Page 20 - CooperatorNews Nevada EXPO 2021

20 COOPERATORNEWS NEVADA—
EXPO 2021
NEVADA.COOPERATORNEWS.COM
NV Contractor's License
#86634 • Limit $1,250,000
NV Contractor's Licenses
#87460, 87461, 87743, & 87744 • Limit $500,000
Paul Kelleher
Paul.Kelleher@KelleherDavis.com
OFFICE
3163 W. Tompkins Ave., Las Vegas, NV 89103
C:
(702) 351-2629
O:
(702) 686-9990
NV Contractor's License
#86634 • Limit $1,250,000
ractor's Licenses
#87460, 87461, 87743, & 87744 • Limit $500,000
Paul Kelleher
Paul.Kelleher@KelleherDavis.com
OFFICE
3163 W. Tompkins Ave., Las Vegas, NV 89103
C:
(702) 351-2629
O:
(702) 686-9990
The assurance of
Award Winning Excellence
& Experience
to benefit your community.
To learn how we can take your community to a higher LEVEL
contact Anne Calarco, 702-433-0149, anne.calarco@leveprop.com
to benefit your community...
to benefit your community
to benefit your community
702-433-0149 | levelprop.com
8966 Spanish Ridge Ave, Ste. 100
Las Vegas, NV 89148
Level Community Management provides Homeowner Association
boards with a full complement of management services including:
•Financial services including homeowner accounting,
budget planning and financial reporting
•Compliance services including dedicated community
inspector, violation enforcement and resolution
•Regulatory services including state filings, statutory
meeting agendas and minutes
•Common area maintenance and management
ance and tone, which makes misunderstand-
ings and accidental offense not uncommon.
And of course, the arrival—and persis-
tence—of the coronavirus pandemic has
made what might have been a choice in terms
of electronic vs. in-person interactions not
much of a choice at all. Whether we like it or
not, boards, managers, and residents have all
had to get onboard with virtual meetings, app-
based interfaces, and other remote commu-
nication methods, just to be able to manage
the day-to-day operations of businesses and
homes alike.
On the upside, Wolf says, “Ultimately,
electronic communication provides you with
more time to do other things, which means
that you do get more done, but you also work
more, because of the actual time involved in
answering email. There’s always more email.”
In the end, electronic communication may
be a mixed bag for managers, but one they will
continue to use even if it means more hours in
front of the computer screen or on their smart-
phones. And speaking of smartphones...the
next logical step in electronic communications
may not sit so well with management. Many
pros feel that text messaging, while perhaps
more immediate and in-real-time than even
email, is simply
too much of a dis-
traction from the
other functions
a manager has to
perform, and can
be too intrusive.
Rare is the prop-
erty manager (or
any professional,
for that matter)
who’d want literally hundreds of clients or in real estate. That is beginning to change, but
customers to have their private smartphone hasn’t shifted dramatically...yet.
number—even if they have a separate one just
for work.
Younger owners—particularly millenni-
als—show a strong preference for text over ence or education in architecture, finance, and
pretty much any other type of communica-
tion. Wolf mentions that in light of this trend, to become good managers. Most importantly,
his company has purchased technology that they need to be good people-persons—and
masks private phone numbers and enables that hasn’t changed. Truthfully, though, 20
managers to respond by text from desktop years ago people did get in with less experi-
computers and landlines.
While one could certainly argue that apps, doing, and we still do. I believe ours may be
texts, and other electronic communications the last industry like this.”
have a way of dehumanizing what in the past
was very much an interpersonal business, setts is a non-license state—in that property
Wolf says that “apps for direct management managers are not legally required to hold
are great, and have really improved our abil-
ity to complete our tasks more efficiently and the field—his company requires managers to
quickly.” He includes such things as apps that pursue continuing education throughout their
notify owners of rules or building violations, tenure with the firm. “We send our people for
facilitate online bill approval and payment, courses through the Community Associations
and give remote access to desktop computers Institute (CAI),” he says. “We expect them to
via smartphone, which provides managers get involved with a committee at CAI—any
with much more flexibility.
Tarantino agrees, though adds that some-
times what starts as a helpful, community-
building tool can be diverted to less neighbor-
ly ends. She mentions that many residents in
her communities use an app called NextDoor,
which creates a closed social media network
for users that connects them to their imme-
diate neighbors. Though NextDoor’s online
information notes that the app isn’t meant for
members to use for venting anger at fellow
residents or management, Tarantino reports
that sometimes that’s exactly what users use it
for—but that even then, the result can be a net
positive. For example, in one of her communi-
ties where the app is popular, the board has set
up a communications committee to monitor
comments and posts from their residents on
NextDoor, and to use it as a way to address
complaints and defuse confrontations early by
contacting posters directly.
“Technology has been the biggest game
changer,” says Tarantino. Associa has its own
platform called Townsquare that provides
residents with a portal to pay bills, see their
accounts, address any potential violations, and
more—all on their phones. She says it’s made
her life easier, too. “Everything is online,” she
says. “I don’t have to wait for board members
to come into the office to sign documents.
Twenty years ago we manually deposited ev-
ery check at the bank, which required more
bookkeeping personnel. Now that’s done elec-
tronically, too.”
Educational Requirements
Wollman notes that most people come to
the real estate busi-
ness—particularly
management—by
a
less-than-direct
route. Up until a few
years ago, there were
very few college- or
university-level aca-
demic programs that
would prepare a per-
son to enter a career
“No one expects post-graduate education
in our business,” he says. “People who come
into management often have past work experi-
so forth, and they can modify their experience
ence and a more limited skill set. I learned by
Wolf points out that although Massachu-
any particular licensure in order to work in
committee they like that interests them.” Wolf
believes the policy his company holds is typi-
cal throughout the industry in New England.
In Nevada, where community manager is a
THE EVOLUTION...
continued from page 18
“Technology has
been the biggest game
changer.”
— Jeanne Tarantino
See us at Booth 425
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