MCC Policy Manual — Section 2: Articles of Incorporation — Policy: Articles of Incorporation

Articles of Incorporation

ARTICLES OF INCORPORATION MADISON COMMUNITY COOPERATIVE Amended by the General Membership, 10-24-93 Amended by the General Membership, 2-11-01

ARTICLE I

The name of the cooperative shall be the Madison Community Cooperative.

ARTICLE II

The cooperative is organized exclusively for charitable and educational purposes within the meaning of section 501(c)(3) of the Internal Revenue Code. No substantial portion of either its funds or activities may be directed at any time to other purposes. MCC strives to improve the Madison community by providing low-cost, not-for-profit cooperative housing for very low to moderate income people and to be inclusive of underrepresented and marginalized groups of the community. In further effort to make these goals achievable the cooperative shall provide training and education to its residents/members and to the community at large in the methods and mechanisms of cooperative living and housing self-management.

ARTICLE III

The cooperative is organized without capital stock and not for profit. The period of existence shall be perpetual.

ARTICLE IV

The qualifications and incidents of membership shall be stated in the bylaws.

ARTICLE V

In event of dissolution of the cooperative, assets remaining after payment of the cooperative’s obligations, if any, shall be distributed to organizations which shall at that time qualify as exempt organizations under Section 501(c)(3) of the Internal Revenue Code of 1954 (or the corresponding provision of any future United States Internal Revenue Law).

ARTICLE VI

The principal office of the cooperative shall be at 1202 Williamson St., Madison, WI 53703.

ARTICLE VII

The number of Directors shall be not less than five and shall be fixed by the bylaws.

ARTICLE VIII

At any member meeting the cooperative may adopt any amendment to or revision of these articles which is lawful under Wisconsin State Statue 185, provided that a statement of the nature of the amendment or revision was contained in the notice of the meeting.

ARTICLE IX

These revised articles shall supersede all previous articles and amendments thereto, and upon filing and recording in the manner prescribed in the statutes, shall become conclusive evidence of the existence of the cooperative.

ARTICLE X

No part of the earnings of this corporation will inure to the benefit of private shareholders or individuals, except that the corporation shall be authorized to pay reasonable compensation for services rendered.

No activities of the corporation shall attempt to influence legislation except as may be permitted under provisions of the Internal Revenue Code of 1954 (or the corresponding provision of any future United States Internal Revenue Law).

This corporation is dedicated to exclusively charitable, scientific, literary, and educational purposes, and, in the event of dissolution, any remaining assets shall be distributed to organizations which shall at that time qualify as exempt organizations under Section 501 (c)(3) of the Internal Revenue Code of 1954 (or the corresponding provision of any future United Stated Internal Revenue Law).

Notwithstanding any other provisions of these articles, the corporation shall not carry on any activities not permitted to be carried on by:

• A corporation exempt from Federal income tax under Section 501 (c)(3) of the Internal Revenue Code of 1954 (or the corresponding provision of any future United Stated Internal Revenue Law). or
• A corporation, contributions to which are deductible under Section 170 (c)(2) of the Internal Revenue Code of 1954 (or the corresponding provision of any future United Stated Internal Revenue Law). The corporation shall not participate to any extent in a political campaign for or against any candidate for public office.

MCC Policy Manual — Section 20: Bylaws — Policy: Madison Community Cooperative - Bylaws

Bylaws

Section 1: Name and Location

1.01 Name

The name of this cooperative shall be the Madison Community Cooperative, hereinafter referred to as MCC.

1.02 Location

The principal office shall be in the city of Madison, County of Dane, State of Wisconsin. The street address of the principal office shall be recorded with the Secretary of State in the manner described by law.

Section 2: Mission and Purposes

2.01 Mission

A. MCC strives to improve the Madison community by providing low-cost, not-for-profit cooperative housing for very low- to moderate-income* people and to be inclusive of underrepresented and marginalized groups. (Very low- to moderate-income! as defined by HUD standards for Dane County)

B. MCC is organized exclusively for charitable and educational purposes within the meaning of section 501(c)(3) of the Internal Revenue Code. No substantial portion of either its funds or activities may be directed at any time to other purposes.

2.02 Purposes

MCC works toward its mission by:

1) Educating its members about cooperative principles and the management of cooperative housing,

2) Providing resources, services, and administrative support to its members and member houses,

3) Developing cooperative housing and services,

4) Assisting very low- to moderate-income students afford higher education by providing low-cost housing convenient to Madison campuses,

5) Striving to be inclusive of underrepresented and marginalized members of the community, including people of color, lesbian, bisexual, gay, and transgendered people, people with disabilities, parents raising children, and international people,

6) Striving to be environmentally responsible, and

7) Maintaining a community of cooperative by affiliating with other cooperatives, non-profit community groups, schools, neighborhood associations, and collectives for the exchange of information.

Section 3: Membership

3.01 Types of Members

There shall be two (2) types of members, to wit:

1) Type A: A person shall become a Type A member of MCC upon signing a valid membership contract with MCC and paying a membership fee. Membership shall be for the duration of the contract only. Only members shall live in houses owned or leased by MCC. All Type A members shall provide an income statement at the time of application. They shall be required to update this information whenever there is a significant change in the amount of their income. This information will be used to ensure that MCC is providing housing primarily to very low- to moderate-income people.

2) Type B: Any individual person may become a Type B member of MCC upon affirmation of the principles of MCC, approval of the MCC Board, and payment of annual dues as set by the MCC Board. The number of Type B members shall not exceed 10% of the number of Type A members. Each Type B member shall be entitled to one (1) vote at membership meetings and may attend

MCC committee meetings and cooperative functions.

3.02 Income of Members

No more than 5% of member households shall have incomes greater than 80% of the Dane County median income and no less than 60% of member households shall have incomes less than 50% of the Dane County median income. (Median income as defined by HUD standards for Dane County)

3.03 Control of Operations

Through membership meetings, referenda, and open committee meetings, the members of MCC shall have direct control of MCCs operations.

3.04 Membership Meetings

A. At least three (3) General Membership Meetings (GMMs) shall be held annually. The Board shall decide the dates of these three (3) meetings at its first meeting in September. The dates of the two (2) subsequent GMMs may be rescheduled at the fall GMM.

B. Special Membership Meetings may be called by the Board of Directors or by a petition of 10% of the membership or 50 members, whichever is less.

C. Members shall be given seven days written notice of General Membership Meetings and three (3) days notice of Special Membership Meetings, including the scheduled business in detail. No individual shall have more than one (1) vote. No voting by proxy. Sealed votes on specific questions shall be permitted.

D. Quorum shall be 10% of the membership or 50 members, whichever is less.

E. In general the membership meetings shall follow Rogers’ Rules of Order.

F. Any votes to change a super-majority voting requirement in the bylaws or policies will require a vote from the GMM with the same super-majority.

3.05 Consideration by the Board of Directors

Any member may initiate action for consideration by the Board by presentation of a proposal to the Board.

3.06 Powers of the Membership

The membership shall be given final say on any matter that concerns the amendment of these bylaws, and any other questions called to the attention of the membership by the Board or by petition of the membership, except for officer election and removal. Such matters where the membership has final say shall be considered only by a membership meeting or by a referendum of the membership.

3.07 Referenda of the Membership

A. A referendum shall be called either by the Board or by a petition of 10% of the membership or

50 members, whichever is less. Petitions must be presented to the Membership Officer, Member

Services Coordinator, Coordinating Officer, or the volunteers they appoint for verification. The person who verify the petitions must inform the Board at its next meeting of what was proposed and whether it had enough petitioners. Referenda questions shall be on written ballots. Referenda questions may be drafted by any member, but any other member may add information to the question. The member who presented the petition and the person who verified the petition will make written presentation of the issues available at MCC houses and the office at least three (3) days in advance of the ballots being collected, and then deliver ballots to the members as soon as practical within 14 days after the petition is verified.

B. To overturn a membership vote made at a membership meeting or by referendum a petition to overturn of 10% of the membership or 50 members, whichever is less, must be presented to the Board or the Coordinating Committee within fourteen (14) days of the original vote. At this point the standard procedure for referenda is operative with one (1) exception: A petition to overturn must be approved by at least two-thirds (2/3) of the voting membership, not a simple majority. A failure of a referendum to overturn an original vote leaves the original vote standing. No more than one (1) attempt to overturn may be made per original vote.

C. There shall be twenty-four (24) hours between a decision by the Board and its execution. An action by the Board may be recalled or affirmed by a referendum of the membership. Upon notification that a petition is pending, the Board shall be enjoined from executing a decision for one (1) additional week. There will be a twenty-four (24) hour waiting period between the passage of a membership referendum and its execution. A decision of the membership may be recalled or affirmed by a subsequent membership referendum. Upon notification that a recall petition is pending, the responsible body shall be enjoined from executing a decision for two (2) additional weeks.

Section 4: Board of Directors

4.01 Empowerment of the Board of Directors

The business and affairs of MCC shall be managed by its Board of Directors, hereafter called the !Board.! Decisions of the Board are subject to review and recall by the membership at membershipmeetings or by referenda. The Board is empowered to set policy, administer operations, and take actions they deem to be in the best interest of MCC, except as limited by these bylaws. The Board and its committees may decide upon the process by which they perform their duties. The Board may establish temporary committees, hire and fire staff, or take action as it deems in the best interests of MCC and the community, within the limitations of these bylaws. The Board shall establish job descriptions for staff positions and alter them as necessary. The Board shall have the power to select advisors from the community, and shall seek competent advice in the areas of finance, land purchase and sale, investment management, accounting, and legal information as necessary.

4.02 Composition of the Board of Directors

The Board shall be comprised of: 1) one (1) representative director for every 25, or any fraction thereof, Type A members living together in an MCC owned or leased house, selected by and from those members, 2) four officer directors, elected from the membership, to be the Coordinating Officer (President), Membership Officer (Vice-President), Finance Officer (Treasurer), and Maintenance Officer (Secretary), to be ex-officio voting members of the Board. No officer shall be a representative director of his or her house, except for any house with an occupancy value of ten (10) or less, which may designate a co-officer as its representative director to the MCC Board when that co-officer is not voting as an officer, and 3) up to two (2) Type B member directors, appointed by the Board for a term of 6 months.

4.03 Selection and Recall of Representative Directors

Each cooperative house shall notify the Board of its representatives immediately upon their selection. Board members may be recalled by whatever means they were selected. The Board shall be notified immediately of any changes that occur in this manner.

4.04 Alternate Directors

A cooperative house may select a number of its members equal to the number of its representatives to act as voting alternates in the event that its regular representatives cannot attend the meeting.

4.05 Operation of the Board of Directors

A. The business of the Board shall be enacted at meetings, except any action that may be taken at a meeting may be taken without a meeting if a written statement setting forth and approving the action to be taken is signed by all directors entitled to vote on such action. Such consent shall have the same force and effect as a unanimous vote at a meeting.

B. The Annual Meeting of the Board shall be the first meeting of the Board after the annual meeting of the membership. It shall occur no later than one (1) month after the above.

C. The Board shall meet at least once a month.

D. Notice shall be given in person or in writing by the Coordinating Officer at least 72 hours in advance of a meeting. Attendance at a meeting constitutes waiver of notice.

E. Quorum at Board meetings shall be greater than half of the director positions.

F. Voting by proxy is not allowed. However, sealed ballots on questions are permitted.

G. The Board shall follow Rogers Rules of Order.

H. All meetings of the Board are open to any interested members. Those who come shall have the right to speak on issues. Only authorized directors or their alternates may vote.

4.06 Chairing the Board of Directors

A. The Board is chaired by the officers, each officer serving on a rotating basis.

B. The Board or its committees may elect alternate chairpersons. The default is for each named officer to chair the corresponding committee.

4.07 Discussion of Inclusiveness

At least once per year, the Board will discuss the rate of success achieved on the multi-cultural diversity of our houses, hear presentations on the plans of individuals houses, and review the progress made in this area.

4.08 Denial of Power to Amend These Bylaws

The Board is denied the power to amend these bylaws.

Section 5: Officers

5.01 Election of Officers

A. Officers shall be elected annually for one-year terms to begin June 1. Officer nominations will be taken at the GMM occurring between February 1 and March 15 and at both of any two (2) Board meetings during the same time period. The Coordinating Officer and Member Services

Coordinator (MSC) will ensure that the taking of officer nominations is an agenda item for each meeting, and ensure that officer descriptions are distributed with each agenda. No petition will be required to start the annual ballot vote on new officers. The MSC, with the Officer Nominations and Evaluations Committee (ONEC), will seek candidate statements during and after nominations and ensure that ballots go out by fourteen (14) days after the third meeting. By five (5) days after ballots are distributed, the MSC will collect the ballots and announce the results. Therefore, officers will be elected by ballot no earlier than April 1 and no later than April 15. Each ballot will contain a space for abstentions and the following question: Do you think this ballot reflects different views on the issue(s) with reasonable fairness?! The votes shall be considered valid unless more than one-third (1/3) of the voters answer this question in the negative. Along with staff, all incumbent officers are required to meet with newly elected officers and train them to their elected positions. Newly elected officers are required to shadow the incumbent officer to at least one (1) committee meeting between April 15 and May 15.

B. In the event of vacancy in any of the elected offices, the Board shall appoint a person to fill the vacancy until the next membership meeting, at which time elections shall be conducted, or nominations for officers shall be taken to be voted as on a referendum.

C. The Board accepts the advisory vote of the membership unless a vote of at least 80% of the full Board rejects any officer(s), with no objections allowed on the Board vote. In case of rejection by the Board, the membership would vote again only on the rejected officership(s), with the result subject to the same Board review (a Board power set in state law). In June the officers shall be registered as official officers of the corporation with the Wisconsin Secretary of State in the manner described by law. Officers shall be Type A members.

5.02 Recall of Officers

Recall of officers shall take place only by a Board vote of at least 80% of the full Board with no objections allowed, or by an advisory vote at regular or special membership meetings or by referendum, and only by a majority vote. The Board accepts an advisory recall vote by the membership unless at least 80% of the full Board votes to reject it, with no objections allowed.

5.03 Officer Stipends

Officers in good standing are eligible for stipends of $300 per month for sole officers, $150 per month for each of two (2) co-officers, and $100 per month for each of three (3) co-officers. To be considered an officer in good standing, an officer must perform all duties expected of their position and must additionally:

1) perform all duties assigned by the Board or the Coordinating Committee,

2) attend all relevant committee, Board, and membership meetings,

3) produce and distribute detailed agendas for all relevant committee meetings at least one (1) week in advance of the meetings,

4) attend at least one (1) dinner per month, on a rotating basis, at an MCC house at which they do not reside, and

5) maintain general contact with and accessibility to the members of MCC.

5.04 Officer Descriptions

A. The Coordinating Officer (President):

1) Is the official representative of MCC in its relations to all other organizations, 2) with the assistance of the Membership Officer presides over all membership meetings,

3) Chairs the Coordinating Committee,

4) With the Finance Officer and Membership Officer has custody of MCCs money,

5) Performs such duties as the Board may from time to time direct,

6) Is primarily responsible for regular communication with the members,

7) Submits written reports on the accomplishments of MCC at each General Membership Meeting,

8) Is primarily responsible for increasing the visibility of MCC through local media outlets,

9) Maintains regular contact with independent cooperative houses and cooperative businesses as an official liaison of MCC,

10) Chairs the Individual Issues Committee and shall be primarily responsible for the tasks and duties delineated for the committee, and

11) is a member of the Social Justice Center (SJC) Board of Directors and, along with MCC’s non-officer representative on the SJC Board of Directors, represents MCC at SJC Board of Directors meetings and keeps the MCC Board informed of SJC issues. The Coordinating Officer receives stipends for both the Coordinating Officer and the SJC Representative positions.

B. The Membership Officer (Vice-President):

1) Chairs the Membership Committee and shall be primarily responsible for the tasks and duties delineated in Section 6.05B for the committee,

2) Signs all MCC papers and documents as directed by the Board or the Coordinating Committee,

3) Is responsible for the minutes and records of MCC, and for making such records available to the members,

4) Performs such duties as the Board may from time to time direct,

5) Monitors and enforces MCCs diversity and outreach policies, 6) has primary responsibility for the overseeing of the Member Services Coordinator,

7) With the Coordinating Officer and Finance Officer has custody of MCCs money,

8) Submits written reports on the accomplishments of the Membership Committee at each General Membership Meeting.

9) Oversees the education materials of MCC, including the MCC library,

10) Assists the Coordinating Officer in presiding over all membership meetings, 11) Performs the duties of the Coordinating Officer in the event of the latter’s inability to do so,

12) Is primary responsible for overseeing conflict resolution committees,

13) Researches and coordinates the general expansion of MCC housing and implements relevant policies,

14) Finds housing for people seeking membership with MCC houses for whom there is not enough space,

15) Assigns MCC staff with such tasks and duties as to assist with expansion,

16) Coordinates efforts to purchase MCC houses in areas predominantly occupied by members of the community underrepresented in MCC and meet MCC’s goals for diversity,

17) Coordinates efforts to develop co-housing that is more desirable for members with children, and

18) Facilitates matters of internal development as needed or as directed by the Board.

C. The Finance Officer (Treasurer):

1) chairs the Finance Committee and shall be primarily responsible for the tasks and duties delineated in Section 6.05C for the committee,

2) is primarily responsible for overseeing the staff on financial matters,

3) with the Coordinating Officer and

Membership Officer has custody of MCCs money,

4) performs such duties as the Board may from time to time direct,

5) submits written reports on the accomplishments of the Finance Committee at each General Membership Meeting,

6) reviews the staff payroll record once a month, reporting unexplainable errors to the Finance Committee,

7) views the images of cleared checks written by MCC, reporting unexplainable cases in which the signature on the back of the check does not match the name of the payee, and

8) keeps a record at the MCC office that lists each date that 6 or 7 was performed and contains the Finance Officer’s signature after each date.

D. The Maintenance Officer (Secretary):

1) chairs the Maintenance Committee and shall be primarily responsible for the tasks and duties delineated in Section 6.05D for the committee,

2) oversees the books and records of MCC’s maintenance program,

3) sees that house maintenance needs are assessed yearly, and that the Maintenance Committee plans, coordinates and implements MCC’s maintenance program,

4) submits written reports on the accomplishments of the Maintenance Committee at each General Membership Meeting,

5) performs such duties as the Board may from time to time direct, and

6) has primary responsibility for the overseeing of the Maintenance Coordinator.

Section 6: Committees

6.01 Establishment of Committees

The Board may establish any standing or ad hoc committees, as it deems necessary. New standing committees shall be affirmed or rejected at the next meeting of the membership. Unless otherwise provided, committee chairpersons shall be appointed by the Board or elected by the members of that committee. The Board is expected to define quorum for committees that it forms.

6.02 Powers of Committees

The committees of the Board serve in an advisory capacity to the Board, except when delegated certain powers by the Board.

6.03 Decisions at Committee Meetings

No decisions will be made at MCC committee meetings without quorum. Although all committees and committee meetings are open to any interested member, only members of the committee in question have a vote.

6.04 Representation at Committee Meetings

Houses having ten (10) or fewer members specifically houses having an Occupancy Value of 10.0 Houses having ten (10) or fewer members specifically houses having an Occupancy Value of 10.0 or less are not expected to send representatives to Membership, Finance, and Maintenance Committee meetings but are expected to send written statements of their views on the business at hand for each meeting. Houses having more than ten (10) members specifically houses having an Occupancy Value of more than 10.0 are expected to send representatives to all Membership,

Finance, and Maintenance Committee meetings.

6.05 Reporting to the Board of Directors

All committees shall make regular reports to the Board.

6.06 Standing Committees

A. The Coordinating Committee shall consist of all officers and coordinating staff. Quorum for the Coordinating Committee is the Coordinating Officer plus three (3) other members of the committee. It shall be responsible for executing documents and taking actions on various matters as required by the Board or by law; facilitating the Board’s decision-making process; reviewing projects, programs, and resolutions; making recommendations to the Board; providing oversight of staff activities; and maintaining MCC’s policy manual.

B. The Membership Committee shall consist of one (1) house membership coordinator from each house, the Membership Officer, the Member Services Coordinator, and any additional members approved by the Board. Quorum for the Membership Committee is five (5) members of the committee. The Committee shall be responsible for fulfilling MCC’s membership, diversity, and outreach goals; providing training and networking for house membership coordinators; overseeing the timely placement of advertising by MCC and houses; coordinating the continuous education of members, officers, and Board on the workings of MCC; orienting new members to MCC; organizing activities to build a cohesive community among MCC houses, based on input from members; reaching out and educating members on the principles and practices of cooperatives; overseeing MCC’s general expansion; facilitating matters of internal development, such as organizational restructuring, grant-seeking, and coordinating assistance to MCC houses during difficult or transitional periods; researching matters relevant to the purchasing of buildings; educating the membership about development; negotiating expansion deals; coordinating targeted expansion into areas occupied by underrepresented or disadvantaged groups; coordinating the provision of co-housing options; making recommendations for the use of any MCC funds dedicated to development; and making relevant proposals or referenda to the membership.

C. The Finance Committee shall consist of one (1) representative from each house, the Finance Officer, the Finance Coordinator, and up to two (2) additional members approved by the Board. Quorum for the Finance Committee is five (5) members of the committee. Board members are encouraged, but not required to sit on the committee. The committee shall be responsible for the developing an annual budget for MCC; regularly studying and evaluating MCC!s overall financial position; ensuring the accuracy and completeness of MCC house books and house budgets; setting standards for accounting systems, collections, and rebate practices; and for making recommendations on financial matters as requested by the Board.

D. The Maintenance Committee shall consist of the one (1) house maintenance coordinator from each house, the Maintenance Officer, the Maintenance Coordinator, and any additional members approved by the Board. Quorum for the Maintenance Committee is five (5) members of the committee. The committee shall be responsible for setting standards for the repair and improvement of MCC-owned buildings; assessing the maintenance needs of MCC houses; drafting long- and short-term maintenance budgets; and implementing and evaluating the progress of all maintenanceprojects.

E. The Individual Issues Committee shall consist of the Coordinating Officer, the Member Services Coordinator, and one (1) to three (3) Board members who shall serve on the committee on a rotating basis. Quorum for the Individual Issues Committee is the Coordinating Officer and the Member Services Coordinator plus one (1) house Board representative. The committee shall be responsible for hearing debt and contract appeals and handling other matters as directed by the

Board, and is empowered to make decisions on such matters in the Board’s stead. The committee may make reasonable exceptions to member debt and contract policies. Records shall be kept of decisions made by the committee and furnished to debtor members upon request. The committee makes decisions by pure consensus.

F. The Officer Nomination and Evaluation Committee (ONEC) shall consist of all non-officer members of the Board. Unless the committee selects one of its other members as chair, the chair shall be the committee member having served the longest on the Board. The chair is primarily responsible for ensuring that the committee fulfills its responsibilities. The committee shall be responsible for nominating officer candidates and initiating officer appointment and election procedures whenever a vacancy in an elected office arises; assisting the MSC with the annual ballot vote on new officers and other ballot or referenda votes on officers; evaluating the performance of officers and determining the extent to which each officer is an officer in good standing and eligible for a full stipend for each calendar month; reporting stipend eligibility determinations to the Finance

Coordinator (FC) within twenty-four (24) hours of the determinations; reporting all ONEC decisions and concerns to the Board at the first opportunity; and initiating recalls of consistently under-performing officers. Section 7 The United

Section 7: People of Color Caucus (TUPOCC)

7.01 TUPOCC Mission

The United People of Color Caucus (TUPOCC) of the Madison Community Cooperative is an alliance of people of color within Madison Co-op community. The necessity of such an organization is borne from the historical context of the capitalist/imperialist United States where economic prowess is dependent on the furthered and continued subjugation of people of color, women, the poor, LGBTQ, and other oppressed people. We are dedicated to fostering and supporting the growth and empowerment of all people of color, particularly within the organization of the Madison Community Cooperative. We believe that meaningful social change and actual justice can only be attained when people of color and all other subjugated communities are more than mere afterthoughts. Equality must be woven throughout the fabric of the organization. We seek to further educate ourselves and inform the larger MCC community about the issues that affect us and investigate the relationship of these issues to social justice. We strongly believe that this work cannot be done unaided, and we encourage support from our allies throughout the MCC community in furtherance of our goals. We wish to provide all people of color opportunities in support of these goals, and when such opportunities are not available, to work with our associates and allies to create them. We seek to unite ourselves, represent our communities, achieve our potential, and function as a powerful force within the Madison Community Cooperative, our meetings, decision making bodies, Madison, Wisconsin, the United States of America and the global population.

7.02 Membership

Membership is open to all members and food cooperative members in MCC who self-identify as people of color. There will be no arbitrary exclusion from membership on the basis of sexuality, religion, gender, gender presentation or identity, sexual orientation, disability or age. All other members of the MCC are invited to work with and support TUPOCC as allies in the pursuit of true justice.

7.03 Purpose

The United People of Color Caucus (TUPOCC) has a multi-point strategy that we shall use to advance our mission:

1) Recruit and retain people of color into membership positions within the Madison Community Cooperative.

2) Demand that white and privileged Co-op members take accountability for their racism and other oppressive behaviors by joining us in examining and effectively changing the culture of the Co-op.

Together we believe that we can accomplish this goal by meeting as people of color regularly to deal with oppression and other issues we uniquely experience as people of color; encouraging all members who are not of this caucus to regularly educate themselves on issues of Anti-Racism; and institutionalizing an anti-racist agenda by creating policies in favor of and beneficial to eliminating racism and other oppressions. (e.g. making anti-racism an active and prioritized component of the community)

3) Alter the focus of the MCC by learning how to be accountable to the communities that it seeks to support and protect.

7.04 Meetings

TUPOCC will have regular meetings. All meeting shall be conducted in a non-hierarchical manner using consensus voting procedures.

7.05 TUPOCC Chairperson

A. The MCC TUPOCC Chairperson will be elected within The United People of Color Caucus on an annual basis. Only Type A members are eligible for the position of TUPOCC Chairperson. Only The United People of Color Caucus shall have the power to recall a TUPOCC Chairperson through a caucus election process.

B. TUPOCC Chairperson will help to coordinate TUPOCC and TUPOCC activities and will not have any power to make decision for TUPOCC.

C. TUPOCC Chairperson shall be a voting member of the MCC Board of Directors.

Section 8: Fiscal Operations

8.01 Fiscal Year

The fiscal year shall be from June 1 to May 31.

8.02 Annual Budget

The membership shall adopt an annual budget for the following fiscal year by May 15 of each year.

8.03 Board Responsibilities

A. The Board shall be responsible for raising revenues, setting dues, and supervising expenditures in order to finance and operate MCC.

B. The Board shall accept any grant, fees for service, loans or other contributions it deems in the best interests of the cooperative community.

C. The Board may authorize any officers or agents to enter into any contract or to execute or deliver any instrument in the name of and on behalf of MCC. In the absence of other designation, the Coordinating Officer, Membership Officer, Finance Officer, or Maintenance Officer shall execute all instruments made by the corporation.

D. No indebtedness for borrowing money shall be contracted on the behalf of MCC and no evidence of such indebtedness shall be issued in its name unless authorized by a resolution of the Board.

E. All checks, drafts, or other orders for payment of money notes, or other evidence of indebtedness issued in the name of MCC shall be signed by such officers or agents of MCC in such manner as shall be determined by a resolution of the Board.

F. All funds of MCC not otherwise employed shall be deposited from time to time in the credit of MCC in such banks, credit unions, or other depositories as may be selected under the authority of the Board.

G. The Board of MCC may adopt a corporate seal.

H. The Board shall annually, with the close of the previous year!s financial records, allocate any MCC operating surplus to the MCC reserve funds. Under no circumstances shall any surplus or profit be paid to any investors or to any members or employees.

8.04 Autonomy of Houses

To the extent consistent with MCC’s long-term interest, MCC will allow each of its owned or leased houses maximum autonomy in the conduct of their activities.

8.05 Selling an MCC House (Oct 14, 2007)

The decision to sell a house owned by MCC shall not be made except at a general membership meeting or in a referendum. If any of the members of the house in question do not approve of the sale in advance, a two-thirds (2/3) vote of those MCC members present and voting at a membership meeting or in a referendum is required for the sale of the house. If all members of the house approve of the sale in advance, and are not attempting to purchase the house themselves, a majority of MCC members present and voting at a membership meeting or referendum is required to make the decision to sell the house. If members of a house are unanimously attempting to purchase the house they live in, a majority vote of MCC members present and voting at a membership meeting or in a referendum that do not live in that house shall be required to make the decision. At least sixty days between the submission of a proposal by members of a house they live in and the vote on that proposal must be allowed, during which the legality, feasibility, and fiscal responsibility of such a decision must be investigated. A motion to sell a house in a membership meeting cannot be made unless it has been clearly set forth in the meeting agenda as an item of business and the agenda has been distributed to members at least seven (7) days in advance of the meeting. In all cases, no member who is attempting to purchase an MCC house, or who is a member of and organization that is attempting to purchase an MCC house shall be eligible to vote in a membership meeting or referendum on the sale of that house. Any proposal to sell a house must include at least one sponsor that does not belong to a party interested in purchasing the house.

8.06 Costs to Members

All houses owned or leased by MCC shall have all of the following costs shared amongst the Type A members in a manner determined by the Board: mortgage, land contract, and lease payments; property taxes and/or payments in lieu of taxes (PILOT payments); insurance, maintenance, administration, bond repayment, capitalization, and education expenses; and operating and maintenance reserve payments. The intent shall be, in general, to share the costs equitably.

8.07 Member Ownership and Equity

No member shall at any time have any ownership or equity interest in MCC or the property of MCC.

8.08 Development Fund

All membership fees shall be placed in the Development Fund, the primary purpose of which is to provide start-up capital, either grants or loans, for new housing cooperatives. Under no circumstances shall the Development Fund be used for MCC operating expenses or losses unless approved by a vote of the membership.

8.09 Capital Replacement Set-Aside

Each year, the MCC Budget shall include the !Capital Replacement Set-Aside,! which shall be a specific line that is allocated a specific dollar amount determined by the membership at the annual budget meeting. At each stage of the yearly budget process, the Finance and Maintenance Coordinators will inform the members of MCC the accumulated amount of the fund. The Capital

Replacement Fund is reserved for buying or replacing the long-term capital items of MCC houses such as roofs, major appliances, and boilers. These funds may not be used for luxury items like Jacuzzis or saunas. A two-thirds (2/3) vote by the membership shall be required to alter this bylaw or to use money from the Capital Replacement Fund for a purpose other than capital improvements.

8.10 Targeted Expansion

MCC will purchase cooperatives in areas populated predominantly by racial minorities and by

December 31, 2002, MCC will attempt to make at least one (1) of these purchases. This responsibility will be taken on by, in order of responsibility, the Membership Officer and the Membership Committee.

SECTION 9: Amendments to the Bylaws

9.01 Requirements for Amendment

These bylaws shall be amended only upon a referendum of the membership or a vote at a membership meeting upon consent of a majority of those present and voting.

9.02 Dates of Amendment

These bylaws were adopted by the MCC Board on January 15, 1973 and presented at the MCC General Membership Meeting on January 22, 1973. They were revised by the membership on 11/15/80, 11/5/82, 11/18/84, 5/5/86, 11/22/86, 2/15/90, 5/2/91, 5/3/92, 5/16/93, 4/23/95, 5/17/98, 10/25/98, 11/19/00, 3/28/99, 10/24/99, 2/11/01, 4/4/01, 2/27/05, 5/1/05, 4/23/06, 10/1/06, 1/21/07, 10/14/07, 1/27/08, 4/27/08, and 10/26/08. MSC and Membership Officer Note: These bylaws are current and updated through 5/24/11

Board, Committee and GMM Meeting Process

MISC MEETING PROCESS ITEMS

(5/12/82)Non-business meetings: to use 1/2 of every 4th BOD meeting to discuss a specific topic or issue of concern to MCC.

(6/15/77) Agenda should come out the Friday prior to the BOD meeting. BOD packets, including the meeting agenda will come out as soon before the meeting as possible, preferably the weekend before a Weds. meeting.

Wiedemer’s Rules of Order (Adopted 6/4/80; Amended 8/13/80)

All matters to be discussed by the BOD shall be referred to the appropriate committee of the Coordinating Committee for study and preparation of appropriate motions for the BOD to debate and vote on. Such motions shall be included in the BOD packet distributed to the BOD members at least 24 hours in advance of a BOD meeting. Matters which have not been so referred may be discussed, but only if a majority approves, and then only after all motions in the BOD packet have been debated and voted on.

BOD members shall submit all motions and amendments in writing to the facilitators before proposing them. All motions and amendments in writing shall have precedence over verbal motions and amendments. Precedence of written motions and amendments shall be in the order received by the facilitators. A substitute motion may be ruled either an amendment or a separate main motion by the chair and subject to the above order or precedence.

Each agenda issue shall be assigned a time limit for debate by the Coordinating Committee. Sub-limits may be assigned by the chair. Debate may be extended only by majority vote of the Board, for a set time, or for intervals of 10 minutes. The facilitators shall keep track of the time elapsed and notify when the limit is exceeded.

A non-binding sense vote may be requested by any BOD member. Such a request shall be considered a privileged motion, non-debatable, and no vote on the motion is required. Any sense vote shall be taken immediately when requested, with for, against, and undecided categories.

BOD members are encouraged to make the motion to “object to consideration of a question” (non-debatable, 2/3 majority required) when they feel a motion or amendment does not have substantial support and would waste the BOD’s time and energy. Such a motion may be made upon introduction or early in the course of debate on the motion or amendment.

The BOD shall make provision for informal meetings of the BOD and other MCC members where philosophical and emotional issues can be discussed without the constraints of formal rules and procedures. (6/5/80)

ROUND ROBINS BEFORE VOTING

11/29/00

Directly before any vote at any Board meeting there will be a Round Robin where voting members of the Board will have an opportunity to ask any questions. If a member is prepared to vote they should simply say “pass” during the Round Robin. If any further discussion is prompted by the Round Robin an extension may be called for. Non-voting members will say “pass”. After [the] Round Robin is completed, the BoD MAY choose to move back into discussion. This would result in continued general discussion of the item. There will be no vote until every voting member at the meeting has spoken during the Round Robin.

