Crain’s Cleveland – Safeguard Properties completes HQ move to Valley View

Crain’s Cleveland Business picked up the article about Safeguard Properties completing the move of its HQ to Valley View.

Safeguard Properties completes HQ move to Valley View

By ARIELLE KASS

Safeguard Properties, a local company that conducts property inspections and performs maintenance on foreclosed homes, has completed its move to Valley View.

The company, which employs 700 people, had been in Brooklyn Heights since 1999. Its new headquarters at 7887 Safeguard Circle has 63,000 square feet, with the opportunity to expand to 75,000 square feet. The old headquarters had 33,000 square feet.

Since it was founded in 1990, Safeguard has grown revenue by 10% to 15% a year, and the company expects that pace to increase. It does not disclose specific sales figures. Safeguard added 200 employees in 2008 and anticipates bringing on more than 100 more this year.

The new headquarters cost about $8 million – $6 million to buy the building and make upgrades, and $2 million for new information technology infrastructure.

Cleveland Plain Dealer – REO Clearinghouse

Safeguard Properties was mentioned in an article in the Cleveland Plain Dealer in relation to a new company, REO Clearinghouse,?that was formed to ameliorate the glut of real-estate owned properties for mortgagors and lenders.?

Former Citigroup executive Heidi Coppola starts REO Clearinghouse to help deal with foreclosures

by Michelle Jarboe/Plain Dealer Reporter
Thursday May 21, 2009, 5:23 PM

The foreclosure-scarred streets of Cleveland and Cuyahoga County have become the proving grounds for a new type of company: A clearinghouse for homes that have been through foreclosure and are now owned by mortgage companies or banks.

Launched by a former Citigroup executive, the REO Clearinghouse is meant to be a middleman between lenders and loan servicers, who are stuck with hundreds of empty homes, and the cities, counties and nonprofit groups that want to clean up neighborhoods.

Between them, Heidi Coppola sees a business opportunity: Bringing companies and communities together to find a simpler, swifter way to get those homes off banks’ books and either renovate them or knock them down.

Coppola, a former lobbyist and securities lawyer who spent 23 years at Citigroup, left the financial services giant in January to create REO Clearinghouse. The company isn’t fully formed. But Coppola has a business model, based on sharing information, finding the best use for properties and brokering large-scale donations or sales of homes and land.

“The collaboration between the public, private and nonprofit sectors has a tremendous way to go,” said Coppola, who formed the clearinghouse with help from Robert Klein, chief executive officer of Safeguard Properties in Valley View. Safeguard works for major lenders and servicers to care for foreclosed homes across the country.

In Coppola’s vision, cities like Cleveland would get the benefit of bidding on properties in bulk, rather than making deals house-by-house and lender-by-lender. Servicers would have a one-stop shop to dispose of properties, plus access to information from communities about the conditions in neighborhoods and the prospects for a sale or demolition.

Klein and Coppola already have talked to Cuyahoga County Treasurer Jim Rokakis about roughly 550 bank-owned properties that might be good candidates for the county’s fledgling land bank. The land bank, set to open its doors June 1 at 323 Lakeside Ave., is a nonprofit government corporation designed to acquire, manage and dispose of thousands of vacant properties across the county.

The land bank has not committed to buying any properties. Rokakis sees potential for REO Clearinghouse to pave a smoother road to the demolition or rehabilitation of empty houses, which might otherwise stagnate or be sold to out-of-town investors looking to make a quick buck. But he wants to make sure the land bank gets the best possible deal — and doesn’t end up holding hundreds of homes that need to be demolished at $8,000 to $10,000 a pop.

“I don’t think we’re prepared to have somebody donate 300 homes to the land bank that need demolition without a check to help with the demolition, or some other properties that don’t need demolition that would be offered to us at a discount to market value,” Rokakis said. “We have to do some balancing off where we can.”

REO Clearinghouse is one group that has approached Cleveland city officials about tackling the foreclosure problem, said Chris Warren, chief of regional development for Mayor Frank Jackson. The city, which has a smaller land bank program, also has fielded overtures from financial institutions and a large group of national foundations and affordable housing advocates.

Coppola and Klein said REO Clearinghouse would not charge governments or nonprofit groups for services. The company’s paying clients would be lenders and servicers, whom Coppola would not identify.

She estimated that REO Clearinghouse could have contracts with servicers within a month, enabling the company to start negotiating large-scale deals involving properties owned by multiple lenders. Within six months, Coppola hopes to expand beyond Cuyahoga County, following the flow of foreclosures into markets including Chicago, Detroit, Atlanta and cities across California.

“It remains to be seen how successful we will be,” she said. “This is a very delicate dance, but I think we can get it right. I think we can walk that line. If we can make this work in Cleveland, we can make it work anywhere.”

Cleveland Plain Dealer – Foreclosure woes mean rapid growth for Safeguard Properties

The Cleveland Plain Dealer published a story about Safeguard Properties’ recent move to Valley View and the rapid growth they are experiencing due to the foreclosure crisis.

Foreclosure woes mean rapid growth for Safeguard Properties

by Michelle Jarboe/Plain Dealer Reporter

Safeguard Properties has finished moving its headquarters from Brooklyn Heights to Valley View, where the company plans to add more jobs in the booming business of maintaining foreclosed houses.
Even as the national recession deepened last year and companies large and small slashed employment, Safeguard hired about 200 people. The company’s work force is now more than 700, roughly 575 of them at the corporate headquarters. This year, Safeguard expects to add 100 to 125 jobs, some at the headquarters and some at field services sites across the country.

“We’re one of the few beneficiaries of these times,” said Alan Jaffa, the company’s chief operating officer. “The foreclosure crisis is something we’re very much a part of.”

