January 29, 2024
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.
Andover Park – Definitely a “Best B” Asset

Andover Park in Kansas City, MO, was acquired by Cohen-Esrey Apartment Investors (CEAI) in 2021. Built in 2007, the 298-unit, three-story collection of apartment homes is in Kansas City’s Northland. More than $3 million has been invested in a wide range of physical improvements that ensure the competitiveness of the property as a premier asset. The Zona Rosa and Metro North Crossing shopping centers are only minutes from the property, and 15 minutes away is the Kansas City International Airport and residents are 20-minutes from the heart of downtown Kansas City.
Andover Park boasts several high-touch features such as crown molding, high ceilings, built-in bookshelves, dining rooms, eat-in kitchens, pantries, ice makers, freezers, granite countertops, large walk-in closets, trash compactors, security systems, and in-unit washers and dryers. Attached garages are available for select units. Community amenities include a package service, pet park, clubhouse, multi-use room, free Google Fiber, conference room, fitness center, swimming pool, playground, walking/biking trails, game room with billiards, car care center, BBQ grill, and picnic area. The property has clearly been updated to fit the Cohen-Esrey “Best B” concept. There are five different floor plan layout options, and one-bedroom units range from 691 to 890 square feet and rent for $1,076 to $1,176 per month. Two-bedroom units range from 1,186 to 1,324 square feet and rent for $1,750 to $1,845 per month. Three-bedroom apartments range from 1,492 to 1,540 square feet and rent for $1,990 to $2,100 per month.
The Property Manager position is open at the present time and James Huss (2013), is the Regional Manager. Mike Gioia (2020) is the Senior Property Accountant, Nancy Lewis (2021) is the 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.
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Kimberly Generaux – Northwoods, Kansas City, MO – Property Manager
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Marissa Garcia – South Pointe, Dallas, TX – Assistant Property Manager
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Monique Bacchas – Lakes at North Port, North Port, FL – Leasing Agent
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Viridiana Marroquin – South Pointe, Dallas, TX – Leasing Agent
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Jamtarsha Sanders – The Park at Forest Hill, Memphis, TN – Leasing Agent
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Kamari Welch – Corporate – Affordable Housing Compliance Specialist

Meet the Falstaff Team

Meet the Falstaff team. L to R – Jermaine Lee (2024), Maintenance Technician; Crystal McGruder (2024), Property Manager; Dorothy Washington (2024), Leasing Agent; and Laneric Gray (2024) Lead Maintenance Technician. This 147-unit affordable property is a former brewery that made Falstaff beer and is located in New Orleans, LA. CEC manages it for a third-party client.


Welcome Jayme!



We’re excited to announce that Jayme Dannen-Deal has joined Cohen-Esrey Communites (CEC) as a Regional Manager in the Affordable Division. Jayme began working in this industry in 2002 performaing maintenance for a small 54-unit community in Ottumwa, IA. While her husband was in the Army and moving around the United States, Jayme managed single family homes in Texas and a small hotel and campground in Northeastern, Colorado. Work eventually brought her family back to Iowa and was introduced to the affordable community world in 2017. She worked as an Assistant Regional Manager and Compliance Specialist and then in July of 2020, began working for Artisan Management Group as a Community Manager. While working for Artisan, Jayme held the title of Senior Property Manager, Compliance Director of Affordable Properties, and Regional Manager of the Kansas City/Lawrence Region. She also played a large role in assisting the software company, AppFolio, build out their LIHTC program that launched at the National Apartment Association in June 2023.
Jayme earned her Tax Credit Certification, Iowa Real Estate License, and has her Bachelor and Master of Science degrees from the American Public University System.
Welcome to Cohen-Esrey, Jayme!
Transformational Construction!
Construction continues at several Cohen-Esrey Development Group (CEDG) future communities.

The concrete slab pour is about two weeks away at The Launchpad in Colorado Springs, CO

Great panoramic view of Panorama Heights in Colorado Springs, CO.


Photo above of Trails at Lehow site in Englewood, CO before construction, and one on left shows the building footprint during construction. The project is now nearly finished but it shows what we can do with a difficult site.

