July 31, 2023

Welcome to People and Properties, the Cohen-Esrey newsletter where we celebrate the successes of our team members and keep you informed about what is happening in the Cohen-Esrey world. If you have something you would like to share or an achievement that you would like to celebrate, please send it to Lee Harris at lharris@cohenesrey.com. If you are on a property, please print and distribute this newsletter to each member of your property team. You can also find People and Properties on KnowledgeNet. Click here to view previous editions.

Mission-Based Affordable Housing

Alhaven is a 50-unit affordable community in the historic North Hyde Park neighborhood of Kansas City, MO. Its central location puts this property in proximity to some of Kansas City’s best attractions including Penn Valley Park and the Country Club Plaza. North Hyde Park’s tree-lined streets are full of quaint Colonial homes as well as rental options in renovated historic apartment buildings. While the area is mostly residential, diverse local eateries as well as a variety of business and stores can be found along North Hyde Park’s walkable streets. Cohen-Esrey Communities (CEC) has managed Alhaven for a third-party client since the doors were opened in 2021. The property sports a multi-use room, fitness center, and lounge. The four-story building features studios of 448 square feet renting for $582 per month; one-bedroom units of 607 – 623 square feet renting for $631 to $648 per month; and two-bedroom units of 792 square feet and renting for $733 to 776 per month. A dedicated health care worker and on-site exam room are available seven days a week for checkups and urgent care. Counseling services are also available for residents who need them. The overall mission of Alhaven is to provide affordable housing with supportive services that empowers young adults living an HIV or AIDS diagnosis to live their fullest lives.

SAVE, Inc., is the sole provider of specialized housing for those diagnosed with HIV/AIDS in the bi-state Kansas City metropolitan area. Since 1986, SAVE has been providing permanent, transitional, and emergency housing assistance to Kansas City’s most vulnerable. Each year, the organization provides services to nearly 2,000 individuals. What started as an eight-bed hospice facility providing a place for those with HIV/AIDS to die with dignity, SAVE, Inc. now provides permanent, transitional and emergency housing services to those with HIV/AIDS, substance abuse, mental health illnesses and more.

Cedric Schine (2020) is the Property Manager and Cassie Colston (2004), Assistant Vice-President is the Regional Manager. Mike Gioia (2022) is the Senior Property Accountant, Nancy Lewis (2021) is the Property Accounting Assistant, and Rodney Chmidling (2015) is the Accounts Payable Specialist.

We welcome the following new team members to Cohen-Esrey and the Nexus 5 Group.

Bianca Stewart – Tall Oaks, Conyers, GA – Assistant Property Manager
Isiah Kelly – Park at Forest Hill, Memphis, TN – Maintenance Technician
David Santana – Carlyle, Shawnee, KS – Leasing Agent
Leslie Menapace – Clay Hall Senior Residences, Enid, OK – Property Manager
Ramel Lee – Loretto at Creekside, San Antonio, TX – Lead Maintenance Technician
Anthony McCray – Perry 81, Overland Park, KS – Make Ready Technician
Terrance Vetaw – Merriam Oak (Corporate HQ), Merriam, KS – Commercial Maintenance Technician
Brandon Lang – Hamptons at East Cobb, Marietta, GA – Assistant Property Manager
Priscilla Jimenez – South Pointe, Dallas, TX – Leasing Agent

Strike Out Swinging!

By Josh McDonald (2018), Construction Division Manager, Nexus 5 Group

After a three-year sabbatical from baseball, my son decided he wanted to play ball again. I was pumped. I love baseball. It has always been my favorite sport and there’s nothing better than a summer evening at the ballpark.

If you’re not aware, baseball is a tough sport. The great Hall-of-Famer, Ted Williams, told The New York Times in 1982: “I've always said that hitting a baseball is the hardest thing to do in sports.” Well, if you have ever tried to hit a baseball, you would probably agree. It takes a lot of time, work, and patience to be a good hitter.

