Ken Lam accounting@ebrha.com | 510.893.9873 ext. 3
EBRHA OFFICERS
PRESIDENT Wayne C. Rowland
FIRST VICE PRESIDENT Luke Blacklidge
TREASURER Chris Moore
SECRETARY Fred Morse
EBRHA BOARD OF DIRECTORS
Francisco Acosta, Luke Blacklidge, Maya Clark, Jorge Jimenez Carmen Madden, Chris Moore, Courtney Morse, Fred Morse, Joshua Polston, Wayne C. Rowland, Jack Schwartz, Maria Recht, Aaron Young
PUBLISHED BY East Bay Rental Housing Association
PUBLISHER Derek Barnes
EDITOR Michelle Gamble
ART DIRECTOR Bree Montanarello
Rental Housing (ISSN 1930-2002-Periodicals Postage Paid at Oakland, California. POSTMASTER: Send address changes to RENTAL HOUSING, 3664 Grand Ave., Suite B, Oakland, CA 94610.
OAKLAND’S CAMPAIGN AGAINST ITS OWN HOUSING: POLICY BY PUNISHMENT
BY WAYNE ROWLAND, EBRHA BOARD PRESIDENT
There’s a simple rule that applies to nearly every government policy: whatever you encourage, you’ll get more of, and whatever you discourage, you’ll get less of. Economists might refer to this as a law of rational human behavior. Applied to housing, this principle explains much of what we’re seeing in Oakland today. And make no mistake, unlike Las Vegas, what happens in Oakland doesn’t stay in Oakland.
Policies that make it easier to maintain, reinvest, and responsibly manage homes lead to more of them. Those that make it harder, through excessive regulation, mounting fees or administrative overload, lead to less. Oakland’s housing policies, though wrapped in the language of “protection” and “equity,” have built a system that discourages investment and encourages capital flight. The outcomes are predictable: fewer small providers, less investment, and a steady loss of the very stability the city claims to value.
THE BUREAUCRATIC MAZE
Oakland’s rent registration system has become a symbol of this drift. An annual paper shuffle requiring the repeated submission of information, some of which the city already has. The process consumes hours that could be spent maintaining properties, addressing repairs, or managing relationships with residents. Instead, owners navigate a glitchy portal, duplicate forms, and notices triggered by other parts of the city’s labyrinthine bureaucracy. The system's complexity doesn’t create more housing; it doesn’t create better housing; it just creates more frustration.
And the micromanagement doesn’t stop there. Oakland now requires that with every rent increase, even the pitiful .8% allowable adjustment for 2025, housing providers must attach a copy of the official Rent Adjustment Program (RAP) notice and a copy of their current business license for the property. On top of that, the rent increase notice itself must now separately itemize the amount attributed
to the misleadingly titled “CPI adjustment” and that for “banked rent increases.” The result isn’t transparency, it’s attrition by bureaucracy.
Every new procedural demand sends the same message: that providing housing is less a business than a compliance exercise. And while owners are burdened with new reporting mandates, the city continues to expand its collection of sensitive personal and property data into systems that have already been compromised. Oakland’s own computer network has been hacked more than once, exposing financial data, social security numbers and personal information. Yet the city still requires housing providers to upload more; all in the name of protection. The irony is stark: the protectors can’t protect the data.
THE COST OF COMPLIANCE
Oakland’s incentive structure sends a clear message, and it’s not one that encourages the initiative of providing housing. Rent caps that lag far behind inflation make it nearly impossible to cover rising costs. Parcel taxes, piled on year after year, continue to grow even as services shrink. Even the basic requirement of obtaining a business license for rental property functions more as a revenue generation measure. For licensing, Oakland charges housing providers a gross receipts tax of $13.95 per thousand dollars of gross rent collected. The highest business tax rate in the city. It’s a tax on providing housing itself. Levied whether or not a property is operating at a profit, it penalizes the very activity the city depends upon to house its residents. And perhaps most revealing of all, if a small owner wants to stop renting and move back into their own home, say a modest three-bedroom house, the city requires payment of a tenant relocation fee of more than $12,000. That’s not a fine for wrongdoing; it’s a penalty for wanting to live in one’s own property.
To further compound matters, Oakland enforces a Vacant Unit Tax, similar to the San Francisco version. The same tax that was recently ruled unconstitutional by a California trial court. San Francisco has since suspended collection and enforcement of its tax pending the outcome of its appeal. Yet Oakland continues to impose its own version, targeting units that are temporarily vacant, under renovation, or between renters. The intention may be to spur occupancy, but the effect is to punish flexibility in property use and treat gaps in tenancy as some sort of act of defiance.
Wayne Rowland
For small providers, it’s just one more reason to question whether staying in the rental market is worth the risk. The irony is that these outcomes aren’t accidental, they’re entirely predictable. If you tax, cap, and penalize participation in Oakland’s housing market, you won’t get more housing … you’ll get less.
THE HIDDEN COST OF MISALIGNED INCENTIVES
Each new layer of compliance, every fee, filing and registration demand creates more friction and less trust. The city’s energy has become fixated on oversight rather than outcome. Meanwhile, the actual housing stock ages faster than it can be maintained, as owners drain resources managing paperwork rather than managing property. The most damaging cost isn’t monetary, it’s civic. Each new rule signals that housing providers are a problem to be managed, not partners in the city’s success. The predictable result is withdrawal. Investment slows, maintenance lags, and construction stalls. Eventually, what begins as overregulation ends as underproduction and flight of capital out of the city.
REVERSING COURSE
If Oakland wants to reverse this trajectory, it must reorient its housing policy toward outcomes, not optics. That starts by simplifying compliance, protecting private data, and removing penalties that make ordinary ownership feel adversarial. It also means revisiting the assumptions behind policies like rent registration, relocation fees, and the vacant unit tax; programs that may once have sounded fair but now function as obstacles. A healthy housing system doesn’t need endless supervision. It needs a framework that rewards responsible management and reinvestment. Because the law of incentives is impartial. It doesn’t respond to slogans; only to structure. Encourage responsible housing stewardship, and you’ll get more of it. Discourage it, and you’ll watch it disappear, one well-meaning policy at a time.
A SIMPLER FIX
Oakland can still correct the course. The simplest step would be to stop confusing oversight with progress. Ending the rent registration requirement would immediately free both property owners and city staff from a costly, time-wasting exercise that produces no housing and compromises privacy. Likewise, lowering the business tax rate, now the city’s highest at $13.95 per thousand dollars of rent, would send a powerful signal that Oakland values those who keep its citizens housed and its housing supply functioning. Real reform doesn’t require more regulations or new laws; it requires the humility to undo what isn’t working and the courage to reward the people who are. Sometimes the boldest reform isn’t what the government does next, but what it finally learns to stop doing. Wayne Rowland is the President of EBRHA’s Board of Directors.
providing rental housing?
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NOVEMBER 4
2-3:30PM The Roundtable Presented by Board President Wayne Rowland
* NOVEMBER 11
Veteran's Day
NOVEMBER 18 4-5:30PM Legislative Update Q&A and EBRHA Board Elections
* NOVEMBER 27-28
EBRHA Closed Thanksgiving
DECEMBER 4 5:30-7:30PM EBRHA Winter Mixer Eve's Waterfront, Oakland
DECEMBER 17
2-3:30PM
A Year in Review and Trends Presented by Intellirent
* DECEMBER 25 Christmas
* NON-EBRHA EVENTS
If you would like to submit an event, please send an email to editor@ebrha.com .
El Campanil Theatre
Welcome
A LETTER
FROM EBRHA CEO DEREK BARNES
California housing legislation and systems don’t need minor reforms. They need a major overhaul.
As we close out the year, it’s time for some real talk. Bay Area housing polices aren’t just ineffective, they can be pernicious, create persistent scarcity in the rental market, and contribute to our growing unhoused population.
For cities like Oakland with Rent Adjustment Programs (RAP) and Rent Board Appeal processes, there are a maze of delays, inconsistently applied standards, and legal ambiguities, where simple hearings and appeals drag on for months while owners lose time, money, and patience. City resources are strained, while taxpayer dollars fund bloated personnel budgets, inefficient processes and outdated systems.
Broken promises and unequal protections are the norm. The promise of optimized regulation or expedient due process hasn’t been realized at all. In fact, it may be getting worse. We cannot preserve housing affordability by strangling the very people providing it.
Many small housing providers see these policies for what they are: traps disguised as “tenant protections”. Inadequate performance metrics, customer feedback, and quality assurance processes make continuous improvements at RAP almost impossible. Additionally, a Rent Board that cannot process appeal cases efficiently or deliver fair, timely outcomes undermines everyone, renters included. It perpetuates division and undermines good relationships between renters and property owners too.
So, here’s my holiday wish. Every member, whether you own a single-family home, a duplex or 50 units, commits to attending at least two (2) municipal meetings in 2026 where housing policy is on the agenda.
If we do this together, we can mobilize over 200 voices a month across Alameda and Contra Costa counties. That’s
50 members each week showing up, speaking up, and telling their stories. Writing and calling municipal leaders is also effective. That level of turnout and engagement would be a gamechanger. In addition to our regular Red Alert emails and text messages we’ve published a new Municipal Regular Meeting Schedule in this issue to help members keep track of these important public sessions and agendas.
Rising costs and waning trust are still a growing public concern. Against the backdrop of spiraling employee wages and pension obligations, a declining revenue base, and years of unbalanced budgets, Oakland wants to further burden property owners with a massive tax hike to close a $40M gap in its General-Purpose Fund. Oaklanders are some of the highest tax-burdened residents in the Bay Area – all while residents experience declining critical city services with limited fiscal accountability.