Siding installation is underway at the Loma Vista Lofts in San Antonio, TX.

Installation of a fire road and fire water line will be installed in preparation for framing at the Lofts at Creekview in San Antonio, TX.

How Do They Do It?
This is the second in our new series in People & Properties entitled, How Do They Do It? We are interviewing a wide range of team members including Development Directors, Development Managers, Property Accountants, Regional Managers, Property Managers, Property Accounting Assistants, Project Managers – and the list goes on. We’ll be asking questions about how they do what they do. In this issue, we are posing the following question to several Property Managers with Cohen-Esrey Communities (CEC).
What is the most important thing you do to deliver Customer Fulfillment?

Trisha Parsons (2018), The Boulevard, Springfield, IL
I always have a smile on my face when anyone comes into the office and I greet them by asking how they are doing today and how can I help them. We make visitors, and our residents, feel comfortable as soon as they enter the office and when outside walking the property. We always makes an ongoing effort to assist our residents that have health or mobility issues with their renewals and lease signing by going to their homes so they can sign their paperwork. For our residents that do not have those issues, we even go their homes or stay late to assist them.
We regularly help our residents obtain rental assistance from local agencies as soon as they indicate they are having issues paying their rent. We encourage early communication in that process to assist with other agencies. I call the agencies with the resident in the office to help set up their appointment. During the initial COVID-19 pandemic, I took it upon myself to sign up some of our residents for rent assistance, as they were confused on how to apply. They were so grateful for this assistance instead of sending them through a process that they did not already understand.
We frequently help our residents with their personal life issues by occasionally taking a few of them to the store, assisting them with paying their bills, assisting them with their unemployment claims, feeding and watering their pet when they go on vacation or need to leave town for emergencies, retrieving their packages and bringing them to the office. And we’ve helped some of our residents with tidying and cleaning their home. We also are quick to help with work orders, picking up trash, and helps with lawn maintenance, and snow and ice removal from the sidewalks and steps. And we watch out for our resident’s children every day.

Kathy Cogdill (2004), Old Orchard Estates, Carbon Cliff, IL
We strive to exceed our customers’ expectations. We as a team feel that good customer service is an absolute must at our property. What we try to do to accomplish is to exceed our residents’ expectations. We feel that we can succeed at this by doing things for our residents that they don’t expect or have not experienced anywhere else they have lived. We like to have fresh flowers and a note from the team welcoming them in their apartment at move in. Highlighting residents in our monthly newsletter. Always making sure that we ask them if there is anything we can do for them while we are completing a service request in their home. Different social activities for the children on the property like having hot chocolate and cookies for them when they get off the school bus. Resident picnics, ice cream stands or watermelon on hot summer days. Just sending them a thank you note for making Old Orchard Estates their home. We try to treat our residents with professionalism, patience, and a people-first attitude.

Rosaline Arce (2022), Loretto at Creekside, San Antonio, TX
The most important thing I do to ensure Customer Fulfillment is to be authentic. This means that I don't need to act up-tight or boastful. By being true to myself, I can establish a connection with my prospects and renters. By creating a rapport with them, I can engage in meaningful conversations and provide human interaction. Although technology and robots are becoming more prevalent, taking time out of my day to connect with someone who walks in and is having a bad day can make them feel heard and valued. By being myself, I can ensure that I am giving my best and creating a positive impact every single day.

Heidi Hess (2021), Park Edge, Lenexa, KS
The most important way that I deliver Customer Fulfillment is by communicating with our residents. If we promise something, we follow through with the promise. If we are unable to meet or complete what we promised, one of our team members reaches out to explain and give the updated timeline for completion.