From its inception in North Royalton in 1990, Safeguard has grown into the nation’s largest privately held mortgage field services company. Lenders hire Safeguard, which works with a network of contractors and vendors, to care for houses in foreclosure. The company handles anything from keeping out vandals to changing locks, repairing roofs and mowing lawns.

Since 1990, Safeguard had experienced average annual revenue growth of 10 percent to 15 percent. Last year, though, revenues jumped more than 45 percent, driven by new contracts with large clients and the deepening housing crisis, said Greg Robinson, the company’s chief financial officer. Safeguard expects a 25 percent to 30 percent annual increase in revenues this year, he said.

That growth left Safeguard in tight quarters in Brooklyn Heights, where the company spent 10 years in offices just off Granger Road. In August, Safeguard paid $2.5 million for a building on Hub Parkway in Valley View. Last fall, the suburb approved a 40 percent payroll tax break for 10 years for Safeguard — a move that raised some hackles in Brooklyn Heights, where the mayor accused Valley View of poaching business.

“They couldn’t accommodate our needs,” Robinson said of Brooklyn Heights, where the company was tight on space and running out of electricity to operate its data center.

In Valley View, the company spent roughly $3.5 million to gut and renovate its new building, expand the second floor and build a cafeteria and a fitness center. Safeguard spent another $2 million on additional servers, generators and other technology and support systems.

The move, completed this month, took Safeguard from 33,000 square feet of offices to about 63,000 square feet, with an option to expand to 75,000 square feet. The company now can host training events for contractors and vendors at its headquarters instead of at hotels.

Jaffa said the company has plenty of room to grow. Safeguard had been running two daily shifts, with about 450 to 500 workers at the headquarters during the 8 a.m. to 5 p.m. run. The new building could accommodate twice that many workers, he said.

DSNews Robert Klein Contributed Article “Empty Promises”

Robert Klein contributed an article to DSNews about the continuing challenges vacant property management poses to lenders and municipalities.

In Today’s Gloomy Real Estate Market, Vacant Properties Offer a Glimmer of Hope

First it was the subprime explosion. Next it was concerns about adjustable-rate mortgages (ARMs)-creative loans with artificially low “teaser” rates scheduled to reset to higher rates through 2009. Now the new worry is what will happen when the foreclosure moratoriums end.

Add to that mix the dismal unemployment picture. According to CNN, in January alone, more than 200,000 job cuts were announced in the United States, and more than 71,000 came on January 26, the day referred to as “Bloody Monday.”

The Mortgage Bankers Association recently reported that one in 10 homeowners was behind on his or her loan, the highest number since statistics began tracking in 1979. The Bureau of Labor Statistics reported in December, 524,000 jobs were lost, and 1.9 million were lost in the previous four months.

In 2006, Freddie Mac reported 37 percent of all loans more than 90 days’ delinquent were related to job losses. In the first half of 2008, that became 46 percent. In 2009, it is certain to be even higher.

All of these statistics point to the likelihood the foreclosure crisis will be with us for a while-certainly beyond 2009 and probably well into 2010.

Challenges for Investors and Communities

Large inventories of REO properties aren’t in anyone’s best interest. From an investor perspective, taxes, utilities, maintenance and repairs, marketing, and other carrying costs quickly add up and provide a strong incentive to move REO properties off its portfolios as quickly as possible.

At the same time, most investors and servicers are sensitive to the potential impact these properties can have on a neighborhood or community if they are not disposed of responsibly. This is why the preference for most servicers and investors is to return REO properties to family homeownership. When that isn’t possible, the next best thing is to seek alternatives to enhance the community or at least ones that do not contribute to the problems that lead to neighborhood blight.

In an attempt to reduce some of these problems, many cities enacted, or are considering, vacant property registration ordinances or have begun to enforce ordinances that have sat unused on their books for years.

The problem with such ordinances is the parties involved in the most troubled properties are the ones least likely to comply. The conscientious servicers and investors who do maintain their properties and take prompt action when issues arise are the ones who incur the additional burden of compliance paperwork. As a result, municipalities often find they are investing a lot of time and administrative effort for very little return.

Additionally, no matter how well-tended a vacant property is, the reality is that in many communities around the country-its marketability may be limited due to the surplus of properties on the market.

According to a 2008 study by the National Vacant Properties Campaign (NVPC), vacant and abandoned properties in eight Ohio cities cost communities $15 million annually in demolition expenses, service costs, code enforcement, police and fire protection, and other services. This doesn’t even include the millions of dollars lost in annual tax revenues.

Increased Interest in Land Banks and Trusts

Vacant properties do, however, offer potential opportunities for community revitalization, first-time homeownership, land reuse, a stronger tax base, and other benefits. In fact, states, municipalities, community development agencies, housing nonprofit organizations, and other entities are establishing or considering land banks and trusts as a mechanism to facilitate the rehabilitation or repurposing of surplus vacant homes.

Land banks themselves are not a new concept. The cities of Cleveland, St. Louis, Atlanta, and Louisville have had them for decades. In 2003, Genesee County, Michigan, created a land bank that has become a national model for cities considering aggressive programs to facilitate reclamation, demolition, and rehabilitation of vacant properties to spur large-scale economic development.

Late in 2008, the state of Ohio passed legislation to permit the creation of regional land banks across the state to stem the devastation to neighborhoods. In the city of Cleveland in particular, unscrupulous speculators have wreaked havoc on entire neighborhoods that were once thriving communities for hard-working, middle-class families.

Jim Rokakis, treasurer of Cuyahoga County, in which Cleveland resides, led the charge to pass the Ohio legislation and is in the process of creating a countywide land bank whose goal is to be a self-sustaining entity that would accept foreclosed properties in the city and the suburbs.

Another initiative gaining attention is the development of community land trusts. Under a land trust, an entity-usually a not-for-profit corporation-will acquire properties, either as part of a redevelopment project or for rehabbing to provide housing for first-time or lower-income buyers.

