Commentary on the the U.S. Appraisal Market – Change is Coming

This article was first published in the Harbor View Advisors.

About John Martins

John is a Partner and Co-Founder of Harbor View Advisors. He brings over 20 years of experience as an investment banker, investor, equity research analyst and management consultant. John leads Harbor View’s Catalyst for Corporate Development practice where he helps clients fuel growth through acquired innovation. Prior to founding Harbor View, John was a Vice President in the Technology Research Group at Goldman, Sachs & Co. in New York. As a publishing analyst, John’s research spanned companies with a total market capitalization of $100 billion across five industries including payment processing, financial services, travel services, business process outsourcing and business intelligence. Companies under coverage included Accenture, Amdocs, Automatic Data Processing, ChoicePoint, EDS, First Data Corp, Fiserv, Hewitt Associates and Sabre. John’s experience also extends to the “buy-side” as a Partner at Camelot Capital, a hedge fund with targeted investments in public and private software and services companies. John led the investment decisions involving 80 companies in ten industries including business and financial services, payment processing, telecom services and security. Prior to joining Goldman, John worked as Principal for A.T. Kearney in Chicago where he managed global consulting engagements in the U.S., Australia, Brazil, Denmark, Sweden and the United Kingdom. John’s practice expertise included international supply chain, global sourcing, process reengineering and strategic planning. John was active in helping A.T. Kearney establish new offices in Australia and Brazil and facilitated the integration of a consulting firm acquisition in Denmark. A sample of his client engagements includes Visa, Sears, Rolls Royce and General Motors. John received a Bachelor of Arts degree from DePauw University and a Master of Business Administration (MBA) from The University of Chicago. Outside of Harbor View, John is an Ironman, part-time triathlete and a father of three.

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The Appraisal world is under intensifying pressure that will likely accelerate the pace of M&A consolidation.  We see the new “registry” component of the Dodd Frank rollback as another potential catalyst for consolidation in the fragmented appraiser and Appraisal Management Company (“AMC”) arenas.  In this note we highlight where the market is pricing transactions given recent notable deals, including CoreLogic’s high water mark of 13.5X EBITDA. While the larger captive AMCs appear to have satiated their acquisition appetite for now, we see newcomers gaining ground, particularly those with private equity backing, including LenderLive and Class Appraisals or public companies like Altisource (NASDAQ: ASPS) and Real Matters (TSE: REAL).  Further, the savvy independents are sure to make a play at accelerating growth through acquisition including Clear Capital, Dart Appraisal, LRES, Pro Teck and The William Fall Group.

Appraisals Rising

Beware of “small” rule changes

An executive at a leading MortageTech company once told me, “Beware of a seemingly small rule change in a highly regulated market like mortgages.  The impact can be deadly.”  The Appraisal world is facing one of these changes.  We see the new “registry” component of the Dodd Frank rollback as a potentially massive catalyst for consolidation in the fragmented appraiser and Appraisal Management Company (“AMC”) worlds.  The forces bashing this industry have been relentless:

  • Appraiser population demographics leading to supply “shocks”
  • Low margins and limited pricing power has advantaged only the largest providers
  • Domineering government sponsored enterprise rule changes (GSEs – Fannie, Freddie)
  • A fundamental change from a form-driven industry to more data-driven value proposition
  • Looming disruptive technology innovations from drones to mobility

As every AMC tries to navigate these headwinds, along comes the “registry” change whereby an incremental fee is about to hit every AMC’s panel of appraisers.  The larger providers are better positioned to absorb these new requirements and fees, however, basic math for the smaller AMCs suggests a new expense burden with no direct beneficial offset.  Further, each state is likely to implement differently, potentially creating a complex, expensive and risky compliance environment for the AMC industry.

