The Future of Resident Amenities:
Meeting Rising Expectations

Hi, everyone. Welcome to our Grace Hill and Fetch webinar, the future of resident amenities, meeting rising expectations. We are so happy that you joined us for our conversation today. And for those of you I haven't met yet, my name is Jen Tindall. I am the VP of strategic insights here at Grace Hill, And one of my responsibilities, one of my many, is to get to work with our incredible partners, including Fetch. That is why I am so excited to introduce Sandra Quinones, national account executive at Fetch, to you all. So I am going to read Sandra's background because it is very impressive, and I want to make sure that you guys get to hear all of it. So Sandra is a super connector in the multifamily industry, bringing a wealth of experience and enthusiasm to her role at Batch on the national sales team. Based in St. Augustine, Florida, oh, fun area, she is known for her passion for people and culture. She is always on the move, hopping from city to city in Florida and nationwide to engage in thoughtful conversations with multifamily managers and executives. Sandra's diverse background includes over twenty years of experience in and around multifamily, helping property managers be more efficient and effective at their very important work. Her vast experience reflects her dedication to delivering innovative solutions and fostering positive organizational environments. Sandra, thanks again for joining us today. Thank you, Jen, and thank you, Grace Hill, for giving us all this opportunity. Absolutely. Alright. Well, let us jump right in. So what we're going to cover today is why community amenities matter, which I'm sure most of you on the call probably are bought into that, but in case not, we wanna make sure we cover it. Then Then we'll talk about revealed versus stated amenity preferences. Then we'll answer a couple of questions that you all may have, like, which amenities increase renewals, and how are rising expectations reshaping resident satisfaction. Then we will end on some real world case studies that Sandra will walk you through around operational relief and resident loyalty. Perfect. Okay. With that, let's get started. Let's talk about why community amenities matter. And to kick us off, I wanted to share my own personal story about renting my first apartment in the amazing Austin, Texas. So this was the first apartment that I rented without a roommate, which was a big deal for me. I was very excited. I had done a ton of research around the specific type of unit that I wanted, the location, all of these things, and I narrowed it down to three properties. So then I decided to go on a tour of each of these properties. One of them in particular really stood out, and you may be able to guess why. It's because it had the most amazing amenity for me personally, which was a gift wrapping station. And for me, my love language is gift giving. That is how I communicate that I care about someone. So I'm not trying to say everyone needs to go put in a gift wrapping station at your property. I am not necessarily the norm here, but that is a reason, the reason why I ultimately chose to rent at that property instead of one of the other two properties I was evaluating. And my experience is not unique. I am not alone here. So with Grace Hills Kingsley surveys, we conduct prospect surveys as well, where we ask prospects why are they leasing at this community over another community. As you can see, community amenities were very important to prospects in their leasing decision. The only ones that actually beat out amenities were location and convenience, the size of the apartment, and apartment features and finishes. The community amenities even jumped above price this quarter, which is probably surprising for a lot of you all. I know I was surprised as well. So that is why prospects care about community amenities. They're also very important to your current residents whenever they're going through that renewal cycle. Community amenities are actually in the top six reasons that residents renew, and that is above twenty six other factors y'all. I know I'm only showing the top ten on this slide, but there are a lot more that we couldn't fit on the screen. So as part of our Kingsley surveys, again, we survey our residents to ask if they intend to renew. Now the only reasons that would impact renewal decision factors above community amenities are the rental rate, which, again, was interesting because price was below community amenities to prospects. But community management is very important. It's always important. It's something that we talk about in most every survey presentation. Location is very important as well as apartment of features and finishes and community appearance are too. Too. So, again, community amenities are very important, not just to prospects, but also to your residents as they're approaching that renewal decision. So let's take a look at how these renewal decision factors have changed over the last year. So not only are community amenities important, they have been steadily growing in importance over the last year. They even jumped two spots from the eighth most important to the sixth most important, above floor plan and security. And as mentioned, there are a total of twenty six factors in our library that rank below community amenities here y'all. So, again, very important in the realm of renewal decision factors. And by the way, in case I failed to mention it earlier, if you guys have any please drop them in the chat, use the q and a. We actually have time at the end slotted for questions. So please don't be shy. And especially when it comes to Sandra's section, I can't wait to hear what she has to say and share with you all. But it's important to note that while community amenities are getting more and more important to prospects and to residents, they are not necessarily getting easier to access. So we saw only just under a one percent increase in the average ease of use of amenities across our Kingsley Surveys benchmark this past year. And that, for me, was very surprising when you think about how fast technology is moving and how fast AI is moving, but we're not necessarily seeing that in amenities just yet as it relates to the ease of use, which to me says, hey. There's a ton of opportunity here and a lot of gains that we could accomplish. Alright. So let let us also take a look at what residents say they're