Recently, Enterprise Community Partners announced a program with a national servicer to facilitate the transfer of foreclosed properties to municipalities receiving grants from the federal government. Other private entities with national reach have been considering similar initiatives.

Overcoming Logistical and Funding Obstacles

Many servicers have REO alternative disposition programs they utilize to reduce their portfolios and allow their surplus properties to support community and economic development programs in cities across the country.

A major challenge, however, both for servicers wishing to dispose of REO properties and municipalities that might have interest in acquiring them, has been coordinating a partnership that meets the goals and objectives of each.

Because servicers manage national portfolios of properties, they face the challenge to connect with potentially hundreds of different municipalities and entities when they wish to dispose of aged and troubled properties using alternative methods.

Similarly, municipalities and community development organizations looking to acquire properties, either individually or in clusters, have a difficult time figuring out where and how to begin and whom to contact.

One solution being investigated by a handful of industry leaders is the creation of clearinghouses that would maintain databases on surplus properties, offering a “one-stop-shop” both for investors and municipalities. These clearinghouses would match available properties with community opportunities to refurbish homes, putting homeownership within reach for many first-time or low-income buyers, who otherwise might not be able to pursue their dream.

With databases on large pools of properties in specific areas, municipalities and land banks may even be able to identify and assemble surplus parcels in targeted areas to create more attractive land packages for economic or community reuse. Vacant and abandoned properties can be acquired and converted to public gardens, playgrounds, parks, and other green spaces. Even better, vacant lands can be redeveloped for retail and commercial enterprises that provide jobs and strengthen the community’s tax base.

Of course, even with aged and troubled properties being acquired by these entities at minimal cost, funding will be a major hurdle. Communities will incur expenses to hold, maintain, demolish, and repurpose properties. The federal government has allocated $4 billion to communities to acquire foreclosed properties under the Housing and Economic Recovery Act of 2008. But given the enormity of our country’s housing crisis, these dollars won’t go far-especially in the hardest-hit communities.

Overcoming the funding challenge will be an important component in structuring a new and better way to dispose of and reclaim surplus properties. This is why it is essential for the servicing industry to help support programs such as those being developed in Cuyahoga County.

Regardless of the challenges, there is great potential in the concept of aligning the opportunities and needs of investors, servicers, municipalities, and community development organizations to create a resource that benefits everyone.

With a little imagination, a large dose of commitment, and a strong spirit of cooperation between the industry and government, we have the ability to turn today’s foreclosure crisis into an opportunity for community revitalization-providing homes, creating family-friendly neighborhoods, building economic prosperity, and breathing new life into communities now devastated by hopelessness and decay.

In fact, what we may discover is that we can’t afford to commit to anything less.

DSNews MBA VPR Virginia HB 2150 Proposed Legislation

DSNews published an article regarding the trend of state legislatures moving toward the Mortgage Electronic Registration System (MERS) for paperless vacant property registration.

States Move Toward Electronic Property Registration

Carrie Bay | 04.15.09??

The Virginia Legislature has passed House Bill 2150, which would allow lenders and servicers to register their foreclosed properties, for the purpose of property preservation tracking, with the Mortgage Electronic Registration System (MERS) instead of using individual municipal registration databases.

MERS will allow cities throughout the state to institute a solitary, uniform system for tracking vacant single-family residential properties to help ensure lenders’ and servicers’ compliance with local ordinances. The single-system approach will allow Virginia municipalities to save both money and resources by not having to create and maintain their own databases of properties.

Other states are also following suit and moving toward a paperless property registration system. The Florida Senate has introduced legislation that would allow cities to accept ordinance registrations via an electronic mortgage database. The Connecticut General Assembly is also reviewing a bill that would allow owners of foreclosed or vacant homes in the state to register the property with MERS to comply with local regulations. If enacted, Connecticut’s legislation would be effective October 1, 2009.

The MERS initiative is being spearheaded by the Mortgage Bankers Association’s Vacant Property Registration committee, which is chaired by Robert Klein, CEO of Safeguard Properties, a national field services and property preservation company.

Sun Newspapers “Safeguard Properties is on duty”

Sun Newspapers reporter Mark Holan recently?accompanied?Safeguard Properties’ Paul Carlozzi, Field Services QC Manager, on a field ride of foreclosed properties in Northeast Ohio. An article in Garfield Heights Sun News tells the story.

Safeguard Properties is on duty

By Mark Holan
mholan@sunnews.com

In this time of fractured families and home foreclosures, Safeguard Properties Inc., a company that manages vacant houses for banks and other lenders, has grown by leaps and bounds.

As a company that had slightly more than 100 employees a few years ago, Safeguard now has 600 employees, 500 of whom work out of the Brooklyn Heights office. Safeguard is the largest privately held mortgage fieldservices company in the country. It inspects and maintains all types of defaulted and foreclosed properties in the United States, Puerto Rico
and the Virgin Islands for financial institutions, mortgage servicers and investors.

Every month, Paul Carlozzi, of the Brooklyn Heights office, and other inspectors and field supervisors conduct default
inspections on more than 800,000 properties and maintenance orders on about 200,000 properties across the nation.

On a recent field trip, Carlozzi checked on several homes in Maple Heights and Lakewood, showing how Safeguard secures homes in various stages of the default-vacancy-foreclosure process. In the past month, Safeguard managed 63 properties
in Garfield Heights, 73 in Maple Heights and 23 in Lakewood.

Homes that go into default

When a homeowner is 45 or 60 days late on payment (depending on the guidelines of the lender), Safeguard will begin a monthly visual inspection of the property to verify occupancy. As long as the home is occupied and the mortgage is in default, Safeguard will contioue monthly inspections.