Have you ever been in a situation that you've experienced a thousand times in life but, for some reason, an aspect of the experience hits differently? (No pun intended.) This happened to me watching him play baseball this summer. We put a good amount of work in prior to the season. We hit off the tee, threw soft toss, went to the batting cage, and I threw live. As we put time in, his ability and confidence grew. He started hitting the ball well and I felt he was ready for the season.

As the season has progressed, I have realized there are a lot of pitchers that cannot throw strikes, which results in a lot of walks issued. To be fair, I taught my son to take the walk and be selective while in the batter’s box. To most, this is all sound baseball advice, but I didn’t realize the full impact this would have.

Through this experience, Liam has developed a mindset of working a walk while at the plate and his aggressiveness has diminished. The last few games, this has caused him to strike out looking several times.

Strike outs happen in baseball. It’s just a thing that all hitters will experience. The most successful hitters of all time were only successful in 30% of their at-bats.

Allow me to share another interesting statistic. Not swinging the bat significantly diminishes your opportunity to get a hit. The statistics on this tell us there is a 0% chance of hitting the ball if we don’t take a swing.

Now, I say this a little tongue-in-cheek, but how many times do we, as adults, not "swing the bat?" After all, swinging the bat is risky. Others are watching. We may miss. We’re supposed to hit the ball. That’s the goal. What if we fail with an audience?

Many adults become crippled by the fear of failure and will not take a swing, a risk, or an opportunity. My son and I spoke about this recently. I told him I would rather see him swing at a ball outside the strike zone and go down swinging rather than watching that third strike go by.

You know what? He got up to the plate and took some hacks. He swung at a ball out of the zone and struck out during that at bat. However, I couldn’t have been prouder of his aggressiveness and willingness to potentially fail in front of an audience. He walked back to the dugout, shook it off, and got ready for his next opportunity. It takes risk, grit, and resiliency to do this.

Next inning, he went out and made an excellent defensive play at shortstop to end the inning. He couldn’t have looked more smooth, collected, or fundamental during that play. Though he just failed a few minutes prior, he captured his next opportunity to be successful and make an impact. He will also be presented with other at bats and opportunities to be successful.

Too many times, we worry about the potential failure we face by making changes, taking risks, and exposing ourselves to criticism. It's extremely tough to be successful without swinging the bat. If you’re going to strike out, strike out swinging!

Transformational Construction!

Construction continues at several Cohen-Esrey Development Group (CEDG) future communities.

Construction is wrapping up at Sinclair Flats in Mankato, MN.

Unit interiors are being completed at Sinclair Flats.

Rough-in plumbing continues at Lofts at Creekview in San Antonio, TX.

Framing continues at Loma Vista Lofts in San Antonio, TX.

Rough-in plumbing is happening at Panorama Heights in Colorado Springs, CO.

Sheetrock is being delivered to the Trails at Lehow in Englewood, CO.

We’re Going to Miss You, Paula!

Congratulations to Paula Elliott (2013) on her retirement from Cohen-Esrey. Most recently she was the Property Manager at Bluejacket Lodge in Shawnee, KS. Previously she was the Property Manager at Brentwood Manor in Kansas City, MO, from March 2013 through its sale in March 2022. During her tenure she spent a significant amount of time helping at Northwoods in Kansas City, MO. She also assisted on many occasions at other Kansas City-area properties including Walnut Grove, Park Highlands, Residences of West Paseo, Chaumiere Place, and even Eastwood in Wellington, KS. She was invaluable when filling in when we were short-staffed by posting rents, processing recertifications, posting payables, preparing for state inspections, and mentoring office team members. Paula was never one to say no when someone needed help. Her impact was felt not only with office work but also with physical operations. You could often find her outside cleaning property grounds and shoveling snow from sidewalks, or inside units completing light work orders because she did not have a Maintenance Technician. She would help with the Harvesters mobile food pantry out at Park Highlands no matter the summer heat, the spring rain, or the winter snow. We all owe Paula a debt of gratitude for her Commitment and the way she lived our Core Values. Here’s wishing you the happiest of “next life chapters,” Paula!

A New Summer Intern . . .

