October 5, 2026

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.

Northwoods: A Northland Community with Enduring Appeal

Northwoods is an established apartment community located in the Kansas City, MO, Northland. Originally constructed in 1970, the three-story community contains 101 apartments and has served Kansas City residents for more than half a century.

Northwoods offers a variety of apartment sizes, including one-bedroom units of 672 square feet renting for $941, two-bedroom apartments of 806 square feet renting for $1,098, three-bedroom units of 972 square feet renting for $1,344 and four-bedroom apartments of 1,094 square feet renting for $1,454 per month. The community is located within the highly regarded Park Hill School District and combines a quiet residential setting with convenient access to shopping, employment and recreation.

One of the property’s distinguishing characteristics is its spacious, mature setting. Residents have access to extensive green space, mature landscaping, a playground and a two-mile walking path. Other amenities include on-site laundry facilities, and convenient parking. The community is also pet-friendly, subject to applicable restrictions.

The location provides convenient access to major roadways and public transportation. Zona Rosa, one of the Northland’s major shopping and entertainment destinations, is approximately two miles away, while historic downtown Parkville is also about two miles from the property. Green Hills Park and Lake Waukomis are nearby as well.

Northwoods also plays an important role in providing affordable housing in Kansas City. The property includes income-restricted housing and participates in federal affordable-housing programs. A 2022 appraisal study described the community as serving a mixture of Section 42 and Section 8 residents.

Samantha Zahnter (2025) is the Property Manager, and Jayme Dannen Deal (2024), Regional Vice-President is the interim Regional Manager. Mike Gioia (2020), is the Senior Property Accountant, and Nancy Lewis (2021), is the Property Accounting Assistant.

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

Albert Lopez – Lofts at Creekview – San Antonio, TX – Leasing Agent
Quincie Grant-Turner – Lofts at Ventura – San Antonio, TX – Property Manager
Michael Thompson – The Launchpad – Colorado Springs, CO – Property Manager
Cami Bassett – Corporate – Affordable Housing Compliance Specialist – Rehire
Casey Bitner – Lincoln Heights Townhomes – Hastings, NE – Property Manager
Heather Shay – Orchard View – Farmington, MO – Leasing Agent

Transformational Construction

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

Concrete sidewalks are being poured at Overlook 157 in Asheville, NC.

Bedroom carpeting is being installed at Overlook 157.

Meet the Rankin Mills Team

Meet the Rankin Mills team. Courtney Templemire (2025), Property Manager, and Tony Wilson (2026), Maintenance Technician.

Rankin Mills is a 48-unit affordable community in Boonville, MO, that Cohen-Esrey manages for a third-party client.

The First 30 Days: Turning a New Resident into a Long-Term Resident

Signing a lease is an important moment in apartment management, but it isn't the end of the leasing process. In many ways, it's the beginning of the most important part of the resident relationship. The first 30 days of occupancy can shape how a resident feels about the community for the remainder of the lease—and perhaps for years to come.

Think about the resident's perspective. Moving is stressful. There are boxes to unpack, utilities to arrange, addresses to change, furniture to position, and a new neighborhood to learn. At the same time, the resident is discovering whether the apartment and community live up to the expectations we created during the leasing process.

This is our opportunity to demonstrate that we didn't simply want a signed lease. We want a satisfied resident.

It Starts Before Move-In

The apartment should be completely ready when the resident receives the keys. Everything should be clean, appliances operating properly, lights working, plumbing functioning, and previously identified maintenance items completed. Small problems that might seem insignificant to us can make a large impression on someone seeing their new home for the first time.

Imagine spending thousands of dollars to move into a new apartment and immediately discovering a dripping faucet, dirty refrigerator, burned-out light, or malfunctioning garbage disposal. None is a major problem, but collectively they communicate something we never want to communicate: We weren't ready for you.

Make Move-In Personal

Moving into an apartment shouldn't feel like checking into a storage unit. Welcome the resident by name. Make sure they know how to reach us. Explain trash collection, package procedures, parking, maintenance requests, amenities, emergency procedures, and anything else they will need during those first few days.

A simple welcome note can make a difference. So can introducing a new resident to members of the maintenance team or other employees they are likely to encounter.

People develop relationships with people – not companies or buildings.

Follow Up Before They Have to

One of the most valuable things we can do is contact a new resident shortly after moving in. Don't wait for them to contact us. Within the first few days, call and ask a simple question: “How is everything going in your new home?” We may discover a minor maintenance issue that the resident didn't think was important enough to report. Fixing it quickly demonstrates responsiveness and prevents a small irritation from becoming a larger frustration.

