THE CAMPUS ADVANTAGE ROADMAP TO STUDENT HOUSING SITE SELECTION, LEASE-UP AND STABILIZATION – PART 1

March 28, 2019

Campus Advantage’s “Ten Steps to Prepare for Your Next Student Housing Development,” serves as an excellent road map for developers who are new to the student housing sector. The article explores everything from identifying feasible development sites to leasing up and stabilizing a newly constructed asset.

Cushman & Wakefield recently spoke to Madison Meier, Vice President at Campus Advantage, about how the 10-step process applies to one of the student housing developer and operator’s newest assets in Gainesville, Florida. The 235-unit, 618-bed property is within walking distance to the University of Florida, and is scheduled to open fall 2020.

Below is part one of our discussion with Ms. Meier, which has been edited for length.

Step 1: Engage a student housing operator to perform a market analysis and feasibility study.

SL: Since Campus Advantage is a student housing operator, I assume this function was performed in-house. Can you elaborate on why this is the essential first step of the process and what market dynamics convinced Campus Advantage to build in Gainesville?

MM: The Market Analysis & Feasibility Study is the essential first step as it allows us to determine the depth of the market. Then we can evaluate what students are looking for in the market, and uncover what the market is lacking, so the development can differentiate itself. In Gainesville, the strong enrollment and projected enrollment growth, along with the current market occupancies and leasing velocity, revealed demand for additional student housing near the university. Newer supply close to campus was preleasing at a rapid rate with minimal concessions, an indicator of the strong demand for new product type in a premier location. Campus Advantage also had prior operating experience in the Gainesville market, which further strengthened our desire to re-enter with a new development.

Step 2: Study the pipeline for future development

SL: What did your research uncover in relation to Gainesville’s on- and off-campus pipeline, and how did this information affect your decision to build a new project?

MM: Like many student housing markets throughout the U.S., Gainesville has a robust off-campus housing pipeline, and it is likely that three other developments will also deliver in 2020. However, the proposed development’s extremely low capture ratio of 1.4%, the university’s projected enrollment growth, and the development’s proximity to campus helped mitigate supply concerns. Plus, there is a secondary source of demand within the market from Santa Fe Community College, so it’s likely the project will attract these full-time students as well. As development supply increases throughout the U.S., our consulting team has evolved from relying on supply/demand metrics to assess project feasibility to instead focus on recommendations to differentiate developments within the marketplace to mitigate lease-up risk.

Step 3: Solicit feedback on your unit mix

SL: What market research was performed to determine the property’s unit mix, and why do you think this unit mix will be successful?

MM: While in Gainesville, the team spoke with undergraduates, graduates and medical students since the development is located near the residency hospital. It was confirmed that a majority of the graduate and medical students were seeking smaller units, either studios, one bedrooms, or two bedrooms. Due to the prime location of the development in relation to classrooms and the Greek houses, it was determined that all student demographics would be targeted, therefore a diverse unit mix ranging from studios to six bedrooms was proposed.

Step 4: Incorporate the operator’s preferred unit layouts

SL: What unit-mix experience in your other complexes helped shape the unit mix in Gainesville?

MM: Campus Advantage has seen success with a mix of 10% one bedrooms, 30% two bedrooms, and 60% four bedrooms. If three, five, or six bedrooms are included, the four-bedroom percentage is typically decreased. When we determined that the Gainesville development would attract all demographics due to the location and amenities, this standard mix was implemented, except for the larger unit percentage was increased slightly due to the high undergraduate population and the lack of five and six bedrooms in the market.

Step 5: Design your amenity space with your operator

SL: What are your overall thoughts on which amenities appeal to today’s students, and are they incorporated into the Gainesville project?

MM: Amenity trends have shifted, and students are now more drawn to amenities that promote socialization, health and wellness, and academic success. Feedback from students in Gainesville indicated an interest in:

  • A fitness wing that features a cardio room, free weight room and boxing equipment
  • A mini market with fresh snack and drink options
  • A coffee bar / lounge for studying
  • Study rooms on each floor for private/ small group study sessions
  • A pool and courtyard where students can relax or use the furniture to study outdoors
  • A pet-friendly environment with a dog park

Stay tuned for Part 2 of this series, which will explore Campus Advantage’s steps 5-10 on how to prepare for you next student housing development.

Madison Meier, Vice President, Campus Advantage

Madison Meier joined Campus Advantage in 2007 in Manhattan, Kansas, at the first property the company acquired. Madison has played an integral part in growing and diversifying the management platform and has established numerous relationships with owners and investors throughout the student housing industry. She has also evolved the consulting division by strengthening the company’s consulting studies with her operational insight and creating deliverables that showcase the extensive industry-wide knowledge and experience within the organization.