BOARD MEETING TIME LIMIT POLICY

1. MCC Board meetings will be scheduled to start at 7:15, and will end at 10:00 p.m. If there is no quorum at 7:15, it will be left to the discretion of the facilitator to wait a reasonable amount of time or to cancel/reschedule the meeting.

2. There will be a break of 10 minutes.

3. Any items on the agenda not reached by 9:45 will be dealt with as per the facilitator’s discretion. At this time, the facilitator will be prepared to recommend deferring the items, referring them back to the appropriate committee/s, or extending the meeting.

4. The Board can vote to extend the meeting either for a period of time, or for however long it takes to finish particular items. The vote to extend takes a 2/3 majority.

5. A timekeeper will be found for every meeting, and will inform the Board when time limits have been reached. (8/26/87)

A ‘ROLE PLAY’ of A DECISION REACHED USING ROGERS’ RULES

This roll play is to be read aloud. It needs eight characters to perform it. Before reading the play, start to the left of the facilitator and assign a number from 1 to 8 to every other person, proceeding in a clockwise fashion. These folks will then assume the characters assigned that number as they arise in the role play.

Facilitator (Fac): The next item on the agenda is a proposal to conver (1) Tral’s basement into a Chocolate Chip factory. Do we have a motion to start off discussion?

Chip (Chip):Yeah. As representative of the Tral Zest committee, I’d like to (2)propose that we infuse the members of Tral with natural sugar energy, by converting the old LAGC space into a choco chip factory.

Fac: Do I have a second for that motion?

Groucho: Take as long as you like. (3)

I. M. Pure (I.M.): I think this is a disgrace! Sugar is B-a-a-a-a-d

(4)for you, and besides -

Fac: Please, no discussion until we have a second. Anyone?

Chucko Buckos: I’ll second that. Just think, we’ll be rich! Lower

(Chucko to you) rents, free choco chips for all the members, . . .(5)

Fac: Thanks, Chucko. Is there any discussion of the motion?

I.M.: I say sugar is a tool of the devil! This chocolate chip collective will be the ruin of us all! I’d like to make a substitute motion. I move that we open a co-operative bookstore, to sell spiritually uplifting literature. We’ll call it: “The Left Hand of our Maker”: sacred and secular texts.

Fac: Well, I need a second if we’re to consider this as a subsidiary motion.

Celeste: I’ll second that (6)

Fac: OK. Now we need to decide which of these motions will be the main motion. We can discuss both of them at the same time, but we’ll vote on whichever is the substitute motion first. All those who favor making the second motion, which is now the substitute motion, into the main motion please so signify by raising your left hand, holding your nose with your right, and saying “Aye”. Those opposed, snort and paw the floor with your right foot. Those of you who have no idea what I’m talking about, roll your eyeballs in a counterclockwise fashion. I count 7 ‘Ayes’ and 9 ‘Nays’; this means that the original motion to install a choco chip factory remains the Main Motion. Do we have any further discussion on these motions?

Chucko: My rough thumbnail-sketch business plan for the choco chip factory shows we’ll clear $4,500/hour easy. My estimates are backed up by a market survey in which I asked 5 Greeks the following question: “Do you like Chocolate chips, or are you a commie?

Even Eve: Somehow it doesn’t feel to me like either one of these ideas (7) really fits in with what we are all about. I appeal to your higher ideals, and ask that we scrap both of these proposals and start over again.

Fac: This motion to start over needs a second. Anyone?

Groucho: I always go for seconds.

Fac: I always liked your brother better. Anyone else?

Celeste: I’ll second that.

Fac: Okay. All those in favor of starting over please raise your hand. Now all those opposed. The motion carries. We now have no motions on the floor.

Bluejay Way: I move we change the rules, and for the rest of the meeting we only talk about one motion at a time.

Groucho: (with base intent) What kind of motion did you have in mind?

Fac: Do we have a second?

Celeste: I’ll second that.

Fac: Well, do we need to discuss this? Seems to me it’s pretty clear what this would mean. Let’s go ahead and vote, unless there are any objections. All those in favor of amending the meeting process rules so that for this evening, only one motion will be considered at a time. All in favor? I count 9. Opposed? 4. Abstentions? 3. Motion passes. For the rest of the meeting, only one motion on the floor at a time.

I.M.: I’m getting hungry. I propose we all take a break

Fac: How do people feel? I’d propose we take a break for 15 minutes. When we come back Eve will take over and facilitate the second part of the meeting. Is that okay with everyone?

BREAK

Eve: To remind you, right now we are working on the issue of what to do with Tral’s basement. We have no motions on the floor.

Bluejay Way: I’d like to hear from some of the folks who haven’t spoken

(8) yet. We need to look at this problem from some other angles.

Groucho: I move we adjourn the meeting to the Plaza and buy everyone a round of beer from Party Cash.

Eve: That motion is clearly out of order. Stop ad-libbing and work from your script.

Chucko: I’d love to sit here and talk about this until dawn, but it doesn’t seem like we’re getting anywhere. Since we don’t have a proposal on the floor, I move that we end discussion.

Eve: We can do this. Do we have a second?

Celeste: I’ll second that.

Eve: All those in favor of ending discussion? All those opposed? Motion carries, 16-0-0.

CONSENSUS AS BOARD DECISION-MAKING PROCESS

Passed by the MCC Board (9/18/90)

Pre-meeting Preparation

All Proposals to the Board must be written in the standard proposal format. Proposers are strongly encouraged to construct their proposals to reduce the negative substantive aspects even before they distribute copies of their proposal to the Coordinating Committee meeting. No matter how good an idea is, it does not make sense to propose it if you know it won’t pass. Proposers are strongly encouraged to talk with people who might oppose or object to their proposal before the Coordinating Committee meeting.

All Proposals must be proofread for clarity, format, and completeness, but not content, at the Coordinating Committee meeting.

NOT USED FOR PROCEDURAL MOTIONS

Consensus will only be used to discuss proposals, not procedural motions. Majority vote will be used for procedural motions.

Procedural motions include: suggestion to refer to committee, extend the time allotment for an agenda item or the meeting as a whole, agenda review, minutes approval, and suspension of consensus for a specified period.

Consensus Process for Proposals:

PREPARATION–It is assumed that everyone has read the proposal in the board packet. If an interested MCC Member or Staff person has not received a board packet, it is their responsibility to get one. It is further assumed that the proposal, because it is written objectively in the standard proposal format, AND reviewed for completeness at the Coordinating Committee meeting, is a sufficient explanation of the issue to any MCC member, whether they are on the Board or not. Consensus takes more time than majority vote, and therefore requires for its success that anyone who wishes to have their voices heard in the discussion of a proposal take responsibility for their opinions and become thoroughly familiar with the proposal beforehand. (This will become extremely obvious as Board meetings get even longer–if you say something that shows that you did not read the proposal and your comments do not contribute to the discussion productively, the incredulousness and resentment will be difficult to miss).

INTRO–The facilitator asks the proposer to introduce the proposal briefly, and makes any minimal, necessary, introductory remarks.

PRESENTATION–The proposer briefly highlights the substance of the proposal, emphasizing why the “Pro’s” outweigh the “Cons”. EXAMPLE: “This proposal to reduce the increments of the Debt Ceiling Policy is good because its ability to reduce our problems with large debts will help us out more than the financial pressure on most members will inconvenience them.”

CLARIFYING QUESTIONS–Are asked by members of the group for only one purpose–to clarify what is being proposed. In theory, clarifying questions will not need to come up very often, because the Proposal has been well-written and well-read. Clarifying questions are different than discussion questions.

DISCUSSION–This is a VERY different type of discussion than what we usually think of. It is not “people talking”. It is not “individuals saying their opinions”. It is not “arguing about the proposal on the floor”. The discussion phase of consensus process IS group problem solving. This is a difficult thing to explain, but once you “get it “, you’ll probably be excited about it. There are a few questions that each member of the group keeps in mind during discussion.

–Is this proposal AS WRITTEN going to do more good or more bad for the group?

–Can this proposal easily be changed to increase the good it does, or reduce the bad it does for THE GROUP? (This easy change is called a FRIENDLY AMENDMENT).

–If there are individuals who feel their personal views are very strongly held, but also go against what the majority is saying, can the proposal be amended to satisfy the person’s objections WITHOUT sacrificing the KEY ELEMENTS of the proposal?

GENERAL FEELINGS–The facilitator asks the group to give the proposal a thumbs up or a thumbs down. If there are “thumbs down”, an AMENDMENT can be proposed. An AMENDMENT is essentially a proposal to change a proposal. The consensus process steps are used to evaluate the amendment: Presentation, Clarification, Discussion. Usually it gets too confusing to have amendments to amendments unless they’re simple “friendly amendments”. The only difference (problem) is that there is likely to be less preparation. If the system is working correctly, however, amendments will seldom be needed, because objections should usually be negotiated out of the proposal by the Proposer and Person-who-disagrees WELL BEFORE the meeting. If not, the objection might be due to an aspect of the proposal which no-one thought of until the Board meeting, in which case it is likely to be complex enough to warrant tabling the whole proposal until the next meeting. The amendment can be discussed by a subgroup of the board and written up along with the original proposal in the next board packet. The key idea here is that it is incredibly inefficient for a large group to decide on specifics and wording on short notice, and sudden major changes in a proposal will inevitably create frustratingly long meetings.

CONSENSUS (or OBJECTION) –If there are no more difficulties to be addressed by AMENDMENTS, then the Facilitator asks for any OBJECTIONS. If it seems clear that 14 people like the proposal and you hate it, think it is really the wrong way to go, or is deeply offensive for some reason you cannot quite put into words; then ask yourself these questions:

–Is there a reason that everyone else thinks this proposal is good that I do not understand? (Before assuming that it is the 14 other people who somehow missed the point, or are not listening to you, or do not respect you or ideas you have expressed. Very unlikely.)

–Do I just need more time to think about it before I consent to it? (This is okay, just make sure you tell the group so that they know you need to have time or assistance to put your objection into words and that you are not just having a stressful day and taking it out on them). –Am I willing to attend a RECONCILIATION MEETING?

If there are no major objections, then “Yay! We consensed!”

RECONCILIATION COMMITTEE

This is a very important part of this consensus process. If you are not willing to attend a meeting with the Proposers and any other interested members, to hash out a new proposal, or convince them to withdraw the proposal, then you should not object.

Modified Consensus Revisited

Passed 10/08/97

a) The former statement is to mean the following: An objection is considered valid only if the objector(s) agree to hold a reconciliation meeting with the proposers and any other interested members within two weeks of the objection. A reconciliation meeting can be requested by any board member. This meeting could be the first of several, but must first occur within two weeks of the initial objection.

b) The Grievance Officer (a.k.a. Membership Officer or Vice President) shall be responsible for facilitating this reconciliation meeting. The Grievance Officer is free to appoint an alternate facilitator. In the event that either the proposer(s) or the objector(s) are dissatisfied with facilitation on the part of the Grievance Officer, or the proposed facilitator they are responsible for obtaining a replacement facilitator, to which all parties must consent. The facilitator is responsible for informing the Coordinating Committee whether or not a reconciliation meeting has been held.

c) The reconciliation process shall continue until all parties consent to a revised proposal, the proposer(s) agree to withdraw the proposal, or the objector(s) agree to withdraw their objection, or it is decided that the Board should vote on a motion to override the objection.

d) All proposals that are in reconciliation do not take effect until the reconciliation process is finished. If proposals undergo significant changes, they will be brought back before the Board of Directors. (passed: 10/08/97)

This is the aspect of consensus which shows that group decision making is not simply a question of “FOR OR AGAINST” but “HOW MUCH FOR AND AGAINST”, and to WHICH ASPECTS of the proposal are you for or against. Voting systems oversimplify. Sometimes the objectionable parts of a proposal are easily separated from the good parts. Why vote away the good with the bad? If someone has an expression on their face that seems to show that they “really care” about stopping a proposal from passing, how much credibility do they have if they won’t even show up to a RECONCILIATION COMMITTEE meeting, a forum designed specifically to address their concerns, scheduled at their convenience? RECONCILIATION COMMITTEE must consent to the new proposal before it comes back to the Board. If they don’t, then it’s a waste of time to bring it back.

Consensus Process Flowchart

There will be a Flowchart of the consensus process at every Board meeting. The President is responsible for this. The flowchart is large enough so that people who have poor vision con see it from all parts of the room. Big, like six feet by six feet. Perhaps painted on a sheet. The Facilitator, or anyone else, can point to the Flowchart to clarify what stage of the consensus process the group is at. FOR EXAMPLE, one mistake is to sneak discussion points into clarifying questions. This is bad because the group has not yet reached that stage of the process yet. There may be members of the group who have specific questions about exactly what is being proposed, and who are not ready to be in discussion yet. For a particular proposal, the Facilitator will always make it clear to everyone which stage the group is in. FOR EXAMPLE, the Facilitator might say “We have been in the discussion phase for 5 minutes now, let’s move on to the general feelings phase.”

TIME LIMITS IN THIS TYPE OF CONSENSUS for each agenda item will need to be more strictly adhered to than they are now. If even a big juicy emotional complex issue takes more than 25 minutes, then it should be tabled to the next meeting. Proposers should not whine and try to get the board to pass their proposal because it is late, everyone is tired, let’s just pass it so we can go home. They should have met with other board members or called them before the meeting to help improve/simplify/ clarify or eliminate objections to the proposal beforehand. Time is usually wasted the most when people feel the need to say each idea aloud as they come to understand it–if they had read the proposal beforehand, discussed it with their housemates, and even (gosh!) attended the FACILITATION COMMITTEE meeting beforehand to edit it for proper form, then, most of the time, their consideration of the proposal at the actual Board meeting will require virtually no talking.

ESCAPE HATCH

For times when one or two objections can not be worked out with the problem-solving techniques specified in the proposal, or when an emergency decision might require an over-ride of the objection. An objector must at least try to explain their reasons for major objection. If all avenues of discussion fail, the Board may opt to over-ride the objection.

In “emergency” situations, a 3/4 vote of the Board shall be required for an over-ride vote to pass, but only after it is clear that the decision requires a vote at that meeting (3/4 must agree that this is the case).

In non-emergency cases, an over-ride vote shall also require 3/4 to pass, but shall not be taken until the issue has been discussed during at least two Board meetings, alternatives to the main proposal have been asked of both the objectors and non-objectors, and the Reconciliation Committee meeting has been attempted.

The following clarifying sentence was added on 9/27/06 by a decision of the Board of Directors: Objections are not allowed, and a 3/4 majority of present, voting members is required.

MAXIMUM TIME LIMITS

The following maximum time limits should be incorporated into the proposal, and that someone be appointed timekeeper to remind the group that they are getting close to time on any step: INTRO- 3 min., PRESENTATION – 3 min., CLARIFYING QUESTIONS – 10 min., DISCUSSION – 15 min., GENERAL FEELINGS – 2 min., CONSENSUS – 10 min. plus time to schedule, if necessary, RECONCILIATION MEETING – 20 min. to 30 min.

VOTING SYSTEM

Voting system used will be “for, opposed, object and abstain,” and the 3 latter voters will be given time to say why they voted that way.

BOARD STANDARD PROPOSAL FORMAT

Passed by the board 10/5/88

The following format is to be used for all major proposals to the MCC Board. “Major” proposals are those which are complex, controversial, involve a lot of money or work, or will alter the way MCC operates in a significant way.

TITLE

DATE

SUBMITTED BY:

PROPOSED:

Summary of Proposal

Actual Text of Proposal

BACKGROUND:

PROS AND CONS:

Items to Consider:

Passed ________ Defeated ________ Referred to: ________________

Amended as follows: _______________________________________________

For ________ Against ________ Abstaining ________

Miniature Toolkit for Shorter and More Focused Board Meetings

(Adopted 2/19/92)

A. This policy will be printed on the back side of every Board meeting agenda.

B. All agenda items shall have an individual sponsor, noted on the agenda, and shall be denoted as Informational (no discussion required), Discussion (no vote), or Decision (vote at this meeting).

C. Items shall not be discussed unless that sponsor (or a designated proxy) is present to introduce the item. A written proposal for all agenda items requiring a vote must be included in the Board packet in standard proposal format unless items come up which require emergency action.

D. The Board must vote to approve inclusion of emergency items before they are discussed.

E. The Facilitator will ask the sponsor of each item to briefly introduce it in 3 parts:

1) A summary of the proposal.

2) A brief background statement’why is it important, what events led up to this?

3) What action is requested of the Board at this meeting?

F. During discussion of the item, the suggested role of the facilitator is to:

1) Keep a speaker’s list and call on members in turn,

2) Limit unfocused discussion; bring discussion back to the issue at hand if it strays off track,

3) Ask for a motion on decision items if there is none,

4) Help the group move toward a decision; restate areas of agreement to the group and clarify issues needing further work,

5) Watch for the moment when you can ask for a vote,

6) watch the emotional vibes in the meeting if bad vibes are getting in the way, ask the group to stop and address emotional issues first, and

7) keep items within pre-set time limits; when the timekeeper announces we’ve hit the limit for an item, ask the group to vote on a definite time extension (i.e. _Should we table, vote, or discuss for another 10 minutes?_)

G. Board members are urged to read the Self-Facilitation Guide in the Board Guide.

Rogers Rules of Order

(Adopted 4/7/82)

A. Meeting Philosophy: This is a co-op we are all responsible for contributing to how it runs. We are all intelligent. We care about others. We wish to make good decisions_best decisions may be too perfect of a goal. We accept some organizational structure and rules to facilitate making the decisions and apportioning the responsibility. Everyone is responsible for seeing that meetings run well.

B. Process Philosophy: Satisfaction with our decision is more important than the process we use to reach decisions. If too many motions or amendments are on the floor at one time, then we have not properly clarified the issue_so let_s start over, clarify the issue, then get a new motion. If there is consensus on an issue, we accept the consensus. If there is difference of opinion, we find as much consensus as possible, then vote on a motion or amendment that characterizes the differences so that we can choose one side or another. If many issues are interrelated, we vote on them as a package, not in parts, when one part affects an earlier part.

C. Recommended Procedures: Facilitators and others, such as the Coordinating Committee, define the agenda in terms of what will be discussed, what will be decided, and in what order things will be done. All members are informed of the agenda and its items through Board packets. An agenda might include introductions, agenda review, informational reports from officers, staff, committees, or houses, discussion items, decision items, and meeting critique. Use as many audio-visual aids as possible. Whenever possible an item is presented at one meeting for information and discussion, and decided at the following meeting. The agenda and accompanying information may include a proposed motion. Such motions are not automatic, merely guidelines to define the problem and one possible solution. When more than a few people wish to speak on an item, the facilitator will keep a speakers_ list, in order of recognition, with the following important caveat, at the facilitator_s discretion people who have talked too much can wait for those who haven_t. If the speakers_ list gets too long, the facilitator may temporarily close the speakers_ list until some people on the list have spoken. The facilitator could announce when the list was closed and reopened.

D. Recommended Roles and Guidelines: The facilitator handles the speakers_ list and guides discussion, such as by interrupting non-productive discussion, encouraging silent members to speak, and scheduling recesses. Everyone shares responsibility for facilitating good informed decisions. Everyone should prepare themselves for the meeting. When you have the floor be brief but complete. Address everyone in the meeting when talking about the issue being discussed; avoid a discussion with one person. Address the facilitator about how the meeting is going in terms of process. If you need more information, ask for it. Talk about where you are coming from rather than interrogating, making accusations, or speaking in generalities. Before speaking, think about the meeting as a whole, our goals, and everyone present. Take breaks at least every two hours. Items that are not of general interest can be discussed elsewhere.

E. Main Motions: Main motions can be made only when no main motion is already on the floor. They must be seconded, can be discussed, and require a formal majority vote to pass. There are two types of main motions:

1) A Motion to Decide Something is used to get things done and can be amended.

2) A Motion to Reconsider an Old Item seeks to make a finished item from earlier in the meeting the current agenda item and cannot be amended.

F. Subsidiary Motions: Subsidiary motions can be made only when there is a main motion on the floor. They must be seconded, can be discussed, cannot be amended, and require a formal or informal majority vote to pass. When general consensus is apparent, if no one opposes the action, the facilitator may simply declare that a subsidiary motion passes by an informal majority. There are four types of subsidiary motions:

1) A Motion to Amend the Main Motion seeks to alter and improve the main motion and is considered friendly, and therefore effective, unless it is not accepted by the main motion’s mover and seconder.

2) A Motion to Introduce a Substitute Motion seeks to replace the main motion with something else. A vote determines whether the substitute motion is successfully put on the floor alongside the main motion. If the substitute motion is added to the floor, another vote determines which motion remains on the floor as the main motion and which motion is taken off the floor. Both motions can be discussed before taking this vote. Note that a Motion to Introduce a Substitute Motion is out of order if there is a Motion to Amend the Main Motion on the floor.

3) A Motion to Table the Main Motion seeks to delay all further action on the main motion until the next meeting.

4) A Motion to Start Over seeks to replace all motions on the floor with the original main motion.

G. Privileged Motions: Privileged motions can be made without the facilitator’s recognition, are considered immediately, and cannot be amended. A Motion to Appeal a Decision of the Facilitator takes precedence over a Motion to Change the Rules, which takes precedence over a Motion to Vote. There are three types of privileged motions:

1) A Motion to Appeal a Decision of the Facilitator seeks to overrule a decision by the facilitator and must be made right after the decision being appealed. If no compromise is immediately reached, the motion must be seconded, can be discussed, and requires a majority vote to pass.

2) A Motion to Change the Rules seeks to alter the rules of order for a specified limited period of time, must be seconded, can be discussed, and requires a majority vote to pass.

3) A Motion to Vote is used to call the question on the main motion on the floor, does not need to be seconded, cannot be discussed but all who oppose calling the question get a chance to speak, cannot be amended, and requires a two-thirds supermajority vote to pass. Note that this is the only motion that the facilitator can make.

H. Privileged Requests: Privileged requests ask the facilitator to do something. The facilitator can accept or reject a privileged request, but this acceptance or rejection can itself be appealed through a privileged motion. Privileged requests can be made without the facilitator’s recognition, are considered immediately, cannot be amended, and are not directly voted on. There are eight types of privileged requests:

1) A Request to Take a Sense Vote seeks to hold a non-binding sense vote relevant to the business under consideration.

2) A Request to Solicit Round-Robin Feedback seeks to solicit the input of all people present on the issue at hand.

3) A Request to Hear from the Silent seeks to solicit the input of those who have not yet spoken.

4) A Request to Hear from the Dissenters seeks to solicit the input of those who were in the minority on a vote.

5) A Request to Change the Agenda can be made at appropriate times, usually at the beginning of the meeting.

6) A Request to Take a Recess seeks a pause in the meeting, after which business continues where it left off.

7) A Request to Limit Discussion seeks to shorten the amount of time allotted to discuss something.

8) A Request to Declare a Motion Out of Order seeks to have the facilitator rule a motion to be out of order.

I. Privileged Demands: Privileged demands affect specific meeting procedures and can be made without the facilitators recognition, cannot be amended, and immediately take effect. A Demand to Take a Vote by Roll Call takes precedence over a Demand to Take a Vote by Hand. There are three types of privileged demands:

1) A Demand to Take a Vote by Roll Call requires that all voters take turns announcing their name, position, and vote for the minutes and is applicable to any vote.

2) A Demand to Take a Vote by Hand is applicable to any vote and requires that a formal vote count be taken, noting in the minutes the name and position of all dissenters.

3) A Demand to Withdraw an Action nullifies a motion, request, demand, or second that the demander themself has made. This type of demand can only be made regarding actions that have not been voted on or resolved.

J. Facilitator Declarations: Facilitator declarations overrule main or subsidiary motions, must be made right after the motion being overruled, require explanation, cannot be amended, and immediately take effect. There are two types of facilitator declarations:

1) A Declaration that a Motion is Out of Order can be made by the facilitator when the facilitator feels that a main or subsidiary motion is inappropriate or inapplicable according to the rules of order.

2) A Declaration that a Motion is Premature can be made by the facilitator when the facilitator feels that more information or discussion are necessary before a main or subsidiary motion can reasonably be considered.

Committee Meeting Minutes

(passed 2/3/2009)

A. Written minutes shall be kept of every meeting of all standing committees and all ad-hoc committees created by the Board of Directors. The minutes shall include but not to be limited to a list of meeting attendance and records of all roll call votes taken on substantial issues or resolutions placed before the meeting.

B. Copies of the minutes shall be submitted in writing at the following committee meeting and approved by a majority vote. This requirement may be waived if the committee in question is an ad-hoc meeting and/or a meeting of a temporary nature that may not have subsequent meetings.

C. Copies of the approved minutes shall also be submitted in writing at the following Board of Directors meeting but will not require a vote of approval.

D. One permanently bound copy and one electronic copy of the minutes shall be kept at the corporate office of MCC and be made available for inspection by members during normal working hours.

E. The appropriate officer or chairperson in charge of the committee will be responsible for ensuring that this policy is enacted. The Officer Nomination and Evaluation Committee (ONEC) will monitor this portion of officers’ duties and will have the authority to withhold stipends from officers in the event that they are not compliant with this policy.

Board and Officer Operations

BOARD OPERATIONS/MISC

Standing Real Estate Committee established. (10/29/74) No longer stands.

Board may initiate small claims actions. (3/29/75)

Education Committee established. (6/2/77)

Staff Review Committee established. (10/5/77)

Board meetings shall be monthly, and regularly scheduled committee meetings, (Education, Finance, and Maintenance) should initiate and refine matters of policy for the Board’s consideration, and organize tasks and projects. Effective Oct. 19, 1977. (9/21/77)

Board recommends to houses that each house be represented by one male and one female resident member. (10/19/77)

Member houses are strongly urged to elect Board representatives for terms of at least 4 months. (3/15/78)

Written minutes shall be kept of all MCC Board meetings.

Copies of the minutes shall be submitted to the BOD at the next BOD meeting for approval. Written minutes shall be kept at each of the MCC general membership meetings and these shall be submitted to the next BOD meeting for approval.

Copies of such minutes shall be signed by the secretary and submitted to the BOD at the next BOD meeting for approval.

The minutes shall include a list of those BOD members present at the meeting and record all roll call votes taken on substantial issues on resolutions placed before the BOD unless such a vote is unanimous.

Two permanently bound copies of the minutes shall be kept in the corporate office of MCC and be available for inspection by members during normal working hours. (4/25/79)

Education committee is responsible for the operation of at least quarterly educational member workshops , and bi-weekly production of the Blurb newsletter. (4/25/79)

Officer/Officer-elect system reaffirmed, and established that both officers are jointly responsible for all tasks, duties and responsibilities of each office. (4/25/79)

Bi-monthly BOD meetings- the intent of the two-week interim is for house reps to be able to go back to their houses and discuss an issue that was brought up as an informational item. In two weeks, at the next BOD meeting, the issue would be acted upon with loads of input from house to members. (3/11//81)

MCC BOARD GUIDE PROPOSAL

Passed by the Board 10/5/94

That the MCC Board of Directors officially adopt the attached “MCC Board Guide” as an official document to be distributed to all new BoD representatives prior to (or at) their first Board meeting.

This document shall be updated annually every summer, AND it shall be updated whenever new policy or bylaw changes make the information obsolete. The Board shall be required to approve any changes that result from updating, other than grammatical, stylistic, or typographical changes.

In addition, any member may propose amendments to this document at any time. Any amendments must be approved by the Board.

HOUSE REPORTS

Reps from three of the six owned houses will address the eight points under Phase I of the Management Concerns Policy at each meeting. On the agenda, House Reports will be separated from Introductions and Agenda Changes. Intent: to have more in-depth reports on houses. (5/6/81)

House Reports should include:

1. High turnover, major losses of experienced members.

2. 25% vacancy rate.

3. Maintenance projects not proceeding.

4. Monthly financial reports not done.

5. Missed house payments.

6. No board reps at two consecutive meetings.

7. No membership process or policy in effect.

8. No annual budget.

PLANNING AND REVIEW COMMITTEE PURPOSES

a) Suggest goals and purposes for MCC.

b) Review structured, by-laws, policy and changes.

c) Plan for the future-detailed plans for the next years guidelines, for the next 5 years Coordinating Committee to appoint members of the Committees as follows: 2 present officers (or elect),1 former officer, 2 reps from affiliated houses, 2 reps who don’t live in MCC houses (preferably Class C or D members). (ed. Note: Class C or D members are now known as Class B members, and have been for some time. 12/17/97)

The Committee would be seasonal and meet once or twice a year. (6/3/81)

CHILD CARE

Amended by the Board 2/16/94, Feb. or Mar. 1997, and 7/6/05.

If an officer, board representative, or committee representative is elected who has a child, MCC will pay the current living wage ($10.23 as of May 2006) for child care during Board and other required meetings. The parent shall be responsible for arranging child care, and must notify the President at least 24 hours before the meeting. The President will be responsible for paying the parent.

SPECIAL PROJECTS GUIDELINES

Proposals for special projects will begin with review on the BOD level. After BOD accepts proposal for Special Project, Coordinating Committee further clarifies, reviews project as it progresses and takes care of final reimbursement when the time comes. Reports on projects in progress would be made in regular Coordinating Committee reports to the BOD.

The project proposals will be judged for their own value as well as whether they fit into the guidelines or not. Criteria include the value of the project to MCC, its timetable (if one is appropriate), what the estimated costs are, and the ability of the individual to fulfill the project. The individual need not be a member of MCC.

Recommended Guidelines for Money Allocation

1. Attending workshops and conferences on MCC’s behalf.

2. Coordinating workshops or conferences being co-sponsored by MCC.

3. Clearly designed projects subject to a timetable.

4. Reimbursing the cost of tuition for courses which bring needed information to MCC and benefits MCC by the members direct work of MCC’s operations.

5. Reimbursing an individual’s personal financial bill which resulted from the individual taking initiative and stepping in during an MCC crisis situation.

6. For alleviating unexpected expenses in an independent project where the project’s completion benefits MCC.

All projects (except 5 and 6) need to be approved before the project is started for money to be allocated The BOD will be able to go outside the guidelines for Special projects to provide after-the-fact reimbursements by referring the question(s) to committee. The BOD will then decide the issue at a later meeting.

MCC Retreat Policy

Passed September 29, 2004; Amended October 10, 2007

The annual MCC Retreat consists of two sessions, one formal and the other informal.

The Formal Session covers the following topics:

1. Educational Item: MCC Organizational Structure and Governance Process. Attendees will refresh their knowledge of MCC’s organizational structure and governance process.

2. Educational Item: Board of Directors Operations

Attendees will refresh their knowledge of how the Board of Directors is designed to operate.

3. Educational Item: Overview of Bylaws and Policies

Attendees will refresh their knowledge of our organizational bylaws and policies.

4. Large Group Activity: Identify Organizational Strengths and Weaknesses

Attendees brainstorm a list of current organizational strengths and weaknesses before deciding on the top 3 areas that need improvement.

5. Small group Activity: Draft Proposals for Improvement

Attendees divide into three groups, each focusing on one of the three areas that need improvement.

6. Large group Activity: Refine Proposals for Improvement

As a single group, attendees discuss and refine each of the proposals. Following the retreat, the proposals will be brought before the Board of Directors or general Membership as decision items.

The Informal Session provides an opportunity for MCC members to have fun and relax together.

Participation in both sessions is open to all members. Board representatives and Officers are required to attend the formal session. Participation by staff members is determined by their employment contract or by the Coordinating Committee. General members who are parents will be reimbursed for childcare expenses.

A retreat coordinator, appointed by the Coordinating Committee at least eight weeks beforehand, is responsible for the planning and implementation of the MCC retreat.

 

Accessibility for ALL to attend Meetings and Social Functions

passed at the 10/20/99 BoD Meeting

MCC will reimburse members who have accessibility issues, meaning physical disability, mental disability, or severe illness, for the cost of transportation to and from MCC meetings and social functions. Members must submit dated receipts to an Officer or Staff in order for reimbursement. Members are encouraged to use public transportation, Union Cabs, or other progressive transportation options. For MCC’s 1999-2000 budget year, costs associated with this proposal will be considered a Miscellaneous Expense line item. However, in future budget years, MCCC wil create its very own budget line item.

Individual Issues Committee Result Letters

(Adopted 4/22/09)

The MCC Board shall direct the MCC President to compose and send letters to each party in an I.I. Case detailing what the committee decided. These letters shall be e-mailed no later than one week after the I.I. committee meets. If no e-mail address is available, then these letters will be postal mailed or hand delivered no later than 1 week after the I.I. committee meets.

Records Request

A. The Board of Directors will hear all requests for MCC records from members. The Board shall decide whether or not a properly submitted request reasonably describes such records, has a proper purpose that is directly related to the business or affairs of MCC, and is in the best interest of MCC. Improperly submitted requests shall not be considered.

B. Properly submitted records requests are those that meet the following conditions:

(i) Submitted to the President in writing at least one week in advance of the Board meeting to the Coordinating Committee meeting, for that Board meeting.

(ii) States the purpose for which the requested record will be used.

(iii) Made at a reasonable time.

C. Requests for medical records or personal confidential information and other information protected under local, state and federal law shall not be considered.

D. The MCC Policy Manual and officially published MCC documents and packets shall be open to all members.

E. Objections shall not be allowed at the Board decisions

Officer Incentives

Passed: April 27, 2003

1.) ANNOUNCE AND EDUCATE: The Coordinating Committee will produce a poster describing MCC officer positions, their importance, pay and the powers and responsibilities of each position. The Membership Officer will regularly distribute these posters to all houses. It will be emphasized that any member can become an officer. Contact information for MCC staff will be provided and members will be encouraged to get more information from the staff or current officers. The Membership Officer, or the Member Services Coordinator, will ensure that these posters and an announcement of the officer nomination deadline are posted at every house by the end of each February.

