Page 11 - Nevada Cooperator Winter 2020

NEVADACOOPERATOR.COM THE NEVADA COOPERATOR — WINTER 2020 11 ity to complete our tasks more efficiently and CAI—any committee they like that interests quickly.” He includes such things as apps that them.” Wolf believes the policy his company notify owners of rules or building violations, holds is typical throughout the industry in facilitate online bill approval and payment, New England. and give remote access to desktop comput- ers via smartphone, which provides managers a separate professional from property man- 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 before being eligible for a full license. Con- her communities use an app called NextDoor, tinuing education is also required. which creates a closed social media network for users that connects them to their imme- diate neighbors. Though NextDoor’s online tifamily property management isn’t the easiest information notes that the app isn’t meant for job in the world. So...do managers stick with members to use for venting anger at fellow it? Do they adapt to changing variables to ad- residents or management, Tarantino reports vance their careers? Both Wollman and Wolf that sometimes that’s exactly what users use it say yes. for—but that even then, the result can be a net positive. For example, in one of her commu- nities where the app is popular, the board has Many factors affect that decision, and that’s set up a communications committee to moni- tor comments and posts from their residents Management involves long hours—manag- on NextDoor, and to use it as a way to address ers are pretty much on call 24/7—and little complaints and defuse confrontations early appreciation, along with heavy workloads. by contacting posters directly. “Technology has been the biggest game unit owners that tend to take advantage of a changer,” says Tarantino. Associa has its own manager is overall a very small percentage of platform called Townsquare that provides res- idents with a portal to pay bills, see their ac- counts, address any potential violations, and gets from the other 97 or so percent make all more—all on their phones. She says it’s made the difference.” her life easier, too. “Everything is online,” she says. “I don’t have to wait for board members go on to do project work,” adds Wollman, to come into the office to sign documents. “but the truth is there aren’t a lot of alterna- Twenty years ago we manually deposited ev- ery check at the bank, which required more good people.” bookkeeping personnel. Now that’s done elec- tronically, too.” Educational Requirements Wollman notes that most people come to stayed the same. Despite email, text, apps, and the real estate business—particularly manage- ment—by a less-than-direct route. Up until a and is likely to stay that way. few years ago, there were very few college- or university-level academic programs that would prepare a person to enter a career in real estate. That is beginning to change, but hasn’t shifted dramatically...yet. “No one expects post-graduate education in our business,” he says. “People who come into management often have past work expe- rience or education in architecture, finance, and so forth, and they can modify their ex- perience to become good managers. Most importantly, they need to be good people- persons—and that hasn’t changed. Truthfully, though, 20 years ago people did get in with less experience and a more limited skill set. I learned by doing, and we still do. I believe ours may be the last industry like this.” Wolf points out that although Massachu- setts is a non-license state—in that property managers are not legally required to hold any particular licensure in order to work in the field—his company requires managers to pursue continuing education through- out their tenure with the firm. “We send our people for courses through the Community Associations Institute (CAI),” he says. “We ex- pect them to get involved with a committee at In Nevada, where community manager is agement, the state has its own set of rules and requirements for this profession. After completing a 60-hour course, one must work under a community manager for two years Career Longevity Pretty much anyone would agree that mul- “If you stay in five years or longer, chances are, you’ll stay in permanently,” says Wolf. something that’s been consistent over time. Wolf points out that “While the number of the whole, they can be very disturbing for the manager—so the ‘thank yous’ the manager “Some managers who leave the business tives. And we do everything we can to keep In the final analysis, real estate manage- ment has certainly changed, but at the same time what makes the profession special has other innovations, it’s still a people business n AJ Sidransky is a staff writer/reporter with The Nevada Cooperator, and a published novelist. ber presents a different dynamic than his or volved, and was appointed to the board—not her seasonal counterpart. “They typically elected, as we did not reach quorum to run an reside locally, but just not on the property,” election meeting,” she recalls. “He was a great Slowikowski continues. “Strictly speaking asset because his comments and decisions from a legal perspective, all board members were not emotionally triggered, but business- have the same duty to act in the best interests based. After a couple of meetings, thanks to of the association, and residency should not his methodical approach, the rest of the board matter. But from a practical perspective, we became more likely to put their emotions do see some differences in how they approach aside and operate the association like a fine- their duties. In my experience, the non-resi- dent board members tend to approach the operation of the association as a business; they are protecting an investment.” As long as that business is financially stable and sustaining, off-site board members may be homeowners to complete