Please meet our newest summer intern (well, maybe someday) Eleanor Christine Fletcher born on July 22 to parents Gabrielle and Calvin Fletcher (2021), CEAI Underwriting Specialist. She weighed 7 pounds 6 ounces and Calvin delivered her because the midwife didn't get to their home in time! Grandpa Mark Fletcher (2008), Chief Technology Officer, has had a huge grin on his face ever since.

AI Comes to Cohen-Esrey

By Karen Crouch (2019), Director of Customer Fulfillment

In the fast-paced world of technology, artificial intelligence (AI) has rapidly moved from the pages of sci-fi novels to the toolkits of companies like Cohen-Esrey. Recognizing the transformative power of AI, we've implemented its innovative applications in enhancing the training of our team members and in producing more focused and efficient content. We've adopted AI to play a critical role in two key areas:

Research & Content Creation with ChatGPT

ChatGPT is our preferred tool for research and content creation. Unlike a standard internet search engine, ChatGPT leverages adaptive learning capabilities to produce focused and specific results. By feeding it the right prompts, we're "training" the AI to yield more specific and advanced content that aligns with our unique requirements. This is not only a time-saver but also results in a more precise output.

Training Video and Presentation Creation with Murf and Tome

We've turned to Murf and Tome, two top-tier AI tools, for creating training videos and presentations. Murf can transform a written script into an AI-generated voiceover, delivering a professional presentation. However, it does require some initial investment in time to train it to articulate words correctly and maintain a natural tempo. Leading this endeavor is Robert Sholl (2022), RealPage/Customer Fulfillment Specialist, who is skillfully mastering the prompts and harnessing the power of ChatGPT to make the process less tedious. On the other hand, Tome generates high-quality presentations and images from a script or prompt, potentially making PowerPoint a thing of the past.

The reality is, AI is not just a tool in our arsenal—it is an integral part of our everyday operations, continually shaping and enhancing the training experience at Cohen-Esrey. The functionality of these products is updating and enhancing on a daily basis, and only time will tell what the future holds for AI.

P.S. This article was edited, enhanced, and partially generated by AI!

Calling All Tipsters!

In our Calling All Tipsters series we offer a subject and ask all team members to give their advice, tips, or experiences that may prove helpful to other team members. In the last issue we posed the following question:

What is the #1 thing you do to deliver Team Member Fulfillment?

Here are some of the responses:

“I believe active listening is critical to team member fulfillment. Active listening requires you to listen attentively to a team member, understand what they're saying, respond and reflect on what's being said, and retain the information for later. This keeps both of you actively engaged in the conversation. Ask questions, pay attention to what the team member is saying and maybe not saying to determine where you can assist. Seeking out team members that you don’t always work with is also critical. We all have skills that can benefit others, learn and figure out where they may apply to benefit the organization even if it’s not a direct project you are working on.” Marilee Scheid (2019), Director of Learning and Development.

“Early in my career, I received personal thank you notes from team members in many different positions, and it impacts me every time I get one today. So, over the years I have done the same thing, and frequently challenge our Regional Managers to send a personal handwritten thank you note to someone at least once a month. There are a couple of times where I have done this where the response back was very rewarding and proven worth the time it takes to write it. I may be a little old school, but I also send sympathy cards or other types of cards to team members that may need a little lifting up which always seems to be appreciated.” Connie Riley (2012), Senior Deputy Managing Director.

“The first step to creating Team Member Fulfilment is to display the characteristics of a leader. In my experience, team members work hard for those who exemplify what they strive to be. While a leader is not expected to know everything, the expectation is that they provide resolutions to issues, build morale and motivate their team. Despite the discomfort of not having working air conditioning in the office and common areas for several months at Sullivan Place, Brittney Herd (2022), Property Manager, and her team report to work each day ready to serve. Their ability to handle this challenge without panic displays a great deal of Team Work and Team Member Fulfillment. The team shows a great deal of Commitment and dedication for the property and company overall.

I guess to summarize, the ability to keep a team motivated and encouraged during challenges requires a level head, strategic thinking, and genuine compassion. A team also has to respect and trust that you have their best interests in mind and you have the capacity to help them enhance their professional development. A well oiled machine requires FUEL…and the leader is the fuel to keep the machine going!” Nicole Collins-Watson (2022), Regional Manager.

