Hello
QUESTION:Our management company is trying to take over all board duties. I for one am against that. Can a board member perform certain duties within the association--like talking to vendors and current contractors to get information for possible work that may be planned?
ANSWER: A management company cannot take over an association on its own. It has no legal authority for such action. The company serves as amanaging agentof the association and is given direction through the board of directors. As such, it has as little or as much authority as the board gives it. If a management company is out of control, it's the board's fault.
Director Limitations. The same limitations are true for directors. Board members function within guidelines established by the board. Although directors have a duty of due diligence, they do not have the right to individually start questioning (interrogating as interviewees often see it) employees, contractors, members, and tenants without board approval. Doing so can lead to claims of harassment, interference with contractual relations, discrimination and constructive wrongful terminations.
Potential Liability. A director'sdue diligenceobligation can be satisfied by other means that don't create potential liability. It can be done through the managing agent, industry experts and legal counsel.If a director wants to personally investigate a particular matter (and is qualified to do so), he should first get board permission. Otherwise, he may be incurring liability for himself as well as the association.
RECOMMENDATION: Each year following their annual meeting, incoming boards should meet with legal counsel to go over their rights and responsibilities as directors. It will help them avoid stepping on landmines during their tenure and function more cohesively as a board.
Ethics.I read with great interest your article on "Good Faith Requirement" and how HOA boards should adopt an ethics policy and make sure directors follow it. I urge everyone to read your ETHICS POLICY for it goes far beyond a director's financial conduct. Your well written policy goes a long way toward defining personal ethical conduct as well!
Executive Sessions. Regarding your article on managers attending executive sessions, Yikes! Other than issues with the management contract, what other circumstances would it be in the best interest of the board/assn to exclude management from executive sessions? How could management be held accountable for carrying out board decisions if those decisions made cannot be disclosed to third parties (i.e. management)? Can you clarify? -Bob F.
RESPONSE: The industry standard is for managers to attend executive session meetings so they can provide information to the board, take minutes, and carry out any decisions that may come out of the meeting. When the meeting is about the manager, e.g., evaluations, raises, disciplinary actions, etc., the manager does not attend the meeting or is recused from that portion of the meeting.
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Tri-State Enterprises 2133 LegHorn st Mountain View California. Phone # 1-650-210-0085
Manager : Nagie Chami Secretary : Jennefer Jeo
Director Limitations. The same limitations are true for directors. Board members function within guidelines established by the board. Although directors have a duty of due diligence, they do not have the right to individually start questioning (interrogating as interviewees often see it) employees, contractors, members, and tenants without board approval. Doing so can lead to claims of harassment, interference with contractual relations, discrimination and constructive wrongful terminations.
Potential Liability. A director's due diligence obligation can be satisfied by other means that don't create potential liability. It can be done through the managing agent, industry experts and legal counsel.If a director wants to personally investigate a particular matter (and is qualified to do so), he should first get board permission. Otherwise, he may be incurring liability for himself as well as the association.
RECOMMENDATION: Each year following their annual meeting, incoming boards should meet with legal counsel to go over their rights and responsibilities as directors. It will help them avoid stepping on landmines during their tenure and function more cohesively as a board.