Laureen Woods (2022), Brighton Creek, Kansas City, MO
Going above and beyond when necessary is within our power. Delivering good service is second nature to my team and me. We always end the conversation with “my pleasure.” Customer Fulfillment means doing the right thing morally and professionally.
To me it is a never-ending cycle that starts from the first time we answer the phone until the resident moves out and turns in keys and then it doesn’t end because people move back to the same community where they encountered amazing service.
Going above and beyond must be within your character. Sometimes it is self-taught and sometimes you just have that knack. Customer Fulfillment means calling the resident for every single completed work order; calling one week after move-in to see if they are settling in; calling six months into their 12-month lease to ensure their stay has been good thus far so we can capture the renewal when it is time.
This means so much to me personally and I believe our retention number shows it.

Dee Bosier (2022), Lofts at Ventura, San Antonio, TX
Customer Fulfillment to me is going above and beyond for my community. We assist many residents with finding government assistance, and outreach programs when and if needed. I will say time and time again property management is more than collecting rent and keeping the property operating; it's about the people we serve daily. Going the extra mile for each resident and prospect is a step I will not ever miss or go around. I am knowledgeable about my community and the people that live in it, which makes it easier to keep my best foot forward.



Third Historic Property Closed into Fund
Cohen-Esrey Capital Partners (CECP) recently closed into a third partnership on behalf of the Heartland Historic Preservation Fund VI (HHPF-VI). The Eames Building is located at 325-330 Poyntz Avenue at the northeast corner of 4th and Poyntz in downtown Manhattan, KS. The ground floor commercial space consists of three primary bays. 330 Poyntz is the west bay that operated as a bank from 1911 to the 1980s. The existing storefront dates to a 1941 remodeling by Keller’s Department Store that occupied 326-328 Poyntz from 1933 – 1990. The building has been renovated to be utilized as an event space for the Manhattan community. The project cost produced an estimated $3.75 million in Qualified Rehabilitation Expenses. The building was substantially completed in December 2023.
The CECP team includes Mike Marsh, CPA (2022), Director of Federal Credits, Carol Lowe (2011), Director of State Credits, Charity Trotter (2023), Fund Administrator, and Hayley Fisher (2023), Fund Accountant. HHPF-VI is a federal historic tax credit fund that makes a market in small historic projects. The fund takes an ownership position in the property partnerships in exchange for an allocation of the federal tax credits that are utilized by the fund investors against their federal tax liability.



The Evolving Multifamily Marketing Landscape
By Mark Fletcher (2008), Chief Technology Officer

Over the last several years, the multi-family marketing landscape has significantly evolved. Historically, most prospects preferred to explore apartment communities in person before deciding to lease. Drive-by traffic had generated the largest number of prospects. As our culture has become more integrated with technology, we have seen a significant increase in prospects who prefer to explore our communities online FIRST before visiting the property in person. Today, remote online outlets like property websites, Google, Facebook, Apartments.com, etc., produce the overwhelming majority of traffic.
Mastering this kind of advertising requires a unique merging of technology, marketing, and increasingly, photography. Prospects need to envision themselves in a unit before they will choose to visit a property and lease. Previously, they did this through a property tour. Now, many prospects make their initial decisions based on the quality of the photography the see online. When it comes to leasing up properties that are under construction, prospects have no other method for envisioning themselves in a unit without photography since the property cannot be toured while it is under construction.
Over the last several years, photography has become the linchpin for successful online marketing and online marketing has quickly become the most important form of apartment advertising.
Cohen-Esrey had always relied on a network of local photographer vendors to provide our real estate photography. However; that methodology was not scaling for us. Real Estate photography costs were growing quickly. Finding quality photographers in each region was becoming challenging. Photography vendors focused on taking the photos and tended to ignore issues like leaves on the patio or cobwebs in the corner. It would take three to four weeks to get the final photos only to discover those cobwebs and leaves.
Cohen-Esrey Communities (CEC) and Corporate Marketing worked together to develop a photography strategy.
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In-House Still Photography. In 2022, we decided to bring all still photography services in-house. We purchased the equipment and our Market team started their training. We systematically began leveling-up the quality of our property photography, one property at a time. This has allowed us be more flexible, affordable, and responsive to even our smallest of properties. Since we care deeply about a successful shoot, we work diligently to ensure that each property is ready for the photoshoot and our in-house photographers watch closely to make sure those leaves are cleaned up and the cobwebs removed.