Other East Bay cities like Alameda, Berkeley, Fremont, Hayward, San Leandro, Concord, and Richmond are not far behind. Property owners need to push back with a resounding NO to more taxation and municipal spending without Results-Based Accountability – a framework that ties spending to measurable community outcomes. In upcoming election years, it is our collective duty to stop the righteous recklessness of municipal leaders and public servants who fail to make ethical decisions or take responsibility for the damage they’ve caused to our cities.
In this issue, you’ll find powerful stories that reflect the multi-layered crisis and the shared opportunities facing housing providers. We examine how Sacramento’s density mandates (SB 79) risk overreach without fixing local regulatory dysfunction and market instability. Daniel Bornstein’s “Challenges for Housing Providers in 2026” paints a sobering picture of what’s ahead: Departments of Health and Urban Development (HUD) and Health and Human Services (HHS) program cuts, a tightening legal landscape, rising insurance costs, and continued activist-driven policymaking that punishes small rental owners, the backbone of our housing market, for simply trying to operate in systems that are often stacked against them.
Both small rental businesses and nonprofit housing operators are at a breaking point and here’s the truth. The future of housing will be decided locally in county board chambers, city council and special committee meetings.
Derek Barnes
EBRHA member engagement is no longer optional. It is required. We all can play a role to ensure new housing policy does no harm.
We track about 10 key cities across Alameda and Contra Costa counties. While attending many county and city council meetings each year, I have witnessed firsthand that when seats are filled by property owners and your passionate comments are made at local policy meetings, this swell of activism changes the trajectory of policy development. When we don’t show up, the only voices officials hear are the ones that misrepresent us and shape narratives that undervalue the service we provide to the community.
Yet amid these challenges, this issue also celebrates resilience. In “Property Owners Pay It Forward”, members are finding ways to give back, through mentorship, affordable unit preservation, and acts of generosity that remind us what real community looks like. The outcomes are clear:
“The future of housing will be decided locally in county board chambers, city council and special committee meetings.”
local ownership matters. It sustains culture, stabilizes families, and keeps decision-making grounded in people, not just building portfolios.
So, as 2025 ends, my message is this: Don’t retreat, re-engage. Push back where systems are failing us. Partner where collaboration is possible – you are not alone. Advocate and educate where there are gaps in understanding. Because the fight for fair housing policy is not about discouraging profit or pushing untested theories. It’s about preserving human connectedness and sharing resources. Land is liberation. Allowing greater access to the “American Dream” of homeownership and retaining strong property rights is the key to generational financial stability.
Let’s make 2026 the year that EBRHA members lead locally and help rebuild trust by setting the example of what public-private-partnerships can do to build strong and healthy housing markets.
L-R Gail Foster and Homy Sikaroudi with West Coast Premiere Construction at the Trade Expo
EBRHA Member Tammy Chen Talks with our Prize Giveaway Sponsor Signal Security at the Trade Expo
L-R Gina Maya and Domingo Martinez with General Roofing Co. at the Trade Expo
L-R Charles Alfonso, Dan Lieberman, David Chircop, Ron Kingston, Krista Gulbransen—Trade Expo Legislative Panel Discussion
L-R EBRHA Members of the Year winner, Mary Mockel, and Vendor of the Year, Nancy Fiame, with Bay Area Bin Support at the Trade Expo
L-R Bjarni Thorsteinsson and Bianca Moore with Floor & Decor at the Trade Expo
EBRHA members & guests—Trade Expo Legislative Panel Discussion
L-R Rufus Davis, Victoria Singleton, and Kelly Davis with the Oakland Housing Authority at the Trade Expo
L-R Board President, Wayne Rowland, with the opening message and Grant Chapell with NAI Northern CA gave his keynote address at the Trade Expo
Out & About
EBRHA MEETINGS, SPECIAL EVENTS, AND MEMBER MIXERS
Mayor Barbara Lee –Visit Oakland LGBTQ+ Pride Honors (Sept), Town
L-R EBRHA CEO Derek Barnes, House Minority Leader Hakeem Jeffries – CBCF Caribbean Day Festival (Sept), Dock5, Washington DC
L-R EBRHA Board Member Chris Moore, CA Senator Jesse Arreguin, Oakland Council President Kevin Jenkins, EBRHA CEO Derek Barnes –Arreguin Birthday Celebration, Two Pitchers Brewing Co, Oakland
L-R Alameda County Supervisors David Haubert (D1), Lena Tam (D3), Nate Miley (D4), Bay East Public Affairs Officer David Stark – Re-Elect Tam Kick-Off (Oct), Scott’s Seafood, Oakland
Board Member and recipient of the
L-R CM Jenkins’ Chief of Staff Patricia Brooks, EBRHA CEO Derek Barnes, Marriott International’s Julie Waters – Visit Oakland’s High Tea High Style (Oct), Claremont Hotel, Berkeley
Rep. Lateefah Simon’s District Director Eden Chan, EBRHA CEO Derek Barnes –
Annual CalRHA Mike Reilley Award Jack Schwartz – CalRHA Annual Board Meeting, Sacramento
L-R
OAACC Business Awards Luncheon, Scott’s Seafood, Oakland
Oakland
Bar, Oakland
L-R Anthony Rivera, Director EBMUD Ward 7 April Chan – Campaign Kick-Off Party (Oct), Fairview
Legislation
HOT OR COLD? A QUESTION ABOUT APPLIANCES
BY RON KINGSTON
We are devoting this article to one issue which every residential property owner, management company and affiliate that specializes in the maintenance, repair or replacement of refrigerators and stoves. Owners, managers and affiliates will find the following of great interest and will require changes in business practices.
A new state law will require every residential rental unit, for leases entered into, amended or extended on or after January 1, 2026, to have a working stove and refrigerator, with certain exceptions, in order to be deemed habitable.
The law provides that a dwelling is deemed untenantable in relation to an owner’s duty to ensure that the premises is intended for human habitation is fit for occupancy if lacks either:
· A stove that is maintained in good working order (which is not defined) and is capable of safely generating heat for cooking purposes. Further, it specifies that a stove that is subject to a recall by a manufacturer is not capable of safely generating heat for cooking purposes.
· A refrigerator that is maintained in good working order (once again this term is not defined) and capable of safely storing food. It specifies that a refrigerator that is subject to recall by the manufacturer is not capable of safely storing food.
Of noteworthy importance, the law requires an owner to repair or replace a stove or refrigerator within 30 days written notice by the renter should that appliance not safely generate heat for cooking purposes or safely store food in a refrigerator. This new requirement
will prove to be problematic in circumstances where replacement parts and/ or scheduling technicians to diagnose or repair the appliance cannot be made within 30 days.
Should one stove burner fail to be in “good working order” and the owner/agent receives a 30-day written notice,”will the owner/agent be forced to replace the whole stove on the 31st day? We simply cannot answer that question. Will this encourage renters to offer a new claim of habitability before a court? This type of claim is entirely possible.
The law requires the following statement in substantially the following form: “Under state law, the landlord is required to provide a refrigerator in good working order in your unit. By checking this box, you acknowledge that you have asked to bring your own refrigerator and that you are responsible for keeping that refrigerator in
working order.”
The refrigerator issue does not stop there. Renters may unilaterally decide that upon 30 days written notice to inform the owner/agent that at the end of that period, an owner/agent is to install a refrigerator in good working order in the dwelling. Dead stop. Owners/agents cannot condition a tenancy upon the renter providing their own refrigerator. And, if it is of any consequence, owners/agents will not be responsible for the maintenance of a refrigerator provided by the renter. What did the author of the bill say to justify the need for the bill? Most people ... expect a “working stove and refrigerator in a rental unit especially given that these basic necessities are difficult to move in and out of a dwelling. However, according to a 2022 article in the Los Angeles Times, it appears that not all property owners provide these basic appliances. (See e.g., Dillon, Liam, why
do so many apartments come without fridges? Inside the chilling mystery, Los Angeles Times, May 18, 2022.)”
The sponsors of the bill wrote in support of the bill: “Finding an affordable rental home in California is already extremely challenging for low-income renters. (Note: the new law exempts very low-income dwellings.) Making people pay more just to be able to store and cook food can mean the difference between finding a home or not. California has outdated laws that classify basic household appliances as “amenities” instead of a necessary part of a rental home.”
The legislative analysis states, this “bill makes clear that working stoves and refrigerators are more than mere “amenities.”
There are many issues the new law brings to the forefront. What requirements can the owner/agent impose on renters to keep property clean and maintain the appliances? What does the term “good working order” mean? Will owners be required to provide a refrigerator should the renter unilaterally decide they do not want to provide their own during the course of tenancy? We hope to address these issues in new and revised association forms.
The association will soon release: 1) a new lease addendum that will address the issue of changes to the habitability law regarding stoves and refrigerators; 2) amend the existing lease agreement, and 3) amend the move-in-premove-out and move-out form.
Stay informed.
Ron Kingston is president of California Strategic Advisors.
East Bay Apartment Advisor
As an owner of East Bay multiunit properties for 25 years, John Caronna has the knowledge and 14 years of invaluable experience to assist in anything regarding your property!
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328 Forest St. 4 plex in Oakland
Sold over listing price. Represented Seller.
987 Vermont street, Oakland 4 plex in Oakland
Sold! Represented Seller.
778 20th Street Oakland. Triplex. Represented Seller.
Antioch is considered one of the oldest towns in the state of California. Founded in 1850, Antioch began as a coal-mining and fishing town near the San Joaquin River. It is located at the edge of the Sacramento-San Joaquin River Delta. It offers a nice mix of riverfront views, wetlands and wildlife that makes it a picturesque location to settle down and live in. Its waterfront provides easy access to the Delta waterways, which makes it ideal for water lovers.
It is considered a diverse city, with a substantial Hispanic population and others from different cultural backgrounds. It’s also considered one of the fastest growing cities in the East Bay. As of 2024, Antioch’s population was 118,453, representing a growth rate of 2.7% since the 2020 census. Although a search on the Internet revealed that as of 2024 the annual growth rate was .49%, with a fluctuation in population toward 115,632.
