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Inside: Are you wondering how many weeks are in a school year? This guide will help you answer the ultimate question by state. Plus uncover the number of school days or hours.

Ever had that feeling where your kids seem to always be either in school or at home?

This is a common dilemma many parents and guardians scratch their heads over.

Knowing how many weeks there are in the typical school year not only solves this puzzle but also helps with planning vacations, prioritizing extracurricular activities, and ensuring they don’t miss out on crucial academic days.

The number of school days in a public school year varies significantly by state and even within specific school districts, reflecting the unique approaches and needs of each educational jurisdiction.

This variability results in a range of calendar structures, from standard to modified school weeks, which can impact educational planning and execution.

Understanding this variation in the number of school days is paramount for parents in structuring their work weeks in a year, ensuring that all the fun happens and the kids learn the necessary material.

How Many Weeks in a School Year?

On average, a school year generally includes about 36. However, this can slightly vary depending on your location and the type of school.

For instance, in the United States, a typical school year comprises 180 school days, translating to approximately 36 weeks. This is how many weeks in the academic year.

This calculation includes the school-going days only, excluding weekends and holidays.

When you include no school days from holidays, winter, or spring break, the total number of weeks grows to about 40 weeks.

How many school days are in a year?

The number of school days in a year typically spans from 160 to 180 days, based on the education system in the United States.

This accounts for roughly 36 weeks of schooling.

Thus, allowing plenty of time to enjoy one of these summer jobs for teachers.

Required School Days by State

Did you know that across the United States, each state has a unique number of minimum school days in a year? Yeah, it varies!

In addition, the requirements are set by different groups by the state Department of Education or the local school district.

While Colorado mandates the fewest minimum school days in comparison to other U.S. states, at 160 days, the state still maintains a very similar standard for the minimum required hours of instruction per academic year. Despite the reduced number of days, it does not necessarily indicate less teaching time. This may be why teachers in Colorado are the lowest paid.

Some states like Delaware, Missouri, or Texas only require certain instruction hours, instead of days.

This illustrates that even within differing frameworks, states strive to provide a balanced amount of educational exposure to their students.

As you will see this is way under the number of working days in a year.

Here is the number of student contact days required by each state:

State State Minimum School Days in Year
Alabama 180 days
Alaska 180 days
Arizona 180 days
Arkansas 178 days
California 180 days
Colorado 160 days
Connecticut 180 days
Delaware Hours requirement only
District of Columbia 180 days
Florida 180 days
Georgia 180 days
Hawaii 180 days
Idaho School districts decide on days
Illinois 185 days
Indiana 180 days
Iowa 180 days
Kansas School districts decide on days
Kentucky 170 days
Louisiana 177 days
Maine 180 days
Maryland 180 days
Massachusetts 180 days
Michigan 180 days
Minnesota 165 days (grades 1 to 11)
Mississippi 180 days
Missouri Hours requirement only
Montana School districts decide on days
Nebraska Hours requirement only
Nevada 180 days
New Hampshire 180 days
New Jersey 180 days
New Mexico Hours requirement only
New York 180 days
North Carolina 185 days
North Dakota Hours requirement only
Ohio School districts decide on days
Oklahoma 180 days
Oregon Hours requirement only
Pennsylvania 180 days
Rhode Island 180 days
South Carolina 180 days
South Dakota School districts decide days
Tennessee 180 days
Texas Hours requirement only
Utah 180 days
Vermont 175 days
Virginia 180 days
Washington 180 days
West Virginia 180 days
Wisconsin Hours requirement only
Wyoming 175 days
Source: National Center for Education Statistics

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Factors that Influence the Length of the School Year

Knowing how long your school year is can help you plan academically and personally.

But, the question remains will these students be prepared for the number of working hours in a year?

Here are some factors that can influence the duration of a school year:

Legal Requirements:

Every state in the U.S. establishes legal requirements that mandate the minimum amount of instructional days or school hours per year, ensuring that students have a sufficient baseline of educational exposure.

These mandates vary from state to state, with common baselines being around 180 days or varying hours depending on the grade level.

Such requirements can range from 425 hours for Kindergarten in some states to 990 hours for grades 6-12 in others. Exceptions and specific inclusions or exclusions (like recess, lunch, passing periods, etc.) to these instructional times differ among every state, offering districts some flexibility in meeting the standards.

State or City regulations:

State or regional regulations significantly impact the length of the school year depending on climatic, cultural, or other region-specific conditions.

Notably, in areas where the climate includes inclement weather, schools may have longer breaks during winter months to accommodate these conditions.

Also, cultural holidays specific to an area may also necessitate a shift in the school calendar.

School district policies:

School district policies, like budget constraints and teacher contracts, have a crucial role in shaping the length of the school year.

For instance, collective bargaining agreements or contractual obligations could stipulate the length of the academic year, which can differ markedly across various regions.

Similarly, budgetary limitations might lead to reductions or extensions in the number of school weeks, according to the resources available.

Therefore, these policy elements are pivotal in determining the structure and flexibility of the school calendar, directly influencing curriculum planning and the educational opportunities provided to students.

Parental and community expectations:

The effect of parental and community expectations on school calendars can not be underestimated. They undoubtedly play a critical role in shaping the length and structure of the school year.

Parents and the larger community may have certain expectations or preferences that influence when and how long schools are in session. These preferences can significantly shape the academic calendar.

  • One primary factor is family schedules and routines. Some parents might prefer longer school weeks with shorter breaks scattered throughout the year. This format may align more closely with standard work schedules, minimizing the need for additional childcare arrangements.
  • On the other hand, some parents might prefer longer breaks, particularly in the summer, to accommodate yearly family vacations. This preference is quite common in many communities where summer holidays are seen as a traditional break for travel and family outings.

School calendars can also be adapted based on parent and community feedback. For example, if a significant number of parents express concerns about children having too much idle time during long breaks, schools might shorten breaks and add more instructional days.

Additional non-instructional days

The overall length of a school year is not entirely determined by the instructional days, but also by these additional non-instructional days.

With more days dedicated to professional development, teachers can enhance their teaching strategies and methodologies, resulting in improved student outcomes. Parent-teacher conferences form another essential component of these additional days, providing a vital platform for communication on students’ progress.

Both these elements contribute to the augmentation of the academic year, extending beyond the set instructional days.

How to Make the Most of the School Year

Making the most of your school year is not just crucial for academic success, but also for your overall well-being.

Here’s how you can do it.

  • Prioritize time and tasks. Make a list of weekly assignments. Prioritize by deadline and significance, ensuring each task has sufficient time allocated.
  • Understand your school year structure. This aids in schedule planning, goal setting, and study time allocation.
  • Create achievable goals. Break them down into manageable tasks and track progress regularly.
  • Keep track of assignments, due dates, study materials. Use a digital calendar or school planner to stay organized.
  • Shed light on the opportunity to get ahead. This may be in the form of summer sessions, allowing you to catch up on coursework, and possibly graduate early.
  • Familiarize yourself with your school’s academic calendar. Make sure to keep note of key dates and deadlines.

Remember, a longer school year equals more opportunities for enrichment activities. So dig into the chances!

FAQ

Yes, there are typically around 36 weeks in a school year, but this can vary.