In Maple Heights, Carlozzi checked a house that homeowners had left a few weeks home, Carlozzi shouted, “Contractor!”
He shouted that, he said, because “squatters” and other vagrants sometimes gain access through forceful
entry.

Everything looked OK except for a broken window in the dining room. The copper plumbing, often the first thing to be stolen out of a vacant home, remained intact. In some inner-city neighborhoods, homeowners paint “No copper plumbing” on the front of their houses to discourage scavengers from entering the house.

Property preservation

Once a house is vacant — either because the owner abandoned it or the servicer performed an eviction — Safeguard begins its “property preservation” process. The goal is to assure the property does not deteriorate and that it doesn’t pose a nuisance (safety, security, vandalism, unsightly appearance) to the neighborhood.

During the “P&P” phase, Safeguard will cut the grass on a regular basis and remove any yard debris. The plumbing will be “winterized” using anti-freeze, and the company will take care of any rodents or insects and secure windows and doors.

Safeguard will not remove any of the homeowner’s personal possessions at this point.

In fact, if you drive down the street, you probably won’t notice a home that was secured in this manner. That’s the whole point. Safeguard even puts leaflets on neighbors’ doors with a phone number to call if the residents notice anything that needs the company’s attention.

Homes that have gone through foreclosure

Houses that have gone through the foreclosure sale are owned by the bank/investor. Safeguard will remove trash from the interior of the house, clean the house, replace light bulbs, install air fresheners, etc.

Depending on the condition of the house and its potential marketability, repairs will be done to make it more attractive to prospective buyers.

On Erwin Street in Maple Heights, a home is ready for a new owner. Carlozzi said Safeguard removed a tractor-trailer-load of debris from the home. Passers-by can’t tell from its present condition. A real estate company’s sign is in the front window. According to a real estate agent, the price is $24,900.

Two houses directly to the south also are for sale. It’s a trend that challenges home sales in neighborhoods.

In the eastern end of Lakewood, Carlozzi inspected a house recently vacated by former owners.

A neighbor kept coming out to see who was entering the house.

“Nosy neighbors are a bank’s best friend,” Carlozzi laughed.

From the outside, passers-by can’t tell the house is vacant, although it needs repairs inside. Carlozzi’s only immediate exterior concern is graffiti that was spray-painted on the side and rear of the house.

Carlozzi jotted down his findings to make sure another home was secured.

At any point in time, Safeguard manages 15,000 to 20,000 properties in northeast Ohio. To reach Safeguard, call (216) 739-2900 or visit safeguardproperties.com.

Mortgage Banking “The Worst of the Foreclosure Crisis: Are We There Yet?”

Mortgage Banking Magazine ran an article in its February 2009 issue about the forecasts for the mortgage foreclosure crisis through 2009 and beyond.

The Worst of the Foreclosure Crisis: Are We There Yet?

ARM resets and high unemployment will compel us all to develop even more effective and creative solutions for maintenance and disposition of vacant and abandoned properties.

By Robert Klein

One of the biggest questions these days at business functions and family gatherings has to be, “When do you think the mortgage crisis will bottom out?” The mortgage crisis made big news in 2008. Subprime loans were the first wave, blamed for the collapse of financial giants Bear Stearns & Co. and Lehman Brothers, insurance giant American International Group (AIG), numerous banks, the freefall in the U.S. stock market, as well as financial markets across the globe. The Mortgage Bankers Association (MBA) reported that one in 10 homeowners were behind on their loans — the highest number since 1979, when data began to be tracked.

In the fall of 2008, Congress passed a historic rescue package in an attempt to shore up the banking and financial markets and prevent a predicted global crisis. As a result, some experts predict that the country may see a leveling of the foreclosure crisis later in 2009. Others disagree.

Late in 2008, in a segment on CBS’ 60 Minutes, financial adviser Whitney Tilson predicted that the United States is only about halfway through the mortgage crisis. He pointed out that even at the introductory teaser rates characteristic with adjustable-rate mortgages (ARMs), an unusually large number of homeowners have been defaulting on their loans.

Tilson predicted that 50 percent to 70 percent of ARMs ultimately will default once loan rates reset, potentially doubling monthly loan payments for many borrowers. Because of this, he believes a second and potentially more severe wave of defaults and foreclosures is on the way, as ARMs reset to higher rates in the next two, three and even five years.

Rising unemployment — the third wave?

The result of the mortgage crisis has been a general tightening of credit markets, both for consumers and businesses. Without credit, businesses can’t grow and consumers can’t spend. The impact is evident nearly every day, as newspaper business pages carry news of layoffs in virtually every industry sector. The United States is experiencing unemployment rates unseen since the 1970s, and especially hard-hit have been the auto and recreational vehicle markets, banking, retail and tourism.

The Bureau of Labor Statistics (BLS) reported that payroll employment fell by 524,000 people in December 2008 alone and by 1.9 million during the last four months of 2008, while unemployment reached a 15-year high of 7.2 percent. Those levels are expected to continue, and even increase, into 2009.

And those statistics don’t even include the legions of the long-term unemployed, estimated to be at more than 2 million nationwide. These are the people who have given up their job searches and therefore are no longer counted on the unemployment rolls. Nor do the statistics reflect the countless numbers of underemployed people who have taken part-time or lower-paying jobs after being laid off from their previous positions, and who struggle to make ends meet.

Sustained rates of unemployment and underemployment are certain to trigger even higher levels of defaults and foreclosures. Without jobs, more people — even those who bought homes at low rates with conventional mortgages — will be at risk of losing their homes.

Freddie Mac reported that in 2006, 36 per-cent of all loans more than 90 days delinquent were related to job losses. In the first half of 2008, job-related delinquencies jumped to 4 percent.

If unemployment continues to rise in 2009, as many economists predict, we’re unlikely to see a leveling off of foreclosures; rather, the more likely outcome is foreclosure volumes that persist and may even grow into 2010.