Merger activity is heating up

Expect continued consolidation within the AMC world, and given the permanent economic impact of “registry”, there may be further pressure on sellers to realize the valuation multiples of recent transactions.  A review of recent AMC acquisitions suggests the market is pricing these assets between 6X – 8X EBITDA, with the exception of CoreLogic’s transactions as they were considerably above this range, continuing to set the market high water mark.  In our client work, the key valuation drivers have been scale, diversity of services and technology leverage.  See the table below for recent transactions:

Forces are driving greater scale and technology innovations

U.S. real estate assets are marked to market through a unique mechanism – the appraisal.  While much has been written about the aging population and brain drain among the 40,000+ U.S. residential and commercial property appraisers, little attention has focused on the key node in the system, the AMC.   The AMCs include large captives of loan, title or data service providers and more independent, often regional, companies.

Scale and technology forces will continue to define the landscape of players.  We expect the strong AMCs to strengthen further while the middle market is more likely to consolidate the smaller players.  We also expect technology advancement in key areas like mobility and analytics.  The GSE’s are likely to drive accelerated adoption of these technologies and more efficient approaches – further accelerating industry consolidation.

Expect consolidation to pick up in the middle market

The larger captive AMCs appear to have satiated their acquisition appetite for now and we don’t expect to see much from CoreLogic, ServiceLink or First American in the near term.  However, we see newcomers gaining ground, particularly those with private equity backing, including LenderLive and Class Appraisals or public companies like Altisource (NASDAQ: ASPS) and Real Matters (TSE: REAL).  Further, the savvy independents are sure to make a play at accelerating growth through acquisition including Dart Appraisal, LRES, The William Fall Group and Pro Teck. We have summarized the AMC market segments below:

USPAP Compliance and Desktop Appraisals

Many appraisers are worried that a so-called desktop appraisal will not be USPAP compliant if a third party to inspects and/or photographs the subject property.

USPAP does not make an issue of who inspects the property, nor who photographs it. USPAP does not require the appraiser to inspect the subject property. Nor does USPAP require the appraiser to photograph the subject property or the comparables. USPAP requires the appraiser to disclose the extent of the inspection of the subject property, which includes no inspection at all. Further, USPAP makes no mention of the need to include photographs of the subject as part of the formation of a credible value opinion. Both these requirements are a function of lender requirements, not USPAP.

Fannie Mae requires the appraiser to inspect the subject property, as well as to inspect the comparable property from at least the road in front of the it (assuming that’s possible). However, Fannie Mae has no requirements the appraiser take these photographs. In other words, a contractor the appraiser hires to take photographs could do this and the report would still be fully Fannie Mae, as well as USPAP, compliant.

An individual lender may require the appraiser to take the subject and comparable photographs him- or herself. If the appraiser agrees to this condition, then the appraiser has no choice but to do so. However, the key point here is that the appraiser personally taking the photographs of the subject and/or the comparables is a lender requirement, not a requirement of USPAP, and not necessarily a requirement of Fannie Mae.

Therefore, under certain conditions, an appraiser doing a desktop appraisal is perfectly USPAP compliant.  Providing photos is not significant appraisal assistance. The appraiser is under no ethical obligation to disclose the photographer’s name, nor the extent of his/her assistance.

Original Article Here

 

Voice of Appraisal E200 PARATRICE LOST?!?!

One Real Appraisal and Six Ways to Support One Adjustment

Full original article can be found hereAppraisers and real estate agents often ask what adjustments I use and/or how I support my adjustments.  The answer is that most properties require a different adjustment that is specific to its market (e.g. size, location, condition, etc.) and there are many different ways to support any individual adjustment.  No one method for supporting adjustments is perfect.  Appraisers should select the method or methods that will produce credible results for the given assignment and available data.