Antioch also offers an historic downtown area with restored buildings, murals and events geared toward family life. Other spots of note include the El Campanil Theatre, which was constructed in 1928. This landmark plays host to concerts and plays. Other recreational facilities and activities include: the Contra Loma Regional Park, offering 780 acres of fishing, swimming hiking, biking, and nature studies; the Antioch/Oakley Regional Shoreline, offering pier fishing, picnic areas, swimming and more; the Black Diamond Mines Regional Preserve, featuring 60 miles of trails, old mining ruins, guided tours, hiking, biking, horseback riding and more; and
Antioch Dunes National Wildlife Refuge, offering safety and preservation for endangered species.
THE CITY AND PROPERTY OWNERSHIP
The City has some specific policies when it comes to property ownership and rent regulations. The following are some specific rules and regulations geared toward property owners and renters: Rent Stabilization Ordinance (RSO) commonly known as rent control. Under RSO property owners can raise rents to the lesser of 3% of 60% of the 12-month change in the Consumer Price Index (CPI) of the San Francisco-Oakland-Hayward area. Owners can only do one rent increase per 12-month cycle. American Legal Publishing added, “A reduction in housing services (e.g., removing something renters
depend on) can count as a rent increase under ordinance rules.”
Another Antioch-specific rule is the Tenant Protections and AntiHarassment Ordinance. This ordinance protects renters from property owners harassment.
The City coupled this law with its recently passed Just Cause eviction ordinance that expands protections for renters. If renters have been lawfully housed in a unit for at least six months, this ordinance requires property owners to present legal justification to evict under certain conditions. The ordinance also provides for relocation assistance. Property owners who must diplace renters under health and safety violations are required to pay renter relocation fees.
The City also has a number of
Antioch Marina
AVERAGE RENT
(1-2 bedrooms): $2650
Vacancy Rate: 4.5%
Rent Control: Yes, through rent stabilization laws
Just Cause Ordinance: Yes
Tenant Anti-Harassment Ordinance: Yes
DEMOGRAPHICS
Total residents: 116,000
36% Hispanics and Latinos
24% White
20% Blacks
15% Asians
other rules and regulations that apply to property ownership incentives, accessory dwelling units (ADUs), PACE Financing (Property Assessed Clean Energy), which finances programs to help property owners pay for energy, water conservation or renewable energy sources.
PROPERTY OWNER FRIENDLINESS
Is the City pro-owner or does it create a difficult environment? The answer is a mixed bag. The RSO is a pretty strict ordinance, with aggressive rent hike caps at 3% or 60% of CPI. It restricts rent hikes to annual increases. And the recent Just Cause eviction protections have made it more difficult coupled with the Anti-Harassment ordinance. These approved rules and regulations demonstrate the City’s leaning toward renter protections, with the intent to stabilizing housing for renters. It doesn’t mean the City doesn’t support property owners, but owners, who chose to do business in this region, need to adhere to the rules. It's good for renters, and owners who do purchase properties and play by the rules won’t mind.
Michelle Gamble is the editor of Rental Housing Magazine.
Antioch Chamber of Commerce
Educate
STRATEGIC PLANNING BOOKS FOR 2026
We asked property owners for their recommendations on the best planning books for 2026. Here are their suggestions.
The Intelligent Asset Allocator
Recommended by Casey Love, Owner and Founder, Farm and Country Insurance
After seeing countless farms go under because owners treated their property like emotional investments rather than strategic assets, this book changed how I advise clients on protection planning. Bernstein’s framework for diversifying risk applies directly to property portfolios — whether you own farmland, rental properties or commercial buildings. The book’s core principle about correlation coefficients hit home when I watched dairy farmers in our area lose everything in 2019. Those who had diversified into crop land or agritourism survived the milk price crash, while single-focus operations failed. Bernstein shows property owners how different asset classes move independently, reducing overall portfolio risk. His chapter on rebalancing strategies directly applies to property insurance limits. Post-pandemic, I’ve seen rebuilding costs jump 40-60% while most policies only increased 3-4% annually. Bernstein’s systematic rebalancing
approach helps property owners regularly reassess and adjust coverage limits before gaps become catastrophic. The book’s Monte Carlo simulations mirror what we see in farm insurance claims data. Properties with multiple income streams and proper risk allocation survive market downturns 73% better than concentrated holdings. Bernstein’s mathematical approach cuts through the emotional decision-making that destroys property wealth.
The Lean Startup Recommended by Eric Neuner, Founder Nushoe Inc.
After 30
years building NuShoe from a small cobbler chain into America’s largest shoe repair operation processing 1.5M returns annually, I’ve seen how critical strategic pivoting is for property-based businesses. This book fundamentally changed how I approach facility expansion and inventory management across our locations. Ries’ “Build-Measure-Learn” cycle directly applies to property investment decisions. When we expanded from Southern California, I used his validated learning approach instead of traditional real estate speculation. We tested smaller warehouse spaces in new markets before committing to major facilities — this prevented costly mistakes when we funded shipping logistics that varied dramatically between regions. The “pivot or per-
severe” framework saved us millions during the 2008 recession. Instead of holding onto underperforming retail locations, we pivoted our physical footprint toward mail-order fulfillment centers. Our San Diego facility now handles quality correction for millions of pairs annually because we learned to adapt our property strategy to market feedback. What makes this invaluable for property owners is the emphasis on data-driven decisions over gut feelings. Ries shows you how to test assumptions cheaply before making expensive property commitments. The lean methodology works whether you’re deciding between commercial locations or determining optimal warehouse configurations.
Getting to Your Yes
Recommended by Michael Weiss
After 40+ years negotiating everything from commercial aerospace contracts to real estate deals, this Harvard Negotiation Project classic remains my go-to strategic planning foundation. Property owners constantly negotiate —with renters, contractors, municipalities, and lenders — yet most approach these conversations as win-lose battles. Fisher and Ury’s “principled negotiation” framework saved one of my clients nearly $200,000 during a property tax reassessment dispute. Instead of fighting the assessor’s valuation head-on, we focused on shared interests: accurate market reflection and fair taxation. We
presented comparable sales data and highlighted the property’s unique limitations, reaching a mutually acceptable assessment that avoided costly litigation. The book’s emphasis on separating people from problems proves invaluable in property owner-renter disputes. I’ve seen commercial property owners destroy profitable longterm relationships by taking lease violations personally. When we focus on underlying business needs rather than positions, solutions emerge that preserve relationships and cash flow. Their BATNA (Best Alternative to Negotiated Agreement) concept forces property owners to think strategically before entering any discussion. Whether you’re renegotiating a triple net lease or resolving construction contract disputes, knowing your alternatives prevents emotional decision-making and creates leverage you didn’t know existed.
Good to Great Recommended by Sean Zavery, CEO, Greenlight Offer
After closing 15-20 deals monthly and growing from a husband-wife team to 13 people, Collins’ “flywheel concept” perfectly captures how sustainable property businesses actually scale. Most investors chase individual deals, but Collins shows how small, consistent actions compound into unstoppable momentum. When we started Greenlight Offer in 2016, I applied his
“Level 5 Leadership” principles by putting our team first instead of just focusing on transactions. We invested heavily in radio presence across Houston for five straight years – not because each ad immediately generated deals, but because consistent visibility created the flywheel effect Collins describes. The book’s emphasis on disciplined people and disciplined thought transformed how we evaluate properties. Instead of taking every deal, we developed clear criteria for our “hedgehog concept” – what we could be best at (cash offers), what drives our economic engine (volume through trust), and what we’re passionate about (solving homeowner problems). This focus helped us maintain our monthly deal flow even when competitors struggled. Collins’ research on companies that sustained growth for 15+ years particularly resonates as we expand into commercial real estate. His data shows that lasting success comes from building systems that work without the founder – exactly what we’re implementing as we scale across Texas.
Traction
Recommended by
Craig Flickinger, Founder, Burnt Bacon Web Design
Most property owners think they need better properties when they actually need better marketing channels. After 10+ years optimizing websites
“Whether you’re renegotiating a triple net lease or resolving construction contract disputes, knowing your alternatives prevents emotional decision-making and creates leverage you didn’t know existed.”
for hotels and hospitality clients, I’ve watched property owners burn through thousands of renovations while their occupancy rates stayed flat because nobody could find them online. The book’s Bullseye Framework changed everything for my hotel clients. One Salt Lake City boutique hotel owner was spending $15K monthly on random advertising with 40% occupancy. We applied the book’s systematic approach to test 19 different marketing channels in small batches — local SEO, Google My Business optimization, virtual tours and targeted content creation. Within six months, their direct bookings increased 180% and they hit 85% occupancy during peak season. The key was testing small, measuring everything, then doubling down on what worked instead of guessing. The book’s biggest insight is that most businesses fail because they never find their one scalable customer acquisition channel. Property owners especially need this systematic testing approach because real estate marketing is expensive to get wrong, but incredibly profitable when you nail it.
Saturday, Jan 31st 10:00am - 3:00pm
WHY
Learn about available non-profit programs in Alameda County for property owners and renters.
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Inform
FIGHTING CALIFORNIA’S HOUSING CRISIS OR IGNITING BACKLASH?
BY BOB VAUGHN
High-density housing has been an issue for years in highly populated areas like the East Bay. Senate Bill 79 (SB79) was signed into law October 10, 2025. In summary, SB79 aka the Abundant and Affordable Homes Near Transit Act primarily focuses on zoning issues within a defined radius of major transit stations. The issue of high-density housing in the East Bay and the Bay Area in general has been an ongoing push-pull between property owners, renters and government lawmakers as to how or
if it’s permitted in certain areas. In this particular case, SB79 allows more dense, multifamily housing in places where it might be currently restricted. Without digging too deeply into the bill, the real question begs the acceptance of high-density housing, especially in single family home communities that may not welcome a dearth of renters to come into neighborhoods often with already stressed infrastructures (water, roadways, garbage, public safety) unable to sustain hundreds or thousands of renters in need of housing.