This calculation is based on the US where most districts require about 180 days of schooling, which roughly translates to 36 weeks. However, this figure may fluctuate between states, districts, and the type of school.

Typically, there aren’t exactly 40 weeks in a school year. On average, based on the U.S educational system, the school year is about 36 weeks.

However, when including breaks and holidays, the total climbs to around 40-42 weeks.

For instance, in the UK, the school year totals 39 weeks.

In Australia, you’d typically have 38.5 weeks of school in a year, broken down into four terms. Each term lasts roughly 10 weeks, but the exact length can vary slightly depending on the state or territory.

Australian kids are in school for roughly 200 days of the year.

School Days and School Weeks – Are You Happy with What is Happening?

Are you satisfied with the average 36 week school year for your child?

While every state sets its requirements, ensuring that your little scholar gets the right quantity and quality of education.

Based on the research, American students receive fewer amount of instructional time compared to their international counterparts, including countries renowned for educational achievements like South Korea, Japan, and Finland.

This suggests that American students may not be getting substantial educational exposure.

However, the adequacy of education isn’t solely determined by the amount of time spent in school. It’s also dependent on other factors like the curriculum content, the emphasis on particular subjects, and the usage of standardized assessments. It’s important to note that these components can differ significantly among countries, leading to differences in the quality and focus of education.

As a parent, knowing this helps you plan what is best for your children as well as the vacations!

It’s your turn to reflect, engage, and make the most of this information.

Know someone else that needs this, too? Then, please share!!

Source: moneybliss.org

Apache is functioning normally

In the competitive world of real estate recruitment, brokerages fight for the attention and loyalty of talented agents who can drive their success. As the lifeblood of the industry, agents play an important role in attracting clients, closing deals and determining the ultimate profitability of a brokerage. For real estate firms, recruiting a high number of agents as well as recruiting the best-fit agents for your firm is the key to long-term success. 

Today, new brokerage models and disruptors are the norm. A firm’s ability to adjust to new competitors and evolve its way of doing business will determine if it comes out ahead in the agent attraction showdown.  

At the heart of our comparative analysis, we’ll examine two popular brokerage models: the flat-fee model and the traditional model. Each one boasts its own approach to compensating and supporting agents, promising distinct advantages and challenges. By examining the data, we aim to gain a deeper understanding of each and determine which ultimately comes out ahead. 

The flat-fee model: Simplifying compensation, embracing independence

In the flat-fee model, the traditional commission-based structure takes a backseat. Instead, agents are charged a fixed fee or a flat monthly rate, which allows them to retain a more substantial portion of their commissions from transactions. This straightforward approach grants agents the freedom to keep more of their hard-earned income, resulting in potentially higher take-home pay.

  1. Pros:
    1. Perceived enhanced earnings with a reduced fee structure.
    2. Flexibility to structure their services and marketing strategies to fit their needs.
    3. Lower financial risk by keeping costs low, particularly during leaner times.
  1. Cons:
    1. Typically, limited support and resources in the form of training, marketing, etc. 
    2. Usually, less brand recognition as compared to well-established traditional firms.

The traditional model: Commission-driven powerhouses

In the traditional model, agents are compensated through the classic commission-based structure. They earn a percentage of the commission from each completed transaction, but a portion of it is shared with the brokerage. This model has been the bedrock of the real estate industry for decades, with established firms carrying well-known brand identities.

  1. Pros:
    1. Extensive support and training with a significant investment in agent development, mentorship, and marketing resources.
    2. Established brand recognition, attracting clients and contributing to an agent’s credibility.
    3. High-value transactions due to their market position and network.
  1. Cons:
    1. Higher cost structure, leading to potentially lower take-home earnings.
    2. Limited flexibility with agents sometimes bound by brokerage policies and practices, typically leaving less room for individual business decisions.

The analysis 

To assess the agent attraction expertise of the flat-fee and traditional brokerage models, we looked to the data. We meticulously examined a collection of 20 of the largest real estate firms; 10 flat-fee firms collectively closing $100B in annual sales volume versus ten traditional firms which were also collectively closing $100B in annual volume [2022 RealTrends 500 brokerage data]. We excluded from our analysis any alternative models, disrupters, luxury brands and any other firms that may skew our findings.

Agent count & average sides per agent comparison

Using 2022 data from RealTrends, we first looked at the number of agents associated with each model as well as the total number of sides transacted. The data reveals that flat-fee firms collectively had a 136% higher agent headcount than their counterparts, the traditional models.

As a whole, the flat-fee firms also transacted more sides than traditional firms; approximately 19% more sides closed. We would expect that flat-fee firms would transact a higher number of deals since they have a significantly higher agent count. However, agents within the flat-fee model on average closed four deals per agent while agents within the traditional model closed eight deals per agent.

Average volume per agent & average home price per transaction comparison

Another critical data point to review is found in the average closed volume per agent. A higher closed volume can indicate an agent’s future earning potential as well as longevity in the business. In addition to examining the total volume, it’s also helpful to review the average size of the deals closed by agents within each model, which will provide insight into experience level and expertise.   

The data shows that agents within flat-fee firms close less in average volume per agent, approximately 52% less. We can also see that they also closed smaller deals, on average.  

Attracting new-to-the-business agents

Based on the statistical analysis, it becomes apparent that flat-fee firms often focus on a large agent count with high transaction volume. A notable trend emerges where agents drawn to flat-fee models are frequently those who are relatively new to the industry or are brand new licensees. Additionally, individuals attracted to the part-time flexibility that a real estate career offers are inclined towards flat-fee firms.

Consequently, a greater number of agents are required within flat-fee firms to achieve equivalent volume targets. Remarkably, this demand for increased agent numbers has not posed a deterrent for flat-fee firms, as evidenced by their substantial growth in recent years.

Historical shifts

While the initial data analysis reinforces existing assumptions, a more interesting and unexpected dimension emerges when historical shifts in volume and sides across both brokerage models are examined. Following the post-COVID real estate boom, both flat-fee and traditional firms experienced a surge in sides transacted as well as increasing property values, contributing to an upswing in overall sales volume.

However, the scenario shifted in 2022 with the market downturn. Traditional brokerages experienced a sharper decline in sides, attributed in part to agents leaving due to high costs, whereas flat-fee firms exhibited greater resilience. The notion that flat-fee models attract individuals who do not rely primarily on real estate as their main business is worth noting. Most intriguing is the fact that although sides decreased more significantly, the impact on overall sales volume was less severe for traditional firms compared to flat-fee firms.

A plausible theory suggests that agents within traditional firms specialize in higher value properties than flat-fee firms, leading to increased value growth. Their higher production per agent, coupled with greater experience and support, equips them to navigate market fluctuations more adeptly.

Takeaways:

  • Stability in challenging times:
    • Flat-fee models were less affected by side reductions in bad years, possibly due to part-time agents with diverse income sources.
  • Traditional brokerage strategy:
    • Traditional models maintained stable sales volume despite fewer sides, likely due to experienced agents handling higher-value deals.
  • Diverse model strengths:
    • Flat fee emphasized transactional efficiency, accommodating a larger number of transactions.
    • Traditional models prioritized experienced agents and larger deals, ensuring steady revenue despite lower transaction count.
  • Market adaptation:
    • Both models should consider adapting strategies to market conditions and leveraging their unique strengths.

