First thing is to get rid of both of them! Get a mid size management company and lay down the guidelines you want them to follow. Then start interviewing Supertintendents.

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Yeah, me.

Board President 3 years, during which I oversaw whole-roof replacement, DVR security system installation, fitness room creation and installation, storage (both cage and bike racks) installation, sewer system replacement; hired two Supers (first left only for much better opportunity); initiated facade repair and window replacement projects; initiated and completed other improvements too numerous to list now.

When I first came into office, the building had suffered several recent years of in-fighting, rumors, lawsuits, complaints, "shadow" boards, etc. I initiated and saw succeed a conscious plan to get building residents and staff feeling like the building was their home and their neighbors, friends. I come from a small town originally; I prefer openness, honesty, candor, and good manners, both in myself and others - and find that how people are treated is how they'll treat you.

My relationship with both supers and managing agent were, and are, excellent; I've worked with both for-profit and nonprofit boards, with excellent results. I would be happy to talk with you about your problems and share suggestions based on my observations, experience and problem-solving ability. If I can help, I will.

Write me offline.

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Bee Dub,,,
The name of the best Mananger/Consulant is: The Board of Directors.

The Manangement and Super work for you, and you own the Business. Take the montly statements, review them, and work with other Board Mem to make a scheduel for the Staff.

On reviewing our Finacials we have saved $$$$. Dont allow the Mang to make decisions for the Board. Have every check, payment etc approved by the Board..
And, corrospond (even the Super) by Email. There is noting like transparacy and and Email trail to keep things on the up and up.

Good Luck...VP

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Bee Dub, I may be able to help you. If you have been reading any of my Blog entries on Habitat, you will have a pretty good idea of my approach. I have been the president of a self-managed 400+ unit co-op with a $5 million budget for the past five years. We have been successful at least in part because of my communications with shareholders and management, as well as my ability to filter the truth and reach compromise. I have also experienced some of the same conflict as you describe and the situation is now much improved without taking the drastic steps of removing people from their jobs.

I write here anonymously; however if you are interested in talking, let me know how to reach you.

Best of luck.

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Bee Dub: It's your mgr's job to manage daily operations, oversee the super's activity and make sure things get done. It's your super's job to take direction from your mgr and tell him what he needs or reasons why he can't do certain things (e.g., too much work, don't have the right materials, isn't experienced or needs a pro to do a specific job).

Before you hire a consultant to find where problems lie, try it yourselves. He'll need time to look at all areas of operations, and that could cost a lot of money.

If your mgr and super blame each other that little gets done, ask yourselves questions and do some investigating. A few suggestions:

- Are your mgr and super open and at ease when your Board talks to them, or do they just complain or seem to be evasive?

- How satisfied are you with your mgr's performance in areas that don't involve the super? For example - dealing with owners, overseeing condo expenditures, making sure important letters/notices are sent to owners or posted in a timely manner, how easy it is to reach him and how promptly he replies to calls or e-mails from board members?

- How satisfied are you with your super's performance in the work he does do? Is he qualified? Is his work shoddy? Does he reply promptly to owners' requests for service? Do owners find him cooperative and like him? Is there much time when things could be done but aren't? Do you know where he is during his working hours and what he's doing?

- You might consider a questionnaire to give owners with a "poor to excellent" check-off scale for rating all areas of management and staff performance. People all have their own issues and ideas of what's important, but probably no one can give you a better gauge of what is or isn't being done, or how well things are done, than the people who deal with your mgr and super on a regular basis.

- Have each of your board members write a list of specific areas that they feel aren't being attended to properly, or at all. Then compare notes and see where you all have the same issues or complaints.

I don't know any consultants you can hire to investigate this matter but, as I said, it will likely take a lot of time and money. An objective "outside" opinion can be a good thing, but it could also be way off base and wasteful in the end. I'd still suggest that you try to determine where the "fault" lies internally first through those closest to the situation - your board and your owners.

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