Answer: I don't recall any specific buildings that I could give you a phone number which are self-managed. Your best bet would be to contact Mary Anne Rothman at CNYC and ask her that question. Peter Grech, GBOC

Answer: My opinion is no, you are not required to paint - paint touch-ups maybe. Your best bet is to contact your union delegate, as you should in all union matters. Peter Grech, GBOC

Answer: I wish to expand on my answer above: New York City laws require that any contractor or super, etc., who is going to paint and plaster in a building built prior to 1968 needs to have certifications to deal with the lead paint issues. This becomes even more important if there are children living in the apartment or building where the lead paint will be disturbed. So, unless you have these requirements and certifications, and assuming your building is built prior to 1968, you CANNOT do the painting and plastering - regardless of what the union and management says. Peter Grech, GBOC

Answer: There is NO set base salary for a unionized or non-unionized super. While there are hourly rates for doormen, porters and handymen, no set hourly wage exist for supers or resident managers. Too many factors are involved in calculating a super's salary, among them: size of building, staff size, location, job description. Peter Grech, GBOC

Answer: Obviously this question will have different answers because of different people. The main thing to bring to the table is: your talents, your contribution to the building, your experience and your successes in the past - to name a few. Peter Grech, GBOC

Answer: Start your search here.

Answer: I can not say what I would do. But if you ever go to one of our meetings, ask me in person and I will give you a few options. Peter Grech, GBOC

Answer: This is the kind of thing that never gets easy for most of us who work in building support. We can do our level best day after day and year after year, and a resident - who should have a vested interest in helping the building staff keep their building clean and NOT making it difficult - dumps all over your clean hallways with a total lack of care for your hard work or respect for your efforts and the wishes of other residents. I don't have any advice (except to keep on respectfully requesting or demanding that they do NOT do these things) because it IS your job to keep the building clean no matter what happens. But we all understand your frustration. Most of us have at one time or another experienced this kind of callous behavior from some of our residents. And it really only takes one to sour the experience and make us feel that all our hard work is thankless and demeaning. How to deal with this is the kind of thing we talk about at monthly meetings, often one-on-one and sometimes as part of the monthly focus of the meeting. You would do well to come and introduce yourself around and find others who share your goals to keep on doing your job the best way you know how - no matter what. This is a large part of why STA exists - to encourage ourselves and others to do our jobs better and always be a professional. Glen Stoltz

Answer: First and foremost we at the STA offer the highest level of respect to all female supers, and to answer your question, I would bring it up to the board and management and specify the reasons you mentioned above, hopefully they will send said resident a letter requesting him to stop. Roberto Cardona

Answer: Referral fees are really not legal in this case. The super represents the landlord, and NO landlord representative is permitted to collect a fee. To collect a fee, the super would have to have a real-estate broker's or sales associate's license. If the super told the agent, then the agent would need to work it out with the super - NOT YOU, since the agent is making the commission. The agent should pay it by check, then make formal complaints about it. (In the old days it was called "key money"). Peter Grech, GBOC

Answer: The answer to this question varies as much as New York City residential buildings do - there just is no easy, set, formulaic answer. The question you will want to answer first is: How much did the previous super make? The answer to your question is probably (at least in part) dependent on an honest answer to THAT question. Glen Stoltz

Answer: As you will know if you've visited the website to any extent, we are geared toward New York City supers and resident managers. The laws in Westchester County and in your town may differ from ours. In Westchester County I think you won't be subject to the Housing Maintenance Code of New York City, but no doubt will be subject to the NYS Multiple Dwelling Law. At any rate, we do NOT dispense legal advice, you really should consult a lawyer in your area for details. Glen Stoltz

Answer: The best way to look for superintendent jobs in New York City is in the Sunday New York Times/job market. Also check the listings in this website in the job section and post your resume online*. The other way is to ask around and send resumes to property managers / companies etc. James Zammit

* WEBMASTERS NOTE: In order to post your resume on this site, you must be a current member of STA

Answer: The best way to find a new job is through word of mouth. Ask around, talk it up and keep going back to those who are in a position to know of jobs coming to light (such as other supers). Networking is a part of that. Let other supers and building support workers know that you're in the market, and stay in touch with them as much as possible. Come to STA meetings and let everyone know that you're looking and pass out resumes. Many of us will be happy to be on the lookout for fellow members.