“Create Meaning. Unlock insights through tools that encourage reflection.

Provide Structure (but not too much). Make work more meaningful for team members while still supporting the collective goals of the company. Help team members build deeper and more diverse relationships while also promoting growth.

Ultimately team members hold the key to understanding their own motivations. Help team members unlock their motivations.” Alisha Brooks (2017), Operations Support Manager.

“Communicate. My staff and I have great communication. We communicate about the property and workload, and sometimes about our life journey and goals everyday at least three times a day or more. And you have to get to know your colleagues on a personal level, because everyone has a different set of needs and defines fulfillment differently. The more you understand each person’s unique situation, life goals, passions, fears, and obstacles, the more you can help them.” Cynthia Johnson (2016), Property Manager – Justin Place.

“The #1 one thing I do to deliver Team Member Fulfillment has two distinct parts. The first is active listening. I believe people can tell when they are really being heard – I know I can! When the person I am speaking to is actively engaged in our conversation I can feel their empathy and concern through their tone and body language. I leave conversations like this better than when I came in because I know I was heard. This may be all someone needs to be fulfilled. So, I try my best to show that in every interaction. The second part is action! Many times a team member needs more than to be heard. They need me to do something. When this is the case I am intentional about making that thing, whatever it is, happen as soon as possible. This shows the person that their concern is a priority to me and, hopefully, leads to their fulfillment.” Brent Phillips (2021), Maintenance Safety Director.

“I think active listening is the most needed quality for Team Member Fulfillment. It goes back to that Steven Covey quote, "Seek first to understand rather than be understood." We all have ideas for what our teammates need, but none of us knows what each person needs, from their perspective, except that person. I take three steps to Team Member Fulfillment. I listen first, process the information next, and then act accordingly.” Arley Hoskin (2022), Marketing and Ad Specialist.

“Coupled with their daily objective to advance property value, Property Managers are bombarded with both planned and unplanned demands on their time. Fulfilling those demands with a sense of priority and urgency can be draining. But, it comes with the job. The fulfillment that our Property Managers have to deliver on daily, can be replenished and recycled forward by continually delivering on their needs for support.

I contribute to Team Member Fulfillment by attempting to refuel Property Manager Commitment and Customer Fulfillment by treating their needs and calls with that same sense of priority and urgency they are expected to deliver.

There’s nothing like knowing that a team member is going to give you their ‘all’ in contributing to your success. Every Property Manager that I interact with (as well as their Regional Manager) knows that I proactively make myself readily available to partner with them – through any renovation challenge(s) – anytime.” Richard Williams (2020), Renovation Director.

“You may already be familiar with the term ‘Eat the Frog.’ This is one of my go-to phrases with Property Managers and Regional Managers. To put it simply, eating the frog is the process of identifying your most difficult task of the day and completing it before you do any other work. If you must eat two frogs, eat the bigger one first. Identify which task is more challenging and do that first thing.

Why should you Eat the Frog?

Do you ever have one of those workdays where you look at your to-do list and feel like you have no idea where to start? How do you identify what's the most important? How can you get it all done? Mark Twain once said that if you must eat a live frog, do it first thing in the morning and nothing worse will happen to you for the rest of the day. This productivity method, called the eat the frog method, is a great way to organize and tackle your daily task list.

I feel this is a fun reminder on how to prioritize your day!” Kristina Viera (2017), Deputy Managing Director.

“I believe that companies, even companies that have history of being good with Team Member Fulfillment, tend to lose focus on what really matters. The basics like creating an environment where a team member feels valued and understands what it is to be successful are at the core. Amenities are great. Pay is great. Benefits are great. Those all play a part, but you can't substitute the feeling of accomplishment and value. On the flip side you can’t just have the latter and not the former.

