March 2018

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...

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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

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