2.) CROSS OVER OFFICER SHADOWING: Instead of nominations at the April/May GMM followed by election by ballot: 3.03 (d) Officer nominations will be taken at the February/March GMM (ocurring between February 1 and March 15) and at both of any two Board meetings between mid-February and March 15. The President and Member Services Coordinator will ensure that the taking of officer nominations is an agenda item for each meeting, and ensure that officer descriptions are distributed with each agenda. No petition will be required to start the annual ballot vote on new oficers. The Member Services Coordinator, with the Officer Nominations and Evaluations Committeee, will seek candidate statements during and after nominations and ensure that ballots go out within fourten days after the third meeting. Within 5 days after ballots are distributed, the Member Services Coordinator will collect the ballots and announce the results. Therefore, officers will be elected by ballot no earlier than April 1 and no later than April 15. Each ballot will contain a space for abstentions and the following question:”Do you think this ballot reflects different views on the issue with reasonable fairness”: The votes shall be considered valid unless one third of the voters answer this question in the negative. Along with staff, all incumbent officers are required to meet with newly elected officers and train them to the position. Newly elected officers are required to shadow the incumbent officer to at least one committee meeting between April 15 and May 15.

Coordinating Committee Announce and Educate

Passed by the GMM: April 27, 2003

Coordinating Committee will produce a poster describing MCC officer positions, their importance, pay and the powers and responsibilities of each position. The Education Officer will regularly distribute these posters to all houses. It will be emphasized that any member can become an officer. Contact information for MCC staff will be provided and members will be encouraged to get more information from the staff or current officers. The Education Officer, or the Member Services Coordinator, will ensure that these posters and an announcement

Membership

Fair Housing Affirmation

(Adopted 3/25/83; Amended 3/21/07)

In accordance with fair housing laws, MCC and its cooperative houses do not illegally discriminate against any people on the basis of race, color, religion, sex or gender, national origin, handicap, ancestry, sexual orientation, marital status, familial or family status, lawful source of income, age, appearance, mental illness, student status, arrest or conviction record, military discharge status, political beliefs, or disclosure of social security number. Membership in MCC is available on a voluntary basis to all people who can make use of its services and are willing to accept the responsibilities of membership.

[Non-Policy Explanatory Note: As reported by the Tenant Resource Center, according to Madison General Ordinance 3.23(4)(d)4 a landlord who checks conviction records must use a written, uniform inquiry process and retain all applications for at least two (2) years along with a record of reasons for rejection, recorded in a uniform manner. The landlord must also inform the tenant in writing at the time of application that a criminal background check may be part of the screening process and, if refused based on the conviction record, the landlord must state that in writing. A landlord may refuse to rent to a tenant based on the conviction record of the tenant, prospective tenant, or a household member only if the circumstances of the offense bear a substantial relationship to the tenancy. A landlord must limit the refusal to rent to convictions in the last two years.]

Community Service Trust Fund

(Adopted 11/14/99; Amended 7/18/07)

Purpose of the fund: The fund was created by the MCC membership to support progressive community services providing service or benefit to the community consistent with MCC’s principles, including but not limited to: non-profit agencies, community centers, advocacy groups, other co-ops and collectives, and similar groups. The fund includes a service fund and a larger trust fund. The Trust Fund will provide interest revenue and/or fund important, larger initiatives.

The Membership Committee shall annually research community organizations and decide on the allocation of money collected in the MCC Community Services Trust Fund. At the end of each fiscal year, the Membership Committee will make a decision and inform the Board of Directors insofar as the descriptions of the chosen organizations, the quantity each organization will receive, and how the organization intends to use the money.

MCC Calendar

(Adopted by the Board on 10/10/07; Amended 7/2/08; Amended 12/3/08; Amended 7/1/09)

Board and Standing Committee Meeting Schedule

All weeks of the year are alternately designated Week A and Week B, and feature the following schedule:

1) Tuesday of Week A = Maintenance Committee

2) Wednesday of Week A = Board of Directors

3) Thursday of Week A = Membership Committee

4) Tuesday of Week B = Finance Committee

5) Wednesday of Week B = Coordinating Committee

6) Thursday of Week B = Individual Issues Committee

All of these meetings begin at 7:00 pm. Board of Directors meetings are held at houses with large living rooms on an alphabetical rotating basis. Coordinating Committee meetings are held at the MCC Office. Individual Issues Committee meetings are held at the MCC Office. Meetings of the remaining standing committees of the Board are held at all houses on an alphabetical rotating basis.

The Board of Directors will meet at least once each calendar month.

On the Board of Directors meeting date closest to the final day of each calendar month the Officer Nomination and Evaluation Committee (ONEC) will meet immediately following the Board of Directors meeting at the same location as the Board of Directors and determine officer stipend amounts for the calendar month in question, except in December, when ONEC will meet after the final Board of Directors meeting of the month.

A major purpose of the Coordinating Committee is to set the agenda for the following Board of Directors meeting. When a holiday prevents the Board of Directors or the Coordinating Committee from meeting, the associated Board of Directors or Coordinating Committee will not be scheduled.

Holidays and Blackout Dates

During specific academic, national, and cultural holidays, MCC refrains from holding regular meetings.

The recognized academic holidays are:

1) the UW Spring Recess in March or April,

2) the UW Spring Study Day, Exam Week, and Commencement Weekend in May, and

3) the time period from UW Fall Study Day, Exam Week, and Commencement Weekend in December through the end of the UW Winter Recess in January.

The recognized national holidays are:

1) New Year_s Day on January 1st,

2) Martin Luther King Jr. Day in January,

3) Memorial Day Weekend in May,

4) Independence Day on July 4th,

5) Labor Day Weekend in September,

6) Halloween in October,

7) Thanksgiving Weekend (Wednesday through Sunday) in November, and

8) New Years_ Eve on December 31st.

The recognized cultural holidays are:

1) Eid ul-Fitr in Any Month

2) Eid ul-Adha in Any Month

3) The Vernal Equinox in March

4) Naw-Ruz in March

5) The First Day of Ridvan in April

6) Good Friday in March or April

7) Passover in March or April

8) Easter in March or April

9) The Declaration of the Bab in May

10) The Summer Solstice in June

11) The Autumnal Equinox in September

12) Rosh Hashanah in September or October

13) Yom Kippur in September or October

14) The Birth of Baha_u_lah in November

15) The Winter Solstice in December

16) Christmas Eve and Day in December

17) Kwanzaa in December

Additionally, August 13th through August 20th are blackout dates, during which MCC refrains from holding regular meetings.

Calendar Creation and Distribution

The Member Services Coordinator (MSC) is responsible for using the criteria in this policy to create MCC’s official calendar on an annual basis. The calendar for a given year is to be distributed to all MCC houses during the preceding December, if not earlier.

MCC Membership Policies (Passed 10/25/06)

Member Orientation Meetings

Three times per contract year the Membership Committee, under the direction of the Membership Officer, will plan, market, and hold Member Orientation Meetings. The dates of these meetings will be the final Sunday in August, the final Saturday in January, and the second Saturday in June. Member Orientation Meetings will last approximately two (2) hours. Member Orientation Meetings may cover, but are not limited to, the following topics: Board of Directors decision-making processes, conflict resolution policies, sexual harassment policies, organizational structure, Madison co-op history, fire safety, house maintenance, and cooperative principles.

Every member upon joining MCC must attend a Member Orientation Meeting; house membership coordinators are responsible for informing members of this obligation. A member who attends a Member Orientation Meeting is allowed to count the time as Maintenance Hours, up to a maximum of two (2) hours per contract year.

Newsletter

The Membership Committee and the President are responsible for advertising for, appointing, training, and removing both temporary and permanent newsletter editors.

The newsletter editor(s) shall do all of the following things:

1) Complete all tasks necessary to publish and distribute the newsletter at the end of each calendar month,

2) Be aware of the MCC calendar of events in addition to non-listed special events,

3) Maintain a list of organizations that provide information about community events,

4) Be in contact with non-housing co-ops regarding employment opportunities and special events,

5) Ensure that the Membership Committee composes a regular column about membership issues,

6) Solicit occasional articles from coordinating staff members,

7) Include in the May and August issues a newsletter content survey, the results of which are reported in the June and September issues and are used to define the standard features of the newsletter,

8) Obtain newsletter content feedback from the Membership Committee each year.

A stipend of $70 per issue will be paid to the newsletter editor(s). Upon request by the editor(s) or the Membership Officer, the Membership Committee shall review the issue and adjust the stipend(s) to reflect exceptional quality or hours worked. The Membership Committee will remain in budget when adjusting the stipend(s). The stipend(s) may be in a range of $50 to $130 per issue.

NASCO Cooperative Internship Program

MCC shall participate each year as a host organization in the North American Students of Cooperation (NASCO) Cooperative Internship Program. The Member Services Coordinator selects and supervises all interns and seeks Membership Committee input on projects to be undertaken by interns. In exchange for performing 20 hours of work per week, an intern will be provided room and board at a willing MCC house selected by the Member Services Coordinator. The internship period is June 1st through August 14th.

Education Policy

(passed 7/27/2011)

A portion of the money in the Education line item is available to all membership and staff to use towards creating educational experiences, such as: workshops, field trips, lectures, etc. through the Workshop Application Process:

1. Fill out an application online or in paper with the participants listed.

2. If paper, hand a copy to the Member Services Coordinator, Membership Officer or drop it into the application box in the office.

3. The MSC or Membership Officer will contact you and tell you which Membership Committee Meeting to attend. If you are unable to attend keep in contact with the MSC and Membership Officer.

4. The Membership Committee will approve, dismiss or ask for more information, by voting according to MCC’s voting rules. If a member of Membership Committee is applying for the funds that person will abstain from voting on their application.

5. The Membership Committee will assist the applicant to advertise for the workshop.

6. The MSC will reimburse you for the supplies when you submit a reciept. * (If you cannot afford to front the money inform the MSC and we’ll work something out)

If you are being compensated for your time you will be paid no later than 2 weeks after the workshop.

7. Go through with your workshop and report back to the membership committee.

Stipulations:

No more than half of the allocated portion of the Education fund may be spent in a single month, unless approved by the board.

There will be rolling deadlines for the Application Process

MCC Grievance Policy

(Adopted 12/1/82; Amended 7/30/08; Amended 12/3/08)

A. Grievance Committee Structure:

The Grievance Committee shall be comprised of the Grievance Chair and three to five members. The chair and members will be elected at the Board with the commitment of serving for six-month terms for continuity. The Grievance Chair should be given a small stipend of $25 per month (0-1 grievance meeting), or $50/month (2 or more grievance meetings). The money that we have not budgeted for can come from the maintenance budget. Officers and current directors may not serve on the committee. There may not be more than two members of each house on the committee. The Board is empowered to remove a member from the committee. The committee is required to meet only when grievances are presented, or at the discretion of the chair.

B. Grievance Chair:

The Grievance Chair is responsible for being the primary contact to parties initiating the grievance process, organizing committee meetings, reporting to the Board when the committee is actively handling grievances, and keeping records of all meetings.

C. Scope of Grievances:

The Grievance Committee is specifically charged to handle grievances of an organizational nature, e.g. grievances among current members and houses, directors, officers, and staff. The Membership Officer is charged with grievances between members and basic conflict-resolution at the house level, unless the Grievance Committee is requested specifically.

D. Process for a Grievance between a Member and a House:

For grievances between a member and a house, the member and house attempt to settle the problem at their house meeting. If not successful, then the member or house may request the intervention of the Membership Officer, or Grievance Chair if necessary. The intervening party will attempt to assist the house and member in reaching consensus on a solution, and recommend an action to the appropriate committee or Board when necessary. In the event that no solution is reached, the parties can agree to end the contract and association between them or resort to any legal actions available under law. In the case where the house is having troubles due to the unresolved dispute, the Management Concerns policy comes into effect and MCC takes such actions as seem appropriate to ensure the survival of the house.

E. Process for a Grievance of an Organizational Nature:

For any grievance involving current members and houses, directors, officers, and staff, the Grievance Committee shall initially collect written grievances from all parties, meet to discuss the grievances, and hold a grievance meeting for all the parties. The Grievance Committee is empowered to assess the nature of the grievance in deciding its relevance to the committee s scope after collecting the initial written grievances. The committee may define how many meetings to hold between the parties. When active, the Grievance Committee shall provide a report to the Board and any appropriate committees. The Grievance Committee shall attempt to assist the parties in reaching consensus on a solution. Whether a solution is reached or not, the Grievance Committee will recommend an action to the Board or any appropriate committee if necessary.

F. Stipend for Grievance Officer. (added 12/05/08 Board meeting)

The Grievance Chair shall be given a stipend each month of $25 when there have been 0-1 grievance meetings during the month, or $50/month when there have been 2 or more grievance meetings during the month. The Grievance Chair shall report how much they worked to ONEC each month. The Grievance Chair shall file a written report with ONEC each month and Grievance Committee members are encouraged to contact ONEC if they have any concerns.

Intervention of MCC in Guest Policy

In the event that a house does not support the objection of a member- a failure of cooperative living- the house’s Membership Coordinator shall contact a member of the Coordinating Committee. The Coordinating Committee will place a decision item on the matter at the next Board of Representatives meeting. The Board of Representatives will consider the case and either enforce the objection or override it.

If the situation is urgent, an emergency Board of Representatives meeting shall be called within 96 hours of hearing the objection. If the Board of Representatives cannot make quorum, the Coordinating Committee shall replace the Board of Representative as the decision making body.

Safety Concerns With Pets

(passed 7/27/2011)

If an incident occurs where any un-caged pet member of MCC jeopardizes the safety of any other member, un-caged pet member or guest, the following steps are to be followed:

1. The incident is to be reported to:

a. All members of the house where the un-caged animal resides.

b. Members of other houses that may be affected by the incident.

c. MCC Member Services Coordinator

i. The MSC will work with the member to come up with a place the pet can stay as a back-up plan in case the pet must be removed from the house.

2. The house will be given two weeks to resolve this issue to the satisfaction of the complaint issuer, pet owner, the house, and MCC.

a. During this time the un-caged pet in question shall be leashed, caged, or under supervision at all times while in common areas of the house.

b. If there is a second safety incident before or after the two weeks, the issue will immediately go to II

3. If this issue is not resolved to the satisfaction of all affected parties within two weeks, this issue will be brought before the II Committee

a. The pet owner has the option to consult a professional. The burden of the cost will be, the pet owner, the house, or MCC to be determined on a case by case basis by II Committee.

4. The ii committee has the authority to demembership an un-caged pet member if the safety of any member, un-caged pet member or guest of MCC is deemed in jeopardy.

5. If an un-caged pet member of MCC is demembershipped by the house or ii committee,

a. The un-caged pet member is to be removed from MCC property within 48 hrs. of the decision.

b. The pet owner will be given the opportunity to break contract without monetary or legal ramifications.

c. The pet will be given the opportunity to membership at a different house.

6. If the injury requires medical attention the pet will be removed from the house immediately until the incident has been investigated and resolved.

Member Debt

Contract Guarantors

(Updated 10/6/11)

A member must have a contract guarantor if:

1) the member in question is under eighteen (18) years of age or

2) the member in question has received three (3) or more notices for non-payment of rent within the previous twelve (12) months.

3) the member in question has a current guaranteed payment plan with MCC (even if the payment plan expires before the new contract year begins)

A member who is required to have a contract guarantor must have a contract guarantor in place before the house or MCC can approve and sign their contract. Such guarantors must sign appropriate legal documentation whereby they guarantee to MCC the full performance and observance of all the agreements and conditions contained in the contract, including the punctual payment of all room charges, food co-op payments, long-distance telephone charges, damages, and workjob compensation payments.

Before determining whether an individual may serve as a contract guarantor, the Member Services Coordinator will determine and verify:

1) the individual’s employment and income,

2) the individual’s cash assets if savings are pledged,

3) how much, if any, the individual owes to creditors, and

4) whether the individual has any outstanding court judgments for unpaid debts.

Additionally, a current or former MCC member whose debt exceeds one hundred dollars ($100) may not be a contract guarantor for another member.

If a member with a contract guarantor fails to make a scheduled payment, then the contract guarantor must honor their guarantee of the member’s entire debt upon demand.

Allowable Debt for Contract Approval

A house may not approve a new contract for a member whose debt exceeds fifty dollars ($50) unless the member is on a payment plan that eliminates the debt within one (1) month of contract approval. Every July the Member Services Coordinator is to remind all house membership coordinators, house treasurers, and debtors of this policy.

Communicating Member Debt Policies

A summary and flowchart of member debt policies will be attached to all member contracts and posted in all houses. Three (3) times per year the Member Services Coordinator will send all house accounts receivable treasurers a summary of how members and house accounts receivable treasurers can follow member debt policies.

Allowable Debt for Members

A member who is not on a payment plan is allowed to maintain a debt of up to fifty dollars ($50) without risking contract termination and eviction.

Debt Reduction Grace Period

A member who is not on a payment plan has until the fifth (5th) day of a given billing month to reduce their debt to the allowable amount or set up a payment plan without risking contract termination and eviction. Within legal limits, however, houses may levy fines on members who pay after the first (1st) day of a billing month.

Member Debt Reports

House accounts receivable treasurers must provide the Member Services Coordinator with a member debt report by the seventh (7th) day of each billing month. A member debt report must include:

1) billing sheets that detail charges and payments through the fifth (5th) day of the billing month for all current and debting past members,

2) all new or modified payment plans approved by the house and signed by the member in question and the house accounts receivable treasurer, and

3) a list of all members who have missed payments on current payment plans.

If a house accounts receivable treasurer is delinquent in providing member debt reports, the house is subject to the penalties and actions delineated in the House Treasury Report Policy (MCC Treasurer’s Report Policy). Member debt reports are considered to be a type of treasurer’s report. Note that the Member Services Coordinator, not the Finance Coordinator, is the staff member responsible for overseeing the application of the House Treasury Report Policy (MCC Treasurer’s Report Policy) for late member debt reports.

Standard Payment Plans

(Updated 7/29/09)

To be considered valid, standard payment plans must:

1) Reduce the debt to below $800 within five (5) days of the next billing date,

2) Reduce the debt to $0 by fourteen two weeks; $200 by six weeks; and by $400 by 10 weeks prior to the expiration of the member’s latest-expiring, approved contract,

3) Be written on a standard MCC payment plan form,

4) Be signed by the member in question,

5) Be approved by the house and signed by the house accounts receivable treasurer, and

6) Be deemed by the Member Services Coordinator to be valid according to all relevant policies and signed by the Member Services Coordinator.

Exceptional Payment Plans

(Updated 7/29/09)

To be considered valid, exceptional payment plans must:

1) Be approved by the house and signed by the house accounts receivable treasurer,

2) Be approved by the Individual Issues Committee,

3) Never have a debt above $1,600

4) Reduce the debt to $0 by two weeks; $200 by six weeks; and $400 by ten weeks prior to the expiration of the member’s latest-expiring, approved contract,

5) Be deemed by the Member Services Coordinator to be valid according to all relevant policies and signed by the Member Services Coordinator.

Additional Note: The Individual Issues Committee, in deliberating on proposed exceptional payment plans, should consider the savings of the member’s house, the member’s documented ability to pay, presence of co-signers, and the committee member’s own judgment. An MCC house may have cash flow problems if it does not maintain 1.5 month’s worth of expenses in their bank accounts or discretionary fund.

Modifying Payment Plans

Standard payment plans may not be modified without appealing to the Individual Issues Committee, unless:

1) The revision takes place before missing a scheduled payment,

2) The member has not been served two (2) or more notices for non-payment of rent in the past year,

2) The revision does not increase the amount of debt at any given billing, and

3) The modified payment plan still meets validity criteria two (2) through eight (8) for standard payment plans.

Exceptional payment plans may only be modified with the approval of the Individual Issues Committee

Debt Guarantors

(Updated 10/6/10)

A member must have at least one debt guarantor:

1) Before either the house or the Individual Issues Committee approves an exceptional payment plan for the member in question.

2) If either the hours or the Individual Issues Committee deem it necessary before approving a standard payment plan for the member in question.

A member who is required to have at least one debt guarantor must have a debt guarantor in place before the house or MCC can approve and sign heir payment plan. Such guarantors must sign appropriate legal documentation whereby they guarantee to MCC the full payment of the member in question’s debt.

Before determining whether an individual may serve as a debt guarantor, the member Service Coordinator will determine and verify:

1) The individual’s employment and income

2) The individual’s cash assets if saving are pledged

3) How much, if any, the individual owes to creditors

4) Whether the individual has any outstanding court judgments for unpaid debts

Additionally, a current or former MCC member whose debt exceeds one hundred dollars ($100) may not be a debt guarantor for another member.

If a member with a debt guarantor fails to make a scheduled payment, then the debt guarantor must honor their guarantee of the member’s entire debt upon demand.

Contract Termination and Eviction for Unresolved Debt

Based on the member debt reports provided by house treasurers, the Member Services Coordinator will pursue contract termination and eviction for all members with debts exceeding the allowable amount who are not on payment plans. To this end, the Member Services Coordinator will serve each member a Five Day Pay or Quit Notice that can be cured by:

1) Reducing their debt to the allowable amount,

2) Getting on a standard payment plan, or

3) Getting on an exceptional payment plan. Note that the member must request an appeal meeting to the Member Services Coordinator before the five (5) day period expires.

If the notice is not cured, the Member Services Coordinator will wait until three (3) days after the five (5) day period expires, then will file for eviction in small claims court and arrange for the member in question to be served an eviction summons and complaint. A member facing eviction for unresolved debt is automatically scheduled for an appeal at the next Individual Issues Committee meeting.

In small claims court MCC will seek to have the member in question evicted unless all of the following actions have taken place by the court date:

1) The member in question has reduced their debt to the allowable amount and the house accounts receivable treasurer has provided the Member Services Coordinator with an updated billing sheet that reflects this,

2) The member in question has been approved to continue living at their house and the house accounts receivable treasurer has communicated this in writing to the Member Services Coordinator, and

3) The Individual Issues Committee has decided that the member in question is not to be evicted.

Contract Termination and Eviction for Defaulting on a Payment Plan

It is the duty of all house accounts receivable treasurers to immediately inform the Member Services Coordinator in writing when a house member defaults on a payment plan by failing to make a scheduled payment.

The first time a member defaults on a given payment plan by failing to make a scheduled payment, the Member Services Coordinator will pursue contract termination and eviction actions against them. To this end, the Member Services Coordinator will serve the member in question a _Five Day Pay or Quit Notice_ that can only be cured by getting up to date on their payment plan or by successfully appealing to the Individual Issues Committee. Note that the member must request an appeal meeting to the Member Services Coordinator before the five (5) day period expires.

If the notice is not cured, the Member Services Coordinator will file for eviction in small claims court and arrange for the member in question to be served an eviction summons and complaint. A member facing eviction for defaulting on a payment plan is automatically scheduled for an appeal at the next Individual Issues Committee meeting.

In small claims court MCC will seek to have the member in question evicted unless all of the following actions have taken place by the court date:

1) The member in question has reduced their debt to the allowable amount or is on a modified exceptional payment plan approved by the Individual Issues Committee and the house accounts receivable treasurer has provided the Member Services Coordinator with an updated billing sheet that reflects this,

2) The member in question has been approved to continue living at their house and the house accounts receivable treasurer has communicated this in writing to the Member Services Coordinator, and

3) The Individual Issues Committee has decided that the member in question is not to be evicted.

The second time a member defaults on a given payment plan by failing to make a scheduled payment, the repercussions will be the same as they are for the first time except that the member in question will not receive a Five Day Pay or Quit Notice that can only be cured by getting up to date on their payment plan or by successfully appealing to the Individual Issues Committee, but rather they will receive a Fourteen Day Termination Notice that can only be cured by successfully appealing to the Individual Issues Committee.

Contract Termination and Eviction for Excessive Debt Notices

If a member receives a fifth (5th) or subsequent debt notice within a one (1) year period, the Member Services Coordinator will pursue contract termination and eviction actions against them. To this end, the Member Services Coordinator will serve the member in question a Fourteen Day Termination Notice that can only be cured by successfully appealing to the Individual Issues Committee. An appeal to the Individual Issues Committee will be automatically scheduled for the member.

If the notice is not cured, the Member Services Coordinator will wait until three (3) days after the fourteen (14) day period expires, then will file for eviction in small claims court and arrange for the member in question to be served an eviction summons and complaint.

In small claims court MCC will seek to have the member in question evicted unless both of the following have happened by the court date:

1) The member in question has been approved to continue living at their house and the house accounts receivable treasurer has communicated this in writing to the Member Services Coordinator, and

2) The Individual Issues Committee has decided that the member in question is not to be evicted.

A member whose contract is terminated for excessive debt notices is not allowed to contract for housing with MCC for a period of one (1) year from the date of the termination

Serving of Eviction Summonses and Complaints

Representatives of MCC will hire private process servers, not sheriff’s departments, when eviction summonses and complaints are to be served to members.

Burden of Court Costs

When representatives of MCC pursue legal action against a member, all court filing fees, process serving costs, and other court expenses will be paid by MCC and billed to the appropriate house. A billed house can charge the member in question for court costs to the extent allowed by law.

Member Debt Collection

(passed 7/27/2011)

The MCC Board of Directors Approves the finance coordinator to collect a debt collection fee, to be billed directly to a house that has a member who leave with outstanding debt (outstanding debt is defined as the total amount due on the first line of Section F of the MCC Security Deposit Accounting Form)

There is a seven-day grace period after the member vacates the premises in which to pay for the outstanding debt before billing the house and collection begins. The vacating member also has the option to present a house approved payment plan to the Member Services Coordinator within the seven-day grace period to avoid immediate debt collection. If any payment is late or missed, the debt collection fee will be billed to the house and the debt collection will begin.

If a member leaves with less than the debt collection fee amount in outstanding debt, the fee will not be billed to the house and no debt collection will be initiated by MCC.

Past Member Debt Collection

Each house is responsible for designating which member or position within the house is to conduct debt collection from former housemates. Alternatively, houses may choose to have MCC hire someone to do this service and bill the house for the cost. Debt collection records are to be kept in a standard way for all houses, in line with the system set up by MCC’s Past Member Debt Consultant, Phil Utschig.

Experienced house members and the Member Services Coordinator are responsible for training house members in debt collection. Twice times per year the Member Services Coordinator will provide a training in past member debt collection that will detail:

1) What records to keep,

2) How to approach former members who have outstanding debt,

3) The collection options available to the house, and

4) When to get MCC or outside assistance.

Diversity, Child Subsidy, Harassment

PARENT/CHILD SUBSIDY

(passed at the GMM on 20 April 1997; amended at the GMM on 20 October 2002; amended at the July 6, 2005 Board Meeting; amended at the April 26, 2006 Board Meeting)

Guidelines for offering parent/child subsidies:

1. A child subsidy may be offered to parent(s), foster parent(s) &/or legal guardian(s) (referred to as parents here forth) of a specific child or children under the age of eighteen living with & in the same MCC house as the subsidy recipients.

2. Parents must provide legal documentation (tax returns, court records, other government/official records or an affidavit signed by the house) indicating (not just paternity/maternity) of full or partial custody of a child to the MCC Finance Coordinator upon initial request of monthly reimbursement.

3. The maximum amount MCC will subsidize is 70%, for large houses (15 rentable rooms or more), or 80% for small houses (14 rentable rooms or fewer), of whatever percent the house decides to subsidize a parent’s rent, up to 40%.

4. The MCC Board of Directors will annually budget an amount for the child subsidy program.

5. MCC houses interested in offering child subsidies must budget for the number of children they can afford to offer subsidies to and submit this amount to the MCC Board of Directors for approval as a part of their annual house budget.

6. The MCC Board of Directors will decide on the portion of child subsidy budget that each house receives proportional to house budget requests and availability.

7. If a house agrees that the portion of the child subsidy budget they receive is insufficient, they can appeal to the Board of Directors to request an additional amount.

8. In the event a parent receiving a child subsidy decides to leave MCC without fulfilling their contract, the will be charged the full room amount (contracts should indicate the actual room amount excluding any child subsidy).

Interim Sexual Harassment Policy

Passed by the Board March 1, 1995

Statement of Policy:

Every house member, guest, and employee has the right to feel safe from hostile, intimidating, or offensive advances. MCC prohibits and will not tolerate the sexual harassment of any member, guest, or employee, by any other member, guest, or employee.

Statement of definition

“Sexual harassment” is understood here to designate any behavior that: (1) emphasizes the sexuality or sexual identity of another person in a manner that significantly impairs that person’s enjoyment of MCC life, (2) is unsolicited and (3) is unwanted or met with resistance.

Examples

Thus defined, sexual harassment may range in severity from sexist remarks to violent sexual assault. The following examples are presented as a helpful, but not comprehensive, guide to incidences of sexual harassment:

COMMUNICATION-REQUIRED–Unnecessary behavior, which is repeated after a clear complaint:

Non-Physical:

(1) Sexist remarks/behavior (including written and graphic)

(2) Sexually suggestive remarks/behavior (including written and graphic)

(3) Offensive advances (including sexual propositions) without threat of punishment or promises of reward.

Physical

(4) Offensive behavior (including touching, patting, caressing, kissing) without threat of punishment, or promise of reward.

NO COMMUNICATION-REQUIRED–Severe harassment, which will not be tolerated even once:

Non-Physical:

(5) Offensive remarks/behavior/advances (including those stated in #1,2,3) accompanied by promised rewards, or threatened punishment.

Physical:

(6) Offensive behavior (including those stated in #4) accompanied by promised rewards or threatened punishment.

(7) Sexual coercion with sanctions, and assault (including physical/sexual violence) that falls under the definition of sexual harassment.

PROCEDURE

I. Advising Phase

A) Any member, guest, or employee who believes that s/he has been sexually harassed properly turn to the Grievance Coordinator.

B) The role of the Grievance Coordinator as advisor:

1. The advisor will provide immediate support by listening to and discussing the case with the advisee.

2. The advisor will outline for the advisee the possible action open to her/him in those cases in which the advisee is considering entering a complaint, and will discuss the possible results of these actions.

3. The advisor will serve as a mediator between the complainant and the alleged harasser.

II Complaint Phase

A) Any current member, guest, or employee of MCC who believes that s/he has been sexually harassed by another member/employee may make a complaint during the membership or employment of the accused person.

B) A complainant may talk directly or through a third party to the Grievance Coordinator.

1. After discussion of the incident, the adviser will explain the sexual harassment policy and procedures.

2. A complainant may choose mediation or to start grievance procedures

3. The alleged harasser must be informed that there has been a complaint lodged against him/her within five days of the completion of #2

4. Each party must be accompanied by an adviser of his/her choice at all stages of the procedure

5. The complaint may choose mediation with the alleged harasser together with the advisors only or choose mediation through Grievance Committee. (formed in accordance with Grievance Policy)

6. If the complainant chooses to start grievance procedures, a grievance committee will be formed, and procedure will be followed as outlined in steps D though F of the Grievance Policy

7. In determining whether or not the alleged conduct constitutes sexual harassment, consideration will be given to the record of the entire incident as a whole and to the totality of the circumstances, including the context in which the alleged incidents occurred

8. No retaliatory actions may be taken against any person because her/she makes a complaint or against any member of MCC who serves as advisor advocate for any party in such any such complaint. No retaliatory actions may be taken against any person merely because s/he has been the object of such a complaint.

9. Proceedings can be stopped by the complainant at any point.

III. Sanctions

1) In determining the sanctions to be taken against the accused, consideration will be given to the record of the entire incident as a whole and to the totality of the circumstances, including the context in which the alleged incidents occurred.

2) The more physical and/or coercive the character of the offense, the more severe the sanction. Physical harassment includes offensive contact of a physical nature (touching, patting, kissing, caressing, and assault). Nonphysical harassment shall include but is not limited to those sexually suggestive remarks, sexist comments, lewd and obscene gestures, and sexual propositions which significantly impair the full enjoyment of co-op living. Harassment accompanied by promised rewards or threatened punishment shall receive a more severe sanction.

3) a) If the alleged harasser is a member of a house, sanctions include but are not limited to a verbal warning, MCCs “5-day cure or quit” notice, and notice of eviction.

b) If the alleged harasser is an employee, sanctions shall include, but are not limited to a verbal warning, and termination of employment.

 

CITY HOUSING AND ENERGY RESOLUTION

MADISON COMMUNITY COOP

Whereas, it is deemed appropriate and necessary that the members of Madison Community Co-op become involved in matters directly affecting us, the organizations we belong to and society in general, and to that end agree to and support certain relevant principles and policies.

Now, therefore, be it resolved, that we the assembled membership of MCC do hereby adopt the following resolutions:

HOUSING

Resolution #1: The City must play a much increased role in building and rehabilitating new housing units in the central city. Given the continued pressure for student housing, and the predicted demand for some 5000 units by nonstudents over the next ten years, there will be no relief from property speculators, who are already taking advantage of the very low vacancy rates. More displacement due to rising housing costs and either further neighborhood deterioration and growth of condominiums is extremely undesirable.

Resolution #2: The City or some City agency, Community Development Authority (CDA) or Madison Development Corporation (MDC), should build and rehabilitate significant numbers of new housing units in the central city for low and moderate income persons. The goal should be at least 5000 units in the next 10 years.

Resolution #3: the City and University both should advocate and encourage the initiation of new housing cooperatives. Co-ops can play an important role in keeping housing costs down because of their not-for-profit, nonspeculative orientation.

Resolution #4: City or State law should provide tenants the right of first refusal on purchase of absentee owned property which is for sale. The City or State should provide low-interest loans for down payments to help the tenants start new cooperatives.

Resolution #5: The State should adopt a taxation policy which strongly discourages housing speculation and the rapid turnover of income property.

Resolution #6: The City should require housing impact statement for any rezoning, conditional use or demolition permits which may, individually or cumulatively, significantly affect the supply and cost of housing in the central city. The existing demolition ordinances should be revised so as to preclude the intentional destruction of houses by neglect.

Resolution #7: The City should examine in detail the concept of density zoning. While the philosophy of discouraging the influx of speculators into stable residential neighborhoods has some merit, the use of R4A zoning to accomplish this goal is morally unacceptable because of its discrimination against nontraditional lifestyles.