I think value has to start with practicing transparency. ‘Good job,’ ‘we are doing well,’ or ‘we are doing poorly’ will fall to deaf ears over time. When a person sees the results of their work, financially and practically, they will take ownership in their role. Have some goals tied into those results and maybe an incentive for achieving it and you will have a great starting point for a fulfilled team member. Sprinkle on a fair wage, fair benefits and some modern amenities (or activities and atmosphere) and I believe you have a great recipe for Team Member Fulfillment.” Tom Cowan (2012), Nexus 5 Director of Operations.

“Team Member Fulfillment – I like to make sure that the team at Old Orchard Estates knows that we are exactly that. I want them to know that we cannot accomplish anything unless we all work together as a team. I like to give a lot of compliments to the team and tell them how much they are appreciated. One of the things I also like to do is introduce the entire team to new residents and tell the residents how great they are, and they will respond to their needs to the best of their ability. It’s also nice to bring the team treats or treat them to donuts or lunch or ice-cream on a hot day!” Kathy Cogdill (2004), Property Manager – Old Orchard Estates.

Another Empowerment Story

By Gina Dickerson (2022), Property Manager, Oneida Mill Lofts

Gina Dickerson (2022), is the Property Manager for the Oneida Mill Lofts in Graham, NC. Here is what she has to say about her Empowerment:

I have been in Property Management for over 30-plus years, starting out managing condominiums. In 1997 I was given my first tax credit property. I didn't know it was tax credit until the state sent a letter about coming to do a physical and file audit. Not knowing anything about tax credits, I had 254 files to go through. With no help I figured it out and we had no findings. I then became curious about the tax credit world and heard about a man name AJ Johnson who was a tax credit guru. Mr. AJ Johnson was truly a Godsend. With his guidance and help I became a tax credit trainer and compliance auditor. I say all this to say that I was left to fend for myself and felt like it was an I in team.

Even though it's been a short time for me here at Cohen-Esrey it was clear that there was no “I” in team. This company is very helpful and hands-on. Cohen-Esrey sent out the cavalry when needed and I want to thank you all for that. You've given me much needed strength. I really want to give a special thanks to my Regional Manager, Cassie Colston (2004), Assistant Vice-President, who has not just said she had my back but has shown it through her actions.

Investing with CEAI – Top Five Questions – Part 2

By Lydia Kinkade (2013), Managing Director – CEAI Funds

In the last issue, we explored two of the top five questions that we are asked when meeting with a potential investor regarding how we operate. In this issue, we answer the remaining three questions.

3. What kind of reporting do you provide investors?

We provide investors with quarterly and annual reports that include metrics on every property such as:
- Occupancy
- Delinquency
- Income
- Expenses
- NOI (Net Operating Income)
- Average rental rate growth

In these reports we commit to sharing not only what is going well, but also where we are experiencing challenges. For example, each property is categorized as either “Exceeding Expectations,” “On Track,” or “Lagging,” and we explain our reasoning for each.
In our reports we also provide our own perspective on market conditions and typically include an article or two that we believe to be timely and educational.
We also provide a monthly podcast that covers topics ranging from case studies to demographic trends to special appearances from our team members to discuss their roles including Richard Williams (2020), Renovations Director, Michele Rollo-Burns (2018), Director of Revenue, and Stefan Zajczenko of First Avenue Asset Management.

4. What should we expect when a new property is acquired? Will we be receiving financial distributions?

When we acquire a new property, we prioritize getting the right team in place, and then commence our renovation plan. It may take time to stabilize the resident base, and the planned unit renovations will occur as units are vacated. Exterior and common area renovations begin as soon as possible.
We intend to provide investors with quarterly distributions, as cash flow is available. Typically, these distributions start small but slowly increase over time as renovations are completed and rental income increases.

