Management Principles Building on the year the USA was established – 1776 – the same numbers 3 For example 501(c)(3) charitable, religious organizations; 501(c)(6) – business league, association, chamber of commerce; 501(c)(5) agricultural organizations, etc. 4 The Canadian Society of Association Executives reports approximately 70,000 associations registered in Canada. are used herein to promote solid management principles for maintaining a successful nonprofit. From the importance of the purpose statement to the creation of a policy manual, each numeral represents an aspect of association management:
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Management Principles Building on the year the USA was established – 1776 – the same numbers 3 For example: 501(c)(3) charitable, religious organizations; 501(c)(6) – business league, association, chamber of commerce; 501(c)(5) agricultural organizations, etc. 4 The Canadian Society of Association Executives reports approximately 70,000 associations registered in Canada. are used herein to promote solid management principles for maintaining a successful nonprofit.
The purpose of this paper is fourfold: 1) To briefly describe how directors should pose questions to management, 2) To provide an extensive list of questions directors should know the answers to, 3) To outline a generic format for asking general questions and 4) To assist in identifying important board issues and how to handle them.
The Board’s responsibility is that of governance and leadership --- setting policy and direction while advancing the mission. The Chief Executive Officer (CEO) and staff responsibility is to manage administrative efforts. Together their actions add value to and protect the organization.
When you buy a car, there are key considerations in doing so — the right vehicle (make, price, options, and color), the right financing (affordability, interest rate, terms, and length), and the right sales job (sales person’s honesty, believability, and pressure). When the parts all come together, it’s the right time to buy.
Business management is the process of getting things done by and through others. In coopera- tives, the management team con- sists of two distinct the board of directors elected by the members and a professional business manager hired by the board.
Because the executive director is so central to the success or failure of the agency, evaluation of the executive director by the board is an important component of the board's responsibilities. But too often evaluations (and job descriptions) are undertaken only when the board has become unhappy with their chief executive. An annual, written evaluation both documents the executive director's achievements and shortcomings, and helps the executive director understand areas for improvement or where the board is insufficiently informed. Typically, a committee of the board (often the board officers) leads the evaluation process, reports on the evaluation to the entire board, and recommends salary for the next year.
Management has greatly improved as cooperatives have become larger, more diversified, and integrated to match similar advances in the marketplace and on the farm. In the early years, local cooperative managers not only supervised operations but also maintained accounting records, waited on customers, and swept floors. Boards of directors knew little about off-farm businesses. Many cooperatives failed because of inept operating management and poor monitoring by the board.
Last month, the United States Court of Appeals for the Second Circuit inthe case of Francis v. Kings Park Manor, Inc. reversed the dismissal of arace discrimination complaint against a landlord and its managing agentfor tenant-on-tenant discrimination. The Court held that the a landlordmay be held liable for discrimination under the Fair Housing Act, the CivilRights Act (42 USC §§ 1981 and 1982), and the NYS Human Rights Lawwhen the landlord fails to intervene in tenant-on-tenant racialharassment about which it knew or reasonably should have known andhad the power to address the discrimination.
In preparing the Plan, it is important for the agent to consider the many problems that arise during an initial rent-up and throughout the continued operation of the property. The development of this Plan should be a cooperative effort between the agent and the owner, although the owner may delegate much of the work to the agent. The property’s marketing program must ensure continued compliance with applicable federal, state, and local laws.
Marketing is an essential element of programmatic success. Marketing provides the opportunity to build awareness of Extension’s programs and services; it also helps you to understand your customers’ needs and serve information to them in a more impactful way. Thoughtful marketing strategies can help you to recognize what is working and where you need to make changes.
The purpose of the white paper is to celebrate the rich history of the expansion of nonprofit organizations in the USA --- combined with a review of four modern-day, rock-solid management principles. From the history of nonprofits to a focus on mission, principles and manuals, this paper offers a fresh perspective for management excellence in associations, chambers and the other 1.8 million nonprofits.
A major duty of the board of directors is to hire and appraise the performance of the cooperative’s manager. In the past, this responsibility was recognized pri-marily by directors of larger cooperatives. Today, directors of all cooperatives recognize the importance and necessity for objectively appraising the manag-er’s performance. Many smaller cooperatives don’t have the advantage of a per-sonnel department to implement a program of appraisal or provide the training to productively conduct the appraisal. The publication is a selection of proven tools from multiple sources. It provides every cooperative with the necessary tools to implement and conduct a proper system for evaluation.