Question #752: How many female supers are there in Manhattan? in NYC? I am in first grade and doing a research project on community workers-I chose supers.  I need the information by June 12, 2006. Thank you. Post your answer

Answer: I have tried to find out the answer to your question and didn't have much luck. Yes, there are Female superintendents. How many and where they are is the question. I believe that there are about 10-20 female superintendents full-time in NYC. There probably are a higher number part-time. Part-time would be where their husbands work all day long at a job other then at the building, and the wife takes care of the building in his absence. Peter Grech, GBOC

Answer: I assume you are not the super but either a board member or other. The keys as you put it, vary from super to super. As Bill has already stated, communications, respect and trust are very important and probably are the core keys. But being individuals, that we all are, different keys effect different people. "different strokes for different folks" I believe it was once said. You need to find exactly what the new super holds close to him as his goals or needs. Find those out and help him/her achieve them, is the best motivator. Pats on the backs work ok for the short term. Another core key would be involvement. Making the super part of the team seeking out his opinion and helping him to develop into a better super. Get him a membership in this organization is a good start. Peter Grech, GBOC

Answer: In my opinion the major "keys" would have to be respect, trust, and communication. Unfortunately, most owners, co-op boards, and to a lesser degree, managers, do not have the foggiest idea what these "keys" are.  Or they might be aware of their existence, but knowingly deploy them with extreme stinginess. Most co-op boards, owners and managers still consider most superintendents as over glorified porters!  However, in this unbalanced equation, you (the Superintendent) must do your best to rise above it. Please read the eloquent advice, given by our STA president Mr. Peter Grech here, I think he sums it up very well! Bill Aristovulos

Answer: No. the super works for the landlord. You should ask other tenants how they find the super's work. If others are ok with it, perhaps then it is something personal between you and the super. If they all say yes, he is sloppy, then it's the super. This is only a suggestion and I don't know if you have tried this already or not, but, perhaps. 1. Talking in a personal and candid manner with the super and find out if there is something going on. You never know. 2. Perhaps a tip would work well. I don't want to go into the issue of tipping, as it would be a long topic. I know you pay your rent and deserve service, but never the less, a good tip works wonders. (not sure if you tried that) Peter Grech, GBOC

Answer: If you are in the union, do whatever you have to do to get in touch with them and ask for their support.

Answer: If the building is a union building, the answer is yes. If it's a non-union building, then the building should supply tools. Most supers over the years have obtained their own tools anyway, but should they break, then the building should replace the super's tools at no charge. Supplying tools is a motivational tool in itself. Just make sure all building-supplied tools are marked with the building address, and an inventory of building tools is kept. Furthermore, if the super has his own tools, he should have an inventory of his tools kept on file. This removes any questions of whose tool is whose. Peter Grech, GBOC

Answer: There is no resource that I know of that tracks how much supers earn. Buildings vary in size and demand / work load, so its hard to establish a range or flat rate. My suggestion is to ask the management company AS WELL as see what other supers in similar buildings around you are making. Note, IF he is a good - great super, then his/her salary should also reflect it. Peter Grech, GBOC

Answer: The hourly rate is totally to your advantage and not to the super. However, finding a good super paid by the hour is hard, as not that many would do it. You see, paid by the hour ends up being unfair to the super in many ways. One of which is that things happen. If, lets say, he is paid for 3 hours per day, and he was interrupted due to a building issue, how would he deal with it? Would he claim extra time, or just not complete the work set for that time? Believe me, a super's job is not hour by hour. Lots of issues come up and are not included in that hour to hour rate. Unless, of course, you pay him, say $25 to $30 an hour, then it may be worth it to the super. Peter Grech, GBOC