On the flip side, the skyrocketing housing costs and affordability combined with shortages creates another kind of unsustainability. Communities need all levels of essential and nonessential workers to keep functioning. The conundrum rises from the need for balance and practicality. Many of these workers that not only keep the infrastructure functioning, but also work in positions that are often at minimum wage or slightly above simply can’t afford to work in the regions they serve. They often face finding housing far outside of the communi-
MICHAELVI/ADOBE STOCK
ties that they work in, and this causes a strain in a different way. If they have to pay for gas to drive sometimes 25 to 50 miles just to find work, it eats into family budgets and pressurizes the family unit where budgets get stretched and poverty ensues. On the other side of the issue, property owners are businesses and cannot house these families at low rents unless they participate in programs such as Section 8 housing vouchers.
The idea to zone areas to not only permit high-density housing, but also place those units close to public transportation makes sense. It’s far more practical, as it reduces strain on the infrastructure, especially on the roadways, reduces traffic congestion and enables families to find affordable housing in the regions in which they work and play. Bills like this one would also address one of the biggest problems in California, the affordable housing crisis. SB79 creates opportunities for mid-rise housing (apartments and condos) in areas previously reserved for single family housing. It cuts red tape so that developers that meet affordability, labor and other standards can bypass the typical zoning restrictions and get projects underway faster and more efficiently.
“As a property manager, I tend to see this development in a relatively positive light,” said Johana Williams, regional director, Utopia Development. “After all, it’s what the business is all about. More high-density housing means more properties to manage for us. But beyond that, I really think this could help alleviate the pressure on the state’s housing supply. It’s not a silver bullet, for sure, but it’s part of a solution.”
PROPERTY OWNER’S PERSPECTIVES
For property owners and investors, this kind of law offers numerous benefits.
Up-zoning can increase land values within the designated half-mile radius of the transportation hubs. This strategy could unlock high-density housing opportunities that have been blocked. This designated zoning allows more units per parcel of land, which is attractive to investors, developers and buyers. Now property owners must also understand the needs of the adjacent communities where single family property owners and renters may not appreciate what could be construed as “not-in-my-backyard” (NIMBY) perspectives. Consideration should be given to the communities impacted by the increase in population/renters in their localities.
Other benefits include increased flexibility to redevelop or partner with developers to create these housing units in collaboration. This translates into property owners being able to redevelop or sell properties to be turned into duplexes, fourplexes or larger multifamily buildings, which increases rental cash flow potential. Owners who do not wish to sell might consider teaming up with builders to redevelop their properties, keep equity, and gain passive income.
THE BALANCING ACT
The overall challenge rests in the fine balance of the communities impacted. “The big losers here are going to be single-family homeowners,” said Martin Orefice, CEO, Rent to Own
“ The conundrum rises from the need for balance and practicality.”
Labs. “Investors own plenty of single-family homes, but they also have deep pockets and can easily invest in these newer, high-density properties. Homeowners are going to be in a tough spot. If they don’t sell quickly, they risk leaving money on the table.”
It’s understandable that a perception exists among single family home owners that NIMBY matters to them. They don’t necessarily want all of these new renters to inundate their neighborhoods. And, in some cases when someone has paid perhaps millions for their homes and then to watch low-rise complexes go up, it can cause upset. Owners may worry about neighborhood change and impacts on things like school districts and especially traffic congestion.
Then property owners may face challenges, too. Property owners with rent-controlled or older affordable units may not be able to demolish and/ or redevelop their properties. Then any tax assessments may produce higher property taxes – although Prop 13 caps taxes for long-time owners.
The reality is California has an affordability problem linked to a housing shortage. We need solutions – and not all proposals or laws are going to please all of the people all of the time.
Bob Vaughn is a local Bay Area writer.
A REASON FOR CONCERN?
By Nick Heimlich, founder and attorney, Nick Heimlich Law
SB 79 has good intentions since there is an excess supply of over 2.5 million housing units as forecasted by the California Housing Partnership. Allowing taller housing in the area of transit hubs would allow the costs to be lowered, the possibilities of those renting apartments decreased, and local businesses would have an increased access to workers that do not have to travel the hours long to work there anymore. I have witnessed franchise owners and property owners missing good renters or employees due to the mere fact that the housing was not affordable in their locality.
Having said so, property owners have a reason to be concerned. In previous conflicts that I have dealt with, zoning has suddenly changed property values and this has caused expensive litigation. Societies fear that increasing height and density without corresponding improvements of schools, parking and utilities will overburden the neighborhoods.
Concisely, SB 79 has the potential to alleviate the shortage of housing, although its true effectiveness will rely on whether the state and local governments are accompanied by infrastructure to accommodate these new density regulations.
$AVE PROP
LOCAL TAXPAYER PROTECTION ACT TO 13
For nearly 50 years, Proposition 13 has protected California property owners from unfair and excessive taxation. But recent court rulings have weakened Prop 13’s safeguards, allowing local politicians and special interests to push new local taxes with just a simple majority vote.
The Local Taxpayer Protection Act is a proposed measure for the 2026 election that restores the full intent of Prop 13 and ensures that voters have the final say when it comes to local tax increases.
Donate to the EBRHA Community Impact Fund and help EBRHA support this new ballot measure to protect Prop 13.
What This Measure Will Do
Close the “Upland Loophole”
Stops local governments from using court-created loopholes to pass new taxes by simple majority vote.
Stop New Real Estate Transfer Taxes
Protects homeowners, rental housing providers, and small property owners from costly real estate “sales taxes” imposed when property changes hands.
Strengthen Prop 13 and Prop 218 Protections
Reaffirms limits on local taxation and requires clear, voter-approved consent for all local special taxes.
Reinforce Accountability and Transparency
Ensures that local governments can’t raise taxes without full disclosure and proper voter approval.
Advocate
CHALLENGES FOR HOUSING PROVIDERS IN 2026
BY DANIEL BORNSTEIN, ESQ.
As we nearly close the curtain on what has been a challenging year for rental housing providers, there is no reason to believe that the legal landscape in 2026 will be any more friendly for property owners forced to comply with an already maddening regulatory regime.
Unlike in years past, the rental housing community did not have to engage in an epic battle against big, bold initiatives aimed at repealing the decades-old Costa Hawkins Rental Act in 2025. Yet it didn’t stop militant renter advocates from trying to chip away at the rights of property owners in piecemeal fashion. If the rights of
property owners could not be wiped out through a sweeping bill, the next best thing is to incrementally change the law as these rights melt away slowly, like a candle.
We have to give credit to our industry partners in rallying opposition to several bills that have been defeated for now, most ominously a piece of legislation that would have lowered maximum allowable rent increases under state law and, by stripping exemptions, exposed a vast inventory of housing stock to rent control. Efforts to meddle with fees and screening charges have been shelved for the time being, but one thing we’ve learned about the renter rights camp is that they are a resilient bunch, and their agenda will march on. In short order, the California Legislative Renters Caucus has doubled in size. This rather exclusive group is composed of state lawmakers who are renters themselves and are adamant about giving other renters an elevated voice in the state legislature, and you can expect their cause to gain momentum.
When we think of new laws impacting property owners, we normally think of recently enacted state laws and local ordinances, but let’s not forget about the role of the judicial branch of government, tasked with interpreting the law and setting uniform policies in place to adjust to the changing times.
In 2026, housing providers need to be hyper-vigilant about staying up to date and following procedural requirements to the letter.
A case in point is a recent California Court of Appeal decision, Eshagian v. Cepeda. The court ruled that a threeday Notice to Pay Rent or Quit was
defective because it did not provide enough information for an “ordinary renter” to reasonably understand the deadline to pay rent and the consequences of failing to pay after the three-day window expires (excluding weekends and judicial holidays).
Many in our fraternity of property owners were aware of the court’s guidance and scrambled to add and fine-tune verbiage in their threeday notices to ensure that they were brought up into compliance. Countless more are still in the dark about the new verbiage that must be included in the notice. This underscores the importance for owners to tether themselves to an eviction attorney and/or an industry partner like the East Bay Rental Housing Association to stay abreast of an ever-changing regulatory regime.
More than ever, rent increases should be carefully reviewed in 2026.
Under current law, property owners face costly consequences when an illegal rent increase is discovered, but there may be additional hell to pay in light of another case that says an improper rent increase can amount to receiving stolen property, a criminal offense under California Penal Code § 496. Aggrieved renters who have paid too much rent can be emboldened to sue their property owner for up to three times the amount of their loss in civil courts.
In Randy Johnson v. Connie, LLC, the Court of Appeal for the 4th Appellate District left it up to a jury to decide whether a rent hike is so egregious that it warrants stiffer penalties. Although this is a binding precedent throughout California, it will be interesting to see how other courts will apply it, and how much latitude is given to attorneys representing renters who are looking to “shakedown” housing providers
who slip up by demanding more rent than what is legally due. Suffice it to say that, given new ammunition to sue property owners and the upside potential for windfall payouts, the legal counsel of renters will test the new case law and milk it for all it’s worth to inflict the most monetary damage on housing providers who charge more rent than what is legally allowed.
Renter attorneys, though perhaps not great litigators, are adept at identifying procedural errors, and the financial stakes for unsuspecting property owners who fumble have now gotten higher.
It is instructive to watch what is happening in Southern California, as it may shape the narrative in our region.
