A Functional Partnership – The Board Management Relationship

Read the full article online at CooperatorNews – New York.

In co-ops, condos, and HOAs, property management serves a distinctly collaborative role compared to traditional rental buildings. While landlords or their associates often manage rentals directly, communities governed by volunteer boards rely on managers to fill gaps in governance experience and handle daily operations. Managers are part of a community’s trusted support system — helping boards uphold standards of living, ensure fiscal responsibility, and execute community initiatives.

“Boards, which consist of volunteers elected by the association members or corporation shareholders, have a direct responsibility to the owners or shareholders of the property to protect the community and its physical plant,” says Jaime Sikorski, Senior Vice President of Management at AKAM, a property management firm with offices in New York and Florida. “They in turn bring in a property manager to handle the day-to-day operations of the association. It’s the responsibility of management to support the board in the board’s efforts to enhance the standard of living for the residents, uphold fiscal responsibility, and execute projects and initiatives undertaken by the board on behalf of the community.”

The board-management partnership requires trust, communication, and clearly defined responsibilities. Board members make decisions, set priorities, and oversee major projects, while managers handle maintenance, administration, financial tasks, vendor coordination, and compliance with governing documents and statutes. Although the size of a property may introduce operational differences, the need for board-management collaboration remains the same to ensure the unique needs of the community are met.

“Ultimately, this cohesive collaboration results in the residents benefiting from a well-run community and protecting the value of the owners’ individual investments,” Sikorski explains. 

Because every property is unique, managers often tailor their approach rather than relying on rigid standards. They must adapt to shifting community needs, evolving expectations, and broader industry changes — frequently taking on expanded roles that require versatility and specialized knowledge. Ultimately, the manager functions as both advisor and partner, balancing board directives with responsibility to the broader ownership. When boards and managers work in harmony, the result is a well-run community that protects property values and benefits residents.