Answer: I am sorry but in a way I have to disagree in part with the previous replies to this question. No matter what, a superintendent should NEVER lose his cool with anyone who lives in the building. Doesn't matter that we do not know the whole story or both sides of the story. Doesn't matter whose fault it was. While firing the super is overkill in this situation, there is a need for a disciplinary action. If this goes unchecked, it may lead to more incidents. A written warning should be issued to him. Now, EVERY employee, whether it's a super or a VP of Citibank, should have a written job description detailing to a degree what is demanded of the position. Furthermore, periodic evaluations should be given so that the employee knows if they are on track or not. I won't go on-I think you all get my point. Peter Grech, GBOC

Answer: By not previously mentioning whether you or you tenants were dissatisfied with his work, you led your super to believe that his work to this point was perfect. So after you gave him a false belief, you are now asking him to step it up a little bit more. In is his mind he has been giving you 110% (an OK Job). Remember that the above happened only because you failed to point out or address from the very beginning what you and your tenants expected from him and if you were not satisfied with his work, it should have not been ignored. Sit down with your super and informed him that his actions are cause for dismissal but that you will be giving him a final written warning about his behavior and threats. ( This is only if this was his first time and indeed you previously had a good relationship with him). Then point out exactly the improvements that you are expecting of him. You said that in the past you had a good relationship with him. If this was his first outburst probably there were other things on his mind that eventually, at the time of your approach, made him explode. We all know that we must leave our personal problem at home, but not everyone is capable of doing so. This is just an observation according to the information written in your question.

Answer: You should not only NOT fire him, you should apologize and give him a raise and make it clear to him that in the future you will try harder to be sensitive to his needs. Clueless landlords and tenants often demand more, on an ongoing basis, of a lone super, without giving him the tools to meet those demands, than he or she is able to give. There are many ways to make demands - verbally being the easiest to take. How can you successfully dispute an unspoken, yet quite obvious, demand? Talk to him more, maybe set up a monthly meeting with him, let him know that he should verbalize to you what he needs in order to do a good job for you. Most people are more than willing to do what is asked of them, if given the tools and made to feel needed, appreciated and wanted. Yes, even supers.

Answer: Hoffman is a small to midsize management company. They have been around for over 25 years. I have heard NO bad news about them, therefore I think they are a good company. I met Mr. Hoffman about 18 yrs ago, and from what I remember he was a good manager. Peter Grech, GBOC

Answer: Not ALL management companies are as incompetent as yours. Ask other buildings about their experiences with specific companies. Eventually, you will find a good one. Dick Koral

Answer: It has been my observation for a co-op to function successfully, a trilogy must be formed. This said trilogy should be comprised of three separate and equally important segments or divisions.  The first should be the Co-Op board, and with this I mean the ENTIRE Co-Op board, not just the president or some strong arming single member. The second should be the Management company. And last, but not least, the Superintendent. IT IS IMPORTANT TO NOTE, THAT ALL THREE SEGMENTS HAVE SHOULD HAVE EQUAL INVOLVEMENT. All too often, this three-way balance is not maintained, and Co-Ops fall apart. In short, think of a Co-Op as a ship. The board indicates the port they wish to go to, the management lays out the itinerary, and the super steers the ship to the port of call. All to often the "board" involves itself as to what should be on the menu in the dinning hall (Management's job) or will loom over the "Superintendent" and ask "are you SURE you are steering this "ship" in the right way". Yes, the managing company or the superintendent have their flaws also. But it must be said, that of the three, clearly the management company and the superintendent have the most experience in running buildings. This is fair, since most voluntary Co-Op board members may have great experience in other fields, but tend to have little experience in the running of a building. Yet many Co-Op boards micro-manage or even meddle in the day to day building operations, clearly a Management company and Superintendent areas of the trilogy.

My question to you is, honestly, did your Co-Op board give your various management companies the ability to function, or did your Co-Op board micro-mange or downright meddle in the day to day running of the building, thereby crippling the management company's ability to function properly. Bill Aristovulos

Answer: The above answers are from experience. I have worked with good and bad management companies, as I have with good and bad boards. Whenever I hear a critique from a resident, I always recommend that they become a board member and make changes. Barry