CREJ - Multifamily Properties Quarterly - July 2015
Communities are funny things. Most people want to be part of one and are seeking one. Occasionally people build them. But in multi- - family land, residents are already part of a community. Just by living in an apartment, condominium or high-rise building, they have placed themselves in a community. The people in a multifamily community share basic things – mutual amenities, proximity to desirable locations, similar income status, preferring or not preferring animals in their neighborhood, and they may be of a specific age. They also may share more specific connections. The problem today is that members of neighborhoods rarely discover that the community they want to develop is the community that they already are a part of. Working in the multifamily industry, we hear people say all the time, “We need to build more community.” But why foster this abstract thing? The short answer is that it makes the residents feel more fulfilled, the manager’s life easier and the property that the residents live in more valuable. When people care about their community, they are happier, healthier, safer and tend to stick around. But how, when and who is going to do it? Start small, start right away and take the time to cultivate community leaders everywhere. Building community starts wherever it can, but it is not without obstacles. Managers in this industry already have a lot of work on their plates, but taking the time to help instill a sense of community will make the job easier in the long run – they might even enjoy it more, too. According to Amy Sample Ward, a speaker and author specializing in online communities and social action, there are five core principals to building community. All five principles translate well for the multifamily arena. 1. Focus on shared goals and ownership. Identify what resonates with your organization and the community of people you want to engage. When those goals overlap, you have a sweet spot that will appeal to the most people and draw in participation. For example, transforming a local green-space into a play park seems good on paper, especially if the board and management are in favor of it, but if there are only a few families in the community, the idea may not be the participation generator the board desired. There has to be a want and a need. 2. Transparency. Keeping a project quiet until a big reveal can lead to problems as disgruntled residents and owners can be quick to point out what they don’t like about it. People like to feel involved. Transparency, wherever possible, fosters a sense of trust and buy-in from the people in the community. Think of it as the golden rule for community engagement. Treat your community members the way you would want them to treat you. 3. Go where the people are. If you build it, they still might not come. Working to build a sense of community takes time and effort. Reaching out to residents is a must, and the easiest way to do that is by going to them. When attending open meetings it is never good to look at an empty room and hear commentary on how few community members are present. If people are at the dog park, engage them at the dog park. If they are at the pool, consider handing out flyers there. If there are no amenities, wait by the mailboxes and invite them to a happy hour or meet and greet at a nearby restaurant. The point is to start small and focus on face-to-face interaction. At the very least, this will develop a rapport with the people and they will be more likely to attend the next event they are invited to. 4. Cultivate leaders. “Leadership development is incredibly important,” said Ward. “You don’t actually want to be the one maintaining the engagement forever – if the community can take over your role, it is a sign that it is not just sustainable, but thriving!” She goes on to discuss how it feels counterintuitive to train others as replacements, but that it is necessary. Many studies on leadership note that the highest level of leadership is training someone to replace you. This may take some practice. Use positive reinforcement, encourage others to take on projects and be transparent about how you go about things so that others know they may take the reins. 5. Know your community. At the end of the day, fostering community is about knowing the people in the community, making mutual connections and feeling a sense of ownership. As the manager, you should have a better idea than most about who is in your community and where you might start. Work with colleagues and volunteers to achieve something that will matter to the whole neighborhood once or twice a year. Remember step one. If the whole community has a shared goal, you will find an organic place to start building. As you spend time working toward your goals, remember why you are doing it. Homeowner associations with satisfied residents see property values go up, are rated as better places to live and managers find that their workloads decrease. Apartments with satisfied and loyal residents see resident turnover decrease and occupancy rates increase. There is a large amount of value that is hard to specifically quantify, but if you talk to a manager who has been around for a while, they will tell you that you have hit the management jackpot if you manage a happy community.