satisfied with in terms of their amenities and compare it to what amenities they're actually using, or in other words, their revealed preferences. Now this probably won't surprise many of you on this call. The top six leaders in resident satisfaction by amenity are the clubhouse and the lounge, the pool, the fitness center and the gym, which rounds out the top three, and pet amenities, which as you can see from this line have been increasing in satisfaction throughout the year. EV charging and bike storage round out the top six. Although, as you can see from these charts, both EV charging and bike storage are declining a bit, at least in twenty twenty four. So let's take a look. Now that we know what are the top amenities that residents are satisfied with, let's compare that to what they're actually using. Alright? So I'm excited for this one because you'll see that some of the top three that we identified in terms of the highest satisfaction, like the clubhouse, the pool, the gym, they are also in the top ten in usage. And this is according to another one of our partners, Gatewise. If you're not familiar with Gatewise, they provide smart access control for your residents. And with their data, they can actually track which amenities residents are actually using the most. So that is what we're showing you here. Now it may surprise you that a cafe, a bike room, a study room even, and the mail room are more often used than the pool, the gym, and the clubhouse. So we'll talk a little bit more about the mailroom specifically package delivery, surprise, surprise, with Sandra and Fetch on the call here. So keep that in mind. And we also are going to look at some data from HelloData because you may be thinking, okay, the clubhouse, the pool, the gym, why are these showing up again and again? It's because they are extremely common here in the US. In other words, when you're thinking about what amenities to put in at your property, these are not differentiators. They're par for the course, and that's because they're everywhere. And if you go down the list here of the most common amenities across apartments here in the US, you will see that package receiving rooms actually comprise the top twenty most amenities in the US. So there they are down at the bottom. They're taking up valuable space, like a lot of space, you guys, in over twenty six percent of properties nationwide. That's more than one out of four properties nationwide have these package delivery spaces as an amenity. That is a lot of space that could be used for potentially other amenities. So we'll talk a little bit more about that later. And if you just can't get enough of this stuff, of this data like me, because I am a data nerd, and you specifically want to know what renters are going to pay for certain amenities, we actually have a white paper on that. So I highly recommend you check it out. It has incredible data from Gatewise, like I mentioned earlier, and it's packed with market survey data analysis from HelloData, which is our most recent acquisition here at Grace Hill. We are thrilled to have them on the team. And as I mentioned, there is an analysis of how much renters are willing to pay for certain amenities. So I've stayed on this a little bit to give you a chance to get your phones out, to download this report. If you haven't yet, get your phone out, download this report. Trust me. It's it's got some cool stuff in there. Awesome. Alright. Let's talk a little bit about some amenities that may increase resident retention. Because at this point, we know now that amenities are important to both prospects and to residents, but we need to figure out, okay, which amenities specifically are going to be the ones that we focus on. Because I've been on the owner side, and I know you just you don't have an endless budget. Right? There is a backstop to how much you can spend on these amenities, and this is not the lowest cost improvement that you can make across your property. So we have to be particular about where we spend our dollars. So where can we get the most ROI in terms of amenities, the most bang for our buck? Let's take a look. So here we have the top amenities that have been requested are asked to improve by pre renewal residents. So if you're not familiar with our Kingsley surveys process, we send out a pre renewal survey about four months before the end of a resident's lease. And we ask them questions like whether they want to renew, the most basic question, but very helpful and informative for you all. And we ask them what's going to impact that renewal decision. As part of that question, we leave an open ended comment section asking them what we can improve at the property, and that is the data that you're seeing here. We partnered with our internal AI to investigate these open ended questions from residents about how properties can be improved. Now these top answers probably don't surprise many of you, and we've talked a lot about the gym, the fitness center, the pool. They are the top amenities either requested or requested to be improved. Often for these amenities, the improvements are just simple. They're like, keep it clean, keep it maintained, make sure you have the pool furniture out and available for folks, those types of things. So it's not a heavy lift, typically. What I want to focus on here, some of the other worthy mentions, which are the negative comments around these areas highlighted in red. And these are pretty basic amenities these days, but they have a lot of room for improvement in the eyes of your residents. Those are trash and recycling, building access for guests and food delivery, parking, and package handling. Now we're gonna talk about a practical case study here in package management later. But before we do, I want to cover these areas in a little bit more detail. Okay. So stay with me because you may not know that one in five residents are unsatisfied with parking in their community. That is a lot, you guys. And one in four are rating controlled access to their apartment as below average, which is not good. That's something that we use every day. And over fifteen percent, that's more than one out of ten of residents, you guys, are saying that package delivery services, and that includes food delivery too, are inadequate. They're just not up to snuff. Not only that, sixty four percent of communities are getting requests to improve waste management and recycling at their properties. So