Follow up again after a couple of weeks. By then, residents have had time to use the appliances, meet neighbors, experience the parking situation, receive packages, and become familiar with the community.

Ask what we could do better – and listen to the answer.

Problems Can Become Opportunities

Something will occasionally go wrong during those first 30 days. The objective isn't perfection. It's how we respond. A problem handled poorly can define the resident's perception of management. But a problem handled quickly, professionally, and personally can actually strengthen the relationship.

Keep the resident informed. Follow through on promises. And after resolving the problem, pick up the telephone and make sure everything is satisfactory.

The Renewal Process Starts on Day One

We sometimes think about resident retention when a lease is approaching expiration. That's too late. The renewal process begins the day the resident moves in. Every interaction contributes to the eventual decision to stay or leave. The condition of the property, speed of maintenance, cleanliness of common areas, friendliness of employees, and responsiveness of management all become part of that decision.

The first 30 days give us an extraordinary opportunity. A new resident has chosen our community over every alternative available to them. Our job is to spend those first 30 days proving they made the right choice.

Historic Buildings of Cohen-Esrey

Cohen-Esrey has a long history of developing and/or managing some really cool historic buildings. In this series, we feature one such building in each issue.

Elmhurst Terrace

Built in 1950, the Elmhurst Terrace Apartments represents an important period in the development of Elmhurst, IL, and Chicago’s western suburbs. The 315-unit community, consisting of 22 buildings, was constructed during the post-World War II housing boom, when returning veterans, growing families, and an expanding middle class created tremendous demand for housing outside Chicago.

Situated on approximately seven acres at 100 Fellows Court, Elmhurst Terrace reflects the garden-style apartment design that became popular during the mid-20th century. Rather than concentrating residents in a large high-rise, the community was arranged in multiple low-rise buildings around landscaped open spaces and courtyards. This approach offered suburban residents an attractive combination of apartment living, green space, parking, and convenient access to employment and shopping.

The property has also demonstrated the adaptability of well-built postwar housing. A Cohen-Esrey Apartment Investors (CEAI) partnership acquired the property in late 2019 and undertook substantial improvements designed to reposition and modernize the community while retaining its established residential character.

More than 75 years after its construction, Elmhurst Terrace remains a functioning residential community. Its longevity provides a tangible connection to the era when Elmhurst was evolving from an established railroad suburb into an important part of metropolitan Chicago’s postwar suburban landscape.

Core Value of the Month

The Delinquency Champions!

By Michele Rollo-Burns (2018), Director of Leasing and Revenue

Each month we recognize communities and teams that have excelled at rent collections. The Key Performance Indicator (KPI) is 2% or less Current Resident Rent Balances. For the month of September 2026, we have 26 properties that are Delinquency Champions or made Honorable Mention, the same as August. Remember the rent is what pays our salaries! Keep knocking on doors – especially at dinner time!

A Healthy Tip

By Jennifer Miller (2025), Director of Human Resources

October is Ergonomics Month: Work Smarter, Feel Better

Whether you're sitting at a desk, touring apartments, completing work orders, or tackling a make-ready, the way you move and position your body throughout the day matters. October is National Ergonomics Month, making it a great time to pay a little extra attention to the everyday habits that can help prevent aches, strains, and injuries.

If you work at a desk:

Adjust your chair so your feet rest comfortably on the floor and your back is supported. Keep your monitor near eye level and position frequently used items within easy reach. Just as important—move! Stand up, stretch, or take a short walk periodically throughout the day. Even a few minutes of movement can help reduce stiffness and fatigue.

If your job keeps you moving:

For our maintenance and property teams, ergonomics is just as important. When lifting, keep the load close to your body, bend at your knees rather than your waist, and avoid twisting while carrying something heavy. Use carts, dollies, or other equipment when available, and ask for help when an item is too heavy or awkward to safely handle alone.

Don't forget the little things.

Repetitive motions, awkward positions, and even looking down at a phone for extended periods can put unnecessary strain on your body. Pay attention to discomfort – it may be your body's way of telling you to change positions, stretch, or take a quick break.

Your Healthy Challenge for October

Take a few minutes to evaluate how you work. Adjust your workspace, practice safer lifting, stretch throughout the day, and look for one small change that could make your daily routine more comfortable.

Taking care of your body isn't just about preventing injuries – it's about helping you feel your best both at work and after the workday is done.