5. Why are you so bullish on apartments?

Demand - Generational trends in homeownership continue to show a strong preference for renting vs. owning amongst certain cohorts. Millennials and Generation Z (Zoomers) are expected to stay in the rental market primarily because the cost of owning (and maintaining) a home is too far out of reach. Many Millennials and Zoomers have stated in surveys that they have no plans to own a home.
Even with new supply coming online, in the markets we are focused on we don’t expect overbuilding to occur. There may be an excess supply of Class A properties, but by definition Class B cannot be built, so we are providing a unique offering that is not only more affordable than Class A but is comparable in terms of amenities and conveniences.
Occupancy rates industry-wide continue to be strong, and we believe this trend will continue for the reasons listed above and more. For investors, the apartment sector provides an excellent diversification tool that generally experiences less volatility than the public markets. Market drivers are such that we expect the apartment industry to provide strong financial returns for many years to come.

Mark Fletcher Joins 15 – 20 Year Club

Congratulations to Mark Fletcher (2008), for joining the 15 – 20 Year Club! Mark is the Chief Technology Officer for Cohen-Esrey and a member of the Executive Leadership Team. However, his contribution goes well beyond Information Technology operations. Mark has led the charge to develop OASYS, Quick Connects, the Net Promoter Score (NPS) tracking, the development tracker for CEDG, and scores of marketing materials and concepts. He has designed numerous websites and one of his biggest claims to fame is KNET which was his brainchild from the very beginning.

He earned a Project Management Professional (PMP) designation, and holds a Bachelor of Arts degree in Information Systems and Technology from Weber State University. He has put his PMP training to good use, guiding multiple projects from start to finish at the same time. He is one of the most process-oriented professionals you’ll ever meet and has helped Cohen-Esrey reach a scale never before achieved as a result.

Here is what Jeanette Jayne (1996), Exeuctive Vice-President and Managing Director has to say. “Mark is the epitome of Commitment. He works both hard and smart. Talk about a jack of all trades! He is involved in more than IT, programming, marketing, and operations. He IS The Wizard! He has the biggest heart to match his big brain too! Cohen-Esrey just wouldn’t be the same without him.”

Mark, words alone cannot express our gratitude for the contribution you continue to make in our quest to build a world-class organization. We look forward to another outstanding 15 years (or more)!

The Art of Positive Business Writing

By Jeanette Jayne (1996), Executive Vice-President and Managing Director

Business writing, including emails, plays a vital role in effective communication within professional settings. The words we choose in our written communication can significantly impact relationships and productivity. By incorporating positive statements in your business writing, you can create an environment of optimism and inspiration.

1. Embrace positivity in language. Choose words and phrases that convey positivity and optimism in your business writing. Focus on highlighting strengths, opportunities, and solutions rather than dwelling on negatives. This approach creates an atmosphere that encourages collaboration and problem-solving.

Example:
- Negative Statement: We cannot proceed until all obstacles are resolved.
- Positive Statement: Let's work together to address any obstacles and then move forward.

2. Using encouraging language. Incorporate affirmative phrases that inspire and motivate your recipients. Frame suggestions, instructions, and feedback in a positive manner, fostering a can-do attitude among your team members.

Example:
- Negative Statement: There are too many mistakes in the reports; we must avoid them!
- Positive Statement: Let’s aim for accuracy and precision in our reports.

3. Focus on solutions and benefits. When addressing challenges or issues, shift the focus to potential solutions and the benefits they bring. Present opportunities for growth and improvement, encouraging a proactive and solution-oriented mindset.

Example:
- Negative Statement: The occupancy rate is disappointing.
- Positive Statement: Let's explore strategies to boost our occupancy and achieve remarkable growth.

4. Celebrate achievements. Acknowledge and celebrate accomplishments in your emails. Recognize the efforts and successes of your team members, fostering a positive and motivated work environment.

Example:
- Negative Statement: The community is only at a +35 NPS.
- Positive Statement: Congratulations! The community has increased the NPS score from +25 to +35! This is a significant start to getting to our goal!

The Ice Cream Man Cometh!

There has been a longstanding tradition in the Corporate Office for a member of the team to dress up in an ice cream costume and push a cart around the office delivering sweet treats to the entire office. Initially, this was the purview of Lee Harris (1975), President and CEO. In recent years, Lee bequethed the costume to Ryan Huffman (2002), Chief Operating Officer, to make the rounds. This happened recently and here are the photos to prove that Ryan, in all his glory, was up for the task.