As we conclude our analysis, it’s evident that the many seasons of change in real estate demand a strategic negotiation between innovation and tradition. Agents, the driving force of the industry, now have the luxury of choice. To win in agent attraction, flat-fee models can further bolster their appeal by offering targeted support and mentorship, enhancing their brand recognition, and cultivating a sense of community among their diverse agent base. 

Conversely, traditional models can leverage their established brand identities to attract experienced agents while embracing flexibility in their offerings to cater to the changing preferences of a new generation of real estate professionals. By embracing the strengths of both models and charting a course that resonates with modern agents, brokerages can ensure they remain at the forefront of the industry’s evolution.

Diana Zaya is the founder and president of Maverick RE Consulting.

Source: housingwire.com

Apache is functioning normally

In the competitive world of real estate recruitment, brokerages fight for the attention and loyalty of talented agents who can drive their success. As the lifeblood of the industry, agents play an important role in attracting clients, closing deals and determining the ultimate profitability of a brokerage. For real estate firms, recruiting a high number of agents as well as recruiting the best-fit agents for your firm is the key to long-term success. 

Today, new brokerage models and disruptors are the norm. A firm’s ability to adjust to new competitors and evolve its way of doing business will determine if it comes out ahead in the agent attraction showdown.  

At the heart of our comparative analysis, we’ll examine two popular brokerage models: the flat-fee model and the traditional model. Each one boasts its own approach to compensating and supporting agents, promising distinct advantages and challenges. By examining the data, we aim to gain a deeper understanding of each and determine which ultimately comes out ahead. 

The flat-fee model: Simplifying compensation, embracing independence

In the flat-fee model, the traditional commission-based structure takes a backseat. Instead, agents are charged a fixed fee or a flat monthly rate, which allows them to retain a more substantial portion of their commissions from transactions. This straightforward approach grants agents the freedom to keep more of their hard-earned income, resulting in potentially higher take-home pay.

  1. Pros:
    1. Perceived enhanced earnings with a reduced fee structure.
    2. Flexibility to structure their services and marketing strategies to fit their needs.
    3. Lower financial risk by keeping costs low, particularly during leaner times.
  1. Cons:
    1. Typically, limited support and resources in the form of training, marketing, etc. 
    2. Usually, less brand recognition as compared to well-established traditional firms.

The traditional model: Commission-driven powerhouses

In the traditional model, agents are compensated through the classic commission-based structure. They earn a percentage of the commission from each completed transaction, but a portion of it is shared with the brokerage. This model has been the bedrock of the real estate industry for decades, with established firms carrying well-known brand identities.

  1. Pros:
    1. Extensive support and training with a significant investment in agent development, mentorship, and marketing resources.
    2. Established brand recognition, attracting clients and contributing to an agent’s credibility.
    3. High-value transactions due to their market position and network.
  1. Cons:
    1. Higher cost structure, leading to potentially lower take-home earnings.
    2. Limited flexibility with agents sometimes bound by brokerage policies and practices, typically leaving less room for individual business decisions.

The analysis 

To assess the agent attraction expertise of the flat-fee and traditional brokerage models, we looked to the data. We meticulously examined a collection of 20 of the largest real estate firms; 10 flat-fee firms collectively closing $100B in annual sales volume versus ten traditional firms which were also collectively closing $100B in annual volume [2022 RealTrends 500 brokerage data]. We excluded from our analysis any alternative models, disrupters, luxury brands and any other firms that may skew our findings.

Agent count & average sides per agent comparison

Using 2022 data from RealTrends, we first looked at the number of agents associated with each model as well as the total number of sides transacted. The data reveals that flat-fee firms collectively had a 136% higher agent headcount than their counterparts, the traditional models.

As a whole, the flat-fee firms also transacted more sides than traditional firms; approximately 19% more sides closed. We would expect that flat-fee firms would transact a higher number of deals since they have a significantly higher agent count. However, agents within the flat-fee model on average closed four deals per agent while agents within the traditional model closed eight deals per agent.

Average volume per agent & average home price per transaction comparison

Another critical data point to review is found in the average closed volume per agent. A higher closed volume can indicate an agent’s future earning potential as well as longevity in the business. In addition to examining the total volume, it’s also helpful to review the average size of the deals closed by agents within each model, which will provide insight into experience level and expertise.   

The data shows that agents within flat-fee firms close less in average volume per agent, approximately 52% less. We can also see that they also closed smaller deals, on average.  

Attracting new-to-the-business agents

Based on the statistical analysis, it becomes apparent that flat-fee firms often focus on a large agent count with high transaction volume. A notable trend emerges where agents drawn to flat-fee models are frequently those who are relatively new to the industry or are brand new licensees. Additionally, individuals attracted to the part-time flexibility that a real estate career offers are inclined towards flat-fee firms.

Consequently, a greater number of agents are required within flat-fee firms to achieve equivalent volume targets. Remarkably, this demand for increased agent numbers has not posed a deterrent for flat-fee firms, as evidenced by their substantial growth in recent years.

Historical shifts

While the initial data analysis reinforces existing assumptions, a more interesting and unexpected dimension emerges when historical shifts in volume and sides across both brokerage models are examined. Following the post-COVID real estate boom, both flat-fee and traditional firms experienced a surge in sides transacted as well as increasing property values, contributing to an upswing in overall sales volume.

However, the scenario shifted in 2022 with the market downturn. Traditional brokerages experienced a sharper decline in sides, attributed in part to agents leaving due to high costs, whereas flat-fee firms exhibited greater resilience. The notion that flat-fee models attract individuals who do not rely primarily on real estate as their main business is worth noting. Most intriguing is the fact that although sides decreased more significantly, the impact on overall sales volume was less severe for traditional firms compared to flat-fee firms.

A plausible theory suggests that agents within traditional firms specialize in higher value properties than flat-fee firms, leading to increased value growth. Their higher production per agent, coupled with greater experience and support, equips them to navigate market fluctuations more adeptly.

Takeaways:

  • Stability in challenging times:
    • Flat-fee models were less affected by side reductions in bad years, possibly due to part-time agents with diverse income sources.
  • Traditional brokerage strategy:
    • Traditional models maintained stable sales volume despite fewer sides, likely due to experienced agents handling higher-value deals.
  • Diverse model strengths:
    • Flat fee emphasized transactional efficiency, accommodating a larger number of transactions.
    • Traditional models prioritized experienced agents and larger deals, ensuring steady revenue despite lower transaction count.
  • Market adaptation:
    • Both models should consider adapting strategies to market conditions and leveraging their unique strengths.

As we conclude our analysis, it’s evident that the many seasons of change in real estate demand a strategic negotiation between innovation and tradition. Agents, the driving force of the industry, now have the luxury of choice. To win in agent attraction, flat-fee models can further bolster their appeal by offering targeted support and mentorship, enhancing their brand recognition, and cultivating a sense of community among their diverse agent base. 

Conversely, traditional models can leverage their established brand identities to attract experienced agents while embracing flexibility in their offerings to cater to the changing preferences of a new generation of real estate professionals. By embracing the strengths of both models and charting a course that resonates with modern agents, brokerages can ensure they remain at the forefront of the industry’s evolution.