  1. Paired Sales – Paired sales are a cornerstone of textbook appraisals, but textbook cases of paired sales rarely occur in practice. In a common textbook scenario, paired sales are two sales that are the same in every way except the one factor for which the appraiser is trying to estimate an adjustment. For this reason, it is easy for appraisers to forget that a paired sale can have other differences (although it is important that the differences are minimal and that adjustments for the differences can be supported). In this assignment, my grid included four sales that had very little difference from one another except for GLA. After adjusting for a couple of minor factors, the paired sales all suggested an adjustment of $51 and $60 per square foot for GLA.
  2. Simple Linear Regression – I’ve blogged in the past about supporting adjustments, particularly GLA, using simple linear regression. Linear regression is basically analyzing trends in data.  For this assignment, simple linear regression suggests $53 per square foot when comparing sales price to GLA. Significant variation exists among the data of this sample, but the datum points are spread evenly along the entire regression line suggesting that the indicator is not being skewed by a small subset of outliers. It is okay if the properties in the sample have differences, however it is important to make sure to filter out differences that would skew toward one end of the range or the other. For example, if a larger site size also tends to include a larger home, then it would be important to make sure that the homes in the sample all have similar site sizes or the adjustment could be falsely overstated. Also, it is helpful to the outcome of the regression analysis that the subject property is in similar condition to the majority of the sales in the sample. The following chart shows the linear regression outcome in this appraisal.Simple Linear Regression Support Adjustment
  3. Grouped Data Analysis – This method is closely related to simple linear regression and is essentially many paired sales representing a fast way to estimate an adjustment simply by sorting comparable sales. This can be done using quick searches on the local multiple listing service or using data exported to a spreadsheet. But remember that the same factors that can skew linear regression will also skew grouped data analysis. For best results, it is important to sort out all of the features that might distort the results without sorting to the point where the sample sizes are small and wildly varied. For this assignment, I filtered out all ranch sales in the past two years with a lot size of 7,000 to 9,999 square feet, that feature two baths and three bedrooms, and that were built within ten years of the subject. Sales of homes meeting these criteria between 1,000 and 1,199 square feet have an average of 1,128 square feet and an average sale price of $212,637. Sales of homes meeting these criteria between 1,200 square feet and 1,299 square feet have an average of 1,253 square feet and an average sale price of $220,055. The difference between the average of these two sets is $7,418 and 125 square feet or $59 per square foot. The median could also be compared as well to provide another indicator that is less likely to be skewed by outliers.
  4. Depreciated Cost – The cost approach value in this assignment is consistent with values suggested by recent comparable sales. This suggests that the cost approach is likely valid and could be used as a way to test reasonableness or support adjustments. The subject’s original cost is estimated at $108 per square foot and the depreciated cost is estimated at $81 per square foot. A simple depreciated cost adjustment might not be a good adjustment to apply to comparable sales. This is because the depreciated cost is a straight-line measure from zero square feet all the way to the total area including the kitchen, bath, mechanical, and everything else in the house. For this adjustment, we are just looking for the value difference from a similar-sized comparable to the subject. To obtain this adjustment using the cost approach, I ran a cost estimate for the smallest comparable sale and another cost estimate for the largest comparable sale with no physical changes for anything other than living area (e.g. room count, garage, quality, and all other factors kept equal). The original cost difference between the low and the high came out to $79.53 per square foot. If this number is depreciated based on the cost approach in the appraisal, a reasonable adjustment of $60 per square foot of GLA is estimated.
  5. Income Approach – The income approach was not performed for this appraisal assignment, but if it had been, the income approach could have been used to support another indicator for the GLA adjustment. One way the income approach could be used to support a GLA adjustment is by taking the estimated loss or gain in rent from an additional square foot of living area (can be estimated using any of the above approaches except for cost) and apply a Gross Rent Multiplier (GRM). Critical to this approach is that the multiplier and rent estimates are market derived and that rent might be a consideration for the typical buyer.
  6. Sensitivity Analysis – This method is closely related to paired sales and I think it works best for secondary or tertiary support for an adjustment or helping to reconcile what adjustment is most effective. However, this method is not very useful if adjustments for other comparable sale differences are not accurate. Once all of the comparable sales have been placed side-by-side in a comparison grid and adjusted for all other factors using market derived adjustments, the appraiser can test different GLA adjustments to see what adjustment produces the tightest range of adjusted value indicators. If the appraiser is unsure by simply looking at the data, the Coefficient of Variation (CV) can be applied to each set of adjusted indicators to mathematically test what adjustment is producing the tightest range. The lower the CV, the better the adjustment is working within this sample of sales. Here is a link to a free CV calculator. Just enter your adjusted indicators separated by commas and press calculate. Then test another adjustment and repeat with the calculator. An appraiser could also set up a formula using the Worksheet function in a la mode Total to instantly provide the Coefficient of Variation. For this appraisal, sensitivity analysis helped me reconcile that the simple linear regression adjustment is most well-supported adjustment because it has the lowest CV as seen in the following table.

