How Can Board Neophytes Learn the Ropes?

As the election season chugs along, many of the city’s co-op and condo boards are welcoming new members. It’s likely that more than a few of these neophytes have no idea what they’ve gotten themselves into. Luckily, a good management company can help new board members learn the ropes of their challenging, mystifying role.

Robert Ferrara, president of Ferrara Management Group, recommends that new board members read The New York Co-op Bible, the now-iconic book by Sylvia Shapiro originally published in 1998. Ferrara also suggests holding a transitional meeting between the outgoing and incoming boards, so the newcomers can get the big picture of what’s happening in the building.

“The responsibility for educating new board members lies with the managing agent,” says Dan Wurtzel, president of FirstService Residential. “It is imperative to bring new members up to speed as quickly as possible so that they can be productive contributors.”

To this end, he adds, “We provide new board members with a customized Board Member Resource Guide that details their responsibilities, as well as their fiduciary duties. The guide also includes the current budget, past audited financial statements, variance report, action list, status of pending projects, and current goals and recent achievements.”

The FirstService guide also includes information on insurance, service schedules, and contact details for building staff and management.

Managers say another issue for new board members is the transition from carefree neighbor to a leader who must make difficult – and frequently unpopular – decisions.

“The biggest challenge is being able to serve in the best interests of the entire community,” says Alex Kuffel, President at Pride Property Management. He suggests the board let the property manager play the role of bad guy: “New board members shouldn’t become emotionally involved. Let the managing agent serve as the liaison, as opposed to knocking on doors and getting personally involved with those in violation, or disputes, or collecting unpaid maintenance.”

Underlining the concept of cooperation, Wurtzel adds, “It’s important [for new board members] to remain objective and set aside personal agendas in order to make decisions that are in the best interest of the association and all unit-owners and shareholders. New board members have to see the importance of seeking input and being an active listener in order to understand the priorities and needs of other owners, shareholders, and fellow board members. The role is quite often a thankless, time-consuming job.”

Wurtzel suggests new board members meet one-on-one with their property manager to discuss building issues. His company also invites new board members to participate in courses that property managers take part in.

The most important job qualification for new board members – for all board members – might be selflessness, according to Kuffel. “They must understand and accept that there is no self-gain or personal favors just because you are a board member,” he says. “A board member should always serve as an example for others in the building to follow.”