Tim Wehner is a former president of the National Association of Residential Property Managers (NARPM). His term as president ended in 2023, but he’s been involved with the association in one way or another for his entire career in real estate. While he’s no longer on the National Board of Directors, his experience in property management and expertise on all things NARPM make him a valuable source of information.
Read on to see his tips for new members, industry trends, links to popular NARPM resources and much, much more.
Start us off right, Tim!
Interviewer: What’s your journey with NARPM been like up to this point?
Tim Wehner: I first joined NARPM in 2010 when I was working at Dodson Property Management in Richmond, Virginia. Back in 2009, we were a small company with around 120 units. We helped start a local NARPM chapter, and I became its president. After that, I served as the regional vice president on the National Board of Directors, then treasurer and finally president. I wanted to give back to the organization that changed my life and perspective so much, and it’s been rewarding to help others have the same experience.
The role NARPM plays for property managers
Interviewer: Did NARPM help when you were starting out as a property manager?
Tim: Absolutely. Joining NARPM, which really propelled Dodson to the next level. NARPM provided the resources, education and connections that helped us navigate challenges and grow the business sustainably.
Dodson Property Management was my professional home from 2009 until we sold the company a few years ago. By the time we sold, we were managing over 4,000 single family homes and apartment units, plus 17,000 doors for HOAs.
NARPM played a huge role in helping us scale our business, and the more I got involved, the more I learned — not just about property management, but about myself.
A new mission & vision
Interviewer: Tell us about NARPM’s updated mission and vision.
Tim: NARPM’s new mission and vision reflect a shift in focus toward our members and the industry itself, rather than inward toward the organization.
Our new vision statement is, “Property management professionals will be recognized as the keystone of successful real estate investing.”
Our new mission statement is, “NARPM exists to support and empower professionals to elevate the property management industry through professional development, advocacy and community.”
Previously, our mission and vision were more about what NARPM could be as an organization. For example, the old vision was, “NARPM will be the recognized leader in the property management industry.” With this change, we wanted to think outward — to focus on how we can support and empower our members, elevate the industry and foster community.
Advocacy has also become a bigger focus. There’s so much happening in the residential property management space, from short-term to long-term rentals, and we need a strong voice at the table. Our new mission and vision reflect that commitment.
NARPM events & conferences
Interviewer: Why attend NARPM events and conferences? What makes them unique in the industry?
Tim: NARPM’s conferences are unlike any other. People share openly, even with competitors, to help each other grow and improve. For example, I’ve given my business model to property managers in Richmond who’ve adapted it for their own use. That kind of camaraderie is rare in most industries.
An evolving membership
Interviewer: How have members’ needs and expectations changed over the years?
Tim: One major change in recent years is how members want information delivered. People, especially younger generations, prefer quick, digestible snippets: Instagram posts, short articles or concise updates. We’ve adapted by rethinking our approach to conferences, courses and communication.
For example, we created the Capital Summit, a two-day event that combines mastermind sessions with advocacy efforts in Washington, D.C. It’s designed to meet the needs of members who value collaboration and want to take actionable steps for the industry.
Another change is the increased emphasis on advocacy. Members are looking for NARPM to be a strong voice in addressing legislative and regulatory challenges in the property management space.
NARPM certifications
Interviewer: What makes NARPM’s certifications stand out in property management?
Tim: NARPM’s certifications are unique because they’re highly accessible, affordable and specific to single family property management. For example, our NARPM 101 class is free, and other courses cost as little as $30. You can take them online, in-person or through self-guided options, making them flexible for members.
What truly sets our designations apart, though, is the emphasis on engagement. To earn a designation, members need to volunteer and contribute to the organization, which fosters a deeper connection to the NARPM community and the industry.
Top issues in property management today
Interviewer:What are the top issues facing property managers today, and how is NARPM addressing them?
Tim: The biggest issue right now is the regulatory environment. Everything from property development to density issues to leftover COVID-era laws continue to impact our industry. NARPM has taken a strong stance on advocacy, putting a tremendous amount of effort into our governmental affairs initiatives.