Diana Zaya is the founder and president of Maverick RE Consulting.

Source: housingwire.com

Apache is functioning normally

[Editor’s note: We’re trying something new–collaborative thought pieces written by the Geek Estate Mastermind community. The goal is to make the absolute best argument possible, derived from the collective expertise of members. The first two articles are bull and bear arguments for industry search and IDX, a topic initiated by Greg Fischer over a year ago.

Bull: The industry must not cede search to the portals. Meeting buyer expectations and owned, perpetual lead generation are table stakes to agency.

Bear: The portals have already won the minds of buyers. Search is an undifferentiated lost cause. If you can’t “win,” why play at all? Read the full argument here.

Without further ado, here we go with the bull argument…]

By: Ted Adler

One of the great fallacies of real estate digital marketing is that Zillow cannot be beat. 

Yes, Zillow has put itself between the real estate broker and the consumer when it comes to the search experience: The word “Zillow” has replaced “real estate“ as the most likely additional phrase for people looking to find a home for sale. The millions of monthly visitors it attracts dwarfs that of any ad-free industry player, by a landslide. Take out Redfin from the equation, and it’s a complete romping.

Traditional property search (but not visual search) has been commoditized online, yet it is still a fundamental component to a real estate business. Consumer expectations are high and there’s a sense of entitlement, so if a potential buyer client arrives to an agent/broker website (however they get there) and is not given the option to search listings, the user experience is 100% compromised. That’s not to say they won’t work with an agent, but brand equity takes a hit and that buyer will have to be reached again some other way.

Search can yield true insight around when and why to communicate with a consumer, improving that experience and building a relationship. For most local brokerages, it’s a tool to convert traffic from multiple channels, not to win a web ranking contest.

Continued investment is essential as a way to serve buyers, generate leads, and avoid irrelevance. It’s true: Portals have the minds of buyers. But they have not won their hearts; that’s only something a person can do. 

PERPETUAL LEAD GENERATION MACHINE

Brokers are in the business of helping people own the most important asset: their home. Yet when it comes to their primary marketing tool (their website) in the dominant marketing media (the internet), they seem willing to rent their leads. These names, emails, and sometimes phone numbers–which are sprayed out to an array of brokers–run in the ballpark of $150/each.  When you stop paying that rent, you’re evicted from this lead pool.

The alternative of developing a strong website with a solid technical SEO foundation that can capture long-tail searches in a perpetual lead generation machine is a far better strategy. Beyond generating online leads to power the broker’s business annually, it serves as a quantifiable asset that can be monetized in a transaction.  

The biggest issue is not the website, but what is done after the website goes live. Long gone are the days of the internet as a “field of dreams.” If you build it, they won’t come. Billboards in the basement are seen by no one. Ranking well takes time, resources, and know how. In an era when reading is hard (and watching a video is easy), who really wants to spend time creating content and doing technical search engine optimization–much less the hard part, organic link building? Only those brokers who understand the digital landscape and want to win. Keep in mind: The longer you wait, the more expensive it becomes.

The Bears (which include the portals themselves) have convinced many brokers competing for traffic is not worth the required time or capital. In the aggregate, there is merit to that argument that no site (agent/broker websites, BPP, consumer MLS portals, Upstream, etc) will displace Zillow in 2020, or even 2025 for that matter. 

However, what real estate agent or brokerage cares about buyers nationwide? None of them. They care about hyperlocal. Competing for search phrases in an agent/broker’s “farm” is all that is required to make an IDX & SEO investment worthwhile.

As brokers are not technical by nature (a common college major for brokers is psychology), convincing them to invest in other areas isn’t hard. When it comes to their vehicle lease, brokers will throw down $700/month for an Audi Q7 and then debate the value of a website platform at $79, $149, or $199 a month. One will drive a handful of their clients around on a monthly basis.  The other will be the first drive everyone they know (and many people they do not know) will take with their brand. The former is irrelevant without the latter.

HYPER LOCAL SPECIALIZATION

The last mile of real estate search–property addresses and long-tail search queries pertinent to buyers further down the purchase funnel–accounts for 92.42% of queries according to ahrefs. When it comes to hyper local, Zillow can be beat. I know this as fact because we help clients do it every day.

Ranking number one for a specific property address is the ultimate “local” of digital marketing.  Appearing number one for your own listings is a highly valuable result, which could lead to impressing sellers in the research phase (a listing presentation asset) and converting buyers to conversations. 

Strategies/tactics for ranking well for hyper local:

It’s not a coincidence that all of this is part of Redfin’s repertoire of differentiation. 

INDUSTRY SEARCH SOLUTIONS

IDX is marketing magic. Using IDX content opens up a swiss army knife of marketing and sales capabilities.

Any cooperating member participant (agent or brokerage) of any size who opts into IDX policy may access and display a very comprehensive set of on- and off-market properties. Typically, that inventory is as or more comprehensive than any portal. It is vital to attract buyers who have had their first course of portal listings–or listings displayed in the window of agency’s in year’s past–and are ready to get serious with the actual local MLS database on a broker site. 

Historically, IDX has served three primary purposes:

  1. Power a buyer experience with all inventory (in real-time).
  2. Allow the agent/broker to engage, track, capture, and convert traffic (ultimate goal of a website).
  3. Enhance the brand of the brokerage as a go-to place for information about the local market.  

In addition to engaging and converting traffic, IDX should be part of a larger strategy to:

  • Increase time on website.
  • Reduce bounce rate.
  • Gain insight on client’s search activity and track search behavior. (Ie, “They said their budget is $400K and yet they keep going back and looking at properties in the $480K range.”)
  • Lend credibility to agent. Portals rely on 3rd party data so often inaccurate and out of date.
  • Offer a personalized consumer experience (as opposed to a mass portal experience).
  • Meet consumer expectations.

A world without IDX, would: 

  • cripple buyer-agency, as many buyer leads would only be distributed inter-brokerage. All pocket listings, all the time. 
  • lead to agents/brokers selectively sharing listing info with portals over local competition. 
  • cause SMB sized brokerages to get squeezed out or rolled up by incumbents who possess listing inventory control.

Nearly 20 years after IDX was made available, today it’s more relevant than ever. Gone are the days of the vanilla ‘boxed in’ (i.e. framed / I-framed) MLS search box. “Disassembling” IDX wouldn’t abandon a ghost town. To the contrary, it would cripple a utility that is required to maintain a sense of agency with buyers. Afterall, if professionals aren’t even facilitating the most basic online home discovery process, what are they doing at all?

THE AGGREGATION THEORY

Consumer MLS websites and the Broker Public Portal have the same goals as IDX: a comprehensive search experience, free from ads from competing agents. And not having to pay for leads. The difference is they add marketing muscle in the form of many agents promoting the same website.

Consumer-driven traffic is just one part of the equation. Agent-driven traffic is a very different animal with a much higher correlation to closings. Don’t ignore the potential of MLS-wide adoption of an agent-to-consumer mobile search tool.

