For Those Who Have Become Board Members of a Condominium Management Association

If you live in a condominium, you have likely heard of the "rotating board member system." In many condominiums, board members are chosen by rotation or lottery to ensure that the burden does not fall disproportionately on any one person.

In other words, the event of suddenly "becoming a board member" one day is by no means rare.

And once they actually take office, many people realize the reality that "it was a heavier role than I had imagined."

This is especially true when one is appointed as the board chairperson or the treasurer, as the responsibilities and burdens increase significantly.

The board chairperson stands at the center of decision-making as the representative of the management association. They are responsible for a wide range of tasks, including negotiating with management companies, managing general meetings, and handling disputes. Meanwhile, the treasurer is entrusted with managing important funds such as management fees and repair reserve funds. Given the large sums of money involved, the pressure to avoid mistakes is greater than one might imagine.

In most cases, these roles are performed in addition to one's main job and are essentially "unpaid." Since people have to handle these duties while balancing work and family life, it is not uncommon for their personal lives to be negatively affected.

So, how can this "responsibility" and "burden" be reduced?

First, an effective way to prepare for the "responsibility" is to have liability insurance for board members.

There is always a possibility that a decision made as a board member could turn out to be wrong and cause damage to the management association. For example, even if actions are taken in good faith, such as decisions on ordering repair work or mistakes in confirming contract details, there is a possibility that one could be held liable.

What prepares for such risks is what is known as "Directors and Officers Liability Insurance." Not only does it cover financial losses in the event of an emergency, but the very fact that "insurance exists" leads to peace of mind. For those who are unfamiliar with the position of a board member, this sense of security is by no means small.

Next is how to reduce the "burden."

Here, I would like to strongly suggest the option of "utilizing external experts." The most prominent example is a condominium management consultant.

A condominium management consultant is an expert who supports the operation of the management association and supports the board from the perspectives of law, accounting, and practical affairs. They can significantly reduce the practical burden by organizing agendas, checking general meeting materials, and clarifying relationships with management companies.

Many people may feel that "hiring an expert is expensive," but in reality, there are cases where they can be involved for about 500 yen per unit per month.

For example, in a 50-unit condominium, that would be 25,000 yen per month, or 300,000 yen per year. Considering that this cost reduces the burden on board members, improves the quality of decision-making, and prevents future troubles, it is by no means a high investment.

Rather, a situation where the burden on board members is too heavy, leading to "no one to take the role" or "a board that exists in name only," is a greater risk for the condominium as a whole in the long term.

And the value of this initiative does not stop with the "current board members."

For those who will become new board members next year or the year after, there is the same benefit of reduced burden. Because it is a rotating system, there is a possibility that "I will be involved again someday," which is precisely why it is significant to have a system in place.

So, how can such an initiative be realized?

The first step is simple.

You can propose it as an opinion at the general meeting, or join the board of directors and have it taken up as an agenda item.

There is no need to decide on an immediate implementation. Simply raising the issue by asking, "Why don't we consider this?" is sufficient. What is important is to share the perspective of "reducing the burden and risks for board members" within the association.

A condominium is not only a "place to live" but also a valuable asset. Its management is built upon the cooperation of every individual living there.

Becoming a board member is by no means a stroke of bad luck. Rather, it is an opportunity to take on an important role that affects the future of the condominium.

That is precisely why you should try to adopt the mindset of solving things through systems rather than carrying the burden alone.

With a little ingenuity and a few proposals, the burden on board members will certainly become lighter. And that accumulation of efforts will lead to protecting the value of the entire condominium.

Instead of "it's tough, so I'll just endure it," think "it's tough, so I'll improve it."

I encourage you to be the one to take that first step.