This past August, my wife decided to take my 96 year old mother in law, Evelyn, to Washington, DC to visit our son. We thought that Evelyn would enjoy seeing where Steven lived and worked.  He works on Capitol Hill as an aide to a Congresswoman.  Steven planned a tour of his office and the Capitol for his grandmother.  All went well.  Evelyn enjoyed everything and was very proud to see Steven at work.  After the tour, they said their goodbyes so that Evelyn could rest up for dinner.  Steven went back to his office.  My wife began to walk Evelyn out of the Rayburn House Office Building when Evenly stumbled and fell.  Paramedics were called and she was transported to the hospital.  The diagnosis was a separated shoulder.

Two nights later my wife and Evelyn came home and we began to worry. What were we going to do now?  Fortunately, Evelyn, upon recovery, made everything easy for us when she told us that she no longer wanted to live alone.  We decided to begin to look for an Assisted Living Facility.

My wife is super organized, but this process is an unknown.  She did her research.  I, however, knew that we first had legal steps to take and I suggested that we retain an elder care attorney to guide us.  My wife and Evelyn agreed and we retained an attorney I know an have worked with.  Everyone was and is very comfortable with him and his staff.  He is great at explaining things in language that my wife can understand.  Evelyn trusts us to carry the ball.  If I have questions, our attorney answers me in the type of attorney shorthand and language I expect.  Unfortunately, my wife doesn’t understand that shorthand.  So, when she had questions about process and I answered her, she did not believe that I was correct.  She heard or understood answers differently than I did and she didn’t factor in my years of legal experience to answer her questions.  It began to dawn on me that the client here was not Evelyn, but my wife.  However, this was our elder care attorney’s problem, not mine.

UNTIL – it came time to sell the condo. Evelyn and my wife wanted to list the condo immediately and the attorney needed to transfer the condo to my wife for planning purposes.  We decided that Evelyn would not move to the ALF until some time in January.  Therefore, I determined that we would not list the condo or retain an agent until January, nor would we transfer the unit to my wife until after the first of the year.  Evelyn, the client, said ok.  My wife asked me why and I explained my reasons, both business and legal.  The elder care attorney concurred.  My wife acquiesced but changed her mind often until the end of the year.  She just wanted to get things done.

I had an agent whom I wanted to sell the condo and whom I knew well and trusted. My wife, not Evelyn, through out the holiday season, made suggestions as to how and when I should contact the agent.

When we met with the agent, Evelyn and my wife were very pleased. The agent sent me all the standard forms, all of which I have reviewed hundreds of times.  I assured my wife all was ok,  yet she remains nervous about the listing.

So far this experience is teaching me that when your mother in law is your client, your spouse is the defacto client. No matter the size of the deal or case, the matter becomes a 24-hour a day concern and you will be 2nd guessed more than any other client  you have ever had.  Maybe this case is more emotional because Evelyn is older and has moved to an ALF and we are dealing with everything in her life; but I don’t think so.  Whenever it’s Mom, hers or mine, there has to be an emotional investment and it becomes a team effort.  Mom isn’t really a client.  She’s just Mom.

The holiday season is supposed to be a joyful time. Beginning at the start of November, as thoughts turn towards Thanksgiving turkey, cooler temperatures, family gatherings, Christmas, Chanukah, New Years and shopping, a certain contentment begins to settle in all around.  Or does it?

Certainly not in offices where real estate closings take place. Holiday season brings panic.  As year end approaches, the calendar is the enemy.  Everybody wants to close and everything is a rush.  A feeding frenzy has begun.

Why does this happen? I remember when I first began practicing, we always had to get 1 or 2 last big deals finished before the end of the year.  My senior partners always told me we had to do this for “tax reasons”.  The first couple of years, I assumed that this was because the client had tax planning reasons for closing by December 31.  I then came to realize that it was really for the firm’s cash flow needs that December 31 was critical.  Close the deals, collect large fees, partners get bonuses, don’t close, no fee, partners don’t get bonus.  Simple economics!