Broker Public Portal, the joint venture with Homesnap, is aggregating consumers by leveraging agents on a nationwide scale. While they aren’t at the top of the traffic charts yet, it takes time. With continued efforts, they will crack the top five most trafficked real estate search portals.

HamptonsRE.com is a new portal to combat Zillow’s acquisition of Hamptons Real Estate Online (re-branded to Out East). HAR.com is the gold standard of what a consumer MLS portal can be. Granted, it was started years before any other MLS was considering how to combat the online portals existence. But, it is clear proof consumer MLS portals can gain an audience if cards are played correctly. 

DON’T GIVE UP

While search is an undifferentiated cause, it’s not “lost”–it is simply evolved table stakes where general feature parity with national portals should be maintained. 

Without IDX, you can be certain that it will be more difficult for consumers to make an educated decision around buying a house. An anti-competitive landscape is not one the industry wants. 

Agents and brokers shouldn’t cede search to the portals without a fight (especially since Zillow is now a competitor not a partner). Left unchecked, Zillow will go from buyer traffic domination to annihilation. It will have all the leverage in the world without someone to challenge it.

The industry’s investment in search must continue–real estate agency as we know it depends on it. Without a role in the top of the funnel, agents and brokers will fall into the abyss of irrelevance.

Wrap-Up

Thanks to the other contributors to the thinking behind this bull argument:

If you’re interested in learning more about membership in the Geek Estate Mastermind, which I usually describe as a think-tank for real estate tech, have a read here.

Source: geekestateblog.com

Apache is functioning normally

A community bank in Oklahoma is upset over the Department of Justice’s characterization of the redlining settlement the two parties entered into Monday.

Endeavor Moore Media – stock.ado

American Bank of Oklahoma has agreed to settle redlining charges brought by the Department of Justice and will make restitution by lending $1 million in Black and Hispanic neighborhoods in Tulsa. 

Executives of the Collinsville, Oklahoma, bank denied wrongdoing. In a press release late Monday, they said they entered into the settlement “to avoid the cost and distraction of protracted litigation.” 

Chief Executive Joe Landon criticized the DOJ for disclosing racially charged emails the government claims American Bank employees forwarded to each other, and for mentioning the 1921 Tulsa Race Massacre in its press release announcing the settlement, as well as in the complaint against American Bank. 

Both consent order and complaint were filed Monday in U.S. District Court for the Northern District of Oklahoma in Tulsa. 

According to the DOJ’s 24-page complaint, American Bank employees circulated emails that contained racial slurs, including use of the “N-word” in its entirety. Other emails exchanged among co-workers at the bank touched on sensitive topics like immigration, gang violence and the supposed decline of Detroit, Michigan.

American Bank of Oklahoma CEO Joe Landon

But in an interview Monday, Landon said “the majority” of the emails DOJ referenced came from outside the bank “and I have no control over that.” 

“I get 100 to 200 emails a day. I don’t read them all,” Landon added. 

In a subsequent statement, American Bank claimed that “many of the quotes were taken from unsolicited communications forwarded or written by third parties, and others were taken out of context.”

“Any racially or ethnically insensitive sentiments included in these emails do not reflect our culture or values,” American Bank added in the statement. 

The DOJ also noted some of the neighborhoods American Bank allegedly redlined were victimized in the 1921 Race Massacre, where white rioters destroyed the city’s largely African American Greenwood District, killing as many as 300 people, according to some accounts.

“Providing equal access to credit is essential in every community, but the painful history of Tulsa makes this agreement particularly poignant because the redlined areas include historically Black neighborhoods that have endured the legacy of racial violence and the continuing effects of segregation and discrimination,” Assistant Attorney General for Civil Rights Kristen Clarke said Monday in a press release. 

The complaint is more explicit on this point, stating the “area that [American Bank] redlined includes the historically Black neighborhoods in Tulsa that were the site of the 1921 Tulsa Race Massacre.”

Landon, for his part, said he founded American Bank in 1998, nearly eight decades after the attack on Greenwood. He voiced his concern that mentioning the Race Massacre might dampen customer interest in the lending program American Bank has agreed to undertake in the settlement.

“We were kind of shocked that they brought that up,’ Landon said Tuesday in an interview. “We didn’t see the relevance. We’re moving into a new community. We’re going to do our best. I think we can be successful there. … I sure don’t see it as helping.”

Andrea Mitchell, American Bank’s attorney, called the DOJ’s references to the 1921 Race Massacre “politically charged and entirely irrelevant.”

“Seeking to link bank conduct to this event over 100 years ago entirely undermines the remedial purpose of a consent agreement, which is to create a framework for banks to develop trust with minority communities to be able to better serve those communities with mortgage credit and other banking services,” Mitchell, managing partner at the law firm Mitchell Sandler in Washington, said Tuesday in a statement. 

A DOJ spokesperson declined to comment on its references to the 1921 Race Massacre. 

The DOJ claimed the $383 million-asset American Bank steered clear of minority neighborhoods in the Tulsa metropolitan statistical area, confining its operations to majority white communities. “American Bank of Oklahoma engaged in the illegal practice of redlining and failed to serve the diverse members of our Tulsa community as they attempted to purchase homes,” Clinton Johnson, U.S. attorney for the Northern District of Oklahoma, said in DOJ’s press release. 

The DOJ alleged that American Bank’s federal regulator, the Federal Deposit Insurance Corp., warned about fair-lending risk and recommended specific measures to address the issue. None of the recommendations were implemented and, as a result, American Bank made far fewer mortgage loans in Black and Hispanic neighborhoods compared with similarly situated lenders, according to the DOJ. 

But Landon said American Bank’s business model has been to focus on small towns in eastern Oklahoma, rather than deliberately avoiding lending to mortgage borrowers in Tulsa’s minority neighborhoods. “I’m from a small community,” Landon said Tuesday. “I’ve always lived in a small community. I love small towns. That’s one of the reasons we chose where we are. It had nothing to do with race.” 

Source: nationalmortgagenews.com

Apache is functioning normally

The Los Angeles City Council passed a $150-million spending plan for funds raised by Measure ULA on Tuesday, marking the first time funds will be specifically allocated since Angelenos passed the tax in November.

The expenditure plan will be directed to six programs: short-term emergency rental assistance, eviction defense, tenant outreach and education, direct cash assistance for low-income seniors and people with disabilities, tenant protections, and affordable housing production.

“This is the largest source of revenue, that’s going to be consistent, that this city has access to for these uses ever,” said Councilmember Nithya Raman. “It’s really transformative for Los Angeles.”

Of the $150 million, $23 million will go toward eviction defense, $23 million will go toward income support for rent-burden seniors, and $18.4 million will go toward rent debt assistance.

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The first program to be implemented will be an emergency rental assistance program, which will open Sept. 19.

Dubbed a ‘mansion tax,’ Measure ULA took effect April 1, bringing a 4% charge on all residential and commercial real estate sales in the city above $5 million and a 5.5% charge on sales above $10 million.

Since April, the tax has raised roughly $55 million. City officials said ULA money can be spent only as it comes in, so the city won’t be able to use the full $150 million until the tax generates $150 million.

Before the vote at Tuesday’s meeting, about a dozen tenants and community activists expressed support for the funding, saying it is desperately needed, especially in the tenant-outreach and eviction-defense programs.

