Harlem shareholders are getting down to business.

There are few co-op boards in New York that have truly taken matters into their own hands, conquering tough issues and running the Board as though it were a corporation.

However, at Maple Plaza, located from 123rd to 124th and Madison Avenue, the co-op Board has devised a new strategy, implemented a method called Strategic Learning Systems (SLS) and instilled a shared belief that without hard work by all members of the Board and participation by shareholders, change will not be possible.

Maple Plaza is an 8-story, 155-unit, U-shaped community, with outdoor parking and a commercial tenant.

Webb & Brooker, Inc. manages the building with oversight by property manager, Janice McLaurin.

According to McLaurin, "The fundamental reason for success in Maple Plaza is a Board that is committed to working with shareholders to meet their needs."

Sophine Charles, board chair, has been on the Board since its inception in early 1999 when the building--a federally subsidized project sponsored by North General Hospital--opened.

She is quick to point out, however, that even though the building is relatively new, it is not without problems, not least of which are numerous poor construction issues which led her to conclude that the Board had to "professionalize its operations if it was to succeed. Charles, a business owner herself, discovered that the Board must be run like a corporation, and using her experience and Strategic Learning Systems (SLS), she was determined to transform what was originally an "ad hoc, social network" to a powerful corporate entity.

She recalls, "We had to set an agenda, begin to use corporate tools, such as project control forms and shareholder complaint log to document everything. We also had to professionalize our relationships with management and shareholder."

Today, the Maple Plaza Board meets regularly and holds two open meetings with shareholders annually. It has a bi-monthly newsletter and has developed clear responsibilities for its members.

The Board issues a report card to its management and recently renovated its boardroom to "make it a place for conducting business." The Board is comprised of six shareholders and three positions are up for election each year.

There is a community liaison, a maintenance liaison and a security liaison and a Vice President responsible for tracking all contractors working in the building. The Board has even met with representatives of other boards to organize and explore the impact of community issues.

Charles knows there will always be more challenges. However, she adds, "Through a business-like approach to our problems and everyday events in the building we have been goal-oriented and we have been successful in meeting most situations that arise."