Poor service often leads to poor results. 

Main things we are looking for are:1) Are residents keeping property in decent shape2) Any leaks or issues that could lead to substantial damage3) Any capital repair concerns (mostly foundation) that we might need to address4) Long term guests who aren't on the lease, pets who they're not supposed to have, etc.We also change the furnace filters (because we don't trust them to do that), clean off the AC units and are considering cleaning the gutters for an added fee if tenants request it. 

I would like to see if there is any more lead time available or if North Carolina doesn't publish them. 

@Douglas GratzWhat market are you generating 1000 profit per unit?

It struck me that the people leading the City of Pomona and making very big decisions about housing for its citizens, but they know very little about the housing provider business (industry) and how it works.

It does NOT lead to more transparency.

I am trying to locate possible leads for cold calling and  I was looking into TLO.

An example problem statement that I may have stated (and built the software for) in 2003, when I started investing full time: Build a tool for lead generation that collects county records from the county recorder's office (and property card data), finds the recent first mortgage defaults  from trustees websites or public filings for properties that are between 1000 and 1700 square feet, in a neighborhood of 90% like-kind properties with greater than 20 parcels, houses built after 1978, that can cash flow at current rates when fully leveraged. 

We classify our VA tasks in Tiers.Tier 1 - Simple Admin Tasks and IntakeTier 2 - TriageTier 3 -  Front Office (Calls, Setting, Appointments, Follow-up, Lead Gen, etc.)Tier 4 - Back Office (Systems, CRM,  Billing, etc.)Tier 5 -  Subject Matter Expert Tasks (high stakes work) Most of our VA's do Tier 1 - 3. 

So maybe 50% of properties have a pool but the ones that do generate 70% of the revenue.