Southern California has become a laboratory of increased renter protections. Politicians, eager to appease
Connect
VENDOR PARTNERSHIPS PROTECT PROFITS AND PRESERVE PEACE
BY LYNN KREHER
When you’re in the property ownership and management business, a key to your success involves building invaluable, long-term vendor partnerships. In fact, experts say that vendor partnerships are the backbone of property management success. These partnerships allow owners to get better pricing, negotiate discounts, and create more favorable terms and conditions. Trusted partners can suggest improved or new alternatives to save money on things like routine maintenance, landscaping or even upgrades to the property’s interior. In the end, the company’s bottom line increases, and everyone, including the
vendors, wins.
Erica Fernwood of the Fernwood Team, said, “We greatly expanded the number of properties we can sell each month and reduced the time to market. Also, with a low-friction delivery process, our biggest source of new clients are referrals from existing clients. We make our vendors’ lives easier and ensure they make a lot of money through volume. We handle all client interaction so they can focus on what they do best. We also consult with our vendors, to help them grow their businesses. In 2017, I standardized all renovation components, which keeps costs lower and gives clients a real advantage. Because I have the right resources and skills in place, I
know exactly which vendor to bring in for each task. This takes the guesswork out of the process and removes extra decisions for my clients.”
“The real advantage it’s brought to my business is that it makes it much more seamless to buy and sell properties in markets where I have those relationships,” said Martin Orefice, CEO, Rent to Own Labs.
“Knowing I can just slot in a landscaping team makes it much easier to go ahead with big purchases. When I find a vendor I can work with in a city where I know I’ll have properties for a while, I do everything I can to stick with them.”
“We’ve observed that the most effective property managers and leasing
firms treat vendor relationships as strategic assets,” said Noah Albers, director of business development, AdvancedCB.com. “Typically, they start with a short-term pilot or trial period, often running multiple vendors in parallel, and then evaluate who produces the best results. It’s a smart approach. Many of our long-term clients began by testing us alongside another agency, and ultimately chose to stay with us.”
“As a vendor to property managers and rental housing owners, we deeply value long-term partnerships,” continued Albers. “From our side of the relationship, the most successful outcomes in debt recovery come from working closely over time with our clients, getting to know their communities, internal processes, and goals. That kind of relationship-building allows us to become a true extension of their team, not just a vendor providing a one-off service.”
RELIABLE, RESPONSIBLE PARTNERS
However, the value comes not just from increased revenue through savings, but also increases reliability and responsiveness to every issue, including emergencies or urgent situations. You never know when plumbing might break and leak, HVAC quits working, or electrical issues pop up. Reliable vendors are often available right away and responsive. Owners don’t have to do research, ask around, or arbitrarily pick a business. And, it works both ways to benefit everyone.
“When a vendor relationship is strong, the results compound over time,” explained Albers. “For example,
“I absolutely form long-term partnerships, but my criteria focuses on shared commitment to the property’s long-term value rather than just lowest bid.”
by partnering long-term, we’re able to refine recovery strategies that are specific to each property, track performance trends, and adapt to changing resident demographics. This reduces bad write-offs and increases recovered revenue. In some cases, we’ve helped property managers cut their delinquency losses in half year over year, simply by aligning more closely with their internal team and goals.”
“Long-term partnerships also reduce the time staff spend managing vendors. When there’s trust and proven results, property managers can focus more on leasing and resident experience instead of constantly shopping for services or putting out fires.”
“I absolutely form long-term partnerships, but my criteria focuses on shared commitment to the property’s long-term value rather than just lowest bid,” said David Brabant, owner, Creative Edge Pools. “I look for property managers who understand that proper pool maintenance prevents $15,000-30,000 emergency renovations down the line.”
“One apartment complex I work with has saved over $80,000 in major repairs over five years simply because we established a proactive maintenance schedule from day one,” continued Brabant. “The partnership results go beyond cost savings – properties with well-maintained pools and outdoor areas rent 40% faster in my experience. One property management client saw their pool-adjacent
units go from problem rentals to premium units after we redesigned their entire outdoor space. Renters now specifically request those units and stay longer because the outdoor environment feels like a resort amenity. My approach is being completely transparent about seasonal needs and emergency response capabilities upfront. I give property partners my direct cell and guarantee 24-hour response for safety issues, but I’m also honest about what constitutes a real emergency versus routine maintenance that can wait.”
“Our standardization and economies of scale reduces costs and brings properties to market faster,” added Fernwood. “Our client relationships and volume enables our vendors to focus on what they do best while we handle all the client interaction and make sure they’re well taken care of. For most of our core vendors, we’re their largest source of business, and we also consult with them to help grow their business.”
“We expanded our business significantly without adding more team members,” Fernwood continued. “Because of our ongoing relationships and the volume of work we provide, our vendors have a genuine interest in seeing our clients succeed. In summary, our processes and specialized vendors allow us to provide clients with a complete solution.”
Lynn
Kreher is a Bay Area writer.
Inspire
PROPERTY OWNERS PAY IT FORWARD
BY MICHELLE GAMBLE
It’s the giving season. Property owners, who are often members of their own communities, enjoy stepping beyond the business of rentals and doing things to benefit others. It’s not just about collecting rents or even reducing rents under special circumstances. Many property owners choose to participate in regional charities to build a better community and even a world filled with hope and peace for prosperity.
As a property owner, what kinds of charitable activities can you participate in and support? The following are some examples of the kinds of charitable activities property owners can do to help others.
OFFER TEMPORARY HOUSING
Habitat for Humanity has been a longstanding charity known to build shelter and housing for families in crisis. Many property owners get involved. “My philosophy on charitable giving is that it is a virtuous cycle,” said John Swan, who runs a real estate investment company. “I choose to volunteer regularly with Habitat for Humanity in Charlotte.
“I like to volunteer within a space that is related to my core business,” he explained. “I believe I have more to offer in that regard. I primarily volunteer with Habitat for Humanity. I’ve probably built an entire house with Habitat at this point. During the holidays I participated in toy drives and in 2024 organized food, toys, and other supplies sent to Asheville, NC to support Hurricane Helene clean -up efforts. I choose these charities because they all give back to the state and area I have lived my entire life. Specifically Habitat; they build houses
for individuals in the community. I also like the Habitat‘s model, as the future owner must help build for a certain number of hours and take classes on home maintenance and finances to qualify. In my opinion, it is a great program that is actually helping people get out of the cycle of poverty and
building wealth for their family.”
REDUCED RENTS OR FREE UNITS
Owners who identify families in need may opt to designate at least one unit as a haven for those people under financial duress due to job loss or illness
or temporarily reduce rents until the renter recovers. Owners may decide to offer these benefits to veterans, seniors or domestic violence survivors who need not only housing but also safety. Owners who reduce the rent need to identify a limit to it. Otherwise, the financial impacts can be difficult.
“Property owners, who are often members of their own communities, enjoy stepping beyond the business of rentals and doing things to benefit others.”
An agreement on the duration of the relief should be reached as part of the lease or month-to-month contract. This approach enables owners to help but not be taken advantage of over the long term. If an owner does decide to provide free housing, it’s not advisable to leave it open-ended. Practical advice would be to give the renter enough time to recover, but not indefinitely receive free housing.
DESIGNATE AN AREA TO OFFER ADUs
Owners, who have open land, can provide, build or donate accessory dwelling units (ADUs) or small houses from companies like Tesla or Amazon or others. These tiny houses can be as affordable as $1,000 each and be placed on the property or donated. Given that California has a well-known housing shortage and a homelessness rate, this idea not only helps get people off the streets, but enhances public safety and sanitation, too.
WILDLIFE PRESERVE DONATIONS
A fresh idea, especially if you own high-density housing units, would be to contribute to wildlife preserves or regional parks. People need nature, and it can be hard to experience the natural world when structures are built around it. In the Bay Area many wetlands and preserves exist. For ex-
ample, off Highway 37 near Vallejo, a beautiful waterfowl preserve shows off the majestic birds and other waterfowl in their natural habitats. It’s a nice gesture to show your renters you care about their environment.
RENEWABLE ENERGY DONATIONS
Solar panels create energy-efficient homes and multi-unit complexes. Many owners can get rebates for adding solar panels, and in turn, owners can give back. Install the panels and then donate the excess energy credits to low-income households. It not only helps the environment, but also assists families in need.
PROPERTY DONATIONS
Consider gifting property to local universities, nonprofits or housing trusts. If you have properties that could benefit these populations, it’s a nice give-back to the community that supports your business.
You will find dozens of opportunities to give back to your communities if you get creative. You can also do financial literacy workshops, provide student housing scholarships, or offer space for nonprofit offices. Giving back offers rewards for both parties. It’s a win-win.
Michelle
Gamble is the editor of Rental Housing Magazine.
Inspire
INSPIRATIONAL
DECORATING IDEAS FOR THE HOLIDAYS
Holidays offer a wonderful opportunity to celebrate the spirit of the season. Many property owners and managers who oversee multi-unit complexes or apartments, often host common areas, such as club houses, gyms, playgrounds, dog parks, or community spaces. When the holidays roll around, it’s not only fun to decorate the common spaces, but it’s joyful. Owners do need to consider that renters come from diverse backgrounds, so the holiday themes need to be more open and nonspecific to any one theme, but more universal. The following describes some fantastic ideas on how to organize and decorate common spaces during any holiday season.
CELEBRATING COLOR
JAMES M. CLEAVER, FIELD PAINT PROS
I’ve worked with several property managers over my 25 years in the business, and the smartest ones focus on paint and color changes rather than decorations. One complex I’ve painted three times now switches their common area accent walls seasonally, including warm oranges for fall, deep reds for winter, and fresh greens for spring. The game-changer is using removable wall decals and stencils over a neutral base coat. I painted the lobby of a 40-unit complex with a light gray base, and now the manager just adds seasonal stenciled borders twice a year. Takes me half a day versus a full
repaint, and renters love seeing the space refresh. What really works is painting designated “seasonal zones” – like one accent wall in the mailroom or laundry area. I use high-quality paint that can handle multiple color changes without primer each time. The property manager at Maple Ridge Apartments saw a noticeable uptick in lease renewals after we started doing their seasonal accent wall program. The trick is planning these zones during your regular painting schedule. When I’m already there doing touch-ups or unit turnovers, adding a seasonal color change costs them maybe 20% more but gives them year-round flexibility without calling in decorators.