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In-House Virtual Photography. In early 2023, we brought virtual 3D tour photography in-house allowing us to provide prospects with the most immersive, state-of-the-art experience when exploring our properties online. Virtual photography requires specialized cameras that take 360 degree photos in three feet increments. While it takes hours to shoot a single unit, the immersive experience of touring a unit online is critical for marketing success.
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In-House Virtual Staging. In early 2023, we began in-house virtual staging shots of our unfurnished units. Prospects find photos of unfurnished units to be ineffective. They make the unit look small and claustrophobic. Small imperfections like a mark on the wall or discoloration on the carpet become obvious and distracting in unfurnished photos. Alternatively, viewing a unit staged with modern interior furniture is extremely effective and virtual staging is indistinguishable from physical furniture.


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In-House Aerial Photography. Cohen-Esrey is now bringing drone photography in-house, which will allow us to add spectacular aerial video and still photography to our advertising outlets. We have procured the equipment and are now preparing for our drone pilot license exams. We plan to begin drone photography this Spring starting with our local portfolio and then moving on to our entire portfolio.
This combination of visual components will work together to make online property advertising extremely effective. In addition, great photography reflects well on Cohen-Esrey’s brand as a premier development, investment, and property management company.


A Fun Photo

This has to be one of the most striking lobbies of any property in the Cohen-Esrey portfolio. It belongs to the Waverly Lofts in Waverly, IA, which was formerly the headquarters of an insurance company. The historic building was converted into 34 affordable apartment units by the Cohen-Esrey Development Group (CEDG) and completed in 2019.


More Fun!
Let’s have some more fun. See how many of the words you can find in the puzzle below. Words can be found left to right, right to left, up and down, and diagonally in all directions. The words to find are shown below the puzzle.




Another Empowerment Story
By Tom Hoelting (2022), Project Manager, Nexus 5 Group

Tom Hoelting (2022), is a Project Manager for the Nexus 5 Group. Here is what he has to say about his Empowerment:
As someone who comes from a family of residential contractors, my journey with the Nexus 5 Group has been nothing short of transformative. The word Thrive means “to grow vigorously: to flourish”. Over the past year and a half, this incredible group has played a crucial role in helping me not only survive but thrive in the commercial construction industry.
Being part of Nexus 5 has provided me with a unique learning environment to better understand commercial construction. The group dynamic fosters collaboration and knowledge sharing among team members, creating an atmosphere where everyone is invested in each other's success. This sense of camaraderie has made the learning process enjoyable and effective.
Working alongside experienced commercial project managers, like John Hinman (2011), Managing Director, Josh McDonald (2018), Construction Division Manager, and others within the Nexus 5 Group has given me access to important mentorship. The leaders within the group have shown remarkable patience, taking the time to guide and teach me the secrets of this industry. Their willingness to share their knowledge and experience has accelerated my professional growth and given me confidence in my abilities.
Thriving in a professional environment goes beyond just work. Nexus 5 recognizes the significance of work life balance and places importance on a positive, enjoyable atmosphere. Events, gatherings, and team building activities organized within the company have created opportunities for fun and bonding, turning colleagues into a close-knit work family.
The Nexus 5 Group has been more than just a collective, it's been a catalyst for my growth in construction. From a supportive learning environment to patient mentorship, from providing the necessary tools for advancement to understanding the importance of fun and family, the Nexus 5 Group has created an all-inclusive company where employees not only thrive professionally but also find fulfillment in their personal lives.


A Vision 2026 Update – Part 2
In 2017, we rolled out Vision 2026 which projected what our organization will look like on December 31, 2026. Since then, it has served as a roadmap that guides our strategic initiatives. We are now three years away from the target date and much progress has been made. Yet, there is still much to be done to achieve our Vision. And we’ll begin formulating the corporate Vision for the next ten years beginning on January 1, 2027. In the last issue of People & Properties we shared Part 1. Here is Part 2 of the update on where we are at the moment.