some fun facts for you guys that you may not have known that these are big issues when it comes to amenities at your properties. That in mind, I am thrilled to share with you guys the partners of our Kingsley Surveys Partner Program. If you're like, what is the partner program? Hold on. I will talk about that in just a second. I just want to make sure we cover who our partners are first, because we partnered with Zark to help you improve your multifamily parking. We also partnered with Minnow. Think of them as like Amazon package lockers, but specifically for your food, not for your packages. And we'll talk more about Fetch in the multifamily package delivery space, as I mentioned earlier. And last but not least, I did say that we partnered with Gatewise. They are multifamily access control partner, and they make it much more seamless to have a smart access control solution at your property. We do have more partners coming soon. I wish I could announce it today. We just approved one yesterday. I know you guys are going to be so excited about them. So stay tuned. We will have some more announcements very soon. Alright. And if you were like, what is the Kingsley Surveys Partner Program? That's okay. We're gonna talk about it real quick, and then we'll get to the case study. So this flywheel demonstrates how it works. Now I am relatively new to Grace Hill. I started about a year ago now. It's flown by. And when I joined, I attended a lot of survey presentations as part of my training. And if you're not familiar with our survey process, here's how it works. We survey a ton of residents, like seven million a year. And at the end of our survey, we tally up all the results for you guys. We either put it in a property report that you can download or we put it in this, like, very detailed results analysis presentation. And in that presentation, we will tell you guys like, hey. Here's what you're doing really well. Here's what your residents love about your communities, but also here's what you're not doing so well. Here's where you can improve. That is common. Everyone gets that. You are not alone in having areas for improve. I always say I can be better so everyone can be better. Right? Now we do have action plans. We can help you set those up. And those action plans are just basically lists of tasks that can help you identify how you can improve those areas of improvement. But now with our partner program, we can not only set up those action plans for you, we can also say, hey. Your residents are really unhappy with the parking situation at your property. It's not good, but look, you can go partner with Zark. Zark is amazing at helping you figure out solutions to parking at your property. So with the new partner program, we partner with the best in class vendors to solve problems for you that were specifically identified in your resident satisfaction survey that will help you increase your resident satisfaction and your retention scores. So that's how the partner program works for any of you guys that weren't familiar with it. First, we conduct the survey, then we identify those areas for improvement. And then as a result of those areas for improvement, we can connect you with partners who help solve those solutions for you. Perfect. Alright. So how does this benefit you guys? If it wasn't already clear, I wanna make sure it's very clear here. It eliminates guesswork. I have been on the owner side before, as I mentioned, and selecting the right vendor among a sea of vendors is exhausting. It is like seriously a full time job. So what we have done is we've done that vetting for you. We have met with mutual clients of our survey partners. I really enjoyed meeting with all of the mutual clients of Fetch. They were all wonderful, lovely people, as well as all of our other survey partners to ensure that they were the best in class vendors to be part of this program. Second, there is an opportunity for you guys to improve your survey scores by partnering with these best in class vendors. So let's say that your package handling process is a huge problem that's been identified by residents. You can partner with Fetch, and they can make that process even more seamless for you so that your residents are then more satisfied with your package handling. Alright. And we're going to get more to that later. But last but not least, we do have exclusive partner perks with many of our partners. So all you have to do is mention that Grace Hill or KingsleySurveys sent you, and they will share those details with you. But I do wanna give just a quick disclaimer here, you guys, because it's important for you all to know that we don't get paid a percentage of our partner's revenue for you choosing to work with them. So we obviously think that they are the best in class vendor that can help you solve this problem, but we are not incentivized to necessarily sell you their product. So there is no conflict of interest there, and I want you to be aware of that. We are just focused on identifying these best in class solutions for you to help you improve your survey scores and save you time and money. Alright. So with that, I will pass the mic to Sandra to lead us in a discussion of how to align resident expectations. So, Sandra, the floor is yours. Thanks, Jen. It is essential to understand how to align resident and prospect expectations when thinking about our programming at the site level. Ideally, this is a thoughtful collaboration during construction, but even as we manage our stabilized assets, it's important to understand who is looking at your property and what decisions are drawing them to our community. Tech, wellness, and sustainability have all been identified as what speaks to the market, but as we all know, convenience is king. It is truly a manageable expectation that our residents want as part of the lifestyle and the experience that we can deliver to them. Now earlier, we saw how traditional amenities still matter, but only if they're easy to access and use. If there's a disconnect between what's offered and how it's delivered, that's where there can be a breakdown in satisfaction. So the data that you shared shows how frustration builds when everyday moments like picking up packages or requesting service become friction points. And that's the thing. Modern residents aren't just looking for amenities anymore. They're expecting them to be integrated, on demand, and effortless. And when convenience breaks