“I am … excited that tenants will also have an opportunity to be legally represented in court and that landlords will not be the only ones with an attorney during an eviction,” said Karely De La Cruz, a civic engagement organizer with TRUST South L.A. “Because housing is a human right.”

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“We really need you all to pass the ULA plan today. That money belongs to the community,” said Chad Williams, an L.A. organizer for the Alliance of Californians for Community Empowerment.

Joe Donlin, director of United to House LA, the coalition that brought Measure ULA onto the ballot, vowed that the coalition will stand together during the implementation process to make sure every dollar is spent effectively.

While $55 million is a significant amount of funding toward L.A.’s housing crisis, it’s still a far cry from original projections of how much the tax would raise.

Early proponents of Measure ULA estimated the tax would raise roughly $900 million per year. In March, a report from the City Administrative Office lowered that number to $672 million.

But once the tax took effect, L.A.’s luxury market froze. Only two homes sold for more than $5 million in the month of April, and the market hasn’t quite recovered since.

Part of the blame can be placed on the overall state of the real estate market that’s still hungover from historic pandemic sales and rising mortgage rates. But many luxury homeowners have simply decided to avoid the tax, either by refusing to sell their homes or hiring accountants and tax specialists to find loopholes.

As a result, Mayor Karen Bass’s first budget proposal, a $13.1-billion plan, projected only $150 million in revenue from Measure ULA.

The $150-million mark is both a product of a slowing real estate market and an emergency backup plan in case the measure gets overturned. If it does, the city has to pay back all the funds raised by the tax.

At the moment, the measure must overcome two major hurdles: an ongoing court case arguing that the tax is unconstitutional and a state ballot measure that Californians will vote on next year.

Barely begun, the court case has already seen its fair share of drama. Superior Court Judge Barbara Scheper recently became the third judge presiding over the case. The previous judge, Joseph Lipner, recused himself after one of the plaintiff’s attorneys complained that he had a conflict of interest because he had previously worked at a law firm that represents the Southern California Assn. of Nonprofit Housing, the Real Deal reported.

Meanwhile, the 2024 ballot measure, called the Taxpayer Protection and Government Accountability Act, would require two-thirds voter approval for new local special tax hikes dating back to January 2022, therefore dismantling Measure ULA, which received 57% approval.

Even if the measure is eventually overturned, the full $150 million will be spent, according to Councilmember Bob Blumenfield.

Source: latimes.com

Apache is functioning normally

Whether you’re aware of it or not, flooding does happen in all 50 states. Some cases are more extreme than others, but it still pays to be aware of the flood plains in your area before you buy. Depending on where your new home falls on the map, your lender may require you to buy flood insurance in addition to your homeowner’s insurance.

Before you jump right into your new insurance, here’s a quick primer on some of the basics.

What kind of policy do you want and what do you want it to cover?

In general, most flood insurance policies have 3 main portions or components. As a homeowner, you need to decide how much money you want to put towards coverage for the building itself, the contents of your home, and all the replacement costs for everything.

What exactly is covered?

While list of specifics covered is very broad, flood insurance policies generally insure the physical damage done to your home as well as your personal belongings inside the home. This list includes but is not limited to, the building itself, electrical and plumbing systems, household appliances, furniture, valuable items, clothing and more.

What is NOT covered?

Even though flood insurance policies want to help you out as a homeowner and cover you as best as they can, there are certain specifications that are not covered by the insurance. This would include any damage done outside of your home (fences, shrubbery, patios, swimming pools etc.) In addition to this, vehicles parked outside of your house would also not be covered.

What is your risk?

Do you live in a moderate-to low-risk area? Even if your lender doesn’t require it, you may want to get flood insurance. According to Bankrate, around 1 in 4 flood claims is for a property that doesn’t sit in a flood plain.

Most people in moderate-to low-risk areas are likely qualified for preferred rate coverage. Meanwhile the high risk area homeowners are only offered a standard rated policy. Talk to your agent to determine which flood insurance policy will provide you with optimal coverage.

Flood insurance rates

As mentioned above, for homeowners living in a high risk flooding area, flood insurance will most likely be required. The rates involved in the different types of coverage mainly only depend on the quality of your home, the form of architecture, and of course, your area’s flood risk level. Depending on your community, it is a good idea to see if they offer a flood insurance discount. Especially if you’re in those high risk areas! Rates can vary significantly, but as a homeowner, it is best to be safe than sorry.

While flood insurance does have its limitations, it is just like any other policy. As a homeowner it is best to have it in case of an emergency. Make sure to talk to your agent to find out what plan is best for your home. There are plenty of preferred risk policies and community discounts offered. So do yourself a favor and cover yourself before it’s too late!

Source: totalmortgage.com

Apache is functioning normally

DSCR, Non-Del, CRM, Pricing Engine, Real Estate Agent Products; STRATMOR Customer Service Workshop; NAR President Resigns

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DSCR, Non-Del, CRM, Pricing Engine, Real Estate Agent Products; STRATMOR Customer Service Workshop; NAR President Resigns

By:
Rob Chrisman

3 Hours, 5 Min ago

“What did the happy real estate agent put on her sign? I have lots to be thankful for.” (Feel free to use that gem at your next presentation at Sotheby’s.) In response to yesterday’s opening paragraph comments about housing supply, from Maryland Ken Sonner sent an article about how New Zealand managed to shift its zoning to help alleviate the supply issues and lower rents. People like lists for some reason, and here is the “The 15 most in-demand ZIP codes for U.S. homebuyers, and #1 is in Ohio.” But heading back to inventory, affordable housing, and such, the topic is certainly percolating up to Capitol Hill. A bipartisan duo in the U.S. Senate introduced a bill that would address a shortage of affordable housing in rural communities by easing the process for non-profits to acquire properties with USDA rural housing loans. It would also decouple the related rental assistance so that the assistance doesn’t end when the mortgages mature. (Today’s podcast can be found here and this week’s is sponsored by Black Knight. Black Knight is an award-winning software, data and analytics company that drives innovation in the mortgage and real-estate industries, and the capital and secondary markets. Listen to an interview with Servbank’s Anthony Forsberg on default and loss mitigation.)

Lender and Broker Software and Services

Don’t discount the value of prioritizing your customers. Many servicers are adding customer-focused technology to give homeowners self-service options and more. Just take it from AimLoan, an internet-direct mortgage lender that recently implemented MSP®, Black Knight’s loan servicing system, along with several other customer-focused solutions. After recently moving its servicing portfolio in-house, AimLoan needed proven technology to enhance the customer experience of today and prepare for growth of tomorrow. Ready to join AimLoan by enhancing the way you serve your own customers? Learn more about MSP today.

Get valuable face time with real estate agents: host your own For Sale to Sold workshop. MGIC’s ready-made workshop kit makes it easy for loan officers to guide agents to a deeper understanding of the mortgage process. The benefits of hosting your own workshop? You’ll position yourself as an expert, build stronger relationships and earn more referrals. Request your For Sale to Sold workshop materials to get started.