ENERGY

Resolution #8: We call for the development of decentralized, renewable and nonpolluting energy sources. A national energy policy must be formulated which serves the needs of people, not corporate profits. Energy production and distribution must be less capital intensive, and create more jobs. Tax incentives should be provided so as to encourage the use of renewable energy resources.

Resolution #9: We call for a moratorium on all new nuclear reactors, and rapid phaseout of all existing nuclear power facilities.

Resolution #10: We demand a strong City program of solar and wind demonstration projects. This program should be aimed at encouraging self-help projects and the creation and expansion of local small businesses.

Resolution #11: We demand the establishment of strong City standards for residential and commercial energy conservation.

Expansion, Development, Social Justice Center

EXPANSION POLICY

The following policy was accepted by the general membership 10-5-83.

An addition was accepted by the general membership 4-20-97

MCC commits itself to a program of controlled expansion over the next 5 to 10 years, because:

1) Cooperative housing is beneficial to the community by:

a) providing housing for people of low to moderate income

b) developing leadership and group skills in members

c) reducing housing speculation

d) expanding the cooperative movement as an alternative to a

capitalist economy.

2) The financial base of MCC will be broadened and more people will share the costs of administration.

3) Members of MCC campus co-ops will have a place to move on to when they want to leave the downtown area, making MCC as a whole more stable.

The rate of expansion must be controlled so that growth occurs no faster than MCC can evolve to handle it. It is intended that MCC develop groups of houses into semi-autonomous divisions, to maintain the sense of smallness and immediate member control that we are accustomed to. The specific details of a division structure will have to be worked out as MCC grows into needing one.

MCC should not do new acquisitions (acquisitions meaning one house or a small group of houses financed jointly) more than once per year. The ideal might be new acquisitions every other year. New acquisitions are always subject to Board and member approval.

Size of Buildings

MCC shall favor the purchase of houses which will be occupied by not less than 5 nor more than 20 people. MCC will practice economy-of-scale in the purchase of new housing so that increases in cost per member will not be unreasonable.

Location of New Acquisitions

MCC shall make an effort to expand into the areas which our former members move to, in order to maintain their presence/experience within MCC.

MCC shall continue to broaden its presence in the Marquette Neighborhood to build a community in conjunction with Syntropy Co-op which is already there.

MCC shall continue to expand out of predominantly student housing areas to more traditional neighborhoods that would be more attractive to parents and/or older members.

MCC shall investigate local zoning ordinances in advance to see if we fit them or can adapt them to us.

MCC will make an effort to purchase co-ops in areas populated predominantly by minority residents and, by December 31, 2002, MCC will make at least one of these purchases. (separate policy passed by General Membership on 4/20/97)

Quality of Housing

• MCC shall follow the guidelines established for size and location.
• MCC shall direct our efforts towards buildings we can repair and maintain at a reasonable cost.
• MCC shall purchase buildings that are structurally sound.
• MCC shall purchase buildings that are energy efficient so as not to drain the resources of the community.
• MCC shall also look towards renovating and repainting older buildings to preserve the integrity of the neighborhoods we move into.
• MCC shall consider unique architectural and structural aspects of buildings as well as their adaptability to energy efficiency via appropriate technology.
• MCC shall not rule out the construction of co-op housing in the future.

Initiative

MCC shall actively pursue expansion in the following way:

a) Appoint one person to chair a standing expansion committee. Other members of the committee should be current members interested in expansion. This committee will investigate availability of properties, leasing, financing options and member enthusiasm for expansion.

b) Through the committee, MCC shall seek out and encourage groups of people interested in forming new co-op housing, whether they are current MCC members, past members, or a combination of the two. These groups can benefit by joining with MCC and sharing our financial, administrative and technical/experiential resources. The committee will also seek out interested people who are not members of MCC.

In both of these situations, those interested in living in a new house should join with the standing committee, since their concerns are at stake and their energy is vital at every step of the process if the new house is to be a success. Standing committee members should be prepared to undergo training in real estate and financing so as to better serve the needs of the committee. This training will be provided by or through MCC.

Leasing

MCC may enter into a leasing/management agreement with Madison area landowners, for the purpose of providing controlled, cooperative housing to its members. The lease agreement shall include provisions for maintenance responsibilities, utilities, tax and insurance payments, maximum allowable rent increases, lease renewal and termination, right of first refusal and/or an offer to purchase at a specified time, including a purchase price.

MCC will manage the major affairs of the building to include rent payments, and any taxes, insurance, major maintenance and any reserves included in the lease agreement. The co-op house is to be responsible for minor maintenance, utilities, and any other internal accounts as in the owned MCC co-ops. The co-op members shall enjoy all other rights granted in the MCC bylaws.

After the first year of leasing, the MCC Board shall determine if it is desirable to work towards purchase of the building and will start looking at the necessary financial and legal arrangements.

Development Funds

No more than 80% of the MCC development Fund will be used for the purchase of any one building or acquisition, and at no time will the MCC Development Fund be drawn below $2000 because of any one purchase.

In addition to exploring other funds, MCC will permanently raise rent $3 per member per month to go towards the Development Fund. For new members with contract starting dates of May 1, 2003 or later, the MCC lifetime membership fee for Type A members becomes $45 (the total of the other MCC move-in costs (MCC deposit, NASCO & CCDC fees) would be $275)

The Development Fund may be used for minor rehab of a purchased property, but the funds for major rehab should be included in any financing arrangements for the purchase.

Deciding to Acquire

The Board of Directors will make a recommendation for referendum by the membership, which will include occupancy and equalization in accordance with the MCC bylaws.

Start up-Funds for New Co-ops

Borrowing for new house purchases shall include funds for supplies, vacancies and other house start up costs (such as paying bills). An estimate of this cost will be presented to the General Membership included with the financial information provided when the vote to purchase occurs. The Finance Coordinator will make this payment to the house when the co-op has a treasurer and a budget; new MCC houses will be given a grant of 60% of one month’s house budget (total income excluding food). A loan of 40% of one month’s house budget (total income excluding food) will also be given. Houses may refuse any part of the grant or loan. The Finance Coordinator can adjust these amounts for the inflation rate. The Board may increase the grant if needed for a period of initial vacancies or “rent abatement” for the MCC payment during periods when the premises are not yet habitable. This money will not be used to reduce member charges.

Social Justice Center Partnership

(Passed at the 1/26/00 BoD meeting; Amended at the 9/25/05 General Membership Meeting; Amended at the 12/7/05 Board meeting)

A.) MCC decides to be partners with Wisconsin Community fund, Tenant Resource Center, and Wisconsin Citizen Action. The purpose of the partnership is to network, share resources and share in ownership of the Social Justice Center at 1202 Williamson Street.

B.) The MCC President shall receive a monthly stipend of $25 for serving as one of MCC’s SJC RepsIf MCC’s SJC Rep.s are not fulfilling their duties, other staff at the SJC should report the situation to MCC staff or an MCC officer. The staff or officer should bring the problem to MCC Coordinating Committee.

SJC Reps. would have the following job descriptions:

Note: SJC Reps. would not be on the Coordinating Committee and would not be on the MCC board as a voting member (unless on the board for another reason). MCC staff, as long as they are Class A or B members of MCC are also eligible to run for SJC Rep. If the SJC Rep. Positions go unfilled, MCC staff and officers must make sure MCC’s responsibilities are covered.

TOTAL COMMITMENT=4.5 hours/week average, plus: an average of 6 additional hours/month+ SPECIFIC DUTIES EVERY 2 WEEKS:

* Perform MCC’s SJC Workjob weekly. VERY IMPORTANT! Workjobs rotate quarterly (but the SJC is flexible-if MCC wants to volunteer to do bathrooms for a whole year, it would likely be fine). Workjobs include bathrooms, upstairs common areas, downstairs, and outdoors. Most of these workjobs take 1/2 to an hour per week (Total: hour every 2 weeks per rep.)

MONTHLY

* Represent MCC at all SJC Board Meetings

Get feedback on major issues from the MCC Board before the SJC makes a decision (table the SJC Board item when necessary). Major issues include any major change to the SJC-such as a proposal that changes its mission or function, involves a major financial commitment or risk, or significantly affects MCC’s office space.

* Obtain feedback on minor issues of interest to MCC through sense votes at MCC Board meetings and through talking to staff, officers, and other MCC members. Minor issues of interest might include whether or not to get a Coke Machine for the building, letting a certain Incubator group, etc.

* With all issues, the Reps. are expected to get as much feedback as possible and act with MCC’s and the SJC’s interest equally in mind. (This is similar to how you handle issues at the MCC Board you have your house’s interest in mind, but also MCC’s) Board meetings are usually 1-2 hours once a month. (2 hours/month per rep.)

* At least 1 Rep. should serve as an SJC Officer or chair a SJC committee. Officer positions are Secretary, Treasurer, President, Vice President. In addition, the Operations, Incubator and Fundraising committees have separate chairs. (3+hours/month for 1 rep)

* Serve on one SJC Committee per rep: Operations, Finance, Incubator, Fundraising. Participation especially in Operations, entails volunteering to do a portion of the work that must be done to run the committee. Operations should always be attended by 1 Rep. Most committees meet for one hour 1x/month. Other MCC members/staff are welcome to voluntarily serve on SJC committees (2 hours/month per rep)

* Report at each MCC Board meeting and GMM (1 hour/month per rep.)

* Help keep the MCC office clean and organized. Help vacuum, take out trash, clean and organize. Help keep MCC library organized. Help make sure brochures on MCC are always available and visible in the office and that the office is welcoming to visitors and assist with MCC office tasks including phone relief, filing, calling back potential membershippers, or helping with any other task staff could use assistance with. (hours/month per rep.)

* Make sure MCC members know that other groups can use the SJC Conference Room for meetings & MCC can sponsor them. MCC has 4 slots a month free, and beyond that, outside groups pay $1/attendee. Make sure MCC members or other organizations know that the SJC Reps are the people to call. When they call, check the calendar posted outside the conference room for availability and schedule them if the room is available. (Note; you can call the MCC office and have someone check for you.) Then, be sure he group fills out a Conference Room Agreement Form and pays the fee if applicable. When the meeting is held, make sure the building is open for them, locked behind them after they leave & that conference room is left clean. (2 hours/month per rep)

* Support the other organizations in building. Attend some of their events-for example, TRC’s annual fundraise, Madison Hour’s potluck, chili dinners, etc. Regularly post any SJC/organization events, volunteer opportunities and job opportunities in MCC houses &/or announce to MCC members (1 hour/month per rep)

Once or twice a year:

* Write proposals to improve the SJC. Help improve process & develop policies. (3 hours/year per rep)

* At least 2x/yr present SJC financial info. to the MCC Finance Committee. Present the info to the MCC Board a least 1x/yr. (3 hours/year per rep.)

* Orient the MCC Board to the SJC (encourage an annual board meeting there with a tour and orientation). Orient new MC staff and officers to the SJC and introduce them to other people in the building, as well as the resources there that they may use (conference room, kitchenette, training opportunities) Orient members to the SJC at least twice a year through such things as informational booklets, going to house dinners, having an open house, walking tour, etc. You could also organize an MC art show once a year-where MC members can display their art and have an art show opening party at the SJC (12 hours/year per rep)

* Participate in all SJC fundraising efforts (phone-a-thons, Anniversary event) and make a substantial effort to recruit other MCC volunteers. Participate in all SJC Work Days (painting, etc) and make a substantial effort to recruit other MCC volunteers. Help coordinate tabling at the Willy St. Fair, Orton park fest. WORT Block Party, etc. on behalf of SJC. Be sure that MCC has a visible presence at the table(s). Actively recruit other MCC and SJC members to help out (you can coordinate fun events like coloring, button making, co-op trivia games, etc.) (5 days/year per rep)

* Help organize events to help build community at the SJC-treats, happy hour (6 hours/year per rep)

* Once a year, organize something to thank MCC staff (special dinner at a house, etc.) (4 hrs./year per rep)

* Attend MCC’s Annual Retreat (1 weekend/year usually in the fall)

This position is ideal for a former MCC officer or Board member because they would have experience on a Board and have a good feel for MCC. In addition, knowing the members level of responsibility and meeting attendance would be good before electing them to this position (Good SJC reps can accomplish a ton, but bad SJC reps make MCC look irresponsible and forfeit the chance to accomplish great things through these positions).

MCC shall be represented on the SJC Board by our President and our Maintenance Coordinator. The Maintenance Coordinator shall spend no more than 8 hours per month working on SJC-specific matters.

Social Justice Center Policies

passed at the2/13/00 GMM

o Allocations from the MCC Office Center fund. Instead of a list of donors for the capital campaign and in support of the endeavors of the Social Justice Center, MCC allocates$5,000 from the Office Center Fund as follows: $2,000 as a donation, and $3,000 as a three year loan at %5 simple interest.

o Dedicate one-third of the current MCC development fund for housing in Willy St. area. MCC decides to secure future possibility of cooperative housing in the Williamson/Jenifer Street area. MCC dedicates one-third of the current Development fund (one-third of the fund equaling approximately $28,000) as the Williamson/Jenifer Street Housing Fund. Interest will accumulate in this fund. this fund may only be used to develop housing in the Williamson/Jenifer Street area. In any case, the development must be for housing that MCC owns and has equity in. The Development Committee will research all options in this area in accordance with it?s policies, and the Board may allocate up to one-third of this amount to secure a possibility where there is no time for a referendum. Otherwise, any decision to actually spend this fund shall be decided later by the membership.

Renewed Mandate for SJC Board Members

passed at the 4/25/00 BoD meeting

MCC requests that its Social Justice Center Board representatives sign the Social Justice Center Bylaws and a ten year lease in the Social Justice Center (1202 Williamson Street) subject to the following conditions:

1. MCC authorizes the SJC to borrow $125,000 from the Dane Fund and $395,000 from M&I Bank for the purchase and renovation of the old Willy Street Co-op Building.

2. The SJC reps have already gained agreement from the other SJC partners that the SJC Bylaws will be changed to a modified consensus process. The SJC reps will seek to implement this agreement at the next SJC Board meeting.

3. The SJC will provide maintenance storage space to MCC for free.

4. The SJC will allow member groups to locate other non-profits to take over a ten-year lease and to thus sublet leased office space, if they are willing to become an SJC partner and are approved to the SJC Board.

5. The SJC will obtain (at least) three estimates from construction companies for the renovation work within one month.

6. The amount that MCC will target to fundraise for the SJC is $5,000 over three years.

7. The other partners of the Social Justice Center are Wisconsin Community Fund, the Tenant Resource Center, and Wisconsin Citizen Action.

8. MCC has the future option of renting or using the basement space for MCC Maintenance.

9. MCC’s Social Justice Center Board representatives will confirm the final language of the Bylaws and the Leases (still to be written) with our attorneys.

10. MCC’s SJC Board reps will confirm the final language of any changes to the Bylaws to the BoD.

11. The Social Justice Center Board representatives will continue to report to the Board and GMMs, make decisions on behalf of MCC consonant with the above conditions, and obtain Board or GMM approval for any non-minor changes or new actions.

SET STANDARD START UP FUNDS FOR NEW CO-OPS

(passed at special GMM May 31, 2001)

Borrowing for new house purchases shall include funds for supplies, vacancies, and other house start up costs (such as paying bills). An estimate of this cost will be presented to the General Membership included with the financial information provided when the vote to purchase occurs. The Finance Coordinator will make this payment to the house when the house has a treasurer and a budget); new MCC houses (including Goo Hut) will be given a grant of 60 % of one month’s house budget (total income excluding food). The other 40% of what the house budget will be given in the form of a loan. Houses may refuse any part of the grant or loan. This money will not be used to reduce member charges.

The Finance Coordinator can adjust these amounts by the inflation rate. The board may increase the grant if needed for a period of initial vacancies or “rent abatement” for the MCC Payment during periods when the premises are not yet habitable.

Development Committee Funds

(Submitted 5/15/10)

The MCC Board of Directors approves transferring $5,000 from savings in the development fund at the start of the 2010-2011 fiscal year. The MCC Board of Directors invests the MCC Development Committee to spend up to $1,000 of development fund money at anytime provided five conditions are met:

1) There is enough money in the development fund to cover the expense

2) A formal agenda announcing the Development Committee meeting where the decision to spend the money will take place is distributed to all MCC houses at least one week prior to the meeting.

3) The expenditure would further MCC’s development goals.

4) An MCC staff or officer is in attendance at the meeting and in favor of spending the money, and the staff or officer fills out a form to give to the Finance Coordinator to show that the money was approved.

5) A report of the expenses is submitted to the Board of Directors

MCC Finance, Funds, and Property Tax

MCC House Loan Policy

Adopted by the MCC Board

September 3, 1997

* Individual MCC houses may also borrow money from MCC. These loans will have a specific decision-making/loan approval process. These loans will be classified as “miscellaneous loans” to be specifically used to enhance the operation or long-term livability of an MCC house through specific house projects or home improvements.

* All individual house loans are to be decided by the Finance Committee after the house has approved the loan and project/improvement at their own house meeting.

* The Finance Committee shall be provided a copy of the current year-to-date financial statements (Balance Sheet and Income and Expense Statements); a copy of the current year’s operational budget; actual monthly cash flow projections; and the last few bank statements. The purpose of this information is to evaluate if a house can afford the additional cash outlay of making loan payments. If the Finance Committee doesn’t approve a loan, then they should provide the house with specific information on what is required to approve a loan request in the future.

* The Finance Committee may send house project or home improvement ideas to the Maintenance Committee for their approval before deciding on a house loan.

* House loans are to be limited to one MCC house payment (larger houses should be able to afford larger loan amounts). Specific Loan amounts and their repayment schedules shall be determined at the Finance Committee meeting.

* Loan payments will be billed directly through the MCC monthly house billing sheets. Loan payments will be due at the same date the house’s monthly billing payment is due. Loans shall be repaid within one to two years.

* The house borrowing the money agrees to reimburse MCC the principal, any interest charges and any staff time needed to prepare and make the loan. The Finance Coordinator will decide if the loan will be made from current cash reserves or if moneys should be borrowed from our line of credit. The interest rate to be charged the houses is defined as the interest rate MCC would have earned if the moneys remained in cash reserves.

* MCC will not lend more than $18,000 per year under this category of loans. This amount should be shared as much as possible amongst all houses. Loans shall be decided in the order they arrive to the Finance Committee

Required minimum information to present the MCC budget to the general membership.

Passed 4/1/92

The Finance Committee, the Board of Directors and the General Membership shall receive the following information along with a proposed MCC budget.

1) Current vacancies and averaged vacancies beginning on august 15 of the previous year to current, compared with a 5% vacancy expense and what the house budgeted for vacancies.

2) Current past member debt and expected bad debt to the house in dollar amount and as a percentage of average room charges.

3) Last three months average of total accounts receivable/current from current members as compared to the houses MCC payment.

4) An assessment of any other problems in house operations that constitute a clear qualifier on MCC’s apparent financial health at the cusp of the fiscal year, including budget overruns.

This information shall be compiled in a timely way by the Treasurer and Finance Coordinator for the Finance Committee, and approved by the Finance Committee as it forms its projections for the upcoming fiscal year.

MCC Loan Policy

Adopted by the MCC Board

Amended Sept. 20, 1995 by the MCC Board

Amended Feb. 7, 1996

Our first response to groups wishing to borrow money will be to suggest they consider working with existing groups that specialize in making loans to co-ops, like the National Cooperative Bank and the North Country Development Fund. MCC will ask groups for documentation of rejection for loans from traditional lenders.

MCC will provide a basic information sheet that tells interested groups what information we want in order to process this loan, what the decision-making/loan approval process is like, what costs are likely to be, including the requested rate of interest.

MCC has two categories of loans–Real Estate and Miscellaneous–which will be treated differently in terms of collateral, interest, etc. Furthermore, MCC will never have more than 15% of its equity loaned out at any time and will loan only to other cooperatives:

A) Real Estate Loans:

A loan for the purchase or partial purchase of a co-op house.

Must be secured by a first lien on a property of at least equivalent value to the one being purchased.

Loan is not to exceed 70% of the appraised value of the collateral.

The co-op must be inclusive. To receive a loan of $5,000 or more, unless in special circumstances when the Board waives this requirement, the co-op must sign an agreement that, through the life of the loan, there will be included in their bylaws (or superior governing rules) the following assurances:

“(co-op name) will enact a plan to be affordable compared to the rents and inclusive compared to the diversity of city (“region” if in a rural area), act persistently on the plan, and take actions to ensure that people of color and low income persons are included as co-op members.”

MCC will charge the borrower one point above the weighted average of MCC’s aggregate debt (i.e. one percentage point above the average interest rate we pay to our banks). If the housing is in Wisconsin or in a neighborhood made up of high numbers of people in a group that is underrepresented in co-ops, MCC may choose to charge the borrower equal to the weighted average of MCC’s aggregate debt.

The borrower agrees that, if MCC should ever be informed that the assurance of inclusiveness or another loan condition has been violated by the borrower then, at MCC’s discretion, the borrower’s rate increases to two or three points above the weighted average of MCC’s aggregate debt for the life of the loan.

B) Miscellaneous Loans:

• A loan for the purchase of miscellaneous items to enhance the operation of a cooperative.
• MCC will not lend more that $10,000 per year under this category.
• Must be secured by collateral valued at least two thirds of the amount of the loan.
• MCC will charge the borrower three points above the weighted average of MCC’s aggregate debt.

• The group borrowing the money agrees at the time of the formal loan request that they will reimburse MCC for all title/financing statement searches and filing fees, and all legal costs associated with preparing and making the loan, even if the loan is not made.

• The group borrowing the money agrees to reimburse us for the staff time needed to prepare and make the loan, at current staff salaries (on an hourly basis), even if the loan is not made.

• That MCC not make any loan without properly secured collateral (collateral has no prior liens against it, or if so, there exists a clear ‘interest’, or portion of the collateral that we can use to secure our loan.)

• The borrower will pay for all work needed to establish and insure that they have a clear and unencumbered interest in the property that they offer as collateral: title searches and/or title insurance, other research necessary to establish that no prior claims (e.g. financing statements) have been made against their property.

That MCC will always file a Financing Statement, or register the mortgage, which specifies the collateral securing the loan, with the County and State, as is appropriate, within 5 days of closing the loan.

Outline of Loan Making Process (time estimates given are minimums)

Work To Be Done: Who Does It, Time Needed, Preliminary Evaluation of Loan Application, Finance Coordinator and Treasurer, 1-2 weeks, Consideration by MCC Finance Committee, Finance Committee, 2 meetings, Final Approval by Board, MCC Board 1 meeting

Information We’d Like to Have From “Established” Groups (those which have been around for 3 years or more)

• First, we’d like to ask you a few questions about who you are: your quest (mission or purpose as an organization), how you are organized, and why you would like to borrow money from us:

• Name of your group, what you do, how you are organized (partnership, cooperative corporation, etc.). In particular, we’d like to know how your group makes decisions in general, who makes financial decisions in your group, and what person or legal entity will be liable for the loan?

• Primary contact person for your group in the loan process.

• Your loan request (how much do you want to borrow, when would you begin making payments, what rate of interest would you like to pay).

• Why do you need the loan? If this is for a cash flow problem, what do you think caused the problem (is it seasonal, do you expect it to recur? What plans do you have to prevent this problem from happening again?) If you will use the money to finance a major equipment purchase or other long-term capital improvement, how long will it take for this expenditure to pay for itself in savings (payback period)?

• What alternatives do you have for borrowing this money (what other groups have you already contacted? What interest have they shown in making a loan? Would you mind if we contact them? What other groups do you plan to talk to?

• What would the consequences for you be if MCC decided not to loan?

• How soon do you need to have this money? Are there any dire consequences if you don’t get it by then?

• After reading over our expectations of you in the loan process, including costs you’d have to cover, the information we need to make a decision, and the time it will take for various groups to consider your request, do you have any questions or concerns you’d like to share? Does the timeframe we’ve outlined for MCC’s process seem reasonable to you? And now, we’d like to get some cold, hard numbers from you:

• Previous 3 years year-end Financial Statements (Balance Sheets and Income and Expense Statements)

• Most recent quarter’s Financial Statements – if different from most recent year-end statement.

• Current year’s Operating Budget (with supporting schedules, if any, e.g. Sales/Income Projections, Accounts Receivable Projections)

• Cash flow projections (on monthly/quarterly basis) for the coming year, including loan payments you propose to make the MCC and any other new financial obligations upcoming.

• What collateral you propose to give for the loan, including whether it currently secures any other loans and your estimate of the market value of the collateral (include how you arrived at your valuation).

• Do you currently have any other loans you are paying off? If you don’t mind my asking, who are those loans from? How are those loans secured? Do you mind if we speak to the folks who made those loans to you?

Information We’d Like to Have From New Groups (Less than 3 Years Old)

• First, we’d like to ask you a few questions about who you are: your quest (mission or purpose as an organization), how you are organized, and why you would like to borrow money from us:

• Name of your group, what you do, how you are organized (partnership, cooperative corporation, etc.). In particular, we’d like to know how your group makes decisions in general, who makes financial decisions in your group, and what person or legal entity will be liable for the loan?

• Primary contact person for your group in the loan process.

• Your loan request (how much do you want to borrow, when would you begin making payments, what rate of interest would you like to pay).

• Why do you need the loan? If this is for a cash flow problem, what do you think caused the problem (is it seasonal, do you expect it to recur? What plans do you have to prevent this problem from happening again?)

• If you will use the money to finance a major equipment purchase or other long-term capital improvement, how long will it take for this expenditure to pay for itself in savings (payback period)?

• What alternatives do you have for borrowing this money (what other groups have you already contacted? What interest have they shown in making a loan? Would you mind if we contact them? What other groups do you plan to talk to?

• What would the consequences for you be if MCC decided not to loan?

• How soon do you need to have this money? Are there any dire consequences if you don’t get it by then?

• After reading over our expectations of you in the loan process, including costs you’d have to cover, the information we need to make a decision, and the time it will take for various groups to consider your request, do you have any questions or concerns you’d like to share? Does the timeframe we’ve outlined for MCC’s process seem reasonable to you?

Since you are a new, or relatively new business, we’d like to see:

A copy of your Business Plan, including:

a. Financing plan (all sources of funds, how much from each). How much money will folks involved in the business be putting up personally? If any, what kind of financial return will they be getting from the business? Resumes of folks in your group, outlining previous experience in running this kind of an operation.

b. Management Plan, how will you structure and run the work of the business? Who will be the boss(es) and supervisor(s)? How will day-to-day decisions of running the business be made? Who will oversee the financial health of the business? If this person is not the same, who will keep the books? Who will our continuing contact within the organization be? Break-even analysis (at what point in time you think you’ll start to make a profit/surplus).

c. Marketing plan (who will your customers be? What important sub-groups, or market segments make up your potential clientele? Include the results of a market survey, if one was done.) What products/services will you provide? How much will each product/service contribute to your overall margin? If the sub-groups that make up your target market differ significantly, how is your plan tailored to effectively serve them all simultaneously?

d.Advertising plan (how will you reach your intended members/customers to tell them about yourselves). If the sub-groups that make up your target market differ significantly, how is your plan tailored to effectively reach each one of them?

e. If you have already opened for business, would you briefly tell us how things are going. Are they proceeding according to plan? Will you have to make substantial modifications in the plans?

Financial Information We’d Like to See:

• Previous 2 years year-end Financial Statements – or fewer, if you haven’t been around that long. Include Balance Sheets and Income and Expense Statements.

• Most recent quarter’s Financial Statements – if different from most recent year-end statement.

• Current year’s Operating Budget and Capital Budget; include a projection for the year to follow if you have been in business for less than 2 years. Include supporting schedules, if any, e.g. Sales/Income Projections, Accounts Receivable Projections, employee compensation plans with projected pay and raises, etc.)

• Cash flow projections for the current year on a monthly basis; give same on a quarterly basis for the year following if you have been open for business for less than 2 years. Include loan payments you propose to make to MCC and any other new financial obligations upcoming such as Bond Repayments, etc.

• What collateral you propose to give for the loan, including whether it currently secures any other loans and your estimate of the market value of the collateral (include how you arrived at your valuation).

• Do you currently have any other loans you are paying off? If you don’t mind my asking, who are those loans from? How are those loans secured? Is it possible to speak to the folks who make those loans to you?

MCC FINANCIAL POLICIES

(MCC level only, not house treasury)

10-18-95 Composition of Finance Committee: All houses are required to send a representative to the Finance Committee.

4-9-86 Motion passed to divest MCC funds from Merrill Lynch.

6-15-88 Security Deposits: Increase the MCC deposit to $150 effective now for new members and as old members renew.

8/2395 Increase the MCC deposit to $200 for new members. Renewing members stay at $150. Begins summer of 1996.

4-26-78 The MCC Finance Committee is responsible for establishing house financial standards, for regularly reviewing house books, and for reporting to the MCC Board.

Finance Committee will hold a semi-annual review and workshop on houses finances, and a written report will be made to each house and the BOD on the adequacy of the financial records and in particular pointing up any budgetary or cash flow problems, or poor performance on any part of the treasurers and staff people. A summary should be published in the newsletter (or Board packet). (amended on August 24, 1988 to current version)

MCC Cash Reserve Investment Policy

Adopted by the MCC Board July 15, 1987

Amended by the Board September 7, 1988

The Board of Directors of MCC hereby enacts the following policy for the investment of its cash reserves:

The Finance Coordinator shall research investments and fund transfers within the guidelines of this policy and propose them to the Finance Committee and Board for approval.

These actions shall require prior written authorization by one of the current MCC officers entrusted as a custodian of the MCC cash accounts (Secretary, President or Treasurer).

Investments which are not secured in one of the following ways will require discussion and approval by the Finance Committee and the MCC Board: Insured or guaranteed by the Federal Government or agency or instrumentality of the Federal Government, or collateralized by one of these groups; guaranteed by a municipality (said municipal issues must have a rating of ‘A’ or better); or insured by an insurance company (said investments must have an A.M. Best rating of ‘A’ or better).

The Finance Coordinator will make reports to the MCC Board of Directors twice a year, in October and March, on the shifts in investments over the preceding six months.

Each investment opportunity will be evaluated by the MCC Finance Coordinator according to the following criteria, and in the listed order of priority.

1) MCC’s reserves will be invested in such a way as to minimize the risk of loss.

2) MCC’s reserves will be invested in such a way that they are sufficiently liquid to meet planned and emergency needs that arise.

3) MCC’s reserves will be invested in such a way that they will, as closely as possible, meet income budget requirements for the current budget year; and that will get the best possible rate of return, and thus keep to a minimum charges to members.

4) When choosing among those investment opportunities meeting the above criteria, MCC will give preference first to socially responsible investments, i.e. those which support individuals or groups working actively to promote positive social change; second to those which follow progressive practices within the mainstream economy; and third, when no better alternative is present, to the investment opportunities which pose the fewest moral and political qualms.

In particular, MCC will look to invest in groups that meet as many of the following criteria as possible (most of this has been liberally borrowed from the prospectus for the Calvert Social Investment Fund):

• They deliver safe products and services in ways that sustain our natural environment.

• They are managed with participation throughout the organization in defining and achieving objectives.

• They negotiate fairly with their workers, provide an environment supportive of their wellness, and provide opportunities for women, disadvantages minorities and others for whom equal opportunities have often been denied.

• They foster awareness of a commitment to human goals, such as creativity, productivity, self-respect, and responsibility, within the organization and the world, and continually recreate a context within which these goals can be realized.

• They foster local economic control and support community-oriented businesses.

• They do not support the military/industrial complex or the production of weapons.

• They do not support the production of electricity by means of nuclear power.

• They do not actively support repressive regimes, such as the present government of South Africa.

CCDC LOAN FIRST DRAW APPROVAL

Approved by the Board DATE: April 29, 1992

The MCC Board

1) Approves a loan of up to $75,000 to Campus Coop Development Corp. (CCDC) out of the total of $200,000 previously agreed upon, to be borrowed against MCC’s equity in Mulberry Coop/102 East Gorham St., according to the Outline of Terms which follows;

2) Authorizes the MCC Finance Committee to finally approve the wording of all documents needed for the transaction, and

3) Authorizes MCC Officers Mike Hickey (Treasurer) and Michelle Wichman (Membership Chair/Secretary) to sign all official loan documents (both for the loan to be taken out against Mulberry Coop and the loan to CCDC) on behalf of MCC.

LOANS WE’VE MADE

 

CCDC LOAN TEXT

Outline of Terms for loan to Campus Coop Development Corp. (CCDC):

MCC will lend up to $70,000 to CCDC for the purposes of student coop development according to the following basic terms:

The full amount of outstanding principal due MCC on the loan will be repaid within 5 years of the loan origination date.

CCDC will make monthly payments to MCC covering the full monthly payment MCC makes to its lender on the $75,000 of debt, which will be incurred by MCC by borrowing these funds against its ownership equity in Mulberry Coop.

CCDC will provide security for MCC’s loan by giving MCC a 2nd mortgage against the property known as House of Commons in Austin Texas.

CCDC or its associated organization NASCO Properties Inc. (NPI) will keep MCC informed on at least a quarterly basis of the operations of House of Commons as a means of our being informed of the status of our collateral. Any significant problems with the physical condition or operations of the property will be noted, and either addressed by University of Texas Intra Cooperative Council (the Austin coop, and managers of the property), or NPI, or in the worst case, MCC will have the right to designate a third party to take over the back-up functions of NPI and ensure that the property is properly cared for.

CCDC, through NPI. will ensure payment of property taxes and that sufficient property and liability insurance is bound for the House of Commons.CCDC’s payments to MCC will be adjusted on an annual basis to cover adjustments to MCC’s interest rate by its lender.

Any costs incurred by MCC as a result of early payment by CCDC will be reimbursed by CCDC.

All the costs of setting up this loan will be paid for by CCDC.

All costs of MCC’s recent refinancing of Mulberry Coop, which enabled MCC to borrow against the property for this project, will be reimbursed by CCDC.

 

Block Report/Bookkeeping Practices Policy

Passed by the MCC Board August 2, 1989, Amended by the MCC Board July 15, 2009

1) Checks should only be counter-signed after they are completely filled out.

