Page 18 - The NY Cooperator September 2019

18 THE COOPERATOR — SEPTEMBER 2019 COOPERATOR.COM ENGINEERING, ARCHITECTURE AND ENERGY CONSULTING Proudly Serving Higher Education Institutions WE HAVE NYC COVERED The Falcon Group is a unique, full-service Engineering, Architectural & Energy Consulting firm. Falcon’s primary focus is on existing facilities ranging from site, building envelope and energy improvements. Our full-service capabilities focus on your building’s specific needs. Falcon’s mission is to ensure each of our clients are held at the highest level of individualized service. ENGINEERING & ARCHITECTURE BUILDING ENVELOPE RESTORATION & FISP NYC SPECIAL INSPECTIONS MEP & ENERGY CONSULTING SERVICES 350 7th Avenue, Suite 2000 New York, NY 10001 www.falconengineering.com (800) 839.7740 BOARD OPERATIONS Board Transition Switching Smoothly From Old Board to New BY MIKE ODENTHAL Community associations are microcosms Garthchester Realty, which has offi ces in of democracy, run by an elected board of vol- unteers trusted to make good decisions on many buildings, the same board remains behalf of the community as a whole. Boards year aft er year, as the members all seek re- make the call on every large and small is- sue for their constituency. So it’s not only majority of board members to return so that imperative that these members are carefully they can catch up new shareholders, as well vetted and selected, but that during transi- tions of power from one board to the next, bers can also review monthly reports and members with more experience help ease in minutes from the previous year in order to the newcomers to shorten the learning curve better understand what the prior board had and smooth the transition. Board transitions usually happen aft er synopsis covering what’s currently under- elections at the annual association meeting way, what projects we’re involved in, etc.” (oft en in smaller communities, the same people will be elected or appointed to the not universal by any means, they are becom- board year aft er year, which in the absence ing increasingly common within the govern- of formal term limits is not necessarily a bad ing documents of associations, according to thing). But they can also take place when a Philip Renzi, Principal with property man- board of owners or shareholders in a new agement fi rm Renzi Bulger Group in Arling- development takes the reins from the spon- sor or landlord. Th ere are nuances unique staggered terms: “Th is allows some continu- to these individual scenarios, but all involve ity on the board each year, and allows the new members acclimating to their roles and board to keep momentum on projects or relying on the expertise of those who pre- ceded them. Continuity Is Key It’s pretty rare to see the constitution of a documents to include them.” community association board change com- pletely from one election to the next. Unless to help guide the board around any bumps there’s major upheaval – usually as a result of in the road. “Ultimately the manager should some type of scandal – at least a few board have a list of action items and progress re- members will be holdovers from the previ- ous administration. “A staggered board tends to work best,” says Renzi. “Th e manager should also ensure says Claudine Gruen, Vice President at that the incoming board and management Forest Hills and Scarsdale, New York. “In election. In my opinion, you want at least a as any fi rst-time members. Th ose new mem- done. As management we also provide a tidy While term limits for board members are ton, Massachusetts. He also recommends initiatives. If there are not staggered terms in place, the board should speak to its lawyer about the amendment process and alter their Of course, management companies exist ports on what the previous board was dis- cussing, voting on, or had already approved,”