Later, when I started practicing on my own and money in the bank on 12/31 vs. 1/1 made no difference to me, we still had surges in November and December. But, if deals weren’t closed by the middle of December, many clients began to close up shop for the holidays, deciding to carry over the gain or loss until the next tax year.  Thus, 12/31 became an artificial deadline.  Sometime before 12/20 was the new deadline only for my own peace of mind.

Today, the feeding frenzy is as real as ever. It is true for residential and commercial closings.  Some of it might have to do with Trump tax reform.  But there are other factors.  First, we continue to ride a long, strong economy.  The real estate market remains strong and interest rates remain low.  With so many deals out there, clients want to close quickly to take advantage of the economic climate and interest rates before this changes.

Second, contracts signed early in the year, after everything closed at year end, run their course and have year end closing dates. There are 2 factors driving this.   Commercial deals are longer term.  Once the due diligence period has run its course and approval and other contingencies have been satisfied, closing must occur.  In a typical commercial contract, this can take 6-12 months, sometimes longer.  But when the date comes up, there is a rush to close.  Though you can’t predict when a contract will be signed, it does seem that many projects start at the beginning of the year which often times out the closing date for the end of the year.  As to residential contracts, many people put their homes up for sale in the summer, after the school year.  Consequently, contracts are often signed at the end of summer and early fall.  Closings usually take 60-90 days, which puts the closing right in the middle of the holiday period.

Third, cash deals are very common in both residential and small commercial contracts. Take a lender out of the picture and the process to close gets shorter.  Sellers like to accept cash contracts as it takes a major contingency out of the picture, further shortening the closing.  Sellers will accept lower purchase prices to get to closing faster.  If the expectation is a faster closing, a closing scheduled for the holiday time period will not likely carry over to the new year.

How do we cope with the frenzy and avoid becoming shark chum? Clients, brokers and other attorneys can sense stress immediately and when they do, they do what they can to add to it.  It is important to remain organized and up to date on every transaction, no matter the size, so that you never let the sharks smell the blood in the water.  If we do this, we will make it from Thanksgiving to New Years in one piece.

Residential real estate closings cause all kinds of challenges. Whether you are working with the buyer or the seller, every step in the closing process can be emotionally draining.  The client so often feels wronged by the other side and wants to strike back.  I often feel as if I am working as a therapist, helping my clients cope with the latest obstacle to closing.

One of the biggest obstacles to overcome is when damage to the property between the contract Effective Date and the Closing Date occurs. Who is responsible for the damage?  Fortunately, this does not happen often and when it does, the damage is usually minor.  But, sometimes, there is major damage, like recently, following Hurricane Irma.  Or worse, when the seller does nothing to maintain the property and lets it deteriorate significantly, the issue is very contentious.  The answer of responsibility should be clear in the contract.  Unfortunately, the FAR/BAR contracts that are often used, don’t provide adequate answers for either the Buyer or the Seller.

The 4/17 revisions of the FAR/BAR Residential Contract for Sale and Purchase (“Standard Contract”) and the AS-IS Residential Contract for Sale and Purchase (“As-Is Contract”) both have weak and somewhat contradictory provisions that neither seller or buyer should love. Paragraph 11 of both contracts, Property Maintenance, provides: “Except for ordinary wear and tear and Casualty Loss [and those repairs, replacements or treatments required to be made by this Contract,] Seller shall maintain the Property, including, but not limited to lawn, shrubbery, and pool, in the condition existing as of the Effective Date (“Maintenance Requirement”).  (Bracketed language is in Standard Contract only).  This language would require the Seller to continue to maintain the Property until closing, allowing only for “ordinary wear and tear”.  At closing, Seller would have to restore the Property back to its condition as of the date of the contract.

In a short contract period, this likely would be easy to determine. In a longer contract period, how could this ever be determined?  More importantly, what happens where the condition of a major component, such as the roof or air conditioning, is nearing failure as of the Effective Date, and, ultimately fails prior to closing.  Forget, the Standard Contract for a moment where the Seller might have some repair obligations for this, but assume the AS IS Contract where the Buyer would be taking AS IS.  Paragraph 11 seems to suggest that if the roof or air conditioning were in fact to fail, prior to closing, Seller would be obligated to restore them back to the condition they were in on the Effective Date.  The condition then was near failure but not quite failing.  Why would any contractor do that and how could it be determined what that point was and whether it was reached upon the restoration?  It would clearly be a waste of money to do so as buyer would likely have to make the replacement in the near future any way.