Welcome Cami!

Karen Crouch (2019), Managing Director of Cohen-Esrey Communities (CEC), is pleased to announce that Cami Bassett has joined the Compliance Team as an Affordable Housing Compliance Specialist.

Cami brings a positive, down-to-earth approach and enjoys connecting with others, embracing new challenges, and finding opportunities to learn and grow. Outside of work, she enjoys spending time in her garden, being with friends, family, and pets, and finding a little adventure on her Harley-Davidson motorcycle. Cami values balance, appreciates the everyday moments, and brings enthusiasm and an open mind to everything she does.

We are excited to welcome Cami to Cohen-Esrey!

Cities of Cohen-Esrey

Jerseyville, IL: The Heart of Jersey County

Jerseyville, IL, is an historic community located approximately 40 miles north of St. Louis and serves as the county seat of Jersey County. With a population of roughly 8,000 residents, Jerseyville combines the atmosphere of a traditional Midwestern town with convenient access to the employment, entertainment, and cultural amenities of the greater St. Louis region.

Founded in the 1830s, Jerseyville developed as an agricultural and commercial center serving the productive farmland of southwestern Illinois. Its location along important transportation routes helped establish the community as a regional center for commerce, government, and services. The city’s historic downtown reflects this heritage, with the Jersey County Courthouse and surrounding commercial buildings providing a strong sense of place and architectural character.

Agriculture remains important to the surrounding economy, while healthcare, education, retail, manufacturing, and local government provide employment within the community. Jersey Community Hospital is a significant local institution serving residents throughout the area.

Jerseyville also benefits from its proximity to some of western Illinois’ most attractive natural areas. Pere Marquette State Park and the scenic Great River Road along the Mississippi River are within an easy drive, offering hiking, boating, fishing, and spectacular river views.

Today, Jerseyville retains many qualities associated with small-town Midwestern life: established neighborhoods, local businesses, community traditions, and a historic downtown – all within reach of metropolitan St. Louis.

For many years, Cohen-Esrey has managed Brookshire Estates (48-units), and Lexington Farms (32-units), two affordable housing properties in Jerseyville for a third-party client.

HR Corner

By Marilee Scheid (2019), Director of Learning and Development

Leading Without a Title: The Power of Influence

In the field, getting things done is rarely as simple as telling someone what to do. You may need another department to respond quickly, a team member to embrace a new process, a peer to change their approach, or a leader to consider a different solution. And sometimes, you may not have the authority to make any of those things happen. That’s where influence becomes one of the most valuable leadership skills you can develop.

In Influence Without Authority, Allan R. Cohen and David L. Bradford explore the idea that you can have significant influence even when you don't have formal power. Their approach emphasizes understanding what matters to others, building relationships, and creating mutually beneficial solutions. More recently, Pamela Meyer explored this same leadership challenge in her Harvard Business Review article, 5 Ways to Wield Influence When You Lack Authority. Together, these resources offer an important reminder for all of us:

Leadership isn't always about having authority. Sometimes, it's about knowing how to influence. You don't have to be the boss to

be a leader.

Think about the people here and who seem to get things done. They may not always be the person with the title. They are often the people others trust, listen to, seek out, and want to work with. Every day, team members influence the experience of our residents, the performance of our properties, and the success of the people around them.

You influence when you:

Help a teammate see a problem differently.
Build support for an idea.
Encourage someone to try a new approach.
Connect two people who need to work together.
Share information that helps someone make a better decision.
Speak up when you see an opportunity to improve something.

These moments may not feel like "leadership," but they are.

Start with what matters to the other person.

One of the easiest mistakes to make when trying to influence someone is focusing only on what we need from them. Instead, ask:

What matters to them?

A Regional Manager may need a property team to follow through on an initiative. A Property Manager may need support from Maintenance. A Maintenance Technician may need another team to understand why a work order is taking longer than expected. The most effective conversations begin by understanding the other person's priorities, challenges, and perspective. When people feel understood, they are much more likely to be open to your ideas.

Make it easier to say yes.

If you want someone to support your idea, don't just explain why you need it. Help them understand why it matters to them, the team, the property, or the customer. Before making an ask, consider:

What’s in it for them?

Could your idea make their job easier? Solve a problem? Reduce frustration? Improve the resident experience? Help the property perform better?

This isn't about manipulating people. It's about recognizing that collaboration works best when everyone can see value in the outcome.

Know when to push – and when to pause.