down, frustration builds, and we ultimately want our residents to feel served so they don't complain and so they don't churn. Nearly all renters are saying the same thing. If living there isn't easy, they're unlikely to stay. And that's not just a feeling, it's backed by data. RealPage's twenty twenty four National Renters Study found that ninety seven percent of renters say they're more likely to renew their lease if the experience is as easy as interacting with Amazon. So let's take a moment and sit with that. That's basically almost everyone. That's how deeply tech enabled app based experiences are embedded into runners daily lives. That means the modern residents aren't just hoping for convenience. They expect it, and they wanna be able to schedule, track, and control every living part of their experience right from their phones. And that's a significant shift. We're no longer competing with necessarily the community next door. We're competing with these business models of convenience, the Ubers, the Amazons, and the DoorDashes of the world. And the cost of not delivering that to your residents, it might not just be satisfaction. It might be retention as well. When residents point out real quick for everyone that that may be thinking, like, oh, this is a Gen z thing. Like, it's just Gen z ers that want this. That is not the case. Like, the average renter age or the median renter age from a recent Zillow report is forty two years old. So it's everyone. Everyone wants this. This is not specific to a certain age. And we were just talking before the call about needing things to be really simple as well. Absolutely. And when those residents' expectation drives and the operational model stays the same, that pressure doesn't disappear. It just basically falls on your team. Our industry reports roughly about a forty percent turnover in staff. And while centralization a few years ago was a significant lift to the burdens on our team, they're still evolving demands that are going to outpace the capacity of what the on-site team can take on. And, you know, we hear this often, you know, some frustrations that come from leasing agents or assistants and managers where, you know, they're not just necessarily wearing the hat of the role that they're in. They're now picking up packages. They're also handling complaints. They're also the tech support desk, you know, on top of everything else that they're handling. So when your staff is spending and investing their time reacting to these complaints and these frustrations, like where, a package might be or if there's a crowded locker system or if there's a breakdown in something that they're expecting on demand, that's gonna leave the residents frustrated. And, basically, it's going to chip away at the morale of your teams. And so, unfortunately, that can lead to turnover. So I think it's significant to listen to where it's coming from from the side of the residents and also where your teams at in their daily routine so that you can have that well oiled machine that's gonna support those residents through that retention, and that ultimately that renewal process. And that's what our strongest operators are doing today. They're leaning into solutions that do three things. And number one, it is to alleviate daily frustrations. Number two, they wanna create sustainable workflows that scale. And number three, they wanna improve efficiency without adding burden. And so that's when we're looking at these partners and how we can take the pressure off the team and not necessarily add another task or system to their, daily list of tasks. So, we do have a community that found success with this, and it was Bridgette Waters Park is a perfect example of putting this into practice. They were exploring ways to remove operational friction and not add more complexity. Before offloading that package management, their team was spending hours a day just trying to keep up. I mean, that's time that's unrecoverable, you know, when there's other functions and so much pressures that come down, on teams that they need to get get done on a daily basis. That is just something that they were wanting to navigate and figuring out how they could take back their time to put energy into the things that they could have focused on. And, ultimately, that's what they did. They were able to implement the program. They were able to roll it out, and once that burden was gone, that change was immediate. The office was able to take back their time and focus and get to the things that really mattered as far as driving satisfaction and resident retention, and the residents felt that shift. Their year to date satisfaction score went to ninety nine percent because the resident experience had become smoother, faster, and more human. They were able to bring back that experience of living back at their property. And what I love about this story is that it shows you don't necessarily have to overhaul your complete operation. It's really just identifying and creating a single shift, removing one source of daily friction to help create that space and stability and consistency for the team. And that's what I think real operational, relief looks like for them. Now when we're talking about the resident expectations on-site, they obviously are looking for that responsiveness and that personalized care. However, if your teams are overwhelmed with the daily chaos, you know, when they're bringing you distractions of maybe trash overflow, deliveries that need to be managed, service request, Unfortunately, the first thing that can disappear is that proactive communication to the resident. And we all know we aren't hiring managers and teams to sort boxes or to track down missing deliveries or to figure out how to engage in a system. They really have too much on their plates to do that, and and instead, we want them to build that relationship. We want them to focus. And, obviously, if they're not focused, they're not giving time to the things that matter like follow-up and and personalization. So a scramble through the day is not exactly a well placed system and or process to get your teams engaged and to give them that courtesy of, you know, giving themselves their best opportunity to put their best foot forward in their day. So, you know, by removing that one high friction task, something powerful really does happen. The team gets their time back, not just to breathe, but to reengage. They're able to