WORKING WITH SEASONAL CHANGES
MARIA WAYMIRE, IVORY MEADOWS WEDDINGS
After running a wedding venue on 83 acres for years and managing our family’s greenhouse business, I’ve learned that working with seasonal changes instead of fighting them is everything. At Ivory Meadows, I rotate our common area decorations based on what actually thrives each season rather than forcing expensive artificial displays. For spring and summer, I focus on our covered patio space with bistro lighting and seasonal planters filled with whatever’s growing well locally — usually bright florals and lush greenery. Fall gets warm-toned elements like lanterns and mini pumpkins scattered around seating areas, while winter means switching to white and silver accents with pine branches that guests can actually enjoy during heated outdoor gatherings. The game-changer has been creating what I call “anchor points” — our fire-pit area and covered patio spaces that stay functional year-round but get seasonal touches. Instead of decorating every corner, I concentrate efforts on these two spots where people naturally gather. This approach cuts our seasonal decoration budget by about 40% while actually getting more positive feedback from guests who use these spaces regularly.
RENTER CONTROL OVER COMMON AREAS
MARTIN OREFICE, CEO, RENT TO OWN ATLANTA
One of the ways I try to empower my renters and create a sense of commu-
nity is by giving them control over how common spaces are decorated, including for the holidays. My larger properties with common areas all have a renter advisory board with small budgets for things like decorations, activities and parties. Some go all-out for the holidays, others don’t bother, but by creating space for people to have more control over their homes, I’m able to boost retention and cut down on complaints that escalate to my level.
As someone who has managed concrete coatings for residential and commercial properties across four states, I’ve found that seasonal decorating works best when you create protected zones rather than decorating directly on surfaces. Most property managers miss this completely. The game-changer is installing temporary protective
floor films during heavy decoration periods. I’ve seen properties reduce their floor maintenance costs by 60% just by using clear protective films under Christmas trees and holiday displays. One Cincinnati property I worked with saved $4,200 in repairs last year by using these films during their fall and winter decorating seasons. Skip the traditional approach of scattered decorations throughout common areas. Instead, designate specific “decoration zones” with proper underlayment protection. We installed polyaspartic coatings in one Indianapolis complex’s community room specifically because they wanted a surface that could handle seasonal weight changes and potential spills from decorative elements. The biggest mistake I see is property managers using decorations with metal bases directly on floors during humid months. The condensation creates permanent staining that requires complete surface refinishing. Always use breathable barrier pads under any seasonal displays.
Member Spotlight
FIRE AND WATER DAMAGE RECOVERY
MARIA JAMES, OWNER
Fire and Water Damage Recovery is committed to delivering dependable, professional restoration services at a fair price. It is our employee’s performance and dedication to excellence that allows us to honor our commitments to customers. Honoring commitments to employees, customers and the company will assure a financially secure business and dependable employer. Fire & Water Damage Recovery
What are the most common water damage issues you get called upon to fix for property owners?
Toilet, sink and bathtub overflows, sewage under house, smoke damage, mold and board ups.
Describe one of the worst issues water damage causes and how to prevent it.
Mold starts to grow 24 to 48 hours after water has been left unattended. The trick is to get the drying started right away and don’t ignore a problem when you think you might have one.
What do renters often do to cause damage versus natural problems?
The biggest problem with renters is they don’t let the property manager know right away, especially if they caused the problem. This causes mold which is much more expensive than a clean water problem. And if a renter is worried about something they are
doing (too many people in a unit, pet, meth lab, etc.) they don’t let the property manager inspect.
What can property owners do in terms of routine maintenance to prevent these problems?
Make sure the renter feels safe to call them and report leaks. When a plumber comes to do anything, have him walk the whole unit and replace anything that looks worn. Keep dryer vents clean. Make sure renters know how to turn off the water to the unit or to the street.
No. #1 piece of advice you would give property owners about water damage.
Make sure you vet your vendor before an emergency occurs. There are wolves out there ready to take advantage and fire chasers listening to the fire department radios. Three in the morning is not the right time to talk about price and licensing!
Looking Back at 2025: Overcoming the Challenges
BY MICHELLE GAMBLE
In 2025, some of the biggest challenges to property owners involved shifting renter expectations, financial concerns with high interest rates and escalating property costs, and regulatory influences that make it harder to do business. A lot of pressure exists to balance affordability and rent costs.
Rents, especially in the Bay Area, remain high and often rise faster than renters’ incomes, making it squeeze the individual’s and families’ budgets. It puts a strain on many reliable, good renters. Owners have to balance what the market will bear versus what renters can pay or afford. So, many issues have hammered the industry itself, and property owners scramble to strategically get out ahead of the problems rather than lose business or succumb to them.
INCREASED INSURANCE COSTS
Keeping the fine line between escalating costs and renter needs means solving ongoing challenges that escalated in 2025. Consider the big one right now, which is insurance costs. Insurance premiums have escalated, especially here in California where natural disasters forced providers to increase their rates or completely withdraw from the state. Many owners from the Pacific Palisades fires reported their insurance policies were canceled often weeks or months before the fires. This left owners vulnerable, and some had paid into those policies often for years. Those owners have also faced the regulations being issued by the local government that doesn’t promote rebuilding and actually creates barriers to it. While this happened in Southern California, it could easily occur in the East Bay, too.
According to an AI response on Google, “California property insurance premiums have risen significantly, with the online marketplace Insurify projecting an overall increase of about 21 percent for 2025,” which is a significant increase when you consider the total costs. Major insurers have received approved rate hikes, including State Farm’s 17% increase for homeowners and Allstate’s 34% rise for homeowners in late 2024. These increases are a response to increased claims from catastrophic wildfires and other extreme weather events, leading to higher repair costs and a greater need for reinsurance.
“State and local leaders and property owners do need to balance the needs of owners with the health and safety of renters.”
What were the biggest drivers of the insurance rate hikes?
These issues include the wildfires that burned down the Palisades and Altadena regions that increased insurance claims. Reinsurance costs designed to cover catastrophic losses, and the cost of this coverage has increased, which then gets passed on to the owners. Higher repairs costs for material and labor to fix damages. And, insurance companies have been working to implement better cost programs.
INTEREST RATES
The interest rates issue dogged all of 2025. The average interest rates in 2025 were between 4.25% and 4.50%, which went down in September to 4% to 4.50%. These rates are on the high side, as historically the federal funds rate has averaged around 2% to 3% over the long term. Interest rates dramatically rose, according to financial experts, due to post-pandemic inflation.
Interest rates shape the whole housing market, so it’s important to see the rates decrease in order for property owners to flourish. At 4% to 4.5% that meant that mortgages stayed in the 6% to 7% range for much of 2025, which is very high. It stagnated the market because property owners didn’t expand their businesses/properties. Investments weren’t made in housing, and that’s not productive for California that suffers a housing inventory and affordability crisis. And new buyers reduced their acquisitions when faced with larger monthly mortgage payments, which in turn, decreased the number of sales.
These same high interest rates impacted the supply chain and loans for things like renovations, upgrades to appliances and structures, repairs to broken systems that can be costly like HVAC or roof replacements. It created a boomerang effect that pressured owners to increase rents to cover costs. Since housing starts directly impact the economy, this situation, especially in California, created overall rising costs of business and living. Home ownership itself went out of reach for the average citizen.
UNTENABLE RENT INCREASES
Another major concern that evolved in 2025 was the increase in costs coupled with overall rising costs to do business. It pinched the budgets of many property owners that were forced due to economic viability to increase rents. “My
biggest challenge this year was striking a balance between meeting my rising costs and keeping my units occupied,” said Martin Orefice, founder of Rent to Own Labs. “Raising rents too quickly tends to do more harm than good. I focused on two areas: cutting costs wherever possible, and keeping rent increases low for my most reliable renters.”
A big driver in rent increases involves rising maintenance costs. “The number one challenge facing property owners going into 2026 is rising repair costs,” said Rob Carrillo, property manager, Haggerty Co. “We continue to see repair and maintenance prices increase as vendors are forced to pass on their rising material costs onto their customers. This is why avoiding deferred maintenance is pivotal in trying to help circumvent these rising costs. If we can identify issues early then we can get at them when they are less severe and less costly. So we can steer clear of having to address these issues when they have become larger as has their costs. And this is why the need for regular inspections is a necessity.”
Another unexpected cost comes from owners who have properties under the supervision of a homeowner’s association (HOA). The increased rules and restrictions can inadvertently increase costs that get passed down to renters. Larry Kirschner, partner with HOA Loan Services, said, “Increasing HOA dues and assessments can be expensive, and where do these costs land? On renters. There are over 300,000 associations (HOAs, POAs, condo and townhome associations) in the country so chances are good that a large number of property owners have property within a planned community.”
According to Jason Fox, branch manager and influencer with NMLs, “As a mortgage lender and personal owner of 18 homes, (17 rentals, one primary) the biggest issue that I’m facing is rising cost with HOAs and condo dues. Last year we had assessments of over $25,000 that were due right away just to bring the HOA’s and condo reserves up. Because of the new inspection requirements (reserve study) this is making it very hard to profit from real estate rental condos. With the high interest rates and these new fees, homeowners and investors are having trouble affording the mortgage payments. Going into 2026, I see rents going up again and homeowners looking to take cash out of their homes just to pay the bills.”