Shawn Lubic, Director – Student Housing Capital Markets, Cushman & Wakefield

With 24 years of commercial real estate experience, Shawn is a recognized expert in investment sales brokerage and financial analysis/valuation across all commercial property types. With a specialty in student housing, Shawn has extensive experience in the disposition of investment grade real estate for private and institutional clients on a local, regional and national level.

The Creation of a Student Housing Platform

February 27, 2019

An entrepreneur at heart, Travis Prince made his foray into investment real estate in 1999 buying and renting out houses throughout Nashville, Tennessee. Travis sold his holdings and moved to Tampa with aspirations of becoming the next South Florida real estate tycoon. In 2006, it became clear his path in real estate would look a bit different than planned— he transitioned to commercial real estate brokerage, joining Marcus & Millichap as a multifamily specialist. Eventually, a trip to Gainesville, Florida to inspect a student housing property would change the trajectory of his career. He has been selling student housing assets ever since.

Fast forward to April 2018. Since the beginning of my career, I have been interested in the Student Housing sector. Therefore, I was thrilled when I saw the internal announcement come over the wire that Travis had been hired to create a national student housing platform at our firm. I emailed him a note of congratulations and told him of my interest in student housing and my past experience in the space. We have gotten to know each other over the past year and I see why C&W has chosen Travis to create the student platform.

Travis was kind enough to take time out of his busy schedule to elaborate on his background, why he chose Cushman & Wakefield and what the future holds. Please find my Q&A with Executive Managing Director Travis Prince below:

SL: How did the Opportunity to create Cushman & Wakefield’s national student platform evolve?

TP: In 2010 I started a very small Real Estate Private Equity shop and have done numerous direct and joint-venture investments in multifamily, senior housing and recently launched a company developing self-storage from the ground up. In the initial years, I was buying exclusively conventional multifamily with a partner in Nashville. Through that, I met a number of brokers at a company called MHA, founded by Marc Robinson and Josh Goldfarb. Three years ago, Cushman acquired MHA, and Marc reached out to me and told me how great the firm’s platform was and that I needed to come over and run the student housing business. I was focused on other projects at the time and, candidly, wasn’t sure how much longer I was going to stay in brokerage, so I didn’t jump at the opportunity. Fast forward a couple years and I met Larry Richey (Florida Managing Principal for Cushman & Wakefield). Circumstances had evolved and Larry and I really connected, so I did my due diligence and was thoroughly impressed with everyone I met and made the move.

SL: What about Cushman & Wakefield drew you to the opportunity?

TP: When I started to meet the people at Cushman, I was most impressed by the professionalism, talent and drive. What sealed the deal for me, was the entrepreneurial approach of a massive global operation and a culture of collaboration I’d never seen in the industry.

SL: How is your team at Cushman & Wakefield unique when compared to your competitors?

TP: As I mentioned, we’re a huge global organization that’s still very entrepreneurial. We have tremendous teams with resources that can help clients execute on any phase of their business plan. The level of collaboration here is truly a radical concept in our business. Other firms promote collaboration but they do not achieve it the way Cushman does. I have helped recruit a few groups to the firm since I have been here and it’s been very satisfying to witness their level of excitement about what’s possible here at Cushman. Executing on the clients’ mission is 100% the priority without regard to who gets the fee or the accolades. It’s impressive and it’s given me a renewed excitement for the brokerage business.

SL: What were the growing pains in 2018 associated with kicking off the new platform?

TP: There is no great time to make a move, but I transitioned in early April and it was just me initially, so I had to rebuild the entire team. After I settled in, I brought over my lead analyst, Victoria Marks, who has been with me for almost 6 years. After Victoria, it took a few months to find an exceptional Brokerage Coordinator, Erica Groom, to lead the marketing efforts. It wasn’t until July that we could execute on a BOV, so we missed the important window of spring / summer prospecting to drive listing assignments in August.

SL: Were you able to overcome the delay? Any success stories for 2018?

TP: Despite missing the spring / summer prospecting season, we had respectable first year. While we were more focused on building our team and creating a solid foundation at Cushman & Wakefield, we still closed seven deals totaling 2,900 beds and have an additional eight properties with 3,910 beds under contract. The momentum is building, and we currently have several properties on the market and are working on a handful of off-market deals.

SL:  What are your goals for 2019?

