This method is a little riskier and requires more work from the Property Manager. I

But the answer for everyone may differ.Here are the personal attributes I see in those able to achieve a higher than market ROI, enough higher to be able to “scale”.1- Knowledge of real estate principles, real estate law and real estate finance2- Minimum 3 -5 years full time, or near full time experience directly related to real estate investing3- Ability to utilize technology for increased efficiency, capacity, and accuracy4- Excellent hired legal counsel and excellent hired marketing help5- Established method(s) of obtaining consistently high QUALITY deal flow6- Ability to manage and choose people who are NOT employees: Attorneys, Appraisers, Mortgage Brokers, Real Estate Brokers, Title Companies, Surveyors, Marketing Specialists, Accountants, Contractors, Consultants, Property Managers7- A VERIFIABLE track record of success8- Ability to identify, analyze, and negotiate a deal that can be “worked” for “enhanced” ROI9- Some type of competitive advantage; for example for me it’s my ability to analyze and identify mortgage loans that are actually less risky than all other lenders believe (on the investing in debt side), and on the real property side it’s my ability to analyze”pull the trigger” with LESS information than other investors need,  combined with the ability to pay cash, or raise significant capital almost instantly as well as being able to obtain loans at the lowest prime customer bank rate with no recourse or personal liability.  

May affect your ability to work in the financial field, or in any managerial position of a company that’s raising venture capital8.

See Listing Link here.I am attributing a lot of the "slowness" to the season. 

Would that be a property manager? Is

Keep an eye on those delinquency rates and ensure that the property manager is proactive in rent collection.Maintaining open lines of communication with property managers is also part of the process.

Your property manager is an idiot.

That said, utilities that aren't directly attributed to a unit can be a pain in the neck because everyone is sure that the other unit(s) are using more power than they are.

My property manager is top of my list for my CORE 4.I agree with @Nathan Gesner that you need to get out and start meeting people in person. 

Just because the costs might be in the furture does not warrant not budgeting for those known expensesThen there is the misc costs of asset protection, bookkeeping, unexpected utilities (such as between tenants (tenant turn over) or failure not attributable to the tenant such as slab leak).