New approaches needed to address higher volumes

What that means for our industry is that the record foreclosure volumes of 2008 aren’t likely to subside anytime in the foreseeable future. In fact, they may get worse. ARM resets and high unemployment will compel us all to develop even more effective and creative solutions for maintenance and disposition of vacant and abandoned properties.

What are some of those solutions?

First and most important, we have to uphold quality standards even as volumes grow at unprecedented levels. It is essential that field servicers revisit their recruitment and training procedures to ensure they have enough qualified contractors to inspect and maintain properties. Especially in challenged markets, we have to redouble our efforts to ensure vacant and abandoned properties maintain their asset value and structural integrity, and don’t create a nuisance for neighborhoods and communities.

Second, as greater numbers of real estate-owned (REO) properties linger on the market for longer periods, we need to enhance REO services so that these properties can compete with traditional-market homes that also are lingering on the market. In a more competitive market, REO properties should be maintained with curb appeal and “nesting” appeal in mind. When potential buyers drive up to an REO property, they should see a home maintained to the standards of the rest of the neighborhood — with a well-manicured lawn, neatly trimmed landscaping and a yard free of debris.

On the interior, the REO property should be clean and inviting. Even if the property isn’t in a high-value market, it can and should look and smell clean. It doesn’t cost much to scrub floors and carpets, wash walls, wipe down counters, remove cobwebs and clean appliances and plumbing fixtures. The payoff is Iikely to be well worth the investment if homeowners walk through the door and can envision a home where they want to raise a family.

A third solution is finding new approaches to dispose of REO properties that struggle to find buyers. Many servicers have actively embarked on REO-gifting as a way to reduce their portfolios, by donating them to community development groups, land banks and other non-profit entities. The challenge for both servicers and the acquiring organizations has been finding one another and matching up appropriate properties.

Through creative partnerships, clearinghouses can be developed whereby community organizations and land banks can access properties through a “one-stop-shop” approach. Additionally, by pooling properties in targeted neighborhoods, it may be possible to offer communities a package of properties that may be more appealing for economic or community-development purposes.

As an industry, we have the potential to turn the current economic challenges into opportunities for future community development. By focusing on effective ways to maintain the integrity of vacant homes, we cannot only make them more appealing and desirable for potential homeowners, but we also uphold the asset value of properties. And by identifying creative solutions for disposing of surplus properties, we can help communities survive and evolve to meet their changing needs.

Robert Klein is founder and chief executive officer of Sateguard Properties, Brooklyn Heights, Ohio. Founded in 1990, Safeguard is the largest privately held mortgage field service company in the United States. He can be reached at robert.klein@s.safeguardproperties.com.

Boom times for ‘trash-outs,’ in Oregon and elsewhere Portland Oregonian

Safeguard Properties was mentioned in an article in the Portland Oregonian about the expanding sales of “trash-outs” and property preservation services.

Boom times for ‘trash-outs,’ in Oregon and elsewhere

by Richard Read, The Oregonian

Friday February 27, 2009, 10:40 PM

Federico “Fred” Caprotta breaks into houses for a living, removes the contents and fixes up the homes for sale.

He marvels that neighbors hardly ever call the cops. In fact, what Caprotta does — on behalf of big-name banks — is quite legal.

Caprotta is a former real estate broker who bailed out of property sales when the market and profits collapsed. For nine months, seven days a week, he has supervised “trash-outs” in a trade more delicately known as property preservation.

Business is booming in the low-profile industry as millions of U.S. homeowners enter foreclosure. One of the biggest players, Safeguard Properties, services 1 million properties a month, checking on them, repairing them, mowing lawns and cleaning them for Realtors to show. The Cleveland company’s sales, which it won’t disclose, have jumped more than 30 percent in a year.

Caprotta, 50, invested $70,000 with a partner in his Portland venture, Global Property Preservation. He thought it could be lucrative. But trucks break down. Pay comes late or not at all. Expenses rise. For all his effort, he’s not making money.

Still, Caprotta prides himself on compassion for people losing their homes. After all, he’s losing his own.

“My property that I bought and remodeled is going up in auction … due to foreclosure,” Caprotta says. “I could get all bummed out and cry.

“But whether I have property or no property, or money or no money, I’m still me.”

?

Foreclosures have reached epidemic proportions in the United States. They accounted for 45 percent of all residential real estate transactions during the fourth quarter of 2008, according to the National Association of Realtors.

Florida and Southern California were the hot spots. But in January, Oregon had the fifth-highest foreclosure rate in the country.

When lenders seize houses, people suffer, whether they were living beyond their means, lost their jobs or suffered some other calamity.

Trash-out contractors defend their work. They say that rather than profiting off misfortune, they fix up properties and preserve values of neighboring homes.

Banks — or, more likely, middlemen — pay anywhere from $1,200 to $1,600 for a trash-out, yet amounts vary widely depending on conditions of a house.

Windol Cador, of Duke Development in Portland, once did new construction but got into property preservation seven years ago. He has 10 guys in two crews.

Sometimes they spend five days working on one house. “We want the neighbors to be happy,” Cador says.

Cador’s crews put aside items of value for previous owners. “You find cool things,” he says. “We recently found a whole printing press in a garage. One guy had a comic-book collection that he probably spent years collecting.”

?

Some trash-out guys say they make real money.

Frank Patrick is a broker who began offering services for real estate-owned, or REO, properties five years ago. Patrick, a Kansas City, Mo., native, founded REO ResQ, specializing in bank-owned foreclosed properties. He built the company into a franchise now moving into 36 states.

Patrick, 41, moved to Phoenix when he saw Arizona foreclosures explode, leaving his brother, Scott, to run things in Missouri. “If I’d had another brother,” Patrick says, “I would have sent him to California and Florida.”