follow-up before renewals. They run the programs that make the residents feel seen. They're able to humanize communication again and not feel rushed and not transactional. And you don't need an expensive renovation to get there, just a smarter, more modern way to manage those basics. Earlier when we talked about how the experience starts Sandra, that's worth I feel like that's worth just, like, repeating one more time that, like, just having that extra space, that is so critical. Like, everyone's inundated with so many tasks, and that's what I love about you guys' solution and some of the other partners that we work with is that you are taking that burden off of them and just giving them space to be better at the job they were hired to do. And and we all know space comes with a a a a cost, you know, and I think it was four hundred dollars a square foot to construct and build out, any additional spaces and, you know, the cost of renovation to sometimes bring in a new processor system when you can just really step back and identify what's gonna work for your community and that be the best fit and also be the most cost effective when you're looking at budgets and that. So so that's obviously a great point is to, you know, maintaining that integrity of, exploring a cost effective program so that your community does, have the opportunity to engage and and stay in line with our budgets as we see feet. But, you know, earlier when we were talking about the how the experience can make us feel overwhelmed, and it can sometimes affect that renewal risk. And so the next case study that I wanted to bring in was just, about Shatori Floyd who was at a community, and she just so happens to be a resident who is also a regional manager. And what she was looking at was just a more seamless, easy experience when it came to those small things that mattered. She obviously brings a unique perspective because she looks at it operationally. But being a person sitting at the community, she wasn't just looking about how it's going to impact the packet the package problem. She's also looking about the support behind it and how things work and when they work and how they should work. So, you know, when you're looking at residents that have, you know, different schedules and they have timelines and you want to give them the convenience and the control of having deliveries at the time of their convenience, they're able to have that sense of stability and expectation. So, again, with alleviating the packages that were overburdening her package room and creating chaos and, you know, again, having her team invest time to organize and and to give packages to residents and to sometimes hear that packages went missing. You know, she looked for a system that was going to encompass everything, take care of that side of what her, on-site team was needing. But, additionally, giving her something that was going to push the results back into where's the support when I need it. And, you know, so she was looking at that long term, again, scalable, sustainable, and how to get that support, which you you want to have a partner in in any decision that you're making at your property level. So she had five hundred units to manage. She had a lot to take care of on her plate, but she figured out how to do that. And in turn, she was also able to take back that space and repurpose it. And she looked at how to support her maintenance team, and she gave them that space so that they could have an extension and create more support to their maintenance side, which ultimately resulted in giving them a ninety cent a ninety six percent, resident satisfaction score. So, again, when you're giving your on-site teams the time and space to do what they were hired for to build those relationships, the retention doesn't necessarily become such a tactic. It becomes a natural, you know, outcome back to them. So, again, another great opportunity for, you know, looking at the the tactical side and how to work with your residents, but also giving your on-site teams that space to to really just nurture and and take pride in the work that they're doing day by day. So to tie back to the earlier survey when we were talking about ninety seven percent of the residents renewing if they had an Amazon like experience, What I think operators need to consider is this. How do you meet Amazon level expectations without introducing Amazon level cup complexity on-site? And like you mentioned earlier, expectations aren't just rising. They're already there. They've risen, and residents now expect every aspect of their living experience to feel like the rest of their digital lives, and that's gonna be fast, seamless, self directed. But the but, you know, the key to that is meeting those expectations, and it can't come at the cost of your team's time or their sanity. And that's what we mean by technology that works. It's one app, one experience, no new systems to train on, no extra staffing just to manage amenities, whether it's a delivery, storage, or returns. It all happens in one place and on the resident's terms. So no locker resets, no hallway triage, no backups at the front desk, and for your team, that means more time and energy to focus on leasing and connection and service, and that's the work that really moves the needle for satisfaction and retention. And that's what we've done at Fetch. We've removed the friction just for everyone in involved on that property level. And so if there's one thing that we hope you take from today, it's this. Resident expectations aren't just evolving. They're moving faster than most of our operational models. And, yes, that can create pressure, but it also creates opportunity. And, with those communities that aren't necessarily having all of the features, it's really those ones that are tailoring the experience to deliver something that's unified, intuitive, and ultimately human back to their property. It's something that's gonna meet the residents where they are. And if you think about it, we're all on our phones. We don't wanna, you know, deviate from our routines, and we are really cherishing those small moments that make up the daily life. Similar to your gift wrapping station, it can be that small, and that's what you wanna encompass at your property. Because to a resident, it is all one experience. They don't necessarily just see amenities and service tickets and package deliveries as separate. It's just, does this make my life