2) The MCC Finance Coordinator will provide the MCC Treasurer with a copy of the monthly bank statement reconciliation and a print-out of the Cash Disbursements journal each month.

3) Each Coordinator will provide their committee with copies of their work log summaries, detailing hours worked, overtime, paid Holidays and vacation, and sick days, on a quarterly basis. Staff shall include written explanations with their work log summaries any time time-and-a-half is given for overtime worked.

4) The Finance Coordinator will provide the Finance Committee with copies of the Payroll Journals on a quarterly basis.

5) All Investment Accounts holding MCC reserves shall be set up so that funds may be transferred out of the account only to another investment with the same firm or to the MCC checking account.

6) The MCC Board will review annual Financial Statements provided by the Finance Coordinator, as time permits. If the Board does not review these statements, the Finance Committee shall do so, and report their findings to the Board.

House Trade policy

Passed by the MCC Board 9/18/90

1) Someone comes to us asking to buy or trade for one of our houses, or people in a house ask that we look for a different house for them. The MCC Finance Coordinator will let the house know that an outside group has expressed interest, suggest that the house discuss the matter at a house meeting (with or without the interested parties), and provide support for the house’s discussion as requested. The Finance Coordinator will provide the house with a copy of this policy so that the house is aware of the further steps in any potential trade discussion. If outsiders only want to buy our house, they will be asked to find us a suitable replacement.

2) Get a brief overview of the house, including snapshots, size and structural info, and past years operating budget (they should have all this on hand anyway).

3) All the preliminary info will be taken to the house, presented in a neutral fashion with the question, “Do you think it’s worth looking into further?” A copy of this policy will accompany the question so the house understands what subsequent steps might be.

4) If a majority of the house expresses interest, get a detailed overview of any house offered, including interior and exterior photographs, recent maintenance appraisal by a paid professional, realtor’s appraisal of current value (one from their realtor, one from ours), and other such objective impressions. Description of neighbors and neighborhood should be included (esp. on Langdon).

5) When this info is received, MCC Coordinating Committee discusses briefly whether there is any feasibility to the project.

6) If it does look feasible, the Coordinating Committee takes all the detailed info to the MCC house in question, preferably at a house meeting. In keeping the atmosphere objective, no Coordinating Committee member should make arguments in favor or against the trade. After presenting all available info, Coordinating Committee people leave to allow the house members to discuss it.

7) At the next or subsequent board meeting, reps from the house inform the board as to whether the house wants to continue the process. If so, dates for scheduled tours can be arranged for both the MCC house and the other house. Tour times should be well posted and pre-arranged. MCC house input is a must at this point.

8) After the tours, the MCC house may decide at a house meeting whether to cast a “good faith” vote to allow MCC officers, staff or expansion committee members to negotiate with the other parties. The house is encouraged to make a list of demands, needs and wishes for the negotiations.

9) Once a detailed proposal has been received, it will be written up by the appropriate person/committee to be scrutinized by the Board and the House. At that or a subsequent meeting, there should also be written detail about the financial aspect of the trade in the context of the “big picture” of MCC finances. Care should be taken to present the results of a trade vs. no trade, and great care should be taken to see that the house doesn’t feel it is being labeled a “bad co-op” that needs to be gotten rid of.

10) After the details of the proposal are nailed down and adequate discussion, the house will take a formal vote, and the house board rep will present the result as a recommendation to the Board.

11) The MCC Board will, with the advice of the house, vote on whether or not to send the question of a trade to the MCC Membership. The MCC Membership must, in addition to the House, approve all trades, per the MCC By-laws.

12) Because the house may experience turnover, the process should be completed, if possible, during one semester. Therefore, it would be best to start such a project, regardless of when the offer is first received, in September or January. Also, care should be taken to make the move-in date August 15th, so those people who want to finish out their contract at the old house don’t have to move to the new place if they don’t want to.

Occupancy / House Billings

(Adopted 8/22/90): That the house billings from 90/91 forward be based on a total number of people in the house (as it is now), but that persons in singles count as 1.0, doubles count as 0.8, persons in triples count as 0.7, and persons in quads count as 0.6 in the total. If a house adds or subtracts people, their billing for 90/91 and subsequent years shall be readjusted according to the above formula. The portion of the house billing based on the old “occupancy formula” (pre-90/91) shall also be adjusted up or down based on the difference created due to the formula [for example, Mulberry's occupancy formula billing is based on 14.18 people. If they turn a double into a triple, the difference is (3 x 0.7) - (2 x 0.8) = 0.5. Thus, the adjusted pre-90/91 number would be 14.68.], but shall not be reduced below the original number [so if Mulberry decided to make all their rooms singles the billing wouldn't automatically become 12, causing all the other houses' billings to go up].

(Adopted 4/29/87; Amended 5/3/87): The Occupancy Formula is established. Any changes in the numbers can only be passed at a GMM, or by general referendum. The Finance Committee shall conduct an annual review of the whole thing, paying special attention to heating and turnover figures. This will be the basis of rent.

(Referenced 7/22/81)

(Adopted 5/16/93; Amended 7/1/96; Amended 7/11/01): See 5/16/93 GMM Packet for Full Text! Summary: House MCC payments will be determined by a combination of the square footage of each bedroom, the common space and the subjective factors for each house_details in spreadsheet. The occupancy formula determines the percentage that each house should be billed.) The Occupancy Formula is embodied in the Spage Grid 96-97 copy spreadsheet. The distance subjective factor is eliminated.

Reduced Monthly MCC Billings

Passed by the Board 10/8/1997

Amended by the Board 12/6/2006

Individual MCC houses may voluntarily choose which months their MCC monthly payments are reduced. To correspond with MCC’s fiscal year (June-May), the house shall notify the Finance Coordinator by April 30th of any changes. Otherwise, it is assumed that the schedule of MCC payments will remain the same as the previous year. The “low payment” month(s) may not be lower than 75% of the “high payment” months. Houses may elect to have summer-only reductions.

MCC Bail Fund for Nonviolent Civil Disobedience

Passed by the Board 4/3/91

MCC shall create a reserve of $1000 to be used to post bail for MCC members who are arrested while engaging in acts of nonviolent and non-property damaging civil disobedience. The member may sign for a short term, no interest loan for bail. The term of the loan will end upon completion of the member’s court proceedings, or immediately if they do not appear at their appointed trail date. If the member cannot repay the loan at the end of its term they must present a payment plan at the next Individual Issues Committee Meeting.

If a member desires to be bailed out, they must call one of the MCC officers, who will try to assess whether the action fit the goal of the fund, i.e. nonviolent and non-property damaging, and will take appropriate steps to post the bail. One of the officers will attend the court date and go with the person to the bailiff to retrieve the bail money. Any individual member may borrow money from the bail fund only once every 6 months.

The Vacancy Superfund

Passed by the MCC Board March 18, 1992

SUMMARY OF PROPOSAL:

To define a process for the establishment and maintenance of a reserve fund for use by an individual MCC house in times of financial stress (i.e.–when the house has exhausted all other means of remaining financially viable).

ACTUAL TEXT OF PROPOSAL:

I. WHERE THE MONEY COMES FROM:

Over the next three years, a reserve will be established to collect and maintain a $12,000.00 balance, accruing 1/3 of this total each year. When moneys from this reserve are withdrawn, the reserve shall be replenished from the following sources in this order:

• Either a surcharge or retroactive rent increase within the troubled house (see below)
• A commitment (established in the house budget) to pay back a “reasonable” portion of the “loan,” based on a recommendation by the Finance Committee and a decision by the Board of Directors as to what constitutes “reasonable”
• 50% of whatever MCC budget surplus remains from the MCC fiscal year, up to $4000.00
• A reinstatement of the reserve as a budget line item, to a maximum of $4000.00/MCC fiscal year.

II. PRECONDITIONS FOR FUNDS BEING GRANTED:

1. The budget for the current house fiscal year is first approved by the Board of Directors.

2. All budget reports are current and accurate to facilitate an appropriate estimate for the “loan.”

3. The house first exhausts its savings and House Operating Reserves, but maintains enough cash flow to make MCC payments, buy necessary supplies, food, and pay other bills in a timely way, etc.

III. HOW THE PROCESS WORKS:

The developing concerns regarding approval and maintenance of the “loan” become standing agenda items for the Board of Directors and all committees. A check-in and discussion of progress is mandatory at each committee meeting for as long as the difficulties remain, in order to assure that any related concerns potentially contributing to the difficulties of the house are being addressed.

The Coordinating Committee will be primarily responsible for gathering input from their various standing committees, with the MCC Treasurer acting as the primary liaison between the Board of Directors and the standing committees.

If it is felt by any of the parties involved that concerns are being insufficiently addressed, or if “loan” approval is contingent upon the work of more than one committee, then an ad hoc management concerns committee may be formed. The description regarding the make-up and process of this ad hoc committee are described in the Management Concerns Policy.

IV. WHAT IS TO BE CONSIDERED IN GRANTING THE LOAN:

The parties involved will decide on an individual basis what concerns need to be addressed and how. Certain financial concerns should be addressed according to the following guidelines:

House Operating Reserve: a full payback of the House Operating Reserve shall be budgeted in the next house fiscal year.

Past member debt: all member debt accrued within the past 3 house fiscal years shall be submitted to collection by the house members.

Current debt: a “reasonable” portion of all debt to date shall be accounted for through the current budget, a surcharge, or rent increase to the house. The term “reasonable” shall be defined by the Board of Directors.

POTENTIAL DEBT: POTENTIAL DEBT (BASED ON THE AVERAGE OF THE BEST AND WORST CASE FISCAL SCENARIOS FOR THE ENTIRE CURRENT HOUSE FISCAL YEAR) SHALL BE ESTIMATED THROUGH THE NEXT FALL. A “REASONABLE” PORTION OF ALL ONGOING ESTIMATED DEBT TO THE END OF THE HOUSE FISCAL YEAR SHALL BE ACCOUNTED FOR THROUGH THE CURRENT BUDGET, A SURCHARGE, OR RENT INCREASE TO THE HOUSE. THE TERM “REASONABLE” SHALL BE DEFINED BY THE BOARD OF DIRECTORS.

V.WHAT HAPPENS IF THE STIPULATIONS ARE NOT MET:

If the stipulations adapted from SECTION IV and agreed upon by the Board of Directors are not met within one month after approval of VACANCY SUPERFUND resources, the Board of Directors may, at their discretion:

Establish and pass an annual budget, which will meet their requirements.

Employ a worker or worker group at the house’s expense in order to insure the board of director’s requirements are carried out (especially in regards to the completion of an approved, current house budget and up to date house budget reports).

VI. CAN A HOUSE REQUEST FURTHER FUNDS:

If a house must request further funds before the previous commitment to replenishing their share of the VACANCY SUPERFUND is ended, an ad hoc Management Concerns Committee will be formed immediately to outline a satisfactory course of action before the loan process begins again.

Financial Review Policy

(7/11/98)

To have an official financial review for MCC performed every three years instead of every two years.

Property Tax-Exempt Status for MCC

(Passed at GMM, March 9, 1997)

That MCC contract with our attorney, David Sparer, on a contingency fee basis to pursue our property tax exemption case in circuit court. “Contingency fee basis” means that we will pay Mr. Sparer if and only if our case is successful.

That MCC declares our willingness to agree to a pre-judgment settlement in which we pay the city a portion of our current tax liability in lieu of property taxes. We will consider this outcome “successful” in terms of paying Mr. Sparer. Any potential settlement offer will be subject to approval by the MCC membership through a GMM or referendum.

That the budgetary savings MCC realizes from a successful resolution of our case will not be used to reduce house payments across the board by more than 3% in any fiscal year.

That the line-item in the MCC Budget that allocates money to property taxes be changed from a fixed line to a variable one, to keep open the possibility of MCC maintaining some level of funding to city services.

Make the MCC Development Fund into a real savings account

(5/20/98)

Make our Park Bank Savings account be the official MCC Development Fund. Transfer $1300 from our checking account into the Park Bank savings account, brining it up to the current level of the MCC Development Fund reserve. Interest accrued in this account will remain with the Development Fund.

Annual Allocation Process for the Budget Line Item Formerly Known as Property Tax

(passed at the 11/21/99 GMM)

Whenever we decide what we will do with the yearly Tax Savings, let us freeze that amount for year 1 and 2. In other words, if we come to a decision today [11/21/99] for how to allocate yearly funds, let us allocate funds exactly according to that plan for 1999-2000 and 2000-2001. The intent is that funds will remain for some time. Budget planning for 2000-2001 is around the corner, and it would be nice to not discuss property tax savings for a little while.

When the membership has conclusively determined the allocations of amounts from the property tax savings, those allocations will be written as line items in out budget, grouped together under the heading of “property taxes”. Eight weeks before the finance committee begins reviewing the budget for the next fiscal year, the committee will send out a call for proposals to the membership, which will include copies of the budget for the current fiscal year. The membership is empowered to propose changes to any line item on the budget in the form of a proposal to the finance committee. Proposals that advocate the increase of any line item should also include suggestions regarding what other line item(s) the amount would come from, or an assessment of the per member/per month impact of the increase. Proposals that advocate a decrease of any line item are welcome to include suggestions for line items to which the amount might be added, or an assessment of the per member / per month impact of the decrease. Reallocations of amounts under the heading of “property taxes” must be made within that section of the budget. Completely new line items may be proposed, accompanied by suggested reallocations from other lines. The finance committee will review proposals for completeness before passing them on to the board of directors. The board will consider and vote upon each proposal in accordance with the bylaws of MCC.

Management Concerns

VACANCY/RESTART GUIDELINES

Passed May 26, 1993

That the MCC Board charter a committee to review vacancy/restart guidelines for LeChateau and Mulberry Co-ops. This committee will be authorized to carry out the following: 1) plan a revision of the Management Concerns policy as outlined in the ICH Operating Agreement Article 11; 2) set up criteria for release of funds for restart within guidelines established by the MCC restart budget; 3) hold the same standing as other MCC committees; 4) propose a management concerns policy for restart and, 5) discuss the possible relocation of Ofek Shalom Co-op to 102 E. Gorham, no second recorded.

Management Concerns for Committee Involvement

(Proposal December 13, 2000; amended 1/10/01)

If houses do not send the expected reps or proxies to two consecutive committee meetings they could be put on MCC management concerns.

MANAGEMENT CONCERNS POLICY

To write a comprehensive policy that takes preventive steps to catch problems of house/co-op deterioration early (by monitoring house status), and establish guidelines for gradual phased-in levels of MCC assistance where prevention fails.

Process:

Three phases:

1. Prevention of trouble by providing a process for the flow of information and indicators of trouble.

2. Phase in of MCC assistance to house.

3. Worst case: MCC takes the reins of collapsed house.

Phase I Prevention of trouble by information and indicators of trouble.

The following indicators shall be reported by Board representatives during house reports, at Board meetings:

1. High Turnover; major loss of experienced members (e.g. treasurers, food buyers, maintenance people).

2. 25% vacancy

3. Maintenance projects not proceeding

4. Monthly financial reports not done

5. Missed house payments

6. No Board rep at two consecutive meetings

House Treasury

House Budget Policy

Passed by the MCC Board August 2, 1989

Amended by the Board May 8, 1991

Amended by the Board May 27, 1992

Amended by the Board February 16, 1994

Amended by the Board May 15, 1996

Amended by the Board December 6, 2006

1) It is expected that houses whose fiscal years begin after June 30 must have their annual budgets submitted to the Board no later than June 30. Budgets will be submitted in the standard spreadsheet format. When creating the budget, house treasurers will review the budget at least once with the Finance Coordinator or MCC Treasurer before it is submitted to the Finance Committee for review. Houses which do not submit a budget at this time, will be charged a $15/month late fee.

2) If a house budget is late, an informational letter will be sent by the Finance Coordinator to the tardy house informing the house members of the fine, and background on the importance of having the budget done. This letter is to be posted in the house and read aloud at the next house meeting by the house treasurer. This letter shall inform members specifically of the following:

a. There will be a 5% increase in room charges effective until an approved budget is in place.

b. At the direction of the Board, under Management Concerns action, house billings may be prepared (including the increase in 2a) and monthly member payments may be collected by the MCC Finance Coordinator, beginning with the 2nd month in the house’s budget year. This set-up could remain in place until the month following final approval of the budget by the Board.

c. That the issue will be brought to the attention of the Board and that a management concerns action will be discussed at the next Board meeting.

d. If the house budget is more than six (6) weeks late, the Board may appoint a person or group of people to draft a budget for the house. In the interim, the Board may adopt an interim budget with an increase of more than five percent (5%) but less than eight percent (8%).

3) All house budgets will be reviewed by the Finance Committee. The house treasurer will be invited to sit in on the meeting. If the Finance Committee and the house treasurer agree, the Finance Committee will recommend approval of the budget to the MCC Board. If there are differences of opinion on the necessity of changes, this group will meet over the next month to try and work out an agreement. Even when this process is in progress, the actions stated in number two (2) above may be taken.

4) If the Finance Committee and the house treasurer are unable to agree on a budget, the Individual Issues Committee will be asked to mediate the issue, using the MCC Grievance procedure. This group will attempt to get the sides to agree.

5) MCC Involvement in House Finances (Board passed: 4/7/96)

a) That the Board give the Finance Committee the power to approve house budgets. Only budgets from new houses or from houses that have been under phase two or three of management concerns in the most recent fiscal year need go before the BOD.

b) That the Finance Committee be made available to review house books, in particular pointing out any budgetary or cash flow problems, or poor performance on any part of the treasurers and staff people, if the service is requested by any house member or by the Ad-Hoc Committee for a house under phase two of management concerns.

c) The house may appeal any of the sanctions outlined in this policy to the MCC Board.

Late House Payment Policy

Passed by the MCC Board January 9, 1991

Amended by the MCC Board March 18, 1993

Amended by the MCC Board November 9, 2005

Amended by the MCC Board December 6, 2006

House payments to MCC are due on the 1st business day of the month or via mail with a postmark of the 1st business day of the month. Late payments will be fined according to the following schedule when part or all of the monthly payment is paid after the above deadline, prorated by the amount of the payment outstanding:

Late Payment Fines:

[Houses with 1-10 Members (AV, SO, & SY): $2.50 Fine Per Day; $25.00 Maximum Fine]

[Houses with 11-20 Members (AU, FR, HY, & OF): $5.00 Fine Per Day; $50.00 Maximum Fine]

[Houses with 21+ Members (AM, IN, LO, & PH): $7.50 Fine Per Day; $75.00 Maximum Fine]

The MCC Board can waive late payment fines upon appeal by the house within the 10-day period following when the payment was due. To schedule an appeal, the house treasurer or other house member must call the MCC President or MCC Finance Coordinator. If an appeal is requested, the Finance Coordinator will delay billing of the fine until the matter has been resolved. No fines will be levied if a house is under Management Concerns for being in debt to MCC.

Fines will generally not be waived due to late member payments, unless the house currently has no treasurer and the MCC Board has been made aware of that fact ahead of time. If a house payment check bounces, the house will be billed for all associated fees and service charges.

House Operating Reserve Policy

(Adopted by the Board July 27, 1988; Amended by the Board May 15, 1989; Amended by the Membership by Budget Adoption May 2, 1991; Amended by the Board May 8, 1991; Amended by the Board April 14, 1993; Amended by the Board December 7, 1994; Amended by the Board January 18, 1995; Amended by the Board November 8, 2006)

Over the years MCC members and staff have detected a cycle of financial instability in the houses. To this end MCC has invoked the following policy of matching funds. MCC and MCC houses will set aside the equivalent of two house monthly payments for each house (one half from each house, one half from MCC), putting the money into separate liability accounts, one for each house. Houses will be able to withdraw up to twice as much money out of the account as they have put into the account, up to the amount in the account. This can be done for financial problems including, but not limited to, bad debt, vacancies, and under-budgeting. All withdrawals need to be approved by a vote at a house meeting and by the MCC Board of Directors. MCC will build up its half of these accounts on a scheduled monthly basis which will be accounted for in the MCC budget. Houses will also make monthly payments into their own MCC liability accounts. This expense shall be included in house budgets. If houses wish to build up their reserves in excess of two months worth of house payments, they have the option to do so; however, MCC will not match the additional funds. Houses will be responsible for replenishing the money they have taken out of the account, unless the Board of Directors approves an MCC match for the withdrawn funds. The continuation of matching funds shall be decided at the same time as the decision to approve the house’s use of the House Operating Reserve. House Operating Reserve payment amounts will be determined at a rate of one percent of a house’s owned house income total. Payment amounts will be adjusted and budgeted for at the beginning of each MCC fiscal year to reflect any change in a house’s owned house income amount. Each of the House Operating Reserves shall accrue interest quarterly, based on the percentage of the total MCC reserves package multiplied by the total interest accrued by MCC cash investments during the quarter.

House Discretionary Fund (HDF) Policy

(Adopted by the Board May 21, 2008)

A) Opt-out

When a house is presenting their budget to the Finance Committee for the following fiscal year, the house has the opportunity to opt out (totally or partially) of the HDF this decision must be made by the house (as opposed to the house’s Finance Committee Representative) and should be indicated on the house budget. Otherwise, the following applies:

B) Calculating the amount of money to be transferred

At the beginning of each fiscal year, the total amount of money that a given house has in all of its bank accounts that is in excess of either $3000 or the house’s average MCC payment – whichever is greater will be calculated by the Finance Coordinator.

C) Transferring that money to the HDF

The Finance Coordinator will charge the amount that was calculated in part A to the house on the second MCC invoice of the house’s fiscal year. That invoice is paid after the house has had at least a month’s worth of income (this month’s worth of income is not part of the calculations in part A). Thus the house will have at least one month’s worth of income plus an average MCC payment (or $3000 for small houses) in their accounts. The Finance Coordinator will place that money in a funded account, which will be called the House Discretionary Fund.

D) Money is reserved exclusively for the house

The amount of money that each house has transferred to the HDF will be kept track of as the transferred money is reserved exclusively for the given house’s use. Other houses may not withdraw money from the HDF that they have not previously paid to the HDF. Any interest accrued by the house’s discretionary fund will be added to the house’s discretionary fund.

E) Money may be withdrawn at the house’s discretion

At any time, the house may request in writing or e-mail – money from this fund by telling the MCC Finance Coordinator how much money they require, when they require it by, for what purpose they require it. The Finance Coordinator is required to write and mail a check to the house of the amount and by the time requested (as long as a reasonable amount of time has been given for the Finance Coordinator to respond) unless the purpose stated violates some MCC policy or bylaw, in which case the Finance Coordinator will bring it to the next Finance Committee meeting. The Board grants the Finance Committee the power to decide to give the money to the house anyway, or to deny the money on the grounds that the stated purpose does, indeed, violate MCC policy or bylaw. In any case, the Finance Coordinator will report all HDF activity to the Finance Committee and the Board of Directors.

F) HDF report to House Treasurers

The Finance Coordinator will send an HDF report indicating interest earned and total account balances to the house treasurer on a quarterly basis (similar to HOR reports).

House Treasury Reports

(MCC Treasurer’s Report Policy)

(Adopted 4/20/88; Amended 10/11/89; Amended 2/7/91; Amended 11/6/91; Amended 3/18/93; Amended 5/29/96; Amended 12/8/04; Amended 8/15/07; Amended 5/10/10)

A. Treasurer Selection: New house treasurers are selected by the house, and trained by the previous house treasurer and the Finance Coordinator. Training consists of completing two (2) house reports. The Finance Coordinator will notify the house if training is not being completed.

B. Treasurer Report Requirements: House treasurer’s reports are due within two (2) weeks of the end of the bookkeeping month, except for the first report done by a new treasurer, which is due four (4) weeks after the end of the bookkeeping month. Treasurer’s reports must contain a complete budget report, list of all current and past members debts to the house at the end of the bookkeeping month, list of all house deposits payable to members, copy of the monthly bank statements for all accounts along with the bank reconciliation(s), and balance sheet, as well as a completed Monthly Treasurer’s Report form. House bookkeeping is completed using MCC’s accounting software.

C. Fines: The house shall be fined for each day a treasurer’s report is past due. The fine will be two dollars ($2) per day for Avalon, Sofia, and Syntropy, three dollars ($3) per day for Audre Lorde, Friends, Hypatia, and Ofek Shalom, and four dollars and fifty cents ($4.50) per day for Ambrosia, International, Lothlorien, and The Phoenix. Fines may accrue to a maximum of one percent (1%) of one (1) month”s MCC payment for the house in question. Later treasurer’s reports will be reported at the next Board meeting by the Finance Coordinator. A treasurer may ask the Finance Coordinator for an extension of up to one (1) week if requested at least four (4) days prior to the deadline.

D. Late Treasurer’s Reports:

1) If there is a trained treasurer and the treasurer’s report is late by five (5) or more weeks, or if there is no trained treasurer and the treasurer’s report is not completed by the due date, the MCC Finance Coordinator will post notice at the house that she or he plans to step in and do bookkeeping for the house until their treasurer’s reports are again up-to-date. The Finance Coordinator will begin the bookkeeping seven (7) days after notice is posted. Within this period, the house may appeal this decision as outlined in Paragraph H, Appeals and Exceptions.

2) If the Finance Coordinator must step in and do the bookkeeping for the house, the complete current financial records of the house will be moved to the MCC office, including the checkbook, deposit book, member billings, and bank statements. All vendors and banks where the house has accounts will be notified and asked to send bills or statements to the MCC office. These procedures will be followed until a new house treasurer has been elected, trained, and has completed at least two (2) consecutive monthly treasurer’s reports on time. The records of the house will be open to inspection by any member of the house during regular MCC office hours or by appointment. The goal of work by MCC staff shall at all times be to re-establish house control of bookkeeping as soon as possible while maintaining the integrity of the books.

E. The Finance Coordinator shall be maintained as a signer on house checking/savings accounts: The Finance Coordinator shall be maintained as a signer on all main house checking accounts. This will facilitate the work necessary in a transition such as outlined in the above section, by, for example, enabling the Finance Coordinator to pay bills for the house as necessary until a new treasurer is elected and trained. The Finance Coordinator shall not transfer any funds without notifying first both the house and the Board; or in an emergency the President and the Treasurer, or other MCC officer if the Treasurer is not available.

F. Management Concerns: When a house falls five (5) weeks behind on treasurer’s reports, the Finance Coordinator will notify the house of the further provisions of the Treasurer’s Report policy. At this point, the house automatically goes into Management Concerns Phase II. The MCC Treasurer will gather information on the house’s bookkeeping situation and report on progress to the Coordinating Committee and the Board. The MCC Finance Committee will continue to actively work with the house, and solicit other treasurers to act as helpers/advisers/support for the treasurer in the house concerned. The house may request an exception to any step in this process by appealing to the Board of Directors.

G. Bookkeeping Help and Who Pays for It:

1) The bookkeeping for a house that is not completing its reports or does not have a treasurer may be done by the Finance Coordinator. The Finance Coordinator is encouraged to attend house meetings at least once a month to give a report on the progress of the bookkeeping and difficulties with the work, as well as to answer questions on issues affecting the financial health of the house. The Finance Coordinator will complete standard MCC Monthly Treasurer’s reports by the fifteenth (15th) of the following month at the latest, and will give a copy to the house.

2) If the house has a treasurer who is in training, or a trained treasurer who asks for help, then the house shall pay fifty percent (50%) of all costs for bookkeeping done by MCC on the house’s behalf. A house is considered asking for help if the house or house treasurer notifies the Finance Coordinator that they would like for someone to help with the bookkeeping by at least seven (7) days before the appropriate deadlines described in Paragraph D, Late Treasurer’s Reports.

3) If the house does not meet these requirements, the house shall pay one hundred percent (100%) of all costs for bookkeeping done by MCC on the house’s behalf after such point as those guidelines are not being met.

4) When the Finance Coordinator begins the house’s bookkeeping, late report fines will stop being accrued, unless a house fails to provide the records necessary for house reports by the fifth (5th) day following the end of the bookkeeping month. The house must provide updated checkbooks and stubs, bank statements, invoices, receipts, deposit books, and billing sheets.’

5) The house treasurer is expected to cooperate fully with the Finance Coordinator and keep up-to-date on their progress, and is encouraged to do as much work as they can to help get caught up.

6) If a house has no current budget when the Finance Coordinator steps in, the Finance Committee will, working closely with the house, draft a budget for the house that includes the expected costs for bookkeeping help. The budget may be modified by the house, and must be approved by the house, MCC Finance Committee, and Board, in the usual manner.

H. Appeals and Exceptions:

At any time a house treasurer may appeal a decision by the Finance Coordinator to the MCC Treasurer or MCC Coordinating Committee. The house may request an exception to any step in this process by appealing to the Board of Directors. If this written request is presented to the MCC President by the seventh (7th) day following the notification of the house, as outlined in Paragraph D, Late Treasurer’s Reports, Finance Coordinator involvement will be put on hold until the appeal can be heard and decided on. If the request is received more than seven (7) days after the house received notice, the actual bookkeeping may proceed until an appeal is heard and approved by the Board. Any exception granted must specify the conditions under which the Finance Coordinator’s involvement is postponed, and the date by which those conditions must be met.

Maintenance & Worker Group

DETAILED TABLE OF CONTENTS

Reorganized 8/98 to group related policies & remove outdated, overruled policies. Policies in bold/italic are still on the books but not appropriate, in my opinion. Last updated 10/27/98 by Dan Rodman, MCC Maintenance Co-Officer

New Update by Tony Anderson starting 12/21/07

1. LIST OF ABBREVIATIONS

2. OVERALL GOALS & PRIORITIES

3. MCC/HOUSE ROLES & ACCOUNTABILITY

3.1. Houses Not Owned by MCC (passed 6/29/79; amended 9/22/08)

3.2. Major and Minor Maintenance (passed 7/6/83; amended 2/26/92; amended 9/22/08))

3.3. House Accountability for Major Maintenance Costs (passed 8/26/98; amended 9/22/08)

3.4. Minor Maintenance (amended 1/23/91; amended 9/22/08)

3.5. Minor Maintenance Funds (passed 7/6/83; amended 2/26/92; amended 9/22/08)

3.6. Billing Houses for Unmet Responsibility (passed 7/19/89; amended 9/22/08)

3.7. Roles and Responsibilities (passed 1/23/91; amended 9/22/08)

3.8. Monthly Inspections by HMC (passed 3/5/97; amended 9/22/08)

3.9. Monthly Inspections by AMC (passed 3/5/97; amended 9/22/08)

3.10. Room Check-In / Check-Out Lists (passed 3/5/97, rewritten 10/14/98; amended 9/22/08)

3.11. House Maintenance Coordinator Handbooks (passed 3/5/97; amended 9/22/08)

3.12. Power Tool Library (passed 3/5/97; amended 9/22/08)

3.13. Maintenance Seminars (passed 3/5/97; amended 9/22/08)

3.14. Appliance Upgrade Schedule (passed 3/5/97; amended 9/22/08)

3.15. House Maintenance Histories (passed 3/5/97; amended 9/22/08)

3.16. House Vs. MCC Control (passed 7/6/83; amended 2/26/92; amended 9/22/08)

4. BUDGETING

4.1. The Budgeting Process and Timeline (passed 1/23/91;amended 4/19/00; amended 9/22/08)

4.2. Budget Format (passed 1/23/91; amended 4/19/00; amended 9/22/08)

4.3. Project Prioritization (passed 4/19/00; amended 9/22/08)

4.4. Leftover Project Funds (passed 7/19/89), amended 2/26/92; amended 9/22/08)

4.5. Reporting on Maintenance Spending (passed 4/5/00; amended 9/22/08)

5. EMERGENCIES

5.1. Dealing with Maintenance Emergencies (passed 1/23/91; amended 9/22/08)

6. HOUSE & MEMBER MAINTENANCE INCENTIVES

6.1. Ninety-Minutes of Maintenance Per Member Per Month (passed 6/15/96; amended 9/22/08)

6.2. Matching Grants (passed 11/29/95, revised 6/30/99; amended 9/22/08)

6.3. MCC Member Incentive Program (passed fall of 5/14/1997; amended 9/22/08)

7. LEGAL

7.1. Building Permits (passed 7/6/83; amended 2/26/92; amended 9/22/08)

7.2. Worker Group Personnel (passed 6/6/90; amended 6/17/98; amended 9/22/08)

7.5. WORKER GROUP EMPLOYMENT AGREEMENT (passed 6/6/90)

7.6. WORKER GROUP HEALTH BENEFITS AND PAID LEAVE (passed 6/28/00)

8. MAINTENANCE VEHICLE

8.1. MCC Vehicle Usage (passed 7/11/96; amended 9/22/08)

8.2. MCC Vehicle Maintenance and Up Keep (passed 9/22/08)

9. Appendix

9.1. Member Responsibility for Major Maintenance Projects Proposal Form

10. Miscellaneous/Informational

10.1. Catastrophic Damage (informational item — not policy)

10.2. Liability for Injury (from Membership Contract, Obligations& Covenants — not maint. policy)

 

10.3. Standardized Contractor Guidelines (passed 7/6/83; made recommendation, not policy 10/14/98)

10.4. House Tools

Abbreviations:

MCC- Madison Community Cooperative

MC- Maintenance Coordinator

AMC- Assistant Maintenance Coordinator

WG- Worker Group (paid hourly maintenance workers, under MC direction)

HMC- House Maintenance Coordinator

MO- Maintenance Officer (MCC elected position)

BOD- MCC Board of Directors

MaintCo- MCC Maintenance Committee

CoCo- Coordinating Committee

1. LIST OF ABBREVIATIONS

Definitions:

Major Capital Improvements- Kitchen remodel, bathroom remodel, electrical system upgrade.

Minor Capital Improvements- Tiling a bathroom, refinishing woodwork, buying new furniture.

Major Maintenance- Repairing or replacing floors, walls, ceilings, roofs, porches, doors, windows and gutters.

