Thank you to Teys Lawyers for providing the following Training Note covering strata manager responsibilities NSW, which is part of their Effective Governance series.
Perhaps the single most important thing a committee can do is appoint or recommend the appointment of a strata Management Company.
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A strata management company collects levies, pays bills, effects insurance, keeps the books and records and convenes, attends and minutes meetings. But what about the individual employed by the strata management company appointed to a particular building?
Their role is far more people focused than the process of strata management. A good strata manger will be the glue that holds the strata community together.
Some of the qualities needed for this role are:
- A big heart with kindness, compassion, empathy and understanding for different people with different perspectives on sharing common property;
- A logical and ordered mind that can remain organised and sort the important issues from the apparently urgent ones;
- A good working knowledge of the law and best practice of strata management;
- An ability to listen and be heard on important issues; and
- A good sense of the difference between right and wrong.
One of these qualities above all else needs to be understood well both by strata managers and by the committees and communities they serve – empathy.
From the strata manager’s perspective this means:
- Understanding the constraints of the strata concept and process;
- Respecting the voluntary nature of the role of committee members; and
- Assisting with the induction and learning of new members.
From the committees’ perspective understanding empathy in strata management means:
- Understanding that strata management can be a difficult and thankless role;
- Understanding the range of relationships the strata manager has to manage; and
- Not to expect more from the strata manager than is reasonable given the fees agreed for the services specified in the contract.
Mutual feedback is also a matter that can benefit the relationship between the strata manger and the committee. The strata manager might offer practical guidance on ways in which the committee might help. The committee might give encouragement for some tasks done well and constructive review and critique of organisational progress.
As with any relationship, both the strata manager and the committee will benefit from the clarity of the parties’ respective jobs.
Think about a strata meeting that went well and one that didn’t and outline the way that some empathy on both sides might have made a difference to the outcome of the meeting that didn’t go so well.
Teys Lawyers would welcome any feedback you have on the matters covered by this note. Please comment below.
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