Each month, you need to follow up with households that do not have a zero balance. Send a letter asking for payment or explaining that you are applying a credit. Your letter should include a copy of the member ledger from the accounting system and an explanation of what it means.
This guide contains information on building maintenance, maintenance and capital planning, capital renewals (repair/replacement of existing building components), and new construction projects for non-profit housing societies and co-operatives. These resources are designed to increase the capacity of the non-profit housing sector and prolong the useful life of affordable housing developments.
Recruiting and hiring a chief staff executive is one of the most important functions performed by the governing board of an association. Serious as it is, more often than not, search committees and governing boards frequently move ahead with insufficient discussion and understanding of the unique aspects of association management. This process in associations is clearly different than in most other businesses.
Most disputes and problems can be resolved through common sense negotiation and compromise. However, there may be occasions when the co-op will have need of a formal procedure on the resolution of disputes. Complaints that the co-op may receive will fall into four main areas:
The complaints policy is intended to cover any cases where members/ tenants feel other members/ tenants, co-op employees, or any person working with the coop such as contractors, have behaved unacceptably towards them, and that the conflict cannot be resolved without outside mediation.
However, over 75 per cent of multi-unit residential buildings were built before 1990, a time when building standards did not account for efficiency. In particular, older buildings don’t have the envelope thermal performance of today’s construction. Older buildings can also have outdated mechanical, electrical and plumbing equipment that contributes to water and energy inefficiency. In many multi-unit residential buildings, indoor air quality and occupant comfort could also be improved.
An energy audit is the professional service of evaluating the energy efficiency of your buildings. The aim is to suggest ways of using less energy for heating and cooling. The starting point is looking at your co-op’s bills for electricity, natural gas and water.
Seeking to identify a dynamic association executive prepared to build upon the current successes of the Association. The successful candidate will serve as the Executive Director overseeing the operations and activities of the Association as a whole, advising and making recommendations to the Officers, Board of Directors and Executive Committee, administering and implementing decisions made by the Board of Directors, and maintaining effective staff performance to assure the attainment of the association’s goals.
A co-op can decide to hire its own staff or use the services of a property-management company. (Note that some co-operatives in financial difficulty have an agreement with CMHC that requires them to use a property-management company.) CHF Canada’s Choosing Management for Your Co-operative can help you make your decision. You can download CHF Canada’s guide from the Agency’s website.
In a housing co-op, your assets are the building(s) and property. You need to take care of your assets by setting and following a maintenance plan. This will keep your members safe and comfortable in their home.
Generally authority in the organization is defined in the bylaws, articles of incorporation and policies. Seldom though is such authority empowering for the staff in the same documents. The Management Model is a means to transfer duties to the chief staff executive and staff so that the organization can adopt a more business- like, entrepreneurial model.
There are nearly 2 million nonprofit organizations in the USA. The principles of free enterprise, small business, innovation, consensus and compromise are bolstered by nonprofits. Much of the greatness of America can be traced to nonprofit organizations and their board. All nonprofits have common elements. The mission Statement defines the purpose for existence. A board of directors governs while advancing and protecting interests. And a professional manager.
This tool is not a completed handbook for your cooperative. Rather it is a framework for you to use in creating a handbook for the members of your cooperative’s staff who work in California. It does not contain every potential policy your cooperative may need or want to include for optimal staff management and retention. Rather, it includes policies that help to manage common workplace issues and essential policies to comply with federal and California state laws. This tool also includes some suggested policy language to comply with some of the city ordinances related to employment that apply to personnel who work in San Francisco and Oakland. There may be other city ordinances that apply to employees who work in these cities and other cities. City ordinances should be checked regularly for laws applicable to personnel working within that city’s jurisdiction.
The objectives of the repairs and maintenance policy are: • to ensure that the co-op meets its legal repairs and maintenance obligations • to ensure that the co-op operates a high quality, sensitive, responsive and efficient repairs and maintenance service • to ensure that repairs and maintenance are properly budgeted in accordance with the co-op’s annual budgets and financial procedures
This policy governs the manner in which repairs and maintenance of the Co-op’s property is carried out, and covers the co-op’s residential property, defined as boundaries of the co-op under the terms of the mutual occupation agreement. The repairs procedure will be co-ordinated by the Repairs Officers with the assistance of co-op members and tenants.
