Page 17 - NJ Cooperator Fall 2020

NJCOOPERATOR.COM THE NEW JERSEY COOPERATOR — FALL 2020 17 QUALITY GUARDS FOR ALL YOUR SECURITY NEEDS 732.820.7625 INFO@IRONROCKSECURITY.COM WWW.IRONROCKSECURITY.COM IN AN UNCERTAIN WORLD, IRONROCK’S PROFESSIONAL SECURITY GUARDS, BOTH ARMED OR UNARMED, ACT AS DETERRENTS AND EMERGENCY RESPONSE IN CASE OF A THREAT. needed to ping-pong between roles, be flexible with their shifts, and fill in for others at the drop of a hat. Janitors used to mopping and dusting now must learn how to use foggers and CDC-approved disinfectants. A doorman who normally just signs visitors in and directs them to the elevator is now policing mask-wear- ing and taking temperatures. When The Palace had to shut down the condo’s valet service after two employees tested posi- tive for COVID-19, the remaining work- ers were put into different building roles (after requisite quarantining and negative test results); Arnold remembers with a chuckle how one valet transitioned to the role of pool security after that amenity re- opened to limited resident-only use: “On day one, he was in his long black pants, black button-down, and black shoes \\\[that he wore as a valet\\\]. On day two, he had on khakis, a white polo, and sneak- ers. … By day five, he was in a t-shirt, casual shorts, and flip-flops.” So adapting to new roles can be a mat- ter of wardrobe ad- justment, too. In other cases, new responsibili- ties emerge in less quantifiable—and less lighthearted—ways. Jim Stoller, pres- ident and CEO of property management firm The Building Group (TBG) in Chi- cago, speaks of the effects that prolonged isolation, uncertainty, and fear can have on a residential population. “We’ve had some residents,” he says, “who have been somewhat abusive to the staff, and it’s quite unfortunate. You know, people who’ve been inside their condominium or co-op for weeks or sometimes longer \\\[can become\\\] very needy in ways that building management is not really licensed to ad- dress. In many cases they were not able to receive therapy or get the help that they needed, so unfortunately the building staffs have had to deal with these issues.” Stoller also mentions the fear and uncertainty surrounding the escalating social unrest in his city and elsewhere, which can have broader implications for those who are not isolated in their homes. “In many cases,” he says, “\\\[staff members\\\] are coming across the city to get to work—and in many cases they’re taking public transportation to get to their jobs. They’re traveling at night and on weekends, and we have to ensure their safety and well-being also. It has created a stressful environment for the people who have been working—and, in so many cases, been doing an amazing job. These people have really stepped up and have really showed that they care a great deal about the buildings they work at.” Showing Support With all of these added responsibili- ties, heightened health and safety con- cerns, increased resident presence, and raised expectations for staff, it begs the question: Along with verbally expressing their thanks, what can the boards and res- idents of multifamily buildings and com- munities do to show appreciation and support for their property’s workers? Our experts gave us some actionable recom- mendations: • “One thing residents can do is to just be aware of protocols and follow them,” says González of 32BJ when we spoke again for this article. It seems simple enough, but as we all know, people are not always respectful of rules, limits— even visible barriers. When you see the tape around the doorperson or security desk, keep that six foot distance—and wear your mask in all common areas of your building or commu- nity at all times. Don’t expose your building staffers to unnecessary risk—and don’t put them in the position of having to remind you of rules that should be second nature by now. • Arnold stresses that responsibility for the well-being of staff is among the governance duties of resi- dential boards, and says that clear, unam- biguous messaging—like posting policies in common areas and instituting fines for disregarding them—help to empower staff to make sure that residents are com- plying with health and safety protocols, which in turn helps them feel more com- fortable about their own safety on the job. • Managers DiFlaminies and Stoller both indicate that encouraging staff to take time off is a good way to support their well-being, both in the physical sense as well as the mental and emotional. Giving workers extra PTO (if their paid time off is not stipulated by a union contract) not only promotes goodwill—it also goes a long way toward allaying health concerns and promoting stability and security in the workforce. An additional way to support property workers is to pressure the federal govern- ment to give them hazard pay for the es- sential work they have been performing over the last half a year. As Louis deJesus, a 32BJ union member who has worked as a doorman in a building in Manhattan’s Upper West Side for the last 25 years, said in a press release on the subject: “The best ‘thank you’ is to be paid for your essential work and have job protection.” And finally, for your building staff and for the planet—try to consolidate all those Amazon orders! n Darcey Gerstein is Associate Editor and a Staff Writer for The New Jersey Cooperator. “These people have re- ally stepped up and have really showed that they care a great deal about the buildings they work at.” —Jim Stoller