Paired Sales

Simple Linear Regression

Grouped Data

Depreciated Cost

Indicated GLA Adjustment

$51 or $60

$53

$59

$60

CV

0.00648 or 0.0082

0.00538

0.00734

\0.0082

None of the above methods for supporting an adjustment are without limitations and there are many more ways an appraiser could support an adjustment.  Although this is an example where data sets are particularly plentiful, the example shows that information does exist outside of textbooks for supporting adjustments; and when multiple approaches are combined and reconciled, a strong case for the appraiser’s conclusion can be made.  An appraiser won’t always need to go this far to support one adjustment, but if that one adjustment is crucial to the outcome of the appraisal or the appraiser believes they will be challenged on this adjustment, then the appraiser should expand and explore multiple methods for support.

By Gary F. Kristensen, SRA, IFA, AGA

Full original article can be found here

A Typical Work Day For An Appraiser

complete real estate answers, CREA, completeREAAppraisers are normally experts at analyzing real estate markets and property value, but appraisers who work from a home-based office or run their own small business may not be familiar with what it takes to manage an office.

It can often be time consuming and confusing, requiring a large chunk of time taken out of a work day (assuming one is working a normal 10-hour day), just trying to handle the small tedious tasks, such as organizing orders, calendar management, and keeping track of submitted orders to AMC companies, and making sure you are being compensated in time, if at all!

Even dealing with some of the AMC companies, is such a tedious task. Between keeping tabs on payment, receiving new orders, updating current orders, and submitting completed orders, often has me scrambling everywhere. Heaven forbid I should have to make an actual phone call to these AMC’s, will have me in a rage between being placed on hold from anywhere between 10-15 minutes, or even trying to communicate the purpose of my phone call (many of these AMC places outsource their staff to foreign countries, and the cultural gap in communication is significant!).

Ah, and I would be remised not to point out the ever so eloquent, Engagement Letters! Reading through one of these letters, often reminds me of those Snickers commercial they played during the Super Bowl a few years back…”Not going anywhere for a while?”.

If I have spent 1-2 hours trying to get through one of these letters would be a generous summation, but often times, that is not the case. Not only must you be careful to comply with USPAP requirements (this is always a given), but you must also be very careful to comply, understand and follow all the various AMC requirements/guidelines as well, and when you are dealing with multiple AMC’s, this can often times get very tortuous.

Every morning I wake up and ponder on how I can make my job/career more attractive, while maintaining a higher quality level, but spend less time on the menial tasks and ultimately make my life more rewarding and less stress full.

My colleague appraisers! Do you have any resolutions for me?

Thus far, what I have come up with is this:

compete real estate answers, CREA, CompteREAPreparation – be ready to handle the work load for the day. Ensuring that all technical infrastructures are in place and adequate (computers, software, phone, internet connections, etc..), which I have come to learn in my years in this business that you have to spend a good portion of your earnings on the technological portion in order to make the business work for you! I have to now think about office space that will allow me the ability to handle the increase in volume that I have been experiencing in just the past few months. Working from home has become a bit of a challenge, due to lack of space and infrastructure needs.

