something you have always wanted to do? What I enjoy is talking to budding entrepreneurs who are looking for guidance to start or grow their companies. We have a lot of talented people in this community with good business ideas. It’s gratifying to offer some perspective, and I find I learn a lot too.

Learn more about Safeguard Properties:

Facebook – https://www.facebook.com/pages/Safeguard-Properties/142091379162518
Twitter – https://twitter.com/safeguardprop
YouTube – https://www.youtube.com/user/SafeguardProperties1/videos?view=0&flow=grid
LinkedIn – http://www.linkedin.com/company/56505?trk=tyah

How to reach: Safeguard Properties, (800) 852-8306 or www.safeguardproperties.com

Please click here to view the online article.

About Safeguard 
Safeguard Properties is the largest mortgage field services company in the U.S. Founded in 1990 by Robert Klein and based in Valley View, Ohio, the company inspects and maintains defaulted and foreclosed properties for mortgage servicers, lenders,  and other financial institutions. Safeguard employs approximately 1,700 people, in addition to a network of thousands of contractors nationally. Website: www.safeguardproperties.com.

Robert Klein Looks Back at VPR Ordinances

In its October issue, Servicing Management published an article authored by Robert Klein, founder and chairman of Safeguard Properties, titled Vacant Property Ordinances: A Look Through The Rearview Mirror.

Vacant Property Ordinances: A Look Through The Rearview Mirror

To minimize the impact of vacant and abandoned properties, municipalities have been enacting vacant property ordinances.

Major national news outlets and mortgage industry trade media often refer to 2008 as the beginning of the housing market crash, without citing a particular flashpoint. Signs of a market slowdown certainly were apparent before then, primarily in the subprime market. But by 2008, the meltdown had expanded to the prime market, and that year, Congress responded with its controversial bailout package with hopes of stemming the problem.

Of course, we know the housing crisis didn’t subside; it got worse. Through 2009 and beyond, the fallout continued as credit tightened, businesses cut spending and unemployment climbed to more than 10%. Homeowners with historically strong credit scores began to fall behind on their mortgages and faced foreclosure. Borrowers whose home values fell below their mortgage balances abandoned their homes. New construction of homes and condominium units, especially in seasonal communities, went unsold. Even lower-value homes with no mortgages were abandoned when owners and heirs found them to be more expensive to maintain than they were worth.

All of this contributed to even greater numbers of vacant and abandoned properties across the country. How many is anybody’s guess, as estimates range from 10 million to 18 million, depending on the source and the timing of data. Regardless of the actual number, what is not in dispute is that municipalities across the country continue to struggle under the weight of vacant and abandoned properties, even as the housing market begins to stabilize.

In many municipalities, these properties stress municipal budgets, negatively impact home values, and thwart government, community and private-sector efforts to revitalize once-thriving neighborhoods.

Among the strategies to minimize the impact of vacant and abandoned properties has been the enactment of vacant property ordinances. In 2008, a vacant property registration committee was created for the Mortgage Bankers Association, where the concept for this type of ordinance was fully developed. The committee brought together industry representatives to discuss the impact of these rules on the property preservation world and recommend more workable alternatives for both cities and servicers.

Five years ago, we began tracking the existence of 50 to 60 municipal ordinances. Today, we track more than 1,300 separate ordinances, as well as statewide vacant property registries in the states of Maryland, Georgia, Connecticut and New Jersey.

The degree to which vacant property ordinances and registries have been effective is open to debate. The answer depends on many factors, including the specific requirements of each ordinance, the fees generated and what the municipality hoped to achieve by enacting an ordinance in the first place.

The entire field services industry understands the value of vacant property ordinances to protect communities from the blight that untended properties can create. Every day, we witness firsthand the damage, criminal activity, safety issues, neighborhood decline and other problems associated with vacant properties, even among vacant properties that receive regular inspections and maintenance services.