TP: We are excited to be promoting Victoria to a brokerage role with deal execution responsibilities. We are in the process of interviewing analysts to backfill her position, and we also plan to add one additional broker with production responsibilities. We expect big things this year.

Travis’s contact information can be found below. Please reach out with any of your student housing disposition needs.

Travis Prince
Executive Managing Director
Student Housing Capital Markets
813.204.5315
travis.prince@cushwake.com

Student Housing In Canada: In Search of a Market Leader

December 5, 2018

Can CHC Student Housing rise from the ashes to become one of Canada’s premier student housing owners?

Founded in 2012 by Craig Smith, CHC Student Housing is one of Canada’s early purpose-built student housing firms. Through two investment vehicles, CHC acquisitions included stakes in eight, high-quality student housing assets in major university markets throughout Ontario. In November 2013, CHC became the first student housing public company listed on the TSXV.

Unfortunately, sometimes being ahead of the curve has its consequences. In 2014 and 2016, two separate public offerings to raise additional capital failed, which threw CHC into a period of turmoil. In early 2018, Simon Nyilassy of Marigold and Associates was hired by CHC to stabilize the company and evaluate future options. To date, CHC has been able to refinance debt obligations and dispose of smaller assets, which has helped to stabilize the portfolio’s cash flow.

Nyilassy, who now serves as CHC’s President & CEO, attributes the company’s growing pains to a persistent view that student housing in Canada remains an emerging real estate sector.

Today, CHC is beginning to explore new opportunities which may include raising additional capital and/or teaming with a strategic partner who shares the company’s vision of becoming Canada’s preeminent purpose-built student housing owner and developer.

To further explore CHC’s experience and goals moving forward, Simon Nyilassy agreed to answer the following questions:

SL: What’s behind CHC’s desire to build a student housing platform?

SN: Canada lacks a market leader in purpose-built student housing. This is in stark contrast to other international markets such as the United States and United Kingdom, where an explosion of development has taken place over the past few years. Our board member Craig Smith saw the potential of this nascent sector in Canada. He laid the groundwork to capitalize on it through the creation of two investment vehicles, which have invested in high-quality assets in Southern Ontario.

SL: Can you provide a brief history of CHC’s ups and downs? ​

SN: CHC got off to a strong start in the early part of this decade. Of the two entities mentioned, CHC LP, a private limited partnership, was formed in April 2012 and acquired a 50% interest in four high-quality purpose-built student housing assets in three markets in Southern Ontario. Subsequently, CHC Student Housing Corp, the other entity, was incorporated In April 2013, and by early October, it had acquired four assets in major university markets. On November 23, 2013, CHC became the first public company in the student housing sector by listing their shares on the TSXV.

To further its expansion strategy, CHC filed a follow-on Public Offering in 2014 to raise $92.5 million for the purchase of several properties in Southern Ontario and Quebec. These properties included the 50% ownership of the CHC LP assets. However, this transaction proved to be too ambitious for the Canadian capital markets at that time and the offering was pulled when the underwriters failed to raise sufficient funds to complete the acquisitions.

In spite of these initial setbacks, CHC and others continued to have confidence in the sector. In 2016, Dundee Special Purpose Acquisition Vehicle created a new public company, called Canadian Student Living, to buy the assets of CHC LP, CHC Student Housing Corp and various other assets. They filed an Initial Public Offering to raise $112.3 million to fund this purchase. When Dundee was unable to convince the principals and investors to convert their ownership stake into shares of Canadian Student Living, the transaction fell through after a year.

SL: Where does CHC stand today?

SN: In early 2018, CHC hired Marigold and Associates to implement a strategy to stabilize the company and evaluate future options. To date, Marigold has helped CHC to refinance all of its debt obligations and complete a disposition of a smaller property. These moves have allowed the company to stabilize cash flows and provide a base from which to implement future options for CHC Student Housing Corp.

SL: Are rumors true that you’re planning an upcoming roadshow to raise funds for CHC?

SN: Raising additional capital and/or finding new partners are definitely options. The exact nature and timing of any capital raise will be subject to many factors and any details will need to be announced in the appropriate manner for a public company.

SL: Is the timing right now?

SN: CHC owns high-quality assets and also enjoys a strong operating team. Also, the interest in the sector appears to have intensified in the last few months

SL: Who is your ideal partner to grow CHC? 

SN: To fully capitalize on the potential for the sector requires a well-capitalized investor who shares our vision for the opportunity to create the market leader in Canadian purpose-built student housing and who has the longer-term time horizon necessary to achieve that goal.

