Multifamily’s next moves

In the ever-changing world of multifamily, property managers are creating communities built around connection and efficiency. From pet-friendly policies to AI-powered maintenance tools, operators are rethinking and meeting the new expectations of today’s residents.

Clear communication

Solid communication skills have always been an important qualification for property managers, but with the various available channels and the fast pace of the residential operating environment, communication now comes with heightened expectations. 

Expectations for speed and accessibility have permanently changed, says Cindy Clare, CPM^®, chief operating officer at Bell Partners, Inc. “Residents these days are used to instant gratification, quick responses, and being able to find what they need, quickly,” she says. She acknowledges that some residents want a quick online response while others want to speak with a person. “You have to offer both,” she says.

To prevent missed messages and staff burnout, Jesse Holland, CPM^®, president of Sunrise Management & Consulting, has streamlined how residents can reach his teams. “To keep things manageable, we try to have a limit on the number of communication channels,” he says. “For example, we have a tenant portal for paying the rent and submitting work orders. Then we have a phone line at the site office, which has an answering service backup,” he says. His team abides by a “no-text-interaction methodology.” “We’ve gotten really strict on this policy because we have young property managers who are all about texting, and they start texting with tenants,” he explains. “The next thing they know, they’re getting texts at two o’clock in the morning because the resident needs something. So we no longer allow our staff to give out their cellphone numbers.”

Kelly Tang, CPM^®, president of IEC Property Services Corp., takes a different approach, which is focused on meeting the residents where they are. “We see much more engagement with text messages versus phone calls or emails,” he says. 

As for mass communications to residents, Holland’s software allows the team to communicate routine and emergency updates. “We use that communication quite often,” he says. “It can be for events—‘food truck event,’ or ‘We’re having a party,’—but it’s also used when a storm’s coming or a water main breaks, so we can quickly alert everyone. That piece of the puzzle has become really important.”

New age of amenities

Amenities continue to evolve, making it easier for residents to work from home, gather with friends, and care for their furry companions. Work-from-home options remain in demand, with Clare noting that residents want variety in where and how they work. “We’ve added smaller conference rooms and banquettes with dividers to give people more privacy,” she says. “Even in more communal spaces, it’s important to ensure you have Wi-Fi and enough outlets.”

Both Clare and Holland have seen outdoor areas grow in importance. “Even in our properties with a pool, people want to hang out on the deck, so we’ve moved away from pools in favor of fire pit areas, barbecue space, and picnic tables in the summer months,” Holland says. “To foster community, we host food trucks, movie nights, and trunk or treats.” At Bell Properties, Clare says the team encourages connection through community service events, such as food drives.

Pet perks are another must-have. “Dog parks are still a huge pull,” Clare says. “We used to say 30% of our residents have pets, and I think that number is now closer to 40%.” Holland echoes that sentiment. “Pets are members of the family, so we prioritize creating pet-welcoming communities,” he says. 

Clare says her teams build community through small gestures for pets, such as knowing the names of residents’ dogs. “And we have dog bones in all of the offices,” she says. 

Wellness also continues to be a cornerstone of multifamily life. “A more robust fitness room is now in demand—it’s no longer a couple of treadmills but rather a variety of machines available,” Holland says.

For Tang, service itself has become an amenity—especially as automation grows. “The level of service is an amenity,” he says. “Can they log into the portal and pay rent easily? If there’s an emergency, can they get a hold of someone?” he says, adding that he believes having on-site offices where residents can stop in for help is a must. 

And while amenities continue to change shape, Holland reminds property managers that the fundamentals will always be important. “What has always been true, and will always be desired, is a safe and well-lit community.”

AI plus humans

Property management leaders have been clear that AI can supplement teams and alleviate tasks, but it will never replace the human component of the job.

“Automate the repetitive and personalize the exception,” Holland succinctly puts it. His company uses AI to streamline tasks. “We have guided intake for service, collections, and leasing, and we’re using natural-language queries to mine data, with human verification,” he says. 

Overall, Clare describes AI as a time-giver. “We use AI so our teams can spend more time in-person with the resident,” she says. For her organization, AI’s uses include avatar-based team training tools and videos that can help residents with maintenance. “Those tasks become more consistent, and it leads your people to do the things that need more thought,” she says.

Tang is also using AI to assist tenants with maintenance. “We’re using AI to guide residents through easy fixes, such as ‘How to reset your garbage disposal’ or ‘How to check your ground fault circuit interrupter (GFCI) switch,’” he says.

Looking forward, managers are eager to see what else this technology can simplify or improve. Holland’s watching closely as tools begin to communicate across systems and expand into uses such as “call coaching”—listening to leasing calls and providing feedback to help teams refine their leasing performance.

Tang says the bottom line is that if you’re not using AI, you will fall behind. “It’s not going to take your job—it’s going to make you more productive. It’s going to make you more efficient. And it’s going to make the entire experience better for both the employee and the resident.”

Practical sustainability 

For most property managers, sustainability has become less of a marketing point and more of a strategy to boost operational performance and reduce costs. The challenge lies in implementing measures that save water, energy, and expenses without creating friction for residents or staff.

Clare focuses on practical upgrades that deliver measurable results, such as LED lighting, low-energy windows, and energy-efficient appliances and HVAC systems. She refers to these as “low-hanging fruit” but emphasizes the importance of usability. “When we talk about sustainability, what residents want most is to make sure it’s actually easy to use and that it saves them some money,” she says. “It can’t be so high-tech that it frustrates people.”

Submetering and sensors have led to success at Holland’s properties. “We’ve installed individual water meters, and we found that the water usage went down because the residents were seeing how much water they were using,” he says, adding that his team also uses technology to minimize risk. “This means we get alerts if conditions show the pipes might freeze.”

Tang’s properties take a system-wide view, targeting the 24/7 functions that use the most energy. “Lights are on all the time, so can we put a sensor on them, change them to LED, or do both?” His team has also implemented Rachio, a smart water irrigation system that will not turn on if it’s raining or about to rain.

Staffing success

Technology may handle more tasks, but the people behind property management remain the foundation. Recruiting, retaining, and supporting those team members—especially maintenance and onsite staff—continues to be an issue.

“Maintenance continues to be the biggest challenge,” says Clare. “So we’ve created a certified Bell Maintenance Technician training program, and we’re bringing in folks at that entry level and training them to move up.”

Holland’s HR department is experiencing more candidates who lack experience and qualifications. “We’re having to spend more time on training, onboarding, and getting them up to speed before they can manage on their own,” he says.

Tang says it’s important to invest in your employees while still anticipating some turnover. “This industry has always been tough when it comes to people, and you’re dealing with a lot of turnover in general,” he says. “For some folks, this will be their starter job before they ultimately do whatever they’re going to do. For others, this is a career path. You can train, mentor, and create pathways, but you’re still going to have those who are only here for a year or two. So you have to build your systems to handle that kind of churn.”

Clare adds that training the right candidate can lead to staffing success. “If someone has the right customer-service mindset, we can teach the technical pieces,” she says. 

Quest for retention

When all of the above are performed well—communication, community, amenities—retention comes naturally. Surveys and opportunities to collect feedback will give property managers an even broader picture of resident satisfaction and areas for improvement. Holland says that it’s imperative to routinely ask for resident insights, while remembering that you will never be perfect. “You’re going to make mistakes,” he says. “What’s most important is treating people with respect, responding promptly, and being empathetic. When you do these things, your residents are going to respond in kind.”