Loan servicers are invited to attend a free webinar on the MERS® Annual Report and third-party review process next Thursday, September 7th, at 3pm ET. Hear from the experts at Falcon Capital Advisors, an experienced and trusted third-party review firm, about the Annual Report process and how your organization can ensure it remains compliant with MERS® System requirements. Click here to register.

You don’t have to accept lower profitability when loan volume is down. Instead, find efficiencies in your mortgage process that add up to cost savings and bolster your bottom line. Loan officers using Maxwell Point of Sale achieve more with less work, closing 20% more loans and moving loans to clear to close 35% faster. Maxwell POS syncs with your LOS bi-directionally, keeping real-time data in one place for easy management and seamless updates and preapprovals. Managers have visibility into the team’s entire pipeline, allowing them to identify opportunities for quick adjustments and better results. If you’re ready to maximize your mortgage operations and take advantage of every basis point, schedule a call with the Maxwell team.

In today’s low-volume, purchase-focused market, every mortgage lender’s goal is to optimize their profits and overall efficiency. The catalyst? The right product and pricing engine. In a recent article with HousingWire, industry expert Parvesh Sahi of Polly emphasizes three critical components to thrive in this ultra-competitive market environment: 1.) Speed to market, 2.) Margin management, and 3.) Loan officer experience and education. According to Sahi, creating the connective tissue between these three primary components is an enormous opportunity. Are you taking it? Learn more, here: Why the right PPE matters.

“It’s no surprise that many mortgage lenders use more than one channel to maximize loan origination opportunities. Maybe you’re a traditional retail shop with a growing consumer direct team, or you decide to shift resources to wholesale while your retail group rides out a rough patch. What is surprising is how many lenders use two or even three different CRM systems to meet their multi-channel needs, each one increasing the inefficiency and cost of their sales and marketing. Download our free guide, “How to Find the Ideal CRM” and learn how to streamline your tech stack and improve sales and marketing performance across all your channels.”

Broker and Correspondent Products

“Brokers: Are you attending NAMB National? Meet NexBank’s team at booth #12 and learn why we are a trusted investor and warehouse bank partner to brokers and correspondents nationwide. NexBank is continuously ranked as a top lender by Inside Mortgage Finance, and we continue to grow in the wholesale and correspondent space. Our wholesale and non-delegated channels offer a suite of Portfolio, Conventional, FHA and VA products. Our competitive portfolio products include Full Doc and Reduced Doc (Non-QM), available for loan amounts from $200,000 to $2 million, with ARM and Fixed Rate options, along with Interest Only. Ask about our unique 6-month ARM! Plus, portfolio loans have no LLPAs for FICO or second homes and allow cash-out to 80 on primary with no dollar cap on cash-out amount, where applicable by law. Contact us. Restrictions apply. Subject to change. For mortgage professionals. Not intended for general public. Member FDIC. Equal Housing Lender. NMLS 672886.”

Long-term Rental or Vacation Rental? Visio Lending is the nation’s leader in Non-QM Investor DSCR loans for buy and hold SFR rentals with nearly a decade of experience and over $2.5 billion in originations. No-DTI, 30-year terms, rate buy downs, free 45-day rate locks; I/O and Sub-1 DSCR options available. Through our top-notch Broker Program, brokers are able to earn up to 2 points YSP, and 5 points total. Visio Brokers can count on a designated Account Executive and in-house processing.

STRATMOR Customer Experience Workshop

According to data from Gartner, two in three companies say customer experience is the primary area where they will compete for business. Lenders, how is your business utilizing customer feedback to drive revenue growth in today’s challenging market? Need help? Join STRATMOR Group’s customer experience experts as well as peer lenders for STRATMOR’s Customer Experience Workshop on September 25, 26 and 27. This highly interactive, virtual workshop is designed to give lenders specific, actionable ideas: you’ll learn how to optimize your loan processes to maximize repeat and referral business and achieve your growth goals in challenging market conditions. Register today!

Capital Markets

With a light day of data to open the week, investors continued to mull over Fed Chair Powell’s Jackson Hole Speech, which had a rather hawkish tone as he vowed to hike rates further, if necessary. Investors in Fed Funds futures got the message, ramping up bets that the Federal Open Market Committee will hike rates by an additional 25 basis points at the November meeting. The U.S. Treasury sold $45 billion in 2-year notes yesterday morning and $46 billion in 5-year notes in the afternoon, with both offerings meeting good demand ahead of today’s $36 billion 7-year note auction. We have a heavy week of data coming up with home prices and consumer confidence today, GDP tomorrow, the PCE Price Index on Thursday, and the jobs report on Friday.

Keeping things in perspective, two weeks ago, markets were buoyed by an upwards surprise in retail sales. However, last week’s durable goods report showed orders fell 5.2 percent in a sign that business investment is slowing. Despite potentially lower jobs gains, initial unemployment claims have remained fairly consistent throughout the year and were at a three-week low last week. Given the record over-supply of available jobs over the last year, the softening in the labor market may presently be manifesting itself in less job openings rather than increasing layoffs. There were about 14 percent fewer job openings as of August 18 than on January 1. Existing home sales fell for the second consecutive month in July as higher mortgage rates reduced demand as well as supply. Lower supply has put upwards price pressure on the limited existing homes availability. This allowed builders, armed with price and rate incentives, to insulate themselves from the housing slowdown. New home sales were up 4.4 percent in July. While recent inflation data is encouraging, hawkish talk from Fed officials has the markets split on whether another rate hike will be necessary before the end of the year.

Today’s calendar gets under way later this morning with Redbook same store sales and will be followed by home prices from S&P /Case-Shiller and the FHFA for June, July job openings from JOLTS, consumer confidence for August, Dallas Fed Texas services for August, the aforementioned Treasury auction of 7-year notes, and remarks from Fed Vice Chair of Supervision Barr. We begin Tuesday with Agency MBS prices roughly unchanged from Monday and last Friday and the 10-year yielding 4.20 after closing yesterday at 4.21 percent. The risk-free 2-year T-Bill is at, or above, 5.0 percent for the sixth straight day.

Employment, transitions, and NAR President resignation

“Citizens Wholesale Lending: If you’re an Account Executive looking for a solid Wholesale Lender, look no further than Citizens! Citizens Wholesale has been supporting the Broker and Non-Del community for the past 28 years with a commitment to delivering a best-in-class experience. As the mortgage landscape continues to evolve, Citizens remains a strong pillar for the Wholesale industry. We are currently hiring Account Executives in GA, NC, and SC to join one of the strongest bank-owned wholesale lenders in the country. If you’re interested in an opportunity to thrive and be a part of a winning team, learn more at our jobs page today!”

Allen Friedman, an industry veteran and long-time friend of this Commentary, has returned to his home of over 10 years, iServe Residential Lending. Allen joins iServe as Executive Vice President and will help to further develop and expand the company’s strategic growth and development initiatives. Co-CEO Ken Michael states “We are thrilled to have Allen back in this leadership role. He helped to create our culture and shares in our desire to ensure that iServe is a company that both MLOs and Branch Managers can join to build something extraordinary. With a can-do culture, our goal is to empower each MLO and Branch Manager with a voice in the company alongside the decision makers. Allen strengthens that platform.” iServe was established in 2007 as a multi-state residential mortgage banker and invites NMLS licensed Originators to apply. For a confidential conversation about joining iServe, contact Allen Friedman through his email or at 415-298-2500.