Minor Maintenance-

Test fire alarms and smoke detectors, replace batteries. Do annual boiler maintenance. Turn off outside water faucets in winter. Install storms and do weatherizing. Defrost refrigerators and vacuum coils. Test fire extinguishers annually. Keep fire doors unobstructed and exit lights working. Check and clean air filters of fans and hoods, esp. in kitchen. Clean fireplaces, chimneys and ash pit. Repair loose stairs, hand rails, carpeting. Make sure basic tools and maintenance supplies are in the house. Keep up or improve internal painting. Educate house members on safety and maintenance. Test pressure relief valves on water heaters, boilers, and dishwasher booster heaters monthly. Drain one gallon of water from water heater and boiler monthly. Keep salt in water softener and check that softener is working properly. Do minor repairs (electrical, plastering and dry wall, grouting in showers, caulking, radiator repairs, broken windows). Appliance repairs (vacuum cleaners, toasters, etc.). Plumbing (replace washer, fix drips, etc.). Window and door repairs. Keep sidewalks shoveled and free of ice.

Routine Maintenance- Maintenance conducted on an annual or regular basis; gutter cleaning, roto-rooting, chimney cleaning, boiler and furnace tune-ups, etc.

Maintenance Emergencies- Things not budgeted for and needing immediate attention.

2. OVERALL GOALS & PRIORITIES

2.1. MAINTENANCE GOALS (passed 1983, amended 1/23/91)

The Planning Function:

* Identify present and future problems and plan for repairs

* Keep houses in compliance with city codes

* Improve the aesthetic appeal of houses

* Make sure in-house (minor) maintenance gets done

* Be prepared for emergencies

* Be able to get things done in a timely way

* Preventive maintenance (perform it)

Financial Function:

* Maximize the use of limited money resources

* Build up a replacement reserve

Member involvement in the maintenance process:

* Training and education of members to do maintenance work

* Involvement in doing the work (maximize member energy)

2.2. MAINTENANCE PRIORITIES (passed 7/6/83; amended 2/26/92)

* safety

* structural soundness

* cost effectiveness

 

3. MCC/HOUSE ROLES & ACCOUNTABILITY

3.1. (passed 6/29/79; amended 9/22/08) Houses not owned by MCC are not to be part of the pooled maintenance fund as their payments are not equalized and there is no way to discern how much money should be returned to the house should it decide to leave MCC.

3.2. MAJOR VS. MINOR MAINTENANCE (passed 7/6/83;amended 2/26/92;amended 9/22/08)

3.2.1 (amended 9/22/08) MCC Houses are expected to carry out and pay for routine minor maintenance (see 1. List of Abbreviations and Definitions) within their specific ability. If members at a house determine the house is in need of a minor repair, but does not feel the repair is in their skill base, they may choose to request assistance from MCC maintenance. The MC will then assign the repair to either a contractor or a WG member. It is encouraged that the members of the house be present for the repair to broaden their skill base but it is not required. At no time will houses be expected to complete a task for which they are not reasonably prepared to undertake in terms of tools or ability. Minor maintenance repairs will be paid out for the MCC maintenance budget unless the repair was caused by negligence or abuse on the part of the house (see policy below).

3.2.2 (amended 9/22/08) MCC is expected to carry out and pay for major maintenance projects. If members in MCC wish to perform major maintenance on any house, they must follow the most updated procedures for doing so that are outlined in MCC’s maintenance policy, including filling out the “Member Responsibility Maintenance” form.

3.2.3 (created 9/22/08) MCC maintenance is expected to carry out and pay for all routine maintenance.

3.2.4 (amended 9/22/08) The MaintCo should bring any major vs minor conflicts to the Board for resolution. The Board can overrule any decisions made by the committee or MC. Otherwise, it’s the committee’s decision.

3.3. HOUSE ACCOUNTABILITY FOR MAJOR MAINTENANCE COSTS (passed 8/26/98; amended 9/22/08 )

3.3.1 (amended 9/22/08) Given fair notice by MCC, individual Houses shall be held responsible for major maintenance costs which are normally covered by MCC, to the extent that costs are a result of abuse or negligence by House members. Charges shall be prorated accordingly for: age; warranty; natural deterioration; fair and equitable treatment of all Houses; and other relevant factors. Houses may choose to pass such costs on to the individual members responsible for incurring the costs. Examples of costs which would be passed on to houses include (but are not limited to): – roof damage caused by foot traffic in prohibited areas or other unapproved roof activity; – exterior damage caused by extensive ivy growth on the House; – interior water damage caused by windows left open during storms.

3.3.2 (amended 9/22/08) The source and timing of financial reimbursements to MCC is to follow a three-stage process: 1) Use some of the house’s savings to pay for the damage. If this doesn’t cover the full amount, then 2) Use some of the house’s House Operating Reserve to pay the debt. If the financial obligations still aren’t fulfilled by these steps, then 3) Set up a payment plan with the house, so that the house pays MCC small, set monthly amounts into the future. The MCC Finance Committee shall decide the particular method of payment based on the house’s financial circumstances.

3.3.3 (amended 9/22/08) Determining and assessing charges is the responsibility of the staff Maintenance Coordinator. Disputes shall go to the Maintenance Committee, and if unresolved they shall pass through MCC’s standard decision-making process.

3.3.4 The MCC Maintenance Coordinator shall give fair notice to each House, regarding what constitutes abuse and neglect regarding maintenance costs. Clearly posted warning signs shall constitute fair notice, when the signs are reasonably maintained by MCC and not altered by House abuse or neglect. Signs are appropriate for situations such as restricted roof access. In other cases, fair notice by MCC consists of:

- one written warning to the House, with ten (10) days to correct; and

- if the written warning is not heeded, another written warning to the House, with five (5) days to correct.

3.3.5 This policy overrides previous MCC Maintenance Policy where the two are in direct conflict.

3.4. MINOR MAINTENANCE (amended 1/23/91; amended 9/22/08)

The HMC is in charge of seeing that minor maintenance gets done by members of the house. The MC is in charge of seeing that specified minor maintenance projects get done in the event that the members are unable to carry out the repairs themselves. Houses ma be reimbursed for money spent on minor maintenance but the HMC must be in regular communication with the MC to ensure minor maintenance funds are not being over spent. Houses may also budget for permanent improvements, if they wish. The HMC and MC will periodically go over the list together to see what is and isn’t getting done.

3.5. PETTY MAINTENANCE FUNDS (passed 7/6/83; amended 2/26/92; amended 5/12/08)

Houses must continue to collect an in-house petty maintenance fee from each member every month. This fee should be budgeted to cover each house’s petty maintenance costs for the year.

3.6. BILLING HOUSES FOR UNMET RESPONSBILITIY (passed 7/19/89)

The MC shall have the option to bill a house, in April of each year, for parts and labor for MCC-performed minor maintenance or any other unmet house responsibility that impairs maintenance or member safety. This includes fines incurred by a house as a result of repeated code violations that are cited by the City of Madison Inspectors. If a house at the end of its budget year is able to prove with receipts that it spent more than the required amount month on materials for house-funded maintenance during the previous year, then MCC should refund the amount charged for MCC’s labor during that year.

3.7. ROLES AND RESPONSIBILITIES (passed 1/23/91)

MCC Maintenance Officer:

A) MCC Bylaws (Sec. 5.09(A-F) establish Maintenance Officer for:

* Chairing & being responsible for the Maintenance Committee.

* Overseeing the MC, and MCC’s maintenance books and records

* Seeing that house maintenance needs are assessed yearly, and that a MCC maintenance program is in place.

* Submitting written reports to the Board in August, December, and April.

* With the MC and HMC, deals with emergencies unless its controversial — reports to Board and Maintenance Committee.

* Assists MC with house inspections, prioritizing & first draft of maintenance budget.

* Assists MC where appropriate, particularly with training of HMC’s, dealing with

emergencies, and supervising workers

* Initiates Maintenance Committee quarterly review of goals and objectives

* Brings up policy issues to the Maintenance Committee

* Attends Coordinating Committee meetings and Board meetings

* Oversees the tool library (or delegates it)

Maintenance Committee: MCC Bylaws (Sec. 6.03-C) establish Maintenance Committee (MC, MO, HMC’s) for:

* Setting standards for the repair and improvement of MCC owned buildings;

* Assessing maintenance needs of the houses;

* Drafting long and short term maintenance budgets and

* Implementation and evaluation of the progress of each maintenance project.

* Sharing of info/brainstorming ideas on projects/sharing of skills

* Discusses policy issues

* Reviews goals and objectives proposed by MC and reviews progress quarterly

* Reviews maintenance budget proposal done by MC and MO

* Allocate Matching Grant funds (see policy)

* Makes decision on emergency spending when the MC/HMC/MO cannot

* Note: The Maintenance Committee meets about once a month as needed. Quorum is a majority of the houses plus either the MC or MO.

House Maintenance Coordinator:

* Makes sure minor maintenance work gets done

* Deals with fire, building, and insurance inspection reports, and correcting any violations or problems

* Does “Monthly Inspections” (see policy) & turns checklists in to MCC

* Keeps the “HMC Handbook” (see policy) & other house info to pass on to next HMC

* Makes sure “Room Check-in / Check-out Lists” (see policy) get done.

* Informs MC of major maintenance needs

* Identifies emergency maintenance needs and consults with the MC or MO

* With the MC and MO does annual house inspection

* Puts house maintenance budget request together

* May obtain bids for major projects, but bids can only be signed and authorized by MCC’s MC.

* Attends maintenance committee meetings

* Solicits input from & provides info to house regarding maintenance needs

* Coordinates work days

MCC Maintenance Coordinator:

* Orients, trains and prods MO as needed

* With MO does house inspections and first draft of MCC maintenance budget, including cash flow analysis and starting dates.

* With MO, keeps houses to project schedule

* With the HMC and MO, decides on emergency spending unless it’s controversial

* Ensures that code violations are corrected

* Trains, prods & meets monthly with individual HMCs

* Holds AMC accountable for doing Quarterly House Inspection checklists (see policy)

* Compiles HMC Handbooks with MO’s help (see policy)

* Checks that HMCs get maintenance information to house members

* Hires and supervises WG members (can delegate supervision)

* Gets payroll info and W-4s to the finance coordinator

* Coordinates maintenance loan or grant applications as needed

* Attends and brings up policy issues to Maintenance Committee

* Maintains the following records: budget and project schedule; code violations; House Maintenance Histories (see policy); Appliance Replacement Schedule (see policy); contractor lists; loan files and documents; energy usage data

* Organizes Maintenance Seminars twice a year (see policy)

Assistant Maintenance Coordinator (passed 3/5/97)

The MC has the power to change the title of the lead WG person to Assistant Maintenance Coordinator (AMC) and assign the following duties:

* Assist the MC in obtaining bids for major projects

* Along with the MC and the MO, is responsible for dealing with fire, building, and insurance inspection

* With MC and MO, does house inspections, prioritizing and first draft budget

* Makes sure that in-house (minor/preventative) maintenance gets done, including training HMC’s to do preventative maintenance

* Meets monthly with individual HMC’s

* Does “Quarterly Inspections” (see policy) & turns checklists in to MCC

* Checks that HMC’s get maintenance information to house members

* Reviews Monthly Inspection checklists by HMC’s (see policy)

* Updates monthly House Maintenance Histories (see policy)

* Oversees the tool library (or delegates it)

* Steps in as interim MC in situations when the MC is unavailable

* Performs worker group tasks as directed by the MC

* Gets payroll info and W4s to the finance coordinator

The MC is responsible for hiring someone to fill the AMC position from within MCC worker group if possible, and is responsible for providing oversight for this position. A line item will be added to the maintenance budget to cover the time spent by this person in both administrative and preventative maintenance tasks. Aside from overseeing the tool library, which will now be the AMC’s job, the duties of the MO will remain the same.

House Members:

* Tell HMC about maintenance problems, needs, emergencies, ideas on budget priorities

* Report fire or other inspections to HMC

* Learn fire safety and other emergency procedures

* Attend workdays

MCC Board of Directors:

* Approves major policy changes

* Decides on spending replacement reserve money

* Approves of maintenance loan/grant applications (other than Matching Grant)

* Receives maintenance reports including: who attended maintenance meeting; emergency spending; projects in progress or completed; projects cancelled; other budget changes.

3.8 QUARTERLY INSPECTIONS BY AMC (created 9/22/08)

The AMC will be responsible for completing the quarterly, seasonal checklist at each MCC house within the time indicated on the checklist. Each checklist is designed to address the maintenance concerns and need of the coming season. The AMC will contact the HMC before beginning the checklist to allow the HMC the opportunity to assist the AMC, thereby developing a better understanding and knowledge of what areas of the house need specific and regular attention from a maintenance perspective, if the HMC cannot attend the checklist walk-through. Private bedrooms will be inspected no more than twice per year- unless special circumstances require otherwise- at budget time as bell as at the beginning of every fiscal year- unless the member contracted for that room specifically requests an inspection. A copy of the completed checklist will be mailed to the HMC, a copy will be kept by the AMC and the original will be given to the MC to be filled out with other house maintenance records. This checklist will assist members and maintenance staff in better understanding what minor and major maintenance projects each MCC house needs addressed.

3.9. MONTHLY INSPECTIONS BY HMC (passed 3/5/97)

Each month, no later than 7 days after the previous month’s checklist is received at the MCC office, every house’s HMC will be mailed a copy of a checklist of preventative maintenance tasks to be completed. Each checklist will be specifically tailored to meet the maintenance needs of each house at that time of year. The MC or AMC will collect the completed checklist each month. There will be a space on each checklist for HMC’s to register house input regarding maintenance concerns, and can be considered a guaranteed channel of communication from the house to the MCC maintenance administration. In the event that MCC does not receive a copy of the monthly checklist, a ten-day notice will be sent to the house. If, after ten days, the checklist hasn’t been completed and received by MCC, the AMC or another member of worker group will go to the house and do the monthly report, for which the house will be billed

One copy of the checklist will be mailed to the MCC office by the first of each month, and one copy will be filed in the HMC Handbook. In the event that MCC does not receive a copy of the monthly checklist-a ten day notice will be sent to the house. If, after ten days, the checklist hasn’t been received, the AMC or another of worker group will come in and do the monthly report, for which the house will be billed.

3.10. ROOM CHECK-IN / CHECK-OUT LISTS (passed 3/5/97, revised 10/14/98; amended 9/22/08)

A room check-in list is to be filled out when a member moves into a new room. The member will record the general condition of the room and specific problems on the check-in list. When a member moves out of a room, s/he will fill out a room check-out list. The House Maintenance Coordinator will assess any damages made to the room by the member based on the room check-in form.

Individual members are responsible for completing their check-in lists within one week of their move-in date. Please note that per Madison Law, “Tenants must be allowed at least seven days after moving in to complete check-in forms (MGO 32.07(b)).”1

Per section 3.2 and 3.4 of the MCC Maintenance Policies, houses are responsible for minor maintenance. Per the Maintenance Liability Policy (passed 8/26/98 Board Meeting), Houses are responsible for major maintenance costs, which are normally covered by MCC, when the costs are due to abuse or negligence by house members. Therefore, Houses are responsible for having an effective room check-in/check-out system.

The House Maintenance Coordinator will maintain a file containing room check-in/check-out lists. House Maintenance Coordinators will provide the Maintenance Coordinator with a copy of each room check-in list. House members are responsible for having a copy of their check-in list.

House Maintenance Coordinators will provide the member with a room check-out form before the member moves out. Per Madison law, “the forms must be comparable to the check-in forms and must include space for the tenant’s new address (Madison General Ordinance 32.07(6)).” 1

The Maintenance Coordinator will provide check-in lists to House Maintenance Coordinators. The Maintenance Coordinator will provide assistance to the House Maintenance Coordinators with room check-in/check-out procedures as needed. At the request of the House Maintenance Coordinator, the Maintenance Coordinator will make damage repair cost estimates.

The individual house will determine the specific logistics of the room check-in/check-out system.

3.11. HOUSE MAINTENANCE COORDINATOR HANDBOOKS (passed 3/5/97)

The MC, the AMC, or the MO will annually distribute HMC Handbooks. These will serve as training manuals and reference guides. A copy of this policy will be kept in the HMC handbook, as well as copies of other pertinent MCC maintenance policies.

In the event that the HMC handbook is lost, MCC will distribute a second at no charge. If this or further booklets are lost, MCC will provide replacements, and bill the house for the time and materials used for it’s replacement. Every year, the printing budget will provide the resources necessary to replace up to ten booklets. Every year, each house will then have the opportunity to misplace its HMC handbook and have it replaced at no charge.

3.12. HOUSE TOOLS (3/5/97 recommendation — not enforceable)

These are the tools each house should own. The house is responsible for the maintenance of this tool kit.

Toolbox HMC handbook 16 oz. Hammer

8″ pliers circuit tester 10″ vice grips

hacksaw 10″ Channel locks Wonderbar

utility knife 10″ crescent wrench 1-1/4″ stiff putty knife

25 snake(for drains) measuring tape 6 pc. Screwdriver set

Appropriate Yard Tools

3.13. POWER TOOL LIBRARY (passed 3/5/97)

The AMC will maintain a tool library, from which houses can borrow power tools, and other items, with which they can complete in-house projects. MCC will work towards developing this tool library each year through the “Tools” line item in the MCC maintenance budget.

3.14. MAINTENANCE SEMINARS (passed 3/5/97)

The MC will present maintenance Seminars at least twice per year – in the fall, and at the beginning of summer. These seminars will cover all the skills that MCC can reasonably expect members to know in order to perform routine in-house maintenance, including plumbing, minor electrical repair, wall repair, and basic physical plant maintenance. The cost of these maintenance seminars will be covered by a line item in each year?s maintenance budget.

3.15. APPLIANCE REPLACEMENT SCHEDULE (passed 3/5/97)

The MC/AMC will develop and implement a replacement schedule for major appliances and systems within each house-washers/dryers ,boilers, refrigerators, floor refinishing, etc. MCC will also attempt to rebuild or upgrade older appliances when feasible.

3.16. HOUSE MAINTENANCE HISTORIES (passed 3/5/97)

The MC will direct the AMC to begin compiling house maintenance histories compiled from the monthly checklists as well as records of work that the worker group has been doing. These histories will be updated monthly and will be kept in each house’s file at the MCC office.

3.17. HOUSE VS. MCC CONTROL (passed 7/6/83; amended 2/26/92)

House controls unless safety or structural soundness is involved. Board arbitrates.

 

4. BUDGETING & REPORTING

4.1. THE BUDGETING PROCESS & TIMELINE (passed 1/23/91):

Nov. 1 thru Mid-December: House inspections by the MC, MO and HMC

Dec. thru January: Information gathering – specific plans for how to do proposed projects and the costs. Bids where possible. Define time requirements – both the duration and starting and ending dates. Discussion within the house about projects.

First two weeks of Feb.: HMC, MO and MC go through the projects and rank them in order of priority (see below)

By the end of Feb.: MC and MO rank all the house projects together and figure out a budget proposal to present to the maintenance committee.

By the end of March: Maintenance committee discusses and revises proposed maintenance budget. Finished budget goes to the finance committee for consideration with the rest of the budget.

June 1st: Each house gets a sheet listing what projects are funded and the amount allocated

4.2. BUDGET FORMAT (passed 1/23/91)

The maintenance budget should have these parts:

1) Rehab Loan Payments

2) Replacement Reserve

3) Allocated Budget

a) Projects

b) Matching Grant Fund (added late 96 or early 97)

4) Unallocated Budget

a) Cost Overruns

b) Emergencies

Part 1 – Rehab Loan Payments This is part of maintenance, but it will be less confusing to think of it separately from other parts. The amount to budget is fixed by the amount of the loan payments.

Part 2 Replacement Reserves and Unspent Funds(passed 7/6/83; amended 2/26/92)

The committee should allocate money into a reserve for replacement of boilers, roofs, etc.

Part 3a- Projects – This is the traditional part of the maintenance budget where houses put together their maintenance requests for the coming year and money is allocated for them. Henceforth these allocations will only be done at budget time, not during the year. All project requests will be ranked and funded in order of their priority. See the description of the budget making process for more details.

Part 3b – Matching Grant Fund – Refer to Matching Grant policy.

Part 4a – Cost Overruns – These will be budgeted as a flat 5% of allocated projects until we have some years’ experience to use in budgeting for this.

Part 4b – Emergencies – Emergencies are anything that has to be done that isn’t covered elsewhere in the maintenance budget. This included situations where money must be spent first to discover the nature of a problem or the extent of a problem before it can be dealt with. A later section of this policy report describes the process for approving emergency expenditures. The goal is to have $6000 always present in the maintenance fund (at least until the replacement reserve is built up to $20,000). Each year’s maintenance budget will include enough money to bring the emergency fund back up to $6000 after the previous years emergency outlays. This implies that whatever is left at year-end will be carried over to the following year. However towards the end of the year the maintenance committee could decide to fund some special projects, such as projects that had too low of a priority to be funded during the year. But, the committee is encouraged to leave some money to carry over to next years emergency fund.

4.3. PROJECT PRIORITIZATION (passed 4/19/00; changed 7/30/08)

When developing and carrying out the annual maintenance plan and budget, variable line item and capital improvements projects will be prioritized. In case there is a need to cut projects to stay within the budget, low priority projects will already have been identified. The prioritization does not dictate what order the projects are performed. The exact method of prioritization is at the discretion of the Maintenance Coordinator and the Maintenance Committee. If a Maintenance Committee member wants to propose a method of prioritization, s/he should propose that criteria to Committee, prior to house inspections, so that the Maintenance Coordinator can identify priority according to the criteria.

4.4. LEFT OVER PROJECT FUNDS (passed 7/19/89), amended 2/26/92)

If an allocated project is canceled or completed for a sum less than the original allocation, the house involved shall not retain any claim to the unspent allocation. (7/19/89).

4.5 REPORTING ON MAINTENANCE SPENDING

4.5.2 (passed 4/5/00; amended 7/30/08)

The Maintenance Coordinator and the Finance Coordinator will prepare a monthly maintenance spending report to the Maintenance Committee. The Maintenance Officer is responsible for ensuring that the report format enables the Maintenance Committee to make informed decisions. The report will include the following for each completed and ongoing project:

* budgeted amount

* actual spent

* estimated cost to complete

* comments explaining individual and total cost overruns and/or savings

* projects planned for the upcoming month

4.5.3 (amended 7/30/08)

The Maintenance Coordinator and the Finance Coordinator will prepare a quarterly maintenance spending report to the Board and Finance Committee. It must include budgeted vs. actual spending, explaining individual and total cost overruns and/or savings, and plans to deal with them from the maintenance coordinator, finance committee, and maintenance committee. The reports shall be submitted at these times of the year:

July (after the final report for the past budget year is complete)

September or October (after the summer maintenance season)

January

Early March (when the finance committee is preparing next year’s overall budget).

5. EMERGENCIES

5.1. DEALING WITH MAINTENANCE EMERGENCIES (passed 1/23/91)

(Things not budgeted for and needing immediate attention)

How problems are identified:

1. House member notices and tells HMC

2. HMC notices

3. Outside inspector notices (fire, building code, or insurance)

4. MC or AMC notices and tells HMC

** In all cases the information should be given to the HMC

HMC does initial analysis:

1. Does the problem need immediate attention (anything from this minute to this budget year)

2. Can the problem be easily fixed by the house? if yes, HMC makes sure it gets done, either herself or by another house member

3. If no, gather more information

4. Is it minor or major maintenance?

5. What are the root causes?

Solving identified problems:

If major maintenance, HMC consults with MC and/or MO; HMC and MC/MO outline the steps to deal with the problem including:

1. Who will do each step (house work party, worker group, contractors, etc.)

2. Assessment of costs

3. Assessment of work time needed

4. Assessment of skills needed

5.1.4 Deciding on how much money to spend:

The HMC, MC and MO jointly make the decision of how to spend money in these emergency situations. If there is a lack of funds, or other major controversy, then they should bring it to the maintenance committee and if needed, the MCC BOD. The MO should include the disbursement in her reports to the MC and BOD

6. HOUSE & MEMBER MAINTENANCE INCENTIVES

6.1. NINETY MINUTES OF MAINTENANCE / MEMBER / MONTH (passed 6/15/96), (revised 3/19/03)

6.1.1 By contract each MCC member is responsible for performing 1.5 hours of maintenance work per month.

6.1.2 Maintenance work will be defined as:

1.) Any repairs, capital improvements or other projects done to an MCC house that aren’t covered by the regular work-job system subject to House Maintenance Coordinator (HMC) and/or house approval

2.) Work designated in the yearly maintenance budget as an “A, B, or C” priority

3.) Items that appear on the MCC maintenance coordinator’s considerations reports derived from the “House Maintenance Coordinator Monthly Checklist” and the MCC “Quarterly Preventative Maintenance” checklist

6.1.3 Maintenance hours not completed will be charged at a rate of $12.50 per hour. These charges will be applied to the members monthly billing on a quarterly basis (Jan 1st, Apr 1st, July 1st , Oct 1st) or taken from the member’s security deposit if necessary. In cases where member has both debt and maintenance hours, debt will take priority over maintenance hours. The money from these charges will be kept in a house fund to be used to pay for minor maintenance that may be done by the house or by MCC

6.1.4 The HMC will be responsible for keeping a detailed log that contains the following information:

1.) Member name

2.) Description of work performed

3.) Dates of work

4.) Amount of time spent completing work

6.1.5 The HMC will be responsible for submitting two reports detailing who has done their hours and who has not. One copy will be given to the MCC maintenance coordinator along with the HMC monthly checklists that are due on the dates mentioned in section 6.1.3. The MCC maintenance coordinator will place a copy of this report in the house’s file and submit a copy to the maintenance officer. One copy of this report will be given to the house treasurer on the dates mentioned in section 6.1.3. The house treasurer will use this information to bill members for non-compliance and submit a copy with the house treasury report.

6.1.6 If a house does not include these reports in the required treasury report or the House Maintenance Coordinators checklist then these reports will not be considered complete and will face the same penalties as incurred for late completion as stipulated in the MCC policies related to these reports

6.1.7 Houses will have the ability to waive this requirement via normal house decision-making processes if an individual member experiences exceptional burden (e.g.) a member with children or a member who is physically incapable of performing these tasks).

6.1.8 The maintenance officer will be responsible for making sure that each house is carrying out the policy by submitting a report to the maintenance committee

6.2. MATCHING GRANTS (passed 11/29/95, revised 6/30/99) and 8/21/02)

6.2.1 The annual MCC maintenance budget shall include an MCC Matching Grant fund which will be determined annually as a component of the budget. The Maintenance Committee will determine the amount of money allocated to this fund during the annual budgeting process. This money is used as a source of matching funds for minor capital improvements that houses may wish to undertake.

6.2.2 Houses can either match it dollar for dollar from its savings or provide the labor to complete the project, and the MCC grant would be used to provide the materials. MCC will not match houses’ expenditures at a rate greater than the one dollar for one dollar. IF there is a deficit in any budget year than any unused Matching Grant funds will be used to offset this deficit.

6.2.3 Matching Grant Application Process:

The house will submit a proposal to the Maintenance Committee, which will describe in detail the project, the material costs, beginning and ending date for the project and the exact dollar amount requested. The Maintenance Committee will then decide whether or not to allocate the requested funds.

Matching Grant Allocation Criteria:

6.2.4 Money in the Matching Grant fund will be allocated on a first come, first serve basis.

6.2.5 No more than 25% of the total fund will be allocated to any single house in a given budget year.

6.2.6 Receiving a grant obligates the house to complete the project for which funding was requested.

6.2.7 MCC Matching Grant funding will be transferred to the house upon completion of the project.

6.2.8 In order to be eligible for this grant the house must have an active HMC.

6.2.9 Unless Worker Group is hired to complete the project, the house is responsible for making sure the project gets done.

6.2.10 All grant proposals must be received no later than the last Maintenance Committee meeting in the MCC fiscal year in question.

6.2.11 All projects must be completed one week prior to the last day of the budget year that the matching grant was applied for.

6.2.12 All funds must be reimbursed by the last day of the budget year that the matching grant was applied for; otherwise those funds will be returned to the general maintenance budget to offset any overruns.

6.3. MCC MEMBER INCENTIVE PROGRAM (passed fall of 1996 or early 1997)

6.3.1

House members will be compensated for major maintenance work that they perform within their own houses on the following basis:

1. The proposed compensation and project must be budgeted as a line item on the MCC fiscal year budget.

2. The proposed compensation and project must be pre-approved by the MC and the majority of current WG members.

3. Compensation will be allocated upon the successful completion of the project as determined by the MC.

4. Compensation will be based on the cost of labor budgeted by MCC for the project. All materials will be provided by MCC and the individual shall receive 80% of the labor costs for the project.

5. Only one house member may receive compensation for any project.

6. Compensation will be allocated on a per-project basis only.

7. Compensation based on the expected number of hours shall be equal to or greater than the MCC living wage. However, if the project takes longer than anticipated to complete, the living wage cannot be guaranteed.

6.3.2

Houses may perform major maintenance projects as a group on the following basis:

1. The proposed project must be budgeted as a line item on the MCC fiscal year budget.

2. The proposed compensation and project must be pre-approved by the MC.

3. All materials will be provided by MCC.

4. Each house can create a new line item project on their house maintenance budget for the same fiscal year that shall not exceed the cost of labor saved by completing this project. The MC must approve this new line item.

5. A new line item will be created upon successful completion of the project as determined by the MC.

6.3.3

In the event of unforeseen complications and major additional work beyond the control of the contracted house member, he/she shall be compensated for work that was completed and the project shall be reevaluated.

7. LEGAL STUFF (INJURY, HIRING, CONTRACTING)

7.1 BUILDING PERMITS (passed 7/6/83; amended 2/26/92; amended 7/30/08)

A building permit shall be obtained for any and all work that requires one as determined by municipal, state, and national zoning codes and legislations.

7.2 WORKER GROUP PERSONNEL RULES (passed 6/6/90; amended 6/17/98; amended 7/30/08)

7.2.1

All persons hired by MCC as worker group employees must sign a contract which stipulates the expectations and rules for members of WG as well as compensation for work performed.

7.3 MEMBER LIABILITY FOR MAJOR MAINTENANCE (added 7/30/08)

7.3.1 In all instances, when one or more members of MCC wish to start a major maintenance project at an MCC owned property, prior approval must be gained by a formal vote at a MaintCo meeting. The parties that are interested in performing this work must submit the “Member Liability for Major Maintenance Form” (see appendix 9.1) to the committee.

8. MAINTENANCE VEHICLE

8.1 TRUCK USAGE POLICY (passed 7/11/98) Amended by MCC Board 10/4/00)

8.1.1 The vehicle is to be used only by licensed drivers that are MCC members and are using the vehicle specifically for MCC Maintenance Projects. This limits the vehicle to use only by the Maintenance Coordinator, Maintenance Officer and members of the worker group when use is needed for projects. It is not to be used for individual use.

8.1.2 There is to be absolutely no drug or alcohol use while operating the vehicle. To make this clear, those using the vehicle are to be 100% sober at the time of use!

8.1.3 A member of the house who is using the vehicle must sign a waiver of responsibility and/or any other necessary documents, so the driver is included in MCC’s insurance and so MCC is not necessarily liable for damages of injuries caused by that individual while they are using the vehicle.

8.1.4 The maintenance coordinator is responsible for keeping track of keys and vehicle usage. An extra set of keys will stay at the MCC office

8.1.5 A copy of the vehicle usage policy will be in the vehicle’s glove compartment and anyone who uses the vehicle must have read through it in it’s entirety before they may use it. It is the person who last used the vehicle’s responsibility to ensure that the person using the vehicle next has knowledge of their responsibility to read through the policy.

8.2 MCC VEHICLE MAINTENANCE AND UPKEEP POLICY passed by MCC Board 10/4/00

8.2.1 Routine maintenance and upkeep shall be performed on any MCC vehicle owned and operated by MCC as delineated in the manufacturer’s owner’s manual. This shall include but not be limited to:

* Oil level and tire pressure check at every gasoline fill-up.

* Oil changes every 3,000 miles.

* Thorough cleaning every 3,000 miles.

* Fluid checks every 3,000 miles (transmission and transfer case fluids/gear oils; rear and/or front differential oils; brake fluid; radiator coolant; windshield washer fluid; power steering fluid; battery water; and clutch fluid).

* General chassis lubrication and inspection every 12,000 miles.

* Parts checks and/or replacement every 12,000 miles (gas and air filters; PCV valve; fan, alternator, power steering and other belts; battery; clutch and brake adjustment; all lights interior and exterior; wiper blades; radiator; shock absorbers; tire rotation; spark plugs; spark plug wires; distributor cap and rotor; ignition timing; all vacuum lines and hoses; radiator hoses).

* Any maintenance and/or parts replacement suggested by the manufacturer at subsequent intervals of 24,000 miles, 36,000 miles, and more.

8.2.2 Log & Reporting: The maintenance coordinator shall be responsible for the oversight of the MCC vehicle’s maintenance needs. He or she will be required to keep a log of maintenance and any other work performed. This information will be presented to the maintenance officer and the maintenance committee along with the usual reports already required of the maintenance coordinator.

8.2.3 Qualified Mechanic: A qualified professional mechanic shall perform all repairs or maintenance done to the MCC vehicle. The maintenance committee must approve any exceptions to this.

8.2.4 Repair Manual: MCC shall retain a repair manual that pertains to the vehicle. It will be used as a reference for repairs or maintenance. This will help insure that improper work will not be done at the expense of unknowledgeable MCC members.

8.2.5 A copy of this policy will be posted on the dashboard in the maintenance vehicle.

9. APPENDIX

9.1 All major maintenance projects performed by MCC members must meet the following criteria:

1. Prior to beginning the work, the project must be approved by vote at a Maintenance Committee

2. All work shall be of quality comparable to licensed contractors and up to code standards.

3. The house is responsible for obtaining any needed permits and/or supporting documents and maintaining them in their proper places.

4. The project will be completed in a timely manner and according to the timeline that has been established in this document.

