16 / 60
16
M A R C H , 2 0 1 8
© iStockphoto.com
B
est practices of board governance recommend that
the board establish priorities on behalf of the commu-
nity they serve and then task the community manager
with carrying those out to the benefit of the community. So
it isn’t surprising that having a strong relationship with their
community manager based on solid communication is par-
amount to the board’s success of keeping community resi-
dents satisfied with the services they need on a daily basis.
While it is tempting for board members to directly insert
themselves into specific matters that arise within their com-
munity, it is best left to the community manager to handle the
operational aspects of running a community. A professional
community manager can bring their experience in dealing
with issues that are common to all types of board-governed
communities. By having community issues addressed by
the community manager, the board members who are also
residents are allowed to remain above the fray when diffi-
cult matters have to be resolved. This doesn’t mean that the
community manager doesn’t confer with board members
when necessary, but the community manager has the pro-
By Steve Kroll,
Fairways at Livingston
and
Jean Bestafka,
Renaissance Homeowners Association
BOARD MEMBER
BEST PRACTICES
Working With
Your Manager...
fessional discretion to decide when it is needed.
Having a community manager overseethe community’s
affairs is similar to a chief executive running a corporation
with shareholders. Like a CEO’s relationship to the compa-
ny’s shareholders, the community manager is responsible
for achieving the objectives set down by the board. The
CEO has the same role, but is primarily responsible for
producing profits for the company’s shareholders.
In this way, the board and its residents can evaluate how
satisfied they are with the performance of the community
manager on an annual basis. Holding monthly meetings
of the board and the community manager with a focused
agenda facilitates an ongoing dialogue between the two
parties that builds confidence in their relationship and a
continual renewal of accomplishment through in-person
communication. Having the agenda emailed to the board
a few days before the meeting allows the board members
to be prepared to discuss the agenda items and raise any
concerns they have about the community.
In addition to closed board meetings where only
CONT I NU E S ON PAGE 18