6. Implement a wide range of resident programs. This is a concept that is being implemented on individual properties and must be tailored to the needs of the residents living there. Our Vision does not anticipate a one-size fits all approach, but contemplates a continuation of understanding and delivering the customized program elements that support our residents. On a family property it could be an after-school program. On a senior community it might be yoga or pilates. There is much more work to be done with this Vision component, but progress is being made.
7. Create opportunities for incentive compensation. During 2023, we finalized incentive compensation structures for every team member in every business unit including the entire field team. The incentives are based upon Key Performance Indicators (KPIs) that are carefully designed as stretch goals and we are looking forward to seeing overall performance improve to even greater levels as a result.

8. Provide continuous performance evaluation for all team members. Most team members receive an annual performance evaluation and we have a standardized format for doing so. However, this Vision 2026 element provides for a more robust method for enabling every team member to understand how their performance is being viewed on a continuous basis. This is necessary so that there are no surprises and allows for necessary adjustments to be made much sooner than once a year. We have a lot more work to be done to make this happen before the end of 2026.
9. Recognized as one of the Best Places to Work in Kansas City. The Kansas City Business Journal (KCBJ) runs an annual featured entitled the Best Places to Work in Kansas City. This Vision 2026 element initially was much loftier – and the goal was to make the Fortune Magazine list of the 100 Best Companies to Work For. A few years ago, we realized that this wasn’t just a moon shot – it would have been shooting for a star 1,000 light years away. Much more would need to be accomplished in terms of delivering Team Member Fulfillment to make the Fortune list. So we pivoted into targeting the KCBJ list by 2026, and will expand the goal in the next iteration of our Corporate Vision.

10. Empower People to Thrive. Our overall Mission is to Empower People to Thrive. If you read People & Properties regularly, you have seen articles beginning on August 3, 2020, from 83 team members sharing their stories about how Cohen-Esrey and Nexus 5 have Empowered them to Thrive. Many of these stories are heart-warming – but the general thread through them all is the way they feel supported by their company and their teammates. We feel good about the progress that has been made in delivering this Vision element. Yes, it’s hard to quantify. And it involves more than just team members but also includes residents, vendors, and other stakeholders. We are always looking for ways to Empower everyone touched by our companies to Thrive.
There are other Vision 2026 elements that we are pursuing. What you have read in Parts 1 and 2 is a sampling and we will continue to keep you informed of our progress. Thank you for doing your part in delivering on our goals and objectives that are enabling us to reach our Vision.


It’s the Little Things That Make a Big Difference
This is a continuing feature in People & Properties where we highlight small Property Management 101 types of things that should be done to deliver Customer Fulfillment – and cost little to no money. Let’s talk about . . .
ANSWERING THE PHONE.
This seems so basic and absolutely costs no money. And yet, it has become a big problem for our industry . . . and our company. Team members simply aren’t answering the phone in many cases. There is some level of generational disconnect (no pun intended). We realize that many members of younger generations (Gen Z, and Millennials to some extent) aren’t as inclined to communicate via phone. But there are plenty of residents, vendors, and other parties who still use the telephone to call (not just text). It’s critical that team members adapt to the needs of everyone which means that the phone must be answered promptly and with a positive greeting.



NPS Leaderboards
The three NPS Leaderboards have been updated as of January 26, 2024, using the new NPS calculation methodology that we reported previously. In the 50-Units or Less category Mills Crossing (Salem, IL) is the leader with a perfect score of +100.00. In the Properties 51 to 120-Units category, Orchard View II (Farmington, MO) remains on top with an NPS of +96.30. And in the Properties of More than 120-Units category, The Boulevard (Springfield, IL), continues to lead with an NPS of +91.80. There are 23 properties on Leaderboards, and there are five properties on Leaderboards with an NPS of +90 or higher. They include Mills Crossing, Orchard View II, The Boulevard, Summit at Osage, and Justin Place. The overall NPS is +41 and the Nexus 5 Group logged in at +88. We are reviewing the requirements to be on a Leaderboard considering the change in NPS methodology, and changes will be made if necessary.