REO ResQ has trained more than 100 contractors nationwide. “The average preservation job is around $1,350, and there’s going to be a couple million of ’em this year,” Patrick says.

He expects a backlog of foreclosures left from moratoriums and slow-moving bank mergers to hit the market this summer.

“All at once the yards won’t be mowed and the pools will be green,” Patrick says. “In Kansas City in the summer, we mow 370 yards. This year we’ll probably go to 700.”

Everything is documented. “An average job would take us about four hours and result in about 250 photographs,” he says, “so we have proof.”

As unemployment climbs, Patrick gets more applications. In Phoenix last September he ran a Craigslist ad for a $10-an-hour job outside in the heat and got 1,170 applicants. “I had people offering to work for free for a week, just to prove themselves,” Patrick says.

Patrick heads the American Society of REO Specialists, which has grown to about 700 members since starting last June. He says the industry is too fractured to estimate total revenues. He expects business to continue apace for five or six years as subprime loans, adjustable-rate mortgages and rising unemployment unleash successive waves of foreclosures.

“We wish we were all back in the heyday of the new-construction boom,” Patrick says, “but that’s not the reality.”

?

Those who walk into foreclosed homes describe entering a “Twilight Zone.”

Portland-area appraiser Sara Goodwin recalls walking through an abandoned house. “It was as if the occupants were abducted rather than left of their own volition.

“I walked into a fully furnished house … dishes in the sink, pictures on the walls, everything. The only thing that would make me suspect abandonment was the foul smell of stale water in the plumbing.”

Sometimes it’s just the opposite. A house is missing fixtures and appliances. Walls, banisters, counters and cabinets are bashed and scarred.

The culprit could be an angry former owner or an unpaid subcontractor who backed a truck into the garage and took the appliances, says Don McCredie, a Portland-area Realtor specializing in foreclosed properties.

“The subs say, ‘I’m going to go get my stuff,'” McCredie says. “They’re mad at the builder and they take it out on the property.”

Jeff Andrade, owner of Beaverton’s Frontline Resources, will never forget a trash-out job where he walked into an upstairs bedroom and found a vagrant sleeping. “I don’t know who was more scared,” Andrade says, “him or me.”

Airika Waible, a West One Properties broker, hates stepping into short-sale houses — those where a house is sold for less than the bank is owed.

“They have, like, little kids’ rooms, and the kids’ rooms are decorated,” Waible says. “They have a real life there, living there until it sells. Their little shoes are there, and their backpacks and their clothes.”

Waible, who lives in a Wilsonville neighborhood, knows how it feels. She and her husband and two children lived in a Street of Dreams house with acreage.

“It got foreclosed on,” she says. “And, by the way, we left everything in it.”

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Fred Caprotta, the trash-out entrepreneur facing his own foreclosure, sees the smashed-up houses, too, along with some in showroom condition. He finds fleas, garbage and mummified pets, abandoned by owners to die.

“It’s really sick how some people live,” Caprotta says.

Departing owners don’t realize, he says, that when they shatter marble counters and break every oak spindle on a staircase, the carnage comes back to haunt them. When a bank writes off a loss on a loan, part of the loss may count as income for the borrower. The greater the loss, the more taxes the borrower must pay on that income.

Caprotta, an Argentine who moved to California as a youngster, has worked on Canadian oil rigs and pipelines, hitchhiked twice to Alaska and ridden his motorcycle there in the dead of winter.

He served in the Argentine military during the Falklands war. He addresses his crews in Spanish and his clients in English.

Caprotta says his business partner has quit. The father of three plugs away at a computer in a tired-looking office dotted with space heaters and overflowing trash containers.

Crew members botch jobs. Bank agents find ways not to pay. House occupants yell at him. “I feel for them,” he says.

Caprotta sees the foreclosure crisis as a giant game of musical chairs in which some people got caught without chairs. No one cried when the housing market soared, he says. Yet when excesses bring tragedy, he says, everyone blames someone else.

Caprotta says neither the government nor trillions of dollars will fix the situation. Instead, he says, it will take a “shift in consciousness … where we put the hopes and safety of all of us ahead of the individual.”

“Sometimes,” he says, “that involves some personal sacrifice for the greater good of all.”

MBA Newslink Article “REO Properties a Sticking Point for Servicers, Municipalities “

Robert Klein, CEO of Safegaurd Properties, was quoted in a recent MBA Newslink article.

REO Properties a Sticking Point for Servicers, Municipalities

Wisniowski, Charles

TAMPA, Fla.– Lenders and mortgage servicing firms must ensure that every real estate owned property that comes into their inventory is preserved and protected or risk a hostile and costly confrontation with local government officials, property preservation experts said here at the Mortgage Bankers Association’s National Mortgage Servicing Conference and Expo.

As high default rates and increasing numbers of vacant properties expand the industry’s REO inventory, servicers find themselves increasingly in the cross-hairs of disgruntled and cash-strapped local governments, said Cary Sternberg, senior vice president of REO with American Home Mortgage, Irving, Tex.

“There has been a huge increase in the amount of activity initiated by local governments in an effort to try to stem urban blight,” Sternberg said. “In many locations throughout the country, the tax base is dropping and the amount of revenue being raised by localities to take care of city services is also dropping. They need to look for ways to keep their cities going. It’s a difficult problem to deal with and servicers like us are dealing with cities and municipalities all over.”

Unfortunately for the industry, municipal officials don’t always understand legal complexities involved in supervising REO properties, nor do they grasp convoluted constraints under which servicers operate. Often, Sternberg said, they don’t care but they do understand that they want vacant property problem solved.

“[Municipalities] are absolutely very well-meaning and they are very concerned about their areas,” Sternberg said. “We try to understand that, but they are also singularly focused on their own areas and a lot of time they don’t realize the impact [of their actions] on servicers.”