Not only do we work to assure that our mortgage servicing clients comply with all local ordinances, but we have provided input from a field service perspective to numerous municipalities that were crafting vacant property ordinances.

It is useful to look back at the evolution of vacant property ordinances over the past five years in an attempt to understand what this evolution means for the mortgage industry and communities alike.

The evolution of ordinances

Five years ago, we witnessed municipalities enacting vacant property ordinances to address the most basic problem for code enforcement officials: the inability to locate a responsible party when issues arose because county property records, tax databases and other sources often were out-of-date or inaccurate. Vacant property ordinances allowed for the creation of registries and databases with updated contact information on individuals and entities responsible for vacant properties. The fees and penalties that were levied for failure to comply with the ordinances covered the administration costs.

As the housing crisis grew, so did the economic problems for cities across the country. Greater numbers of vacant properties further taxed the fragile resources of police, fire and city service departments responding to crimes, neighbor complaints and other problems at vacant properties. Compounding the problem, tax revenues fell as more residents lost jobs and property values declined.

Some cities considering vacant property ordinances began to view them as a potential source of new revenue. As a result, in 2009 and 2010, we began to see more ordinances with higher registration fees and stiffer penalties for failure to comply.

Today, annual registration fees for each vacant property a servicer has in a particular city can range from $10 to $500, and penalties can reach $1,000 per day or more for failure to comply with ordinance requirements. One city in Ohio recently began requiring mortgage companies to post a $10,000 bond for each vacant property – not only “bank-owned” properties, but also defaulted properties still in title to the homeowner.

Whether these fees and penalties have generated sufficient revenues for cities to cover the administrative expenses of the program – and whether they have made a difference to improve or maintain the condition of a vacant property – is difficult to determine.

Anecdotally, we have heard that cities administering their own programs often find it difficult to adequately staff the function. Therefore, because they are not able to enforce the ordinance completely, they are not generating the revenues they expected.

Other cities that utilize third-party services to administer the program have earned revenues because they receive a percentage of what their provider generates. The irony, however, is that the revenues have come largely from mortgage servicers who already maintain their vacant properties and readily comply with the ordinances. Irresponsible owners remain difficult to track down, so not only are they not complying with the ordinances, but they are still not maintaining their properties. In other words, the programs may be generating income for the cities because of responsible servicers who not only comply with the ordinance but already maintain their properties. Yet, irresponsible property owners continue to fall through the cracks, both in terms of property maintenance and registering their properties with the city.

Many of these third-party services also specifically target servicers because the trigger is the filing of a notice of default. Foreclosure does not cause blight; vacancy does. Vacant property registrations with triggers of a notice of default do not address the problem.

Another development in vacant property ordinances was that, as problems with vacant properties grew, many municipalities attempted to protect vacant properties by unknowingly imposing requirements that actually had the potential to do more harm than good. Examples include suggested requirements that vacant properties be lighted, that metal covers be used instead of plywood boarding to secure windows and doors, that notices of vacancy and contact information for the property be posted on signs large enough to see from the street, and that in ground pools be maintained with fresh water, rather than covering the pool to protect it.

Fortunately, municipalities have begun to seek guidance from the mortgage servicing and field servicing industries to remove these types of requirements. More cities now understand that properties still in title to a homeowner do not have electricity because power has been turned off; therefore, lighting is not practical. Also, lighting a vacant property or posting large notices may actually attract more crime, alerting vandals to the fact that a property is empty, just as metal covers on windows and doors actually expose a vacant property to greater harm because thieves can steal the metal and sell it.

Similarly, filling a swimming pool at a property still in title to the homeowner is not viable because the water has likely been turned off. More importantly, however, an uncovered pool at a vacant property is a dangerous invitation for children and teenagers, whereas a pool cover provides a much safer deterrent.

Still, five years into the mortgage crisis, controversy remains with regard to vacant property requirements on mortgage holders that do not distinguish between pre- and post-foreclosure properties, making mortgage holders equally responsible for pre- and post-sale properties, even though they do not have legal title prior to the foreclosure sale.