CopleteREA, CREA, Compete real estate ansersOrganization – Staying on top of time management; a) make sure to do your due diligence before going out on the field for inspections (navigate what your day is going to look like when driving between properties, keeping in mind time of day and any traffic concerns), b) Organize your orders mindfully, which often times will require a call to the MC explaining the situation, and you will be quite surprised to hear that they are often times willing to accommodate you.

compete real esate asnwers, CREA, CompeteREAAdministrative Support – A good assistant can make your life so much easier. They help you get more of the important work done, such as, help with calendar management, communicating with the various AMC’s, helping to maintain your high work standards, and also helping to alleviate some of the stress involved in this business.

So to recap; Preparation, Organization, Administrative Support and Marketing, are all crucial elements for a small business to thrive.

I have not yet delved into the marketing aspects on my blog site…..stay tuned for more to come…

Call or email Nana Smith with any questions:

NanaGsmith@gmail.com

203-858-6727

C.R.E.A. – comment and/or share your own experiance using this form;

Will the home appraisal industry be replaced by technology?

Automation haunts many discussions about the future of work, employment, and the economy. But technological advances may soon hit homes in an unexpected way: could real estate appraisers be replaced by robots?

That’s the conclusion of a recent article in Bloomberg, which discusses how advances in big data and computing are helping automate this knowledge-based job, perhaps a harbinger of how advances in machine learning mean an ever-widening circle of professions are at risk.

The future of the profession has become a topic due to a recent decision by Fannie Mae and Freddie Mac, two institutions that facilitate the flow of funding for home loans nationwide. In the past, both of these entities have occasionally allowed appraisal waivers when evaluating low-cost loans. But recently, they’ve changed their stance, starting up a program earlier this year that would waive the new appraisal requirement for homes where the loan-to-value ratio is low. Instead, they’ll accept any appraisals on file from the last five years. In June, Freddie Mac said it would start accepting automated valuations for some refinancing loans.

This decision will reduce the number of appraisals being requested, says Appraisal Institute President Jim Amorin, and implicitly suggests that a model with less human participation is just as good.

 

“There’s no replacement for an appraisal in most cases,” Amorin tells Curbed. “Many of the computer models use public information that hasn’t been verified. Even Zillow will tell you it’s an estimate, not an appraisal.”

A profession already feeling pressure

These policy shifts come during an unfortunate time for a profession watching its workforce slowly shrink. Today, there are currently 78,000 licensed appraisers in the U.S., says Amorin, whose organization represents roughly 20,000 of them. That is a steep drop from the 120,000 that performed the job five years ago.

Part of the decline is due to appraisers requiring extensive training and apprenticeships to become licensed, and part is due to diminishing fees, a result of the growth of appraisal management companies that work with lenders and take a portion of the final fee. The median age of an appraiser is roughly 52-55, says Amorin, suggesting the workforce is aging, retiring, and not being replenished.

“If numbers continue the way they are, there may not be enough appraisers to meet the needs of the marketplace,” says Amorin. “We worry about how the automated models will serve the needs of consumers.”

Computer estimates are closing the gap

At the same time, the technology now being cast as competition for appraisers is getting better and better. According to a Zillow engineer, the company’s Zestimate tool uses algorothms, machine learning, public records, MLS data, and information from brokers and users to create increasingly accurate value estimates. The models are continuously being trained on a daily basis to become more sophisticated; some are examining external imagesto better determine the “curb appeal” of a home Zillow even launched a $1 million Zillow Prize in May, similar to the Netflix Prize, to entice data scientists and researchers to improve the company’s algorithm and devise a more accurate method of estimating home values.

Zillow representatives noted multiple times they believe appraisals are valuable and in no way seek to replace the need for an appraisal.

Amorin believes that automated appraisals still focus too heavily on public data and often miss the little details and true picture of a property that creates an accurate value estimate. He believes you get what you pay for with automated models, and the work of an impartial appraiser is key to a functioning, transparent market.