5. If project remains incomplete past the due date, it is agreed that a review of the project will take place between those members responsible for the project and the Maintenance Committee. It will then be decided what appropriate actions should be taken, including but not limited to:

a) A specific time extension

b) Responsibility for the project given to the MC and/ or the AMC

c) Responsibility for the project given an outside contractor

6. If the project has been previously approved in the current year’s budget and funds have been set-aside for it, then the project shall not exceed the amount budgeted for it. If the project exceeds the budgeted amount, any additional funds needs to complete the project will come from the funds of the house where the work is being performed. If the project has NOT been budgeted for with MCC maintenance funds, no money from this fund shall be sued on the project without prior approval of the maintenance committee.

7. Any damages incurred, as a direct or indirect result of the project, will be repaired at the expense of the house. The house may then choose whether to extend those charges to the house members assuming responsibility for the project or to pay for them from house funds. (The MCC Maintenance Policy regarding these issues 93.3 House Accountability for Major Maintenance Costs) should be referenced in such instances)

8. MCC Maintenance staff is not held responsible for this project or any costs associated with the project, unless otherwise indicated in this form.

House Name:­­­­­­­­­_______________________

Title of Project:_____________________

Description of Project:_____________________________________________________

Project starting date:_________________ Project completion date:__________________

Amount of MCC maintenance funds to be used (and not exceeded) on project: $_______________

The following individuals have read the above information and agreed to comply with all the criteria listed in regards to the aforementioned project. Person(s) responsible for completion of project:

Name:________________________________________ Date: __________________

Name:________________________________________ Date: __________________

Name:________________________________________ Date: __________________

MCC Maintenance Coordinator: __________________________________________

MCC Maintenance Officer: ______________________________________________

Agreed Upon by the MCC Maintenance Committee on ______ day of ______, 20___

By a majority vote tallying: In Favor_____ Opposed_____ Abstaining____

9.2 Standard Worker Group Employment Agreement

(Insert example or standardized contract here)

10 MISCELLANEOUS/INFORMATIONAL

10.1. CATASTROPHIC DAMAGE (informational item — not policy)

MCC’s insurance will cover catastrophic damage (i.e. fire) even when caused by, say, an electrical device installed by a nonprofessional member. However, the person may be sued by our insurance company. If a member is injured while performing work for pay and decides to sue MCC, MCC is covered by worker’s compensation.

10.2. LIABILITY FOR INJURY (from Membership Contract, Obligations& Covenants — not maint. policy)

“MCC shall not be responsible, except through direct acts of negligence or omission, for injury, loss or damage to a Member’s person or property and Member expressly waives any such claim against MCC/House. Member shall be solely responsible for obtaining insurance on his/her person and/or property.” (Even though members sign this agreement, MCC may still be partially liable — what really protects MCC is clearly warning members of a specific danger, like locking restricted roof access areas and posting signs.)

10.3 STANDARDIZED CONTRACTOR GUIDELINES (passed 7/6/83; made recommendation, not policy 10/14/98)

On 10/14/98, this policy was reduced to a recommendation (not required), so that the MC has the flexibility to add & remove items according to MCC/Contractor negotiations.

When companies or people submit bids for maintenance work on any MCC house, a signed copy of the Contractor’s Policy should accompany their bid for the bid to be valid. The contractors shall receive a copy of the policy at the time of inspection so as to be able to calculate their costs fairly. The authorized signers for MCC shall be either the MC or the MO. The house signer must be the HMC.

General Specifications for Maintenance Contractors

1. Permits and supporting documents: The contractor is responsible for obtaining any needed permits and/or supporting documents.

2. Workpersonship: All work shall be of quality typical to the craft.

3. Completion date: To be negotiated before bid is submitted and stated in the bid.

4. Late completion penalty: The Contractor agrees to forfeit $50.00 per day penalty if the contracted work is not completed by the designated completion date. Any delays caused by MCC shall not be held against the Contractor but shall be added to the Contractor’s schedule in writing with a Change Order.

5. Change Orders: Any and all Change Orders shall be in writing and signed by an authorized agent of MCC and Contractor prior to commencement of any work pertaining to the Change Order.

6. Warranty: To be negotiated before the bid is submitted and stated in the bid.

7. Bid: Bids submitted for any project shall be a fixed price and shall be effective for at least 90 days.

8. Progress payments: To be negotiated before bid is submitted and stated in the bid.

9. Insurance: All worker’s compensation insurance for the Contractor, Contractor’s employees and any subcontracted work are the responsibility of the Contractor. Proof of worker’s compensation insurance must be provided by the Contractor prior to beginning of work. Insurance on work performed by Contractor shall be negotiated before the bid is submitted and stated in the bid.

10. Security of materials: It shall be the responsibility of the Contractor to provide security for any materials at the construction site.

11. Cleaning: All trash and excess construction materials shall be cleaned up and hauled away by the Contractor unless otherwise negotiated and placed in writing.

12. Occupancy: The building will be at least partially occupied during the time construction is performed.

13. Turnkey: All jobs are turnkey unless otherwise negotiated and stated in writing.

14. Modifications to Specification: Exceptions to the above mentioned specifications may, when appropriate, be made by written agreement between the Contractor and MCC.

Contractor Authorized Signature:

_____________________________________ Date: ____________

MCC Authorized Signature:

_____________________________________ Date: ____________

House Maintenance Coordinator Signature:

_____________________________________ Date: ____________

10.4 HOUSE TOOL (3/5/97 recommendation — not enforceable)

These are the tools each house should own. The house is responsible for the maintenance of this tool kit.

Toolbox

HMC handbook

16 oz. Hammer

8″ pliers circuit tester

10″ vice grips hacksaw

10″ Channel locks

Wonderbar

Utility knife

10″ crescent wrench

1-1/4″ stiff putty knife

25 snake (for drains)

Measuring tape

6 pc. Screwdriver set

Appropriate Yard Tools

Member Contracts

Processing of Security Deposits

(Adopted 5/31/78; Amended 4/25/07)

Each new member, upon joining MCC, must submit a valid check or money order payable to MCC for the entire value of their security deposit. The check or money order must be attached to the new member’s membership contract and submitted to the Member Services Coordinator (MSC), either directly or via the appropriate house membership coordinator. With the assistance of the Finance Coordinator (FC), the MSC works to ensure that all security deposits are properly deposited, tracked, and returned.

Each vacating member, upon leaving MCC, is entitled to have their security deposit, minus any legal deductions, and an accounting of all deductions sent to them within twenty-one (21) days after they surrender the premises. Legal deductions include, but are not limited to, charges for incomplete MCC maintenance hours. To this end, each of MCC’s cooperative houses may designate a person or position responsible for assisting MCC staff on all security deposit returns; in the absence of another house designate, the main house membership coordinator who handles membership contracts is the understood house designate. The house designate is responsible for completing a Security Deposit Accounting form for each vacating member and making sure that it reaches the MCC Office within fourteen (14) days after the date of surrender. Based on the information provided on this form, MCC staff are responsible for mailing the security deposit, minus any legal deductions, and an accounting of all deductions to the vacating members forwarding or last known address within twenty-one (21) days after they surrender the premises. Additionally, MCC staff are responsible for mailing a check for the value of any legal deductions and an accounting of all deductions to the house of the vacating member.

If an audit or other information reveals to the MSC that a vacating member has been moved out of MCC for more than fourteen (14) days and no relevant completed Security Deposit Accounting form has reached the MCC Office, then MCC staff will send the vacating member’s entire security deposit, with no deductions, to the vacating member’s forwarding or last known address.

Houses will be fined a five dollar ($5) late fee for each Security Deposit Accounting form that reaches the MCC Office more than fourteen (14) days after the date of surrender. Additionally, houses will be fined twenty dollars ($20) per Security Deposit Accounting form for each form that is late on the fifth (5th) of each month.

Membership Contract Year

(Adopted 2/28/07)

MCC’s membership contract year starts August 15th and ends August 14th. This is in recognition of the prevailing lease year in the central Madison housing market and the importance of transferability between MCC and non-MCC housing arrangements for current and future MCC members

Reasonable Accommodation Policy

Revised November 2011

All prospective or current MCC members may apply for a reasonable accommodation or modification on the basis of a physical or mental disability at anytime during their membership application process or residency at an MCC cooperative house. MCC members are tenants in MCC’s cooperative houses, and prospective members are those who are applying for membership (tenancy).

During the Membership Process:

Individual cooperative houses can choose whether or not to proactively ask all prospective members whether the prospective member requires a reasonable accommodation or modification.

However, if houses do ask prospective members whether they require a reasonable accommodation or modification, they must inform the prospective member that their response to the question will only be used to inform them of MCC’s reasonable accommodation or modification process, and will not be used as a basis of acceptance or denial for housing.

Furthermore, a house must either systematically ask all prospective members this question, or none of them. If a house does decide to ask all prospective members this question, it must be a house policy to do so, and  must be put in writing in the house’s policy manual.

Reasonable Accommodations Request Process:

A prospective or current member who requests a reasonable accommodation or modification from an MCC cooperative house must be directed to that house’s membership coordinator or MCC Member Services Coordinator (MSC).

The house membership coordinator or the MSC will provide the member or prospective member who is requesting a reasonable accommodation or modification with written application forms, which the person should use to request their specific accommodation or modification. These forms will ask only for information that is permitted to be used in determining a reasonable accommodation or modification, as defined by federal, state, and local laws.  MCC, through either the house membership coordinator or the MSC, will provide assistance in filling out the form, if that is requested as an accommodation.

This form must be mailed or hand delivered to the MCC office to the attention of the Member Services Coordinator.

MCC will respond to the prospective or current member’s written request for a reasonable accommodation or modification within ten business days of receipt.

The MSC will begin processing the request by researching the reasonable accommodation or modification that is requested. The MSC should consult, when appropriate, with relevant industry publications, tenant advocacy groups and MCC legal counsel.

After the research is completed, the MSC will present their findings to the Individual Issues Committee (II). The II Committee will make the final decision on the reasonable accommodation or modification on behalf of MCC.

A written letter explaining MCC’s decision regarding the prospective or current member’s request for a reasonable accommodation or modification will be sent to the address written on the reasonable accommodation or modification application form.

Ongoing Compliance:

The MSC will maintain and update MCC’s reasonable accommodation or modification forms and resource materials to remain complaint with federal, state, and local laws.

In addition to ongoing support, the MSC will provide education about this policy to house membership coordinators and the Board of Directors twice a year.

 

Processing of Membership Contracts

(Adopted 4/25/79; Amended 2/19/92; Amended 8/18/93; Amended 6/28/98; Amended 3/14/07; Amended 3/12/08; Amended 5/21/08; Amended 1/26/11)

A. The Member Services Coordinator (MSC) is the person responsible for receiving, approving, signing, and returning via the routing boxes at the MCC office all membership contracts on behalf of MCC. If the MSC is unavailable for an extended period of time the MSC or the Coordinating Committee may designate a willing officer to process membership contracts on behalf of MCC. If there is no currently employed MSC the Coordinating Committee shall designate or hire a person responsible for processing membership contracts on behalf of MCC.

B. The MSC or the properly selected substitute will approve each received membership contracts unless it:

1) Is for a member who has not fully paid, to MCC, their security deposit, MCC membership fee, and NASCO membership fee,

2) Is not completely filled out on the proper form,

3) May not be approved according to any MCC policy,

4) May not be approved according to any known applicable cooperative house policy, or

5) Has only been signed on the cooperative house’s behalf by the member listed on the contract.

C. The MSC or the properly selected substitute will sign each approved contract unless a member of the Coordinating Committee, through a majority vote, requests that the contract not be signed. To be valid this request must include one or more reasons and they must not violate applicable housing laws. In this event the MSC or the properly selected substitute will inform the member whose contract is under consideration that a request to not sign the contract has been made and that the matter will be decided at the next Individual Issues Committee meeting. This informing will be done in writing by means of a tangible letter that is post-marked or hand-delivered within five (5) days of the MSC or the properly selected substitute receiving the request and will include the reason or reasons for asking that the contract not be signed. The Individual Issues Committee will decide at its next meeting whether to instruct the MSC or the properly selected substitute to sign the contract.

If the request to not sign the contract is made within two (2) months of the end of the current contract of the member in question, the member may request an emergency Individual Issues Committee meeting. The Individual Issues Committee chair will make every effort to schedule and hold this emergency Individual Issues Committee meeting within one (1) week of the request by the member in question. The Board representatives designated to attend the emergency Individual Issues Committee meeting will be the same Board representatives that are designated to attend the next regularly scheduled Individual Issues Committee meeting.

Any member of the Coordinating Committee who originally brought up the issue for the Coordinating Committee to vote on must abstain on the vote at the Individual Issues Committee meeting, though their presence will count toward quorum; in this event a sincere effort should be made to have multiple voting Board Representatives at the meeting to ensure that at least three (3) members of the Individual Issues Committee are not required to abstain on the vote. Each upheld request to not sign a contract applies to all contracts the person in question submits for the remainder of the current membership contract year and the entire subsequent membership contract year only. A decision to sign or not sign a contract can be appealed to the Board of Directors or the General Membership by means of a vote at a General Membership Meeting (GMM) or Special Membership Meeting (SMM) or a referendum.

[Non-Policy Note: As of 1/10/10 the only two (2) policies that the MSC is aware of that part B3 of this policy refers to are the Contract Guarantors policy and the Failure to Establish a Valid Membership Contract policy.]

Membership Contract Procedures

(Adopted 2/1/89; Amended 4/26/89; Amended 12/13/89; Amended 2/7/90; Amended 7/25/90; Amended 5/8/91; Amended 2/19/92; Amended 4/29/92; Amended 7/28/99; Amended 3/14/07)

A. Each house of MCC will decide on its own procedure for getting its contracts signed and in to the office and getting the necessary fees and deposits paid by the deadline stated in this policy.

B. A procedure shall also be formed by individual houses wherein its members shall become familiar with MCC and the houses relationship to it. These procedures need not be approved by MCC.

C. The procedure for signing contracts is as follows: The contract will be signed by all parties and kept on file in the MCC office. The house membership coordinator or other authorized member of the house shall have already signed the contract (or will be contacted by the Member Services Coordinator soon thereafter to sign the contract) on the space reserved for the house in its capacity as an agent for MCC.

D. Payment plans for new members shall meet the following requirements:

1) Members will pay their security deposits in full first, then they may be allowed to establish a payment plan for their rents, following the guidelines of the Member Debt policies.

2) All payments on the plan over three hundred dollars ($300) must be paid to the MCC office by cashier’s check, money order, or traveler’s check no personal checks.

3) Any person wishing for an exception to this policy must request a meeting with the Individual Issues Committee to discuss the exception.

E. Members living in an MCC house without a completed and signed contract and either MCC deposit and fees fully paid may be served a no-contract notice according to the guidelines of that MCC policy.

F. House treasurers, membership coordinators, Board representatives and the MCC President shall be allowed to deliver the contracts of renewing members to the Member Services Coordinator. This will be sufficient for their final approval by the Member Services Coordinator, in addition to current means of delivering contracts.

G. One way to facilitate the houses becoming familiar with MCC will be a joint effort by MCC and each house wherein a bulletin board labeled MCC in big bright letters will be placed in a heavily used common area of each house. On it will be posted MCC information such as the MCC newsletter, letters to the house from MCC relating to the house’s financial health, Board minutes, and announcements of MCC retreats, other Membership Committee activities and co-op parties, etc.

Failure to Establish a Valid Membership Contract

(Adopted 12/12/89; Amended 2/7/90; Amended 7/25/90; Amended 2/19/92; Amended 4/1/92)

MCC will send a reminder letter to persons who have been living in an MCC house for one (1) week without having turned in a signed contract. This reminder shall give a seven (7) day deadline for compliance. If the person does not deliver a signed contract to the MCC office by the seventh (7th) day, along with a deposit or completed deposit payment plan, then that person will be served an Eviction Summons and Complaint on the eight (8th) day, or the next business day by the MCC Staff. The costs of the summons and service of papers will be billed to the person through the house. They will be scheduled for a hearing at the next meeting of the Individual Issues Committee, which is empowered by the MCC Board to make a final decision on the matter. If a completed contract and deposit or deposit payment plan has not been delivered to the MCC office by the court date, or a successful appeal made, then the eviction process will be carried out. This entire process would be outlined in the initial letter. Those who do not fit the requirements for signing a renewal contract, such as those who have a debt over fifty dollars ($50) but don’t have a payment plan, and others, may appeal their case to the Individual Issues Committee.

Staff Return of Security Deposits

(Adopted 5/31/78)

Authorization is given to staff to return security deposits on the twentieth (20th) of each month after being provided with authorization from the house treasurer (to include all house debts, including food co-op, maintenance charges, etc.) and the Finance Committee (indicating that the house financial situation is under control).

No Contract, No Key

(Adopted 3/5/03; Amended 3/21/07)

A.No person is to be issued or lent a house or room key to any MCC co-op house unless they have a valid, current membership contract, signed by the Member Services Coordinator. Any member responsible for issuing and tracking house keys would need to see the member’s copy of their signed, valid, current MCC membership contract before issuing keys. Exceptions:

1) MCC staff with operational reasons for having keys, including but not limited to: the MCC Maintenance Coordinator, Member Services Coordinator, Worker Group, and temporary and long-term contractors hired by MCC. A public list will be made available upon member’s request with the names of who has keys to their house at a given time. Any MCC agent issuing keys shall notify the house membership coordinator of changes to the list of key holders.

2) Food co-opers must be approved by the house to receive a key.

3) Children may be issued keys if their parents or legal guardians have proper signed contracts.

4) Guests who are non-members staying at a house are the responsibility of their host, who must be an adult member of the house with a signed, valid, current contract who has publicly accepted responsibility for the actions of their guests, including any key deposits or charges incurred due to the guest. Note: A crasher, a person not known to the house who is staying at the house without a lease, may not be issued house or room keys. If a member wants to take full responsibility for a crasher’s behavior, then they are a guest.

B. Houses may demand high key deposits be paid in advance to the house by food co-opers or hosts of guests to make sure that keys are returned to the house. Houses are responsible for making sure that they do not rent out a room that does not meet housing code requirements. The Member Services Coordinator will not sign a contract for an illegal room.

C. MCC and its houses do not operate as hotels, motels, or hostels. Crashing is inherently incidental to the overall purposes of MCC.

D. Serious conflicts have arisen when non-members live at co-ops too long because they get the benefits without taking the responsibility of membership seriously, as they are not legal members and are not accountable for work, rent, and other duties of membership.

Standard-Term, Academic-Term, and Short-Term Membership Contracts

(Adopted Circa 1992; Amended 3/7/99; Amended 2/28/07; Amended 5/21/08)

There are three (3) kinds of membership contracts, as defined by their end dates: standard-term, academic-term, and short-term.

Standard-term contracts shall end August 14th.

Academic-term contracts shall end May 31st.

Short-term contracts may end any date.

All standard-term and academic-term membership contracts established before the next contract year shall start August 15th of that membership contract year.

All short-term membership contracts established before the next contract year may start any date of that membership contract year.

The start dates of membership contracts established during the current contract year will necessarily vary.

Each membership contract shall fall within a single membership contract year. No membership contract may be more than one (1) year in duration.

No membership contract may be established before January 1st of the membership contract year prior to the membership contract year in question.

Within the parameters of this policy, MCC’s cooperative houses are allowed to establish house-level policies that determine the numbers of standard-term, academic-term, and short-term membership contracts that may be approved for each membership contract year. In the absence of any relevant house-level policies addressing the matter it is understood, by default, that all of a given cooperative house s membership contracts will be standard-term contracts. If provided for in house-level policy, there is no maximum number of academic-term membership contracts a cooperative house may allow. The maximum number of current short-term contracts a given cooperative house may allow, if provided for in house-level policy, is equal to the whole number reached by rounding up ten percent (10%) of the cooperative house s Occupancy Value, as defined by the Occupancy Formula, with the minimum result being two (2).

[Policy Manual Editorial Note: As of 1/10/10 our Occupancy Values, by house, are: AM=29.2 / AU=16.4 / AV=9.8 / FR=13.4 / HY=15.3 / IN=28.4 / LO=32.0 / OF=9.9 / PH=27.5 / SO=8.6 / SY=8.9. According to this policy, therefore, at any given time: Audre Lorde, Avalon, Friends', Hypatia, Ofek Shalom, Sofia, and Syntropy and are each be allowed to have house policies allowing up to 2 short-term membership contracts; Ambrosia, International, and The Phoenix could each have up to 3; and Lothlorien could have up to 4.]

Pet Contract

(passed 7/27/11)

1. All MCC membership contracts are to include an additional pet contract page effective immediately. Any MCC member who assumes ownership of un-caged pet(s) currently living in MCC properties will be required to file the previously mentioned pet contract page within one month’s time of the policy being enacted.

2. Pet Contract includes all un-caged pets (dogs, cats, etc)

3. Information required:

a. Pet’s Name

b. Medical records

c. Known behavioral issues (documented or undocumented)

d. Other? Call Vet.

Contract Termination Policy

Adopted by the MCC Board June 9, 1993

The Board authorizes the Individual Issues Committee to terminate current member contracts on behalf of MCC, if all three contract parties (the member, house, and the Individual Issues Committee representing MCC) agree mutually to terminate the contract. Individual Issues has the authority to waive house approval of voluntary contract termination only after an attempt during a house meeting to gain approval.

Information: This policy does not concern eviction, but a member’s right to leave if the house does not uphold it’s end of the contract (i.e., the house is dysfunctional, meals are not happening, etc.). The II Committee is intended to serve as mediator in these types of situations.

Housemate Non-Rent Contract Termination Policy

(Passed 6/21/89; Amended pre-5/16/93)

1) If a member or members of an MCC house want the contract of a housemate to be terminated for non-rent violations, that person(s) must provide evidence that such a breach of contract has occurred to the MCC Member Services Coordinator (M.S.C.). The M.S.C. may proceed with the termination procedure only with the prior approval of the MCC Coordinating Committee. In all cases the M.S.C. will suggest the MCC Grievance procedure as an alternative to serving a termination notice.

2) The M.S.C. shall investigate complaints sufficiently to verify whether there is a reasonable chance that the complaint is valid, and secure such documentation as is necessary. The M.S.C. will poll other members of the house involved, and will consult with MCC’s lawyer to see if a violation of the contract has indeed occurred.

3) In the case the M.S.C. declines to serve notice, the members requesting that notice be served may appeal the issue to the MCC Board.

4) If the complaint appears to be valid, the M.S.C. shall proceed to serve a 5-day termination notice with right to cure, which specifies the particular behaviors which the member is being asked to cease. If the member stops those behaviors, then the notice shall be satisfied and the member may continue to live in the house. If the member repeats those behaviors within those 5 days, then his/her contract is automatically terminated, and the M.S.C. will ask him/her to move out of the house. If the member satisfies the original notice but later repeats any of those behaviors, and members of the house again request that said member’s contract be terminated, s/he shall be served a 14-day termination notice with no right to cure.

5) If members of the house bring a subsequent complaint that a member who has received a termination notice for non-rent breaches has committed a different, but serious non-rent violation of the lease within the following year, the Member Services Coordinator shall, upon sufficient evidence, serve a 14-day termination notice with no right to cure.

6) When a member fails to satisfy the terms of a termination notice, s/he will be notified within 48 hours that his/her contract has been terminated, and informed that s/he has a right to appeal the termination to the Individual Issues Committee. Appeals must be filed with the MCC President within 3 days of the member’s notification that their contract has been terminated in order to stay the filing of an eviction action.

7) If no appeal is filed, and the member refuses to move out of the house, the Member Services Coordinator shall file an eviction action 3 days after the termination of the contract. (An eviction action requires the member to physically remove him/herself from the premises.)

Tracking System to Monitor House Progress in Membershipping

(Adopted 4/1/92; Amended 4/19/00; Amended 7/26/00; Amended 2/28/07)

During relevant months the Member Services Coordinator (MSC) will track the percentage of its rooms that each cooperative house has filled for the next membership contract year. A room is considered filled when there is a fully complete membership contract associated with the room. The MSC will report this information to the Board and the Coordinating Committee. It is expected that at least twenty-five percent (25%) of each cooperative house’s rooms will be filled for the next membership contract year by May 1st; fifty percent (50%) by June 1st; seventy-five percent (75%) by July 1st; and one hundred percent (100%) by August 1st. A cooperative house that isn’t meeting these expectations will begin Management Concerns work according to the guidelines of the Management Concerns policy. Through cooperative action, membershipping assistance, and timely intervention the cooperative house should be able to quickly get back on track.

Membership Contract Renewal

(Adopted 4/3/96; Amended 7/26/00; Amended 2/28/07)

Each of MCC’s cooperative houses is allowed to establish a membership contract renewal deadline that falls between February 1st and May 1st of the current membership contract year by which date members who wish to guarantee their space at the house for the next membership contract year need to submit a signed membership contract to the appropriate house membership coordinator. In the absence of a relevant house-established deadline it is understood, by default, that the deadline is May 1st. Once a house’s membership contract renewal deadline has passed, all rooms that are not contracted out for the next membership contract year are considered available to renewing and incoming members.

Room Change/Contract Amendment

(see form)

 

LET MEMBERS CHIP-IN FOR COMMUNITY SERVICES

passed by the BOD 4/5/00

Each new and renewing member, shall be presented with an addendum to sign that is attached to each MCC member contract. The addendum shall be titled “OPTION TO CHIP-IN FOR COMMUNITY SERVICES.” The membership coordinator at each house will explain the addendum to each contract signor and make it clear that the addendum is optional.

The addendum shall describe that “the MCC community services trust fund was created by the MCC membership to support progressive community services providing service consistent with MCC’s principles. Each year, the MCC finance committee and board allocates grants to groups providing services to people or communities which are disadvantaged, groups providing services to the communities which are underrepresented in MCC, as well as at least one co-op or collective, at least one housing related service, and at least one umbrella community fund.”

The addendum will inform members that they have the option to chip-in with an increased rent payment, and also that they stop being billed for any month after the member provides their house’s accounts receivable treasurer with a written request that cancels the addendum.

Members will be able to choose the following options:

YES ___ Please bill me $2,00 per month for a total of $24.00 per year for the community services trust fund. YES ___ Please bill me $5.00 per month for a total of $60.00 per year for the community services trust fund. YES ___ Please bill me $_____ per month for a total of _____ per year for the community services trust fund. No ____ I do not choose to contribute at this time.

The minority outreach and membership committee may make reasonable changes to this form that do not contradict the purpose of this policy of the MCC community services trust fund, provided the committee reports changes to the next board meeting.

House treasurers will bill members accordingly until they receive such notice or until the member’s contract terminates. Members must check “YES” on their addendum for each renewed member contract. House treasurers will provide to MCC separate quarterly payment in the amount billed in this manner. The MCC finance coordinator will deposit half of these funds each in the community services fund and community services trust fund. This process is not intended to prevent any member from contributing to the community services trust fund in another manner.

 

Sample Contract

(Updated December 2010)

(See Attached Form)

Income Disclosure Form

(passed at the 8/11/99 BoD meeting; Updated December 2010)

(See Attached Form)

General Personnel

STAFF HEALTH CARE POLICY

(Adopted 2/13/08)

The MCC Board of Directors agrees to adjust all current and future coordinating staff contracts such that rather than providing a monthly cash contribution to a health care fund for each staff member. MCC agrees to pay the actual costs of and individual or family health and dental care policy through Group Health Cooperative (GHC) for each staff member.

Merit-Based Raise System for Staff Review Committee

The Staff review committee shall rank the job performance of their staff person for the purpose of determining pay using the following five-star system. Staff review committees should use surveys, discussion at the committee, and their own judgement.

Does not meet expectations

One Star (*) – Raise equal to inflation. Recommend that the Board Consider firing the staff person if this rank is given two years in a row.

Two Stars (**) – Raise equal to inflation

Meets expectations in all but a few areas

Three Stars (***) – Raise of half a rung (plus inflation)

Four Stars (****) – Raise of one rung (plus inflation)

Meets expectations in all areas and exceeds expectations in some areas

Five Stars (*****) – Raise of one rung (plus inflation) plus a bonus (bonus may be money or vacation time)

Staff Training Funds

(Adopted July 29, 2009)

Food: MCC shall give a per diem equal to NASCO’s per diem.

* The NASCO liaison shall be responsible for periodically asking NASCO what their current per diem is. The number of days that this per diem is granted shall equal the number of days of the conference.

Transportation: Staff are encouraged to take reasonably-priced transportation. Receipts must be submitted for all travel reimbursements.

Lodging: Staff are encouraged to stay at co-ops when feasible and reasonably-priced motels/hotels otherwise. Receipts must be submitted for all lodging bills. MCC will pay for lodging for a number of nights equal to the length of the event plus one night.

*Editorial Note: As of April 2010 the NASCO per diem is $20.

Work Log Summaries

Each coordinator will provide their committee with copies of their work log summaries, detailing hours worked, overtime, paid Holidays and vacation, and sick days, on a quarterly basis. Staff shall include written explanations with their work log summaries any time time-and-a-half is given for overtime worked. (7/15/09)

STAFF CONTRACTS/HIRING

Staff shall provide the Board with written job descriptions. (see job descriptions) (5/4/77)

Board agrees to “be open to recognizing a union of MCC employees as sole bargaining agents.” (4/26/78)

MCC’s Finance Coordinator is to work with the Finance Committee in coordinating the refinancing of MCC’s land contract holdings. (11/28/79)

Staff Reviews

(Adopted 8/9/95; Amended 11/5/08)

A. Staff reviews shall be completed and the results written up in a Board packet before the date specified in each contract, and the board must vote to affirm or reject the recommendations of the committee. Newly hired staff shall be signed to probationary six-month contracts, also known as initial contracts. Their job performance shall be reviewed after 5 months to determine if a long-term contract, also known as a permanent contract, should be recommended. A positive review will result in the offering of a standard one-year employment contract to run concurrent with the MCC budget year. This may mean offering a short-term extension on the current contract to bring contracts into synchronization with the budget.

B. The review committee is recommended to consist of two members of the Coordinating Committee, two members of the appropriate committee, two members from the Board, and two other MCC members. The Staff member being reviewed shall not be a member of their committee. Review committee members should be familiar with how the staff person performs their job. No more than two members may be from the same house. The members will be chosen at committee or Board by an instant run-off voting procedure with no objections. The staff member being reviewed does not get a vote on their review. Quorum is six. Decision is to be made by consensus. Chairs and appropriate committees are as follows: Maintenance Coordinator: Maintenance Officer and Maintenance Committee; Finance Coordinator: Finance Officer and Finance Commitee; Member Services Coordinator: Membership Officer and Membership Committee.

C. The role of the staff review committee will be to set the survey questions and review the performance of staff persons, develop job descriptions/revise contract wording in cooperation with the staff, set performance goals for the upcoming contract period in cooperation with the staff, and make recommendations on contract renewal and contract wording to the MCC Board. The committee shall meet at least three times: once to develop surveys, once as a meeting open to all members, and at least once for review committee members and the staff member only. The chair is responsible for posting the date, time and location of the open review committee meeting at all houses at least one week advance. After the open review meeting, the review committee is not obligated to analyze further incoming attachments/comments. The review must include, but is not limited to: 1) discussion of fulfillment of duties stipulated in contract, 2) discussion of contract renewal, 3) discussion of modifications to the contract, 4) discussion of survey results (chair is to write up, distribute, and collect surveys from the membership) and a discussion of past performance, worklogs, overtime use, vacation use, and annual earnings and 5) constructive criticism. The chair may ask the staff member under discussion to leave the room at some point to allow more open discussion but this should be an open, cooperative process as much as possible.

D. Directors of the Board are responsible for encouraging members to complete surveys.

E. Grievances toward staff must be addressed as per policies, and the Grievance Committee will coordinate appropriately with the Staff Review Committee.

F. Staff contracts shall include: a full description of job duties, including the person(s) staff is responsible to for performance of those duties; an understanding of the relative priority assigned to those job duties; compensation, including scheduled bonuses and raises; benefits, including compensatory time, vacation, sick pay, health coverage, and overtime; and the procedure for performance review, determination of salary adjustments, and termination of employment, including severance pay.

G. The committee chair or their designate shall provide the MCC Board with a written summary of the evaluation, to include: complete results of the quantitative portion of the survey, all survey comments and additional attachments, aspects of the job well done, specific areas in which the staff person needs to improve, with recommendations on how to make those improvements if this has been determined, and specific ways to determine when the improvements have occurred. Additional survey comments and attachments must be made fully available in hard or electronic form. Any member may request a copy of the survey comments and attachments. Their report will also include recommendations on contract renewal and revisions. The results of the contract-year-end staff review shall be provided for a Board meeting at least one month before the end of the current staff contract to allow time for a staff hiring process to occur should the committee recommend non-renewal.

H. During the staff review process, beginning when surveys are distributed to the Board meeting discussing the staff member, any member has access to pertinent records. The member must submit a written request to the chair with a purpose relevant to evaluation of the staff member. The chair must facilitate a viewing of records with the member within ten days of the written request submission.

I. The following items will be maintained in a permanent file in the MCC office: copies of staff contracts, amendments and extensions; minutes of SRC meetings; copies of SRC recommendations to the Board; staff self-reviews and questionnaires received from members. The keeping of this file shall be supervised by the MCC Secretary.

Staff Compensation Policies

(Adopted by the Board of Directors 9/28/05; Amended by the Board of Directors 2/13/08)

Coordinating Staff Compensation

Compensation for MCC’s three coordinating staff shall conform to the following:

Paid Vacation-

Starting vacation is equal to 15 days per year. For each continuous full year of service to MCC, ½ day of vacation will be added to each coordinating staff’s vacation total. (Approved by BOD 9/21/2011).

Holidays-

10 Annual Holidays per the Staff Members Choosing, Specified in their Contract

Sick Leave-

12 Days per Year, Earned on a Monthly Prorated Basis Plus 3 Additional Days per Year for Parents Raising One or More Children

Salary/Wage Range

- MCC Member Services Coordinator ~ UW Human Services Program Coordinator

- MCC Maintenance Coordinator ~ UW Maintenance Supervisor

- MCC Finance Coordinator ~ Financial Specialist Program Supervisor

April 3, 2005 Pay Range for All Three Classifications: $15.117 to $33.285 per Hour

Note: According to the UW classification system, the three positions listed above are denoted either as 81-4 or 7-4 in terms of their official pay schedule and range. To prevent a future divergence of MCC staff pay ranges, under this option, it would be understood that all three positions are considered 81-4 although the distinction currently has no significance since 81-4 and 7-4 are on identical pay ranges. While the wage range would initially be determined according to a UW pay scale, annual adjustments would be made based on the rate of inflation determined by the Consumer Price Index.