In fact, the Federal Housing Finance Agency (FHFA) recently won a lawsuit against the City of Chicago, filed in December 2011, on that issue. In its lawsuit, FHFA, as conservator for Fannie Mae and Freddie Mac, claimed that the failure of the Chicago ordinance to recognize the distinction between the presale and post-sale status of properties increased the liability for those entities and potentially for taxpayers. A federal judge ruled that Fannie Mae and Freddie Mac could continue to follow their own guidelines “to maintain the properties in a manner to preserve their value” instead of following Chicago’s vacant property ordinance requirements.

Alternatives to ordinances

A major issue with vacant property ordinance requirements has been that they vary significantly from city to city. As the numbers of ordinances grow, it becomes increasingly difficult for servicers to comply with each ordinance. Today, we are aware of about 1,500 different municipal ordinances. Depending on the source and how a city or town is defined, estimates are that 20,000 to 25,000 municipalities exist across the country, so the potential for thousands of more ordinances, each with a new set of unique requirements, is very real.

A major step forward to assure that mortgage servicers and their field service representatives maintain compliance with ordinances would be the adoption of more statewide vacant property ordinances. These would allow cities and towns in each state to agree on requirements that recognize different geographical and community needs, while creating greater uniformity, both for servicers and municipalities.

In the meantime, municipalities and code enforcement departments already have access to a nationwide resource that helps connect code enforcement officials and mortgage servicers to proactively manage code violations. We developed the Compliance Connections system in response to the basic challenge that code enforcement departments lacked up-to-date databases to locate a responsible party at a vacant property when issues occurred. The system has helped hundreds of code enforcement departments work with servicers to address and resolve tens of thousands of code violations quickly and efficiently. And municipalities can use it for free.

If we learned one thing in five years since the housing crisis erupted, it is that we all need to cooperate to resolve our problems. Creating more uniformity in vacant property ordinances is a good place to start.

Robert Klein is founder and chairman of Safeguard Properties. He can be reached at robert.klein@s.safeguardproperties.com.

Please click here to view the article in PDF.

About Safeguard 
Safeguard Properties is the largest mortgage field services company in the U.S. Founded in 1990 by Robert Klein and based in Valley View, Ohio, the company inspects and maintains defaulted and foreclosed properties for mortgage servicers, lenders,  and other financial institutions. Safeguard employs approximately 1,700 people, in addition to a network of thousands of contractors nationally. Website: www.safeguardproperties.com.

Safeguard Supports Slavic Village Recovery Efforts

In September, Safeguard supported the ongoing efforts to clean up blight and revive Slavic Village; a collection of neighborhoods in Cleveland, OH. Slavic Village Recovery LLC, comprised of Forest City Enterprises Inc., RIK Enterprises, Slavic Village Development Corporation and Neighborhood Progress Inc., plans to restore and sell up to 200 empty houses in the village over the next three years. Several media sources picked up the story:

NBC News: http://www.nbcnews.com/id/53096018/ns/local_news-cleveland_oh/t/slavic-village-homes-be-renovated/

The Plain Dealer:
http://www.cleveland.com/business/index.ssf/2013/09/slavic_village_devastated_by_t.html

19 Action News: http://www.19actionnews.com/story/23517075/slavic-village-recovery-unveils-first-rehabilitated-home

Newsnet5.com: http://www.newsnet5.com/dpp/news/local_news/better_neighborhoods/300-homes-in-Clevelands-Slavic-Village-to-be-renovated-over-three-years-bringing-in-young-families

About Safeguard 
Safeguard Properties is the largest mortgage field services company in the U.S. Founded in 1990 by Robert Klein and based in Valley View, Ohio, the company inspects and maintains defaulted and foreclosed properties for mortgage servicers, lenders,  and other financial institutions. Safeguard employs approximately 1,700 people, in addition to a network of thousands of contractors nationally. Website: www.safeguardproperties.com.