Is there a solution? Contractually, the language should be changed to specifically eliminate Seller’s maintenance obligation for items at the end of their useful life and eliminate them.  Make the Seller’s obligation to maintain but, at closing, Buyer takes those items, AS IS.

The FAR/BAR Contracts both have a Risk of Loss provision. The Standard Contract provision can  be found in standard R and the AS IS Contract provision can be found in standard M.  The provisions are the same.  They provide that if there is damage caused by fire or other casualty and the cost of restoration (including pruning and removing damaged trees), does not exceed 1.5% of the Purchase Price, the cost of restoration shall be an obligation of seller and closing shall proceed.  If the cost of restoration exceeds 1.5%, Buyer may decide to terminate or may close and take a credit from Seller in the amount of 1.5%.

Do the Maintenance and Risk of Loss provisions create an ambiguity? Clearly, after a casualty, the Property will not be in the same condition as it was on the Effective Date.  But, the Risk of Loss provision would seem to limit Seller’s liability to 1.5% of the purchase price because the provision is qualified to damage to the property caused by fire or other Casualty.  However, I still think there is some ambiguity here because some of the maintenance obligations that were neglected might have been exasperated by the casualty.  I have a personal example following Hurricane Irma.  My buyer client signed an AS Contract with an REO seller.  Because of a significant title defect, the closing has been delayed for over a year.  The client did an inspection upon signing the contract and knew that the roof was nearing the end of its useful life, but the report said that except for a couple of small leaks, the roof should last another 3-4 years.  There were other similar items in the report.  For example, the kitchen cabinetry needed about $4,000 worth of repairs.

Following Hurricane Irma, the roof is in total failure and there is significant water damage in the house. The client obtained a new inspection report of the house.  And, as an example, the kitchen cabinetry needs to be totally replaced at an estimated cost of $30,000.  Is the cabinetry damage due to the hurricane and thus covered by the Risk of Loss paragraph or is the damage due to excessive wear and tear due to the leaky roof getting worse?  And, is the fact that the roof condition went from 3-4 years life expectancy to total failure a casualty or not properly maintained?  There are numerous issues like this that we are faced with in this contract and the fact that it is REO has only made the situation harder.  Had the contract specifically excluded the roof and any interior damage caused by the on-going leaks from the Maintenance paragraph, we would have very few issues and likely only be discussing which trees need to be removed and which need to be pruned.  Instead, we continue to debate whether the bank will do any work or provide any credit for repairs.

To be honest, I had not thought much about the Maintenance paragraph before this closing. Until this one, even when the property was vacant, maintenance issues were usually pretty minor.  Certainly casualty issues arise from time to time, particularly in hurricane season.  But most buyers know what they are getting and what to expect when they are buying damaged or REO properties.  Maintenance prior to closing is not going to be an issue.  It should be.  Not just because this deal has given me and my client more grief than we need (the title issues and corresponding delays gave us more than our share to be sure).  But because the price a buyer offers on a property, commercial or residential, should reflect what the buyer is going to spend after closing to ready the property for occupancy.  If the property is not properly maintained, these costs go up.  In a residential setting in particular, the difference of a few thousand dollars can set a budget way out of whack.

It is important then, to consider the Maintenance paragraph, in particular, and also the Risk of Loss Paragraph in the FAR/BAR Contracts. Determine what is going to be important to your client, buyer or seller, and make the appropriate adjustments.

My wife is a huge fan of HGTV. She loves the various shows where different buyers go to different cities and shop for houses.  They work with real estate agents who show them 3 different houses that straddle the buyers’ budget and, within 30-60 minutes, the buyers decide on one house.  My wife also loves the renovation and flip shows like Property Brothers. We all know about these shows.  A buyer purchases a beat up house that no one wants, spends an unlimited amount of money to fix it up, and sells if for a tremendous profit.  My wife asks me all the time “why can’t we do that?  You’re in real estate.  You should be able to do that!”