We’ve built a two-person governmental affairs team in Washington, D.C., which focuses on protecting tenants’ rights, landlords’ rights and property rights. We’ve also created resources to help our local chapters organize and tackle issues in their areas. Every chapter is supposed to have a governmental affairs chair, making it our largest committee of volunteers. Members are passionate about legislative issues that directly affect the future of the industry.
Another issue is finding qualified workers, especially in maintenance roles. There’s been a significant labor shortage in the maintenance industry. This has led to delays in completing work orders as well as rising costs. While NARPM has explored ways to address this, such as by partnering with trade schools or local universities, it remains a challenge.
Role of technology & property management software
Interviewer: What role does proptech play for members?
Tim: Technology plays a huge role in property management, from creating efficiencies in day-to-day operations to improving the resident and client experience. NARPM even has a technology committee that hosts monthly webinars to educate members about new tools and platforms.
Most property managers now use software such as Yardi Breeze, AppFolio, Buildium, Rentvine and others. Nearly 100% of our members are on some kind of platform. These systems help with everything: accounting, work orders, communication, operations and more.
Looking ahead, we’re exploring ways to use technology for data aggregation. For instance, we’re working on a platform that will allow members to share key metrics — like average days on market or work order completion times. This kind of data will help members benchmark their performance and improve their businesses.
Artificial intelligence: good, bad or ugly?
Interviewer: What do you see the role of AI being in our near and long-term future?
Tim: AI is already creating efficiencies in property management, and I think its role will continue to grow. Right now, we’re seeing it used for tasks like writing property listings, touching up photos and automating tenant inquiries.
Looking ahead, AI could be used to analyze leases and answer questions like, “When is my rent due?” or “What happens if I’m late?” It could also streamline work orders by collecting photos of maintenance issues and sending requests directly to vendors.
In the long term, AI will play a big role in data gathering and analysis. It could help property managers track metrics like days on market, work order costs and tenant satisfaction. These insights will make businesses more efficient and help us meet the needs of residents and owners faster.
That said, there’s always a risk of using AI incorrectly, like replacing too much human interaction or losing the personal touch that’s so important in property management. It’s all about balance. We need to use AI to enhance service, not replace it.
Advice for new NARPM members
Interviewer:What’s something that a new NARPM member should do when they first join?
Tim: The first thing a new member should do is connect with their local chapter. If they don’t have one, they can join the NARPM at-large chapter, which meets entirely online and includes members from across the country.
When you join a chapter, you’ll find people who are eager to support you, ask questions and get you involved. People want you to succeed, and they’ll go out of their way to help.
You can also start with small steps, like taking an online class or getting familiar with our website. We try to make the onboarding process manageable by offering resources in bite-sized chunks.
Something NARPM does not do
Interviewer: What’s something that NARPM does not do or is outside the organization’s purview?
Tim: One area where members sometimes have unrealistic expectations is advocacy. While NARPM is heavily involved in national legislative efforts, we can’t be on the ground addressing every local issue. For example, we can’t physically be in Omaha or San Diego fighting rent control, but we can provide resources and guidance to help local chapters organize and address these issues themselves.
It’s important to understand that NARPM is a national organization with limited resources. We can assist by sharing best practices and strategies, but local advocacy requires local effort.
What’s next for single family housing?
Interviewer: What is the biggest change you see coming for single family development and property management?
Tim: The single family housing crisis is the biggest challenge on the horizon. There’s a severe lack of inventory. It’s impacting everything from home sales to rentals to investment opportunities.
As a result, we’re seeing new trends like build-to-rent developments, especially in the Sunbelt states. At the same time, density restrictions in many municipalities make it difficult to create the housing we need. I think we’ll see a push to change zoning codes and build more apartments or multifamily properties to address the shortage.
This crisis is also shifting demographics. People who might have wanted to live in urban areas are moving to more rural or suburban locations because housing in cities is too expensive. For example, in Richmond, Virginia, we’re seeing people move to Goochland County or Louisa County — places they wouldn’t have considered before.
These changes will affect every aspect of property management, from how we deliver services to where we expand our operations. It’s a complex issue, and the next five years will be telling in terms of how we adapt.