easier, more enriching? Again, falling back into wellness and tech. Those things are really just coming together when you're looking at everything, full full scale. So what I think the challenge and the opportunity is is can you simply deliver to your residents enough on where they want to be today? And if you can do that, you're not just meeting expectations. You're setting the new standard because, ultimately, it's not just about adapting. It's about leading. And so, like I say, if we wrap up and and where we were at today, you know, first, amenities are no longer just nice to have. There's there's central to both attracting new prospects and driving renewals. Second, the data is clear. Residents gravitate toward communities that work with trusted preferred vendors and partners that enhance the daily experience rather than complicating it. And finally, aligning with resident expectations around package delivery isn't just a convenience play. It is a critical piece of the modern living experience. And when these communities get these three things right, they don't just meet expectations. They exceed them, and they build loyalty, and they create a competitive advantage. And so with that in mind, I would love to open it up to the group to what questions do you have about how we can continue the conversation and how to continue to engage with partnerships that could help you on the daily? And we'll reference the, chat and see if there's any questions that we can address there, but we appreciate the time. And, again, we're both here to answer any questions. Yes. Thank you, Sandra. And I was just flipping through the general chat. You can DM us as well if you prefer to do that. Let's see. Oh, Precious. I hope that you were able to hear. I'm so sorry to hear that. Hopefully, we got that working. Hello to everyone. Alright. Yes, Paul. Connect wrapped gift packages to fetch package service. Yes. I love that. They are kind of related. I could see that. Lois, this will be recorded, and, we don't normally send out the slide deck, but let me get with our team and see if we can share that as well, if you will be able to see it in the recording. But I can work with our team and make sure you can get a copy of the of the deck too, Lois. So thanks for asking that. Oh, yes. Oh, perfect. Okay. Jen from our team already responded. What is Gatewise's sample size informing the most used amenities? I will say I can't recall specifics, but it did meet our Kingsley surveys data aggregation standards, which I assure you are stringent. And that is why we looked at nationwide, for them as well. So can you share the QR code one more time before we get off the call? Yes. Absolutely. Let me just go back to that page, and we can leave it on that page for just a second while we're going through the rest of these questions. Alright. There we go. Alright. Perfect. So here's the QR code, Amanda. Hopefully, you have a chance to to get it. Alright. When they were providing data about amenities, did Gatewise choose properties that had all amenities shown? If not, how much did they take into that account when figuring out the data? Said twenty six percent have packages, but were those only the properties shown in all the data, etcetera. Thank you, Devin, for that question. That's a great question. I do want to clarify that the gatewise data was for residents, not for prospects. So I apologize if that wasn't very clear. So this is at properties that again, as we looked at the hello data, we saw that, twenty six percent of properties in the US, do have packages. So a lot of them do. And gatewise does have a significant enough sample size for us to include that data as well. So it was basically all, all property, amenities that folks had access to. Now some communities will tag the package delivery area as the mail room. Right? So some of them, it's combined. It's not necessarily separated, and they did have to do a lot of as of assumptions and data cleaning as far as getting that data. So, hopefully, that answers that for you, Devin. Oh, and we've got the direct link as well. Do all of these vendors work in Canada? No, Jason. Not all of them do. We focused on the US as part of getting this initial platform launched, we would love to expand to Canada to make sure that we have partners who can serve your properties in Canada. I do have a list, of which of our partners serve in the US versus Canada, that I can provide you. So for anyone that wants to ping me afterwards, if I'm not able to answer your question in full, I'm dropping my email in the chat. So feel free to ping me or feel free to direct message your email to me too, and I'm happy to get back to any of you guys. Alright. We already talked about the recording. So Fatima, you'll you will be getting the recording. And Alicia asked, I'd be curious to know if there's a difference in renter analytics in class a and b properties versus class c. Oh, Alicia, you are speaking another one of my love languages, which is data analysis and diving deep into this. So this is fantastic question. I agree with Paul. For this first iteration of the report, this is the first time that Grace Hill has put a report like this together, so we are very open and receptive to feedback and additional questions like this. So I love this question. I will definitely look into it. If you'd like for me to look into it for you for this past year, I am happy to do that. Again, my email is in the chat. Feel free to follow-up with me, or you can DM me your email as well, and I'm happy to do that analysis or anyone else that is that is interested in that analysis. But we can definitely include that in the report when we pull it together for for next year. Alright. Oh, and good. So question for you, Sandra. Is Fetch available to clients in Lancaster, Pennsylvania? Hi, Lisa. I did notice that, question. I am not extremely familiar with Pennsylvania. I do notice, I do know that we service Philadelphia. So I will look up Lancaster, Pennsylvania and just have a general familiarity, and I could better answer that. But right now, we are Philadelphia specific. And if that's near that outskirt, we might be possible to partner there. But, I will also drop my name in email in the chat so that you have that, but I will also follow-up if I can find you as well, Lisa. Thanks for the question. Perfect. Good deal. Alright. I'm getting back to the q and a. Let me see if we have anything in the Zoom or the, direct chat