By: Umair Malik

That notice goes up in the lobby or lands in your inbox: a call for board member candidates. It’s easy to ignore. Yet, you pause. You think about the rumbling elevator, the landscaping that looks perpetually surprised, or the labyrinthine new recycling rules. You have a fleeting thought: “Someone really ought to do something about that.”

First, Read the Manual: Understanding Your Community’s Code

Before you draft a single word of your statement, you must understand the architecture of your community. The principles of governance are similar across the board, but the ownership structure creates important distinctions.

Condominium (Condo): You own your specific unit in fee simple, plus a shared interest in the common elements—the hallways, roof, amenities, and land. The board governs these common elements.

Cooperative (Co-op): You don’t own your apartment. You own shares in the corporation that owns the building, which grants you a proprietary lease to occupy your unit. The board of directors runs this corporation, which often gives it more authority over things like sales and subleasing.

Homeowners’ Association (HOA): You own your home and the land it sits on. The HOA owns and manages shared property like parks, pools, or private roads, and it enforces a set of rules and design standards that apply to all individual homes.

No matter the setup, the board is the elected body making decisions for the collective. Your first task is to digest the legal documents that define this entire system. They are your community’s source code.

The Declaration (or CC&Rs): This is the foundational document. It establishes the association, defines what’s a unit versus a common area, and outlines the core rights and obligations of the owners.

The Bylaws: These are the operating instructions for the corporation. They detail how the board is formed, how elections work, the duties of officers (President, Treasurer, Secretary), and the procedures for running meetings.

The Proprietary Lease (Co-ops only): This is the critical contract between a shareholder and the corporation, dictating the terms of residency.

House Rules & Regulations: This is the most dynamic document, covering the daily texture of community life: pets, noise, garbage disposal, renovations, and amenity use. Boards can typically update these more easily than the Bylaws or Declaration.

Financial Oversight

This is the board’s most profound responsibility. You are the stewards of your neighbors’ money. This includes:

Budgeting: Crafting the annual operating budget that funds everything from insurance and staff salaries to cleaning supplies and reserve contributions. This budget determines your community’s monthly fees.

Reserve Fund Management: A reserve fund is the community’s long-term savings account for the inevitable replacement of major components like the roof, elevators, or boiler. A professional Reserve Study is an essential roadmap, projecting the lifespan and replacement cost of these assets. An underfunded reserve is a direct path to surprise special assessments.

Collections: Ensuring all owners pay their dues on time. This requires a clear, consistently enforced policy for handling delinquencies, which can involve late fees, liens, and, as a last resort, foreclosure.

Property Maintenance and Major Projects

The board is responsible for the physical health and appearance of the community’s shared property.

Routine Maintenance: From keeping the lobby clean to ensuring the snow is cleared, this is the daily work of keeping the physical plant running. It’s often executed by staff or vendors under the guidance of a property manager.

Vendor Management: You’ll be involved in sourcing bids, vetting contractors, and overseeing the work of everyone from landscapers to security firms.

Capital Projects: These are the big-ticket items an elevator modernization, a façade repair, a lobby renovation—funded by reserves or special assessments. They require meticulous planning, engineering oversight, and steady communication with residents.

A powerful example is New York City’s Local Law 11, requiring buildings over six stories to undergo a hands-on façade inspection by an engineer or architect every five years. The board is legally on the hook for hiring the professional, filing the report, and most significantly funding and executing any required repairs, which can easily climb into seven figures. Managing a Local Law 11 project is a masterclass in board duty, blending long-range financial planning, engineering, and resident communication. It’s a perfect illustration of the duty of care in action.

Anatomy of a Strong Statement

Introduction: Your name, your address/unit, and how long you’ve been a resident.

Motivation: Briefly explain why you want to serve. Focus on positive, community-oriented goals (“to contribute to our long-term financial stability,” “to help enhance our shared amenities”). Avoid targeting current board members.

Relevant Experience: Highlight skills from your professional or personal life. You don’t need to be a lawyer, but if you have a background in project management, finance, communications, or even construction, say so.

Priorities: Name one to three specific, realistic areas you’d like to focus on. For example: “improving communication with a monthly summary,” “initiating a review of our vendor contracts,” or “advocating for a 5-year capital plan.”

Closing: Reaffirm your commitment to fair, transparent service for the entire community.

Here is a sample board member candidates statement with the right tone:

To: The Owners at 123 Main Street Condominium

From: Jane Doe, Unit 5B Subject: Candidacy for the Board of Directors

My name is Jane Doe, and for the last seven years, I’ve been a resident here at 123 Main Street. I am running for the Board of Directors in the upcoming and am asking for your help.

My motivation is simple: I am invested in this community and want to contribute to its continued success. I believe that proactive, transparent governance protects our property values and improves our quality of life. My goal is to bring a collaborative spirit and a fresh perspective to the board’s work.

Professionally, I am a project manager, where my work involves managing budgets, negotiating with vendors, and ensuring clear communication. I am confident these skills are directly applicable to the board’s duties, whether we are overseeing a capital project or analyzing the annual budget.

If elected, my priorities would be:

Fiscal Prudence: Ensuring our reserve fund is healthy and our contracts provide the best value.

Clear Communication: Championing a regular, detailed newsletter so all residents are aware of board decisions and building news.

Proactive Planning: Supporting the development of a 5-year capital plan to address future needs before they become emergencies.

I believe in listening carefully and working together to find sound solutions. Thank you for your consideration.

Sincerely,

Jane Doe

The Real Reward: Stewardship

So, why do it? The rewards, though not financial, are substantial. You get a front-row seat to the intricate machinery of a community. You gain a practical education in finance, law, and project management. You see the tangible results of your work in a repaired roof, a balanced budget, or a beautifully replanted courtyard.

Most of all, serving on a board transforms you from a passive resident into an active steward. It’s a chance to lead, to learn, and to leave your community stronger than you found it.

Disclaimer: The information provided in this article is for general informational purposes only. It is not intended as legal advice and should not be construed as such. While the article offers guidance on how to write a condo or co-op board candidate statement, it is essential to consult with legal professionals or property management experts for specific advice related to your unique situation or jurisdiction. Local laws and regulations may vary, and legal counsel is recommended to ensure compliance with all applicable rules.