2009 Jan


 

2009 January Vol. 7, No. 1

Focus on...Board/Management Relations

Making the Grade

By Lisa Iannucci

No matter what the job—be it flipping burgers at a chain restaurant or running a multinational investment firm—employees should be given periodic reviews of their performance to assess how they’re doing and identify both their strengths and areas where they could use improvement. Read More

What Size Management Company Fits You Best?

By Keith Loria

As anybody who’s ever been to an “all you can eat” sushi buffet can tell you, bigger isn’t always better, and if “more” is mediocre, sometimes you’d rather have less. The same applies when it comes to property management companies. Management firms come in all shapes and sizes, and offer different items on their service menus. When negotiating (or renegotiating) your building’s management contract, determining the type of company that is the best fit for your particular community is an important decision, and one that deserves a great deal of careful consideration and critical thinking. Read More

The Management and Board Team

By Jonathan Barnes

Building boards and their managing agents function best when they work together as a team. Ideally, the two parties collaborate to implement policy, carry out administrative duties, and make decisions about the efficient operation of the building or association. Management contracts usually spell out the duties of the manager, but confusion sometimes arises among board members regarding the extent of their manager’s duties versus the limits of the board’s duties. Read More

Staying Competitive in Tough Economic Times

By Stephanie Mannino

In a competitive industry, management companies must continuously find ways to retain current clients while honing an edge that makes them appealing to new customers. This is especially true in these tough economic times, as many individuals and communities face financial hardship and must make tough choices about the services they purchase. While economic turmoil and the housing slump have affected many areas of the real estate industry, management has not been hit as hard as some other areas—at least not yet. Companies are rolling with the punches and offering their new and existing clients the same high level of service, plus a few extras as well. Read More

Next Generation Property Management

By Benjamin Watson

Remember Stanley Roper from the 1970’s sitcom Three’s Company? To some, he might still be their idea of a property manager—the upstairs landlord or the guy you’d call when your plumbing’s on the fritz. And indeed, when the plumbing in your co-op or condo does spring a leak onto your hardwood floors and oriental carpet, or when it’s a freezing February morning and your heat is not working, the property manager suddenly becomes the most important person in the world. Today however, property managers do much more than fix plumbing. Read More

Q&A: Board Secretary Delinquent?

By Norman L. Zlotnick, Esq.

Last year, a board member discovered other directors have allowed our association secretary to be 10 months delinquent in his assessments. No action was taken. Other unit owners have been in the collection process for the same violation. After this problem was disclosed, the incumbent board members decided not to run in the next election. Read More

Q&A: Failure to Distribute Minutes

By J. David Ramsey

I was newly elected to the board of a small (32-unit), self-managed cooperative, where traditionally there has been little transparency between the board and shareholders. The board has been stingy with information and oftentimes, focused on making decisions from a social point of view rather than a business point of view. I have asked the board president several times over the past three months, publicly and privately, (as well as the corporation secretary) to provide me with minutes of the last three years—so that I can better acquaint myself with board decisions, the history of repairs, capital improvements, etc. I would have thought that my interest in being informed would be regarded as positive, but instead I have been given the run-around. As a board member, don’t I have a legal right to inspect all corporate documents? What more should I do to access these minutes? Read More

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