The Cities of Cohen-Esrey

To date we have featured St. Louis, Topeka, KS, Wichita, KS, Springfield and Joplin, MO, San Antonio, TX, the Dallas Metroplex, Atlanta/Macon, GA, and Colorado Springs in our series on the Cities of Cohen-Esrey. In this issue we’ll focus on Houston, TX. Currently, Cohen-Esrey does not operate in Houston. However, at one time we had a major presence in the market, and it is a target city for both CEAI and CEDG. In 1989, a partnership was formed with a long-time friend of the company, Paul Nichols, and operated as Cohen-Esrey-Nichols (CEN) in Houston, Dallas, and several other Texas cities. The partnership was formed in response to a request by a longtime client, the Farmers Insurance Group, that we lease and manage multiple commercial properties in these various markets. During the time that CEN existed, the company managed two apartment communities totaling 92 units, 21 office buildings encompassing 788,000 square feet (see photo of one of the buildings), 441,000 square feet of industrial space in 11 properties, and 143,000 square feet of small retail space in nine buildings – in all a total of nearly 1,372,000 square feet in 41 properties plus the apartments. Several other third-party clients contracted with CEN to lease and manage commercial space included in these statistics. After analyzing the profitability of this business, it was determined that Cohen-Esrey resources could be better deployed elsewhere, and we terminated the partnership with Nichols.

Houston is the most populous city in Texas and in the Southern United States. It is the fourth-most populous city in the United States after New York City, Los Angeles, and Chicago, and the sixth-most populous city in North America. With a metro population of 7,122,240, Houston is in Southeast Texas near Galveston Bay and the Gulf of Mexico and is the seat and largest city of Harris County. The arrival of the 20th century brought a convergence of economic factors that fueled rapid growth in Houston, including a burgeoning port and railroad industry, the decline of Galveston as Texas's primary port following a devastating 1900 hurricane, the subsequent construction of the Houston Ship Channel, and the Texas oil boom. In the mid-20th century, Houston's economy diversified, as it became home to the Texas Medical Center—the world's largest concentration of healthcare and research institutions—and NASA's Johnson Space Center, home to the Mission Control Center.

Since the late 19th century Houston's economy has had a broad industrial base, in energy, manufacturing, aeronautics, and transportation. Leading in healthcare sectors and building oilfield equipment, Houston has the second-most Fortune 500 headquarters of any U.S. municipality within its city limits (after New York City). The Port of Houston ranks first in the United States in international waterborne tonnage handled and second in total cargo tonnage handled.

Nicknamed the "Bayou City", "Space City", "H-Town", and "the 713," Houston has become a global city, with strengths in culture, medicine, and research. The city has a population from various ethnic and religious backgrounds and a large and growing international community. Houston is the most diverse metropolitan area in Texas and has been described as the most racially and ethnically diverse major city in the U.S. It is home to many cultural institutions and exhibits, which attract more than seven million visitors a year to the Museum District. The Museum District is home to nineteen museums, galleries, and community spaces. Houston has an active visual and performing arts scene in the Theater District and offers year-round resident companies in all major performing arts.

NPS Leaderboards

The three NPS Leaderboards have been updated as of July 28, 2023, and we had one change with one of the leaders. In the 50-Units or Less category Clay Hall (Enid, OK) now leads with a score of +96.43. In the Properties 51 to 120-Units category, Orchard View (Farmington, MO) continues to hold the top spot with an NPS of +94.74. And in the Properties of More than 120-Units category, The Boulevard (Springfield, IL), is way out in front of the rest of the field, with an NPS of +92.16. There are 39 properties on Leaderboards – one more than last month, and we continue to celebrate having FIVE properties on the Leaderboards with an NPS of +90 or higher.

We continue to recognize those properties with a Maintenance Survey NPS that is equal to or exceeds our Overall NPS of +40. To qualify a property must have surveys from the equivalent of 40% of its units or more. We continue to emphasize the importance of providing improved maintenance service to deliver Customer Fulfillment. There are 22 properties this month, one more than the previous month.

Maintenance Ticket Surveys