their proxies to even satisfied. “This type of board member is typi- cally not as concerned about funding reserves, run for the board,” laments Breedlove. And paying or adopting special assessments, or that means that some boards need to cast their borrowing funds as needed,” says Slowikows- ki. “They will want the parking lot re-paved, run the association. rather than simply patching potholes. While resident board members, on the other hand, where there are enough volunteers to serve on may have more concern for day-to-day opera- tions, and how the enforcement of rules and press interest. When it comes to non-resident regulations affect residents’ daily lives. They board members, he says “The problems occur tend to be more in touch with smaller mainte- nance projects that can have immediate effect ceptually. When there are problems, the bad on those at the property, and are more likely to actor normally just gets voted out. And the want to keep assessments lower—even when community is going to be aware that someone assessments should be raised—as they may doesn’t reside in the building, so they take that not possess that investor mentality.” Ain’t Nothin’ Goin’ on but the Rent Non-resident board members may see perception, says Gary M. Daddario, a partner their units as assets to be monetized; as such, with Marcus, Errico, Emmer & Brooks P.C., a they’re likely to want to rent their apartments condo law firm based in Massachusetts and to maximize their investment. “Many associations prefer owner-occupied idents are elected to a board, there is real split units, so in instances where conflict arises, it’s interest,” he says. “Other times, it is something typically between those who live there and that the community perceives to be a split in- those who don’t, and who want to rent,” notes terest. But in general, it just seems to be hu- Marc H. Schneider, a partner with Schneider man nature that people will treat a home dif- Buchel LLP in Garden City, New York. “But ferently than they treat an investment.” there is an obvious commonality there as well, as they all presumably want to keep the prop- erty at maximum value. So it’s not an automat- ic conflict of interest. But disputes can arise if have had is when too many of the board mem- someone who rents their unit out doesn’t want bers are out of town at the same time in event to improve the building in a way by which of a meeting,” says Crawford. “The owners in they can’t immediately ascertain value, and attendance will be upset. That said, because of they feel will only cost them more in common technology, board members can and do con- charges or maintenance. But they have to re- member that when you sit on a board, you’re their board meeting. This has worked out very supposed to take your ‘I’ cap off and put your well. Then, when the board members are all in ‘We’ cap on, and make decisions in the best in- terests of the entire building.” “Interestingly enough, board members are on the same page regarding the running of are certainly eligible to run for the board, un- the association, regardless of their living sta- tus—at least most of the time,” adds Coleen prohibit that. “Some argue that, if elected by Crawford, owner of Desert Community Man- agement LLC in Las Vegas. “They aim to save cause the people have spoken,” says Daddario. money where they can, and to keep the big- gest amenity—whether pool, spa, what have stances. In any event, if a community finds you—open for as long as they can during the \[non-resident board members\] to present a year.” When it comes to renters, they, too, are ments presents a straightforward solution. If entirely capable of making valuable contribu- tions to the community, says Mary Breedlove, owners, then residency can become a qualifi- manager of the Augusta Village Homeowners cation for serving on the board.” Association in Plainfield, Illinois. “We had a renter in a community who wanted to get in- tuned machine.” Further Inspection Occasionally, a non-resident steps up to join the board purely out of necessity. “In today’s age and time, we often can’t get hold an annual election meeting, much less nets more widely to get enough members to And Schneider notes that, in instances the board, non-residents are not likely to ex- on a case-by-case basis more than they do con- into consideration when voting.” Occasionally the conflict boils down to New Hampshire. “Sometimes, when non-res- All the pros agree that communication is- sues can become prevalent when a board fea- tures non-residents. “The biggest concern I ference call in to address owners and conduct town, we’ll schedule a workshop or a walking inspection of the property.” Regardless of any concerns, non-residents less the association documents specifically the community, the concern ends there, be- “But I believe that it depends on the circum- problem, amendment of the governing docu- the amendment passes by requisite vote of the n Mike Odenthal is a staff writer/reporter for The Nevada Cooperator. otherwise live at the property. “I think there is only a slight difference be- tween those two types of non-resident board members,” he continues. “The snowbirds gen- erally think like resident board members. The main difference I tend to see is that the snow- birds often will want to put off projects or certain business until the spring, when they will be back on-site—and that’s usually in proportion to the number of snowbirds serv- ing on the board. When one or more are away, board business tends to be conducted only as-needed. On the other hand, some things may be addressed sooner than they normally would, such as working on the annual budget before those snowbirds depart for the winter. So the timing of when things get done is what is most affected—not the substance of the de- cisions so much as when those decisions are made.” The full-time non-resident board mem- NON-RESIDENTS... continued from page 1