It’s hurricane season, and sure enough we have Hurricane Idalia forming and expected to hit Florida on Wednesday. The National Association of Realtors has its own storm: the (now ex) President, Utah’s Kenny Parcell, resigned after the New York Times reported on allegations of sexual harassment and a culture of fear at NAR.

 Download our mobile app to get alerts for Rob Chrisman’s Commentary.

Source: mortgagenewsdaily.com

Apache is functioning normally

Warmer weather and longer days call for firing up the grill and cooking delicious food. But you may need to take extra precautions. Grills cause an annual average of roughly 10,600 home fires each year. With less space, apartments are especially susceptible. Nothing puts a damper on summer barbecues like a visit from the fire department or having to head to the emergency room to deal with burns.

Luckily, these grilling safety tips will keep you, your family, your neighbors and your apartment safe.

Top tips for apartment grill safety

Prevent accidents and serve up some of the best barbecue cooking around with these grilling safety tips.

1. Check your local laws and regulations

For fire hazards and health and safety reasons, many municipalities, cities and towns have rules about grilling near or around apartment buildings and multi-family housing developments. Sometimes, landlords prohibit certain types of grills, while other times they’ll keep the grill a certain distance away from a structure.

2. Make sure you’re allowed to have a grill in your apartment

First things first, you should never use a grill intended for outdoor use inside your apartment. The smoke and flames can set off fire alarms, start fires and produce toxic amounts of carbon monoxide. No apartment complex will let you use an outdoor grill indoors. If they do, run as far away from that property as possible. It’s probably not a safe place to live if they allow you to grill inside. So, don’t even think about grilling inside your apartment. Try other options like ovens or stoves.

Secondly, you need to double-check what rules your landlord or apartment building has about using grills. Some may allow it with conditions, while others will flat-out prohibit it. Before investing in that great grill you saw, confirm your apartment complex and landlord actually allows it.

3. Can you use gas grills or charcoal grills?

Similar to reading the fine print of your rental agreement to see where you can use a grill in your apartment, you also need to see if there are rules about what kind of grill you can have. There are many different kinds, from solid-fueled grills to gas or charcoal.

Charcoal and gas grills are the two most popular and best known. Charcoal grills are great for adding a smoky flavor to your food. Gas grills use either propane tanks or natural gas. If your apartment doesn’t allow either of the above, electric grills are safe, easy to use and just as good at cooking as the other options.

4. Figure out where you can have a grill in your apartment

Location, location, location. When it comes to grills, it’s one of the most important factors. Your landlord might have strict stipulations about where you can use and store a grill. Some will allow grills on balconies or patios but may have specifications about how far to keep it from the building. It’s possible to safely grill on patios and balconies provided it’s not enclosed and the grill isn’t close to anything flammable.

5. Keep the grill secure

One minute, you’re grilling on your balcony or patio, preparing delicious food for your family and friends. The next minute, a strong gust of wind blows it over. Secure your grill to something sturdy and non-flammable using a strong chain. Also, keep it on a flat surface where it can’t roll away or fall over.

6. Keep starter fluids out of reach and safely stored

Another apartment grilling safety tip is to keep anything that could provide fuel and boost flames or coals away from the grill when not in use. This includes charcoal starter fluid, lighter fluid and any other flammable liquids. Securing them inside a metal container is one option.

Potentially dangerous grill accessories, like the meat thermometer, should also be kept out of reach of tiny hands.

7. Have a fire extinguisher on hand

You should have one in your apartment already. But just in case you don’t, make sure to get a fire extinguisher to keep by your grill.

8. Keep baking soda and salt close by

If you have a gas grill or charcoal grill, these two basic ingredients are your two best friends. Why? They’re excellent tools for stopping fires. In the event of gas grill fires or a grease fire, remain calm and follow these steps.

First, turn off the heat source if you can. Next, try to smother the flame to cut off its oxygen. This could be closing the grill tightly or placing a pot or pan over the flame. If you can’t cover the open fire completely or safely, throw salt or baking soda over it to extinguish the flame.

One thing to remember: NEVER throw water on grease fires. It will only cause flare-ups and make the fire even bigger.

9. Keep your grill clean

It’s important to keep your grill clean of built-up fat, cooking residue and other detritus. Fat buildup on grills can cause flare-ups as it melts and drips onto coals or other heat sources. So, make sure to thoroughly clean your grill after each use.

10. Keep the grill away from flammable materials

Place your grill in an open area far from anything that could easily catch fire. This is anything from other structures, like wooden partitions or columns on a balcony, to hanging baskets or furniture. Also, be careful of things like apron strings, shirttails and loose clothing. All it takes is one gust of wind to blow an apron string too close to the coals and lighting on fire.

11. Keep grills in a well-ventilated area

Smoke and carbon monoxide build-up are serious risks, so make sure to grill in well-ventilated, open-air places.

12. Check your gas grill or propane grill for leaks

A gas leak can turn grilling time into a disaster in no time at all. To check for leaks, mix some water and light soap together to form a soapy water solution. Using a spray bottle or brush, apply the mixture to the connection spots between the gas source and grill. Turn the gas grill on and watch for bubbles forming in the solution. If you see bubbles, that means there’s a leak.

Check for leaks when you haven’t used the grill in a while.

13. Keep children and pets away unless supervised

Never let young family members, children or pets play or hang out too close to the grill. Bumping into the grill can cause burns or worse.

14. Never leave the grill unattended while cooking

It doesn’t just put your meat and food at risk of overcooking or burning. Leaving your grill unattended is an invitation to all sorts of problems. Something could catch fire or someone could hurt themselves. Always monitor the grill when it’s in use.

Even after cooking, keep the lid closed at all times. Charcoal can stay hot for hours, and hot coal blown out of the grill can start a fire.

15. Keep a first aid kit handy

Hopefully, you won’t have to use it because you’ll be using all of these grilling safety tips. But sometimes, hot fat drips or grease can splash onto skin, in which case it’s great to have a first aid kit close at hand.

16. Use the common area grill

Some apartment complexes will have community grills in communal outdoor areas for everyone’s use. If you’re prohibited to have a grill in your own apartment, this is a great backup option for grilling food for events and gatherings.

All the above safety tips should still be closely followed. Since anyone in your building can use the grill, you don’t have a guarantee that everyone is taking proper care of the grill, like cleaning it correctly or frequently enough.

17. Use an electric grill

If you can’t have a gas or charcoal grill and your apartment building doesn’t have communal ones, you can always invest in an electric grill for indoor use. Completely safe for indoor use, an electric grill will still meet all your grilling needs without potentially lighting home fires.

Grill safely and happily with these tips

Just because you live in an apartment doesn’t mean you have to forego homemade barbecue. With these grilling safety tips, grill and cook food safely in your apartment without worry.

Zoe Baillargeon is an award-winning writer and journalist based in Portland, Oregon, where she covers a variety of beats including travel, food and drink, lifestyle and culture for outlets like Apartment Guide, Rent., AFAR.com, Fodor’s, The Manual, Matador Network and more. In her free time, she enjoys traveling, hiking, reading and spoiling her cat.

Source: rent.com