as well. Oops. Go back here. Alright. Okay. So we do have question here. How long does it take to implement new technology on-site? So, Sandra, since you're working more with on-site teams, I'll let you take that one. Sure. So the question of how long does it take to it can be generally as fast as five days, and I say that because our implementation is really easy. So, typically, all we would need is a rent roll that shows a unit count, and that's so that we can build that on the back end so that the residents are able to register their units, when they do become, a fetch active. And, again, it's just a rent roll and a site map. We create that site map so that in our driver apps, the drivers know how to navigate your property. They know how to access points of access through gates or if it's fobs or if it's just knowing which door to enter on the east side or the west side or where we're receiving, deliveries. We have all of that built in so that they aren't interrupting the leasing teams. They have all that information at their fingertips. So it is relatively quickly to turn on and activate, a fetch property. So, you know, again, it's as fast as you guys can move, but, generally, about that five to seven business days is how long to actually activate and put in that, community live into our to our portfolio. Perfect. Thanks, Sandra. Alright. Another question for you here. So how does the on-site team learn about the new Fetch tech? And I know you mentioned earlier it's just like one app that's simple, but can you talk about that a little bit more? Yeah. Awesome. It is great that, you know, a lot of decisions might be made outside of the general team who is there sitting at the property. But what we do is that we do like to engage that team so that they have a familiarity and an understanding and just understand how the program works from the prospecting side. Of course, you wanna talk about all of your amenities and all of the partners that you have and all of the programs you have in place before a person moves in so that it's just part of their understanding of how your community executes and provides those expectations at the highest level. And then what you're doing is, having that knowledge. So what we do is we sit down with the on-site teams, and similar to a Zoom or a webinar, we connect with the team, and we give them the the a to z, in about thirty, thirty five minute presentation so that they understand the program and how to talk to prospects about it and how to work through with a new renewal. And depending on if it's a lease up community, this is how you would present Fetch and this is how you get residents, to register, you know, through the app. And then if it's a stabilized community, this is how maybe we phase out an old system and we give them that support and how to work through that communication and then how they go live. So it's a program that, you know, we do, you know, again, a training for the on-site teams, and then we carry that relationship for onboarding so that they do have a place to ask somebody a question. We have a lot of places for information when it comes to a portal. So they have places that have general frequently asked questions, but also places for marketing collateral and if they're looking for additional pieces of social media and places that they can, you know, talk about the the program, and put it into their porters or their newsletters, they also have that opportunity. So it's a again, it's full scale, full scope. And if there is some, turnover at your community, we do provide biweekly training so that it can be part of your onboarding when it when you do have a new associate. So while your core team might have gotten trained a few months back as people come in and, wanna be trained as part of their daily routine, then that's what they would connect with our onboarding, training manager, and then they would have that information and just catch up with the rest of the team. So, again, it's a program so meant to be streamlined, easy, and so that the conversation is, just intuitive when it comes to sharing with your prospects and your residents as they, transition into Fetch. Awesome. I love that. Yes. Keeping it as easy as possible for folks is so important. Alright. I I do love this next question because I can relate to it. So how does Fetch's service work if one of our residents has refrigerated medicine that they need immediately or got it in the middle of the night? Yeah. So, typically, deliveries when it comes to working with if it's the post office or FedEx or UPS, you know, they generally do operate during business hours. Of course, our facilities are receiving packages through those hours, and then we also have an after hours drop. Now when you're talking about refrigerated medicine, we're hoping that that comes during those business hours so that we can refrigerate it for the resident and so that they, you know, don't have anything compromised. Now you gotta think about the the scale of the medicine and how fast they were getting it with if it was a post office or FedEx and if it makes sense to use the property address. So ninety eight percent of all of the packages and boxes and volume, that's gonna be an easy handle to fetch. If it's something that can fit in your mailbox or that you want specifically delivered to your door, if it's an overnight shipment while we do have the opportunity of getting it, you know, in the middle of the night in a drop box situation, You know, you just have to use your discernment there on what's gonna work for you or for that resident. If there's ever any question, it's just as simple as connecting with, one of your account managers, client success customer care service agents, and they will best navigate how to in that specific case. But, generally, again, just think about it as, is this something that I can get in my windows? And we deliver seven days a week, and that's something that's in the control of the residents. So if they know they're gonna be home between a certain hours of the day, they can plug in that so that they receive that from the refrigerator back into their hands, you know, at the time of their expectation. But if it's something that they're like, oh, it's my contact lenses. This is something simple that fits in my mailbox. They can discern and use their property address similar to pizza. You know? We'll we'll we can take a pizza at the Hatter facility, but, it makes more