Philadelphia’s Contribution to the Student Housing Industry

October 30, 2018

I am one of the fortunate ones who gets to observe the genesis of the student housing industry in Canada. I continue to meet new contacts all of which have the same conviction regarding Canadian student housing’s potential. I particularly enjoy meeting those who have experiences with or are educated about the U.S. student housing market and its players.

I recently spoke with a developer about his newly constructed, purpose-built student asset in Ottawa. – Beautiful asset by the way, 100% occupied with a waiting list in its first year of existence, which supports the hypothesis that Canadian students desire similar housing options that are available in the States and Europe.

As with most “getting to know you” conversations, both of us discussed our back grounds in the student business. Inevitably these conversations include “Do you know X? / Do you know Y?” It struck me that a common response of mine is always: “Yes I know him. We use to work together”.

As with with many of today’s student housing professionals, I am an alumni of GMH Capital Partners.  I spent most of the 2000’s at 10 Campus Boulevard, Newtown Square, Pennsylvania, the corporate headquarters of GMH. During that time, GMH Communities Trust was the largest owner of student housing in the nation with more than 60,000 beds. In early 2008, the GMH portfolio was sold to ACC for $1.4 billion dollars.

Since 2008, a core group of the GMH team remained. GMH is once again growing a portfolio which currently totals 3,595 beds in seven states. GMH has an additional pipeline of approximately 2,131 beds.*

Others have relocated within the Philadelphia MSA and continue in the student housing business. When people think of where America’s premier student housing firms are based, they most likely think of Chicago or Austin, but the Philadelphia metro is home to a number of prominent student housing developers, owners and brokers all of which are manned with GMH alumni:

University Student Living (Marlton, NJ) – a company of The Michaels Organization, University Student Living was ranked #22 of the top 25 student housing owners in 2017 with 11 assets totaling 6,580 beds. University Student Living has a reported pipeline of eight properties totaling 7,748 beds.*

Balfour Beatty (Malvern, PA) – Divisions include Balfour Beatty Communities, Balfour Beatty Campus Solutions and Balfour Beatty Investments. Balfour Beatty ranked #14 of The Most Active Developers in Student Housing 2018 with six projects in the pipeline totaling 6,000 beds.*

Campus Apartments (Philadelphia, PA)– Currently celebrating their 60th year, Campus Apartments was ranked #7 of the top 25 student housing owners in 2017 with 33 assets totaling 17,048 beds. Campus Apartments has a reported 2018 development pipeline of an additional five properties totaling 2,039 beds.*

TSB Realty (Paoli, PA) is a full service, national investment sales firm specializing in the valuation and disposition of student housing communities. Founded by TSB Capital Advisors’ Timothy Bradley and GMH alumni Austin Repetto in 2014, TSB has closed over $2 billion in student housing sales totaling more than 22,000 beds since its inception. TSB currently has 10 properties on the market totaling more than 4,000 beds.

*Source: Student Housing Business’ “The Goldbook of Student Housing 2018”.

A few alumni ventured even further and are now located in the above mentioned student housing meccas of Chicago and Austin, holding senior positions at some of the nation’s most well know student housing firms.

When I think of the GMH alumni network I am reminded of the “coaching tree” concept in the NFL.  The most well know coaching tree is that of Bill Walsh who’s disciples went on to be great or even legendary coaches in their own right. Gary Holloway is considered a student housing pioneer so it is no surprise that those who worked for him in the early days have gone on to become today’s decision makers who are tasked with overseeing the evolution and growth of the U.S. student housing industry. I am proud of the accomplishments of my former colleagues and happy that I still call them friends.

Click link below to see the GMH coaching tree.

GMH Coaching Tree

Student Housing in Canada: Is there room for U.S. investors?

July 9, 2018

As an investment sales underwriter, I have a crystal ball that enables me to make the following predictions:

  1. While it will never be on the same level of the U.S. industry due to the market’s smaller size, the student housing industry in Canada will continue to evolve and grow. Purpose-built housing will become more attractive to residents, investor/developers, and Canadian institutions. P3 arrangements will gain traction and offer a logical option for Canadian universities looking to add to or upgrade their on-campus living facilities.
  2. The dominant players will be the ones able to convince the Canadian institutions that student housing is a stable, stand-alone, property type worthy of investment. Due to the many cultural differences discussed in part twoof this series, as well as some financial- and market-specific considerations outlined below, the major players will be Canadian or Canadian/U.S. joint ventures.