Even a great idea can fall flat if it is presented at the wrong time. If someone is dealing with a resident escalation, staffing issue, deadline, or competing priorities, they may not have the capacity to hear your idea. Sometimes the most effective influence strategy is simply to find a better moment. Ask yourself:

Is this the right conversation for right now?

Meyer’s article highlights the importance of understanding the environment around an influence opportunity—including relationships, timing, and the people who can help move an idea forward.

Look beyond the org chart.

Influence doesn't always follow the organizational chart. Every team has people others naturally turn to for advice, information, or perspective. They may be experienced team members, trusted peers, subject-matter experts, or simply people who have built strong relationships across the organization. Pay attention to those connections. Who do people go to when they have a question? Who can help you better understand an issue? Who needs to be involved for an idea to succeed? Sometimes the best way to move something forward isn't to push harder. It's to connect the right people.

Listen for what isn't being said.

Influential leaders don't just listen to words. They pay attention to hesitation, questions, concerns, and even silence. If someone doesn't immediately support your idea, resist the temptation to push harder. Instead, get curious. "What concerns you about this?" "What am I missing?" "What would make this work better for your team?" You may discover that what looks like resistance is actually a concern you hadn't considered, a lack of information, or a competing priority. Once you understand the real issue, you have a much better chance of moving forward together.

Your reputation is your influence.

Every interaction either builds or spends your influence. When you consistently follow through, communicate honestly, help others, and approach challenges as a partner rather than an opponent, people begin to trust you. And trust gives you something a title cannot: credibility. The next time you need someone to support an idea, change a process, solve a problem, or help move something forward, remember that you don't always need authority. Sometimes you just need to understand, connect, listen, and build trust. That's influence. And influence is leadership – no title required.

Put It into Practice.

The next time you need to influence someone, pause before making the ask and consider:

Who: Who needs to be involved or influenced?

Why: Why does this matter to them?

When: Is this the right time to have the conversation?

Listen: What concerns or perspectives might I be missing?

Connect: Who else could help move this forward?

Lead: How can I make progress without relying on my title or position

Want to Learn More?

Two resources that explore the power of influence are:

Book: Influence Without Authority by Allan R. Cohen and David L. Bradford

Article: 5 Ways to Wield Influence When You Lack Authority by Pamela Meyer, Harvard Business Review

Both offer practical ideas for building cooperation, strengthening relationships, and getting things done—even when you aren't the person with formal authority.

A great reminder for all of us: You don't need a title to have an impact.

A Word of Thanks to Our Senior Property Managers

At Cohen-Esrey we are pleased to have four outstanding team members serving as Senior Property Managers. The Senior Property Manager role provides two distinct layers of leadership: multi-site operational support and team member development. Senior Property Managers provide oversight, guidance, and solutions across multiple assets while also serving as a leadership resource for the site teams within their areas of responsibility.

On the affordable housing side, Senior Property Managers are highly involved in recertification oversight, agency inspection preparation and closeout, occupancy and delinquency management, and ongoing compliance support. Coaching, training, and developing team members are also critical components of the role.

For market-rate assets, Senior Property Managers provide broader operational support by helping resolve challenges at sister properties and serving as a resource for coaching, training, and developing team members across multiple sites.

We want to express our appreciation for the work they are doing to assist multiple properties and property teams!

Senior Property Managers include Cara Beck (2025), Krysta Brandt (2024), Destiny Kraemer (2023), and Laureen Woods (2022).

Cara Beck has stepped into the challenges at Geneva Towers and Hawthorne Hills headfirst. She consistently demonstrates initiative, a willingness to learn, and a strong commitment to finding solutions. Rather than being overwhelmed by the challenges she inherited, Cara has continued to work through them one by one, building her knowledge while creating greater structure and accountability at both properties. Her efforts have resulted in measurable progress across the board, and she continues to demonstrate the persistence and adaptability needed to stabilize these communities.

Krysta Brandt has been with Cohen-Esrey for more than two years and transitioned into multi-site oversight at the beginning of this year. Since taking on this expanded responsibility, she has embraced several challenging properties and continued to provide steady leadership through periods of transition and operational need. Krysta has worked to strengthen consistency across her portfolio, support her onsite teams, and address property-specific challenges while keeping the larger operational picture in focus. Her continued progress and the stabilization occurring across her communities reflect the value of her experience, persistence, and commitment to the properties she oversees.