I think back to 2006-2008, before the crash, when “everybody was an investor” and flipping houses.  Many people used a simple model, buy, put minimal, if any money in to fix it up and sell as fast as possible. When possible, simply assign the purchase contract. Most importantly, use OPM – “Other People’s Money.  Sometimes the OPM was the ultimate end user’s money, sometimes it was hard equity loans.  Very rarely was the flipper able to borrow from a big bank.  The flippers weren’t in it for the long haul, their income was not verifiable and their buyers, well, let’s just say, they contributed, in many cases, to the mortgage fraud that permeated the times.

When the crash happened in 2008-2009, the source of many flippers’ money dried up, and, with the crack down on mortgage fraud and the foreclosure crisis, end buyers became scarce.  The market slowed dramatically.  But the smart investor continued to work.  Today, the business has recovered and continues to grow.  The Wall Street Journal reports that a number of big banks are getting into the game by extending lines of credit to companies specializing in lending to house flippers.  These loans aren’t directly to the flippers, but to smaller companies who in turn, make loans to the real estate investor as the loan are not conforming.  This is bringing flippers into the debt financed market at lower rates than if financed through hard money lenders.  Profits, on average are rising after renovation and the subsequent sale.  Lower interest rates and rising home prices contribute to increased profits.

It appears that banks and flippers have learned valuable lessons from the dark days of a few years ago.  The lenders are requiring more equity down and the flippers spend more time with their project to make sure they maximize the return on investment.

But this brings me back to my wife’s question – why aren’t we doing this?  The TV shows make this seem so easy.  While they are usually clear on the costs expended and the budgets, they are not clear on the source of funds.  When a TV show follows a team working on a house purchased for say $500,000 that needs $150,000 or more in renovations so that it can be sold for $850,000, they don’t tell the viewers the source of financing or the carrying costs nor do they tell you the amount of the owner’s equity.  When I put it that way to my wife who is relatively conservative and risk averse, she lets me change the channel to ESPN.

Many in the real estate industry were cautiously optimistic following the election of Donald Trump on November 8. For the first time, a real estate titan will occupy the Oval Office and Mr. Trump, it has been argued, will be good for real estate.  His policies should favor our industry.  For example, Mr. Trump has campaigned against Dodd-Frank, promising to repeal the law.  He has promised to roll back government regulation of the financial industry allowing banks more freedom to make loans.  And, he has promised to cut taxes.

        The immediate impact following Mr. Trump’s election has been record high closings on the stock exchanges.  Investors seem to be encouraged by the possibilities ahead.  However, the opposite seems to be happening with mortgage rates.  Since election day, mortgage rates have been slowly climbing.  30-year fixed rate mortgages were, on average on election day, 3.57%.  But, just last week, the average 30-year fixed rate mortgage was advertised at 4.03%, the highest since July of 2015.  While this rate is still historically low, the trends indicate that rates will continue to climb for the foreseeable future.  Rates are climbing despite the fact that the President Elect has yet to announce any new or concrete economic proposals or spending cuts.  The markets are simply reacting to campaign promises and rhetoric.

         What is likely to happen following inauguration day?  Bond rates have also been climbing since election day.  10-year treasury notes have risen from 1.85% to 2.24% in the week following the election.  This causes rates to rise and experts expect these rates to continue to rise.  Additionally, the Federal Reserve continues to suggest that it will raise its rates at an upcoming meeting.  This will also affect mortgage rates.  After inauguration, we can expect mortgage rates to continue to tick up as a result of these factors.   Unless Mr. Trump makes a radical change in policies, the trend will continue.

        In the short term, buyers will scramble to close on new homes quickly, hoping to catch rates while they remain low.  But, as rates increase, homes will become less affordable for buyers and sales will begin to slow.  By the end of 2017, some predict that housing inventory will begin to increase and prices will begin to fall.

        The first real estate president will have a great influence on our industry.  But it may not be what we have expected.  It might be negative.  Rate increases and severe tax cuts could lead to rising inflation.  It might not simply be higher mortgage rates that we have to worry about.  The residential sector should begin to brace.

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