These increases can spiral out of control. Renters on fixed incomes often facing annual rent increases feel the effects. It caused some renters to default on their rent and be forced to
move out. This unpaid rent and loss of money from vacancies can be costly. Renters often can’t help it, as millions of Americans face inflation that outpaces wages, increases vacancies and rent payments. Also, on a side note: this kind of market pressure keeps many renters from ever achieving the dream of home ownership. High rents and inflation leave people with little extra money to save for things like down payments.
OVER-REGULATION
The regulatory environment in California has also cost property owners and created dozens of challenges. Some of the key examples of regulatory pressures in California include:
California Environmental Quality Act (CEQA), which requires a comprehensive environmental review for development projects. It is being criticized for delaying or blocking housing construction. In a state suffering from an affordable housing crisis and a need for increased inventory, this regulation hurts more than it helps.
Zoning and local government opposition that creates resistance for development, strict zoning laws, and restrictions on multi-family units. In this issue, we will be discussing the impact of restrictions on high-density housing. These pressures slow down construction of new housing.
The big one, disclosure and mitigation requirements,
especially in wild-fire zones. California has suffered numerous fires in the last several years. New laws require sellers to disclose wildfire risks and retrofit for safety measures. This adds additional costs.
Balcony and structural laws, a big one in the East Bay, require inspections, safety upgrades for older buildings. These extra and sometimes unanticipated expenses often delay or reduce property values.
IN PERSPECTIVE
State and local leaders and property owners do need to balance the needs of owners with the health and safety of renters. However, this balance needs to consider all aspects of the challenges property owners face going into 2026. Owners need to stay actively engaged in local and state politics, policies and outcomes to stay informed and plan ahead. Owners also need to be heard and respected. Sometimes the community needs seem to trump owner business requirements just to operate. Property ownership is not a social program to solve renter needs. It does require compassion, consideration and appreciation for challenges on both sides. Equal weight given produces overall positive outcomes.
Michelle Gamble is the editor of Rental Housing Magazine.
Reflections on 2025 and VISIONS FOR 2026
BY GRANT CHAPPELL
As we close out another turbulent year in the market, many owners feel a level of fatigue in managing real estate. Sluggish rents, increasing operating costs, new regulations and pitiful rent increases that do little to offset rising expenses. Insurance used to be an afterthought in a transaction, where we now submit applications before opening escrow to see what options a buyer can pursue given limited choices for older apartment buildings. In uncertain times, banks tend to tighten underwriting guidelines, making it tougher to secure refinance and purchase loans.
In reflecting back on the year, the jolt in early April’s “Liberation Day” with tariffs and visa policy changes, including with our allies, threw the stock market in a free fall. For weeks, a cloud of uncertainty loomed, especially with Big Tech, on how to navigate the new administration. As I wrapped up the article, a new announcement on H-1B Visas made headlines, imposing another cost for employers, notably Big Tech that relies on immigrants to come to the US and fill critical roles. The Bay Area’s heavy reliance on Tech, Biotech and AI industries magnify the need for clarity on how companies can adapt and grow under a new set of rules. As of late September, Big Tech accounted for nine of the 10 most valuable companies based on stock price and market capitalization.
Without taking up too much space in this article to debate the merits of each policy change, they all create more red tape for some companies to navigate, with a larger impact on the Bay Area. Other industries, such as energy and manufacturing, received regulatory relief, but they make up a smaller portion of the CA industry. Job growth and office space expansion bodes well for the apartment market with
AI’s growth in San Francisco providing the most growth.
On the national level, Q3 ended with solid stock market returns and buoyant values in Crypto, along with Gold, as investors eye safe havens from inflation. Real Estate investments have historically offered a solid hedge against inflation. At the recent EBRHA Trade Show, one long-term owner and board member relayed stories investing in late 1970s and early 80s in which the inflation rates were in excess of the 15% mortgages on the properties. In their mind: “You could not go wrong as inflation kept pushing the value of the real estate higher “
So why, until recently, were we not seeing the type of high sales volume consistently through each quarter as we did both pre and post-COVID? Inflation and high interest rates, along with sluggish rents and high operating costs leave many investors sidelined. “Unless it’s a good deal, I don’t need more headaches.” We hear this often in cold calling the market as operating properties requires more diligence and oversight.
As we will discuss in this article, supply and demand continue to plague the East Bay, primarily Oakland and Berkeley with other distressed sales in outlying markets. In my speech at the Trade Show, I noted that Jerry Brown’s vision for 10,000 new units in downtown Oakland finally came to fruition, yet absent the renter demand to meet the developer’s rental rate target to make construction costs pencil. Consequently, many projects are in default, bankruptcy or selling 40%-plus off of the most recent assessed value on the tax bill.
RENTS
Rents in San Francisco reached the highest level since COVID with $3,520 for a 1-bedroom and broke a new record
“Inflation and high interest rates, along with sluggish rents and high operating costs leave many investors sidelined.”
of $5,000 for a 2-bedroom, according to a recent Zumper rent report. Many property owners who own on both sides of the Bay are still waiting for the “spillover effect” of renters from SF going to the East Bay. San Francisco apartment vacancies rarely last a weekend given the high demand and scarce availability.
The return to office work policy by tech has propelled this rent growth, along with more companies leasing space in San Francisco, often at lower office rents than pre-2020. The return-to-office policies also served as a mechanism to weed out employees reluctant to return four or five days a week. With AI Companies serving as the driving force for job growth, companies like Salesforce and Microsoft have announced “restructuring” and “layoffs” as new AI Tools handle more customer service and entry-level sales jobs easier to replace.
INSURANCE
Outside of the CA Fair Plan, finding a suitable policy that does not dig into the property NOI is a difficult task. We often shop through two or three brokers just to find a policy under $1,000/unit. The turn time is much slower as there are fewer carriers, and hardly any “admitted carriers” handling older
properties. We’re often seeing separate habitability policies from building policy.
We’ve closed several deals with Roger Larson of TWFG in Walnut Creek this year. It seems that each one mostly works out in the end, at least in the range we were trying to hit. Often, he will tell us some carriers will decline over having too many policies in one specific area. We had a listing in downtown Oakland that was turned down in March, but then approved in June with the same carrier. Steve Edrington, an EBRHA member, made a good point about the Tradeshow with “admitted” vs “surplus” carriers as the state of CA will not pay out a claim on a surplus carrier if it goes under, where an admitted they would still tap into a reserve account that all admitted carriers are required to pay into.
INTEREST RATES
Given how much media space The Federal Reserve has taken this year with both personnel issues and friction with the White House, I’ve grown more accustomed to taking their words, and actions, with a grain of salt. Deciding to lower rates twice in 24’ only pushed US Treasuries lower for a couple of weeks before going way up again, albeit not as high as the peaks of mid 23’ and 24’. This recent decision to only lower 0.25% vs 0.5% that other Fed Governors had called for was disappointing.
In past recessions or “crises,” the Fed‘s actions had a more profound effect on US Treasuries, a key benchmark for pricing residential and commercial loans. The elevated treasury rates reflect stubbornly high inflation and growing national
debt. The Fed historically has purchased US Treasuries and Mortgage Backed Securities as a way to prop up the housing market and economy under what was called “quantitative easing,” a favorite of Paul Krugman.
In 2018, we did three sales with loan assumptions as quotes were in the high 4%, low 5% range with treasuries near 3%. We were elated two weeks ago to receive a 5.7%, five-year fixed quote, no points through Chase. Fannie and Freddie options, while offering better rates, often carry heavier insurance requirements that are burdensome for these older properties. Chase’s acquisition of First Republic has opened some doors for loan assumptions on former FRB loans with decent terms remaining on the fixed rate period.
DISTRESSED SALES
“Does history repeat itself? No, but it often rhymes.” This comes to mind when reflecting back on data for this article going back to the early 2010s. Sales volume for foreclosures and short sales went through the roof on the two- to four -unit properties, with a modest amount coming from 5+ unit sales. This cycle we have yet to see an influx of mid-size 5+ unit apartment buildings, with the exception of large, distressed portfolios in SF and Oakland.
In mid-September, the Business Times reported that three office buildings in downtown Oakland, including the iconic Tribune Tower went into foreclosure with more than $111 million in debt from a 2022 refinance. The buildings were less than 40% occupied, with no clear path to stabilize and support the debt. Vacancy in downtown has consistently hovered around 30% to 35% for the last three years as companies elected to leave Oakland versus renew leases.
By late September, several media outlets, including the San Francisco Chronicle reported that a $650 million loan tied to a Veritas portfolio of approximately 1,600 units spread across 66 buildings was headed to foreclosure. A long-term client asked my opinion and I relayed that it did not surprise me and they are not alone. All major players who purchased large tranches of properties at high GRM and price/unit metrics have lost buildings to foreclosure in the last two years.
Newly constructed properties continue to sell at discounted values. We’ve reported on these in prior articles, but the trend seems to be picking up steam in Berkeley given the glut of new construction and modest growth in student population. In Berkeley this year, five properties totaling just over 600 units have either sold via foreclosure, gone into bankruptcy or sold 40% below the assessed value on the tax bill. By our estimates, it equates to $208 million in volume at $355,000/unit.
In Oakland, we are temporarily seeing fewer foreclosures on larger assets, but several deals trading well below assessed value on the tax bill. For years, these devel-
opers had been offering upwards of three months’ free rent to fill the units, an unsustainable practice. In Q2 and Q3, two separate highrise properties, 224 and 254 units sold for 61,000,000 and 99,000,000, or an average of $331,000/unit, well below replacement cost. A similar trend on rent controlled 10 - 50+ unit properties in Oakland has emerged with investors as a low basis on the purchase is more important than cash flow day one.