Destiny Kraemer consistently demonstrates what it means to lead beyond her own portfolio. In addition to meeting her KPIs and maintaining strong performance at her properties, she regularly steps outside of her day-to-day responsibilities to support the broader team. Destiny has become a valuable resource for training and mentorship, willingly stepping in to help onboard, guide, and develop team members across properties and regions. She brings structure, knowledge, and patience to those efforts and makes herself available when others need additional support. Her willingness to share her experience and invest in the success of others demonstrates leadership that extends well beyond the performance of her own communities. Destiny's ability to maintain strong results at her properties while also serving as a trainer, mentor, and resource to others is a great example of the leadership and teamwork we look for in our Senior Property Managers.

Laureen Woods has consistently demonstrated a willingness to take on challenges and step in wherever support is needed. For years, she has traveled to Cohen-Esrey communities to provide hands-on operational support and leadership to site teams, leaving each property in a stronger position following her involvement. A Kansas City native, Laureen volunteered to travel to a Florida community and remained on-site through the Thanksgiving holiday to support the team and help the property achieve its operational goals. Her commitment exemplifies her dedication to both the communities we serve and the team members she supports.

An Empowerment Story

By Aaron Nickel (2025), Maintenance Technician, Skyline Apartments

My name is Aaron Nickel, and I have had the privilege of serving as the Maintenance Technician at the Skyline Apartments in Norfolk, NE, for nearly five years. Cohen-Esrey took over management of the property almost two years ago, and since that time, I have had a positive experience being part of the team.

Taking over and transitioning a property is never an easy task, but I believe our team came through the process stronger. Cohen-Esrey has provided me with the tools, support, and resources I need to succeed and continue growing in my role.

If I had to describe the difference, I would say Cohen-Esrey gave me the keys to a BMW Alpina when I had been driving an old '70s Pinto – not that there's anything wrong with a Pinto! The point is that they have helped make it easier to perform at a higher level while taking pride in the work we do.

It is exciting to think about where we can go from here. The sky is the limit – and being at Skyline Apartments, that seems especially fitting.

I am grateful for the opportunity to be part of Cohen-Esrey and look forward to continuing the journey.

Fun Photos!

Here’s a photo from a Take Your Kids to Work Day in 1990. Debbie Van Dyne (1987), Office Manager, has this crew ready to do some real work for Cohen-Esrey.

This is How It’s Done . . .

Creating a Positive Experience at Windsor Court

By Maelin Seamons (2022), Marketing Coordinator

For nearly 14 years, Annie Jett has been a familiar face at Windsor Court in Arkansas City, KS. She began working in maintenance at the property when she was 22 years old and, for the past two years, has served as its Property Manager. Today, Annie and her team’s commitment to Customer Fulfillment has helped Windsor Court reach No. 4 on the NPS Leaderboard. “Windsor has given me the opportunity to learn, evolve, and build meaningful relationships along the way,” Annie said.

For Annie, those relationships are what make her job meaningful. “Acts of service are my love language,” she said. Whether a resident needs help with a maintenance concern or is simply having a difficult day, Annie wants them to know they aren’t alone. That philosophy carries into every interaction. “I believe that to create a positive experience, you have to be a positive experience,” she said. Each morning, she makes a point to arrive with a smile, greet residents, and create an environment where they feel comfortable coming to her for help.

Regional Manager Alisha Brooks (2017) says Annie has a talent for turning those customer service values into action. “She is responsive to resident concerns, maintains strong follow-through, and approaches challenges with a solutions-focused mindset,” Alisha said. “More importantly, she understands that exceptional customer service is not limited to resolving an immediate concern – it requires building trust, communicating effectively, and ensuring residents feel heard and valued throughout the process.”

Honesty, communication, and listening are at the heart of Annie’s approach. When a resident has a negative experience, she takes the time to sit down privately and hear what they have to say. Often, she finds that simply having an opportunity to talk helps uncover the real concern. “Sometimes we laugh, sometimes we cry, and sometimes we do both at the same time,” Annie said. “At the end of the day, most people simply want to feel heard, understood, and valued.”

That commitment is reflected in Windsor Court’s place among Cohen-Esrey’s NPS leaders. Alisha says the results demonstrate the consistency Annie has created between service expectations and execution. For others working to strengthen Customer Fulfillment, Annie’s advice is to “be kind and stay humble.” She encourages others to keep learning, give themselves grace during challenging days and continue moving forward – an outlook that has helped her grow from a 22-year-old maintenance team member into the leader Windsor Court residents know today.