The reason capital expenditures were a bit lower was because the roof, the windows and other upgrades have been made within the past 16 yrs.

So that dictated how we prioritized capital expenditure projects in the beginning. 

The GP is responsible for raising the equity and the Capital Expenditure Reserves from the LP.

@Brenden MitchumOn my spreadsheet I estimated 8% for capital expenditures coming in at about $1,600 annually on this property.

A simple coding system for company assets and expenditures (all within a single checking account) would satisfy the statutory requirement of reasonableness.

It is my understanding that lease commissions and major capital expenditures should not be included in NOI expenses since these are not directly related to the operational costs of maintaining the center.

We should instead work together to build a solution that ensures the moral support needed to get to a better place in life.I think the way the whole organization is structured will also provide another sense of accountability towards each other.Create a “Flip to Own” plan that lets future tenants be more involved with the initial renovation between occupants.Create a transparent “Monthly Operation Payment” that includes:An investment buy in (market value amortized over 30 years @ current market rate + .3%).Taxes & insurance (will also need renters insurance).Utilities (goal is to have a history of avgs, but will be paid as billed).Any cost associated with labor support for “Property Stewardship Guide” (basic cleaning and lawn care).Repairs and Maintenance budget (.1% market value, any expense related to maintaining current market value/ rent ready condition).Capital Expenditures- Major repair budget (.1% market value, any expense related to increasing market value and capital expenditures).Good neighbor assistance dues (.1% market value, covers accounting costs and assistance access).Create an app that makes monthly property management an easy habit.Pull information from Property Stewardship GuideIt keeps track of all the costs that determine the monthly payment, including utilities.It has a checklist of that months maintenance tasks, based on the standards of the GNA, that ensures the most effective life of the property.Have a portal to submit rent payments, using paypal or similar services.Build in an option to apply employee wages from the GNA as rent payments.Have a profile page with all the important dates and documents.Leverage these managing residents to build a coalition of labor support for the rest of the properties under the GNA umbrella.If they are all employees of the GNA non profit, then we can distribute benefits including healthcare, retirement savings, etc.Create a rolling pay scale:Offer work in exchange for equity ownership in other projects.When the current managing resident is ready to move, they can either cash out remaining repair budgets and equity, or leave their equity in and share the profits with GNA equal to their equity share.The managing resident will partner in the process of getting the house back to full market standards.Use the stockpiled repair budgets to fix their respective categories.Use built up equity if repair budgets don’t cover that cost.The remaining repair budgets will be applied as a direct principal payment.If the managing resident wants to cash out, then the GNA will buy back the property at the current market price.Both parties will pay their traditional closing costs if applicable.If the managing resident wants to remain an equity partner, then the title is changed to reflect that business relationship, and the managing resident receives monthly payments equal to their share of rental profits or interest payments of the next resident.Previous managing residents must create and manage their own LLC.If the previous resident has more than 50% ownership in the property, then they are in charge of managing the property.The monthly payment for the previous residents equity will be equal to their percentage of ownership times either the interest earned from the next resident’s purchase, or from the profits if it is run as a traditional rental.

Is there data supporting a date to sell prior to major expenditures that would maximize returns on a rental and selling price?

= Deal #1: Location: __________ 333- Message MePrice: __________Acquisition: __________Loan: __________Down Payment: (20%) - __________Closing Cost – (3%) – __________Due At Closing: __________Rehab Estimate: __________After Repair Value: __________Equity: __________Income:Rent: __________Washer/ Dryer: __________Parking: __________Storage: __________Monthly Gross: __________Expenses:Mortgage: __________Gas: __________PMI: __________Garbage: __________Electricity: __________Water & Sewer: __________Taxes: __________ /12 = __________Insurance {$100} /12 = $8.34Monthly Expenses: __________Expenses:Vacancy {5-10%}- __________Repairs and Maintenance {10%} - __________Cap Ex - {Capital Expenditures} {8%} - ________Management {10%} - __________Operating Expenses: __________ {Optional} Future Assumptions: Annual Income Growth: {2%} Annual PV Growth: {2%} Annual Expenses Growth: {2%} Sales Expenses: {9%} Totals: Monthly Income: __________ Monthly Expenses: __________ Monthly Cash Flow: __________ Total Cash Needed: __________ Cash On Cash Return: __________

I was wondering if anyone can help me understand at which point I should factor in the Capital Expenditures when evaluating a multifamily deal?