In addition to ignorance of servicers’ duties and responsibilities, Robert Klein, CEO of Safeguard Properties, Brooklyn Heights, Ohio, said a lack of communication between servicers and municipalities can prompt frustrated local officials to strike back, via onerous legal actions such as fines or mandate servicers to make often expensive repairs to bring the property up to code.

“These citations requiring the lender, the title holder, the investor, to repair the property is the big stick that code enforcement officials carry. They know they have a big stick in their hand and they know they have the power to do that,” Klein said. “Their concerns are to maintain the property so it doesn’t deteriorate in the community and so it does not become a base for illegal activity. They want to protect the neighborhood and they will use that big stick and [they will] issue those $70-$80-$90,000 fines when there is a lack of communication.”

By contrast, when open dialogue exists between servicers and local government officials, “most of the issues go away,” Klein said.

Marc Hinkle, vice president of loan servicing with PHH Mortgage, Mount Laurel, N.J., agreed, noting that it’s incumbent on servicers to keep abreast of all local codes and ordinances, as well as new laws passed by local governments. He suggested inspecting the property immediately, documenting its condition, and conduct periodic follow-up inspections to ensure it remains in good condition.

Mike McKeever, managing director at Goldbeck, McCafferty & McKeever, Philadelphia, said it’s in servicers’ best interest to go the extra mile to communicate both with local government and with the current or former home occupants. He suggested servicers post a notice on the property as soon as falls under the servicers’ domain. This serves to both cut down on the “surprise factor” by residents that generate the most complaints but it also gives code enforcement officials a point of contact.

“Code enforcement officers need to know who to get in touch with,” said McKeever.

McKeever warned that pain for servicers managing REO properties will likely get worse before it gets better this year, as the growing trend of enforced foreclosure moratoria leads to property disposition delays. In turn, servicers could face additional costs and more complaints by localities as properties deteriorate.

Sternberg noted that servicers must realize that once they assume an REO property into their inventory “the buck doesn’t stop there.”

“It really doesn’t make any difference that the code violation on this property occurred when the previous mortgagor owned the property and it had been that way for three years and the city is just now getting around to saying-okay we’ve got a lender on the hook so now we’re going to slap a $1,000 a day fine on them until they get it fixed,” Sternberg said. “I can tell you it’s not going to do any good to go back and argue that ‘we didn’t create the problem.’ You have got to get that thing fixed at the earliest possible time in order to mitigate the circumstance and to mitigate your own loss.”

The good news, Sternberg said, is that servicers who communicate with local officials and who express an interest in solving the problem for them will find those officials cooperative.

Managing REO “Municipalities Get Aggressive with REO”

Robert Klein, CEO of Safeguard Properties, was recently quoted in an article in Managing REO magazine.

Municipalities Get Aggressive with REO

By Jennifer Harmon


Local municipalities across the country are increasing penalties and fining lenders as much as $100 a day for code violations such as for each broken window on an REO home, according to speakers at a panel on vacant property at the Mortgage Bankers Association’s National Servicing Conference in Tampa, Fla., which had 1,873 attendees this year.

Robert Klein, chief executive of Safeguard Properties, a privately held field service company based in Cleveland, said servicers need to make sure their property preservation units communicate with local code enforcement officials at the city and county levels to open up dialogue and prevent this from happening.

“If you won’t listen, they will look for every legal measure they can to inflict some pain,” Mr. Klein told the audience. “We need to see more dialogue with municipalities.”

Because these ordinances are popping up everywhere, asset managers should work with local real estate brokers across the country to determine the specific requirements in different municipalities. Right now, about 600 cities are using some form of ordinance. He said local brokers are able to gather knowledge and counsel lenders on particular laws in their coverage areas.

According to Berry Laws, a partner with Kansas City, Mo.-based Martin, Leigh, Laws and Fritzlen PC, vacant property lawsuits are likely to occur more and more, because these properties cause problems in neighborhoods. “As values go down, crime increases, prostitution goes up, there is increased vandalism, looting of copper pipes, toilets and sinks, and properties are used for crack houses.”

It is a legitimate issue for the city, he described, because the government is concerned about neighborhoods where these properties are depreciating in value by thousands of dollars and apartment values go down. But the more money a city has to spend on taking care of these properties means less funding for local fire departments, police departments and schools, Mr. Laws added. “The liability is on the investor and servicer. Servicers are subject to the fines for these properties. There are a lot of constitutional problems with these requirements,” he said.

In some places like Kansas City, if the borrower defaults on a loan, after 14 days the lender must send someone out to see if the home is occupied. If it is deemed vacant, the lender must register the property and check on that home every month and sometimes every week.

“The lender is required to repair, secure, inspect and maintain these properties,” said Mr. Laws. “They must have someone change the locks, drain the pool, fix the windows. They have to put a sign on the house to tell everyone it is vacant with the contact name and phone number. Basically, ?Come vandalize me.? This advertisement has unintended consequences.”

The task of tallying the different laws all over the country and what each one says is overwhelming and a daunting task for everyone, he added. There are different laws in all 50 states and Puerto Rico, at the city, county and municipal levels. Each ordinance has significant differences that can be burdensome to the servicer. Fines are $1,000 a day in some cities.”

The speakers all agreed that the responsibility and cost of maintaining these properties has shifted from the borrower to the lender because of the time it takes to do a foreclosure.

In California, Mr. Klein said there are now hazard waste removal requirements regarding cleaning chemicals and solutions, specifically Windex. “In California, any waste — for instance, a gallon of paint — must be removed by an environmental company that is licensed to remove it. Your property preservation company can?t do it. You have to hire a waste removal company.”

It could cost as much as $550 to have a bottle of Windex removed from the property by one of these professionals, he said, compared to a fine of $5,000 if the asset manager is caught removing it. “These ordinances are popping up everywhere. In St. Paul, Minn., there is an ordinance that requires lenders to complete total repairs before it will allow an REO sale.”