sense to have something and sometimes taken directly to your door. So that's a great question. Again, it's just depending on on how you're looking at it and how you've been receiving it. Generally, carriers are getting to us earlier in the day versus them doing residential deliveries and then coming to your door. So, again, we're gonna receive that, and then you're gonna be able to schedule at the time of your convenience that same day. So it just depends, but always we're available to just better specifically understand how that package is coming and give you the best advice there. Perfect. I love that. Well and if you're ordering a pizza, I have to give a plug for Minnow because that's exactly what they do is they store it and keep it warm for you. Very popular and especially class a buildings that we're talking about splitting between class a, b, and c. So love love the team there. Alright. Next question. Who pays for Fetch? And I'm surprised we didn't cover this already, Sandra. So if you can answer that. Hey. It's okay. So Fetch is a, you know, service that's to multifamily communities. So, ultimately, the invoicing is something that is provided to a property. It's usually billed per door. And as far as who's paying for it, it's the community that's paying that monthly invoice back to, Fetch. Now there is an element of, additional, you know, NOI that a community can generate if that's something that they want to explore. So, you know, even though there is a per unit rate, there are communities that build back, that NOI generation back to their community. So if there's something that you have on your lease as a amenity fee or if you're listing it as a a a package service, then that's something that you can itemize and then something that you can put on your fees as far as collecting that back. So, you know, it's just build out to the properties. We only work with multifamily, so those are who are receiving the actual invoices. Okay. Perfect. Alright. One more DM, and then I'll get to I saw Paul Hipp in the in the general chat as well. So what happens if a package gets damaged, Sandra? Yeah. Another great question. So when packages are being received, we have the opportunity to reject that package. So if we notice that it's leaking, cracked, broken, damaged, all of those things, we're going to, you know, not accept it at our facility, and that's going to trigger the the liability back to, let's say, the FedEx or the Amazon and the resident's able to reorder that or get their refund because we we saw that it was something that was damaged and we don't wanna take it on. Now we're accepting the liability once we take that package in. And so if it's something that, you know, taking it up the stairs and that that moment maybe something slipped and fell, then that's something that is our burden. So we do have the, you know, customer care lines that take take care of that for the resident. So it'd be something that they would just reach out either in their app or they could send an email. They can connect with us to let us know there was something that was an issue. And then we go through the process of making sure that we have everything lined up so that we can take that liability and take care of that resident for them. So, again, we inspect it for you know, to make sure we're not taking something that looks compromised. But, you know, if something happens, then that is our liability, And it's not anything that the leasing office has to to worry about. So it's us in partnership taking care of your residents, taking that liability off your teams. Perfect. Awesome. That is that is great to hear. Alright. One more question from the general chat. So, Paul, thank you for asking this. He says, just curious, by chance, are there any current package related regulations or legislation exclusive to California housing? So, Sandra, can you answer that? You know, when it comes to California, we're not, servicing, you know, primarily that area. So I am not familiar specifically with package legislation. We do keep our ear to the ground with the the markets that we are servicing in, and that's twenty five general markets nationwide. But I have not specifically heard anything to California. But, Paul, you are more than welcome to send me any articles because I do, love reading and and having additional information. So definitely let me know if there's something that you see, and I would love to bring it through, you know, the team so that they have some information as well on that. Perfect. Well and I know Paul is, like, specifically covering California now. So I I'm sure that's why he asked that question, but it's a great question. And I know the legislation does differ, state to state and even locality in some place some cases. Alright. Well, with that, we just have a couple of announcements for you guys. So if you are not aware, we are bringing back our Grace Hill Performance Summit. Can't miss it. It's going to be amazing. It is October thirteenth through the sixteenth, and it is in Fort Worth, Texas. So bring your cowboy hats, your cowboy boots. We love that stuff. And what you can expect at our summit is some networking, some education and learning tracks, some hands on product training, especially, you know, we've been active on the acquisition front lately with both HelloData and Reelink. So you can learn more about those tools there. We will also have some motivational and keynote speakers, which I am personally very excited about as well. And there's evening entertainment and events. So lots of fun stuff. There's an early bird pricing at five hundred and forty nine bucks, which is a deal compared to what I know some of these conferences charge. So if you're looking to network with your peers, learn a little bit, and just generally have some fun. Can't recommend going enough. With that, that is it. So we very much appreciate you attending. Sandra, you were incredible. Thank you so much. Appreciate it. It was great to be here, and I appreciate all the questions and also the opportunity to just learn more about, the partnerships that you guys also support. So thank you so much for, you know, hosting us today. Absolutely. We appreciate it. Well, please do leave us a review. Let us know how we're doing here at Grace Hill. We take that feedback very seriously, and just we just appreciate your your insight into how we're doing. So thank you all again. Have a fantastic rest of your day. Thanks all.