Ladder System

Establish a pay range ladder with 30 rungs, such that for the chosen pay range the 1st rung corresponds to the minimum salary/wage, the 30th rung corresponds to the maximum salary/wage, and the difference between each rung amounts to 1/30 of the difference between the minimum and maximum salary/wage. Coordinating staff member would start on a rung commensurate with their years of full-time, directly relevant work experience, up to a maximum of 10 years or rungs. For each year of working for MCC, a coordinating staff member moves up one rung on the pay range ladder. (modified by BOD 10/21/11)

Health Coverage

MCC agrees to pay the actual costs of an individual or family health and dental care policy through ChamberCare’s Mendota Plan from Group Health Cooperative (GHC) for each staff member.

STAFF GRIEVANCE POLICY

(approved by MCC Board Feb. 16, 1994)

This is a set of policies intended to formalize conflict resolution steps for staff members.

1) That conflicts between Staff members be brought before the Individual Issues (II) committee initially to see if a solution can be brokered there. Two additional members of the committee could be added, as long as they were members of the Board.

2) If a Staff member is unsatisfied with the results of this mediation, a second meeting of a Grievance Committee could be arranged by the Grievance Coordinator (The President if there is no Grievance Coordinator) which would be Ad Hoc and could include non-Board members. Each Staff member could request a particular participant (even non-MCC) and the GC would pick the rest. The committee would be run by consensus.

3) Only after these two meetings had been tried would outside help be solicited. Funds for outside help would be approved by the Board. Details of the conflict would not be discussed with the Board. The GC would recommend to the Board whether to approve funds based on the results of the two meetings. (fiscal decision only)

4) Temporary/Part time Staff are expected to follow the directions of MSC/FC/MC. Issues of unfair treatment or harassment may be brought to II. If not resolved, a Grievance Committee could be formed as outlined above. Outside help could be solicited as outlined above.

5) Staff are encouraged to have regular Staff meetings (biweekly or monthly) in order to facilitate communication between Staff members.

6) For Grievances between Officers and Staff, they will first be heard at a Coordinating Committee meeting as an agenda item. If unresolved, or if it is taking too long than the grievance will be sent to II. If the GC is the Officer(s) in question, than the Staff member in question could pick another officer or Board member to chair an Ad Hoc Grievance Committee. Outside help could be solicited in the same manner as above.

7) In order to preempt conflict, if a Staff member disagrees with any direction given to them by a particular Officer, they may request that it be discussed by the Coordinating Committee. The officer may, in the interest of time, solicit a simple majority of the Coordinating Committee in order to request compliance. If this occurs, the issue must be discussed at the next Coordinating Committee meeting.

8) Previous Coordinating Committee decisions are binding, unless brought to the Coordinating Committee again for reconsideration, or to the Board. No Officer may ask a Staff member to ignore the direction of the Coordinating Committee as a whole.

9) In the event of a conflict between staff and a member, the procedure outlined above in #1 will be employed.

10) In the case of a conflict between a staff member and a house, the house’s Board of Directors representative(s) are the responsible parties concerning representation and communication on behalf of the house. The staff member should direct all communication to the house’s Board Representative first and in writing, and the Board representative should convey this information in a timely manner to the rest of the house.

Retirement Plan Policy Part I

(passed by the BoD 11/18/98)

1) MCC sets up a 403b retirement plan for contracted staff members and any other staff employees who meet the criteria set our in part II.

2) Each year, MCC will contribute 4% of the employees’ salaries to the plan. The amount the employees contribute will be at the discretion of the individual employees, although some minimal level of participation may be required for MCC’s 4% contribution to kick in.

Retirement Benefits for MCC Staff Part 2

(Passed by the BoD on 4/7/99)

* During January of each year, MCC will assist employees meeting one of the following sets of criteria in setting up a Simplified Employee Pension (SEP) plan and a parallel 403b. Employees with accounts already open (from previous years) will continue to be eligible regardless of the amount earned in the previous calendar year.

Contracted staff (currently Seth, Brian and Richard): Eligible as soon as they have worked 6 consecutive months for MCC.

All other MCC employees:

Employee must have earned $6250 working for MCC during the last calendar year, including workman’s compensation pay (and therefore be eligible for a $250 benefit from MCC).

Or Employee must have worked for MCC 3 of the last 5 calendar years.

* For each employee meeting the criteria, MCC contributes an amount equivalent to (in addition to) 4% of the employee’s salary/wages per year. MCC’s contributions go into each qualified employee’s SEP plan. The SEP plan is for MCC contributions only. MCC makes regular contributions on a quarterly basis (January, April, July and October).

* MCC’s first SEP contribution for a contracted employee: Once a contracted employee has worked 6 months, they may open a SEP and 403b account. MCC makes its first contribution to their SEP plan the first quarter that they are qualified. That contribution is equivalent to 4% of the employee’s salary earned since they began working for MCC. [Say a contracted employee starts to work for MCC during the month of February. Their first contribution would be made in October, in amount equivalent to 4% of their salary/wages earned between February and October. ]

* MCC’s first SEP contribution for other employees meeting the above criteria:

The first contribution is made January of the calendar year the employee first qualifies, at an amount equivalent to 4% of their wages during all previous years employee worked for MCC and did not qualify. From then on, contributions are made quarterly.

* Qualified employees who want to contribute additional funds to their retirement savings may also open a 403b account to supplement the SEP plan. The 403b is for employee contributions only.

* Under the SEP and 403b, each employee may decide where their money is invested from among the choices on the following page.

* MCC uses ACS Investment Advisors on a consulting fee basis, for the set-up and management of both the SEP and 403(b) plans. Personal employee visits to the consultant beyond the initial set-up of the SEP and 403(b) must be approved by the MCC Coordinating Committee.

Example of a possible scenario: January of 2000, Brian looks back at the total wages of each MCC employee. Brian finds that MCC employee “Steve”, who is not currently receiving retirement benefits, earned $10,000 in 1999. That January of 2000, Brian sends Steve to ACS Investment Advisors, and Steve fills out his application for the SEP and 403b. At that time, Brian contributes $400 (4% of $10,000) to Steve’s SEP account. After that, MCC contributes the equivalent of 4% of his wages to his SEP on a quarterly basis.

Say, Steve works in 2001, but only earns $5000. Any consecutive year that Steve works for MCC after his SEP account is open, MCC continues to contribute, regardless of the amount Steve earns. If Steve quits, and then comes back to work for MCC later, he must re-meet the criteria for eligibility.

STAFF JOB DESCRIPTIONS

Finance Coordinator Job Description

General

This agreement is entered into between Madison Community Cooperative (hereafter referred to as MCC) and ______. This agreement shall define the terms of MCC’s employment of ______ as Finance Coordinator (hereafter referred to as FC), and shall supersede any prior agreements entered into between MCC and _______. The MCC Board of Directors (hereafter referred to as the Board), on behalf of the MCC membership, approves the agreement and authorizes the MCC President to act as its agent in this matter and upon whose signature the Board’s formal assent to this agreement is official. ______ agrees to accept the terms of this agreement and to provide the services described herein as terms of employment as FC.

Finance Coordinator

Be It Formally Agreed: The FC’s role is to function as the manager of MCC’s finances in the areas of accounting and bookkeeping, committee support, reporting, house support, office duties and community outreach. The management style should be one of listening, providing analysis, teaching, building enthusiasm, and presenting issues, options, and alternatives.  If officers and committee members are actively working and planning ahead, the coordinating staff takes more of a background guiding and facilitating role. When committee members are not active or not taking much initiative the coordinating staff members take an active role in figuring out and reporting to the Coordinating Committee what needs to be done. When so directed by the Coordinating Committee or the Board, the FC will take responsibility for getting people to do what needs to be done or take individual responsibility for doing it.

Responsibilities and Priorities:

Order of Priorities

_______ and MCC agree and understand that the FC shall complete the following tasks under the general supervision of the Coordinating Committee. _________ and MCC recognize that items labeled secondary priorities will be done as time allows and that if MCC requests more work from _________ on certain tasks that other duties outlined below will be given less priority by _________.

Accounting and Bookkeeping

Primary Priorities:

Accounts & Bills

Maintain the MCC checking and savings accounts, the calculation and distribution of monthly house billings, the payment of bills due, bank and savings accounts reconciliation and fund shifting among bank accounts.

Bookkeeping & Reporting

Responsible for the regular maintenance of and entries into the accounting software.  Prepare quarterly financial statements and budget reports, to be included in the FC staff report and provided to the Board of Directors and the Finance Committee.

Payroll & Forms

Complete bi-weekly payroll, pay all necessary payroll taxes and complete all payroll tax reports.  Complete all other necessary federal, state and local government reporting forms in a timely fashion.

Personnel Files & Benefits Administration

Maintain confidential personnel files for each MCC employee and administer all staff benefits including health and dental insurance, quarterly retirement account contributions, worker’s compensation and vacation time balances.

Maintenance Spending

Record the spending from the MCC Maintenance Fund in a precise and detailed manner and track spending and worker group hours on all individual maintenance projects in a manner agreeable to the MCC Maintenance Coordinator.  Provide the MCC Maintenance Coordinator and Maintenance Officer with monthly maintenance spending and budget reports by the fifteenth of the following month.  Provide quarterly maintenance spending and budget reports to the Finance Committee.

Security Deposit Forms

Process member security deposit forms, insuring that forms are filed and security deposit returns are made in a timely manner.

Financial Issues

Work with the Finance Committee toward accomplishing its objectives, including coordinating the refinancing of MCC’s mortgages and land contract holdings, evaluating the financial ramifications of new cooperative development possibilities and preparing MCC’s annual budget.  Annually compile information on any changes that affect factors used in the determination of the MCC house billings.

Secondary Priorities:

Training Manuals

Review and update the Finance Coordinator’s and any other relevant training manuals on an annual basis to preserve an information base.  Update and maintain the Treasurer’s Handbook.

Annual Report

Complete the annual assessment report on MCC’s financial position and procedures and present it to the Coordinating and Finance committees.

 Loans

Review loan applications received by MCC

Investments

Evaluate investments as needed and report findings to the Finance Committee.

 

Board of Directors and Executive Committee

Primary Priorities:

Staff Reports

Prepare written reports for each Board meeting and oral reports to the Coordinating Committee.  Included in these reports should be an accounting of the major accomplishments and activities performed in the appropriate time period, problems encountered, crises foreseen, and action taken or contemplated to respond.

Timesheet and Time Log

Maintain a timesheet with hours worked and duties performed for quarterly inspection by the Finance Officer/ Coordinating Committee in order to obtain feedback about priorities and effectiveness.

Submit a time log with total hours worked each week along with vacation, holiday and sick time usage and balances for inclusion in the Finance packet on a quarterly basis.

Provide a copy of said time log to the Finance Coordinator on a quarterly basis for the express purpose of determining staff vacation payable balances.

Secondary Priorities:

Board Meetings

Attend at least the first portion of one Board meeting each month and be present at any meeting with an agenda item relating to finances where the FC’s expertise may be needed.

 

Committees & Officers

Secondary Priorities:

Officer Assistance

Provide advice and support to MCC officers as needed in the performance of their duties.  This involves being aware of the important functions and roles that need to be performed by officers, keeping in close contact with them to see in what areas they might need assistance, and offering that assistance when it is evident to staff that it would be beneficial (i.e. not waiting for things to fall apart first).

Committee Support

Inform committee members about the Finance area budget items; provide them with knowledge about the techniques and requirements of various projects undertaken; do research to gain such information when needed; give advice and inform them of consequences of decisions or non-decisions; and assist officers and members in the conduct of smooth and efficient meetings.

Acting Finance Officer

Convene and chair the Finance Committee meetings when there is no active MCC Finance Officer, making sure that all Finance Committee issues are adequately addressed.  Report to the Board of Directors and the Coordinating Committee on the progress of the Finance Committee.

Goal Setting

Assist the Finance Committee in the creation and implementation of goals and objectives in order to develop and improve MCC’s financial health, stability and fiscal responsibility.

Policy Resource

Inform the Finance Committee and other committees of MCC policy and initiate new policy proposals when appropriate.

Committee Meetings

Attend the Finance Committee Meetings and Staff Performance Review Committee meetings and other ad hoc committees as directed by the Coordinating Committee, and work with them in their operations. At the request of the Finance Officer, attend Coordinating Committee meetings. The staff member is to receive agendas for these committees and remain in frequent communication with officers.

Committee Chairs

Work closely with the Finance Officer to enable him/her to effectively chair their respective committees and perform their functions as liaisons between Finance Committee and the Board. Work with other committee chairs as necessary or as directed by the MCC Board.

Management Concerns Committees

Assist Management Concerns Committees on an as needed basis or when requested by the committee to provide input and advice to committee members relevant to areas of financial and reporting concern for individual houses.

  Social Justice Center Board of Directors

Sit on the Board of Directors of the Social Justice Center as MCC’s representative.

 

Support to Individual Houses

Primary Priorities:

House Treasuries

Assist house treasurers when they have financial questions.  Train house treasurers in bookkeeping and the use of the Monthly Treasurer’s Report Form. Review proposed annual house budgets in conjunction with house treasurers and the MCC Finance Committee. To this end, the FC should seek and obtain training to increase teaching skill and effectiveness as needed.

Management Concerns Indicators

Work with the MCC Finance Officer to monitor house finances for compliance with management concerns indicators.  The FC will report problems to the Coordinating Committee and the Board and assist in their solution as directed by the Coordinating Committee or the Board.

Secondary Priorities:

House Bookkeeping

Perform the required bookkeeping work for individual houses that have fallen behind on their books, according to the MCC Late Treasurer’s Report Policy.

House Accountability

Take appropriate steps to deal with past due house accounts receivable as required by policy.  The FC will inform houses of lack of treasurer training as per MCC policy and will notify houses of late treasurer reports.  The FC shall include in the Finance Coordinator staff reports given to the Board and the Finance Committee, a list of MCC fines that have been recently levied.

House Operating Reserve

Review House Operating Reserve accounts, adjust house contributions as necessary and calculate interest due.

House Discretionary Fund

Manage House Discretionary Fund accounts, including disbursements and interest payments.

Debt Collection

Initiate debt collection letters to past members and create debt collection logs.  Coordinate past member debt payments received with individual houses.

Office Duties

Secondary Priorities:

Office

Together with the Member Services Coordinator, keep the MCC office in satisfactory operating condition, including answering phone calls, distributing mail, organizing and filing information and keeping the office clean and organized.

Information Requests

Respond to requests for cooperative housing information (phone and walk-in visitors).

Community Outreach

Secondary Priorities:

Development/Property Expansion

Help MCC set prudent organizational development goals and expectations.  Work with the Member Services Coordinator and other interested staff, officers, and members to purchase and set up new cooperatives for MCC as directed by the development committee, coordinating committee, board and/or general membership.  This work will mainly include calculating the financial impact of purchasing new properties, researching financing options for potential properties, and sharing financial information with MCC’s grant writers

Cooperation Among Cooperatives

Assist existing non-MCC cooperatives by providing financial information, expertise and technical assistance when requested and within reason.

Member Education

Secondary Priorities:

Newsletter Articles

Write short newsletter articles on a regular basis, which provide members with relevant information about MCC and its function, usually pertaining to the areas of work performed by the FC.

Member Orientations

_________ will attend all MCC membership orientations with the joint purposes of familiarizing MCC members of her role within MCC and to familiarize herself with MCC’s membership.

Office Orientations

In conjunction with the Member Services Coordinator and the Maintenance Coordinator, perform new officer orientations for all newly elected or appointed officers.

 

Maintenance Coordinator Job Description

General

This agreement is entered into between Madison Community Cooperative (hereafter referred to as MCC) and ________ (hereafter referred to as _________). This agreement shall define the terms of MCC’s employment of _________ as Maintenance Coordinator (hereafter referred to as MC), and shall supersede any prior agreements entered into between MCC and _________. The MCC Board of Directors (hereafter referred to as the Board), on behalf of the MCC membership, approves the agreement and authorizes the MCC President to act as its agent in this matter and upon whose signature the Board’s formal assent to this agreement is official. _________ agrees to accept the terms of this agreement and to provide the services described herein as terms of employment as MC.

Maintenance Coordinator

Be It Formally Agreed: The MC’s role is to function as the manager of the physical properties of MCC and MCC’s maintenance administration. The MC is responsible for overseeing the completion of all approved projects, handling maintenance emergencies, developing the annual maintenance budget, and communicating maintenance needs to the members.  The MC works in conjunction with the Maintenance Officer(s) (MO) and Lead Worker Group Person (LWGP) in the hiring of worker group members and hires contractors or outside workers to keep MCC houses up to code, safe, dry, warm and attractive.  The MC sees to it that all necessary preventative maintenance of buildings is completed as needed by house members (hired when necessary), contractors or other workers.  He or she provides information to the BOD and Coordinating Committee about the condition of all MCC properties.  The MC works closely with House Maintenance Coordinators (HMC) and house members, informing and empowering them to maintain and improve their buildings.  The MO supervises the MC.

Responsibilities and Priorities:

Order of Priorities

_________ and MCC agree and understand that the MC shall complete the following tasks under the general supervision of the Coordinating Committee. _________ and MCC recognize that items labeled secondary priorities will be done as time allows and that if MCC requests more work from _________ on certain tasks that other duties outlined below will be given less priority by _________.

General Management, Coordination with Maintenance Officer & Administration

Primary Priorities:

Annual Budget Tours

Complete annual house inspection with the MO and HMC and make recommendations for major and minor projects, in preparation for the annual MCC Maintenance Budget.

Maintenance Concerns

Communicate regularly with MO and HMC regarding house’s upcoming and current maintenance problems and projects and consult them when an emergency arises. They will assist the MC in the evaluation and decision of how to solve the problem at hand in a timely manner, taking into consideration the impact of any solutions on the MCC budget and cash flow.

Maintenance Spending

Maintain maintenance spending in a way that is consistent with the maintenance budget. MC has ability to sign contracts of less than $15,000 with the signature(s) of the MO(s), if project was previously budgeted for, and approved by, the BOD.  For contracts greater than $15,000 the MC must always first secure approval from the BOD.

Maintenance Budget

Draft the Annual Maintenance Budget with the Maintenance Committee and the MO for presentation to the Finance Committee, the BOD, and the Membership at large in time for budget decisions to be made.

Secondary Priorities:

Maintenance Officer

Work closely with the MCC elected MO with the goal of enabling them to effectively chair the MCC Maintenance Committee and perform their function as liaison between the Maintenance Committee and the BOD

Worker Group

The MC will have final authority to hire and fire WG, according to budgetary constraints and other necessities.  The MC will supervise, coordinate, teach, and assist WG and will be directly responsible for the work performed by WG.  Preference in hiring WG members will be given to people with experience with cooperative situations.

Maintenance Policy

Orient MO to the policies and practices of MCC maintenance procedures.  Update policy with MO assistance as necessary.

Project Calendar

Keep and update an annual and monthly calendar of scheduled project beginning and estimated completion dates.  Calendar should be updated as changes are made to the schedule and the calendar should remain on file and available on request to the BOD and Maintenance Committee.

MCC Vehicle Maintenance

MC will maintain the MCC Maintenance vehicle and make it available to members who meet the criteria upon request.

Other

Should the MO be inactive, non-performing, or absent, the MC will consult with the Coordinating Committee about the above items.

Support to Houses and House Maintenance Coordinators (HMC)

Primary Priorities:

Maintain Houses

In conjunction with the LWGP and HMC’s, recommend, plan, and oversee all major maintenance projects, contact contractors for bids and hire, secure proper permits from the City of Madison Building Inspection Department, purchase and deliver supplies, and do whatever is necessary to complete jobs in a timely and competent manner while staying within the parameters of the MCC maintenance budget.

Communication

Be available by phone during reasonable hours to offer assistance and advice as the situation demands to any MCC member in case of maintenance emergencies in their house.

Perform Maintenance

Actually perform maintenance whenever necessary.

Maintenance Education

Assist and teach house members and HMC’s how to complete minor maintenance projects when they lack the necessary skills and those skills are not easily taught.

Support to HMC’s

Communicate with or meet individually with HMC’s at least twice a month.  Be available to inform the HMC’s of the skills necessary to perform routine and preventative house maintenance as defined by the House Maintenance Checklists.

Secondary Priorities:

Tool Storage

Along with WG administer and maintain the tool room and inventory by purchasing and keeping track of needed tools which are impractical for individual houses to own and which are necessary for the WG and MC’s own work.

Maintenance Library

Along with LWGP administer the MCC maintenance library by purchasing, and providing access to, educational materials (i.e. books and videos) and make them available to all members of MCC, upon request.

Board of Directors & Committees

Primary Priorities:

Board Attendance

Attend at least the first-half of one BOD meeting each month and any other meetings as directed by either the President or the MO.

Committee Attendance

Shall attend all Maintenance Committee meetings, Social Justice Center BOD meetings, and any Coordinating Committee, BOD, Finance Committee, Staff Review, General Membership, and other ad hoc meeting as directed by the MO and/or MCC President(s) with 24 hours advance notice prior to meeting.

Secondary Priorities:

Staff Report

Provide written reports to the BOD before all meeting dates on specified maintenance areas outlined in this agreement, including an accounting of the major accomplishments and activities performed in the appropriate time period.

Maintenance Committee Assistance

Provide Committee with updated budget and project schedules, provide technical assistance when requested, inform members of consequences of decisions (or non-decisions), provide information on maintenance policy, initiating new policy when appropriate, and assist MO in conducting smooth, efficient meetings.

Office Duties

Primary Priorities:

Maintenance Bills

Provide assistance to Finance Coordinator in the coding and paying of maintenance bills, as necessary.

Record Keeping

Maintain records of the following:

Contractor lists, estimates, and agreements

Annual Budget Tour results

House Maintenance Checklists

Completed logs of members’ maintenance hours

Major maintenance schedules and records

WG applications and contract agreements

Building and fire code violations

Warranty information for major house purchases

Building permits for repairs until no longer needed

Any other documents necessary for keeping track of crucial house maintenance history

 

Secondary Priorities:

Timesheet and Time Log

Maintain a timesheet with hours worked and duties performed for quarterly inspection by the (Finance/Membership/Maintenance) Officer in order to obtain feedback about priorities and effectiveness.

Submit a time log with total hours worked each week along with vacation, holiday and sick time usage and balances for inclusion in the (Finance/Membership/Maintenance) packet on a quarterly basis.

Provide a copy of said time log to the Finance Coordinator on a quarterly basis for the express purpose of determining staff vacation payable balances.

Maintenance Checklists

Update House Maintenance Checklists, send them to each HMC quarterly, and enforce the completion and return of the Checklist.

General Office Work

Perform the office and administrative work necessary to keep the MCC office in satisfactory operating condition, including answering phone calls and the MCC mail, organizing and filing information, and keeping the office clean and organized.

Property Development/Expansion
Help MCC set prudent organizational development goals and expectations.  Work with the Member Services Coordinator and other interested staff, officers, and members to purchase and set up new cooperatives for MCC as directed by the development committee, coordinating committee, board and/or general membership.  This work will mainly include researching potential new properties and estimating construction or renovation costs, but may also include reaching out to coalition partners and directly negotiating with potential sellers.

Community Outreach

Secondary Priorities:

Resource Sharing

As directed by the Coordinating Committee, the MC will further the principle of cooperation among cooperatives by sharing information and resources with existing housing cooperatives, developing working relationships with community resource people, and working for the improvement of communications and/or services between MCC and other cooperatives.

Liaison

As directed by the Coordinating Committee, the MC will act as a liaison between MCC and appropriate city and neighborhood agencies, non-profit, for-profit, and cooperative agencies.

 

Member Services Coordinator Job Description

General

This agreement is entered into between Madison Community Cooperative (hereafter referred to as MCC) and ­­________ (hereafter referred to as _________). This agreement shall define the terms of MCC’s employment of _________ as Member Services Coordinator (hereafter referred to as MSC), and shall supersede any prior agreements entered into between MCC and _________. The MCC Board of Directors (hereafter referred to as the Board), on behalf of the MCC membership, approves the agreement and authorizes the MCC President to act as its agent in this matter and upon whose signature the Board’s formal assent to this agreement is official. _________ agrees to accept the terms of this agreement and to provide the services described herein as terms of employment as MSC.

Member Services Coordinator

Be It Formally Agreed: The MSC’s role is to function as the manager of MCC member services administration and program support in areas of membership, education, conflict resolution, and record keeping. The management style should be one of listening, providing analysis, teaching, building enthusiasm, and presenting issues, options, and alternatives. If officers and committee members are actively working and planning ahead, the coordinating staff takes more of a background guiding and facilitating role. When committee members are not active or not taking much initiative the coordinating staff members take an active role in figuring out and reporting to the Coordinating Committee what needs to be done. When so directed by the Coordinating Committee or the Board, the MSC will take responsibility for getting people to do what needs to be done or take individual responsibility for doing it. In order to facilitate this responsibility, _________ shall improve accountability by designing, implementing, and reporting results of monitoring performance measures defined in Policies and contracts for Directors, Board Officers, Staff and House Officers.

Responsibilities and Priorities:

Order of Priorities

_________ and MCC agree and understand that the MSC shall complete the following tasks under the general supervision of the Coordinating Committee. _________ and MCC recognize that items labeled secondary priorities will be done as time allows and that if MCC requests more work from _________ on certain tasks that other duties outlined below will be given less priority by _________.

Member Services, General Management & Administration

Primary Priorities:

Member Contracts

Track member contracts and security deposits, including updating and maintaining the digital contract database and security deposit audit database.  Send reminders to members and House Treasurers of missing and incomplete contracts and deposits as necessary, according to relevant MCC Policies or as directed by the Board.

Member Debt

Send legal notices to members who are in debt to their house, have not paid deposits and/or fees, and approve payment plans, according to relevant MCC Policies, as directed by the Board, and as directed by the Individual Issues Committee.  Maintain records of legal notices using the digital legal notice database.

Court Evictions

File for eviction against members for rent or non-rent violations as necessary, in close communication with the MCC President and the Individual Issues Committee. Hire process servers to serve summonses and complaints as appropriate.

Legal Consultation

Seek out and contract for competent legal advice on MCC matters when necessary or when directed by the Board.

Project Staff

Hire, fire, train and act as resource person for MCC Minutes Takers, Summer Interns, Webmasters, and Office Assistants.

Policy Manual Update

Keep MCC’s archival and online policy manual up to date by entering Policy changes within two weeks after the Board meeting where they are passed.  Update the policy manual by investigating and correcting any previous policies passed by the Board of Directors that have not yet been incorporated into the manual.

Office Forms

Maintain, update, and have office forms such as payment plan forms, MCC letterhead, MCC brochures, and MCC Membership Contracts printed. This may require supervising, recruiting, and acting as a resource person for office employees, volunteers, or interns.  Design new forms, as necessary, to ensure accountability with policies and contracts.

Computer Management
Troubleshoot, maintain, and oversee the MCC office computers and network. Purchase hardware and upgrade software as needed or as directed by the Board. Contract for relevant services that assist in maintaining the usefulness of computers in the MCC office. Maintain a system of protecting the information that MCC keeps on the office computers.

General Communications

Respond to mail, email, and telephone communications in a timely manner.

Secondary Priorities:

Website Management

Oversee the timely updating as well as the long-term development of the MCC website.  Train house membership coordinators to update their house’s section of the website

Debt Collection

Coordinate past member debt collection and work to prevent debt accrual by vacating members, according to MCC policy and as directed by the Board. Hire, fire, train and act as resource person to any in-house debt collection personnel according to MCC policy and as necessary or as directed by the Board.

Supplies Ordering

Order office supplies monthly or as needed.

Housing References

Respond to housing reference requests from landlords seeking rental history information about current and past MCC members.

Development/Property Expansion

Help MCC set prudent organizational development goals and expectations. Work with other interested staff, officers and members to purchase and set up new cooperatives for MCC as directed by the Development Committee, Coordinating Committee, Board of Directors and/or the general membership.  This work will mainly include researching potential new properties, helping shepherd potential properties through MCC’s development process, reaching out to coalition partners and directly negotiating with potential sellers.

Organizational Liaison

Act as a liaison between MCC and appropriate city agencies and neighborhood, non-profit, for-profit, and cooperative organizations as useful or as directed by the Board or the Membership Committee. Further the principle of cooperation among cooperatives by sharing information and resources with existing housing cooperatives and developing working relationships with community resource people. Work for the improvement of communications and services between Madison Community Cooperative and other cooperatives.

Office Management

Be the staff primarily responsible for managing the physical space of the MCC office.  Perform work necessary to keep the MCC office in satisfactory operating condition.  Maintain office equipment and keep the office clean and organized.  Create and maintain an accessible, frugal, and user-friendly filing system and purge any outdated or duplicate information within these files.

Board of Directors & Coordinating Committee

Primary Priorities:

Staff Reports

Prepare written reports for each Board meeting and oral reports to the Coordinating Committee on member services program effectiveness. Included in these reports should be an accounting of the major accomplishments and activities performed in the appropriate time period, problems encountered, crises foreseen, and action taken or contemplated to respond.  Improve accountability by designing, implementing, and reporting results of monitoring performance measures defined in Policies and contracts for Directors, Board Officers, Staff and House Officers.

Time Log

Maintain a timesheet with hours worked and duties performed for quarterly inspection by the Membership Officer/Coordinating Committee in order to obtain feedback about priorities and effectiveness.

Submit a time log with total hours worked each week along with vacation, holiday and sick time usage and balances for inclusion in the Membership packet on a quarterly basis.

Provide a copy of said time log to the Finance Coordinator on a quarterly basis for the express purpose of determining staff vacation payable balances.

Secondary Priorities:

Board Meetings

Attend Board meetings as a resource to Directors and to answer questions about member services area items.

Board Trainings

Provide two Board trainings per year related to Board responsibilities and operations in cooperation with the Membership Officer, unless the Board cannot reasonably schedule these training sessions. (Training areas include, but aren’t limited to, by-laws, director responsibilities, meeting process, and staff job descriptions.)

Committees & Officers

Secondary Priorities:

Officer Assistance

Provide advice and support to MCC officers as needed in the performance of their duties. This involves being aware of the important functions and roles that need to be performed by all officers, keeping in close contact with them to see in what areas they might need assistance, and offering that assistance when it is evident to staff that it would be beneficial (i.e. not waiting for things to fall apart first).

Committee Support

Inform committee members about the Member Services area budget items; provide them with knowledge about the techniques and requirements of various projects undertaken; do research to gain such information when needed; give advice and inform them of consequences of decisions or non-decisions; and assist officers and members in the conduct of smooth and efficient meetings.

Goal Setting

Assist the Individual Issues, Membership and Education Committees in the creation and implementation of goals and objectives in order to develop and improve MCC’s educational programs while reducing vacancies, conflicts, and member debts.

Policy Resource: Inform the Individual Issues and Membership Committees and other committees of MCC policy and initiate new policy proposals when appropriate.

Committee Meetings

Attend Individual Issues and Staff Performance Review Committee meetings and other ad hoc committee meetings as directed by the Coordinating Committee, and work with them in their operations. Attend Coordinating and Membership Committee meetings. The staff member is to receive agendas for these committees and remain in frequent communication with officers.

Committee Chairs

Work closely with the Coordinating and Membership Officers to enable them to effectively chair their respective committees and perform their functions as liaisons between these member services area committees and the Board. Work with other committee chairs as necessary or as directed by the MCC Board.

Management Concerns

Assist Management Concerns Committees on an as needed basis or when requested by the committee to provide input and advice to committee members relevant to member services such as filling vacancies, reducing debts, educating members, and resolving conflicts. The other coordinating staff will provide input in their general and specific areas of responsibility.

Newsletter Resource

Act as staff support and resource person to the MCC Newsletter Editor and/or other MCC Newsletter staff as needed or as directed by the Membership Committee and MCC President.

Survey Services

Provide technical services in design, administration, and analysis of membership surveys on organization priorities, programs, and satisfaction. Examples include exit surveys of former members, evaluation of educational programs, house operations, and MCC member services.

Houses & Members

Secondary Priorities:

Member Services

Respond to relevant individual member needs whenever possible, as necessary.

House Visits

Visit each house at least twice per year for the purposes of answering questions, seeking member input, and observing first hand the condition and operations of each house. Visits should be announced ahead of time to enhance member participation.

Treasurer Training

Provide training for house accounts receivable treasurers. Topics to address include billing sheets, payment plan processing, relevant MCC policies, and related items.

Networking Lists

Hire personnel as necessary to create, distribute, and update MCC contact lists and networking lists. Networking lists will include contact information for members holding specific elected positions at MCC houses.

 

 

MCC OBLIGATIONS and related decisions

REAL ESTATE

*MCC shall develop a federation of housing cooperatives. The radius of primary development consideration shall be 3.0 miles about the MCC office at 1202 Williamson St. (Amended: 5/15/02)

* Urban expansion: MCC is open to expansion into smaller houses in Madison.

a) MCC would like groups of people who are interested in starting a new housing co-op of 8-20 people to bring their proposals to the MCC Urban Expansion Committee for suggestions and advice. The proposal would be presented to the MCC Board and/or membership by the Urban Expansion Committee for approval or rejection. Approval would signify a commitment by MCC to provide bonds, direct investment and/or technical assistance as agreed upon as soon as a suitable house is found.

b.) The maximum cost of any new house per member per month shall be similar to present MCC costs.

(5/14/80):

l. In response to any inquiries to buy MCC property we (the Board) direct the staff to state that we are not interested in selling any of our property at this time. Upon such inquiry, the people in the house concerned and the Coordinating Committee will be informed of the inquiry.

2. Regarding offers to sell property to MCC, the pertinent information will be referred directly to the Coordinating Committee.