Panelists discussed how important it is to make sure an REO property looks and smells inviting. Correction action should be taken on even low-value properties in order to dispose of the homes. Cary Sternberg, senior vice president, American Home Mortgage Servicing, Irving, Texas, said servicers are searching for creative and aggressive strategies to dispose of real estate-owned properties while figuring out the best way to preserve the assets.

His company saw an increase from 22,000 to 37,000 REOs in 2008. He said servicers are partnering up with preservation vendors to update the carpet, paint, and if needed, replace the roof on a particular home, in order to make sure it is in “lendable condition” before someone can qualify for a loan. He said third-party sales are becoming more popular to move REO. He said he is not sure about the chance of rental type programs succeeding, because the lender is not set up to be a landlord.

Caroline Reaves, president and chief operating officer, Mortgage Contracting Services, Tampa, said more mid-value and high-end properties are seeing cosmetic enhancements with furniture staging. Lenders are taking a much more active role here, she said.

The panelists also mentioned how home managers are sometimes being used to maintain the REO property and travel from house to house to occupy and maintain the property. This is happening especially on West Coast high-end properties, they said. This can help the homeowner with security issues as well as decrease marketing time, some suggested.

Michael Blair, chief operating officer of servicing, at Franklin Credit Management Corp., Jersey City, N.J., said lenders are looking into renting out foreclosed and REO properties. His company has started a pilot program with renting foreclosed homes.

“Having someone in the home is a lot better than having the property vacant,” he said. “The large concentration of REO inventory is driving the prices up for all lenders with properties sitting there empty. If you make it a rental property and make sure you add the proper amenities, you get people in to do the work, the values come back. Renting is a win-win for everybody. It helps stabilize values in neighborhoods.”

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CEO

Alan Jaffa

Alan Jaffa is the Chief Executive Officer for Safeguard Properties, steering the company as the mortgage field services industry leader. He also serves on the board of advisors for SCG Partners, a middle-market private equity fund focused on diversifying and expanding Safeguard Properties’ business model into complimentary markets.

Alan joined Safeguard in 1995, learning the business from the ground up. He was promoted to Chief Operating Officer in 2002, and was named CEO in May 2010. His hands-on experience has given him unique insights as a leader to innovate, improve and strengthen Safeguard’s processes to assure that the company adheres to the highest standards of quality and customer service.

Under Alan’s leadership, Safeguard has grown significantly with strategies that have included new and expanded services, technology investments that deliver higher quality and greater efficiency to clients, and strategic acquisitions. He takes a team approach to process improvement, involving staff at all levels of the organization to address issues, brainstorm solutions, and identify new and better ways to serve clients.

In 2008, Alan was recognized by Crain’s Cleveland Business in its annual “40-Under-40” profile of young leaders. He also was named a NEO Ernst & Young Entrepreneur Of The Year® Award finalist in 2013.

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Esq., General Counsel and EVP

Linda Erkkila

Linda Erkkila is the General Counsel and Executive Vice President for Safeguard Properties, with oversight of legal, human resources, training, and compliance. Linda’s broad scope of oversight covers regulatory issues that impact Safeguard’s operations, risk mitigation, strategic planning, human resources and training initiatives, compliance, insurance, litigation and claims management, and counsel related to mergers, acquisition and joint ventures.

Linda assures that Safeguard’s strategic initiatives align with its resources, leverage opportunities across the company, and contemplate compliance mandates. She has practiced law for 25 years and her experience, both as outside and in-house counsel, covers a wide range of corporate matters, including regulatory disclosure, corporate governance compliance, risk assessment, compensation and benefits, litigation management, and mergers and acquisitions.

Linda earned her JD at Cleveland-Marshall College of Law. She holds a degree in economics from Miami University and an MBA. Linda was previously named as both a “Woman of Influence” by HousingWire and as a “Leading Lady” by MReport.

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COO

Michael Greenbaum

Michael Greenbaum is the Chief Operating Officer of Safeguard Properties, where he has played a pivotal role since joining the company in July 2010. Initially brought on as Vice President of REO, Mike’s exceptional leadership and strategic vision quickly propelled him to Vice President of Operations in 2013, and ultimately to COO in 2015. Over his 14-year tenure at Safeguard, Mike has been instrumental in driving change and fostering innovation within the Property Preservation sector, consistently delivering excellence and becoming a trusted partner to clients and investors.

A distinguished graduate of the United States Military Academy at West Point, Mike earned a degree in Quantitative Economics. Following his graduation, he served in the U.S. Army’s Ordnance Branch, where he specialized in supply chain management. Before his tenure at Safeguard, Mike honed his expertise by managing global supply chains for 13 years, leveraging his military and civilian experience to lead with precision and efficacy.

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CFO

Joe Iafigliola

Joe Iafigliola is the Chief Financial Officer for Safeguard Properties. Joe is responsible for the Control, Quality Assurance, Business Development, Marketing, Accounting, and Information Security departments. At the core of his responsibilities is the drive to ensure that Safeguard’s focus remains rooted in Customer Service = Resolution. Through his executive leadership role, he actively supports SGPNOW.com, an on-demand service geared towards real estate and property management professionals as well as individual home owners in need of inspection and property preservation services. Joe is also an integral force behind Compliance Connections, a branch of Safeguard Properties that allows code enforcement professionals to report violations at properties that can then be addressed by the Safeguard vendor network. Compliance Connections also researches and shares vacant property ordinance information with Safeguard clients.

Joe has an MBA from The Weatherhead School of Management at Case Western Reserve University, is a Certified Management Accountant (CMA), and holds a bachelor’s degree from The Ohio State University’s Honors Accounting program.

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Business Development

Carrie Tackett

Business Development Safeguard Properties