As we enter into the holiday season and the fall/winter surge of COVID-19 cases, we have been coming up with alternative ways to see our friends, family and neighbors. Some suggested ways to get together have included holding small gatherings outside while practicing social distancing and wearing masks. Some of us may even be planning for holiday dinners to be held outside this year with our friends, families and neighbors.

Many of us already know that housing cooperatives are made up of the entire membership. By this token, cooperatives are inherently diverse. Since a cooperative’s Board of Directors typically consists of a group of members elected by the entire membership, its Directors are usually equally diverse and important as the entire membership that makes up the cooperative. There are several important characteristics, traits, and duties that each director holds as a position of trust and fiduciary to the corporations they serve. It is important for Cooperatives to understand these duties and the extent upon which they bestow obligations to each director. A good approach to doing this is for a cooperative to adopt certain ethics, conduct and confidentiality policies, and for their Directors to execute agreements avowing their fiduciary duties and obligations to the cooperative. These policies and agreements should strengthen the sense of loyalty and ethical conduct of the Directors, and add a sense of transparency. In addition, they may also insulate the Cooperative from potential liability from legal claims and challenges to official Board actions.

Last spring, we provided ideas to Board of Directors on how to keep engaged with your membership during the first wave of COVID-19 cases. As we are navigating through another COVID-19 surge, we would like to provide you with another fun guide of ideas to help your membership continue to stay connected. As a Board of Directors, it is important that you not only keep your membership abreast of cooperative issues, but also continue to keep the morale of the membership up.

It has been years since HUD announced rules defining assistance animals and imposing upon housing providers the duty to accommodate members who request assistance animals in order to overcome their disability. The typical approach is that either the Board or a special committee chosen by the Board reviews and evaluates a member’s request for an assistance animal, sometimes identified as an emotional support animal. They review the application along with an accompanying note from the member’s physician stating that an assistance animal is required and requesting the cooperative to accommodate that request. Most often this means that a cooperative with a “no pets” policy must make exceptions.

Members elected to serve on the Board of Directors hold special and unique positions as fiduciaries to the housing cooperative corporation. A Director holds a position of trust, fiduciary and good faith to the housing cooperative to which he or she serves. While members elected or appointed to serve as a Director may not always be the savvy corporate type, it is important for Cooperative’s to establish certain policies, sometimes best contained in an Agreement, for each Director that will spell out that Director’s responsibilities and duties pertaining to ethical corporate conduct and the handling of sensitive, confidential information.

One of the most important tenets of any corporation is its public image and its members’ perception of how the individual responsible for managing a corporation acts outside of the board room.