FIVE-PLUS UNIT SALES
The high interest rate environment and loss of First Republic Bank in 2023 dealt a large blow to the Bay Area apartment sales market. Many of the most sluggish quarters occurred over that stretch until finally picking up towards the end of 2024 and carrying on into this year. Two large, distressed Oakland portfolios skew the number for Q4 24’s and Q2 25’. Without those two large portfolios, the totals would be approximately $32 million lower in Q4 24’ and $75 million in Q2 25’.
Looking at both cities, you can see the declining sales volume trends that trail the downward movement in interest rates. Similarly, price/unit and price/foot also show a “softer landing” over the last two years and investors roll the dice on purchasing at some of the best intrinsic value we’ve seen in nearly 15 years. I asked my colleague Tim Warren about what he’s seeing in the market. He relayed that: “Investors seem to be more focused on the basis when they look at a deal and then pivot to see if the ‘cashflows pencil‘ as many deals have vacancy and other issues to address. Overall, this feels like one of the best buying opportunities in years.”
LOOKING FORWARD TO 2026
While value-add buyers still comprise a vast majority of the purchases, 1031 buyers tend to materialize and pay decent prices. It’s an encouraging sign as some of these buyers sold assets outside of the East Bay and are enticed by the price/ unit and returns. We’ve gone through the exercise of looking in other markets outside of the Bay Area and it takes a lot of work to sift through all the overpriced assets and find something that pencils. It’s an easier exercise in our own backyard.
As I’ve detailed distressed sales going back over a year, the reset in pricing has already happened in Oakland and Berkeley, largely due to supply and demand. Other markets will catch up and see a correction. It’s inevitable. But it feels like we’re in the 5th inning of this ballgame as interest rates are finally coming down, rents in San Francisco are peaking and Oakland rents feel like they’re bottoming out. The year 2026 should start to pivot back to a seller’s market as fewer distressed sales become available and rates continue their downward trend.
Grant Chappell is principle at NAI NorCal.
Industry Partners
PARTNERS THAT ARE OFFERING SPECIAL OFFERS TO EBRHA MEMBERS VISIT: EBRHA.COM/INDUSTRY-PARTNERS TO LEARN MORE
ACCESSORY
DWELLING UNITS
Adapt Dwellings, Inc.
510.749.4880 adaptdwellings.com
ACCOUNTING, COLLECTIONS & TAX
Balanced Asset Solutions
805.284.1950 balancedassetsolutions.com
AFFILIATIONS
ALN Apartment Data
800.643.6416 alndata.com
ASSOCIATIONS
Berkeley Property Owners Association
510.525.3666 bpoa.org
Concord Chamber of Commerce
925.658.1181
ATTORNEYS & LEGAL SUPPORT
Burnham Brown
510.444.6800 burnhambrown.com
Barth Calderon LLP
714.704.4828 barthattorneys.com
BRAND PROMOTION MATERIALS
Bay Area
Bernard, Balgley & Bonaccorsi
510.791.1888 dbonaccorsi@3blawfirm.com
Bornstein Law 415.409.7611 daniel@bornstein.law
California Strategic Advisors 916.447.7229 calstrategic.com
Law Office of John Gutierrez 510.647.0602 jgutierrezlaw.com
Shepherd Law Group 510.531.0129 theshepherdlawgroup.co
The Law Offices of Alan J. Horwitz alanhorwitzlaw.com
Great Escape Service and Inspections 415.566.1479 service@greatescapeservice.com Greentree Property Maintenance 415.854.9495 greentreemaintenance.com info@greentreemaintenance.com
COMMUNITY PARTNERS
A-1 Community Housing Services 510.674.9227 a1chs.org
Abode Services 510.657.7409 abode.org
Alameda County Housing Provider Resource Center 510.868.0070 achprc.org
For banked rent increases, property owners must provide a copy of their current Business Tax Certificate. For CPI only increases, property owners must provide a copy of their current Business Tax Certificate or a copy of a payment plan with the City for delinquent business taxes. Contact a RAP Housing Counselor at 510-238-3721 or rap@oaklandca.gov.
CPI Announcement
Effective August 1, 2025 to July 31, 2026, the CPI is 0.8%.
Banking
Effective January 1, 2026, banked rent increases will be reduced from ten (10) years to five (5) years. Banking is currently capped at 2.4%.
The RAP Notice
Every rent increase notice must include the Notice to Tenants of the Residential Rent Adjustment Program form (known as the "RAP Notice").
RAP Appointment Request
Portal
To request an appointment with a RAP Housing Counselor or Rent Registry Staff, visit http://apps.oaklandca.gov
RAP FEE Increase
Council has approved an increase to the Rent Adjustment Program Fee from $101/unit to $137/unit. Collection at the new rate begins January 1, 2026 Owners who timely pay the annual RAP fee are allowed to pass on half of the fee ($68.50) to tenants for the current year.
Recent Change to Just Cause
Certain No-Fault Evictions for property owners who are delinquent on their business taxes are prohibited.
Rent Registration in Oakland
The City of Oakland requires rental property owners to register their units annually. The next Registration cycle begins January 1, 2026. The deadline to register or renew will be March 2, 2026. For more information on rent registration or renewal, visit RAP’s website at www.oaklandca.gov/RAP and click on "City of Oakland Rent Registry”
Last Look
GIFTS THAT BUILD RENTER LOYALTY
It’s the giving season. Many property owners not only want to but enjoy giving their renters gifts. Here are some wonderful ideas on what to give your renters.
Removable window grilles that attach to the glass. It’s a fun and unusual gift idea for renters. The grills are renter-friendly because they instantly add character to plain windows, yet they can be removed easily for cleaning – or permanently without leaving a trace. For property owners looking for thoughtful holiday gifts, these grilles give renters a way to customize their space without risking their deposit. They also fit older rentals where charm is a selling point, but permanent renovations aren’t practical. You can check out the website and gallery. For more information, send an email to orders@forgottenmountain.com
GrowScripts Plant Care Kits: One idea that works really well for renters is our GrowScripts Plant Care
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Kits (growscripts.com) grow food anywhere, no yard required. They’re pre-measured and super easy to use, so even someone with just a small patio or windowsill can grow fresh herbs, greens, berries, or a patio fruit tree.
Wooden Sound System: This interesting gift idea will please many hardcore podcaster listeners, and it would make a wonderful renter gift, as a handcrafted music and podcast speaker. You can discover it here: bitti-gitti.com/products/the-woodensound-system.
Fifth Fork Ceramic Canister Set: This fun and elegant canister set is more than just kitchen storage. It adds a daily dose of charm to any kitchen or coffee bar. The set is high-quality ceramic with eco-friendly bamboo lids. It is a perfect gift for coffee and tea lovers or anyone who wants to add an extra fun spark to their kitchen counter. For information, visit www.fifthfork.com
Stainless steel tumblers, like Yetis, are always a hit. They’re durable, useful year-round, and make renters feel like they’re getting a premium gift. Branded bottle opener keychains are another favorite because they’re practical, small and travel easily. For something more out of the box, we’ve seen custom holiday ornaments be a big success. They’re personal, seasonal, and renters tend to keep them for years, meaning your brand becomes an integral part of their holiday tradition. For information, visit montereycompany.com.
Wisconsin Winter Comfort
Box: This cozy curated box features tea, cookies, a kitchen towel, and other seasonal comforts. It’s compact and easy to store, while still delivering that warm holiday feeling. Ideal for property managers who want to make renters feel at home without giving bulky or impersonal gifts. For more information, send an email to jerina@jnjgiftsandmore.com
Acceptance of an advertisement by this magazine does not necessarily
express or implied, of the advertiser or any goods or services offered.
EAST BAY
LOCAL KNOWLEDGE, LOCAL SUPPORT, LOCAL ADVOCACY, WHEN YOU NEED IT.
RENTAL HOUSING ASSOCIATION (EBRHA) is a nonprofit trade organization representing rental owners and managers of apartment buildings and communities, small multi-unit properties (2-4 homes), condominiums, and single family homes. EBRHA members range in size from small investors with just one property to large property management companies that own or manage hundreds of units. Our membership consists of more than 1,500 rental housing owners, property managers, attorneys and other service contractors. Altogether, EBRHA represents over 43,000 rental units and serves over 25 cities throughout Alameda and Contra Costa counties.
EDUCATION,
NETWORKING, & EVENTS:
• Monthly Mixers to meet other housing providers in our community
• Annual in-person events to learn about industry resources and trends
• Open Q+A sessions with board members, industr y experts, and other seasoned providers
• Weekly Webinars featuring new services, products, laws, forms, and more!
INDUSTRY UPDATES:
• Subscription to bi-monthly Rental Housing magazine, monthly Rentrospect newsletter, and weekly digest.
• Newsflash, Red Alerts, and more virtual message updates from EBRHA
COMPLIANCE
• EBRHA RPM Certification Courses included with membership
• 1:1 support to help you navigate current laws
• The latest Rental Forms with optional 1:1 consultations (available 24/7 through our digital library)
• Reliable renter screening services through Intellirent
ADVOCACY
• Committees organized around our efforts and mission
• Legal & Political Action Funds
• Rallies, designated lobbyist efforts, and active bill tracking
WHY SHOULD YOU RENEW YOUR EBRHA MEMBERSHIP? ASK YOURSELF:
Has managing rental property expectations/ relationships been a challenge in recent months? Are there unit vacancies you need to fill right now?
Is it difficult to constantly navigate all the housing legislative changes?
Are you worried about the protection of your property rights?
Do you have at-risk renters who have been paying rent reliably this year? Have any of your renters not paid rent OR are they paying reduced rent?
Are you unsure who’s defending your business interests?
Are you concerned about the health of your rental housing business in 2025?
Why not join EBRHA?
If you answered “YES” to any of the questions above, then EBRHA is a partner that you can’t afford to be without. Membership provides endless benefits!