But that doesn’t make him anti-technology. Amorin believes the future is in a marriage of man and machine, where humans and computer models combine for more accurate estimates. Appraisers get data that saves them time, while their estimates can be fed back into the algorithms and machine learning systems to make the estimates more accurate.

“If appraisers believe they can move forward doing what they’ve always done, they’ll go the way of the one-hour photo shop,” he says. “We have to adapt.”

By Patrick Sisson

Original article is here

The Narrative Appraisal Report

With a narrative style, the reporter does have more flexibility in the structure of the appraisal report and more flexibility in how the information is presented.

But even still, there is a method to the madness of the narrative format, and generally speaking, it follows this format: the first part of the report is the introductory part. The second part is the part where the appraisal problem is identified, discussed, and presented. The data is presented, and then analyses and the conclusions are presented. Finally the addenda is presented, which contains any and all supporting information.

DAY 4

 

Day 4, reflections of yesterday November 19thCREA, completeREA, Nana Smith, 203-858-6727, 203-212-3788

GOOD THING:

  • Did field work
  • Saw parts of Connecticut which one would love to see, if it would not be for working on reports.
  • Beautiful rolling hills, pastures and lamas!
  • Software did not crash
  • Thinking about #3. a lot!

 

BAD THINGS:

  • Nothing really exceptional had happened today
  • Still trying to figure out how I can make APPRAISAL business more SYSTEM oriented.
  • It’s almost like they (THE FNMA) came up with UAD to have all reports to look and sound conforming/systematized; its seems to me that this is what I have to do in my office. However: A) still do not know how to systemize everything, B) after I know, how do I implement, what I know.
  • Seems like cookie cutter appraising/assembly line to me, like in a factory, but I always thought that appraising was an art.

 

Nana

 

DAY 1

DAY 1-REFLECTIONS ON THE DAY BEFORE TODAY – THE SUNDAY

GOOD THING:CREA, CompeteREA, REal Estate

Firs time in past 8 weeks that I did not work a full day on Sunday.

I did some work in the morning and I did some work at night, but in the middle of the day I took off for few hours. We went in New York City and walked the campus of Colombia University, did a walk along the Hudson River in River Bank Park. After we had a bite in local creperie café. I love the energy of university campuses. Feels different and so energized.

BAD THING:

We returned home and I went in my office to do some work with the idea to put myself ahead of tomorrows’ reports deliveries.

I was appraising a typical ranch from 50s. Typical size, bedroom bath count. What was atypical about this ranch it was where this ranch was situated – on the border of two towns– Norwalk and New Canaan, being legally in Norwalk. So that immediate streets were in New Canaan, sleepy rich town with the homes values in high millions. Same typical ranches are 2-3 times higher in value in New Canaan than in Norwalk. I had to put extra research, analyses to deliver the value.

I worked about 90 minutes on my report, I have moved comps around, and I adjusted and re-adjusted over and over again. I forgot to mention that it was a purchase. Several times while working I had a thought: save all, go out to get washing detergent, but no I kept working.report appraisal, real esate, CREA

At the moment I thought- I am done, value is here, I heard a clicking sound, circuit breaker popped out and the computer shut down. I lost all work, its 8:30 pm. WCA software is acting up recently, and their “the latest and the greatest” updates do not deliver what is promised. THERE IS NO AUTOSAVED version of my report. In short, I had to re-enter all over again, all comps. I had to adjust again, move them around, and readjust again. I am still working on this report tonight, with a little bit more familiarity of where I am going with it now.

 

PCV Murcor

appraisalA must read for all appraisers! Please read comments too!

PCV Murcor

I stumbled upon this blog/article after PCV started boiling me, by giving me feedback. Deborah Smith (Apparently she is a vendor MANAGER) gave me 2ND OFFENSE on OFFENCE LEVEL , under the CATEGORY PCV Business Process/Practice,  and apparently action taken was COUNSELING. What a joke!

I am planning on writing a blog and hopefully article too which I will do my best to publish.

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Phone: +1 203 858 6727

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Nana G. Smith, Proprietor

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