Writing these blogs has allowed me to meet many wonderful people in the student housing business on both sides of the border and to reconnect with a lot of old friends in the U.S. industry. In talking to my American contacts, my question was simple: Would you look to build to buy or build in Canada? To my delight, there were several yeses and a few maybes. Though I’m not a tax accountant and don’t know the ramifications of a U.S. company owning real estate or operating a company in Canada, here are some of my observations:

Poor Grades for Demand Tracking
A challenge presented by Canada’s student industry is its young age. According to one owner/developer, there’s a lack of solid supply and demand statistics. Off-campus living is fragmented with students residing in single-family homes and low to mid-rise apartments (high-rise urban markets). As discussed in my second blog, Canada also has a large population of second-generation immigrant students who choose to live at home. When the developer I interviewed decided to build his complexes, he had to “believe” that the demand was there — and fortunately it was. I can see this being a little nerve wracking for any U.S. developer in Canada, although as another U.S. expert pointed out, the situation was much the same in the U.S. in the mid- 90s.

Though a recent article in the Financial Post claims there’s a demand for 416,000 student beds in Canada, this figure was met with some skepticism by the people I talked to.

Urban Locations: Toronto vs. Philadelphia
Canadian universities tend to be located in dense urban areas where land costs are extremely expensive, making new student housing development unfeasible.

Take Toronto versus my home town of Philadelphia as a case in point. Both cities are home to a large student populations. The University of Toronto has an enrollment of 88,766. The University of Pennsylvania and Drexel University have a combined total of 50,401 students in Philadelphia’s University City neighborhood and Temple University has an enrollment of 39,581 in North Philadelphia.

Competition for development sites in Toronto is fierce pushing the prices of high-rise condominium land over $250 per square foot of buildable area. The most recent apartment rental development site close to the University of Toronto sold for $189-per-buildable square foot. High density residential land values in the premier locations of Philadelphia on the other hand range from $45 to $55 per buildable square foot.

Lack of Liquidity
The Canadian student housing industry is in its infancy. Campus Living Centres, Campus Suites, CHC Student Housing, Knightstone Capital Management, and Varsity Properties, along with a few others are industry pioneers. Multiple contributors to this blog commented that there is no student deal flow in Canada. One source asked me “During your research, how many student deals have you heard closed?” My answer was two. According to Real Capital Analytics, three buildings classified as “student housing greater than 200 units” have sold in all of Canada since January 2017! I note that RCA may not have the superior coverage in Canada as it does in the States.

Gary Holloway, stated in Part One that a tipping point for the U.S. industry came in the late 1990s when it was finally proved that there were buyers for student housing. Once the institutions became involved with purchases, student housing was seen as its own product class and the industry took off. This must happen in Canada — institutions are key.

Debt Financing
Every American multi-family or student housing owner/developer looking to expand in Canada should know about the Canadian Mortgage and Housing Corporation (CMHC). As per the document linked below: “CMHC mortgage loan insurance provides access to preferred rates that can lower borrowing costs for the construction, purchase and refinancing of multi-unit properties and facilitates renewals throughout the life of the mortgage. In addition to mortgage loan insurance, CMHC offers a variety of services and products to support the development of rental properties, from planning, through construction, and beyond.”

CMHC insurance is based on its own value underwriting, which tends to utilize going-in capitalization rates 0.25% – 0.75% bps above-market cap rates. The benefits, however, include LTVs of up to 85%, amortization periods of up to 40 years, and below-market interest rates currently estimated at 3.20% to 3.25%. Insurance premiums and recourse provisions do apply. A link to CMHC’s reference guide can be found here.

CMHC historically only applied to traditional multi-family and would not include student assets unless the property had an agreement with the university it served or was located basically on the school’s doorsteps.

Recently, CMHC broadened its criteria to allow for student housing assets in close proximity to a university or directly on public transit leading to the school, and which have no more than four bedrooms within a unit. One of my sources questioned this new openness citing a recent experience in London, Ontario, home to the University of Western Ontario. While looking to refinance, this individual’s property was turned down for CMHC insurance because the deal was labeled a student housing asset. So clearly, there are still no guarantees!

Special Thanks
It’s been a pleasure to write this blog series, and I hope you have found them informative – and entertaining. I would like to thank the following contributors to part three: Joseph D. Pasquarella (Newmark Knight Frank), Trip Lukens (Valbridge Property Advisors), David Fulop (Cushman & Wakefield), A.J. Keilty (Varsity Properties), Daniel Bragagnolo (First National Financial LP), Craig Smith (CHC Student Housing), Henry Morton (Campus Suites), Brian Thompson (CA Ventures), Jason Taylor (EdR), Mike Porritt (The Scion Group), Sandy Harrington (IC Funding) and Jason Schwartz (Blue Vista Capital Management).