Personnel administration is an essential responsibility of management in a cooperative just as it is in any other business. It involves the entire management team-board of directors, general manager, and supervisors. Dealing constructively with personnel requirements reflects good management and contributes to the success of the whole enterprise.
The Model Management Services Agreement is a contract the Agency has drawn up for housing co-operatives to use when they hire a company to manage their property. The agreement sets out the property manager's duties, its authority, the standard of performance it must meet, and how it will be paid. It includes schedules that list the core
The co-op is committed to the delivery of quality services to its members (tenants) and partner landlords. The organisation believes this aim can best be achieved through the training and development of its staff. The co-op has agreed that all staff will have access to appropriate training and development, in accordance with the Co-operative’s strategic aims and objectives and the main purpose and objectives of the particular employee’s post.
The plan suggests an "acting CEO," lists critical actions needed, and answers to questions that might arise . . . if the executive director were no longer around. The plan also names several veteran association professionals who are available to counsel an interim manager or rookie replacement. Below is the transition plan, updated annually and added to the directors’ leadership manual
The most important step in improving your association's management is often simply asking the right questions. Before changing your management techniques, take a few minutes to be sure you understand the entire issue. For instance, you may plan to hire a lawyer to resolve your rent collection problems, but the real source of the trouble may lie in your lack of a written rent policy, or poor communication with tenants in arrears. This management survey enables you to ask all the right questions before deciding on a strategy to improve your association's management
As workers, members may be seeking the stability of a regular paycheck and the benefits a business may pay to employees. These wages and benefits are operating expenses for a business, and are deducted from revenue to calculate net profitability. Individual employees pay income taxes on the wages that they receive.
Each co-op needs to decide which management model it wants to use - whether to hire its own staff or a management company. The Co-op Housing Bookstore publication, Good Management in Your Co-op, can help you make this decision. CHF Canada will publish an updated version of this book later in 2006. The Where to Get More Help section of this guide in Appendix F has information on how to order Bookstore publications.
This report explains the essentials of antitrust law and why limited antitrust protection granted in the Capper- Volstead Act is critical to cooperative marketing by agricultural producers. It outlines who is covered by Capper- Volstead, how a cooperative must be organized to qualify for limited antitrust protection, and what types of activity are protected. It also discusses several areas that pose special antitrust risks for farmer cooperatives and other points of law cooperative leaders must be aware of to successfully manage their antitrust risk.
This pamphlet offers practical advice to tenant associations and cooperatives that presently employ a professional manager or are thinking of hiring one. It contains information on hiring and interviewing, writing an appropriate management contract, communicating effectively with your manager, and resolving problems that may come up. It is intended to help you obtain the best possible manager. It is also intended to help you get the best possible performance out of your manager by emphasizing the manager’s role as an employee of your association. Controlling this employer-employee (officermanager) arrangement is the key to maintaining a good relationship with your manager and getting the best management services for your building
This resource offers practical advice to buildings tenant that presently employ a professional manager or are thinking of hiring one. It contains information on hiring and interviewing, writing an appropriate management contract, communicating effectively with your manager, and resolving problems that may come up. It is intended to help you obtain the best possible manager. It is also intended to help you get the best possible performance out of your manager by emphasizing the manager’s role as an employee. Controlling this employer –employee arrangement is the key to maintaining a good relationship with your manager and getting the best management services for your building
Whether you are a tenant or a landlord, when you sign a lease agreement, you sign a contract. You are contractually obligated to perform certain duties and assume certain responsibilities. You are also granted certain rights and protections under the lease agreement.
It is thought that this pamphlet will be particularly timely in view of the renewed interest in the provision of low-cost housing which is now evident and in view of the Administration’s new housing program which will offer opportunity for associations of this type. The contents of the present report are based upon study of successful cooperative housing enterprises both in this country and abroad.
A well-run community association doesn’t come easy, and the responsibility can be a lot for a board of directors to handle. That’s why many boards look to professional advisors and service providers to help them successfully fulfill their roles, complete requirements, and assist with duties.